Case study: Licola Village

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Introduction

The primary objective of this report is to develop an outline for the project execution plan for a new sustainable project in Fiji. The report discusses how each section and sub-sections are relevant for the international project by justifying its inclusions and omitting which is panned ahead for Fiji by replicating the same model of Licola Village. Furthermore, the report also gives an insight into areas for further research and justification of its importance.

Project Description

One of the most critical planning phases is to explicitly identify the purpose of the project and for project team leaders (Globerson and Zwikael, 2002) by specifying the general priorities for execution (Cho and Gibson Jr, 2001). Fiji which includes 320 islands and has a land area of 18,333 km2 around 1/3 of the islands are colonized (Chand, 2013). The population of 8 Mil+ (Fiji Bureau of Statistics, 2017) Fiji residents, the domestic electricity usage of these residents accounts for 70% of the electricity consumption in Fiji. The project at Fiji aims to deliver the opportunities which are identified to utilize an alternative form of energy to have a sustainable impact on the energy by reducing its consumption and cost. The project will further create framework to develop business cases to achieve the sustainable goal set out by the organisation. The project also focuses on pumping and treating its own water and managing the produced waste effectively and efficiently by imitating the strategies and planning set out in Licola village (Sustainability Victoria, 2015) to achieve the ultimate goal of developing it in an eco-village. Defining measurable goals in a set critical schedule is essential for the project for both the NGO and Fiji Government.

Project Execution Plan

Risk Management Plan

One of the main aspects of project management is risk assessment. Many specific risk assessment processes can be assisted by many tools or methods. Two primary steps of a phase: risk evaluation, which involves recognition, review, and prioritization; and risk control preparation, which involves risk mitigation and risk control training, managing and remedial action, and risk management process (Boehm, 1991). As suggested by Raz and Michael (2001) the method of project risk management needs applying software. A specific expenditure, which in some situations can be very important, requires the use of the analysis, the planning, monitoring, or management instrument. This is an attempt to appreciate and know how to use the resource and to develop the requisite resources (technical skills, software devices, repositories, operational procedures, etc.), both at a personal level and organisation level. The project in hand requires extensive risk management strategies, focusing on the deeper studies as to how the risks can be identified and developing effective strategies at each level to mitigate and manage these risks.  In a study by Hwang et al. (2017) risks like complex procedures to obtain relevant approvals, high cost at the inception of the project, scope of the project is not well defined by the owners, constraint in human resources, and sourcing of eco-friendly materials. These are some of the risks which are discussed by the author and can be helpful for the QA Manager in a deeper understanding of the risks in this complex project.

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