| Stakeholder | Communication |
|---|---|
| Client: Person who buys the house | None |
| Real estate agent | Monthly |
| Draftsperson | Weekly during design phase only |
| Builder | Monthly during design phase, then daily during build |
| Neighbours | Once during design development phase only |
| Number | Description | Importance |
|---|---|---|
| 1 | Build and sell a house | High |
| 2 | Make as much money as possible | High |
| 3 | Comply with all government regulations | High |
| 4 | Build as fast as economically possible | Medium |
This should be done as cheaply as possible, while taking in to account the requirement of building as quickly as possible. The revenue is more or less decided since the house will sell for 3 to 3.5 the block price, and therefore the profit is primarily a function of cost. We're not actually trying to maximise profit, we're trying to maximise profit/time in order to calculate the effective return on investment. Work will be sourced through the builder where possible to reduce cost. Parts will be recycled where required. All work that is reasonable to do without contractors will be done without contractors. All expenses will be tracked. The build will be budgetted in advance in order to manage costs.
Parts will be aquired in the way which is cheapest and fastest, in order to comply with requirement 2 and 4.
The quality of the build must be such that it complies with all government regulations, and is also a home that a person wants to live in for the price.
If possible, already owned materials will be used. Waste will disposed of in an environmentally sustainable way.
(possible control measures: reduce, avoid, accept, transfer)
| Event | Outcome | Risk | Controls | Risk |
|---|---|---|---|---|
| Estimates are inaccurate | Project takes longer to complete than expected | High | Reduce: ask professionals about realistic timeframes and factor them into the gannt chart | Medium |
| Activities are missing from scope | Project takes longer to complete than expected | High | Reduce: ask professionals about the tasks which are required | Medium |
| Cost forecasts are inaccurate | Profits are lower than expected | High | Reduce: ask professionals about the costs which are required | Medium |
| Change management overload | Project stagnates | Medium | Reduce: address change in sequential and logical manner | Low |
| Stakeholder conflict over proposed changes | Project stagnates | Medium | Reduce: give control to different parts of project to different people in order to avoid compromise | Low |
| Perceptions that a project failed because of changes | Unhappy stakeholders | Medium | Reduce: get confirmation from required stakeholders for all relevant changes | Low |
| Lack of a change management system | No ability to manage changes | High | Reduce: create a change management system | Low |
| Inaccurate change priorities | Delayed project timeline | Medium | Reduce: individially assess the importance of each change | Low |
| Low quality of change requests | Wasted time doing change management | Low | Accept | Low |
| Change request conflicts with requirements | Project failure | High | Avoid: don't process changes that violate the project requirements | Low |
| Stakeholders become disengaged | Project stagnates | Medium | Reduce: discuss project progress with stakeholders according to the communication schedule | Low |
| Stakeholder conflict | Disagreements cause project failure | Medium | Reduce: go and do fun things with them every so often to keep everyone friendly | Low |
| Resource shortfalls | Longer project completion time | Medium | Reduce: Hire contractors when required | Low |
| Learning curves lead to delays and cost overrun | Project is delayed | High | Reduce: learn house building skills on a consistent basis, ask professionals for help when required | Medium |
| Team members with negative attitudes towards the project | Project doesn't flow smoothly | Medium | Avoid: eat donuts | Low |
| Design is infeasible | Build is not possible | Medium | Reduce: design according to Australian Standards and follow best practice | Low |
| Failure to integrate with business processes | Time delays | High | Reduce: co-ordinate financial decisions with the build | Low |
| Project disrupts operations | Lower quality family life | Medium | Accept: the build is very high priority | Medium |
| Decision delays impact project | Project is delayed | Medium | Accept | Medium |
| Market forces impact project | Profit reduced | High | Accept: out of control | High |
| Product doesn't sell | Profit isn't realised | Medium | Reduce: make the product as saleable as possible by liasing with salespeople from outset | Low |
| Product incurs legal liability | Big problems | Medium | Accept: we have a builder, that's pretty much all we can do | Medium |
| Product negatively affects reputation | Harder to get people to take future projects seriously | Medium | Accept: we do what we do | Medium |
There are a few family members involved in this project, and some HR will be required in order to keep everything happening. I don't anticipate having to do anything in particular as a part of this, since our relationships are already very good, and I refuse to treat them as anything other than family.
By focussing on the critical path, and fully employing all resources, the project should be able to continue steadily. Once again, profit is a function of cost and time, so this is crucial to the requirements of the project.