This project report aims at the design and construction of an aquatic centre at Vellore Institute of Technology (VIT) in India. The completion time of the project is expected to be around March 20th, 2011.The four phases of Project Management Body of Knowledge (PMBOK) are used in the construction and planning of project. Also the different areas of PMBOK such as scope, time, cost, quality, risk, procurement, human resource, communication and integration are applied for carrying out the different phases of project.
Project Description
The target of the project is to build an aquatic centre for swimming, recreation and entertainment activities consisting of a 50 metre Olympic sized swimming pool and an adjoining smaller pool for aqua aerobics, diving, water polo and canoe polo activities.
Project Name
The project name is assigned as "VIT Aquatic Centre".
Project Location
The location of the project is designated at Vellore Institute of Technology, Vellore, Tamil Nadu, India.
Project owner and sponsor
The Aquatic Centre is under the ownership of VIT University, Vellore, who also acts as the project sponsor mainly for the coordination between the project team and the owner. The project is financially powered by ICICI Bank and HSBC Bank in India along with the Reliance group.
Project Manager
Bianca Baby, Sajeev Philips Abraham and Chen are chosen as the project managers officially by the VIT University whose main task is to ensure project completion on time within the constraints and limitations of project.
Project Vision
Final goal of the project is to build a modern aquatic centre appropriate for swimming, recreation and entertainment activities to the members of VIT University.
The Phase of Project
The project is calculated to begin at the starting of second semester of 2010 and the project duration is estimated to be about one year. By the beginning of 2011 June the aquatic centre is expected to be open to the members of VIT University. The project will be carried during the holidays other than the public holidays. After the project completion an inspection by the University's headmaster is organized which is expected to take about 5 days. Before the opening a general cleaning of the premises will be ensured.
Users and stakeholders:
User
Students, teachers and staffs of VIT University
Contractor
Hindustan Construction Company
Saf Engineers, India
Suppliers
Ultra Hygienic Pvt. Ltd.
Crystal Pools Pune, India
Akon Electronics India Pvt Ltd
Kirloskar Electric
Owner
VIT University
9.1. Purpose of the project
The main objective of the project is to construct an aquatic centre where the students and staff of VIT University can practice various swimming, entertainment and recreational activities. The aquatic centre is aimed to have a larger swimming pool adjoined by a smaller pool which is planned to be constructed in the Olympic size model with all the most modern techniques.
9.2. Context of the project
The main purpose of constructing the aquatic centre is to promote water games at the VIT University.
9.3. Background of the project
As the interest on water games has increased in the recent times, VIT University aims at giving special training and most modern aquatic centre facilities to the students interested in this area with the implementation of this aquatic centre. Also, aquatic centre is viewed as an effective method for spending leisure time for students and staffs of VIT University. The university which has a long run even though has a swimming pool doesn't include modern techniques for students to practice the water sports.Also,the old swimming pool is very small and often finds difficult to accommodate a large number.
9.4. Implementation concept of the project
Accuracy and punctuality are considered as the basic concepts in the implementation of the project. The actions required for the completion of the project are divided as onsite and offsite.
Setting up the necessary requisites for the swimming pool like tiling up the floor, providing pipelines for water supply and recycling, pool lighting arrangements, making seating facilities, security features etc includes the onsite activities.
Offsite activities forms arranging proper transportation, medication, fire service facilities at all times. Also disposal of wastes formed during construction process also comes under offsite activity.
9.5. Technology
The aquatic centre should be constructed in such a way that it has the necessary provisions to practice swimming as well as various water games. The aquatic centre should be equipped with proper security measures like emergency exits, fire alarm, video camera surveillances, metal and barcode detectors .The proper monitoring of the water in and out of the swimming pool also should be considered. Proper heating and cooling of water facilities are also a major concern.
9.6. Project Scope
The aquatic centre should be a major attraction to the current students as well as the future students of VIT. The centre must be able to invoke swimming interest within the students of VIT .On the other hand, aquatic centre should be a major entertainment area on week-ends and on public holidays. Effective publicity through television ads, pamphlets, brochures can bring out the attraction of students.
13. The value proposition for sponsor
The new aquatic centre provides a major benefit to the students and staff of VIT University. Also special coaching in swimming and water games to students of other universities can improve the status and education quality of VIT University.
14. Constraints and Assumptions
14.1 Constraints
As the oversize truck within the area of Vellore is restricted during daytime, constructive heavy materials like pipelines, steel and concrete can be transported only during night time.
As the maximum working hours is limited to eight hours, it can slow down the project development.
Noisy level should be minimized during the construction process because the teaching and other academic activities shouldn't be disturbed.
Proper supply of construction materials on run out and the arrival of newly ordered materials on time.
Insufficient amount of funds.
Environmental constraints like water and air pollution.
Climatic constraints, because the project is during the start of monsoon, rain can cause a delay to the construction work and tormenting heat during summer can cause difficulties during work.
Also unexpected holidays such as strikes can cause a great difficulty on finishing the project on time.
14.2 Assumptions
The design of the aquatic centre adopts an open style which is environmental friendly. This design will try to use resources which cause no harm to environment with minimum usage of power.
The raw materials to be used for the construction are of high quality which is durable for many years.
The project team is divided into four subdivisions, with each team processing the project with an estimate of Rs.60, 000.In case of exceeding budgets; senior managers should be made aware.
15. How phases can facilitate delivery of future phases
As the project is to construct an Olympic sized aquatic centre with modern techniques for swimming and water games, it involves several phases to complete the project. Each phase of the project is dependent on one another and therefore several phases can be completed together. A proper planning of time, space and resources should be made at the beginning of the project in order to carry out each phase of the project successfully.
20. Cost Management:
20.1 Cost Budget Estimation
Estimation of cost is an important segment of cost management because good cost estimation makes the project confined to the budget. Cost estimation is based on various activities involved in the project. The sufficient fund for the project is mainly provided by the sponsors, of which VIT University forms the major one. The VIT University would invest the sufficient fund into the "VIT Aquatic Centre" project. The budget is developed forecasting type of the resources needed, quantity of those resources, cost of the material and equipments needed for the project. Price inflation and transportation are also included while estimating cost budget. The duration of the project gives an idea of project cost and therefore project management, cost and time are interconnected. The cost for various actions of the project can be approved only after the demonstration of the cost in different areas including project managers, team's payment and government standard assessment application fee (like ISO 9000), construction materials and equipments cost, design and architecture cost. The two categories of cost estimation are internal cost estimation and external cost estimation. The two categories are shown in the table below
TABLE: 3 Internal Cost Estimation
Component
Number of people working
Pay rate per hour
Hours worked
Total Cost (AUS $)
Floor Tiling
50
30
4000
950,000,000
Pipelines
N/A
N/A
N/A
80,000,000
Dressing Rooms
N/A
N/A
N/A
4,000,000
Plumbers and Electricians
50
30
2000
3,000,000
Gaming Area
N/A
N/A
N/A
80,000,000
Seating Arrangements
N/A
N/A
N/A
10,000,000
Heating and Cooling
N/A
N/A
N/A
20,000,000
Lighting
N/A
N/A
N/A
40,000,000
Supervisors
20
20
2000
800,000
Managers
20
30
2000
1,200,000
Sub-staffs
50
10
2000
1,000,000
Sub-Total
1,190,000,000
TABLE: 3 External Cost Estimation
Component
Number of people working
Pay rate per hour
Hours worked
Total Cost (AUS $)
Measurement of aquatic centre occupation area
40
20
2500
2,000,000
Transportation and Emergency
N/A
100
2000
200,000
Security measures
4
20
2500
200,000
Cleaning ,sanitary and waste disposal
10
10
2000
200,000
Designing and featuring layout
12
20
200
5,000
Standardization of facilities
14
10
300
3,000
Equipments installation and testing
10
10
200
5000
Inspection
20
10
300
4000
Fundamental Civil Construction of aquatic centre
15
10
200
5,000
Parking Space
N/A
N/A
N/A
2,000,000
Sub Total
4,600,000
20.2 Cost Control
A set of reference baselines is established by the project manager before starting the project. In the later stages as the work progresses, the work is monitored and findings are analysed. The end results are tried to be forecasted and a comparison with the reference baseline is done. On studying if the end results are not found to be satisfactory, adjustments are made by the cost control team during the work progress, thereby repeating the cycle at required intervals. If end results are totally different from the baseline idea or plan, plan is subjected to change by the sponsors. Mostly, reference baselines are subjected to changes and whenever this happens a change in baseline plan is occurred.
In practical aspects cost control of project is a little difficult which is clearly evidenced by the failure of many projects to overlook the costs. Preparation of cost control involves a lot of work and this should be well started at the beginning of the project. Therefore project manager must be able to hold the thread of project cost control during the entire project span. It is responsibility of the project manager to keep records of major documents including Business Case, Capital Request Approvisation, Work Packages, and Work Breakdown Structure, Project charter, Project Budget and Cost Baseline structures. All these actions indirectly contribute in effectively controlling the project cost to the reference baseline approximated.
