Scope

The scope of this project includes the building of a central utilities plant along with a 780 km piping assisted by 6300 km of electrical and instrument cabling. The project would also be including 15000 workers with field erected tanks of capacity 600000 cubic meters of concrete associated with a 41 km main storm water drainage which would be exceeding a 35 m wide when it outfalls ate the sea. A 70 km underground firewater distribution piping is also to be constructed associated with 70 buildings which would be including two main buildings associated with controlling (fluor.com, 2018). Laboratories would also be there with more than 1400 pieces of equipment’s fire stations operators, electric substations, warehouses, shelters, and chemical storages. Other things included in the scope are numerous instrumentations and controls. This mainly involves the distribution control system which would be supporting more than 13000 input/output points, sitewide telecommunication systems security of the plant, surveillance systems and site wide IT networks,

Controlling of project schedule can be done by using the project management tools like project calendar, baseline project report, project Gantt chart, checklist, and resource usages report. These tools help in keeping track of the project activities (Burtonshaw-Gunn, 2017). However, a baseline report is most effective when it comes to keeping an account of the planned project schedule and cost usage and comparing it to the actual project duration and cost.

Earned value analysis or the EVA is one of the industrial standard method associated with the measurement of the progress of the project at any point of time so as to forecast the date of completion and the final cost. Besides this the EVA is also associated with the analysis of the variances taking place in the schedule and the budget of the project as it moves forward (Fleming & Koppelman, 2016). This is responsible for comparing the planned amount assigned for the work with the actual cost at the end of the project so as to determine the cost along with the schedule and work that has been progressing according to the plan. When the work completes it is considered to be earned. EVA is the snapshot of the time that is used as one of the management tools so as to provide early warning systems to detect any kind of progress that is endangered or deficient (Patil, Desai, & Gupta, 2015). This is associated with making sure that a clear definition of the work is provided before starting any kind of work.

Organization Breakdown Structure

This is the method of making monthly totals of getting a monthly average which does not provide any consideration to the trend that might be present in the data. This is the method which is one of the simplest methods and is associated with measuring the sessional variations that trends into (Zheng et al., 2016).  The considerations included in the compute seasonal variance includes the following:

• Arranging of the data which are unadjusted by years and months
• Computing of the trending values by using the method of moving average
• Expressing the data for each month
• Arranging the ratios by months and years
• Aggregating the ratios for months
• Finding the average ratio for each month

Planning of the entire project includes the proposing of certain actions that are needed for producing results that are favorable in the future. Planning can also be considered as the precaution which can be used in order to reduce the different results which are not desired or for eliminating any kind of unexpected happenings. This in turn would be helping in elimination of the confusion, waste and loss of efficiency (Walker 2015).  Planning of the project would also be including prior determination along with specification of factors, the effects, forces and relationships that are necessary for reaching the specified goal.

The planning would be done logically thoroughly and with honesty so as to have high chances of success. various potential problems can be tackled by proper planning and this would be done so as to reduce the negative effects. each aspect of the plan is to be provided with a scrutiny as well (Sears et al., 2015). Three type of planning would be used for conducing the project and this includes the following:

• Strategic planning: This would be involving high-level selection of the objectives that the project is having
• Operational Planning: This would be involving the detailed planning that is required so as to meet the strategic objectives of the project.

Scheduling: This would be putting all the detailed operational plan on a time scale which has previously been set by the strategic objectives.

Problems related to resource allocation:

Some of the major problems faced while allocating the resources includes the following:

• Shortage of skilled labors.
• Poor scheduling
• Unavailability of materials
• Changes occurring in the project schedule and scope
• Outdated workflow

References:

Burtonshaw-Gunn, S. A. (2017). Risk and financial management in construction. Routledge.

Fleming, Q. W., & Koppelman, J. M. (2016, December). Earned value project management. Project Management Institute.

fluor.com. (2018). Project Management: Fluor’s Expertise Managing Large-Scale Capital Projects for Engineering, Procurement, and Construction (EPC) Functions. Retrieved from https://www.fluor.com/services/engineering/project-management

Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Patil, S. M., Desai, D. B., & Gupta, A. K. (2015). Earned Value Analysis In Construction Industry. International Journal of Informative & Futuristic Research Paper ID JIFR/MH/2015/SI-I, 3.

Sears, S. K., Sears, G. A., Clough, R. H., Rounds, J. L., & Segner, R. O. (2015). Construction project management. John Wiley & Sons.

Walker, A. (2015). Project management in construction. John Wiley & Sons.

Zheng, X., Le, Y., Chan, A. P., Hu, Y., & Li, Y. (2016). Review of the application of social network analysis (SNA) in construction project management research. International journal of project management, 34(7), 1214-1225.