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City of DeVry – Playground Project

You will need to create a project plan. This plan should be completely integrated and presented in a logical order. It should be written professionally and should be mistake-free in terms of spelling and grammar. The final project plan should incorporate any changes that occurred along the way, including corrections and advice given by colleagues or your professor.
Statement of Participation and status update
Your final project plan should consist of the following items.
Executive Summary
Project Charter
Scope Statement
Work Breakdown Structure
Budget and Resource Management Reports
Risk Management Plan
Communication Management Plan

DeVry City Playground Project Management Plan



Executive Summary

This project management plan provides an analysis and evaluation of how the project activities that comprise DeVry City playground will be carried out. In this case, the project charter has been presented as the playground project intended for DeVry City as a client, proposed for completion within six months, and at a total cost of less than $600,000. The scope statement then goes on to outline the project deliverables as well as their matching milestones. This is then followed by the work breakdown structure that outlines how the project will be divided into two phases and the subtasks included in the two phases. Next is the budget and resource management report that mentions that principal resources needed to carry out the two project phases, and cost estimate for each item. The risk management plan follows, with emphasis on safety and legal implications. Finally, is the communications management plan that outlines how the key stakeholders will be informed of the project occurrences and progress.

DeVry City Playground Project Management Plan

Project Charter

The proposed playground is intended to be used by the local community. In fact, it will act as a safe outdoor area where the community residents can use recreational facilities. As such, the project will deliver the safe landscaped playground space and equipment that include playground facilities, dancing water area, pond, fitness stations, walking paths, gazebo, and sports courts. These will be delivered by engaging a project management team, volunteers, and contractors who can work within the $600,000 budgeted for the project. Once the playground is completed, the local communities and families, who include individuals from all demographics will be able to access a broad range of recreational facilities within a safe environment.


Project Item Parameter
Project code ________________
Project name Playground Project
Customer/client City of DeVry Authority
Project type Land development
Number of phases Two phases as presented in the WBS
Project start and end dates Not specified but project projected to run for six months
Total project estimated costs $460,920 to $600,000


Contact information of key project personnel
Designation Name Phone number Email address
Project manager      
Project coordinator      
DeVry City representative/lawyer      
Community liaison person      
Contractors’ representative      
Volunteers’ representative      

Scope Statement

The project scope is defined as the list of deliverables at every milestone (Rossi, Freeman & Lipsey, 2003). The playground project management team will address the deliverables for the project’s success. The project manager, who is tasked with managing the project, is aware that he or she manages both the scope of the project and any change in scope that would affect the time and cost constraints for the project to be successful. As earlier indicated, the project intends to deliver a safe playground that includes recreational facilities for use by DeVry City residents. This implies that all the intended facilities will be installed within the designated playground area. These will include:

  • A play area for preschool children aged between two and five years with equipment that match their stature.
  • A play area for school-age children who are between five and twelve years of age. The equipment installed in this area will match those recommended for their age.
  • A five-kilometer trail that can be used for walking or running, and is spaced by fitness stations at every kilometer to facilitate stationary exercises.
  • Gazebo and picnic area.
  • Sports courts.
  • Water dancing feature as the playground centerpiece.
  • Sidewalks that follow the playground’s outer boundary.
  • Grass field.
  • Sprinkler system.

The milestone for these deliverables has been presented as (see Table 1).

Table 1. Playground project milestones and deliverables

Milestone Deliverable
Inception: Requirements signoff Analysis and requirements specifications using a case catalog and plan.
Elaboration Diagrams to show playground design plan and equipment, as well as supplementary specifications.
Construction Playground construction and equipment installation.
Integration testing phase Test equipment and presenting reports.
Handoff to the client and acceptance test Test results.
Roll out and support Project sign off and beginning of public use as well as maintenance.

Work Breakdown Structure (WBS)

To enable successful project scheduling the WBS has been organized into two phases with delivery dates, resource constrictions and task contingencies designated (see Table 2; Wholey, Hatry & Newcomer, 2004).

Table 2. Work Breakdown Structure

Work breakdown structure (WBS)
Phase Description and subtasks
1 – Playground conceptualization, definition, and implementation activities ·     The first subtask in this phase would be designing the playground after establishing its need.

·     The second subtask would be data collection on the stakeholders’ opinion to include any restrictions and caveats.

·     The third subtask would be to look into what is needed and how it can be incorporated into a single playground design.

·     The fourth subtask would be to look into legal matters that would apply in the execution of the project.

·     The fifth subtask in the first phase would be to look into the financial issues for all work streams.

2 – Deliverables ·     The first subtask would be to procure the land in which the playground it to be built as well as the necessary permits to include environmental analysis.

·     The second subtask would be to establish a project management structure that would coordinate all project activities and engage the contractors and volunteers. The structure would also be concerned with budgeting, purchasing materials, and ensuring that the playground is established as directed.

·     The third subtask would be to carry out the playground construction and fully deploy its facilities for public use.

Budget and Resource Management Reports

The resource management plan has been presented in Table 3.

Table 3. Resource management report

Phase Resources
1 – Playground conceptualization, definition, and implementation activities Activities performed would be mainly about playground conceptualization and formation of policies and deliberations of the most suitable courses of action. As a result, the major resources in this phase would be conference rooms as well as materials to record and store the information; such as computers, hard disks, and stationery. Human resource in the form of the project management team will be on hand to facilitate this phase. This will also require the stakeholders who provide input in the form of opinions to ensure that the final playground design and location favors the most number of people.
2 – Deliverables The three major activities in this phase would be the procurement of the land, playground equipment, and construction materials, and the installing the equipment in the designated areas within the playground space. As a result, the major resources needed would be an equipment procurement platform to ensure that it is of the right quality and price, an installation plan that matches the playground design, and finally human labor (project management team, contractors, and volunteers) to enable the installation of the equipment in the various areas of the playground. In addition, the funds will be needed as a resource to enable the project to proceed.

The project will apply the top-down budgeting process whereby historical records from previous playground constructions and manufacturer catalog prices are used to estimate costs. Following this budgeting approach, an initial $600,000 was estimated as the project’s total costs, although this figure was reviewed downwards to $460,920 after the most current prices had been factored in (see Table 4).

Table 4. Project budget to include the charter estimates and latest market estimates

  Rough estimation presented at project conceptualization Actual values from latest market reviews
Labor $25,000.00 $25,000.00
Materials $130,000.00 $134,000.00
Contractors $140,000.00 $36,320.00
Equipment and Facilities $300,000.00 $260,600.00
Travel $5,000.00 $5,000.00
Total Cost $600,000.00 $460,920.000

Risk Management Plan

The project management team recognizes that the project risks and vulnerabilities are only as relevant as the methods employed in managing and countering them (Polinaidu, 2004). Consequently, the vulnerabilities identified in the project will be countered by meticulously designing the playground to meet safety, cost, and use needs, which takes into account the end-to-end, and whole-life issues of the playground facilities. This is anticipated to reduce the risks to users and funders that accompany the playground project. Field trials and the results of research studies, as well as equipment manufacturer recommendations, would also be used prior to the installation of the facilities to make sure that they would not be prone to harm their users, and their costs do not exceed the set budget. To pre-empt the legal repercussions of the risk occurring, the law firm representing DeVry City Authorities was informed of the decision to construct the playground for the city residents so that they could identify any legal issue, which the city authority would be exposed to (see Table 5).

Table 5. DeVry City playground project risks assessment and management

·     The playground is vulnerable to substandard equipment being installed, which threatens the safety of users. This vulnerability will be preempted by purchasing all the equipment from manufacturers and reputable representatives, having them install the equipment and including long-term warranties in the purchase agreement.

·     The playground is vulnerable to exceeding the budget and time limitations that have been set. This is a common risk that comes about as a result of inflation. This will be preempted by ensuring that all the equipment are purchased and shipped to a central collection point before the playground construction commences.

·     The new project creates an avenue for potential fraud, bribery, extortion attempts, or being sued for legal breaches. The budget will be subject to audits and oversight to ensure that the breaches do not occur. Additionally, procurement guidelines will be set to preempt the same.

·     DeVry City legal representatives were informed of the playground project management plan, asked to identify any possible legal risks of the project and pre-empt the legal implications of the risks where possible.

Communication Management Plan

To ensure that the communication channels are left open in the project, a communications management plan has been developed by the project manager. This is intended to define the details concerning what communication will entail. The plan contains a detail of communication activities that include (see Table 6; Ujo, 2004):

  • Who will be responsible for the communication activities and products at each project
  • The resources that will be required in terms of budget and personnel.
  • The principal messages and benefit statements, as well as assigning the word ‘owner’ to the principal contact person.
  • Vetting process applied to the communication products and messages.
  • List of priority stakeholders targeted for participation in the program to include:
    • The office to be approached in the case of policy changes. That office should have the power to make unilateral decisions regarding continued participation and commitment.
    • The schedule for making the policy changes.
    • Communications officer in charge of liaison activities between the stakeholders.
  • Stakeholders contact information, to indicate whether they are the right persons to effect change.


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