Use the same project you selected in Week One to write a 500 word paper in which you demonstrate how you use communication to maintain effective teamwork at the following key points in a project: (I am attaching last weeks project for your FYI)

Communication management: Explain how the project manager communicates performance evaluation results to both management and the customer.

Team selection: Identify the project organization structure selected and why it was selected. Explain how approval for this organization structure is obtained.


Giving the government due credit is a rare and unpleasant act, but modern day project
management is a product of the United States government (Meredith & Mantel, 2006).
Improving efficiency over a typical functional structure, project management gives management
the freedom to delegate work to the project manager while maintaining focus on every day
operations. The purpose of this paper is to propose a parking and working garage by describing
the need for the project, identifying stakeholders, defining goals, establishing a time and budget,
listing performance criteria, and developing a Statement of Work (SOW).
Background and Statement of Need
A downtown, professional building, owned by a real estate firm, houses several offices for
lawyers, a dentist, and other private businesses. However, congestion in the downtown area is
becoming a problem. A parking lot exists next to the professional building and owned by the
same real estate firm, but the parking lot fills quickly and its size is not adequate for the number
of people visiting the professional building daily.
Although the downtown is a desirable location, parking has become such a problem that
many businesses in the professional building are experiencing a decline in new clients, and
frustration from existing clients is mounting. Constructing a parking structure with a working
garage in the parking lot next to the building will increase the lot’s holding capacity. The
addition of a parking structure in a high traffic area of downtown will help to reduce the
congestion experienced by business owners and clients alike.

Restoring order to an overcrowded
downtown will increase consumer confidence by encouraging new clients to conduct business 3
with the various firms that reside in the downtown professional building. In addition to the new
parking spaces, customers can have a service done on their vehicles’ while conducting business
Project Stakeholders
The primary stakeholder in the garage project is the customer. The customer owns the
property and has made the decision to build a garage on this site. The customer will be kept
apprised of the progress and milestones of the project.
Additional stakeholders in the project are the funders and the sponsors. The funders too
will need to be kept apprised project. The city government will be heavily involved in the garage
the project manager will need to acquire permits for the various activities such as pouring
concrete, adding electricity for lights, installing water for a sprinkling system. The electric and
water city works companies are stakeholders. The survey should be performed to determine the
boundaries of the property and whether or not easements are existent. An architect will draw up
the plans for the garage using blueprints. Additionally, the labor involved will be concrete
workers, electricians, city plumbers. The labor force may each be in a different labor union and
have different requirements for insurance and wages. The supply chain for concrete materials,
electrical supplies, fencing, and water piping are to be considered stakeholders also. Finally
included in the list of stakeholders are the inspectors who will inspect the project along the
various milestones. 4
Defining Goals
Concerning project goals in relation to the triple constraint, projects can be broken down
into three categories or factors: time, cost, and scope. When time, cost, and scope is clear as well
as precise, the project manager is put to use to facilitate within the values of the aforementioned
factors. Changes to the scope, time, and cost are inevitable, unforeseen events occur, risk
transpires, and the project manager must work diligently to minimize these unexpected
circumstances to complete the project. A typical project will fail when one does not make
adjustments to cope with the change in environment.
The goals of this project are to fall in line with a time; maintaining a sufficient number of
employees on site, to stay on schedule with timelines in relation to the contract. Scheduling the
construction company to fence the property, lay concrete, and prep the parking garage for the
electrical company as well as the plumbing crew is crucial. The dependency relationship between
the Construction Company, the electrical team, and plumbing company is of the upmost
importance, and the project manager will explain the importance to the general contractor
overseeing the aforementioned company. Cost is an important factor to stay on top of because
lack of resources can impede the productivity of the project. Manpower, materials, and
unexpected circumstances may affect the cost factor of this project, so maintaining a balance
between quality and quantity is of the essence to minimizing cost and satisfying the stakeholder.
The scope of the project is adjustable to cope with unforeseen events (e.g. political influence,
economy, and resources). Leaving the scope of the project open for change will leave room for
flexibility in case risk or any other event transpires. 5
Project Proposal for Building a Garage
Project proposals are developed by managers for initiating a project for internal purpose
or for a client (Kerzner, 2009). For example, management proposes a project and suggests the
project manager to develop an estimate in term of cost, time and resources. The structure of
project proposals varies from organization to organization (PMBOK, 2000). Small companies
may adopt oral project proposals where as corporate companies maintains through
documentation for the project proposal (Wysocki & McGary, 2003). In this paper, the project
proposal for building a garage is developed.
Project Title: Building a Garage
The garage is helpful for multiple purposes like parking, auto repair, service and
manufacturing of small spare parts. In view of potential business, it is essential to building a
garage with the latest technology. The garage helps customers find parking, repair damaged
vehicles and have service like oil changes done. Further, it is essential for customers to make
check-ups at regular intervals for maintenance service to extend the life of their vehicles. For
example, a customer visit showrooms at least two times in a year during free service checkups
later they depend on the garage for minor repairs and service. Hence, there will be potential
demand for parking, repair, and maintenance which is done at the new garage. The building of
the garage consumes various kinds of resources with a dedicated project. The following is a brief
description about the project regarding building of garage.
 Time: The most valuable resource is time because projects that are not completed at
right time are useless. For example, a mobile company may have planned to launch a
new model in one year but if the competitors release similar products in six months 6
then the project is useless and such projects are also terminated. The maximum time
period for completing the parking and service garage project is 14 months.

 Cost: The modern organizations are more interested in cost minimization of products
because with abundant of technology every organization can launch new products, but
organizations that minimize costs can get more profit compared to competitors. The
parking and service garage along with the necessary equipment for operation will be
constructed within the budget of $20 million.
 Outcome: The garage should start its operations after 14 months. The customers can
get the best parking and service in the garage. The various stakeholders like
management, employees, customers and investors should get profit, good salaries and
payments respectively.
Table 1: Project Proposal for Building Garage
Start Date February 1st
End Date April 1st
Cost/ Budget ($ 20
Material $ 10 million
Labor $ 4 million
Machinery $ 2 million
Land $4 million
For management Good profit
For customers Excellent service 7
Project Controls
Once the project begins, every month the actual work or progress is compared with the
standard project plan. If any deviation is observed then penalty along with an explanation is
given to the client. The client can interrupt at any point of time and ask about the progress of
project work.
From the project, proposal stages to project completion or implementation stage every
activity of the project will be recorded and documented so that client can make any
modifications in the future. The garage will be built according to the agreements between the
client and management.
Financial statement
All the financial transaction with regard to payment and receipts of materials, bills and
other administrative expenses be entered into journals and balance sheets, income statements and
cash flow statements etc are prepared so that funds are used optimally.
Performance Criteria
When looking at the completion of the parking garage and service department, customers
needs to know if it will be easy to use and will it have accessibility at many different points to
move in and out without a log jam of cars; this is a main point for the project to ensure
functionality. The next criteria are how many vehicles will this parking garage have space for
and how many service stalls. Will it function only for the employees of the building or will the 8
customers be able to use the same parking garage at the same time? In addition, looking at the
cost will there be any unique features to this garage such as elevators or something special such
as escalators. Further, it must be decided if there will be a parking fee for parking in the garage
structure to help supplement the cost of the building.
Statement of Work
The statement of work (SOW) will consist of the following:
Blueprints – The blueprints in relation to structural drawings and specifications according
to city ordinances will need approval by the city.
Bid/Bid Approval– Placing the project out for bid, the bid is to attract general contractors
willing to take on this parking and service garage project. Upon approval, the general contractor
will supply a 100% of the contract bid performance bond (A performance bond guarantees the
project manager that the general contractor will perform 100% of the contract according to
blueprint specifications, timelines, and city regulations.) The general contractor will be 100%
liable for the contract, and the bond will suffice the project manager along with stakeholders in
case the general contractor defaults on his or her contract.
General Contractor – A general contractor will be in charge of the production of the
project. The general contractor will stay on top of deadlines and report any unforeseen
circumstances/risk to the project manager. He or she will hire sub-contractors in the field of
construction, electrical, and plumbing. The general contractor and project manager will hold
weekly meetings keeping each other up-to-speed on the production of the project as well as
milestones reached. 9
Sub-Contractor- Each sub-contractor will perform his or her duties within specifications
of the blueprints and any updated city ordinances.
Project Manager- The project manager will frequently visit the location of the parking
and service garage site. The project manager will incorporate contingency planning for the
parking and service garage as well as approve/deny general contractor suggestions in relation to
contingency planning.
Phase II
As listed in the schedule below the start of the parking garage project is dated February 1,
2015 and runs through April 1, 2016. The schedule lists in order the tasks and activities required
to complete the garage project. As listed in the Gantt chart, later activities cannot start until the
completion of earlier dependent activities. The blueprints are dependent upon hiring of the
architects, the contractor is dependent upon the blueprints, the subcontractors hiring is dependent
upon hiring the contractor. Furthermore, the concrete work cannot begin until the excavation is
complete, and the plumbers and electricians cannot begin until the concrete work is finished.

project to
project w
longest p
latest star
Bid for G
The following
chart and ea

he critical pat
o be complet
will be delaye
path through
The critical p
rt time (LS),
Hire Archite
Write bluepr
eneral Contrac
re Subcontract
Start Excavati
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Electrical Wir
g Gantt char
asy to follow

th is the sequ
ted on sched
ed unless an
the network
ath has four
, and latest f
es are compl
Start D
rt presents th
uence of act
dule. If a task
nother task ca
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finish time (L
leted. EF is e
Date Days
ing Garage
he parking ga
tical Path
tivities that m
k along the c
an be adjuste
; earliest star
LF). ES is th
equal to ES
art Title
arage schedu
must occur o
critical path
ed (CPM, 20
rt time (ES),
he earliest tim
and the time
Days Remai
ule in a comp
on schedule i
is not on tim
010). The cri
, earliest fini
me a task can
e needed to f
plete and
in order for a
me the entire
itical path is
ish time (EF
n begin after
finish the pro
s the
LF is the latest time a task can be completed without causing delay to the project. LS are LF less
the time required to complete the task or activity. The slack time is the time between ES and LS
or between EF and LF.
The critical path is the path through the network in which no slack time exists. The
critical path is when ES is equal to the LS, and the EF is equal to the LF.
Network Results and Triple Constraint
The start time of the project is i.e. EST is February 2015 and its finish time is April 2016.
The network structure shows the latest finish time and early finish time for each task. The
deviation or slack time is also represented between some phases of project. The project
completion process is shown how it moves from one phase to another phase.
The triple constraints exist for all kinds of projects because the resources are limited. The
triple constraints for “Building a Garage” are:
Time: The project “Building a Garage” had to be completed within 15 months from
February 2015. From May 2016, the garage had to be constructed and it must be used for
operations i.e. providing service to customers.
Cost: The maximum available funds for construction are $20 million. If the cost of
cement, iron and other construction materials increases then it will create an issue because the
top management may not like to sanction additional budget. Hence the project manager had to
carefully verify whether the expenses are happening according to estimation. The cost cutting
measures must be initiated even if there is slight deviation in cost of project. 12
Quality: The quality of the project depends on top management attitude and it is not free.
For example experienced employees can be hired at high salaries but it increases the cost of the
project. Even the cost of raw material increases if quality is not compromised during the project.
But according to total quality management principles quality is free but in real time the quality
depends on the inputs.
Even though the project could be completed early for enhancing the quality, in view of
customer satisfaction maximum period of 14 months is allotted. At any cost, the project will be
delivered to the client on or before 1st April 2016. The client can start business operations in the
Garage from the same day. If there are any minor repairs found in the first one month, they will
be done at free of cost. In the present world, it is a fortune to build a world-class parking and
service garage at a price of $20 million. A positive and kind response is expected for this
proposal to start the project ‘Building a Garage’. 13
Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling, and
Controlling (10 ed.). NJ: John Wiley& Sons, Inc.
PMBOK. (2000). A Guide to the Project Management Body of Knowledge: PMBOK Guide. PA,
USA: Project Management Institute.
Wysocki, R. K., & McGary, R. (2003). Effective Project Management (3 ed.). NY: John Wiely&
Meredith, J.R., Mantel, S. J. (2006) Project Management: A Managerial Approach. (6th ed.).
New Jersey: John Wiley & Sons Inc.

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