FINAL
PROJECT
REPORT
EMANON COLLEGE LAB
BUILD PROJECT
Project ID: 2009-19
Prepared By: Rebecca Brown
Position: Project Manager
Company: Emanon College
Date: 14 Aug 2009
Table of Contents
Project Overview 3
Background 3
Objectives 3
Project Scope 3
Deliverables 3
Scope Exclusions: 3
Detailed Assumptions 4
Constraints 4
Project Approach/Phases 4
High Level Tasks: 4
Project Resources 4
Labour 4
Material 5
Project Schedule 5
Schedule 5
Key Project Milestones 5
Project Budget 5
Task Expense Statement 6
Resource Expense Statement 6
Project Cash Flow Projection 7
Project Risk Management 8
Risk Register 8
Major Project Changes 8
Approved Changes 8
PROJECT OVERVIEW
Background
Emanon College’s strategic direction is to promote itself as a top-tier, state-of-the-
art business and technical college. There has been a significant shift in the need to
use computer systems, even in non-technical subject areas. Before the project, there
were only five computer labs on campus, with a total of 100 workstations that were
all more than five years old. These labs were being used 14 hours per day; some
classes had two students per system, and the Fall term increased course offerings
that required extensive use of computer lab facilities.
Need/Requirement
The college did not have sufficient computer lab space to handle the increased
demand, and the systems in the labs were rapidly becoming obsolete. A feasibility
study was conducted to determine the computer lab needs of the college in more
measurable terms. The result of this study was a recommendation to undertake a
project to double the number of computer labs and computers in the college, and
update all of the lab equipment to current technology.
Objectives
The objective of this project was to build ten computer labs at Emanon College to
increase the lab capacity by 100% and equip the labs with technology that is no less
than one year old before Fall classes started this year. This objective was achieved
on 15 August 2009.
PROJECT SCOPE
Deliverables
Deliverable 1: Project Documentation
Description:
Project administration documentation included the project plan, project reports,
quality control and assurance documents, change control documents, project closing
documents, and other project information.
Acceptance Criteria:
For project documentation to be acceptable, all specifications had to be met. This
deliverable was accepted on 14 August 2009.
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Deliverable 2: Lab Design Documents
Description
The design documents are comprehensive room drawings and specifications for all
computer labs. They include detailed, scaled information on all labs, including all
furniture, equipment, and hardware in each room, furniture specifications,
equipment specifications including software, layout/floor plan of the room, and
construction specifications.
Acceptance Criteria
For the design documents to be acceptable, all specifications had to be met, and the
following criteria also needed to be achieved:
» Each room have its own package of design drawings, and files.
» All drawings include the scale, drafter, designer, building, room number,
symbols, and other key information to provide the user with exact
information to be able to follow the drawing to build the facility.
» All construction specifications must meet generally accepted engineering
standards as defined in the Project Resource Manual produced by the
Construction Specifications Institute.
This deliverable was accepted on 26 June 2009.
Deliverable 3: Ten Computer Labs
Description
The primary deliverable of this project is ten new computer labs. Each of these labs
include student workstations, at least one instructor workstation, at least one digital
projector and screen, and at least one workstation to accommodate students with
special needs.
Acceptance Criteria
For each computer lab to be acceptable, all specifications in its design documents
had to be met. This deliverable was accepted on 7 August 2009.
Deliverable 4: Lab Maintenance Documents
Description
The lab maintenance documents are complete as-built documents and preventative
and corrective maintenance procedures for all computer labs. They include detailed
drawings and specifications that reflect the actual facility conditions after
completion.
Acceptance Criteria
For the maintenance documents to be acceptable, all specifications had to be met,
and the following criteria also had to be achieved:
» Each room will have its own package of maintenance documents.
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» All construction specifications must have met generally accepted engineering
standards as defined in the Project Resource Manual produced by the
Construction Specifications Institute.
» Hard copy of all drawings, CD disk containing digital documents complying
with requirements detailed above.
» A minimum of two (2) printed & bound sets of all maintenance manuals and
one (1) set in digital form are provided.
This deliverable was completed on 6 August 2009.
Scope Exclusions:
The following deliverables and tasks were excluded from the project:
Excluded from project: Reason:
Developing and administering a college It is a function of the operations of the
computer usage policy were out of scope Information Systems (IS) Department
for this project.
Software licensing was out of scope for The IS department procures enterprise
this project. licenses for most software, and faculty-
specific software is managed through IS.
Loading the software on the systems was
the responsibility of IS and it was done
during installation of the computers in
each lab.
Disposal of old furniture and equipment It is a function of the operations of the
was out of scope for this project. Facilities Department. The Facilities
Department removed the old equipment
and furniture from the existing labs, and
the project team performed the
demolition required for the project.
Promotion and communication of the It is the responsibility of the college
new facilities was out of scope for this administration.
project.
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Detailed Assumptions
It was assumed that: This was validated by:
» the existing lab rooms had the » conducting a site review during
electrical, cooling, and network development of the design
capacity for the new lab equipment. specifications for each lab. The
existing labs had sufficient capacity
» the existing labs had security systems » conducting a site review during
installed. development of the design
specifications for each lab. New
security systems were installed for
all labs.
Constraints
The following restrictions applied to the project:
Constraint imposed on project: Reason:
The labs had to be operational before Because classes began in the labs the
August 15 , 2009.
th
following week, and instructors needed
time to familiarize with the spaces.
The project must only use approved Because the college must comply with all
vendors in accordance with the college’s government procurement and
procurement policies and standards. competition regulations. All vendors
were approved.
The lab construction work could not Because classes were in the rooms until
start until after July 1 , 2009.
st
the end of June.
Project Approach/Phases
The project was conducted in three major phases:
1. Design – the overall lab requirements were analysed and the labs were
designed.
2. Construction – the labs were built.
3. Commissioning – the labs were tested and operations and maintenance
procedures were established.
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High Level Tasks:
Phase or Summary Task Baseline Actual Work
Work Work Variance
Lab Build Project - Sample 2,864h 2,918h 54 h
Project Management 792h 714h -78h
Design 808h 940h 132h
Construction 1,040h 1,040h 0h
Borlaug Building 208h 208h 0h
Marquez Library 208h 208h 0h
Salam Center 320h 320h 0h
Sen Building 304h 304h 0h
Commissioning 224h 224h 0h
+’ve variance = more work performed
-’ve variance = less work performed
Design required 132 hours more work because the original estimates did not
consider the full scope of the design requirements.
PROJECT RESOURCES
Labour
The following resources were required to complete this project:
Personnel Baseline Actual Work
Work Work Variance
Project Manager 368h 336.27h -31.73h
Information Systems Director 208h 199.6h -8.4h
Facilities Director 0h 66.15h 66.15h
Facilities Manager 168h 60h -108h
Procurement Manager 112h 104.07h -7.93h
Interior Designer 240h 384h 144h
Architect 216h 216h 0h
Mechanical Consultant 128h 128h 0h
Electrical Consultant 128h 128h 0h
Security Consultant 88h 88h 0h
Communications Consultant 128h 128h 0h
General Contractor 1,080h 1,080h 0h
+’ve variance = more work performed
-’ve variance = less work performed
The Facilities Manager performed less work than planned because he was removed
from the project on 28 June 2009. He was replaced by the Facilities Director, and
less overall work was required.
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Material
Material Baseline Amount Actual Amount Amount
Variance
Chairs 260 chairs 260 chairs 0 chairs
Student workstations 250 desks 250 desks 0 desks
Instructor workstations 10 desks 10 desks 0 desks
Whiteboards 40 boards 40 boards 0 boards
Screens 20 units 20 units 0 units
Tables 20 tables 20 tables 0 tables
Projectors 20 units 20 units 0 units
PC systems 239 PCs 239 PCs 0 PCs
Displays 239 monitors 239 monitors 0 monitors
Mac systems 21 Macs 21 Macs 0 Macs
Scanners 10 scanners 10 scanners 0 scanners
Printers 10 printers 10 printers 0 printers
+’ve variance = more units used
-’ve variance = fewer units used
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PROJECT SCHEDULE
Schedule
The project started on 5 January 2009 and it was completed in 7.5 months on 14
August 2009, two weeks ahead of schedule.
ID Task Name Qtr 1, 2009 Qtr 2, 2009 Qtr 3, 2009
Jan Feb Mar Apr May Jun Jul Aug Sep Oct
0 Lab Build Project - Sample
2 2 Project Management
7 4 Design
26 8 Construction
27 8.1 Borlaug Building
30 8.2 Marquez Library
33 8.3 Salam Center
37 8.4 Sen Building
42 9 Commissioning
Grey: Baseline plan
Black: Actual schedule
Summary Task Actual Actual Actual
Duration Start Date Finish Date
Lab Build Project 156d Jan 5 '09 Aug 14 '09
Project Management 156d Jan 5 '09 Aug 14 '09
Design 73d Mar 16 '09 Jun 26 '09
Construction 21d Jul 6 '09 Aug 4 '09
Borlaug Building 13d Jul 6 '09 Jul 22 '09
Marquez Library 13d Jul 6 '09 Jul 22 '09
Salam Center 21d Jul 6 '09 Aug 4 '09
Sen Building 20d Jul 6 '09 Jul 31 '09
Commissioning 28d Jun 26 '09 Aug 7 '09
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Key Project Milestones
ID Task Name Qtr 1, 2009 Qtr 2, 2009 Qtr 3, 2009
Jan Feb Mar Apr May Jun Jul Aug Sep Oct
Milestone: Yes
1 1 Project approved 1/5
6 3 Project plan approved 3/27
23 5 Lab requirements complete 4/3
24 6 Construction documents complete 6/5
25 7 Designs complete 6/26
41 8.5 Lab construction started 7/6
46 10 Operations manuals complete 8/6
47 11 Labs complete 8/7
48 12 Project complete 8/14
Milestone Baseline Date Actual Date Finish
Variance
Project approved Jan 5 '09 Jan 5 '09 0d
Project plan approved Feb 27 '09 Mar 27 '09 19d
Lab requirements complete Mar 13 '09 Apr 3 '09 15d
Construction documents complete Apr 20 '09 Jun 5 '09 33d
Designs complete May 4 '09 Jun 26 '09 38d
Operations manuals complete May 19 '09 Aug 6 '09 55d
Lab construction started Jul 6 '09 Jul 6 '09 0d
Labs complete Aug 7 '09 Aug 7 '09 0d
Project complete Aug 28 '09 Aug 14 '09 -10d
+’ve variance = behind schedule
-’ve variance = ahead of schedule
Most of the design milestones were behind schedule due to the amount of slack on
the tasks, and because there were delays caused by one of the team members.
Operations manuals were completed two months behind schedule. They were not
started when planned, because these tasks had a lot of slack, but they were
completed within the available slack.
The overall project was completed ten days ahead of the originally scheduled date,
because of a request from the sponsor to complete before August 15, 2009.
PROJECT BUDGET
The project was completed within the overall budget. The total budget for this
project was $1,665,000. This included a 10% contingency reserve amount and only
reflected the direct costs associated with this project. The actual cost of the project
was $1,529,000. $15,000 of contingency was used and the remaining $136,000 of
contingency was returned.
Task Expense Statement
The following is a breakdown of the costs on this project by project phase including
labour and material costs and contingency reserves:
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Summary Task Baseline Cost Actual Cost Cost Variance
Project Management $38,080 $35,761 $2,319
Design $101,120 $117,960 ($16,840)
Construction
Borlaug Building $271,400 $271,400 $0
Marquez Library $271,400 $271,400 $0
Salam Center $407,100 $407,100 $0
Sen Building $407,100 $407,100 $0
Commissioning $17,600 $18,000 ($400)
Sub-total $1,513,800 $1,528,721 ($14,921)
Contingency $151,200 $136,279 Amount returned
Total $1,665,000 $1,665,000
+’ve variance: under budget
–’ve variance: over budget
Task Expenses
$450,000
$400,000
$350,000
$300,000
$250,000 Baseline
$200,000 Actual
$150,000
$100,000
$50,000
$0
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Resource Expense Statement
The following table and chart represent the project costs by resource type:
Resource Group Baseline Cost Actual Cost Cost Variance
Administration $29,600 $27,321 $2,279
Design $127,200 $144,400 ($17,200)
Equipment $958,000 $958,000 $0
Furniture $199,000 $199,000 $0
General Contractor $200,000 $200,000 $0
Sub-total $1,513,800 $1,528,721 ($14,921)
Contingency $151,200 $136,279 Amount returned
Total $1,665,000 $1,665,000
+’ve variance: under budget
–’ve variance: over budget
Resource Expenses
$1,200,000
$1,000,000
$800,000
Baseline
$600,000
Actual
$400,000
$200,000
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Project Cash Flow Projection
The following table and chart represent the actual project expenses over time.
Tasks Jan Feb Mar Apr May Jun Jul Aug
Project Management $3,788 $17,388 $1,288 $2,002 $1,907 $1,685 $2,066 $5,638
Design $14,912 $26,061 $56,861 $20,126
Construction $1,353,000 $4,000
Commissioning $160 $15,327 $2,513
Sub-total $3,788 $17,388 $16,200 $28,064 $58,768 $21,971 $1,370,393 $12,151
Cumulative total $3,788 $21,176 $37,376 $65,440 $124,207 $146,178 $1,516,571 $1,528,721
Total with
contingency $1,665,000 $1,665,000 $1,665,000 $1,665,000 $1,665,000 $1,665,000 $1,665,000 $1,665,000
Cost Baseline
$1,800,000 $1,665,000
$1,600,000 $1,528,721
$1,513,800
$1,400,000
Baseline
$1,200,000
Contingency
$1,000,000
Work Performed
$800,000
Actual Cost
$600,000
$400,000
$200,000
$0
January-09
January-09
June-09
June-09
July-09
July-09
February-09
February-09
March-09
March-09
March-09
August-09
August-09
April-09
April-09
May-09
May-09
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PROJECT RISK MANAGEMENT
Risk Register
There were no major risk occurrences during this project.
MAJOR PROJECT CHANGES
Approved Changes
Just before construction of the labs commenced, the project sponsor requested and
approved a change to the schedule to complete the project two weeks earlier, by
August 15, 2009. The change did not significantly affect the baseline schedule, and
therefore the change was controlled informally by accelerating the schedule. The
final approval and acceptance of the project on August 14, 2009 constitutes
approval of this change.
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