Simplest report of project management which propose the cost and other things to contractor as a project manager.

1. Date
Nme
ID
Date
Kandy Stadium Project

2. 1
CONTENT
List of Figures ……………………………………………………………………………… 04
List of Tables ………………………………………………………………………………. 05
Introduction ………………………………………………………………………………... 06
Project
❖ Task 01 …………………………………………………………………………...… 07
❖ Task 02 ……………………………………………………………………………... 15
❖ Task 03 ……………………………………………………………………………... 17
❖ Task 04 ……………………………………………………………………………... 20
❖ Task 05 ……………………………………………………………………………... 21
❖ Task 06 ……………………………………………………………………………... 25
❖ Task 07 ……………………………………………………………………………... 26
Conclusion …………………………………………………………………………………. 27

3. 2
LIST OF FIGURES
Figure 01 - Gantt Chart for WBS Civil Engineering…………………………………......08
Figure 02 - Gantt Chart for WBS Mechanical Engineering…………………………......10
Figure 03 - Gantt Chart for WBS Electrical Engineering…………………………….... 12
Figure 04 - Gantt Chart for WBS Communication and IT Engineering…………….... 14
Figure 05 – AOA Diagram for WBS Electrical Engineering……………………….…...15
Figure 06 - Gantt Chart for WBS Master Plan……...…………………………………...18
Figure 07 - Gantt Chart for Full Project…………….……………………………………19
Figure 08 – Pre-Tax Cash Flow Diagram………………………………………………...24

4. 3
LIST OF TABLES
Table 01 - WBS for Civil Engineering Scope of Work…………………………………...07
Table 02 - WBS for Mechanical Engineering Scope of Work…………………………...09
Table 03 - WBS for Electrical Engineering Scope of Work……………………………...11
Table 04 - WBS for Communication and IT Engineering Scope of Work……………...13
Table 05 – Critical Path Analysis and Slacks………...…………………………………...16
Table 06 - WBS for Master Plan Scope of Work……….………………………………...17
Table 07 – Loan Drawdown for the Project………….…………………………………...21
Table 08 – Annual Operations and Maintenance Costs...………………...……………...22
Table 09 – Annual Cash Inflows and Outflows…………………………………………...23

5. 4
INTRODUCTION
Through the project management process, business needs and requirements are transformed
into deliverables or deliverables that the project should satisfy. This conversion process
consists of application of constraints such as time, cost, quality, motivation, application of
project management tools and technologies. It aims to introduce the principle of a project
management framework that supports various management such as construction, environment,
information technology. The principles of the project management framework include not only
proven practices that are widely applied but also innovative practices that appear in professions
demonstrated by case studies.

6. 5
PROJECT
❖ TASK 01
➢ Civil Engineering
Table 01 – WBS for Civil Engineering Scope of Work
Activity Description Predecessors Weeks
AC Order all materials from the designed bill of quantities
and state that all materials are to be delivered to site
F 3
BC Mobilize equipment, machinery and personnel to site
offices
AC 4
CC Commence site preparation works AC 3
DC Carry out final surveying requirements CC 2
EC Pouring of the concrete footings DC 3
FC Start construction of the main stadium shell EC 26
GC Install the drainage systems for the main structure and
for the playing field area
FC 8
HC Begin construction of the roof canopy including the
retractable roof section
FC 15
IC Install the extensive plumbing network requirements EC 30
JC Install all door and window fittings IC 25
KC Start the construction if the six main concrete lighting
towers
GC 14
LC Commissioning of the complete civil works IC, GC, JC 6

7. 6
Figure 01
16
12
9
12
8
22
3
4
3
2
3
26
8
15
30
25
14
6
1 21 41 61 81 101 121 141 161
A
B
C
D
E
F
AC
BC
CC
DC
EC
FC
GC
HC
IC
JC
KC
LC
Weeks
Activity Gantt Chart For WBS Civil Engineering

8. 7
➢ Mechanical Engineering
Table 02 - WBS for Mechanical Engineering Scope of Work
Activity Description Predecessors Weeks
AM Order all materials from the design bill of quantities
and state that are to be delivered to site
F 3
BM Mobilize personnel to site office LC, AM 4
CM Install Air-conditioning Chillers BM 6
DM Install Condensers CM 6
EM Build the water reticulation network CM 7
FM Install all air conditioning ducting throughout
stadium
BM 18
GM Install and fine tune the motors for the retractable
roof
BM 8
HM Install the fire sprinkler system network throughout
the complex
EM 12
IM Ensure no leakage in all the air-conditioning ducts FM 4
JM Install the exhaust fans for the carpark as per the
design
FM 8
KM
Commissioning – Test all air-conditioning outlets to
ensure correct temperature, air speed and noise level.
Test fire sprinkler systems. Ensure that the retractable
roof functions as per the design.
EM, JM 6

9. 8
Figure 02
16
12
9
12
8
22
3
4
3
2
3
26
8
15
30
25
14
6
3
4
6
6
7
18
8
12
4
8
6
1 21 41 61 81 101 121 141 161 181 201
A
B
C
D
E
F
AC
BC
CC
DC
EC
FC
GC
HC
IC
JC
KC
LC
AM
BM
CM
DM
EM
FM
GM
HM
IM
JM
KM
Weeks
Activity Gantt Chart For WBS Mechanical Engineering

10. 9
➢ Electrical Engineering
Table 03 - WBS for Electrical Engineering Scope of Work
Activity Description Predecessors Weeks
AE Order all materials from the design bill of quantities
and state that are to be delivered to site
F 5
BE Mobilize personnel to site office LC, AE 4
CE Build concrete footings for the on-site mini sub-station
design
BE 4
DE Transport and install the two 15MVA transformers CE 5
EE Terminate the incoming 132kV overhead feeders from
Western Power
DE, GE 4
FE Terminate the second 132kV cable for from Western
Power for power robustness. This diverse cable is for
power reliability in the event of a fault on the primary
cable
EE 3
GE Equip the switch room with the main switchboard and
protection fuses and circuit breakers
BE 10
HE Install all sub switchboards GE 4
IE Install the uninterruptable power supply equipment in
the main switch room
FE 8
JE Install all the wiring reticulation throughout the
complex
HE 14
KE Install the protection equipment in the mini sub station IE 6
LE Install the dual diesel motors for stand-by power
generation in the event of a black out
JE, KE 6
ME Install all lighting throughout the complex including
the four hundred 300W globes for the main stadium
light towers and security lighting
GE 26
NE Commissioning – Check that we have power to all outlets, that all
lights work and that the protection works. Ensure that the under
an outage condition the diesel generators will start and provide
emergency power within 20 seconds.
ME, LE 9

11. 10
Figure 03
16
12
9
12
8
22
3
4
3
2
3
26
8
15
30
25
14
6
5
4
4
5
4
3
10
4
8
14
6
6
26
9
1 51 101 151 201 251
A
B
C
D
E
F
AC
BC
CC
DC
EC
FC
GC
HC
IC
JC
KC
LC
AE
BE
CE
DE
EE
FE
GE
HE
IE
JE
KE
LE
ME
NE
Weeks
Activity Gantt Chart For WBS Electrical Engineering

12. 11
➢ Communication and IT Engineering
Table 04 - WBS for Communications and IT Engineering Scope of Work
Activity Description Predecessors Weeks*
AT Order all materials from the design bill of quantities
and state that are to be delivered to site
F 3
BT Mobilize to site office LC, AT 2
CT Install main distribution frame to terminate copper
pairs in the communications room
BT 3
DT Install optic fiber termination racks to interface to
incoming main fibers from the Telstra network
CT 4
ET Install the router system for internet access CT 6
FT Install the battery backup supply for the total comms
network
BT, CT 6
GT Installation of the two mobile towers and antennas BT, DT 4
HT Install GSM4 mobile equipment racks GT 2
IT Install 4 large LED TV screens remotely controlled DT 3
JT Setup the comms for the main control room for media
use
ET, DT 8
KT Provide internet access to the public via WIFI hotspot ET 4
LT Install microphones and main speakers JT 3
MT Install the perimeter LED display for advertising
space
JT 4
NT Final test and Commissioning MT, LT, JT 8

13. 12
Figure 04
16
12
9
12
8
22
3
4
3
2
3
26
8
15
30
25
14
6
3
2
3
4
6
6
4
2
3
8
4
3
4
8
1 21 41 61 81 101 121 141 161 181 201
A
B
C
D
E
F
AC
BC
CC
DC
EC
FC
GC
HC
IC
JC
KC
LC
AT
BT
CT
DT
ET
FT
GT
HT
IT
JT
KT
LT
MT
NT
Weeks
Activity Gantt Chart For WBS Communications and IT
Engineering

14. 13
❖ Task 02
➢ Electrical Engineering
This AOA diagram obtained according to the table 03.
Figure 05
S
4BE
4CE
5DE
4EE
3FE
8IE
6KE
6LE
E
4HE
10GE
14JE
9NE
26ME

15. 14
• Calculations according to above AOA diagram.
Table 05 – Critical Path Analysis and Slacks
Path Total weeks
for path
Slacks
BE-CE-DE-EE-FE-IE-KE-LE-NE 49 1
BE-GE-EE-FE-IE-KE-LE-NE 50 0(critical)
BE-GE-HE-JE-LE-NE 47 3
BE-GE-ME-NE 49 1
a. Critical path is BE-GE-EE-FE-IE-KE-LE-NE path.
b. Slacks for each path is given above table 05.
c. Delivery of the two 15MVA transformers which corresponds to the activity DE in the
work breakdown structure, could be delayed by 1 week without affecting the overall
completion time of the electrical engineering part of the project. Because this activity
DE is a part of 1st
Path and is not related to the critical path in the AOA diagram of
figure 5.
d. The installation of the protection equipment in the mini substation which corresponds
to activity KE in the work breakdown structure, could not be delayed by any weeks
without affecting to the project because activity KE is a part of the 2nd
Path which is
the critical path in the AOA diagram of figure 5. Therefore, activity KE cannot be
delayed as it will disrupt the total allowable weeks of the critical path and hence affect
the total project duration.

16. 15
❖ Task 03
➢ Master Plan
Table 06 - WBS for Master Plan Scope of Work
Activity Description Predecessors Weeks
A Prepare Broad Scope of the Project Start
1/Jan/2016
16
B Seek Public Consultation A 12
C Prepare Business Case and Obtain Environmental
Approvals
B 9
D Commence and Close the Tender Period C 12
E Analyze and award contract to the winning tenderer. D 8
F Finalize and submit the detailed design of the Civil,
Electrical, Mechanical and the Comms IT
engineering works and wait for final approvals.
E 22
G The complete Construction Phase – for all Civil,
Electrical, Mechanical and the Comms IT
engineering scope of works
F TBD^
H Final Commissioning and Project Handover of the
total project and commemorate with the Premier at a
ribbon cutting ceremony
LC, KM, NE
and NT
7
• Total weeks to complete Civil Engineering works = 72 weeks
• Total weeks to complete Mechanical Engineering works = 36 weeks
• Total weeks to complete Electrical Engineering works = 50 weeks
• Total weeks to complete Communication and IT Engineering works = 31 weeks
• Total weeks to complete Master plan construction = 208 weeks
• Since Civil Engineering is necessary to be completed for the remaining construction
work to begin, Electrical Engineering is the next construction work which consumes
most amount of time.
Total number of weeks to complete activity G = 72 + 50 = 122 weeks.

17. 16
Figure 06
16
12
9
12
8
22
122
7
1 51 101 151 201 251
A
B
C
D
E
F
G
H
Weeks
Activity Gantt Chart For WBS Master Plan

18. 17
Figure 07
16
12
9
12
8
22
122
3
4
3
2
3
26
8
15
30
25
14
6
3
4
6
6
7
18
8
12
4
8
6
5
4
4
5
4
3
10
4
8
14
6
6
26
9
3
2
3
4
6
6
4
2
3
8
4
3
4
8
7
1 51 101 151 201 251
A
C
E
G
BC
DC
FC
HC
JC
LC
BM
DM
FM
HM
JM
AE
CE
EE
GE
IE
KE
ME
AT
CT
ET
GT
IT
KT
MT
H
Weeks
Activity Gantt Chart For Full Project

19. 18
❖ Task 04
• Total weeks to complete master plan of project = 208 weeks
• Weeks per year = 52 weeks
Total years to complete the project = 208/52 = 4 years
Revenue equation:
• Maximum number of people per event = 70,000 people
• Expected number of people per year = 2,500,000 people
Total revenue for one event = (Premium cooperate) + (Under cover) + (Exposed)
Total revenue for one event = {(4N x 0.02) + (2N x 0.84) + (N x 0.14)} x 70,000
= (5,600N) + (117,600N) + (9,800N)
= 133,000N
• Assume, that the stadium is always with the maximum capacity at each event.
Number of events per year = 2,500,000/70,000
= 35.7
≈ 36 events
Hence revenue per year = 36 x 133,000N
= 4,788,000N $/year
= 4.788N m$/year
• m = millions (x106
).

20. 19
❖ Task 05
• Assume,
a. Annual interest is calculated as a Simple Interest.
b. The loan with interest is paid back after the construction.
c. Since it is mentioned that the loan is to be financed over a 25-year period, it must
be noted that over the construction years, the interest will be accumulated.
Table 07 – Loan Drawdown for the Project
Year Percentage Drawdown Value
1 16% 136m
2 26% 221m
3 34% 289m
4 18% 153m
5 6% 51m
Total number of years taken to complete the construction phase = 4 years
Total number of payable years for the loan with interest = 25 – 4
= 21 years
Annual Interest rate = 8.5%
Annual Interest = $850m x 8.5%
= $72.25m /=
Total Interest (considering accumulation) = $72.25m x 25
= $1806.25m /=

21. 20
Total payable loan with interest = $850m + $1806.25m
= $2656.25m /=
Annual loan instalment after construction = $2656.25m/ 21
= $126.5m /=
Table 08 – Annual Operations and Maintenance Costs
Operations and Maintenance Item Expected Annual Costs
Playing Field Turf up keep $2m
Painting $1m
General repairs from public damage $2m
General Maintenance and replacement of
used items- i.e. light globe replacement as
required
$2m
Office Staff Wages $3m
Security Personnel $3m
Event Management $2m
Total $15m
• After the 4-year construction, stadium will be started to conduct the events annually.
• When conducting events, there will be annual maintenance and operational costs for
the stadium.
• According to the above table, the expected annual maintenance and operation cost is
$15m.
• That annual maintenance and operation cost added with the annual loan instalment as
an annual expense for next 21 years.
• Hence the expected annual expense for next years is $141.5m.
• The expected annual income for next years is $4.788Nm.
• Considering all above expenses and incomes, the cash flow table and cash flow
diagrams for next 25 years are given below.

22. 21
Table 09 – Annual Cash Inflows and Outflows
Year Cash Inflows ($) Cash Outflows ($)
0 850m 0
1 0 (136m)
2 0 (221m)
3 0 (289m)
4 0 (153m)
5 4.788mN (51m + 15m + 126.5m) = (192.5m)
6 4.788mN (141.5m)
7 4.788mN (141.5m)
8 4.788mN (141.5m)
9 4.788mN (141.5m)
10 4.788mN (141.5m)
11 4.788mN (141.5m)
12 4.788mN (141.5m)
13 4.788mN (141.5m)
14 4.788mN (141.5m)
15 4.788mN (141.5m)
16 4.788mN (141.5m)
17 4.788mN (141.5m)
18 4.788mN (141.5m)
19 4.788mN (141.5m)
20 4.788mN (141.5m)
21 4.788mN (141.5m)
22 4.788mN (141.5m)
23 4.788mN (141.5m)
24 4.788mN (141.5m)
25 4.788mN (141.5m)
• For simplicity and to better visualize the diagram clearly, N is substituted $25
(maximum pricing constraint by the government).
Assumed Revenue = $4.788m x 25 = $119.7 /=

23. 22
• Assuming that the proposed borrowed funds as a capital for the project and the
drawdowns as expenditure distribution it is possible to illustrate the pre-tax cash flow
diagram for the project.
Figure 08

24. 23
❖ Task 06
• Total Revenue = Total Expenses – Total Profit
• At the breakeven point, total profit should be zero.
Hence,
Total Revenue = Total Expenses
4.788Nm x 21 = (15m + 126.5m) x 21
N = (15m + 126.5m)/4.788
N = 29.55
The price of the exposed seating = $N
= $29.55/=
• The calculated value for exposed seating exceeds the $25 constraint imposed by the
government. Hence the ticket prices are not approvable.

25. 24
❖ Task 07
• Power tactic
Power is a measure of a person's ability to control the environment around group, including the
behavior of group members. The use of power need not involve coercion. our team leader is
Yasiru. As a leader, he involves influence over us and power is always given to us. He has
ability to influence us through his knowledge and skills. Our leader essentially honest and
ethical man. And also, neutral with respect to ethics and manipulative. He always used logical
arguments to influence us and request us to do workable things and try to achieve goals. As a
group member, I think Yasiru is a good leader.

26. 25
CONCLUSION
Based on the result of the study carried out for our project management report, we have realized
that project management has an important role in the construction industry. It means that an
effect of project management is all about planning, scheduling, monitoring, controlling and
reporting as well as about making decisions on required changes and the performance during
construction project. Every construction project must be able to provide a good planning to
achieve their goals. It will easily affect the cost, time to use and other activities in a construction
project. Therefore, the project management is a vital part in construction industry.

27. 26
END OF REPORT