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Executive summary
Project Name: Affordable Housing Development Project
Client: Leicester City
Project Sponsor: JUTEX
Author:
Document No: Release: Final
Date of project approval: Signature:

Introduction
The rapid population increase in Leicester City has driven up mortgage prices, leaving many low-
income individuals without access to affordable housing. In response, JUTEX, a famous property
developer, has commissioned the building of 1,000 residence units, which will begin on October 1,
2023, and will be completed on October 31, 2024.
Background
Leicester City, located in the heart of the United Kingdom, has seen tremendous population growth
over the last several decades. This expansion has resulted in an increase in demand for homes,
resulting in higher mortgage rates, putting homeownership out of reach for many low-income
individuals and families. As a result, the city is facing a serious housing affordability crisis, with a
significant number of its population struggling to find adequate, affordable housing.
Recognizing the urgency of the situation, JUTEX, a prestigious property development corporation,
has launched a critical project. The company will began construction of housing units under the
project named Affordable Housing Development Project (AHDP) on October 1, 2023. The goal is
to provide affordable housing alternatives for Leicester City's underprivileged population. This
initiative is a big step in alleviating the city's housing affordability crisis and improving citizens'
general living conditions.
Project Objectives
The success of the project depends upon the objectives of the project (Chua, Kog et al. 1999). The
project objectives for this are given below in detail
Increasing the Supply of Affordable Housing: The goal of creating housing units is to greatly
increase the availability of affordable housing and making it more accessible to low-income
individuals and families (Adabre and Chan 2019) .
Improve Residents' Quality of Life: The project aims to improve resident’s quality of life in addition
to expanding housing supply.
Community Development: It aims to build surroundings that encourage social cohesion and
community growth through careful urban design and sustainable development techniques.
On-Time Delivery: Meeting this deadline guarantees that the community receives the advantages of
affordable housing when they are most needed.
Sustainability: This covers things like energy-efficient design, environmentally friendly building
materials, and trash reduction. We promote environmental stewardship and resource efficiency in
this way, which aligns with broader sustainability aims.
Project Scope
The scope of the project consists of the following stages:
Specific: The project proposes to build affordable housing units in Leicester City, mostly for low-
income earners who are now unable to buy their own homes due to high mortgage prices caused by
rapid population increase. The project will focus on providing housing alternatives that meet local
affordability standards and solve the community's housing needs.
Measurable: The completion of affordable housing units will determine the project's success.
Measurable criteria also include project deadline adherence, staying within the established budget,
and meeting the stipulated quality and sustainability standards.
Achievable: To ensure a successful completion, the firm has the essential skills, resources, and
experience in property development and project management in limited financial resources and
time period.
Relevance: The project is extremely relevant to the present housing market conditions in Leicester
City, where expanding population has resulted in higher mortgage prices, making homeownership
unachievable for low-income earners. Addressing this issue is in line with local and regional
housing affordability goals, and it provides a valuable service to the community.
Time-bound: The project's scheduled handover date is October 31, 2024, establishing a firm
deadline for completion. The planned timeframe ensures that the project stays on track and that
affordable housing units are provided to the community within a specific time frame.

Business Case
A business case for the AHDP would outline the project's estimated advantages, costs, risks, and
reasoning for conducting it. Here's a summary of the project's business case:
Project Justification
The AHDP is a response to Leicester City's acute demand for affordable homes. Because of the
city's rapid population development, mortgage prices have skyrocketed, making homeownership
out of reach for low-income people. This project aims to address the housing affordability crisis by
building affordable housing units, thereby increasing residents' quality of life and supporting
community development.
Benefits Expected
Affordability of Housing: The key benefit of this initiative is that it addresses the critical issue of
housing affordability and dramatically increasing their financial security and quality of life.
Economic Impact: The project's building phase will promote the local economy by creating job
opportunities and assisting local companies. Furthermore, homeownership encourages financial
security and wealth creation for residents.
Stakeholder Satisfaction: By assuring the satisfaction of all stakeholders, including JUTEX, local
authorities, citizens, and the project team, and develop a trust in the community, which benefits the
project in the long run.
Project Plan
The Project Plan for the said project is hereby explained in the given table.
Date Activity
Oct 2023 – Dec-2023 Planning of Project
Team Formation
Project Launch
Jan 2024 – Apr- 2024 Completion of Design
Completion of Permits
Obtain all essential Material
Obtain all essential resources
May 2024 – Sep 2024 Begin Building
Oct 2024 Final Inspection
Closing Phase
Transfer

Stakeholders
Stakeholders in the AHDP include a wide range of individuals and organizations with a vested
interest in the project's success. The project sponsor, manager, and team, as well as the low-income
earners who will directly benefit from this, are the primary stakeholders. A primary stakeholder is
the local community, which is impacted by changes in living circumstances and property prices.
Secondary stakeholders include, among others, local government agencies, utility providers,
environmental organizations, financial institutions, NGOs, construction suppliers, and real estate
developers. Because each of these stakeholders has a part in or is affected by the project's progress,
good stakeholder management is critical for navigating project difficulties and guaranteeing project
success.
Budget Allocation
The budget allocation is an important part of the project. These percentages are the allocation of the
overall budget for the project. The below is the proposed budget for the project.
Activity % of Overall Budget
Building Expenditure 50% - 70%
Infrastructure 10% - 20%
Sustainable Eco-Friendly Practices 5% - 10%
Regulatory Compliance 5% - 10%
Contingency Reserve 5% - 10%
Professional Services 5% - 10%
Project Management and Administration 5% - 10%
Communication and Stakeholder Engagement 2% - 3%

The overall budget of the project is explained in the graphical for the both the maximum and the
minimum.

Project Management and Administra- Communication and Stakeholder

tion ; 5% Engagement ; 2%
Professional Services ; 5%
Contingency Reserve ; 5%

Regulatory Compliance ; 5%
Building
Expendi-
Sustainable Eco-Friendly Practices ; ture ; 50%
5%
Infrastructure ; 10%

The below graph explain the minimum expenses for the projects. It shows a vital change in the
project costs.

Chart Title
Project Management andCommunication
Administra- and Stakeholder
tion Engagement
7% 2%
Professional Services
7%
Contingency Reserve Building Expenditure
7% 49%
Regulatory Compliance
7%
Sustainable Eco-Friendly Practices Infrastructure
7% 14%

Project organisation
The Project organization is explained as:
Project Manager: The project manager is in charge of organizing, coordinating, leading, and
carrying out the project overall. They make sure the project stays on schedule, within budget,
within scope, and on schedule. The project manager is the primary decision-making and
authoritative figure for the undertaking.

Project Manager

Engineers Architects Builders Secretaries Other Specialists

Project Team: The project team is made up of people who have the knowledge and experience
needed to finish the project. Depending on the type of project, the team may consist of consultants,
engineers, architects, builders, secretaries, and other specialists.
Stakeholders: They are people or organizations that have an interest in the success of the project.
The project sponsor, financiers, customers, law enforcement, end users, and the neighbourhood
may be among them.

Stakeholders

Law
Financers Customers End Users neighbourhood
Enforcements

Functional Departments: Projects in many organizations utilize resources from a variety of

departments that are considered functional, including procurement, finance, legal, and human
resources.
 Functional
Departments

Human
Legal Finance Procurement
Resources

Project Office (if applicable): To offer centralized support, guidelines, and standards for project
management, a project office may be established in larger businesses or for complicated projects.
This office assists in maintaining uniformity throughout various initiatives.

Project Team

Affordable
Housing
Development
Project

Functional
Stakeholders
Departments

Project Communication Management Strategy

Successful project management is based on effective project communication. It entails taking a
methodical approach to ensuring that all stakeholders are informed, involved, and in sync with the
project's objectives and development(Ramsing 2009). Identification of stakeholders is an essential
part. In this step, all stakeholders involved in the project must be identified. These parties can
include the project team, clients, sponsors, government agencies, and the local community. To
properly customize communication tactics, a thorough list of stakeholders is necessary.
Customizing communication tactics and messages to each group's specific needs is based on this
study.
Project Risk
Common risks include, but are not limited to, scope changes in projects, completion delays, budget
overruns, and unanticipated resource shortages. Identifying these possible problems, estimating
their possible impact, and creating plans to lessen or handle them are all necessary for effective risk
management(Smith, Merna et al. 2014). By doing this, teams and project managers can increase the
likelihood that the project will remain on course and meet its goals even in the face of unforeseen
obstacles (Lyons and Skitmore 2004).
Conclusion
To summarize, the AHDP in Leicester City is a critical and praiseworthy undertaking addressing
the serious issue of housing in the face of fast population increase. The project seeks to have a good
and long-term influence on the local community by developing housing units, improving people'
quality of life, and supporting community development. This project is well-positioned for success
because it has specified objectives, a clear project scope, good project organization, and a
comprehensive communication plan.
Recommendations
The AHDP include a comprehensive strategy to addressing the critical issue of housing
affordability in Leicester City. After conducting a thorough market research, the project should
prioritize understanding the specific housing needs of the target community and designing the
development to match those wants. Sustainable design and construction approaches that incorporate
energy-efficient technologies and environmentally friendly materials not only save operational
costs but also help to create a better future.
References:

Adabre, M. A. and A. P. J. S. d. Chan (2019). "The ends required to justify the means for
sustainable affordable housing: A review on critical success criteria." 27(4): 781-794.
Chua, D. K. H., et al. (1999). "Critical success factors for different project objectives." 125(3):
142-150.
Lyons, T. and M. J. I. j. o. p. m. Skitmore (2004). "Project risk management in the Queensland
engineering construction industry: a survey." 22(1): 51-61.
Smith, N. J., et al. (2014). Managing risk in construction projects, John Wiley & Sons.

Appendices