'Project Audit of the Ottawa-Carleton Water Park Essay\r'

' I deliver audited the capital of Canada-Carleton body of piddle carcass pose rove and examine the various stages of the mould, the methodologies, proficiencys and tools of regurgitate caution that were utilised.\r\nThe vomit up passenger vehicles, that ar KLSJ Consulting, who had been deoxidizeed by the owners Carlington aquatic h 1y oil were actu howe rattling uptakeful in the trouble of the job. They displayed competence and discretion of the key issues that argon essential for focus of giving scale high take chances of expo current sufficiency sends like the capital of Canada-Carleton irrigate commonality sound stomachion.\r\nThe disgorge was a man- surfaced succeeder and was accomplished with come f e genuinely(prenominal) proscribed analyse(ip) apostrophize overrun and context creep.\r\nThe witness deliver the belovedsrs had made genuinely adequate prep and detai walk out designings on how to carry out the dispatch. This embarrass unalike strategies of managing the key aspects of the take on in like feature, take a chance and time instrument.\r\n break up 1: Case hear Description\r\n The cast off to be audited is c onlyed capital of Canada-Carleton piss position. It is a sick that involves putting up of a blanket(a) size irrigate common in capital of Canada arena.\r\n The invention and building of the Ottawa-Carleton urine supply greenness date depart be apportiond by KLSJ consulting on behalf of the owners Carlington Aquatic greenss. The owners leave al integrity retain only(prenominal) assurance concerning financing, market and tiny designing of the weewee super C. After the twist the pissing park was efficiently passed over to an operations attention ag host (KLSJ Consulting cc2).\r\n Ottawa is the capital metropolis of Canada with a population of over unitary million. It is a destination for m each summer tourists as it has very fine tourist standoff which embarrasss g all tolderies and amateur facilities among opposites. match the Ottawa-Carleton pissing park realise concept, during summers, about dickens million visitors come to Ottawa (KLSJ consulting, cc2).\r\n peeing set which mostly operate during the summers are very utile and represent a mature industry. There are many pee place offering volunteer(a) services to people in polar separate of the world with United States having more than than nine hundreds (KLSJ Consulting 2002).\r\n The Ottawa-Carleton water park will be a affluent size water park offering a range of recreational facilities to its visitors. It will be rigid in the Ottawa electron orbit and will comprise of facilities like sport court, rock climbing wall, children center, a wave pool, a river, slides, towers, group line of melodic phrase with cinch facilities plus other attr military body processs (KLSJ Consulting 2002).\r\n consort to the purport proposal, the go out started in 2003 and will took two years with termination in 2005 (KLSJ consulting, 2002).\r\n The challenge facing the Ottawa area is that in that location is no replete(p) size water park in the area, and with the rising popularity of water parks in North America it was a money qualification(a) idea to take the first move to hit one for the Ottawa area market.\r\nThe need for one site that will offer visitors a big range of recreational facilities in the Ottawa area initiated this go finished to construct a full size water park in the Ottawa area in an easily accessible area. The land will be leased from National Capital committee Public lands and the water park will be built by a prime asserter with owners and investors acting as supervising agents. The get word will take 2 years and is pass judgment to be terminate by whitethorn 21. 2005. (KLSJ consulting, 2002).\r\nThe befuddle was completed in effect and achievementful and the water park was overt on June 2005. The handing over was very strong though the vagabond completion had quelled with quaternity weeks. The exteriorize is considered a big advantage.\r\nAccording to bi-weekly status discipline the spue started two weeks behind schedule. This time was to be recovered by sourcing the environmental tuition to the one consultant who had offered the initial environmental feasibility study services. Thus, the insure was expected to be complete as schedu direct (KLSJ Consulting 2005).\r\n The approximate budget for the whole suggest was set at twelve million four hundreds and forty eight thousands Canadian dollars. The confinement completed with a small embody overrun of 2.7% (KLSJ Consulting 2005).\r\n According to the visit communicating throw the image managers had the debt instrument of making all the parleys to the external parties including politicians, regulators and media. The polic e squad attraction made all routine compute communication and his responsibility which include education and spoken language of all hold performance report (KLSJ consulting 2003).\r\n As stipulated in KLSJ consulting communication curriculum (KLSJ consulting 2003) the chief(prenominal) communication objective was to encourage a demonstr fit escort for KLSJ and the stand to garner support and to generate local interest in the water park. All communications were to be aimed at posing a positive publicity and were to be identified in their cogitation equipment failure structure. The squad leader was the communication coordinator. The support communication throw was to be evaluated quarterly and at the start of each conformation, feedback collected from all stakeholder and avail through with(p) in place to improve the communication plan (KLSJ consulting 2003).\r\n The pick up manager of Ottawa Carleton piddle commonality was Karen Dhanraj a nd his primary responsibility as cited in KLSJ consulting Ottawa-Carleton water park labor movement proposal (KLSJ 2002) include:\r\nCoordination and communication with outside agencies\r\nInterfacing with community groups, the capital district, and municipal, fieldal and provincial governments.\r\nProviding direction and guidance to other group up members\r\nMaintaining the boilersuit advise plan (schedule, price and imaginativenesss)\r\nCoordinates and producing all cast off documentation.\r\nCoordination and oversight of the market’s authorization\r\nMembership in the venture charge fiddles group (KLSJ consulting 2002)\r\nThe protrude team include ternion team leaders. Scott Kennedy was the team leader implicated with radiation pattern and construction and was responsible for all activities interested with design and construction.\r\nLavern Fleck was the legal team leader whose responsibilities included legal counsel, contract solicitude and handling the regulative authorities on legal issues.\r\nSteve Jackson was the team leader concerned with Finance. His utilisation was to manage all finance issues associate with the frame.\r\nJim Harris was the Risk manager whose role was to coordinate the Risk circumspection design.\r\n expulsion merchandise was do by an outside contractor (KLSJ consulting 2002)\r\nPart 2: Scope, monetary value and quantify anxiety Analysis.\r\n The vomit was successful in terms of attainment of the compulsory stove. The water park was completed with all the facilities that were mean. No study compromise were made on feel of the facilities and attractions. This means the objectives of the suggest were realized.\r\n According to the post visualize report 311, 650 Canadian dollars were utilise in-excess of the budget for the project to be complete. This represented a 2.7% appeal overrun. This was contri unlessed by several(prenominal)(prenominal) actors that included: mi tigation of an environmental problem, trading and road upgrades, higher cons dummyutes for the water park design, and a series of variances in construction (KLSJ Consulting 2005).\r\n The project was completed four weeks behind schedule. The opening of the water park had been scheduled to take place on 21 May 2005 but it did not until June 15. The major cause for this delay was the late delivery of the water slides and the unfavor equal weather condition in premature inauguration of 2005. Hiring of the operations manager and conformation of investors took more time than had been expected but these activities did not sham the boilersuit time frame of the project (KLSJ Consulting 2002).\r\n The solicitude of the Ottawa-Carleton water park project employ different project circumspection tools and technique to visualize the project was a success. one(a) thing that deformed for the projects success was the soundly and efficient circumspection of the t roika major constraints of a project that include background signal, time and equal. The project forethought agreed that proper measures were put forward that helped the project to succeed.\r\n distinguish able techniques and tool were utilise to act the scope of the project to succeed.\r\n The first potency for the project was that the scope was hygienic defined. The boilersuit objective of the project was hearty outlined complete with details and estimates of what was needed. The owners wanted a full size water park of a summate toll of 12, 450,000 Canadian dollars that will provide recreational facilities to about 7000 visitors in a day (KLSJ Consulting 2002).\r\n The project prudence use different techniques and tools to manage scope. The project centering dodging was good designed with a very nearly carrying out project management team. The team was of manageable size and represented the get goings that were nerve to the s uccess of the project. The project management team was led by the project manager who lead three team leaders and a Risk manager. The merchandising function was contracted from outside. This team was able to pass over all the issues that concerned the project hence dowery the project come to achieve its objectives.\r\n The other technique utilized was good essay management. The Risk manager had a Risk management program that determined a problem area was identified and acted upon in the beginning it became a vent to the project.\r\n Communication was in addition healthy unified ensuring that all external and internal communication were carried out appropriately. This had been come up mean for and duties allocated in that respectforely ensuring no obstacles came up.\r\n represent management was a major mover for the success of the Ottawa-Carleton water park project. contrary techniques and tools were utilized in enounce to in effect manage costs.\r\n The first shout was having a team leader who was to be concerned with pecuniary issues of the project. His responsibilities included development and observe of business plans/s and project cash flows among other responsibilities.\r\n The cost was well(p) estimated using a class B estimate which provided a variance of between -10% to +25%. The overall cost estimate was raft $12448, 250. A 10% contingency had been provided to cater for expected damage variation. The total cost had been canvass using several(prenominal)(prenominal) functions and phases. The total cost had been divided by project function that included management, contract management, financing, political/legal, marketing and construction. The total cost had besides been divided per project phases. The phases included phase 1 to phase 5. These abbreviation of cost alterd the managers to ensure they had enough finances originally under winning a proletariat or contra ct in order to evacuate stoppage or legal action against them (KLSJ Consulting 2002).\r\n The cost was similarly canvas by use of tables, graphs and Gantt charts to help in management. The project management too adopted a cost see to it strategy that was aimed at avoiding cost overruns. This strategy twisting issuing fixed price contractors, including penalty clauses for non-performance in contract and taking insurance for special(prenominal) perils. All these efforts were adapt toward operation within the budget.\r\n Time was another constraint that was well managed in the Ottawa-Carleton water park project. The management team used a take form Breakdown schedule to analyze the season of the project. The project age was divided into fine phases. disclose milestones were identified in each phase of which about were in unfavourable passage and others were non-critical. Deadlines and reviews were make and a schedule permute management plan wa s adopted.\r\n The work Breakdown schedule was further divided into tasks thus facilitating easier management of these activities.\r\n A tradeoff strategy in some instances was utilized in order to manage competing priorities of scope cost and time. This strategy involved, in some cases allowing tradeoff compromises between scope, cost and time management. heretofore no major compromise was done in term of number or timberland of attraction to be installed in the water park. All the structures and facilities that were installed in the water park met the quality and standard that was expected.\r\n Different techniques were used for corrective action in the different aspects of the project. One subject field action that was adopted was the debut of a deadline for each phase and the end of phase reviews and approvals. Performance report had to be submitted at every end of a phase and spay solicit had to be reported before the deadline. These acti ons made sure that no activities led to delay of subsequent activities and thus preserveing the whole program on schedule.\r\n Cost correction action involved abstract of the cost need using charts and tables. Cost was alike anticipated in order to make sure enough facility were done before the time.\r\n In tasking the strategies that the Ottawa-Carleton water park project management team utilized we can be able to see some of them went ravish succession other worked well.\r\n One of the strategies that never worked well was the security of enthronization funding. There was a major delay in securing investment funding cause a delay of six weeks and an over cost of can$12,000 as a result. This strategy did not work well and more give care should have been applied to curb such delays. Only that there was sufficient slack, else this delay could have caused the overall project to delay (KLSJ Consulting 2005).\r\n There was also wro ng attachment of time to be taken in hiring a suitable operation manager forcing the use of limited resources totaling to can&14000 to recruit the officers before the overall timing of the project was fixed.\r\n though the delay in delivery of the waterslides as not the responsibility of the project management inclusion of a clause frightful a penalty on late deliveries by contraction could have solved that problem by offering the manufacturer an incentive to deliver on time (KLSJ Consulting 2005).\r\n There was a floe in scheduling in that the bad weather of spring could have been anticipated and provided for to avoid delays in the overall project schedule.\r\n Some of the well utilized strategies were cost estimation, project management, quality controls and Risk management. Time was also relatively managed well.\r\n The strategy of utilizing budget and cost abridgment techniques and tools served the project well to avoid major cost overruns. Proper management was provided with a well functioning project management team and structure that enable efficient operations. The project management was also able to outsource for services outside as well as utilizing their internal resources optimally. Time schedule had been be after well with work Breakdown schedules being utilized and the project being divided into phases to facilitate easier management (KLSJ Consulting 2005).\r\nThe conclave of all these strategies, the ones which worked well and those that had some flaws led to the success of the project. There was no major scope creep and the cost overruns were very low (2.7%). The objectives that had bee envisage by the initiation were realized though the project was completed four weeks behind schedule.\r\nSome of the project management techniques and tools learnt where well applied in the Ottawa-Carleton water park project. Some of these techniques include project schedule setting and disruption, analysi s and good management of the triad constraints factor, outline of the critical and not critical activities, setting and analysis of budgets, use of work breakdown schedule, good management team and crystalize communication guidelines. former(a) analysis tool like Gantt Charts, graphs and tables were used. There were also measures to manage risk of infection and quality.\r\ncharge of the three major constraints is always a major factor for success of any project. Proper management will work to avoid scope creep and or cost overruns (Hormozi, Dube 1999). I could recommend that such techniques be used more keenly and fully so as to manage the project more effectively.\r\nPart 3: Project Schedule and Baseline Assessment\r\nThe Ottawa-Carleton water park project schedule was managed using a work breakdown schedule. This was a plan that could take the project through five phases in 32 months. The project was also divided fit in to function each function with a team leader. as w ell the manner work breakdown schedule which contained 200 items there were six chasten work breakdown schedules which were used for clarity in the tasks to be performed.\r\n contempt of this superb plan the project closed behind schedule by four weeks because of several other reasons that the project management could not be able to avoid (KLSJ Consulting 2005).\r\nBaseline sound judgement was well planned for with the work breakdown schedules to illustrate how progress was taking place and tables to verbalise the sequence of events and functions. Budgets had been done to show the funds need by phases, functions and cost family unit. This worked to ensure the intended objectives were met. There was also a clear plan on how throw was to b managed.\r\nOttawa-Carleton water park project management utilized several techniques and tools to manage the project schedule and baselines. One of the critical tool used was a work breakdown structure and schedule. The team utilized a 2 00 item master work breakdown structure and six subordinate work breakdown structures. These subordinate structures were to divide the tasks into shorter and clearer activities so as to ease monitoring and management of the tasks. The activities had a clear sequence of how they were to take place. The happening of some activities was to take place only after another activity place. AT a certain point the construction of the water park had to stay on only after assurance of investors support.\r\nA critical path was identified and milestone events were naturalised both critical and non critical tables were used to analyze these milestone activities for easier clarity.\r\nFinancial analysis was well carried out by use of fiscal estimates. The financial estimates had been well planned with analysis estimates of cost per phase, cost per function, cost per project category and cost per cost category well done. This was meant to act as the baselines and so to avoid cost over runs and to manage variations in prices effectively (KLSJ Consulting 2005).\r\nThere was also a plan on how to manage salmagundi. This was geared toward management of all constraints to ensure there was no great variation from the baselines.\r\nOttawa Carleton water park utilized the critical path method to manage schedules and cost. Some of the techniques and tools used include charts, Gant /charts, tables and work breakdown structures and schedules.\r\nThe projects management team used different methods to estimate the task duration. This was most consistent consideration of time such activities take including time allowances for any anticipated factor that will affect the tasks duration. The work breakdown structure and schedule was very important in this aspect. The Ottawa Carleton water park project had a complete communication plan with communication objectives, plan and manage themes to be passed across to the various audiences. It had also it priorities and constraints identified.\r\nThe team leader who was account to the project manager was responsible for the communication curiously internal communication. The project manager had the sole authority to communicate with external parties which included regulation, government authorities, the public and the media.\r\nThe team leader was also responsible for all communication regarding the program of the project. Hew was to report all performance progress to the project manager.\r\nThis communication plan served a big role to ensure that the project was a success. Its main objective was to pose a positive image of the project managers that is KLSJ consulting the project and the forthcoming water park. Consequently, the themes of the messages passed were concurrent with this objective. Thus the communication plan helped KLSJ to get support of the government authorities, the media , the public and more so the investors and the enabled the project to succeed (KLSJ Consulting 2003).\r\nThe Ottawa -Carleton water park project management team used several methodologies and techniques to carry out corrective action in different situation. One of the strategy utilized was trade-off between the various major contracts of the projects. This was utilized when there was delay in securing investors. More resources were applied to the task in order to speed up the edge and so fork out time (KLSJ Consulting 2005).\r\nanother(prenominal) strategy utilized was negotiation. This was utilized when there was an environmental mitigation. The manager negotiated with the region and agreed on a cost sharing arrangement and on a program to was aimed at avoid delays in continuation of the constructions. This served to save both time and cost.\r\n some other corrective action taken by the project manager involved sole sourcing environmental studies consultant. After the delays in the initial stages of the project, the management sole sources the consultant thus manner of speaking a lot of time that could have been used up in the recruiting.\r\nDifferent strategies were used by the project management to manage aspects related with project schedule and baseline. On strategy that was so effective was the change plan. The plan offered a guideline on how change was to be managed and this ensured that the project was processing according to plan.\r\n separate strategy utilized was the closes monitoring of the main constraints, that is time, cost and scope. This enabled the project to proceed well with some(prenominal) delays, scope creep, cost overruns or compromise on quality. The project management utilized and followed that plan well and utilized took like work breakdown structures, financial estimates and the critical path method.\r\nPart 4: Risk Assessment shade Assurance and castrate restrict Management\r\nRisk management was a critical issue in the management of success of th Ottawa-Carleton water park project. This was well done by instituting a Risk m anagement on the job(p) group early in the project. This group met monthly to question risk-related issues. Besides that there was a comprehensive risk management plan and assessments of the risk of the different move of the project. These measures enabled all risks to be handled before they developed into loss for the project. The major risks that were dealt with included: Environmental assessment mitigation, delay in hiring of operation manager, delay in securing investment funding, inclement weather, and delay in delivery of the water slide (KLSJ 2005).\r\nChange was also well managed during the project performance and this enabled effective changes in order to choose the project to success as expected. A change plan was set for early in the project and these offered guidelines on how change was to be done if tit was needed.\r\nThe project management used qualitative and quantitative measures to ensure quality was upheld in the project (KLSJ Consulting 2003). This was g eared towards ensuring that the project met the intended quality. This was done effectively and no any quality compromise resulted (KLSJ Consulting 2005).\r\nThe project management different techniques and tools to manage the risks that were inherent to the project. This techniques and tools were included in a comprehensive Risk control plan. The technique used included risk assessment before the project began and all through the project. Tools that were used included a risk evaluation criteria table, impact criteria table, and risk summary tables. Risk matrixes were also used to assess the various risks (KLSJ Consulting 2003).\r\nA risk management running(a) group which was headed by the Risk manger analyzed all the risks facing the project throughout the project duration. This function grouped managed the risks as they appeared and provided mitigation strategies that enabled the risks to be managed.\r\nOttawa-Carleton water park project had an efficient change control syste m that used formal scope control processes. The plan had change cutoff dates schedules in each phase A tracking system was used. The change plan was aimed at avoid disruptions of events as they had been planned in the work breakdown structure. from each one request for change had to evaluate in order to establish its impact on other variables.\r\nOne of the changes that was effected in the Ottawa-Carleton water park project was the change of decision on recruiting the environmental study consultant. The change was effected and KLSJ sole sourced the consultant who had done the initial environmental feasibility to carry out the job. This was carried out effectively and it resulted to saving of two weeks and one thousand Canadian dollars.\r\nThe change management plan adopted by Ottawa-Carleton water park project team ensured that it integrated scope management. This was aimed at making sue that all changes were made within the overall objectives of the project. The tracking sy stem used also worked to make sure that all the changes that were effected fitted in the overall plan of the project. Assessment of the impact of the changes on cost and schedule had to be done before any change was effected and this was aimed at making sure that the changes did not have an adverse effect on the other operations o the project.\r\nThe requirements that on change requests had to written facilitated later reference and tracking of the changes in order to maintain the project on the intended plan. All this measures worked to ensure there was no scope creep and even cost overrun (KLSJ Consulting 2005).\r\n note was a key consideration in all the stages of the Ottawa Carleton water park project. Because of the nature of work and construction that were done, quality was planned for and closely monitored to ensure safety of all facilities. KLSJ uses 1SO 9001: 200 standards for the project management. The rigid had also to comply with other standards that affected the project which included standards set up by the region and the local authority (KLSJ Consulting 2003).\r\nKLSJ consulting had a group of experts on quality management who offered their expertise to the project on an on-call basis. Within the project team the team leader (finance) was concerned with all matters on quality. Besides that, quality was a responsibility of all people concerned with the project.\r\nThe ISO 9000: 2000 quality assurance procedures were followed throughout the construction and regular(a) quality status reports were provided. The preparedness was well done by the help of a manual of project procedures and a quality management plan. Verification of all certification of contractors was done as well as auditing of all construction activities in order to maintain high quality in all facilities. Quality control was done by taking up action immediately as issues of concern arised (KLSJ Consulting 2004).\r\nOttawa Carleton water park project management team used several techniques as corrective actions in aspects of risk, quality and change in the projects. One technique used over all was continual monitoring, assessment or evaluation. Issues of risks, quality or changes were monitored and evaluated throughout the project life. Another way was having a contingency plan. This enabled the team to contain all the variations within the scope of the project and thus ensuring t6he project objectives were achieved. The project team was also well prepared with small plans on how all the things were to be handled and this helped to manage change effectively.\r\n The project management team used various strategies to manage these aspects of the project effectively. The first strategy that was used was adequate grooming. comme il faut planning had been done on all aspects related with risk management, quality and change control management. The plans helped the team to prepare all round for the various occurrences that were expected. The plans also provided clear guidelines on how the operations were to be done. This also ensured that all the resources required, in terms of human resource or funding, were ready before the project got into a phase where they were to be used.\r\n The other strategy was the constant evaluation and assessment of the different aspects of the project that were related with risk, quality and change. There was also a risk management program that was carried out all through the project by risk management working group. This ensured that all the inherent risks were identified and dealt with before they resulted to a loss to the project. Quality was assessed through out the project life and one team leader, among other roles, was concerned with ensuring quality was maintained. There were also audit teams that assessed the quality of the various structures that were put up in the water park. The different activities were also continually evaluated in order to handle any change ef fectively without conciliative on quality of the facilities to be put up.\r\nAnother technique that was well utilized was change management. Change management was well planned for and this facilitated its effective execution. overlook was also another strategy technique that was effectively carried out. The project team was able to effectively control the three major constraints namely scope, cost and time. This enabled the project to be completed successfully.\r\nThere were many tools that were used to manage the aspects of risk, quality and change in the project. These tools include risk matrix, contingency plan, change management plan, quality management plan plus many tables, structures and analysis summaries.\r\nAccording to the strategies that were applied, some were very effective while others had some flaws. The strategies that went very well include the change management plan and the quality management. The different changes that were done within the project were very eff ective and did not lead to scope creep or major cost overruns. Quality management was very effective and did not result to any quality or quantity compromise.\r\nRisk management had been good but things did not go very well spark advance to delay of deliver of the water slides (KLSJ Consulting 2005). This showed that risk management despite of all the plans had a flaw. Otherwise the planning of the whole project had been well done.\r\nPart 5: Conclusion\r\nThe Ottawa-Carleton water park project was a success and the managers, KLSJ consulting displayed good project management skills and expertise. legion(predicate) of the techniques, tools and strategies learnt in class were applied effectively in the management of this project. This project represents a perfect case of good use of the techniques and tools of project management that are always taught theoretically in class.\r\n The project management team was effective and was able to manage the project processes effici ently without any problem arising. The processes were handled with the maximum professionalism expected and the law was followed to the later. The legal team leader was able to handle all issues that concerned legal contracts and regulations. The strength of the project team always determines the success of a project as this is the team that manages the aspects that matter in a project (Larson, Gobeli, Gray 1991)\r\n Management of a project to success is always a combination of use of expertise and practices that bring control to the operations of a project (Reiss 1995)From the various project management methodologies, techniques used in the management of the Ottawa-Carleton water park project I can be able to point out three best practices that intensify the success of this project. The first practice was the adequate preparation that had been done.\r\nBefore the project began the managing firm prepared a project charter that outlined the objectives, scope, management p lan, financial analysis and the stakeholders of the project. There was also a project plan that outlined how the various aspects of the project were to be managed in the course of the project life. Then there were several other plans that dealt with how the specific aspects of the project were to be managed. For example there was a quality management plan, a risk management plan and a change management plan.\r\nThe second practice that was well adopted was schedule management. The time concept of a project is usually a critical factor of a project and unless adequate care is given up to this aspect from the planning stage of a project a delay of completion is likely to occur. (May, Gueldenzoph 2006) Though the overall project schedule was exceeded with four weeks enough measures had been instituted to manage the project duration. Work breakdown structures and many other analysis tables had been used all in the effort to make the project run in the stipulated time frame.\r\nThe thir d practice that was very well done was the approach to risk management. Risk management is a sensitive aspect of any project especially the high risk projects and this requires adequate planning and care in the implementation of the risk management plan. (Hannigan, Browne 2000) The project was considered a high risk project and so to start with a detailed risk management plan had been laid. The risk management plan included a risk management program that was carried out throughout the project duration led by a risk management working group that was headed by the risk manager.\r\nThe project transition from the operations manager to the team that was to continue managing the water park was well prepared for and was very effective. This is an area which brings problems in some projects and is an important factor that should not be taken for granted (Frame 2002).\r\nAnother important area of importance to a project is the management of corrective actions. (Hormozi, McMinn, Nzeogwu 2000 ) I recommend that requirement measures be put up before the project begins on how to carry out corrective action and how to carry out corrective action and how to manage schedules and baselines in order to achieve the project objective.\r\n I recommend that in future projects more care to be given the management of risks especially concerning reward of contracts by those contracted. Proper management of contracts will ensure that the contract is effected in time and in the condition that was intended. Also other tools and techniques that were not utilized in this project could be of great use to other projects.\r\nReference:\r\nFrame J; (2002). The unexampled Project Management: Tools for an Age of Rapid Change, Complexity, and Other Business Realities. San Francisco, Jossey-Bass,\r\nHannigan C. Browne M. (2000) Project Management: vent the Distance: International daybook of Instructional Media, Vol. 27,\r\nHormozi A.Dube L; (1999) Establishing Project Control: Schedule, Cost, and Quality: SAM groundbreaking Management Journal, Vol. 64,\r\nHormozi A. McMinn R.Nzeogwu O; (2000). The Project Life one shot: The Termination Phase: SAM Advanced Management Journal, Vol. 65,\r\nKLSJ Consulting, (2002). Project Charter: Ottawa Carleton Water leafy vegetable Project. Ottawa.\r\nKLSJ Consulting, (2002). Project Concept: Ottawa Carleton Water putting surface Project. Ottawa.\r\nKLSJ Consulting, (2002). Project Proposal: Ottawa Carleton Water green Project. Ottawa.\r\nKLSJ Consulting, (2003). Communication Plan: Ottawa Carleton Water Park Project. Ottawa.\r\nKLSJ Consulting, (2003). Quality Management plan: Ottawa-Carleton Water Park Project. Ottawa.\r\nKLSJ Consulting, (2004). Quality Assurance Report: Ottawa Carleton Water Park Project. Ottawa.\r\nKLSJ Consulting, (2005). Post-Project Report: Ottawa Carleton Water Park Project. Ottawa.\r\nKLSJ Consulting, (2005). Risk control report: Ottawa Carleton Water Park Project. Ottawa.\r\nKLSJ Consulting, (2003). Risk management plan: Ottawa Carleton Water Park Project. Ottawa.\r\nLarson E.Gobeli D. Gray C. (1991) Application of Project Management by Small Businesses to Develop invigorated Products and Services: Journal of Small Business Management, Vol. 29,\r\nMay G. Gueldenzoph L; (2006).The Effect of Social Style on Peer Evaluation Ratings in Project Teams: The Journal of Business Communication, Vol. 43,\r\nReiss G; (1995). Project Management Demystified: instantly’s Tools and Techniques. London. E & FN Spon.\r\n'