WBS OBS RACI
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Centennial College *
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1126
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Information Systems
Date
Nov 24, 2024
Type
docx
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7
Uploaded by ashishgharu01
WBS:
The Eric Hamber Secondary School Replacement Project Work Breakdown Structure (WBS)
provides a methodical breakdown of the overall project into its constituent parts. The
completion of each stage is essential to the final objective of the project, which is to replace
the current school with a seismically secure and contemporary learning environment. At its core, the "Project Management" stage is where the project's overall direction and
objectives are established and where a detailed plan is developed. The monitoring and control
phase follows the execution phase to make sure the project continues on track once the real
work has begun. Finally, the project is brought to a close in the "Project Closure" phase,
which includes knowledge capture, handoffs, and inspections.
Within the "Design Phase," the subcomponents deal with the most important facets of
creating the new school. The term "Architectural Design" refers to the process of creating a
school's layout, structure, and aesthetics with the goal of making it a conducive and
inspirational place to study. The term "Structural Design" refers to the engineering process
that ensures the building is safe and can resist earthquakes. The focus of "Environmental
Design" is on being eco-friendly and meeting the highest LEED criteria. Furthermore,
"Childcare Facility Design" caters the childcare centre’s layout and construction to the
requirements of infants and toddlers.
The "Construction Phase" refers to the time when the project is really being built. "Site
Preparation" is the process of making the building site ready for use. The "Foundation
Construction" phase of a school building project lays the groundwork for the building's future
stability and seismic resilience. The project's primary emphasis is on the "Building
Construction" phase, which involves the actual construction of the school's physical structure.
Simultaneously, the "Childcare Facility Construction" enables the establishment of a safe and
effective place for childcare.
The "Transition Phase" coordinates the changeover from the old school to the new one and
the reuse of the old building. "Swing Space Setup" changes the current school into a
temporary area to accommodate pupils from neighbouring schools undergoing seismic
renovations. The "Transition to New School" plan enables a trouble-free and orderly
relocation of students and faculty. The "Demolition of Old School" paves the way for new
construction or a different use of the area. At long last, "Playing Field Construction" gives
locals and schoolkids a place to play outside.
The WBS provides an all-encompassing framework for the project's components, easing the
burdens of communication, responsibility, and project management. The overall aim of each
stage is to provide kids a place to study that is secure, up-to-date, and ecologically
responsible.
Project Management
1.1 Project Initiation
1.2 Project Planning
1.3 Project Execution
1.4 Project Monitoring and Control
1.5 Project Closure
Design Phase
2.1 Architectural Design
2.2 Structural Design
2.3 Environmental Design
2.4 Childcare Facility Design
Construction Phase
3.1 Site Preparation
3.2 Foundation Construction
3.3 Building Construction
3.4 Childcare Facility Construction
Transition Phase
4.1 Swing Space Setup
4.2 Transition to New School
4.3 Demolition of Old School
4.4 Playing Field Construction
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OBS:
The Organizational Breakdown Structure (OBS) for the Eric Hamber Secondary School
Replacement Project gives a graphical depiction of the project's management structure and
clarifies the duties of all major players. In this abbreviated scenario, we have singled out
three key players and defined their roles.
The "Project Team" is the group of people who will be doing the bulk of the work on the
project, as well as overseeing its execution and development. "Siddhant Darvekar," the "Team
Lead," is in charge of steering the ship and keeping the crew on track. The "Project Manager,"
"Caroline Arthur," is responsible for overseeing the project's preparation and execution to
guarantee that they meet the project's goals and deadlines. The "Architect," "Bindhya
Baldin," is crucial in making sure the new school is up to code by giving architectural
knowledge and design suggestions. The "Construction Manager," or "Vishnu Ashobhai
Gami," is responsible for ensuring that all quality and safety requirements are satisfied
throughout the building process. As the "Stakeholder Liaison" for the project, "Raghav
Mahajan" is responsible for liaising between the team and any external stakeholders,
facilitating open lines of communication and ensuring everyone is on the same page with
regards to the project's objectives.
We've designated the Vancouver Board of Education and the City of Vancouver as two
external parties that will have a vested interest in the project's success. The "Vancouver Board
of Education" is responsible for managing the project and making decisions to keep it in line
with educational goals and requirements. However, the "City of Vancouver" is largely
accountable for the administration of the childcare facility and the monitoring of the project's
finances. Their help is essential to finishing the job on schedule.
While this simplified OBS provides a high-level overview of the project's organizational
structure and key responsibilities, it is essential to remember that in a real project, the OBS
would be more detailed, and the roles and responsibilities would be specified in greater depth
to ensure clear communication and accountability among all stakeholders. The OBS is a vital
resource for making sure that all team members know their place and how they contribute to
the overall success of the project.
Project Team
Team Lead (Siddhant Darvekar)
Project Manager (Caroline Arthur)
Architect (Bindhya Baldin)
Construction Manager (Vishnu Ashobhai Gami)
Stakeholder Liaison (Raghav Mahajan)
Vancouver Board of Education
Project Oversight
Decision-Making
City of Vancouver
Funding Oversight
Childcare Facility Management
RACI Matrix:
The presented RACI matrix gives a clear and organized overview of the roles and duties of
the project team members within the Eric Hamber Secondary School Replacement Project.
Responsible, Accountable, Consulted, and Informed (RACI) is an acronym for a framework
that may be used to keep everyone involved in a project on the same page. The roles and
responsibilities of each team member are spelled out in detail, eliminating guesswork and
making sure everyone is on the same page.
For example, in the crucial activity of project planning, Team Lead Siddhant Darvekar is
designated as Responsible for leading the planning efforts, and Project Manager Caroline
Arthur is Accountable for ensuring that the planning is consistent with the project's objectives
and timelines. The inclusion of team members' experience via the use of Consultants such as
Bindhya Baldin, the Architect, and Vishnu Ashobhai Gami, the Construction Manager, is
essential. Stakeholder Liaison Raghav Mahajan is kept abreast of developments in the
planning process to ensure open lines of contact with all parties involved.
Additional duties, such as budget management, stakeholder outreach, quality control, and
stakeholder engagement, are included in the matrix as well. The potential for team-wide
misconceptions and misplaced efforts is mitigated by adopting such a methodical approach,
which promotes clarity and responsibility.
The Responsibility, Accountability, Consultation, and Involvement (RACI) matrix is an
essential tool for ensuring the success of any project. All aspects of the project will be
handled, and team members will be working in unison to achieve their goals, if the roles of
those responsible, accountable, consulted, and informed are clearly defined.
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Task or Deliverable
Siddhant Darvekar (Team Lead)
Caroline Arthur (Project Manager)
Bindhya Baldin (Architect)
Vishnu Ashobhai Gami (Construction Manager)
Raghav Mahajan (Stakeholder Liaison)
Project Planning
R
A
I
C
I
Architectural Design
C
A
R
C
I
Construction Oversight
C
A
C
R
I
Stakeholder Communication
C
A
C
C
R
Budget Management
C
A
C
C
I
Quality Assurance
C
A
C
R
I
In this RACI matrix:
"R" (Responsible) indicates the person responsible for performing the task.
"A" (Accountable) indicates the person ultimately accountable for the task's success.
"C" (Consulted) represents individuals who provide input or expertise during the task.
"I" (Informed) denotes individuals who need to be kept informed about the task's
progress and outcomes.