Complete Project Documentation Sample

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Complete Project Documentation

Introduction

In order to complete the project, a lot of documentation and project plans need to be formulated. These documents are significant from a project management perspective. In the following document, the implementation plan, project management plan, project performance evaluation, and project closure document will be discussed in detail. These are important for the proper project execution and control. In addition to this, these also comprise the contingencies management plan.

Implementation Plan

The importance of the project implementation plan is that it helps in keeping the project plan in action. The document comprises the goals and objectives, project tasks list, roles, and responsibilities outlines significant resources, and some assumption (Basili, et.al, 2014). Before moving on with the implementation plan, it is important to consider some project constraints and assumptions. These include the schedule, budget, and resource availability are fixed and already defined. In addition to this, the software and other technology required to repair the faulty tanks can be reused. Moreover, there are some constraints related to the existing conditions of the tanks.

  • Project Goals and Objectives

Aim: The aim of the project is to repair the faulty and damaged tanks to avoid environmental penalties.

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Objectives

  • To preserve the leakage of the oil from the tank into the environment.
  • To restore the tank by making use of some advanced technology and methodology without affecting the operations.
  • To formulate an implementation plan, project management, project performance evaluation plan,and project closure for the repairmen project.
  • Description of Implementation

It is important to note that the whole project of reparation and restoration of tanks 1, 2, and 3 at WA will be carried out by making use of “phased approach” instead of “instant-on” approach. The whole project will be divided into different phases in order to keep the oil operation unhindered.

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  • Point of Contact

For better implementation of strategies and proper guidance of the various teams working on the repairing of the tanks, it important to describe the point of contact.

Role

Name

Contact Number

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Government Project Officer

   

Project/Program Manager

   

Business Sponsor

   

System Developer or System Maintainer

   

Configuration Management Representative

   

Quality Assurance Manager

   

Security Officer

   

Site Implementation Representative

   

Database Administrator

   

IV&V Representative

   
  • Project Management Structure

There are many challenges that might affect the organization of the project as this project has multidisciplinary nature (Basili, et.al, 2014). Being cross-functional, there are high chances of responsibility dilemmas. Hence, there is a high demand for a proper management structure. This has been provided below:-

  • Major Tasks

Since the present project aim is to restore and repair the faulty tanks to prevent environmental penalties causing economic losses to the business, the whole project is to be carried out in a logical order.

The major tasks involved in the whole project are:-

  • Current Condition Assessment
  • Evaluation of cost and arrangements of funds
  • Outline Proposal
  • Resource Allocation
  • Design Requirement
  • Construction Planning
  • Contract Making and Negotiation
  • Monitoring and Controlling
  • Final Inspection
  • Project Completion and Approval
  • End of Contract
  • Security and Privacy

Since the project is focusing on reducing the leakage of the oil, the Acts and legislation formed by the government to handle such material need to be considered in the planning procedure. The information of the contractors, sponsors, and other stakeholders need to be protected by the company under the General Data Protection Regulation Act 2018.In addition to this, for the safety and security of the employees and workers involved in the project, various measures will be taken. A security officer has been appointed to keep a check on the safety measures being followed on the site. The standardised machinery and equipment will be used in restoring and repairing of the tanks.

  • Implementation Support

Resources: The resources required for the project comprise workers, machinery, equipment, funds, and management support.

Staffing Requirement: This construction and restoration of tanks to avoid leakage require someaspects of skills, expertise, and some sort of staffing. If a particular staff member is not having required skills, then he/she should be staffed as per the requirement of the team.  

Training and Development:It is required to prepare the staff for restoring the tanks and installing instruments to monitor and keep a check on them on regular basis. The training plan should be formulated based on system support, system installation and hardware, and system maintenance and modification.

Management Plan

The project management plan is focused on scope management, time management, cost management, risk management, issue management, and procurement management, etc.

  • Scope Management

Work breakdown Structure has been providedthat will define the project scope.

 Complete Project Documentation

Implementation Schedule

The whole project was of three weeks and out of those 21 days, 10 days got wasted in the fault discovery. Hence, only 11 days are left with the team to get the faulty tank fixed and working.The remaining 11 days have been allocated to different aspects of project as mentioned in the Gantt chart provided above.

  • Quality Management

The quality management in this renovation of tanks projects can be better explained in the quality control organisational chart. The top management including the president of the company is involved in quality management.

 Complete Project Documentation

  • Communication Management

It includes systematic planning and monitoring of all the communication channel within an organisation and on a particular project undertaken by the company. The communication is needed for discussing the issues faced by the employees and management (Ting-Toomey&Dorjee, 2018). In addition to this, the strategies are also conveyed to the lower level employees. The communication plan has been provided here for this project:-

Name of Stakeholder

Information to be shared

The frequency of Meeting

Location of Meeting

Purpose of Meeting

Mode of Communication

Who

What

When

Where

Why

How

Project team

The progress report, project specification, duty chart, resource availability, deadlines etc.  

This should be conveyed in the meeting held in every 15 days.

The meeting will be held at the site office's meeting room

The main purpose of the meeting is to discuss the team specification and issues that might occur in the project.

Face to face meeting

Project manager and security officer

The security and safety measures and guidelines will be discussed, the requirement of safety equipment will also be outlined

The meeting will be held every month.

The meeting will be held at the site office's meeting room

The meeting will be held to discuss the safety importance at site and guidelines that should be followed by the employee.

Video conferencing or face to face meeting

Project manager and database manager

The information and data associated with the project will be shared and guidelines to secure it will be discussed.

The meeting will take place on a quarterly basis

The meeting will be held at the site office's meeting room

The meeting will be held to discuss how the information will be stored and protected within the organization.

Video conferencing or face to face meeting

  • Risk Management

Risks and Contingencies

The risks associated with this restoration project are many, such as the cost of the project exceeds the budget of the project. In addition to this, the risks can be classified in various subgroups mentioned below (Fink, 2013):-

  • Physical: Loss or damage, equipment failure, machinery damage, accident, fire, etc.
  • Liability: It includes legal actions or any kind of threat due to leakage of the oil, labour health and safety, and contract related.
  • Technical: Systems and machines that do not work well and consuming time for the same.
  • Labour: Illness, industrial action, or career change.
  • Social or Political: Government byelaws, zonal development guidelines, project policy changes, and protest by the union from patients, media, and staff.

Risk Mitigation

The risk mitigation can be an easy task for the project manager if he/she seeks to determine those risks that recur. Renovation projects usually face legal and technical issues. Hence, special attention should be given to them (Ali& Kidd, 2014). In addition to this, there should be a high-level strategy for the risk mitigation that can be used for multiple risks.

Project Performance Evaluation

Project performance evaluation in repairing and restoration project is very challenging for the millennium. The current project discussed in the given scenario has certain challenges associated with technology and resource management. To top it all, time and budget constraints are also there. Hence, it is important for the company to determine whether these challenges are managed with effective corrective actions. There are many performance measurement techniques, such as performance reviews, trend analysis, information distribution techniques, and earned value analysis. Apart from this, Turner (2014) highlighted some different measurement techniques for performance measurement, such as SMART system, questionnaire, performance prism, EFQM framework, and balanced scorecard BSC, and analytic hierarchy process (AHP).

The following restoration project of the oil tanks has certain KPIs based on which the performance evaluation will be done. These have been discussed below:-

Environmental Impact:the main of the project is to reduce the impact of leakage on the environment for which the company is penalised heavily by the government. The project will be a success if the negative impact is reduced in the stipulated time limit. The impact can be measured by measuring the leakage after the project completion and other impacts’ level.

ROI and Bottom Line Impact:A project will not be termed as a success if it is not budget-friendly or it costs a great fortune to the company in the progress or completion stage. It is important for the management to measure the financial impact of the project, such as return on investment, income generated, or other financial parameters.

On-budget and On-time:These two are the major performance monitoring parameters for any project. Every project has a certain calculated time limit within which it should be ending (Turner, 2014). If this does not happen, then the company will have to bear extra cost for the resources it is using, such as machinery, labour, etc. All these have to be measured timely on regular basis.

Employee Engagement and support:The stakeholders and employees are important as they are the centre point for any project carrying out by the company. It is important for the company to take care of the stakeholders’ participation and monitor it on regular basis.

For the current tank repairmen project, the “Performance Prism” system will be used for performance evaluation. It has five facets for performance evaluation. These are discussed below:-

Stakeholder Satisfaction: The organisation needs to identify the stakeholders associated with the restoration project and their demands. These comprise investor, employees, customers, suppliers, and regulatory bodies. The project should satisfy or address all of them in order to be called successful.

Stakeholder Contribution: The investors' contribution will be measured in terms of capital for growth or readiness to take the risk. Employees' contribution should be in terms of employability of skills in carrying out tasks. Regulatory bodies should be working with the company in order to maintain the standards and guidelines to be followed on site (Ali and Kidd, 2014).

Strategies: Those strategies should be followed that support the project goals and objectives. These comprise using TQM approach in order to reduce the wastage and make the project budget-friendly.

 Complete Project Documentation

Processes: A well-planned project should promote processes and use of technologically sound approaches in order to save time and money. Machinery and equipment should be check and serviced on regular basis.

Capabilities: The overall project management requires planning and scheduling of operations. Procurement plans should be made and revised on regular basis.

Project Closure

Project closure marks the end of the project work along with the indication that the project was merely a failure or success. There are many activities that characterise the project closure, namely making final payments, documenting the project report, releasing resources, project termination, and much more. However, the project closure is followed by some post-project activities, such as review and monitoring, legal requirements, and development of policies & systems (Mitchell& Golden, 2012).

The following steps are crucial for the project closure:-

  • Confirmation of completion of project deliverables:Once the project is about to end or almost ended, the project manager should see whether all the deliverables of the project are completed and the same is delivered or not. For the confirmation of the project completion, the project manager’s approval is important.
  • Complete Outstanding Payments:This is one of the important aspects of project closure. The project is completed and therefore, the oil company should make the final outstanding payments of the contractor, suppliers, partners, and employees. These are required for better relationships for future projects.
  • Getting Formal Acceptance:It is required from the management to take formal acceptance from the project stakeholders on project deliverables. Usually, the stakeholders are presented with a written document stating the completion of the project with the outcomes of the project.
  • Recording Final Performance:The final outcome of the project is recorded and calculated in the report. The record consist of schedule performance, cost performance, quality performance, security, and safety performance, and much more. In addition to this, the project record will also state whether or not the project is completed within budget and stipulated time limit (Turner, 2014).
  • Archiving Records:Once the final performance is recorded and documented in the form of a report, its final version is archived in the organisation records. The report comprises all the necessary documents and project management plans.
  • Updating the lessons learned:The lessons might comprise the issues and challenges faced by the team and other stakeholders of the project in the work-in-progress stage. Lessons learned are documented in a report and is stored in the process assets of the organisation (Mitchell& Golden, 2012).
  • Handing off final product:The final repaired and restored tanks mark the end of the projects. Once this is done, the tanks can be made use for the operation. One thing to note here is that the handover requires pre-identified assistance or a user guide containing instructions about the servicing, cleaning, and operating the tanks.
  • Releasing Resources:Once the repairing and restoration work of the tanks ends, the project is successfully completed, and the lessons and challenges determined from the project are documented well in the project report, all the resources are released. The same resources can be placed on new projects undertaken by the company.

As one can notice that project closure is also a significant phase of any project, it is required from the oil company to consider all the aforementioned steps for better outcomes in the similar projects in the future.

Conclusion

In the following report, the importance of the project implementation plan in keeping the project plan in action had been explained. The following document comprised the goals and objectives, project tasks list, roles and responsibilities, outlines significant resources, and some assumption. There some project constraints and assumptions that had been enlisted prior to the implementation plan. These included the schedule, budget, and resource availability are fixed and already defined. In addition to this, the software and other technology required to repair the faulty tanks can be reused. Moreover, there are some constraints related to the existing conditions of the tanks which were also elucidated here.

References

  • Ali, U., &Kidd, C. (2014). Barriers to effective configuration management application in a project context: An empirical investigation.  International Journal of Project Management,32(3), 508-518.
  • Austin, E., &Pinkleton, Bruce E. (2015).  Strategic public relations management : Planning and managing effective communication programs(Third ed., Routledge communication series).
  • Basili, V., Trendowicz, Adam, Kowalczyk, Martin, Heidrich, Jens, Seaman, Carolyn, Münch, Jürgen, . . .SpringerLink. (2014).  Aligning Organizations Through Measurement The GQM Strategies Approach(The Fraunhofer IESE Series on Software and Systems Engineering). Dordrecht: Springer.
  • Fink, D. (2013).  Project risk governance : Managing uncertainty and creating organisational value. Farnham:Ashgate Publishing.
  • Kerzner, H., &Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
  • Knudson, M. (2015). A performance measurement and system evaluation project plan proposal. ACM SIGMETRICS Performance Evaluation Review, 13(1), 20-31.
  • Lachman, V. D., Swanson, E. O. C., &Winland-Brown, J. (2015). The new code of Ethics for Nurses with Interpretative Statements'(2015): Practical Clinical Application, Part II. Medsurg Nursing, 24(5), 363.
  • McChrystal, G. S., Collins, T., Silverman, D., &Fussell, C. (2015). A team of teams: New rules of engagement for a complex world. Penguin.
  • Mitchell, P., & Golden, R. (2012). Core principles & values of effective team-based health care. National Academy of Sciences
  • Thompson, J. B. (2013). Ideology and modern culture: Critical social theory in the era of mass communication. John Wiley & Sons.
  • Ting-Toomey, S., &Dorjee, T. (2018).  Communicating across cultures. Guilford Publications.
  • Tjosvold, D. (2017).  Cross-cultural management: foundations and future. Routledge.
  • Turner, J. R. (2014). Handbook of project-based management (Vol. 92). New York, NY: McGraw-hill.
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