Project management is an integral part of any development process. It determines whether the set development goals and objectives are achieved within the right timeframe as well as ensures the quality of the end product meets the set expectations and standards. Scholars and researchers, thus, have developed interests in the subject and have produced different literature work that addresses the techniques and tools that people and organizations employ to help them achieve the intended goals and objectives in different projects that they handle. They have further analyzed possible hindrance and causes of delays and failure in realizing project goals and outcomes as well as the best options available to overcome the challenges. The dynamics and variables in project management tools and techniques, hence, have proved to be an important set of knowledge and skills that individuals and organizations have to employ in the management of the different projects that they handle. However, this paper presents an analysis of the “Old Post Office-Rocky Mountain House, Alberta” project noting the key project planning tools and the impacts that they had on the project as a post-mortem case.
Introduction and Explanation of the Old Post Office-Rocky Mountain House Project
The genesis of the project resulted from the construction of a new post office by Canada post that opened an opportunity and discussions on the best ways to use the old post office premises. The administrators of the town through their counsellor suggested the options of converting the premises into a community service space and an affordable housing for low-income populations in the community. A community organization calling itself ‘Rocky Mountain House Low Income Housing Coalition’ acquired the premises at the lowest fee to put up the rental housing project and space for organizations serving the community interests. Since the project targeted to solve the housing issue affecting the community, and in particular the lower income populations, it attracted interests from a wide range of stakeholders including the local and national government among others that partnered with the primary developer of the project. The goal and objectives of the project targeted to solve housing challenges of the low-income families as well as people with disabilities a factor that determined the designs and construction of the housing units and community service space from the initiation of the project to its completion (CMHC, Nd). The partners involved in the implementation of the project included Berry Architecture and Associates, Town of Rocky Mountain House, Canada Mortgage and Housing Corporation (CMHC), Alberta government as well as the government of Canada through the Surplus Federal Real Property for Homelessness Initiative. The project targeted to reduce the shortage experienced in the Rocky Mountain House town of the shortage of houses that are barrier-free and affordable. Disabled single residents, as well as lower-income families, would benefit from the project and help solve the societal concern related to housing and shelter that continued to be a puzzle to the administrators and involved stakeholders. The project produced 7 units with main floors that had women emergency shelters and office space for the local community service agencies.
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The Project Methodology and Structure Used
The Old Post Office-Rocky Mountain House project used the waterfall project management method. The project moved through the four phases of the project process from inception to the closeout phase.
The Inception phase resulted in the definition of the project and the target goals that the project would address. It also brought all the stakeholders together that would be directly involved and defined the roles that each partner would play that would ensure the project was successfully completed within the set timeframe as well as the quality of the project conforms to the set standards. It is an important stage in the process of project management. It provides the framework that other process, phases and stages rely upon. Experts note that it determines the success or failure of any project management and, thus, controls the limitations and scope of any project. In the noted case, the developer of the project was identified as Rocky Mountain House Low Income Housing Coalition. Since the project targeted to address the concern of persons with physical disability, Berry Architecture and Associates designed the project to meet persons with disability needs that included implementation of the barrier-free design in the units produced among other measures. Each stakeholder was also assigned the amount of money (contribution) that they would give and the timelines for submission of such contribution to the team managing the project. The total cost of renovating the building was also established. For example, the Province of Alberta and CHMC provided $350,000 and the Town of Rocky Mountain House provided $10,000 and also the main project implementers Berry Architecture and Associates reduced its fees by 66%.
The Development phase resulted in the developing of the project plan. It resulted in the development of plans that would address the dynamic concerns related to the project such as the project schedule, risks management, changes management plan, communication plan and the work breakdown structure. The development phase was mostly dominated by the Berry Architecture and Associates who oversaw the conversion as a result of its profession and the nature of the job that they do. They designed and planned the work breakdown structure to follow in the implementation and execution of the project. The risk management plan and resource management plans among other critical concerns were incorporated in determining the costs that the main implementer of the project stated its fees. The nature of the project also made the Berry Architecture and Associates implement the project as part of their CSR as the main objective of the primary developer was to help the most unfortunate in the society. The primary goal linked with the project made it easy to attract many stakeholders who contributed immensely in the realization of the project that focused mostly in addressing the housing challenges of the low-income families and people with physical disability in the town. The communication plan was designed by the overseer of the project that initiated ways that the concerned stakeholders would be updated on the development of the project from its inception to conclusion and handing over. The stakeholders were regularly updated on the development of the project with a scheduled visit to the sites during the different stages of the project development and implementation that enabled them to plan together on the course of action including the transfer and handing over to the developer in the final phase of the closeout.
The implementation phase of the project was done in stages. The implementer of the project in this stage plays a critical role that would determine the success of the project or not. Berry Architecture and Associates was an active member in the phase due to its vast and wide experience in implementation of such projects and the level of expertise that it has. Experts recommend that all stakeholders must be actively involved in choosing the implementer of the project and they have to consider a wide range of factors including experience, professionalism and history of the organization. The implementer of the project has also to presents to the stakeholders the measures and means they have to overcome any possible risks as documented in the risk plans. Reports were formulated at every stage that guided the stakeholders and informed them of the progress of the project. Initially, during the development phase, the key stakeholders involved were given a timeframe and possible completion dates of different stages in the project implementation. The fortnight reports given to the stakeholders helped them compare notes on the initially given timeframe about the implementation of the project. Other stakeholders not implementing the project directly also gave out reports on the financial assistance and pledges made to the team that ensured all the teams involved took responsibility and showed commitment in the project.
The final closeout phase was done at the completion stage and finishing touches. It noted the review and assessment of the project by all stakeholders that determined if the initially set goals and standards in terms of quality and timeframe have been met and possible challenges encountered during, before and after project completion. It also presented the plan and timeframe that the project would be handed over and transferred to the developer (Rocky Mountain House Low Income Housing Coalition). The handover and transfer of the project to the developer was done and planned by all the stakeholders involved as the project was viewed to be a team’s success and project. Different reports were formulated by the stakeholders that addressed individual stakeholders concerns as well as the group interests. For example, Berry Architecture and Associates as the main implementers developed professional reports about the project as it conforms to the many jobs that they have done that fall in their field. Such reports are formulated as a routine professional practice that acts as references for lessons learned in the implementation of similar projects in terms of size and scope.
Whether the Project Was a Success or Failure
The project implemented by the team was a success. It is because of the professionalism that the team applied in all the stages of its implementation as noted in the project implementation from inception, development, implementation and closeout phases. The experience and professionalism applied by the main implementer of the project (Berry Architecture and Associates) designed the tracking and progress tools helped in that success. The tools, for instance, the project schedule, enabled the different stakeholders involved to note the progress of the project as well as act as the monitoring process of the project implementation as asserted in Davis (2013) piece. It enabled them to evaluate the progress of the project and take necessary action in the event that the projected timeframes of realizing different set project goals including the provision of the finance by the stakeholders that had pledged so that the project would remain on track and initially set goals and objectives realized with ease and efficiency. The tracking and progress tools designed by different stakeholders also enabled to detect and note the department of teams effort and outcomes as different departments and sections were formulated that implemented specific project parts during the construction of the seven units that summed up the size and nature of the project. It encouraged specialization that increased efficiency between and among the different departments and sections of the project implementation (Milošević&Martinelli, 2015).
The specific problem that rose in the project implementation resulted in a delay of delivery of funds as promised by the different stakeholders. The stakeholders involved in the project including national and local government among others have a bureaucratic and long process of releasing funds as they manage funds on behalf of the public. The release of the funds involves a long process that at times conflict with the set timeframes that guide the completion of the project. The donations received from the community also had no specific time frame to give as it is voluntary. The donations from the community that covered costs involved in setting up of appliances for the homes, putting up of washers and dryers. Such delays in the releases of funds provided difficulties in the execution of the project as the different suppliers of the required materials operated under different conditions. The implementing party was compelled to look for alternative source of funding that ensured that the timeframe and set goals remained on schedule as they communicated with the other stakeholder’s that had pledged different monetary contribution.
The solutions to the problem especially related to financial delays would be addressed in the risk management plan and resource management plans. The stakeholders involved would spread their financial risks to include having a different source of financing the project and having alternative options of acquiring finance in the event that involved stakeholders might experience delays and difficulties in giving the pledge remittances. The available finance also would prioritize funding of the most critical resources that would enhance work continuation even in the event of delays in finance acquisition form the different stakeholders involved.
In conclusion, project management tools and techniques play an important role that ensures individuals and organizations achieve successful implementation of different projects that either touch on the economic, political or social aspects of life. There are numerous projects being implemented in different parts of the world that use either agile or waterfall project management methodology. There are variables that have to be considered before a particular methodology is chosen that is dependent on the project resources available as well as the nature and dynamism of the project to be implemented. The presented above example of Old Post Office-Rocky Mountain House is a sample of a successfully implemented project that has shown the effective utilization of project techniques and tools. Each and every project implemented can face challenges but such discrepancies can be addressed objectively using the project tools and techniques.
References
Canada Mortgage and Housing Corporation (CMHC) (Nd ). “Old Post Office Rocky Mountain House, Alberta.” Retrieved from https://www.cmhc-schl.gc.ca/en/inpr/afhoce/afhoce/prpr/upload/Old-Post-Office_En.pdf
Davis, B. (2013). Agile practices for waterfall projects: Shifting processes for competitive advantage. Plantation, FL: J. Ross Pub.
Milošević, D., &Martinelli, R. J. (2015). Project management toolboxHoboken. New Jersey: John Wiley & Sons, Inc.,
