Work Template _ Draft 1

8/18/2019 Work Template _ Draft 1

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TABLE OF CONTENTS

1.0 Project Charter Document 4

1.1 Purpose of the Project Charter 4

1.2 Project Background 4

1.3 Purpose of the Project 4

1.4 Budget Information 5

1.5 Project e!uirements 5

1." Project #$jecti%es and &uccess criteria 5

1.' Project (pproach "

1.) &takeho*der (na*+sis "

2.0 e!uirements ,anagement P*an '2.1 P*anning- racking and eporting e!uirements '

2.2 Performing Configuration management (cti%ities )

2.3 Prioriti/ing e!uirements )

2.4 sing Product ,etrics )

2.5 racing e!uirements

3.0 &cope ,anagement P*an 3.1

Project #$jecti%es

3.2 Project Constraints

3.3 Project (ssumptions 10

3.4 Project Boundaries 10

3.5 Project De*i%era$*es 10

3." Project (cceptance Criteria 10

3.' Project approach 11

3.) Project P*anning 11

3. Process 11

3.10 ork Breakdon &tructure B& 12

4.0ime ,anagement P*an 15

(cti%it+ *ist and attri$utes 15

,i*estone *ist 1"

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6etork Diagram 1'

(cti%it+ esource e!uirements 1

Project schedu*e 1

5.0 Change Contro* P*an 1

Change Contro* Document 20".0 Cost ,anagement P*an 22 Change

contro* Process 22

Cost estimate 23

'.0 7ua*it+ ,anagement P*an 24

7ua*it+ Check*ist 2)

).0 8uman resources ,anagement P*an 2

&taffing ,anagement P*an 2

Project organi/ationa* Chart 31

esponsi$i*it+ (ssignment ,atri9 32

.0 Communication ,anagement P*an 33

P,# Communication P*an 3'

10.0 isk ,anagement P*an 42

isk pro$a$i*it+ and Impact 43

isk egister 44

11.0 Procurement ,anagement P*an 50

,ake or Bu+ (na*+sis 51

e!uest for proposa* 52

Contract &tatement of ork 53

(ppendi9 (: Project ;antt chart

(ppendi9 B: Cost Base*ine

(ppendi9 C: Cost


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1.0 Project Charter Document

Project Name: Darin = o+a* Darin 8ospita* = ,ain ard $ui*ding = pgrade fire detection

s+stems = mandator+ site inspection

Project Start Date: (pri* 30- 2014

Projected Finish Date: #cto$er 2- 2014

1.1 Purose o! Project Charter

he project charter is the o%er%ie of the project. It pro%ides an initia* description of the project

manager and its team mem$ers> ro*es and responsi$i*ities. It i** ser%e as a guide or a ritten document

or an agreement that states the project>s scope- o$jecti%es- $udget- time- constraints- risks- and

resources.

1." Project Bac#$round

o+a* Darin hospita* pro%ides a $road range of ser%ices in a** specia*t+ areas of hea*th in Darin as

e** as ser%ing as a referra* center to the top end of the northern territor+. (nd as the territor+ continues

to gro the authorities of o+a* Darin 8ospita* are a**ocating a $udget for upgrading and maintaining

their ?ire detection s+stem for the increase in their safet+ and the e9pansion of their infrastructure to

meet the current and future demands of a** safet+ regu*ations. #ne of their projects is the

rede%e*opment of fire detection s+stem that inc*udes the upgrade of roof in main ord $ui*ding. he

ne ?ire detection s+stem i** $e designed in such a a+ that it i** achie%e the higher standard of

e*ectronic e!uipment and comp*+ ith (& 1"03-(& 1"").1- (&1"'0.1- (&1"'0.4- (& 1)51- (&@6A&

3000:2000- (& 442) this e!uipment>s i** $e used to e%a*uate the design and upgrade the fire

detection s+stem- hich a*so means that the design of the project is en%ironmenta**+ sustaina$*e.

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1.% Purose o! the Project

he aim of the project is to $ui*d fire detection s+stem hich i** $e ecofriend*+- and some

reconstruction of the main $ui*ding hich is en%ironmenta**+ sustaina$*e and can pro%ide ser%ices tothe groing needs of the northern territor+. he rede%e*opment of the o+a* Darin 8ospita* i**

$enefit $oth the patients and emp*o+ee of the o+a* Darin 8ospita*.

1.& Bud$et 'n!ormation

Department of Infrastructure of 6orthern territor+ of (ustra*ia i** $e responsi$*e in pro%iding enough

$udgets for this project ith an appro9imation of 4.) mi**ion do**ars. he $udget i** $e spent for the

human resources such as the project team that inc*udes the project manager and team mem$ers-

engineers- architects- sur%e+ors- accountant- contractors or *a$orers- for the materia*s- e!uipment and

other construction costs that are to $e use in the ho*e duration and progress of the project.

1.( Project )e*uirements

+o achie%e the project o$jecti%es hich are to upgrade fire detection s+stem.

+o meet the c*ients> e9pectations for the end product of the project. his inc*udes the design and the

!ua*it+ of the project.

o comp*ete the project ithin its a**otted duration time that is one +ear.

o make the project $oth en%ironmenta**+ safe and friend*+.

he project must conform a certain standards and !ua*it+.

he project must $e finished ithin the cost a**ocated for it.

he project sponsor must $e supporti%e for the de%e*opment of the project.

Project team and ke+ Personne* must ha%e the e9perience and e9pertise needed for the de%e*opment

of the project.

1., Project O-jecties and Success criteria

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o upgrade fire detection s+stem for o+a* Darin hospita*..

o ensure that the upgrade fo**os the safet+ en%ironment procedure and standard.

o ensure that the e9terna* stakeho*ders i** not $e affected $+ the noise- %i$ration and aste that

resu*ted from the construction.

o ensure that the construction of the project fo**os a** the necessar+ ork permit.o ensure that a** the interna* stakeho*ders fo**o the project p*an to make the project a success.

,ake sure that there are no de*a+s in the comp*etion of the project.

,ake sure that the project is ithin the p*anned $udget.

o ensure that the fina* product is in good !ua*it+ and en%ironmenta**+ sustaina$*e.

1./ Project Aroach

,ake sure that a** the stakeho*ders in%o*%e in the project is e** informed in the detai*s of the project

$+ conducting a meeting.

Conduct a meeting ith the project team to assess the initiating part and progress of the project.

Communicate regu*ar*+ to the project team mem$ers or to the stakeho*ders.

De%ice a good management p*ans that e%er+ stakeho*der must fo**o accurate*+ and proper*+.

De%ice a good time management p*an for the duration of the project and make sure that there are

rooms for changes.

Imp*ement or initiate the project.

,onitor the progress or the de%e*opment of the project.

,ake sure that a** the project team mem$ers are using their ski**s effecti%e*+ for the success of the

project.

1. Sta#ehoder Ana2sis:

Sta#ehoders )oe Attitudes Lee o!

interest

C*ient

6orthern erritor+

;o%ernment

Department of

,ajor sponsor for

the project

Proffesiona* Eer+ high

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infrastructure

Cit+ go%ernment of

darin

(ppro%a* $od+ for

the ork permit for

the project

&u$jecti%e and

considerate at the

same time proffesiona*

and ha%e fair

judgement

Eer+ high

Project manager #%era** in charge of

the project

&trict and high*+

proffesiona*

Eer+ high

Project team mem$er In charge on the

imp*ementation and

the progress of the

project

Feen to detai*s and

high*+ effecti%e ith

their jo$s

Eer+ high

Poer and ater


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stakeho*ders from time to time. ;antt charts are used in schedu*ing the %arious parts of the project.

,eeting is a*so organi/ed ith stakeho*ders month*+ or eek*+ so that their !ueries a$out the project

are discussed a$out.

"." Per!ormin$ Con!i$uration 3ana$ement Actiities

he %arious acti%ities used in the project are entire*+ $ased on the re!uirements of the project that are

co**ected from the stakeho*ders. hese %arious acti%ities or stages in a project must meet the project

re!uirements and a*so must $e ithin the agreed $udget and time frame. If the stakeho*ders change

their re!uirements then the resu*ts of the change for e9amp*e the change in cost and time shou*d $e

discussed ith the stakeho*ders and the consent of the stakeho*ders regarding the changes must $e

o$tained. Configuration management ensures that:

• Product hich is to $e generated is !ua*it+ assured and en%ironmenta**+ sustaina$*e

• ,eets the c*ient>s re!uirement

• ,eets the &cope and the time duration for the project

".% Prioriti5in$ )e*uirements

he re!uirements are documented on priorit+ $asis hich is to $e done first. he re!uirements i** $e

di%ided into three t+pes

1 e!uirements hich are mandator+ and hich need for an e9tra concern2 Basic e!uirements3 e!uirements hich make project attracti%e and appropriate

".& 6sin$ Product 3etrics

Product metrics is a a+ for ho things shou*d $e done. It is used to estimate the product. here are

different metrics in project de%e*opment such as

Trust7orthiness: to hat *e%e* the product meets the customer>s re!uirements.Come8it2: the product is free from comp*e9it+

Accurate: he product hich is to $e generated is accurate and free form errors

Functionait2: the product must perform their function proper*+ and gi%es e9pected outcomes.

".( Tracin$ )e*uirements

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e!uirements are tracked $ased on their re*ationship i.e. high *e%e* re!uirements are connect ith *o

*e%e* re!uirements. his i** he*p in determining if the said re!uirements are sufficient in order to

satisf+ the customer>s demands. e!uirements are tracked right from the start of the project for the

smooth de%e*opment of the project $+ conducting a meeting and gathering a ritten report from the person in charge.

%.0 Scoe 3ana$ement Pan

%.1 Project O-jecties

6o de*a+ in the comp*etion of the project.

?o**oing the necessar+ instructions and procedures.

,aking sure that the project does not e9ceed the p*anned $udget. ;ood !ua*it+ and ithin standards.

o achie%e the project o$jecti%es hich are to construct an e9tension $a+- a ne office and a

temperature contro**ed storage faci*it+.

• o meet the c*ients> e9pectations for the end product of the project. his inc*udes the design and the

!ua*it+ of the project.

• o comp*ete the project ithin its a**otted duration time that is one +ear.

•

o make the project $oth en%ironmenta**+ safe and friend*+.• he project sponsor must $e supporti%e for the de%e*opment of the project.

• Project team and ke+ Personne* must ha%e the e9perience and e9pertise needed for the

de%e*opment of the project.

%." Project Constraints

he three major constraints of the project are:

1. &cope: o construct an e9tension $a+- add ne office and a temperature contro**ed storage faci*it+

to the


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?inish Date: ?e$ 2013

3. Cost: he Poer and ater Corporation i** pro%ide the $udget for this project.

%.% Project Assumtions

• C*ear description of the re!uirements $+ the stakeho*ders.

• Positi%e team ork.

• Changes i** not affect the ho*e project.

• he project sticks on to the gi%en standards.

• he project does not e9ceed the $udget.

• he $oundaries of the project are defined c*ear*+ and e9p*ained proper*+.

%.& Project Boundaries

ime*+ de*i%erance of the project.

he $udget

&afet+ to the societ+ and en%ironment around the project.

%.( Project Deiera-es

he end product of the project shou*d satisf+ the user re!uirements. (** of the o$jecti%es are

successfu**+ achie%ed. If there are an+ issues ith the product de*i%er+ or it does not meet thecustomer>s re!uirements- then it must $e reso*%e immediate*+. Product is de*i%ered on time and ithin

the estimated $udget.

%., Project Accetance Criteria

Project acceptance criteria are discussed ith the stakeho*ders in the initia* stage of the project. It

inc*udes:

8o the infrastructure *ooks *ike

hat t+pe of materia* is to $e used

hat re!uirements shou*d $e meet

#n the time of product de*i%er+ these acceptance criteria conditions must $e met.

%./ Project Aroach

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Phase Attendin$ ersons Time Toics

1 Project team

meeting

Project manager-

oner- engineers-

architect- sponsor

(fter recruiting the

engineers and

architect

Initiation of the

project@

e!uirements or

detai*s of the

project

2Design appro%a*

meeting

Project manager-

oner- architect-

sponsor

hen the design is

made read+ $+ the

architects

Design or draft of

the $ui*ding to $e

construct

3 ork kick off

meeting

Project manager-

engineers- contractor

#ne da+ $efore the

ork starts

?ina* design and

project

re!uirements

4 &tatus update

meetings

Project manager-

engineers

eek*+ Progress of the

project

5 Project status

meetings

Project manager- stake

ho*ders- sponsor

?ortnight*+ Progress of the

project

" ,onth*+

stakeho*ders

meeting

Project managers-

stakeho*ders- end

users- sponsor

#nce a month

optiona* takes p*ace

in the site

Progress of the

project

' Project c*ose out

meeting

Project manager-

Project oner- teammem$ers- sponsor

(fter c*earing the site. urn o%er of the

fina* project tothe c*ients

%. Project Pannin$

Design $rief G the re!uirements

Process out*ine

%.9 Process

1 8ire a sur%e+or- an architect- ci%i* engineer- e*ectrica* engineer- mechanica* engineer 2 Conduct a meeting ith a** the engineers and the stake ho*ders or end users and sponsors in order to

discuss the re!uirements of the stake ho*ders

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3 De%e*op a design for the re!uirements this is done $+ the architect4 Conduct a meeting this time it is the project manager and the stake ho*ders for the design

confirmation from the c*ient an+ changes or suggestions are taken into consideration the changes

are made5 Ci%i* engineers do support ca*cu*ations to architect>s design

" ecruiting a $ui*ding contractor ' ,eeting $eteen the recruited contractor and the project manager in order to c*ear*+ and $rief*+

e9p*ain the contractor a$out the re!uirements and time that ou*d $e gi%en to them for the

comp*etion of the ork ) he ci%i* engineer is appointed to super%ise the ork and he keeps updating the project manager

ith the updates e%er+ month in face to face meetings- communication %ia phone and report

su$missions he project manager fre!uent*+ %isits the sites to itness the ork persona**+ and he prepares

reports $ased on hat is happening and gi%es them as e** as the engineers report to the stake

ho*ders to keep them informed in persona* meetings10 #nce the construction ork is done make sure the e*ectrica* engineer comes in and does the

e*ectrica* ork 11 hen the p*um$er and the mechanica* engineer come in and do their ork- i.e. seage *ines- ater

*ines- insta**ing temperature contro* s+stems etc.12 he painter comes in and paints13 ( testing is done ith a** the engineers- the architect and the project manager making sure

e%er+thing orks as supposed14 hen the stake ho*ders- sponsors- oners and end users are in%ited to take a *ook at the finished

project and make sure that the+ are content ith it

%.10 or# Brea#do7n Structure ;BS<

%.10.1. 'nitiation

3.10.1.1. eam Contract signing

3.10.1.2. Fick off ,eeting3.10.1.3. (na*+sis of the stake ho*ders

3.10.1.4. Project Charter (ppro%ed

%.10.". Pannin$

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3.10.2.1 Project Integration ,anagement.

2.1.1 De%e*op Project ,anagement P*an.

3.10.2.2. Project &cope ,anagement.

2.2.1 De%e*op &cope &tatement.2.2.2 Create ork Breakdon &tructure.

3.10.2.3 Project ime ,anagement.

2.3.1 Project &chedu*e.

2.3.2 ;antt Chart.

3.10.2.4 Cost ,anagement.

3.10.2.5 7ua*it+ ,anagement.

3.10.2." 8uman esource ,anagement.

3.10.2.' Communication ,anagement.

3.10.2.) isk ana*+sis.

3.10.2. Project ,anagement P*an (ppro%a*.

%.10.%. 'nitia stes

3.10.3.1 ecruitment of an architect- a ci%i* engineer- an e*ectrica* engineer and a mechanica* engineer.

3.10.3.2 Project team meeting.

3.10.3.3 &ite sur%e+ and %isit.

3.10.3.4 Preparation of a draft design.

3.10.3.5 Design appro%a* meeting.

3.10.3." De%e*oping the fina* design.

3.10.3.' Design appro%a* from the go%ernment.

3.10.3.) ecruiting of $ui*ding contractor. Important point to $e fo**oed- ecruit on*+ a contractor

ho ha%e a team of orkers- painters- e*ectricians

%.10.&. Procurement Process.

3.10.4.1 ork kick off meeting.

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3.10.4.2 6otice to Proceed.

%.10.(. Construction rocess

3.10.5.1 Bui*ding the structure.

3.10.5.1.1 Bui*ding the e9tension.3.10.5.1.1 C*earing H ;ru$$ing.

3.10.5.1.1.2 emo%a* of &tructure and #$struction.

3.10.5.1.1.3 &ite preparation- site c*earing and se*ecti%e c*earing.

3.10.5.1.1.4 C*earing and


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%.10./. Cose out

3.10.'.1 Project c*ose out meeting

&.0Time 3ana$ement Pan

Time 3ana$ement Pan

Project Bac#$round: Poer and ater Corporation pro%ides e*ectricit+ and ater supp*+ across a**

o%er the 6orthern erritor+. (nd as the territor+ continues to gro the Poer and ater Corporation

are a**ocating a $udget for upgrading and maintaining their faci*ities for the increase in their human

resources and the e9pansion of their ser%ice to meet the current and future demands of a** residentia*

and $usiness re*ated customers.

Purose o! the documents: his document is used to pro%ide a detai*ed time or schedu*e p*an for the

ho*e duration of the project. his document inc*udes the time frame or mi*estone of the *ist of the

acti%ities. his document a*so ser%es as a schedu*e guide for the project manager and project team

mem$er for their acti%it+ e%er+ month. he ;antt chart i** $e used to pro%ide the project schedu*e for

the 1 +ear duration of this project.

Chan$e Contro: (** team mem$ers and contractors must coordinate ith the project manager if there

are an+ changes ith the time or schedu*e of the acti%ities of the project. he project manager i** $e

the one responsi$*e ith the appro%a* of the changes to $e made to the time management p*an that i**

a*so affect the scope and $udget of the project.

&.1 Actiit2 ist and attri-utes

Actiit2 ist and attri-utes

=une "14 "01"

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Project Name: Darin Ben8ammond Comp*e9 construction of


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esting comp*eted 0' ?e$ruar+ 2013

C*osing Phase comp*eted 2' ?e$ruar+ 2013

&.% Net7or# Dia$ram

(cti%it+ ( &ite C*earing and ;ru$$ing

(cti%it+ B emo%a* of &tructure and #$struction

(cti%it+ C


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(cti%it+ I:Painting

(cti%it+ ;:


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&.& Actiit2 )esource )e*uirements

Actiit2 )esource )e*uirements

=une "14 "01"



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he purpose of this document is to out*ine the change contro* approach for Darin Ben8ammond

Comp*e9 project. his document shou*d pro%ide an out*ine of ro*es and responsi$i*ities and a

description of the change contro* process. It i** a*so pro%ide the necessar+ documents that i** $e

needed to issue a change. his document shou*d $e used $+ the project management team and shou*d

$e su$mitted $+ the project manager.

O-jecties o! Chan$e contro Process


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Chan$e contro rocess

1. hen the need for an+ change is identified the project manager shou*d $e the first to $e

notified.2. he project manager i** $e the one to notif+ an+ personne* of an+ change needed or

imp*emented.3. he project manager shou*d then ade!uate*+ access the immediate impact of the change re!uest

on the project. here the change is seen to $e ithin the project managers> authorit+- the

project manager shou*d sign off on the change immediate*+ and notif+ the affected personne* of

the change.4. In cases here the change re!uest fa**s outside the project managers> authorit+ the+ appropriate

mem$er of the change contro* $oard or steering committee shou*d $e notified to gain immediate

appro%a*.5. &hou*d the case arrant- if there is a dire need for the change re!uest to $e imp*emented the

project manager shou*d appro%e the change re!uest. hese are e9treme cases that ma+

une9pected*+ arise during the project. here there is not a need for an immediate response to a

change- a Lho*ding> status i** $e assigned to the change hi*e a decision is $eing made.". (fter the project manager has signed off on a change re!uest it i** $e necessar+ for the project

manager to fi*e forma* documentation in order for a** changes to $e c*ear*+ and accurate*+

tracked. he change contro* $oard and steering committee i** re%ie changes o%er the *ife of

the project.'. ?orma* documentation shou*d $e kept in the form of hard copies and if possi$*e as soft copies.). ( change *og shou*d a*so $e kept to ensure that a** changes that ha%e occurred are recorded see

appendi9 B.. he change contro* $oard and steering committee ha%e the authorit+ to o%erturn appro%ed

decisions.10. #nce a change re!uest has $een appro%ed or denied- the project team shou*d $e notified.

(ppro%ed changes- shou*d resu*t in an immediate change in the project p*an scope- time and

cost to ref*ect changes. he change shou*d a*so $e communicated to the change contro* and

steering committee.

)oes and )esonsi-iities

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his section i** descri$e the ro*es and responsi$i*ities for those in%o*%ed in change contro*.

Project manager:

he project manager i** act as an onsite o%erseer of an+ changes made. he+ i** a*so appro%e or

den+ an+ changes ithin their authorit+.

Project team members:

he mem$ers are part of the o%era** running of the project. here there is a need for an+ change- team

mem$ers shou*d su$mit a change re!uest form found in appendi9 ( to the project manager and aait

appro%a* or denia*.

Control board committee:

i** act as guides for project managers shou*d o%ersee o%era** impact of changes on the project.

,.0 Project Cost 3ana$ement Pan

,.1 Chan$e Contro Process

•It is e9pected that there i** $e some changes made during its time frame. hese changes cou*d $e ithin the scope- time and the cost management of the project.

• Changes ith scope i** $e most pro$a$*+ coming from the c*ient e9amp*e is some changes

ith the design of the structure of the $ui*ding to $e $ui*t- the project can either e9perience

some de*a+s or can $e done ahead of the schedu*ed date- and the changes in the cost depend on

$oth the time and the scope of the project. Fnoing these three factors the project team

carefu**+ assesses and put these into considerations- to make the changes $eneficia* to the

progress of the project.

• he project ,anager i** $e the o%era** in charge and the person to $e addressed if there are

an+ changes in the project and he i** $e the one informing the other ke+ stakeho*ders regarding

these issues. ?or more detai*ed change contro* p*an p*ease see the change contro* p*an or

document.

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Cost of work1 Cost of work2 Cost of work3

Finance department

Approved Tota pro!ect cost estimated

"ro!ect mana#er

•


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coordinated to the project manager for his appro%a*. he cost i** $e continua**+ monitored during the

construction of the project. P*ease see appendi9 B and C for the cost $ase*ine and cost estimate.

/.0 ?uait2 3ana$ement Pan

?uait2 3ana$ement Pan

'ntroduction:

he main aim of this project is to construct an e9tension $a+ and ne office a*ong ith temperature

contro**ed storage faci*it+ to essentia* spares arehouse. he task of !ua*it+ management is to ensure

the !ua*it+ of the project hether a** the de*i%era$*es are meeting a** the standards and re!uirement or

not.

O-jecties:

• o impro%e the !ua*it+ of the outputs and de*i%er the $est product that meets the stakeho*ders>

re!uirements.

• o maintain a process for adopting and updating necessar+ guide*ines hich is usefu* for

projects- emp*o+ees and stakeho*dersN

• o identif+- $ui*d and imp*ement process or procedures that promote safet+ and error reduction.

•


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nationa* and internationa* $odies i.e. I 7ua*it+ &tandards in Construction- (ustra*ian

&tandards for Design and the 6orthern erritor+ Department of Construction &tandards.

• Construction: (** the machines and materia*s hich are used in the construction must

comp*+ ith the (ustra*ian standards and Bui*ding codes.

• De*i%era$*es: he fina* output must meet the user re!uirements and project shou*d $e

finish ithin the signing date.

?uait2 Contro:

7ua*it+ Contro* is a method hich is used to maintain and assured *e%e* of !ua*it+ in the product or

ork. he main aim of this process is to

• ,ake sure that the products and ser%ices hich are used must meet the necessities and

specified standards of !ua*it+. If the products and ser%ices do not meet standards- the

dut+ of !ua*it+ contro* mem$ers is to ha*t the production and find the pro$*ems.

(ssess peop*e ho are orking there. If organi/ation has emp*o+ees ho don>t ha%e

ta*ent and ski**s then the !ua*it+ of the products a*so affected.

Project 3etrics:

1 he p*an shou*d $e made after ana*+sing a** the aspects i.e. cost and time and if it is e**

e9ecuted.

2 he design must meet the re!uirements and must $e concern a$out the c*imate $eha%iour in the

site.

3 Construction &teps:

a P*ot C*earance: &ite shou*d $e c*eared and reconstruct according to re!uirements.

$


27/62

?uait2 Assurance: 7ua*it+ assurance is concerned ith the processes hich are used to meet the

re!uirements. It is used to ensure that project is in the right path and generate re!uired resu*ts.

T7o rincies o! ?uait2 assurance are:

Per!ect !or use: the products is perfect for intended purpose

Error !ree: the de*i%era$*es is error free

?uait2 3ana$ement Princie: ( 7ua*it+ ,anagement princip*e is a comp*ete and $asic assurance

for directing and maintaining an organisation- moti%e at rapid progress $+ centre of attention on

customers and their re!uirements.

s goa*s.

&ome points of this princip*e are:

• Be practica* and creati%e

• (*a+s represent the c*ear picture of the pro$*ems

• #pen and e9ce**ent Communication

• P*ace demanding targets

27


28/62

+ Process (pproach: o generate effecti%e and accurate resu*ts- a** the resources and actions are taken

as process.


• Choose process hich satisf+ the customer re!uirements

•Identif+ a** e9terna* and interna* entities

• Consider a** good and $ad effect of the processes on the stakeho*ders- supp*iers and societ+.

Peop*e Contri$ution: Peop*e are $ack$one of the organisations and their fu** contri$ution *eads the

organisation.


• ake responsi$i*it+ to find the so*utions of the pro$*ems

• (*a+s read+ to accept cha**enges and in%enti%e

• ,ake peop*e passionate a$out their ork

• ;uide others peop*e from their e9periences and kno*edge

&+stem (pproach: o achie%e the resu*ts effecti%e*+ and efficient*+ di%ide the task into different

groups hich are interre*ated ith each other.


• ,anage the s+stem to run different processes simu*taneous*+

• ,anage the resources

• ecogni/e interdependencies of different processes

Continua* Impro%ement: Being impro%ed is ne%er ended phase in the organisation.


• ,ake impro%ement of acti%ities- processes and s+stem from pre%ious e9periences

• ake steps to impro%e the ski**s of the peop*e

• Promote ne ideas to impro%e the efficienc+ of the processes

Decision ,aking (pproach: Pro$*em so*%ing decisions are taken after ana*+sing a** the information.

28


29/62


• ake decisions after e9amine a** statistica* methods

• (na*+se the needs of the customers

• ;et ideas form o*d projects and pro$*ems

;ood &upp*ier e*ationship: Bui*ding good re*ationship ith customers $oosts the a$i*it+ of $oth to

create importance.


• nderstand the customer needs

• Pro%ide !ua*it+ ser%ice

• &hare tactics and strateg+

• Identif+ stakeho*ders accomp*ishment

?uait2 Chec#ist:

Standards Artices )esonsi-iit2 Time

(ustra*ian

&tandards

a &ite: does site suita$*e

to standards and for

constructions

$ ,edica* ?aci*ities:

first aid kit are in

p*ace

c ater and 8+giene:

does it accord ith

c*eaning protoco*s

&afet+ Precautions: Does a**

the constructions precautionsare strict*+ fo**oed and keep

standards

7ua*it+ (ssurance

,anager

Done at initia*

stage and as

the project

start

(ustra*ian

&tandards for

&ite are c*ean and free from

ru$$ish

Project manager H

7ua*it+ assurance

(s the project

progress

29


30/62

c*earing and

gru$$ing

manager

(ustra*ian standards

for remo%a* of

structure and

#$struction

aste are disposed on

specified site

Project manager H

7ua*it+ assurance

manager

(s the project

progress


for &ite Preparation

(re the site is read+ for

construction and a** the

use*ess structure are remo%ed

Project manager H

7ua*it+ assurance

manager

(s the project

progress


for e%acuating and

e9ca%ation

(re method fo**oed for

e%acuate and e9ca%ate are

safe and not affect

surrounding en%ironment

Project manager H

7ua*it+ assurance

manager

(s the project

progress


for ,ateria*s

a (re a** the materia*s

hich is used in

construction satisfied

the standards and

tests.

$ (ppropriate

proportion of

materia*s is used for mi9ture.

Project ,anager

and 7ua*it+

assurance manager

esting of a**

the materia*s

hich is used

in construction

.0 >uman )esources 3ana$ement Pan

.1 Sta!!in$ 3ana$ement Pan

Sta!!in$ 3ana$ement Pan

Ari "%4 "01"



31/62

'ntroduction:

he aim of the project is to construct an e9tension $a+- a temperature contro**ed storage faci*it+ to the


32/62

." Project Or$ani5ationa Chart

P)O=ECT O)@AN'AT'ONAL C>A)T

Ari "%4 "01"

32

P)O=ECT SPONSO)

P#


33/62

.% )esonsi-iit2 Assi$nment 3atri8

Ben >ammond Come8 )AC' Chart

Ari "%4 "01"

Tas#s Project

3ana$er

En$ineerin$

Deartment

Contractors Administration

Deartment

Initiation of the

project

(- C C C

P*anning of the

project

(- C- I C- I

ecruitment of su$

ke+ personne*

C C I

&ite sur%e+ C (- I I

Project

de%e*opment

(- - C C- I

Communication to

project team

(- I I I

Communication to

third part+

stakeho*ders

(- C C C

,onitoting and

contro**ing the

changes ithin the

project>s scope-

time and cost

(- I I-C

Construction

process

(- C- I

33


34/62

esting@ e%a*uation

of the finished

project

(- C C- I

urn o%er of the

project to the c*ient

(- C C- I C- I

: esponsi$*e (: (ccounta$*e C: Consu*ted I: Informed

9.0 Communication 3ana$ement Pan

Communication 3ana$ement Pan

Purose o! Document:

his document pro%ides a strateg+ that i** $e referenced $+ the Project ,anager for communicating

ith these groups and indi%idua*s o%er the re!uirementsgathering phase of this mu*ti phase project.his Communications ,anagement P*an sets the communications frameork for Darin Ben

8ammond Comp*e9 project. It i** ser%e as a guide for communications throughout the duration of the

project and i** $e updated as communication needs changes.

O-jecties:

Communicating the purpose and $enefits of BBBM< Corporation or the project team to

s goa*s and demonstrate their support.

o ensure that a** potentia* stakeho*ders ha%e a sa+ in the re!uirements gathering process for the

project.

o ensure feed$ack is recei%ed and incorporated ith the project stakeho*ders.

o promote the goa*s or o$jecti%es of the project as ide*+ as possi$*e to a** affected

stakeho*ders.

e%ie a** documents to ensure that the+ meet the project>s criteria.

34


35/62

he Project ,anager i** take a proacti%e ro*e in ensuring effecti%e communications on Darin Ben

8ammond Comp*e9 project. he communications re!uirements are documented in the

Communications ,atri9 presented in this document. he Communications ,atri9 i** $e used as the

guide for hat information to communicate- ho is responsi$*e in communicating and hen and hom

to communicate.

Communication Pannin$:

he project communications P*an i** stress the fo**oing main themes and $enefits:

he s+stem i** $e used to store and manage reports- documents and meetings effecti%eness

e%a*uation information for the Darin Ben8ammond Comp*e9 project.

he ke+ stakeho*ders for this information management s+stem i** $e identified through the

re!uirements gathering process

he ke+ $usiness re!uirements for these stakeho*ders i** $e identified through a detai*ed

inter%ie process

Business re!uirements gathering is critica* to the successfu* imp*ementation of the ne s+stem

&takeho*ders i** ha%e man+ opportunities to contri$ute in further stages of the project and the

project team i** esta$*ish these feed$ack mi*estones.

)esources

(n assigned manager i** $e responsi$*e in ad%ising and managing the Communication management

p*an- ensuring that appropriate tasks are added to the project ork p*an and that the e$ site inc*udes

a** appropriate communications materia*s and ensure that at stakeho*ders are fu**+ aare of the status of the project.

)OLES AND )ESPONS'B'L'T'ES

35


36/62

Project Sonsor

he project sponsor is the main person of the project and he@ she has a** authori/ation of project $+

appro%ing the project charter. Project sponsor is responsi$*e for the funding of the ho*e project and

he@ she is u*timate*+ responsi$*e for its success. &ince the Project &ponsor is at the e9ecuti%e *e%e*-

communications shou*d $e present a** the time in summar+ format un*ess the Project &ponsor re!uests

more detai*s.

Pro$ram 3ana$er

he Program ,anager o%ersees the project at portfo*io *e%e* and ons most of the resources

assigned to Darin Ben8ammond Comp*e9 project. he Program ,anager is responsi$*e for o%era**

program costs and profita$i*it+ as such the+ re!uire more detai*ed communications than the Project

&ponsor.

e2 Sta#ehoder

6orma**+ &takeho*ders inc*udes a** indi%idua*s and organi/ations ho impacted $+ the ho*e

project $ut here e are going to define a su$set of the stakeho*ders as a Fe+ &takeho*ders. hese areith hom e need to communicate ith and are not inc*uded in other ro*es that e defined in the

ro*es of this section. he Fe+ &takeho*ders inc*udes e9ecuti%e management ith an interest in the

project and ke+ users identified for participation in Darin Ben8ammond Comp*e9 project.

Project 3ana$er

Project ,anager has o%era** responsi$i*it+ for e9ecution of the project. Project ,anager

manages da+ to da+ resources- pro%ides project guidance and monitors and reports on the projects

metrics as defined in the project management p*an. Project manager is the primar+ communicator for

the project distri$uting information according to this communication management p*an.

36


37/62

Project Team

Project team is comprised of a** persons ho ha%e a ro*e performing ork on the project.

Project team must ha%e a c*ear understanding of the ork to $e comp*eted and the frameork in hichthe project is to $e e9ecuted. he project team re!uires a detai*ed *e%e* of communications hich is

achie%ed through da+ to da+ interactions ith project manager and a** other team mem$ers a*ong ith

eek*+ team meetings.

unera-iitiesPotentia 'ssues

It is important that an appropriate*+ ski**ed indi%idua* i** $e assigned to he*p in conducting and

monitoring the communication management p*an.

he communication p*an is critica* to the success of the rest of the p*an.

(ppropriate feed$ack mechanisms must $e esta$*ished for each communication mi*estone

3easures o! Success

communication from #perations is ritten and distri$uted

&ignificant num$er of responses to re!uests for re%ie of re!uired materia*s

( *og of contacts made during the project indicates that a significant percentage of users-

particu*ar*+ those ho i** $e co**ecting the data- ere contacted

Communications ask Mist comp*eted as per p*an

?eed$ack to communication mi*estones is taking p*ace

e2 Communication resources


38/62

Cit+ counci* e$site

&harePoint e$site

Conference Ca**s

,eetings

Inperson inter%ies

&tatus eports


39/62

3. Imp*ementation of project

4. (ssumptions of risk

Communication 3atri8: P3O Communication Pan

3eetin$ and )eie7

'tems Project ic#o!!

3eetin$

Critica Path

Dai2 Chec#

'ns

NonCritica

Path Status

3eetin$s

Techni

ca

Desi$n

meetin

$s

3onth2

Project

Status

3eetin$

Project

Status

)eorts

esources

of

communic

ation

,andator+ team

meeting he*d off

site to interruption

Dai*+ 20

minutes

meeting

?ace to face

meeting

?ace to

?ace

meetin

g

?ace to

face

meeting


40/62

point team site-

M and

confidentia*.

?re!uenc+ PreProject start Dai*+ from start

to end of

Critica* Path

eek*+

meeting

(s

needed

,onth*+

meeting

,onth*+

meeting

De*i%ered

B+

Project &ponsor and

Project ,anager

Co**a$orati%e

dri%en $+

project manager

Co**a$orati%e Project

technic

a* staff

Project

managem

ent

Project

,anagement

@ team

mem$ers


41/62

e9ported to e9terna*

&takeho*ders or

presented to finance

team or project

sponsor as necessar+

that is necessar+ for

team- immediate*+

a%ai*a$*e from team

site. Document *i$rar+

di%ided into contractand $udget- %endor

information - team

contact etc.

for genera* kno*edge

and information- Minks

e9terna* sites that

impact the project.

?re!uenc+ ,onth*+ #n demand updated

as recei%ed.

#n demand

De*i%ered $+ Project ,anager Project manager

co**a$orati%e

Co**a$orati%e monitored

$+ Project manager or

Project sponsor.


42/62

,edium Discussion Board &hare point team

ca*endar

eam site announcement

&cope Initia**+ a thread i** $e

posted for each Project

De*i%era$*e and

mi*estone.

eam mem$ers

encouraged to use this

format for emai*

eam mem$ers are

encouraged to add P#

da+s so that task

schedu*ing can $e

accurate.

,eeting i** $e posted

from team ca*endar.

Critica*@ time*+

announcements meetings

cance**ation@ reschedu*es-

missed dates- etc. posted on

front page of the team site.

?re!uenc+ #n demand #n demand #n demand

De*i%ered $+ Co**a$orati%e Co**a$orati%e monitored

$+ project manager or

project sponsor.

Co**a$orati%e monitored $+

project manager or project

sponsor.


43/62

project comp*etion.

eaching a mi*estone

resu*ts in a team reard.

most points comp*eted each

eek i** recei%e $enefits.

?re!uenc+ #n demand updated

tice a eek at *east.

#nce to eek prior to

mo%ein

eek*+

De*i%ered $+ Project manager Project team Project manager


44/62

•


45/62

Mo anks 22- 21- 23 anks 15- 14- 10- 11 anks 1- 1'

Impact Mo ,edium 8igh

)is# Documentation: (** risk re*ated data or acti%it+ i** $e indicated in the risk register document

and i** $e pro%ided to the project stakeho*ders.

Ben >ammond Come8 Project )is# )e$ister

3a2 1&4 "01"

he %arious risks identified are as fo**os.

1. he eather condition.2. Increase in estimated cost.

3. Change in p*an.4. Change in the scope of the project.5. ,isunderstanding $eteen the orkers.". ($sence of a orker.'. 6o proper communication.). De*a+ in the finishing of the project.. &hortage of funds.10. Indi%idua* stakeho*der stud+.11. De*a+ in the arri%a* of the materia*s re!uired.12. heft.13. Mightning.

14. ?ire.15. (ccidents.1".


46/62

21. inds.22. errorism.23. na%ai*a$i*it+ of good and high*+ trained contractor.24. Inf*ation.

. )is# )an# Descrition Cause Pro-a-iit2 Actio

eather condition ) isks due to $ad

eather

It is caused $+

nature

,edium ,ake sure t

other ork th

affected $+

carried Increase in estimated

cost

15 If the cost goes a$o%e

the estimated cost

Due to improper

p*anning

Mo Proper p*an

done

Change in p*an 4 If the p*an changes in

the midd*e of the

project

Due to change in

stakeho*ders taste

8igh ,ake sure tha

a good commu

$eteen the

manager an

stakeho*

Change in scope of

the project

5 If the scope of the

project changes

•

Due tochange in

stakeho*ders

mind

• 6o proper

communicat

ion $eteen

the orkers

and the

contractors

8igh ,ake sure th

good commu

$eteen the

manager an

stakeho*

,isunderstanding

$eteen the orkers

" ,isunderstandings

*eading to fight

$eteen the orkers

oo much of

chatting around

during ork

,edium ,ake sure t

contractor tak

of the situ

46


47/62

effecti%

($sence of a orker 13 ,edica* *ea%e Due to medica*

reason or no proper

understanding

$eteen the fe**o

orkers

8igh ,ake sure tha

a $ackup f

a$sent o

De*a+ in finishing of

a project

14 If the project takes

more time than the

estimated

Improper p*anning.

Change in the scope

or p*an of the

project

Mo Proper p*ann

good commu

$eteen

stakeho*ders

project ma

&hortage of fund 3 ?und shortage Improper mone+

usage or rotation

,edium Proper m

manageme

p*anning nee

done

Indi%idua*

stakeho*der stud+

1) Different

e9pectations of

different stakeho*ders

s

e9pectation is

different. 6o proper

communication or

consu*tation ith

the stakeho*ders

8igh It is made su

each and e

stakeho*der is

carefu**+ an

sure that the

*i%es up toe9pectati

De*a+ in the arri%a*

of the re!uired

materia*s

' (n+ de*a+ in the

arri%a* of the re!uired

materia*s

6o proper p*anning

of the transportation

,edium Proper p*ann

the transpor

materia*s sh

done

heft (n+ of the materia*s

$eing sto*en

6o proper securit+ ,edium Proper securit

is insta*

Mightning 10 isks due to *ightning 6o *ightning

a$sor$ers or

*ightning

pre%ention

measures taken

Mo

?ire 11 isks due to fire 6o proper smoke Mo Proper fire a*a

47


48/62

detectors or fire

a*arms insta**ed

smoke detec

insta**ed. ,a

that hen the

in progress t

connections a proper*+. &m

inside the

prohi$it

(ccidents 12 isks in case of an

accident

he ork site is

made ith no safet+

concerns

,edium ,ake sure

safet+ p*ans a


49/62

done

errorism 23 isks due to

terrorism

Mack of securit+ Mo Proper securit

Inf*ation 2 isks due to inf*ation ,edium

Inade!uate trained

and ski**ed orkers

and contractors for

recruitment

1 isks due to *ack of

ski**ed *a$ours

8igh

11.0 Procurement 3ana$ement an

Procurement 3ana$ement Pan

=une "94 "01"



50/62

c ime and materia* contracts: his contract is a com$ination of $oth fi9ed price and cost

reim$ursa$*e contracts.

?or the Ben 8ammond comp*e9 the ime and materia* contracts i** $e used $ecause there i** $e

some cases that the materia*s or ser%ices cannot $e e** defined or there might $e some adjustment orchanges ith the scope- time and cost of the project. 8oe%er the project manager i** a*so coordinate

ith the contractor>s representati%e in order to determine hich among the 3 contracts are the most

appropriate for the project. he contracts must ha%e the fina* appro%a* from the project manager and

an+ changes ithin the contracts must $e direct*+ handed to the project manager in order to make the

necessar+ adjustment or changes.

Standard and @uideines !or rocurement documents or temates: he project team i** ha%e a

standard procurement document and temp*ates for the project procurement purposes. hese documents

i** $e re%ie and use e%er+ no and then to make sure that it is updated.

)oes and )esonsi-iities: he project manager i** $e the main contro**er for the project

procurement documents. he project team and the contracting department representati%e i**

coordinate ith the project manager for an+ issue regarding the procurement management p*an of this

project and for an+ changes to $e made. (n+ changes made for the procurement document must $e

coordinate ith the project manager and he i** $e the one appro%ing or disappro%ing an+ changes

made. he project manager i** $e the one informing the other stakeho*ders regarding the changes

made.

Chan$e Contro:

he entire project team mem$er must coordinate ith the project manager if there are an+ changes to

$e made ith the procurement management p*an and documents. he project manger i** $e the one

responsi$*e in appro%ing an+ changes to $e made.

11.1 3a#e or Bu2 Ana2sis

3a#e or Bu2 Ana2sis

50


51/62

=une "94 "01"


c. ,ateria*s inc*ude a** the materia* and supp*ies needed for the progress of the project hich i** $e

ordered from a re*ia$*e supp*iers and manufacturers.

)ecommendation: &ince the project team does not ha%e an+ $ackground ith the manufacturing of the

materia*s needed for the project option 2 i** $e the most suita$*e for this project hich is to $u+ a** the

materia*s needed and hire or outsourced some re*ia$*e and suita$*e indi%idua* ho ha%e the e9pertise

and e9perience ith these matter. he project manager i** $e responsi$*e in hiring and making sure

that a** the resources needed for the progress of the project are a%ai*a$*e and maintaina$*e.

11." )e*uests !or Proosa

)e*uest !or Proosa

51


52/62

=une "94 "01"



53/62



54/62

Secia )e*uirements: he supp*iers and@ or contractors that are pro%iding the materia*s- e!uipment

and ser%ices must comp*+ ith a certain standards to make sure that the+ are gi%ing a good !ua*it+

product- supp*+ and ser%ices. he+ i** a*a+s communicate ith the project team regarding the

arrangements of the supp*+ or materia*s and making sure that there are enough orkers a%ai*a$*e forthe project to a%oid de*a+s.

Dar7in Ben>ammond Come8 Project Suier Eauation 3atri8

=u2 /4 "01"

Criteria Percenta$e

Compan+ Background@ eputation 20T

ange of materia*s and e!uipments 30T

7ua*it+ of the materia*s and e!uipments 30T

Cost 20TTota 100

Dar7in Ben>ammond Come8 Project ContractorGs Eauation 3atri8

=u2 /4 "01"

Criteria Percenta$e

Compan+ Background@reputation 20T

6um$er of orkers 30T

ammond come8

#n*ine: http:@@.*aingorourke.com.au@projects@austra*ia@commercia*@project:$enhammond

comp*e9

Proosed redeeoment and construction 7or#s at Ben >ammond Come8

#n*ine:http:@@.poerater.com.au@nesroom@nesUitem@2010@proposedUrede%e*opmentUa

ndUconstructionUorksUatU$enUhammondUcomp*e9

• (n Introduction to Project ,anagement- 3rd


55/62

• http:@@.speed+estimating.com.au@e9amp*es@*oset.pdf

• http:@@.$mt!s.com.au@ConstructionCostesu*ts.asp9

• http:@@.g*o$a*!ua*it+%i**age.com@!mprincip*es.php

APPEND'H A: P)O=ECT @ANTT C>A)T

55

http://www.speedyestimating.com.au/examples/lowset.pdfhttp://www.bmtqs.com.au/ConstructionCostResults.aspxhttp://www.globalqualityvillage.com/qmprinciples.phphttp://www.speedyestimating.com.au/examples/lowset.pdfhttp://www.bmtqs.com.au/ConstructionCostResults.aspxhttp://www.globalqualityvillage.com/qmprinciples.php


56/62

APPEND'H B: Cost Baseine

interna I hour

interna

e8terna

BS cate$ories List o! Actiities a-our I tota a-our

1. Initiating " V110 V""0 U

2. P*anning " V110 V550 U

4. Design 5 V110 V550 4

5. Construction process

5.1. Bui*ding the structure " V110 V""0 "0

5.2.


57/62

'. C*ose out " V110 V""0 UU

&u$ ota*

eser%es

Tota APPEND'H C: Cost Estimate

Tas#

Num

-er

Project Tas#

Pred

ecess

or

Du

rati

on

)esources Cost;I<

1 DA)'N BEN>A33OND CO3PLEH

2 'N'T'AT'N@

3 eam Contract signing

1da+

Project teamV'3-2

0

4 Fick off ,eeting

3

'

da+s

5 (na*+sis of the stake ho*ders

4

4da+s

" Project Charter (ppro%ed

5

2da+s

' PLANN'N@

)

P)O=ECT 3ANA@E3ENT

'NTE@)AT'ON "

da2

sProject team

V325-"00

De%e*op Project ,anagement P*an

"

)da+s

10

P)O=ECT SCOPE 3ANA@E3ENT

PLAN"

1&

da2

s

Projectmanager: themain

11 De%e*op &cope &tatement

"

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15 Preparation of ;antt Chart

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31 'N'T'AL STEPS

32

ecruitment of an architect- a ci%i* engineer-an e*ectrica* engineer and a mechanica* engineer.

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Documents

Work Template _ Draft 1