Construction And Evaluation Framework System Essay


Discuss about the Construction and Evaluation Framework System.



Project budgets are the reflections to project work and timing of that activity. Any comprehensive budget helps in understanding that how funds could be used and then expended through time for business projects.

To understand this, a large multinational oil company is taken into consideration having storage facilities at Australia. A budget-estimation is done for this Case Study project and schedule for the project is prepared finding key milestones for project deliverables. At last an estimation of resources needed for success completion of the project is demonstrated here.

First of all the oil company must realize that the budget is realistic. Otherwise, any donor will never take any serious responsibility. An understanding budget can lead to a standstill and even completion of termination of activities during implementation at Australia.

In preparing a budget, it must be determined that what must be a suitable amount of request. Guidelines reveal the maximum quantity allowed. Hence, the organization must request the utmost such that they can justify that and never ask for more.

This number must be specific. Further, their planning should be contingencies. For instance rise in the cost of living can take place before the grant begins.

There are various advantages of that must be considered in assumptions for the oil factory. Developing budget under this scenario is a smart test to entirely and identifies how the project is described. For organizing budget as per commonly used categories, one must save efforts and time while applying to various funding programmes (Fleming and Koppelman 2016).

A budget provides methods for investigating financial activities of the project over the project life-cycle. The following budget must provide a framework regarding expenditure to gain various objectives effectively. Further, careful resource planning decreases the number of changes of a budget during that project life-cycle.

Moreover, there are preparing of budget time and cost and only under particular cases, this project idea can fit to call every proposal. Since budget is an estimation of project expenses, it has never been accurate and thus it brings problems while the implementation phase goes on. Ineffective financial planning leads to budget constraints during operations and at complete termination (Serrador and Turner 2015). Furthermore, as the budget planning becomes unrealistic, it can cause failure to achieve any political support in Australia.

Moreover, during finalization of a budget, various aspects must be included to include value. They are bank fees, legal fees accounting fees, construction insurance, utility connection fees, construction permit fees, appraisal fees and interests while construction goes on, legal issues, insurance premiums, management software, website development costs, computer tools and maintenance tools.

Project Task Designing

Working time of labors

Labor Cost

Material Cost

Travel Cost

Developing functional Specifications

1 hrs

2 $

3 $

2 $

Developing System Architecture

2 hrs

4 $

4 $

2 $

Developing Preliminary Design Specification

1 hrs

3 $

3 $

2 $

Developing Detailed Design Specification

1 $

2 $

3 $

2 $


5 $

11 $

13 $

29 $

Preparing schedule for Oil Company project and key milestones for the project deliverables:

A project schedule is a method to communicate with that what needs to be done. It must include what resources of this oil company must be used to perform work and timeframes and what is needed to be performed. It must reflect every task related to delivering a project within time. Instead of full schedule the project managers must be unable to communicate with the complete effort as per as resources and cost and needed for delivering the project (Batselier and Vanhoucke 2015).

Project management software helps project managers in tracking project schedules, project related, resources budgets and resources in real time. It can be seen and updated by various team members related to project, keeping all the people well informed of overall project status.

The building blocks of the scheduled start with the above Gantt Chart. One of the most significant benefits of the above table and chart is that it was helpful to illustrate a state of the current project easily (Kerzner and Kerzner 2017). Further, it is also useful for producing accurate timescale for the project, showing team members how their work has been related to others, breaking down the structure of the project, scheduling the tasks on a daily basis around the complete duration and can be used under critical path method.

Thus, as a project manager, the decomposition level must be dependent on the extent up to which they need to control. Further, the project insights have been supporting various levels of hierarchy as required. Even, the expectation is that every task must have one single owner. He is intended to report and manage tasks needed to deliver the task. As the oil company is unable to assign any individual owner, they require having extra visibility towards the task’s progress. Thus additional decomposition is also recommended (Snyder and Dionisio 2017). As the project deliverables are recognised, tasks must be done for creating deliverables. In various cases, those activities are physical deliverables. However, in multiple instances, they are just the activities that are required to be done. Physical deliverable, for example, should be the actual file is necessary for the brochure. Thus, listing out every task must be done resulting in activity lists.

For identifying the schedules, the project manager of this oil company must know every involved process. It denotes that they require going through every step needed to assure that the project is completed. As those fundamental processes are acquired, it is then necessary to work out on how long every task must last (Snyder 2014). This also indicates how many resources are required to end that task. Once the lists of all the processes are acquired along with relevant data, it is the time to recognize a various sequence of events. The project managers need to identify what methods can start after particular activities are carried out and which one of them can be completed at specific milestones across the project.

The project deliverables must be determined from the beginning as the project on Oil Company is proposed. As the project progresses, deliverables must be further specified and defined. Thus the necessity of one or more relevant process deliverables must come into being. Thus, the deliverable definition process is executed through deliverables decision tree (Camilleri 2016). The decision tree as detailed below is made up of various series of questions required to recognize and define multiple needed variables both from process and project point of view.

First of all the project deliverables must be decided. The queries must be sued for defining kinds of project deliverables needed for the oil project. First of all, it must be seen that what has been the nature, form and function of the planned deliverables. Then the importance of the overall purpose of this project must be determined. Then the methods which it can be produced and what must be done to have the capabilities needed (Harrison and Lock 2017). Then the costs and its feasibility are to be identified. Then the time required to get that acquired or completed must be found out and then the alternative to those deliverable and relative benefits and disadvantages of each must be recognized.


Task Name






Preparation of schedule for oil company project

45 days

Fri 6/1/18

Thu 8/2/18


Component development

3 days

Fri 6/1/18

Tue 6/5/18


Software Procuring

9 days

Wed 6/6/18

Mon 6/18/18



Hardware Procuring

3 days

Thu 6/21/18

Mon 6/25/18



Developing Acceptance Test Package

7 days

Tue 6/26/18

Wed 7/4/18



Performing Integration/Unit Test

5 days

Thu 7/5/18

Wed 7/11/18



Performing Acceptance Test

6 days

Thu 7/12/18

Thu 7/19/18



Performing Post Project Review

10 days

Fri 7/20/18

Thu 8/2/18


“Gantt Chart for time schedule denoting project life-cycle for the oil company”

(Source: Created by Author)

Discussion on various process deliverables:

The questions used for defining kinds of process deliverables needed for the current oil factory project are discussed hereafter. First of all, the kinds of process deliverables needed to finish the project are to be identified. Then they must consider how much time that must produce for every deliverable (Yun et al. 2016). Then every due, formats used, individuals liable to plan, implement and production is to be determined. Then the people who must approve and accept are to be determined and how every deliverable must be maintained and updated is to be estimated.

Resource Planning for the oil project is helpful is useful for the project manager of the company to determine how much equipment and facilities, raw materials human resources are needed to deliver on the project. A project manager has been working on IT related project. Hence he requires being aware of what IT skills is important to that project and what applications or software is important to this project. In the present scenario, the project manager is working on storage facility up to the required standard that he must be aware of every kind of storage facilities and oil business skills vital for this project. Along with the software and application is needed for the project is needed to be found out (Raymond and Bergeron 2015). Further, a great method to do that is to possess a sit-down with experts, members of the project team and professional associations. This must be helpful to create the workflow as illustrated by the above Gantt Chart. This must aid determination of project components needed for certain resources. He must also refer to data from the previous project and assure that every activities and necessity are in-line with the procedures and policies of the oil company (Lock 2017).

Development of budget must cover all operating and capital costs assuring completion of project success. Project manager of the present oil company must define funding requirements in Australia. Then, he must send a formal request for sponsoring who must view those requirements and create package decision to provide the needed money and economic resources. Sponsors must also use that initiation documents like project charter, business case and feasibility study (Kerzner 2018). These methods of estimation can be utilized as cost baseline measurement, cost aggregation and expert judgment to develop Oil Company’s project budget sheet. Project manager in cooperation with critical stakeholders could use assimilation of methods for estimating a needed amount of financial resources and create a template for the project budget.

Further, it must be reminded that budget resources are designed for the complete project and it can never be assigned to any task. This only gets assigned only to various project summary tasks. Due to this reason, it is recommended that while creating a budget resource, one must put the term “budget” within it (Nurdiani, B?rstler and Fricker 2016). Thus it is helpful to remind everyone might work on that schedule where it could be assigned. Thus budget resource represents overall planned quantity to be spent on that item. This must need allowing for tracking and reporting at the project level for Oil Company. Thus, the oil industry in Australia is also an outstanding area to get information that could be used easily transmitted to other data systems or various reporting tools that cannot be directly connected to that project (Archibald and Archibald 2016).


Thus the above report demonstrates the project budget needed for the personal and financial disposal limits for the given oil company in Australia. The study helps in understanding how to use maximal of money, cost of work and resources needed for that project. It must be reminded that the changes not corresponding to the budget planned can take place during the project. Further, it also helps in implementing earned-value analysis while the project processes. Thus the report is useful to understand that how the related costs and project progress are under control.


Archibald, R.D. and Archibald, S., 2016. Leading and Managing Innovation: What Every Executive Team Must Know about Project, Program, and Portfolio Management. CRC Press.

Batselier, J. and Vanhoucke, M., 2015. Construction and evaluation framework for a real-life project database. International Journal of Project Management, 33(3), pp.697-710.

Camilleri, E., 2016. Project success: critical factors and behaviours. Routledge.

Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management. Project Management Institute.

Harrison, F. and Lock, D., 2017. Advanced project management: a structured approach. Routledge.

Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Kerzner, H., 2018. Project management best practices: Achieving global excellence. John Wiley & Sons.

Lock, D., 2017. The essentials of project management. Routledge.

Nurdiani, I., B?rstler, J. and Fricker, S.A., 2016. The impacts of agile and lean practices on project constraints: A tertiary study. Journal of Systems and Software, 119, pp.162-183.

Raymond, L. and Bergeron, F., 2015. Impact of project management information systems on project performance. In Handbook on Project Management and Scheduling Vol. 2 (pp. 1339-1354). Springer, Cham.

Serrador, P. and Turner, R., 2015. The relationship between project success and project efficiency. Project Management Journal, 46(1), pp.30-39.

Snyder, C. and Dionisio, C.S., 2017. A project manager's book of forms: A companion to the PMBOK guide. John Wiley & Sons.

Snyder, C.S., 2014. A guide to the project management body of knowledge: PMBOK (®) guide. Project Management Institute: Newtown Square, PA, USA.

Yun, S., Choi, J., de Oliveira, D.P. and Mulva, S.P., 2016. Development of performance metrics for phase-based capital project benchmarking. International Journal of Project Management, 34(3), pp.389-402.

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