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Reflection
CLASS/TUTORIAL CONTRIBUTION

Daniel Soaloon Sibarani

SID: 470297878 |

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 Contents
Tutorial 1 – Week 2 – Project Context .................................................................................................... 1
Tutorial 2 – Week 3 & 4 – Project Stakeholders, Scope, and Planning ................................................... 2
Tutorial 3 – Week 6 – Project Monitoring & Control .............................................................................. 4
Tutorial 4 – Week 6 & 7 – Project Estimation & Risks ............................................................................ 5
Tutorial 6 - Week 10 -Quiz 3 ................................................................................................................... 6
Tutorial 10 - Week 11............................................................................... Error! Bookmark not defined.
Reflection ................................................................................................................................................ 7
Tutorial 1 – Week 2 – Project Context

1.1. What Makes a Project

 School/University
o Main goal : Educate students and encourage them to think critically
o BAU activities:
 Teaching
 Cleaning school
 Sport lesson
o Possible projects:
 Painting the school/university
It will change the look of the school or University. It is not done routinely. The
headmaster or the board of the school might initiate it. All students and staffs
benefit from the project’s deliverable.
 Sport event
It proposes the value of sportsmanship to students, implementing and
introducing variety of sports to students, the headmaster or the board of the
school might initiate it, all students benefit from the project’s deliverable.
 Supermarket
o Main goal : Gaining profits from selling all the items in the supermarket
o BAU activities:
 Selling/Transaction
 Cleaning
 Christmas discount
o Possible projects:
 Introducing new payment system
It will change on how the cashier acts towards the customers. The employee
will need some trainings in implementing the system. It is not done routinely
during the business life cycle. The owner or the board of the supermarket
might initiate it, and it might benefit both customers and the owner.
1.2. Business Goals, Strategies, Objectives, and Projects
 Business goals : Gain more profit
 Business strategy : Move into much larger and more lucrative replacement market
 Business objectives : Gain a share in the tank-valve replacement market
 Project objectives : Design and produce the MV to have superior quality and a lower
cost than its competition
 How measurable or tangible these goals and objectives?
The business goals, strategy, and objectives are measured usually from the IRR rate. The
project objectives are measured from the constrain given from the clients as the measure of
success such as cost no more than $US 10 million, done within six months, has 80 million NPV,
and 25% IRR.
 Financial perspective
If the project could be finished within the constrain while keeping the IRR steady, this
project is worthwhile to be pursued by IV.
 Why is it difficult to explore a company’s strategy?
Because it kept secret so other companies could not read it and anticipate its movement.

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Tutorial 2 – Week 3 & 4 – Project Stakeholders, Scope, and Planning

2.1 Royal Prince Hamlet Case Study – Stakeholders

Stakeholders Major concerns/interests Proposed control strategy

Engage – Have a monthly
Enhance clinical decision-making and increase
Government meeting and a weekly status
consumer satisfactions
report.
Monitor – Try to make the
Patients Secure, fast and accurate administration process patients unaware of the
current ongoing process.
Engage – Have a meeting to
Tech expert from Installing computers and software for the new discuss the computer
DoH system specification needed for the
software.
Hospital IT Coordinating with DoH Tech Expert and Engage – Have a meeting
Department implement training for the administration staff together with DoH experts.
Engage – Bring them for a
Office view in the new building. tour in to the new facility
Staff
Additional distance from the old facility. and if possible, let them
choose their spot.

2.2 Royal Prince Hamlet Case Study – Scope

Project Scope Staetment

Scope Description / In Scope:
 Liaise with the hospital property acquisition & development personnel to advise them of any
special space requirements
 Supervise contractor in doing fit out, and verify its completion to the department’s
satisfaction
 Liaise with IT team to verify the installation of the new computer systems required
 Ensure site security during fit out without any losses and damage
Out of Scope:
 Buying new computer system
 Installing Antivirus
Measurable Criteria:
 Patients unaware of the current fit out process
 No data/documents loss during fit out (within 5% range)
 Finish the IT Training within 3 weeks
 Finish Fit out within 3 months
 Finish computers and software settings within 2 months
Project Deliverables:
 Patient administration processes are not disturbed
 Minimum damage and losses
 IT Training for the clinical records department
 Fit Out
 Computers and software set up
 Major Activities:
 Evaluate space and seating requirements with IT and clinical records department
 Advise property acquisition team of needs
 Review final design brief for builder
 Supervise builder and monitor progress
 Finalize Seating and partitioning
 Confirm completion of fit out
 Finalize logistics of office move
 Conduct moves to new premises
 Verify completion
 Project closure and wrap-up

2.3 Royal Prince Hamlet Case Study – WBS

Royal Prince
Hamlet

Project
Preliminary work Fit Out New Facility Move
management

Evaluate Space Supervise builder

Conduct move to
Project charter and Seating and monitor
new premises
Requirements progress

Advise property
Project Finalise Seating
acquisition team Verify completion
management plan and partitioning
of needs

Review Final Confirm

Project closure design brief for completion of Fit
builder Out

2.4 Royal Prince Hamlet Case Study – Network Diagram

Tutorial 3 – Week 6 – Project Monitoring & Control

3.1 Network Diagram

3.2 Gantt Chart

3.3 Critical Path Analysis

The critical path is shown in the Gantt Chart in the previous section. Based on that, the minimum
duration of the project is 42 days.
 Tutorial 4 – Week 6 & 7 – Project Estimation & Risks

4.1 Risk Identification and analysis

What could go Category of Risk Risk indicators Potential cause How will we fix it
wrong
Insufficient Moderate When assembling Not capable Assessing the
power in the new all the final using all facilities power limit of
facility requirement bought the new
premises to the
IT departments,
so they know
how to configure
all the electronic
devices needed
Unhappy with Moderate After finishing Might cause Encourage them
the seat the project complain and to attend all
arrangement give bad monthly team
reputation of the meetings.
PM Additionally
discuss with IT
team to arrange
different time for
IT training.

4.2 PERT Estimation

Activity Optimistic Most Likely Pessimistic t (ave) Variance

Write specification 4 6 7 5.83 0.25
Produce component design 6 8 12 8.33 1
Develop prototype 5 7 11 7.33 1
Conduct tests 3 4 8 4.5 0.69
Acceptance 2 2 3 2.17 0.027
Total duration for each 20 27 41 28.17 2.97
option

4.3 Estimating Task Cost and Duration

Labor Cost Duration

Bill $ 6750 300 hr
Mary $ 6000 187.5 hr
Minh $ 5400 225 hr

Minh should be assigned if cost is the primary consideration.

Mary should be assigned if schedule is the primary consideration.

Tutorial 5 – Week 10 – Quiz 3

Sponsor

Project Manager

Commissioning Procurement Financial

Legal Manager HSE manager
Authority Manager Manager
Reflection