The following is a project proposal to build a theme park at Dubai Festival City. The project proposal features details of contract terms, procurement guidelines, documentation, and project organization structure.
Location of the project: Dubai
Starting Date: 3rd April 2013
Completion date: 3rd January 2014
Total calendar days: 302 days
The following are the terms of the contract:
- Any inconsistency and ambiguity in the contract documents shall be determined by all the parties involved in the project through consensus provided that the project does not stall.
- The contract documents are written in English but shall be explained and interpreted in the official language of minority nationality that is specified in the provisions of the agreement.
- The governing laws that are applicable to the contract include national regulations and laws, departmental by-laws and regulations as provided for in the provisions of the agreement or the by-laws of the local authority where the project is situated.
- During the course of the construction, the National Codes and Standards that are provided in the provisions of the agreement shall be adhered to. In the absence or inapplicability of such codes and standards, the construction team shall adhere to the industry codes and standards that are provided in the provisions of the agreement.
The following procurement guidelines shall be adhered to by the construction team:
- The procuring agency shall establish a procurement committee and a tender committee in accordance with the departmental codes and standards.
- The procuring entity shall establish a procurement unit as required by departmental and industry codes and standards.
- Procurement shall be done through the competitive bidding process.
- The evaluation of the bids shall be carried out by the tender committee in accordance with the industry and departmental standards stipulated in the provisions of the agreement (Asian Development Bank, 2007, pp.12).
- Awarding of tenders shall be governed by the rules and regulations provided for by the departmental by-laws.
Project Organization Structure
The overall authority in the project will be vested on the project manager. He is tasked with the duty of overseeing the activities of the project to make sure it is delivered successfully, within time and budget. He is also responsible for canvassing the project team to make sure that their activities are all geared towards the common goal. He is also tasked with troubleshooting in order to anticipate any problems that might stall the project. Under the project manager are other line managers responsible for various departments within the project. They are tasked with the obligation of implementing various designs and approaches towards the completion of the project. The following chart outlines the organization structure of the project (Lock, 2007, pp. 68).
The Work Breakdown Structure
In order to effectively deliver on the mandate, the activities of the project have been broken down in the following way (Norman, Brotherton & Fried, 2008, pp.125)
- Research - Sketch making - Purchase of Materials – Sub-assembly - Review
- Constraints - Cost estimation - Fabricate the parts - Final assembly designs
- Benchmarking - Cost Calculation - Final testing - Societal
- Criteria - Development impacts
- Brainstorming of a computer model - Budget
- Decision matrix
- Feasibility of the
-List of Materials
Project scheduling techniques
As espoused earlier, the project is scheduled to run for three hundred and two calendar days. Within this period, the project should be ready for the grand opening and handover to the project sponsor. In the stipulated period, the following milestones are expected to be completed. However, for ease of monitoring and evaluating the performance, the time has been broken down for every mile stone (Taylor, 2008, pp. 102).
Project milestones are significant events in the span of a project. They are usually grave activities that ought to be achieved in a timely manner in order to preempt any delays in the project.
Critical Path Analysis
The following is the critical, path analysis for the significant activities of the project.
Measurement and reporting techniques
In order to measure the performance of the project, we shall employ the following methods:
- Budgeted Cost of the Work Performed: this will show the budgeted cost of the work that has been undertaken when performing a scheduled task over a specified period of time. It shows the approved budget for a certain scheduled task over a period of time.
- Actual Cost of the Work Performed: rather than showing the budgeted cost, this method shows the actual costs incurred in performing a scheduled activity (Van Den Berghe & Verweire, 2004, pp.45).
The two methods articulated above will be used to measure the performance of the project. At the end of a scheduled task, the person in charge is expected to report to the project manager with a breakdown of the two. The project manager will then draw a comparison between the two and with the help of the person in charge of the scheduled activity, they two will account for any disparities.
Change Control Procedures
This is laid down procedure to be followed when alterations to already designated items is required. The following chart shows the procedure to be followed during change control:
The changes can only be made provided the progress of the project is not affected by such changes. Such times when the project is flexible enough to change include the design work period, procurement, excavation and fabrication phases.
The estimated costs of the project are approximately twenty million dollars. The following structure will show the breakdown of the estimated costs.
Cost breakdown structure
The following is the cost breakdown structure of the project. It shows the various vote heads and the associated costs (Turner, 2007, pp.165).
Cost control techniques
In order to minimize the costs of the project, the following cost control measures will be employed.
- Planning the project budget: - The budgeting process will be carried out at the beginning of the project so that the costs. This process will involve research and critical thinking in order to decide between the alternatives.
- Proper documentation of costs: - it is important to keep track of costs involved at every phase of the project. For the purposes of this project, the line managers will account for the actual costs for the scheduled activity. Together with the project manager, the two will account for any disparities between the actual costs and the budgeted costs (Heldman, 2011, pp.63).
- Effective time management: - time management in the implementation of a project has an inclination on the costs incurred. Delays in delivery of the project objectives ends up costing the project more money in penalties.
- Project change control: - controlling project changes is vital in controlling the costs in a project. Any changes that are to be made should be made early on in the project.
The project involved the construction of a theme park in Dubai. The project started on the 3rd of April 2013 and completed on the 3rd of January 2014. The project spanned over a period of three hundred and two calendar days. Dubai is an economically viable region of the world. The purchasing power of the residents and the neighboring areas is relatively high. This is because of the high per capita income and the large gross domestic product from the oil revenues. Consequently, the people living in Dubai have high standards of living and do not shy off from paying extra for quality. The theme park will tap into this market with high prospects of profitability. Over the economic life of the theme park, various problems are anticipated. However, since most of the systems are automated in the theme park, regular procedural maintenances should effectively take care of any system breakdowns. The design of the theme park is also customizable in order to change appropriately in order to meet the needs of future years.
Asian Development Bank. 2007. Procurement guidelines. Mandaluyong City, Phillipines, Asian Development Bank.
Heldman, K. 2011. Project management jumpstart. Hoboken, NJ, Wiley.
Lock, D. 2007. Project management. Burlington, VT, Ashgate.
Norman, E. S., Brotherton, S. A., & Fried, R. T. 2008. Work breakdown structures the foundation for project management excellence. Hoboken, N.J., John Wiley & Sons.
Taylor, J. 2008. Project scheduling and cost control: planning, monitoring and controlling the baseline. Ft. Lauderdale, Fla, J. Ross Pub.
Turner, J. R. 2007. Gower handbook of project management. Aldershot, England, Gower.
Van Den Berghe, L., & Verweire, K. 2004. Integrated performance management: a guide to strategic implementation. London. SAGE Publishers.