Management Of Refurbishment Activities

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Management Of Refurbishment Activities

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Management Of Refurbishment Activities

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Question:
Discuss about the Management of Refurbishment Activities.

Answer:

Introduction and Background
This project is based on the refurbishment of a particular office within a specified period of time. The dimension of the office is 6000 square feet and the refurbishment activities will include electrical works, plumbing, works on floors, ceiling and walls, renovations on various rooms and others (Kerzner and Kerzner 2017). The project also aims to address a number of specific aspects of the building that includes environment, healthcare and safety for the office employees and workers and the overall get up of the entire office building.
The office building has become quite old and poses a lot of problems and threats to the people working inside the office every day. In addition, the facilities like water, electricity and others are also showing significant problems and hence, need to be fixed. In the refurbishment project, all of these conditions will be addressed as the entire building will be repaired and modified and the utilities will be redone.
Process for Monitoring Tasks
Monitoring of tasks in the project is necessary due to a number of reasons that are as follows.
Prevent Scope Creep – In any project, scope creep may occur if the tasks are not monitored in time. Hence, to prevent this issue, the tasks are to be monitored and change management may be introduced.
Safety – One main requirement of a construction or refurbishment project is the safety of the workers (Schwalbe 2015). In these projects, the workers often have to work at a high place for repair and color of upper floor exteriors of the building. Hence, it is required to monitor whether the workers are safe and immediate actions are to be taken if safety issues occur at any instant.
Change Management – Projects often require change management and in order to introduce the changes, task monitoring is to be done to identify exactly what changes are necessary.
The process for monitoring of the tasks includes the following stages.
Project Metrics – The first requirement is to keep track of all the project metrics that are set during the planning phase of the project. It is to be determined whether these project metrics are met and if not, changes should be introduced accordingly.
Team Performance – Identification of team performance is an essential aspect of monitoring (Fleming and Koppelman 2016). The performance of the team must reach a certain standard or else, new team members should be recruited in place of the members who are not performing as per expectations.
Scope Management – Task monitoring is also done for the scope management of the project. Often the project moves out of scope due to monitoring and hence, monitoring is required to ensure creep does not occur.
Collective Action – Finally, task monitoring is only possible when collective action is taken. For instance, it may not be possible for the project manager to monitor the progress of the project every day (Harrison and Lock 2017). In that case, the supervisor should take initiative of monitoring and report to the project manager.

Change Management Process
Change management process directly follows from the project monitoring and is done by the project manager based on the progress of the project. Change management is required when the project progress is not satisfactory and requires positive changes (Walker 2015). However, change management cannot be simply done by implementing the changes. There are certain stages that are as follows.
Issues Log – The project supervisor needs to identify all the issues encountered in the project and create an issues log document. In this document, all the issues are mentioned in a list format along with the recommended strategies for change management as suggested by the project supervisor.
Change Request Form – This is a paper / online form that the project supervisor has to fill in order to request changes. After filling this document, the project supervisor will have to attach the issues log and forward it to the project manager (Heagney 2016). The changes can only be implemented after the project manager approves the form and provides budget and resources for the changes.
Feasibility Test – In spite of suggested and approving changes in the project, there is another important step i.e. the feasibility test. Not all suggested changes will be feasible for the project in terms of time and budget and some others will not have sufficient cost benefit for the project. Hence, testing the feasibility of the change is necessary in order to ensure resources are not wasted non-feasible changes.
Managing Milestones and Timings
Managing milestones and timings is an important aspect of project management. Milestones are specific points in the project that define the initiation and progress of the next phase of the project. Timings are specific durations that are set for the project work packages and must be followed accurately (Verzuh 2015). In order to manage all the work packages within the allocated durations in the project, specific management plans are necessary.
There are some cases when during a project, milestones and timings are not met as per the plan. If the project is not controlled at this stage, it will slowly start losing time as well as resources. This will also promote scope creep and finally result in failure of the project.
There are some tools that are being used for developing a particular schedule for the project. Manually developed schedules are more prone to errors and result in loss of time and budget. Some of the popular project management softwares used are Microsoft Project, Project Libre and others. These softwares can be efficiently utilized to develop project schedule and set milestones for the project (Boud, Cohen and Sampson 2014). Gantt chart is a tool that is developed using one of these softwares that can be very useful in developing the milestones and durations of the project. In order to control allocations of time in the project work packages, the work packages are linked with each other based on the predecessors and the priorities of the activities. Also the expected duration for each of the activities are to be set and the software will allocation time to each activity accordingly.

References
Boud, D., Cohen, R. and Sampson, J. eds., 2014. Peer learning in higher education: Learning from and with each other. Routledge.
Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management. Project Management Institute.
Harrison, F. and Lock, D., 2017. Advanced project management: a structured approach. Routledge.
Heagney, J., 2016. Fundamentals of project management. AMACOM Div American Mgmt Assn.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Schwalbe, K., 2015. Information technology project management. Cengage Learning.
Verzuh, E., 2015. The fast forward MBA in project management. John Wiley & Sons.
Walker, A., 2015. Project management in construction. John Wiley & Sons.

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