Preliminary Project Management Plan

(PMP-A)

The Bushfire Trauma

Crib Project:
Providing portable intensive care
stations for people affected by rural
bushfires.

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Contents
Document Control ............................................................................................................... 2
Document Information .................................................................................................... 2
Document History............................................................................................................ 2
Document Approvals ...................................................................................................... 2
Planning Foundations ........................................................................................................ 3
Scope ............................................................................................................................... 3
Milestones and Inchstones ............................................................................................. 3
Phases.............................................................................................................................. 4
Activities .......................................................................................................................... 4
Work Breakdown Structure ............................................................................................ 5
Tasks ................................................................................................................................ 6
Resources and Effort ...................................................................................................... 6
Budget (labour) ................................................................................................................ 8
Project Plan ......................................................................................................................... 9
Schedule .......................................................................................................................... 9
Precedence and Dependencies .................................................................................... 10
Assumptions.................................................................................................................. 10
Constraints .................................................................................................................... 10

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Document Control
Document Information

Document ID
Document Owner
Issue Date
Last Saved Date
File Name

Information
D1-PMP
Gavin Saldanha
25/03/2015
04/05/2015
Trauma_Crib_PMP

Document History
Version
[1.0]
[1.1]

Issue Date
25/04/2015
1/05/2015

Changes
Document created
Updating PMP-A for activity breakdown

Document Approvals
Role

Name

Project Manager

Gavin Saldanha

25/04/15

Project Sponsor

Liam Waldron

25/04/15

User Representative

Documentation Leader

Communications Manager
(Liaison Officer)

Project Office Manager

(Programme Manager)

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Signature

Date

Planning Foundations
Scope
Inability to access medical and health resources in remote, rural areas of Australia makes it
increasingly dangerous to live, especially during times when bushfires can occurs. The Bushfire
Trauma Crib Project aims to investigate affordable and effective mobile intensive care systems
for these rural areas. The scope of this project therefore expands, but will not be limited to:
1) Investigating and creating a conceptual design for a mobile intensive care system for
bushfire victims, whilst exploring how it can be also repurposed for victims of other
disasters.
2) Assessing the solutions through performance evaluations and metrics like Cost Benefit
Analyses.
3) Ensuring a prolonged longevity of the project after deliverables have been handed to
ensure minimal costs will be incurred for sustainability.

Milestones and Inchstones

The completion of activities that have occurred so far y produced the following outcomes,
which have also produced certain deliverables that can be monitored by management to
undergo system progress and completion.
Milestone

Description

Date

Inchstones

Project
Initiation
Document
approval

Document detailing
project initiation and
establishes the
baselines and initial
scope of the project.

27/04/2015

Initial Design
Requirements
approval

Mapping the initial

needs of the client
and stakeholders to
form requirements.

22/05/2015

Project
Management
Plan (PMP-A)
delivered

Detailing the PMP for

establishing
foundations for the
team, along with
project schedule.

29/05/2015

Estimate budget to manage breakdown

of key system requirements.
Determine initial resources and skills
required to ensure portability and
affordability of mobile care system.
Health and building codes and
regulations identified.
Finalising activities and inclusion of tasks.
Project plan establishment.
PMP-A draft feedback and finalisation.

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Initial scope established.

Identification of client and stakeholders.
Identifying personnel involved.
Identifying initial activities to be
performed for Work Breakdown
Structure.

Conceptual
design
approval

Report containing the

conceptual design will
be delivered to
stakeholders and
client

Around June
2015

Final report
delivery

Handing over the final

design to client

TBC

Risk assessment associated to ensure

viability of system
Surveys from people in rural areas to
enhance what they need in the crib.
Analyses of trauma crib technological
efficiencies in catering to people in rural
area needs.
Feedback associated to help reassess
and revise PMP-A to PMP-B.
Cost and feasibility analysis
Feedback from client
Compiling and receiving feedback from
draft handover
Project completion

Phases
The key phases for the project are divided as follows:
Phase + Sequence

Description

Deliverables

Phase 1:
Project Initiation and
Planning

Establishing the team and developing a business

case and Project Charter. The scope is also defined
where initial inputs such as cost, time, and
outcomes of the project are identified.
Performing activities mentioned in the PMP-A and
tracking project performance and guiding to
reaching milestones.

1) Project Initiation
Document
2) Project Management
Plan A (PMP-A)
1) Design Review
2) Project Management
Plan B (PMP-B)

Submission of final design report and project

presentation. All activities will be finalised and
reflected upon.

1) Final Design Report

2) Performance Metrics

Phase 2:
Project Execution

Phase 3:
Project Closure

Activities
The individual activities within the project lifecycle are defined, as per their phases.
Phase

Activity

Description

Sequence

Project
Initiation
and
Planning

Project
definition and
its processes

Initial scope and rough schedule definition.

Identification of communication plan and rough
estimate of user requirements eg. emergency
personnel. This will therefore establish a Work
Breakdown Structure for team members.
Determine needs and expectations of clients
and stakeholders where milestones are revised
to form Business Case.

Included in the
Project
Identification
Document (PID).

Performing
client +
stakeholder
analysis.

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Included in PID.

Project
Execution

Project Risk
Register

Risks with the project and its impact are

observed, as well as mitigation strategies.

Resource
Organisation

Planning in liaison with medical and building

personnel to allocate resources to team
members
Updating project progress as per schedule
actions and adding changes such as with risks.

Project
performance
and updating
Design
development
Sustainability
review

Project
Closure

Risk
Management
Handing
deliverables
Identify
improvements

Solutions that meet stakeholder + client

requirements such as portable burn treatment
units are achieved in designs
Determining the lifecycle analyses and product
evaluation through metrics like Cost-Benefit
Analysis
Monitoring of risks in project so that corrections
can ensure project runs smoothly
Shutting down all activities, sending final report.
Through metrics like peer assessment reviews
reflect to improve relatable projects

After PID but

before PMP-A
completion.
After PID until end
of project
Occurs throughout
project
After conceptual
design approval
After conceptual
design approval
Throughout project
After deliverable
submission
After project

Work Breakdown Structure

Bushfire Trauma Crib
Project
1. Project Initiation and

Planning
1.1 Project Definition

1.2 Project Processes

2.1 Project
Performance and
Updating
2.2 Design
development

1.3 Performing client +

stakeholder analysis

2.3 Risk Management Plan

1.4 Project Risk Register

2.4 Sustainability Review

1.5. Resource
Organisation

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2. Project Execution

3. Project Closure

3.1 Handing deliverables

3.2 Identify improvements

Tasks
Phase
Project
Initiation
and
Planning

Project
Execution

Project
Closure

Activity

Tasks
Project Definition Creating initial scope (boundaries, objectives,
deliverables, et cetera) of project
Rough schedule estimation for reaching milestones
Project Processes Creating communication plan with clients and
stakeholders (Business Case)
Constructing Work Breakdown Structure
Assigning members + due dates to tasks of project
based on skills required
Performing
Identifying resources required for project
client/stakeholder Determining stakeholder strategies and expectation
analysis
Resource
Classifying facilities and external personnel such as
organisation
medical team required
Training team through their skills with motivation
Create agendas and facilitate meetings
Project Risk
Classifying potential risks
Register
Assessing their impact on project
Project
Reflecting on project and updating plan
Performance &
Implementing corrections throughout
Updating
Adhering to codes and ethics
Design
Manage stakeholder expectations and changes
development
Developing test methods for designs
Sustainability
Finding life cycle phases and impact assessment
review
Finding solutions for integrating feedback
Identifying if solution can be used for other disasters
than bushfires
Risk Management Review risks involved
Plan
Develop contingency plans for risks
Communicate and improve on potential risks
Handing
Producing final report and designs to clients
deliverables
Transition of resources to similar projects
Identifying
Attaining peer reviews and reporting
improvements
Reflecting on project to improve new ones

Sequence
1
2
1
2
3
1
2
1
2
3
1
2
1
2
3
1
2
1
2
3
1
2
3
1
2
1
2

Resources and Effort

The amount of effort, in number of hours allotted to one person, and resource allocation to
complete deliverables of the project are shown. Effort is always subject to change due to
behavioural aspects of team and personnel, therefore it is merely an approximate for the
project until key deliverables and outcomes are properly identified.

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Task

Project Definition
Creating initial scope of project
Rough schedule estimation for reaching milestones
Project Processes
Creating communication plan with clients and
stakeholders (Business Case)
Constructing Work Breakdown Structure
Assigning members + due dates to tasks of project
based on skills required
Performing client/stakeholder analysis
Identifying resources required for project
Determining stakeholder strategies and expectation
Resource organisation
Classifying facilities and external personnel such as
medical team required
Training team through their skills with motivation
Create agendas and facilitate meetings
Project Risk Register
Classifying potential risks
Assessing their impact on project
Project Performance & Updating
Reflecting on project and updating plan
Implementing corrections throughout
Adhering to codes and ethics
Design development
Manage stakeholder expectations and changes
Developing test methods for designs
Sustainability review
Finding life cycle phases and impact assessment
Finding solutions for integrating feedback
Identifying if solution can be used for other disasters
Risk Management Plan
Review risks involved
Develop contingency plans for risks
Communicate and improve on potential risks
Handing deliverables
Producing final report and designs to clients
Transition of resources to similar projects

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Effort (no. of
hours)

Resources required

15 hours
5 hours

Project Manager (PM)

PM

6 hours

Client Liaison

4 hours
3 hours

PM + Team
PM + Lead System
Engineer (LSE)

30 hours
15 hours

PM + Team
PM + Client Liaison

30 hours
50 hours
80 hours

PM + Team + Medical
Supplies
PM
PM + Team

10 hours
12 hours

Risk Manager
Risk Manager

10 hours
10 hours
3 hours

Team + LSE
Team
Team + LSE

10 hours
6 hours

Client Liaison
Team + LSE

12 hours
8 hours
5 hours

PM + Team + LSE
PM + Team + LSE
PM + Team + LSE

10 hours
9 hours
9 hours

PM + Risk Manager
Risk Manager
Risk Manager

6 hours
10 hours

PM + LSE + Team
LSE

Budget (labour)
A top down estimate of cost for all tasks are given below, where $50 per hour for all team
members except the Project Manager and Lead System Engineer; their times are free in aid to
the project. Note that the number of members in the team vary with tasks.
Task

Project Definition
Creating initial scope of project
Rough schedule estimation for reaching milestones
Project Processes
Creating communication plan with clients and
stakeholders (Business Case)
Constructing Work Breakdown Structure
Assigning members + due dates to tasks of project based
on skills required
Performing client/stakeholder analysis
Identifying resources required for project
Determining stakeholder strategies and expectation

Resource organisation
Classifying facilities and external personnel such as
medical team required
Training team through their skills with motivation
Create agendas and facilitate meetings

Project Risk Register

Classifying potential risks
Assessing their impact on project

Project Performance & Updating

Reflecting on project and updating plan
Implementing corrections throughout
Adhering to codes and ethics
Design development
Manage stakeholder expectations and changes
Developing test methods for designs
Sustainability review
Finding life cycle phases and impact assessment
Finding solutions for integrating feedback
Identifying if solution can be used for other disasters
Risk Management Plan
Review risks involved
Develop contingency plans for risks
Communicate and improve on potential risks

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Time

Resources required

Cost

15 hours
5 hours

PM
PM

0
0

6 hours

Client Liaison

300

4 hours
3 hours

PM + Team (3)
PM + Lead System
Engineer (LSE)

600
0

30 hours
15 hours

PM + Team (5)
PM + Client Liaison

7500
750

30 hours

PM + Team (5)

7500

50 hours
80 hours

PM
PM + Team (5)

0
20000

10 hours
12 hours

Risk Manager
Risk Manager

500
600

10 hours
10 hours
3 hours

Team (5) + LSE

Team (5)
Team (5) + LSE

2500
2500.
750

10 hours
6 hours

Client Liaison
Team + LSE

500
300

12 hours
8 hours
5 hours

PM + Team (5) + LSE

PM + Team (5) + LSE
PM + Team (5) + LSE

3000
2000
1250

10 hours
9 hours
9 hours

PM + Risk Manager
Risk Manager
Risk Manager

500
450
450

Handing deliverables
Producing final report and designs to clients
Transition of resources to similar projects

6 hours
10 hours

PM + LSE + Team (2)

LSE

600
0

Total (in AUD$) 52100

Project Plan
Schedule
Provide a summarised schedule for each of the phases and activities within the project.

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Precedence and Dependencies

There are four types of dependencies: Finish-to-start (FS), Start-to-start (SS), Start-to-finish (SF)
and Finish-to-finish (FF). The following activities have been classified with their deliverable
dependencies:
Activity

Depends on
Project Initiation Document (PID)
PID
PID
Client Briefing
Initial Design Requirements
Project Finalisation Report

Project Processes
Client/Stakeholder Analysis
Risk Management Plan
Project Work Breakdown Schedule
Resource Organisation
Final Report + Peer Review

Dependency Type
SS
FS
FS
FS
FS
FS

Assumptions
Internal assumptions, or within the team are:

The project scope will remain bounded.

The amount of hours allocated for tasks are assumed under ideal scenarios.
Relevant resource allocation for visualising scenarios will be provided to the team.

External assumptions, or external to the team:

The design system will match the behavioural and comfort of victims of bushfires.
The medical personnel will prefer to use the system as they will have full technical
knowledge on how to use it.

Constraints
Internal constraints, or those imposed by the project scope and the team are:

Available human resources: Team members might undergo changes due to

management issues, therefore task allocation must be effectively implemented in case
team members are missing.
Efficient time management must be carried out, and as a result the milestones have a
bit of leverage in their deliverables.

External constraints, or those placed by external parties not related to the project are:

Health codes and building safety regulations might constraint how project execution can
be carried out.
Many of the equipment used in the project must provide proper care and safety as they
could possibly be damaged by the bushfires.

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References
[1] A. Kossiako, W. Sweet, S. Seymour (2011), Systems Engineering Principles
and Practice, Wiley
[2] G. Ganewatta and J. Handmer (2006). Bushfire management: What, where and how
economics matter. Proceeding of Bush re Conference 2006: Life in Fire Prone
Environment: Translating Science into Practice/
[3] L. Waldron, Management Skills (2014), Australian National University
[4] Federation University Australia (2014), Living with Bushfire: A Community
Conference