Project

10 October 2016

This is a project feasibility report of Jimaga Ltd. It analyzes the concerns, stages, processed, leadership, administration and control problems of the building project whose total superficial content is 35,000 square metres. The conclusion of this feasibility report is that this project could be completed in the right time with the given budget. Project Name: Jimaga Ltd’s New Building Proprietor: Jimaga Ltd Construction Unit: XXX Construction Company Date: 20YY/MM/DD-20YY/MM/DD

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It has been proved both in theory and practice those successful projects that are delivered on time, satisfying customer objectives and delivered to budget, a thorough approach to planning and control is essential. Project feasibility is usually the first stage of the planning process. 1. 0 Concerns 1. 1 A Simple Introduction to Jimaga Ltd Jimaga Ltd is a SME company specializing in the design and supply of promotional brochures. The organizations they are commissioned by includes: Local Authorities, SME enterprises, and – on rare organizations – large global companies.

The company has been particularly successful since it started trading in 2005. 1. 2 Necessity of the Project To apply expansion strategy, Jimaga Ltd acquired a building which would allow the company to target and respond to large global organizations demands for service. 1. 3 Goals The goal of this project is to acquire the successful opening of a building which Jimaga Ltd recently acquired (35,000 square metres). It will give the company the access to meet the demands of large global organizations and the opportunity to apply an expansion strategy. 1. 4 Project Objectives

The purpose of project management is to foresee or predict as many dangers and problems as possible; and to plan, organize and control activities so that the project is completed as successfully as possible in spite of all the risks. Project objectives are the quantitative and qualitative measures by which the project team will judge the completion of the project. Generally speaking, managers who join in a project should set suitable project objectives in the first place. Before the construction of this project, mangers in Jimaga Ltd should first answer theses questions:

Field and Keller define six key people who are critical to the success of all projects: Sponsor, Champion, Client, Customer, Owner and Stakeholder[1]. To successfully complete this project in time, the key people should be discussed in the first place: 3. 0 Processes Most projects can be subdivided into four generic phases: concept, design, implement and commission. The project life­cycle enables us to look at the bigger picture[2]. Therefore, we see the project as a unit that will be implemented in four phases: planning process, executing, monitoring and controlling, closing. 3. 1 Planning Process

Very simply put, planning is setting the direction for something – some system – and then guiding the system to follow the direction. Rory Burke once noted that “Planning is an important component of the planning and control cycle, because the planning process not only establishes what is to be done, but also smoothes the way to make it happen[3]. This project should be constructed under a clear project plan that at least includes: 3. 2 Executing Executing process is aimed to perform process includes processing for the completion of the project plan the work defined in the project requirements.

Implementation process involves the coordination and integration of resources, as well as performing activities and projects in accordance with the project management plan. A deliverable executing is the output of the process, as defined in the project management plan framework and other possible application project in hand. 3. 3 Monitoring and controlling Without monitoring and controlling, there will be unnecessary waste and inefficiency <> Influencing the factors that could circumvent integrated change control so only approved changes are implemented 3. 4 Closing

In the field of project management, closing includes the formal acceptance of the project and the ending thereof. At this stage, administrative activities include the archiving of the files and documenting lessons learned. This process consists of: In common, project managers must continuously develop effective leadership skills and employ them as needed during the project cycle[4]. The visible expression of leadership skills for the project team and stakeholders is via leadership behaviors. It is necessary for Jimaga Ltd to choose a manger to serve the post of director in charge of the project.

This person would shoulder the duty of leadership in different project cycle. For example: 4. 1 Project Initiation and Scope The project director would explore what is possible and to define a high level plan with an indication of project costs. He would also make a contribution by meeting others’ needs and removing their barriers so that the project could be faced with a good beginning. 4. 2 Project Planning The project director would be asked to take ownership and a task orientation towards project planning. He would work in a democratic, participative style to develop effective plans with suitable estimates.

At the same time, the project director would identify the right people for the right role. What’s more, he would bureaucratically establish the project control mechanisms and the standards for the project team. These key components of the project should be also considered such as: 4. 3 Executing During the process of project construction, the project director should lead and assure the smooth operation of the project by: The project director should pay great attention to leaving the project team to get things done with a task-orientation attitude. Use a laissez-faire approach but stay in touch and support people as needed[5].

Ensure that multiple tasks, priorities and risks are effectively managed and clearly communicated. Take a bureaucratic approach to preparation for testing, deployment and closure, doing each stage properly – producing the appropriate deliverables at the desired level of quality. 4. 4 Monitoring and controlling The project director should monitor and control the total appearance of the project in order that it could be conducted within the management scope. 4. 5 Closing At the closing of the project, the project director should sum up the related experience and lesson from the project. . 0 Administration Using compulsory administrative measures on the basis of administrative power of administrative and operational mechanism, administrative methods have a direct influence on management object. In this way, management functions are realized. The managers of this project should pay enough attention to these aspects if they want to apply administrative methods in appropriate manner: instructions. The administrative instructions of mangers in Jimaga should be suitable with management environment and management scope.

What’s more, those administrative instructions should be consistent with the manager object’s behaviours. Control problems of a project means schedule control, quality control, cost control. 6. 1 Schedule control Managers should arrange schedule control in the following aspects: eliminate the contradiction that appears during the process of construction[8]. Project quality is not only related to the owners of the property safety, but also directly affect the project management of investment and project construction cost.

Managers should establish total sense of quality, fully understanding the connotation of quality management and quality management system in each step. On the analysis of five major elements (man, machine, material, method and central) and the construction of whole process, mangers would be able to clear quality control contents of the project. 6. 3 Cost control Project cost control refers to the activities of plan, implementation, supervision, regulation and control during the implementation process. Through appropriate technology and management methods, the consumption of labour and other expenses would be in suitable control.

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