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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 #$struction
(cti%it+ C
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(cti%it+ I:Painting
(cti%it+ ;:
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&.& Actiit2 )esource )e*uirements
Actiit2 )esource )e*uirements
=une "14 "01"
Project Name: Darin Ben8ammond Comp*e9 construction of
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he purpose of this document is to out*ine the change contro* approach for Darin Ben8ammond
Comp*e9 project. his document shou*d pro%ide an out*ine of ro*es and responsi$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 $e c*eared and reconstruct according to re!uirements.
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?uait2 Assurance: 7ua*it+ assurance is concerned ith the processes hich are used to meet the
re!uirements. It is used to ensure that project is in the right path and generate re!uired resu*ts.
T7o rincies o! ?uait2 assurance are:
Per!ect !or use: the products is perfect for intended purpose
Error !ree: the de*i%era$*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
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+ Process (pproach: o generate effecti%e and accurate resu*ts- a** the resources and actions are taken
as process.
&ome points of this princip*e are:
• 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$ution *eads the
organisation.
&ome points of this princip*e are:
• ake responsi$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.
&ome points of this princip*e are:
• ,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.
&ome points of this princip*e are:
• ,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$*em so*%ing decisions are taken after ana*+sing a** the information.
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&ome points of this princip*e are:
• ake decisions after e9amine a** statistica* methods
• (na*+se the needs of the customers
• ;et ideas form o*d projects and pro$*ems
;ood &upp*ier e*ationship: Bui*ding good re*ationship ith customers $oosts the a$i*it+ of $oth to
create importance.
&ome points of this princip*e are:
• nderstand the customer needs
• Pro%ide !ua*it+ ser%ice
• &hare tactics and strateg+
• Identif+ stakeho*ders accomp*ishment
?uait2 Chec#ist:
Standards Artices )esonsi-iit2 Time
(ustra*ian
&tandards
a &ite: does site suita$*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$$ish
Project manager H
7ua*it+ assurance
(s the project
progress
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c*earing and
gru$$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
(ustra*ian standards
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
(ustra*ian standards
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
(ustra*ian standards
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"
Project Name: Darin Ben8ammond Comp*e9 construction of
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'ntroduction:
he aim of the project is to construct an e9tension $a+- a temperature contro**ed storage faci*it+ to the
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." Project Or$ani5ationa Chart
P)O=ECT O)@AN'AT'ONAL C>A)T
Ari "%4 "01"
32
P)O=ECT SPONSO)
P#
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.% )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
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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.
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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
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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.
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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
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Cit+ counci* e$site
&harePoint e$site
Conference Ca**s
,eetings
Inperson inter%ies
&tatus eports
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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
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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$ers
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e9ported to e9terna*
&takeho*ders or
presented to finance
team or project
sponsor as necessar+
that is necessar+ for
team- immediate*+
a%ai*a$*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.
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,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.
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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
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•
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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".
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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
$eteen the orkers
oo much of
chatting around
during ork
,edium ,ake sure t
contractor tak
of the situ
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effecti%
($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$ers or
*ightning
pre%ention
measures taken
Mo
?ire 11 isks due to fire 6o proper smoke Mo Proper fire a*a
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detectors or fire
a*arms insta**ed
smoke detec
insta**ed. ,a
that hen the
in progress t
connections a proper*+. &m
inside the
prohi$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
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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$ement Pan
=une "94 "01"
Project Name: Darin Ben8ammond Comp*e9 construction of
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c ime and materia* contracts: his contract is a com$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
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=une "94 "01"
Project Name: Darin Ben8ammond Comp*e9 construction of
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
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=une "94 "01"
Project Name: Darin Ben8ammond Comp*e9 construction of
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Project Name: Darin Ben8ammond Comp*e9 construction of
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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
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• 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
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APPEND'H B: Cost Baseine
interna I hour
interna
e8terna
BS cate$ories List o! Actiities a-our I tota a-our
1. Initiating " V110 V""0 U
2. P*anning " V110 V550 U
4. Design 5 V110 V550 4
5. Construction process
5.1. Bui*ding the structure " V110 V""0 "0
5.2.
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'. C*ose out " V110 V""0 UU
&u$ 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
"
"da+s
contro**er of a**the documents.
12 Create ork Breakdon &tructure
11
'
da+s
13 P)O=ECT T'3E 3ANA@E3ENT PLAN
12
1
da2
s
Project team:
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s
15 Preparation of ;antt Chart
14
"da+s
effecti%e*+ andefficient*+ inorder
1"
Preparation of 6etork Diagram
15
)da+
s
to meet thedead*ines.
1'
CO336N'CAT'ON 3ANA@E3ENT
PLAN1"
da2
s
1)
Preparation of Communicationmanagement p*an
1"
'da+s
1 Project management ,eeting 2
1)1da+
20
COST 3ANA@E3ENT PLAN
1
(
da2
s
21 Project ) 3ANA@E3ENT PLAN
21
11
da2
s
23 De%e*opment of #rgani/ation Chart
21
da+s
24 Project management ,eeting 3
23
2
da+s
25 ?6AL'TJ 3ANA@E3ENT PLAN
24
&
da2
s
2" 7ua*it+ contro* p*an
24
4da+s
2' )'S ANALJS'S
2"
,
da2
s
2) De%e*opment of isk ,anagement P*an
2"
3da+s
2 isk egister preparation
2)
2da+s
30 Project management ,eeting 5 2 1
58
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da+
31 'N'T'AL STEPS
32
ecruitment of an architect- a ci%i* engineer-an e*ectrica* engineer and a mechanica* engineer.
30
1'da+s
(dministrati%edepartment
V12"-400
33 Project team meeting.
32
1
da+ Project team
34 &ite sur%e+ and %isit
331da+
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s
4 C*earing and
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"4 P*um$ing ork
"3
10da+s
V3-03)-5"0
"5 Painting ork
"4
10da+s
V111-3"5
""
Insta**ation of the temperature contro* s+stemfor the store room and the office.
"5
20da+s
V200-)00
"' Testin$.
")
esting if the entire project orks as p*anned $efore handing it o%er.
""
14da+s Project team
V2-000
" Cose out
'0 Project c*ose out meeting
")
14da+s
Project teamand
stakeho*dersV1)4-0
00
'1 eser%es@contingenc+V432-"
35
Tota I&4/(4
9(
61
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