Problems of Woody 2000 Project The Woody 2000 Project enumerated in the case study had a lot of deficiencies

which made the project not a successful one. The major issue is the fact that Project Management methodology was not in any way followed and so from inception, the project was bound to fail hence, throughout the project lifecycle it was from one problem to another. A Project Manager would have initiated the project properly and that would have eliminated most the problems that were to come up later in the project. The project from inception had no plan only long (management) meetings were held and decisions reached to embark on the project hoping to be able to be part of the commercial boom in the area the Woodys is sited. However, going through the case study, the things that went wrong with the project are enormous and could be seen as one reads through the document. Interestingly enough, these are avoidable issues listed below are some of the deficiencies of the Woody 2000 project: Initial appointment of a project manager was not well conceived in that VP Finance and Administration (Moneysworth) had no project management ideas. The project lacked the presence of PM methodology and as such the contractor (EID) to handle the project was handpicked without any criteria. It is not enough that the contractor has been delivering projects in town. He did follow due process in his procurement activities (engagement of) Proper estimates were not worked out for the projects; instead a Cash flow process was engaged. There was no basis for it. There was the inclusion of so many uncertainties in plan by EID which were never discussed with the client. Adoption of hourly rate contract without spelling out how this was to be monitored. A later appointment of Leadbetter another in experienced project manager was another wrong effort in the wrong direction In the asking of Woodys management to take over procurement of production train directly amounted to a change in scope without an analysis to consider how it will affect the project. Another change in scope by Miles Faster (in the increase of production train) was another blunder that should have been avoided. In fact this action alone lead to a lot of losses in terms of time, and resources. The change in the production train above had a ripple effect leading to: - A re-writing of the software programme so many times - In ability to deliver project as at when due - A shorter length of production line constructed - Increase in production trains leads to increase in building length by 5ft (rendering building designs obsolete) and foundation already cast Design documents (drawings, specifications, bill of quantities etc.) were not reviewed/approved by Woodys management There was the issue of Faster & Leadbetter going on leave without a properly handing over or delegating someone to act in their place. This action had its own negative effect on the project: 0

The keeping away of the design documents by junior clerk who obviously did not know the importance of the documents Non discussion of the specifications for the installations at the dust free paint shop There was the issue of strained relations on site due to poor management by an inexperienced officer Waste disposal management plan for paint was not put in place There was Project over run of over 6 months due to forgoing above There was no close out plan in place acceptance, inspection, testing etc Poor management led to a two week delay in utility installation With loss of power and other utility on site there was several weeks of production loss with its cumulative effect: - Customer delivery dates missed - Cancellation of contracts and orders for millwork - Depletion of the store of finished goods - Loss of sales opportunities Loss of funds due to direct charges to Woodys account Project over run budget exhausted at 85% completion Money had to be borrowed at 2-1/2% There was no communication management plan in place There were also no documentation done in the company

Having taken note of the above problems, on the project, I have come up with a Project Management Plan as a way to run this project from inception such that the kind of problems as enumerated above associated with the Woody 2000 will be avoided and the project delivered within the time frame, scope and resources.

Table of Contents 1.0 Introduction ................................................................................................... 4 1.1 Project Indetification........................................................................................ 4 1.2 Document Purpose ......................................................................................... 5 2.0 Project Overview ........................................................................................... 6 2.1 Background ..................................................................................................... 6 2.2 Project Objective ............................................................................................. 6 2.3 Project Scope ................................................................................................. 6 2.3.1 Design ............................................................................................................. 6 2.3.2 General / Preliminary Works ........................................................................... 6 2.3.3 Substructure Works ........................................................................................ 6 2.3.4 Superstructure Works ..................................................................................... 7 2.3.5 External Works................................................................................................ 7 2.4 Project Scope Exclusion ................................................................................. 7 2.5 Project Deliverable ......................................................................................... 7 2.6 Project Success Criteria .................................................................................. 8 2.7 Project Constraint ........................................................................................... 8 2.8 Project Completion.......................................................................................... 8 3.0 Approach .............................................................................................................. 9 3.1 Project Work Method ............................................................................................. 9 3.1.1 Design Works.................................................................................................. 9 3.1.2 General/ Preliminary Works ............................................................................ 9 4.0 Assumptions ..................................................................................................... 11 5.0 Project Management Plan ................................................................................. 12 5.1 Project Schedule ................................................................................................. 12 5.1.1 Work Breakdown Structure of Key Activities and Tasks ............................... 12 5.1.2 Gantt Chart .................................................................................................. 13 5.1.3 Critical Path .................................................................................................. 14 5.1.4 Schedule of Milestones .................................................................................... 14 5.2 Cost Management ............................................................................................... 16 5.2.1 Milestone Payment Arrangement ..................................................................... 16 5.2.2 Cost Estimate ................................................................................................... 17 5.3 Project Team ....................................................................................................... 17 5.3.1 Roles and Responsibilities ............................................................................ 18 5.4 Communication Management.............................................................................. 20 5.4.1 Stakeholder Analysis .................................................................................... 20 5.4.2 Communication Plan ..................................................................................... 24 5.5 Risk and Issue Management ............................................................................... 24 Risk No 1 ................................................................................................................. 25 Risk No 2 ................................................................................................................. 25 Risk No 3 ................................................................................................................. 26 Risk No 4 ................................................................................................................. 26 Risk No 5 ................................................................................................................. 26 5.6 Change Control Management ............................................................................. 27 5.7 Project Quality Management ............................................................................... 28 5.8 HSE Management ............................................................................................... 29 5.8.1 HSE Standard ............................................................................................... 30 2

5.9 Escalation Procedures........................................................................................ 32 6.0 Document Sign Off ............................................................................................ 33 7.0 Conclusion and Reccomendation .................................................................... 36 References ................................................................................................................... 36

1.0

Introduction 1.1 Project Identification

Project Name Woody 2000 Project. Project Location South-Western B C. Project Sponsor Ron Carpenter (Chairman CEO) Contractor

Project Number CWC/002/1000 Planned Start Date 20 March 2012 Project Manager Miles Faster Project Supervising Consultant

Project Type Building Planned Finish Date 20 September 2013

1.2

Document Purpose The purpose of this document is to define the management approach to be used by the Project team to deliver the intended project scope during the implementation phase of Woody 2000 Project at South-Western BC The Project Implementation Plan serves as a guide to the project team throughout the duration of the project. It contains a snapshot of the project, and refers to other documentation in use for the project. It outlines the projects objectives, parties involved in the project planning and execution, the overall timeframe for the project as well as the delivery strategy for the project. This implementation plan is a living document and must be updated when substantive changes are made to the scope of the project.

2.0 2.1

Project Overview Background In line with its management decision to increase her production capacity, and then position herself well enough to be part of the construction boom in South western BC, a project code named Woody 2000 is set up by The Custom Woodworking Company. The company has been on its facility in BC since its establishment in 1954 and has been doing well in the delivery of its goods and services to its clients. However, with an increase in its client base and the subsequent additions to its original works of custom built furniture and a brighter future in the furniture business, the company has decided on an expansion programme. The said expansion programme - The Woody 2000 project will see to the increase in the floor area by an additional 25% floor space, construction of a dust free paint and finishing shop complete with additional compressor, installation of a new air conditioning system, and installation of an automated production line. A budget of $17 million has graciously been approved for all the works to be executed in this project. Project Objective The objectives of this project are: a. To construct additional building b. To install a new air conditioning system. c. To construct a dust free paint and finishing shop complete with additional compressor capacity d. To develop and install a computerized production train.

2.2

2.3

Project Scope The scope of work to achieve the objectives as stated above includes:a. Design Studies leading to production of Preliminary & Final Design documents. b. Construction of Substructure elements c. Construction of superstructure elements d. External Works The scope of work for the Woody 2000 Project shall be subdivided into the following work packages: i. ii. iii. iv. v. Design General/Preliminary Works Substructure Superstructure External Works 2.3.1 Design o Design work for the additional building 6

o Design of the new air conditioning system o Design for the computerization of production train, o Design of the mechanical aspect. 2.3.2 o o o 2.3.3 o o o o o o 2.3.4 o o o o o o o o o o 2.3.5 o o o o o o 2.4 General / Preliminary Works Provision of living accommodation for Supervising Consultant Procurement & mobilization of project vehicle Procurement of other Site Equipment Substructure Works Excavation and Earthworks Casting of plain in-situ concrete De-watering (if necessary) Casting of vibrated reinforced in-situ concrete Formwork construction Construction of flower pot Superstructure Works Construction of frames (columns and beams) Upper floor slabs and staircases Roof Walls Doors Windows Finishings Fixed Fittings & Furnishing Decorations Services. External Works Grassing and Planting Drainage Construction Septic Tanks and Soakaway Walkways and Sideways Treatment Plant External Electrification and Fire Fighting System

Project Scope Exclusions The scope of this project is as defined above and should be managed as such throughout the duration of the project. Any change in scope should be requested and approved according to the change control process

2.5

Project Deliverables A Building of floor size .. Installed air conditioning system 7

A dust free paint and finishing shop complete with compressor A computerized production train 2.6 Project Success Criteria The success criteria for this project are:o The project must be executed within schedule 18 months (72 weeks) o It must be executed within budget ($17m) o It must be executed in compliance with design specifications o The project must also be executed in compliance with HSE and Project Management Plan 2.7 Project Constraints o Response time to technical and commercial issues. o Community interference Project Completion This project is scheduled to be completed in September 2013

2.8

3.0

Approach

This section summarizes the overall project implementation approach as proposed by the contractor in executing the project. 3.1 Project Work Method 3.1.1 Design Works Design works shall be carried out in two stages in accordance with the guidelines issued as attached to the letter of commission. Stage I Preliminary Design Stage which shall be reviewed after submission with all the alternative options as submitted reviewed with the client and thereafter approval will be given for the consultant to proceed to the Final Design Stage in accordance with the guideline already issued to the Consultant. 3.1.2 General/ Preliminary Works 3.1.2.1 Office Accommodation for Project Team

An office shall be provided within the existing office facility and shall have installed air conditioners and power outlet for PC. A generator or solar panel shall be provided to supply electricity to the office in case of power failure. Other office furniture like chairs and tables shall be provided. Work elements under the following work units are as follows:

3.1.2.2 Site preparation works/ project sign boards Work elements under the following work units are as follows: i. Land Marks for equipment parking lots ii. Demarcations iii. Clearing iv. Signalling/Safety warning v. Security Posts Adequate arrangement shall be made for safety signals and muster points during this process for adequate emergency evacuation in the event of crisis. 3.1.2.3 Substructure work Work elements under this comprise: i Excavation and Earthworks ii Casting of plain in-situ concrete iii De-watering (if necessary) iv Casting of vibrated reinforced in-situ concrete v Formwork construction vi Construction of flower pot 9

3.1.2.4 Superstructure Works Work elements under this unit comprise: Construction of frames (columns and beams) Construction of upper floor slabs and staircases Construction of roof members and covering including roof beams and gutter slab, and barrel vault slab. Erection of block walls including construction of lintels Installation of doors and windows Finishes on - Walls - Floors - Sofit of upper floor slabs Installation of suspended ceiling Fixed fitting and furnishing Decorations Services Rain water installations Sanitary installations Cold water installations Fire fighting installations Ventilations installations Cable and conduits Power Installation Final circuit Lighting Installations Earthing and Lightning Protection Installations Installation of production machine 3.1.2.4 External Works Work elements under this unit comprise Grassing and Planting Construction of drainage Construction of septic tanks and soakaway pits Construction of walkways and sideways Borehole and water supply Water treatment plant External Electrification

10

4.0

Assumptions Community issues will be settled. Force majeure situations will be addressed.

11

5.0

Project Management Plan 5.1 Project Schedule

Schedule Management involves defining, managing and maintaining the project schedule and understanding and reporting the actual Project progress against planned project progress. It consists of performing standardized reviews and analysis of project work plans, major milestones and major deliverables. 5.1.1 Work Breakdown Structure of Key Activities and Tasks The work packages (WP) and work units (WU) for the project are shown below WP/ WU Description Duration (Weeks) Human Resource Schedule Equipment Schedule

1 Design Works 1.1 Design of additional building Design of new air-conditioning 1.2 system Design of Computerisation of 1.3 Production train 1.4 Mechanical Designs 2 General/Preliminary Works Provision of office 2.1 accommodation for Project Team 2.2 Site Preparations Procurement & mobilization of 2.3 project Procurement of other Site 2.4 Equipment 3.0 Substructure 3.1 Excavation and Earthworks 3.2 Casting of plain in-situ concrete Casting of vibrated reinforced in3.3 situ concrete 3.4 Formwork construction 4 Superstructure Works Formwork for first floor 4.1 beams/slab Reinforcement for first floor 4.2 beams/slab Formwork to column 4.5 reinforcement and casting 4.6 "Fixing of pvc pipes, casting of 12

11 11 11 11

2 3 8 8

6 6 7 7

7 4 4

first floor beams/slab 4.7 Block works 4.8 Mechanical and Electrical works Iron work/extension columns to roof level 4.10 Formwork to columns/Leveling 4.11 Casting of columns to roof level 4.12 Doors and windows 4.9 4.13 Formwork for roof beams 4.14 Reinforcement for roof beams 4.15 Casting of roof beams 4.16 Construction of roof members 4.17 4.18 4.19 4.20 4.21 5 5.1 5.2 5.3 6 6.1 6.2 Roof covering Ceiling Finishes Fixed Fittings and furnishing Decorations External Works Grassing and Planting (Landscaping) Drainage, septic tank and soakaway pits Borehole and water supply Closure Snagging Cleaning and Demobilization

7 7 6 2 2 4 2 2 2 2 3 3 3 2 2

3 3 2 1 1

5.1.2 Gantt Chart (See Attachment Woody 2000 Project) 5.1.3 Critical Path This is the longest path through the project, and shows the sequence of activities that determines the duration of the project. (Wysocki 2009 p. 172) The critical activities for this project are as follow: WP/WU 1.0 1.1 1.2 1.3 1.4 Description Design Works Design of additional building Design of new air-conditioning system Design of Computerisation of Production train Mechanical Designs 13 Duration (Weeks)
11 11 11 11

WP: 2.00 2.1 2.2 2.3 WP: 2.00 WU3.1 3.3 3.4 WP: 4.0 WU4.7 4.9 4.12 4.13 4.14 4.15 4.16 4.17 4.19 4.20 4.21 6.1 6.2

General / Preliminary Provision of office accommodation for Project Team Site Preparations Procurement & mobilization of project Substructure Works Excavation and Earthworks Casting of plain in-situ concrete Formwork construction Superstructure Works Block works Iron work/extension columns to roof level Doors and Windows Formwork for roof beams Reinforcement for roof beams Casting of roof beams Construction of roof members Roof covering Finishes Fixed Fittings and furnishing Decorations Closure Snagging Cleaning and Demobilization

2 3 8 6 7 7 6 2 4 2 2 2 2 4 3 2 2 1 1

5.1.4 Schedule of Milestones The milestone payment shall be based on the achievement of physical structures on site. Physical structures mean structures that cannot be easily removed.
Milestones / Date Activities Milestone 1 20 April 2012 Preliminary Design Works $1,800,000.00 Milestone 2 4 June 2012 Final Design Works $2,200,000.00 Milestone 3 13 September 2012 Mobilization up to site preparations $2,320,000 Milestone 4 3 January. 2014 Cumulative permanent work on site up to $2,940,000.00 Substructure Works Milestone 5 14 March 2014 Cumulative permanent work on site up to $3,700,000.00 100% Finishes, and External Works.

Milestone components.

Submission of Prelim Design Documents Milestone 6 9 May 2014 Cumulative permanent work on site up to

Submission of Final Design Documents Milestone 7 25 July 2014 Cumulative permanent work on site up to

Site Preparations

Milestones / Date Activities

Milestone 8 30 September 2014 Cumulative permanent work on site up to $3,540,000.00

14

Milestone components.

$1,358,000.00 Works up to roof covering

$2,200,000.00 Completion of construction works

All final works

15

5.2

Cost Management Cost management is considered essential for the smooth running of the project. It is largely the Project Managers responsibility to ensure that the project does not suffer the negative effect of cost overruns. This can be done by controlling the cost of work packages using the baseline estimates. On the part of the client, it is equally relevant to ensure that all contractual obligations as regards milestone payments and schedule of payments are met. For adequate control, all milestone payments should be preceded by establishing that work done is in agreement with the agreed baselines. 5.2.1 Milestone Payment Arrangement 5.2.1.1 First Milestone Payment The first milestone payment will come up after a minimum of 45% of the Design works has been completed and this will lead to a total of $1,800,000.00 5.2.1.2 Second Milestone Payment With the final completion of the Design Stage, the balance cost of Design will be released to the Consultant as interim Payment Certificate No 2 and it will be for $2,200,000.00 5.2.1.3 Third Milestone Payment Third milestone interim certificate will be as be raised. Based on projection, this period is fixed at 13 September 2012 when it is expected that this would be achieved $2,320,000.00

5.2.1.4

Fourth Milestone Payment

Based on projection, this period is fixed at 3 January 2013 when it is expected additional permanent works would have been delivered. Hence a certificate of payment for the sum of $2,940,000 is raised

5.2.1.5

Fifth Milestone Payment

Based on projection, this period is fixed at 14 March, 2013 when additional permanent works would have delivered A certificate of $3,700,000.00 work on the project will have been delivered. 16

5.2.1.6

Sixth Milestone Payment

Based on projection, this period is fixed at 9 May, 2013 when additional permanent works would have delivered A certificate of $1,358,000.00 work on the project will have been delivered. 5.2.1.7 Seventh Payment

Based on projection, this period is fixed at 25 July, 2013 when additional permanent works would have delivered A certificate of $2,200,000.00 work on the project will have been delivered. 5.2.1.8 Milestone Eight Payment Based on projection, this period is fixed at 30 September, 2013 when additional permanent works would have delivered A certificate of $3,540,000.00 work on the project will have been delivered. 5.2.2 Cost Estimate The Cost Estimate for this project will be broken down into the following work packages: 1. 2. 3. 4. 5. Design Works General / Preliminary Works Substructure Works Superstructure Works External Works

5.3

Project Team S/N Role 1 2 3 3 4 5 Project Sponsor Project Manager Project Quantity Surveyor Project Consultant Project Contractor Community and Rural Development Position Chief Executive Officer VP Production VP Finance & Admin Supervising Consultant Contractor Team Member Name Ron Carpenter Miles Faster Spencer Moneysworth Algoba Alufoje & Partners Roccani Ventures Ltd Nil Participation Part Time Part Time Part Time Full Time Full Time

17

6 7

Representative Project Engineer Project Engineer

Team Member Team Member

Engr. Agi, Isemele Engr. Olovie Emem

Part Time Part Time

. Ron Carpenter

(Sponsor) Emelia Carpenter President

Miles Faster
(Project Manager)

Spencer . Moneysworth
(Quantity Surveyor)

Engr. Olovie Charles (Site Engineer)

Hope Anama (Architect)

Algoba Alofoje

Adukeh & Partners

)

Agi, Osimele (Civil Engineer)

Contractor

5.3.1 Roles and Responsibilities 5.3.1.1 Project Sponsor (Part Time) Sets out strategic direction for the execution of the project Review project financial information Review project resourcing status Review escalated change requests Approve Emergency Change Requests Secure additional project funding as needed 18

 5.3.1.2

Ensure stakeholders expectations are being managed and achieved Resolve conflicts that extend beyond the project managers control Constitute (or appoints a representative in the) change control board Provide formal acceptance of the project deliverables

Project Manager (Part Time) Coordinate the Project planning activities (preparation of Execution Plan) Review all project reports for managements attention Take decisions on projects based on managements approval Give high level direction to the project team Ensure deliverables are produced and approved on time Ensure project is delivered with quality Ensure project is delivered within allotted time and budget Supervise and monitor the Consultant Coordination of the efforts of the project team Participate in Management reviews Preparation of periodic reports to Woodys Management Ensure that all project management framework components are tracked. Represent team at the periodic project peer review meeting

5.3.1.3

Project Supervising Consultant Ensure that the construction activities meet specifications Monitor Project activities to ensure the project schedule, cost and quality are met Prepare the agenda, notice of meeting (if required) and minutes of all Project Progress Meetings. Enforce project document control measures on all project documentation such as drawings (design and as-built), specifications, procedure etc. Contributes to HSE reviews Prepare a monthly progress reports to Woodys Management

5.3.1.4

Project Contractor Execute the project according to design specifications, agreed work plan and work method Prepare weekly site reports Participate in community relations activities 19

5.4 Communication Management Meetings shall be held between the various stakeholders as necessary. All communication from the Contractor to the Project Manager shall be routed through the Supervising Consultant except when the purpose of communication is related to a conflict between the Contractor and the Consultant. Channel of communication shall include: i. Meetings - Face to Face or Telephone Calls ii. Reports / Minutes of Meetings delivered in hard copy or soft copy (Email) 5.4.1 Stakeholder Analysis The Stakeholders for the project are: i. Chairman & CEO, Woody Ron Carpenter The Project Sponsor. ii. President Emilia Carpenter iii. Functional Heads - (Exe VP , VP Production, VP Fin & Admin, VP Personnel, VP Sales) iv. Director John Carpenter v. Project Management Team Members vi. BC Community Host Community. Other key players in the communication chain include: i. Supervising Consultant ii. Contractor Project Sponsor Chairman & CEO
S/N 1. Needs/Requirements Monthly Performance/Progress Report Project Managers Report Frequency Monthly Channel of delivery Hand Delivery / Email Remarks This is mandatory and also informational This is mandatory and also informational This report is on as needed basis

5.4.1.1

2.

Monthly

Hand Delivery / Email

Risk / Issue Communication

As Needed

Hand Delivery / Email / Verbal Discussion

20

5.4.1.1

Functional Heads

S/N 1.

Needs/Requirements Monthly Performance/Progress Report Risk / Issue Communication

Frequency Monthly

Channel of delivery Hand Delivery / Email Hand Delivery / Email / Verbal Discussion

Remarks This is mandatory and also informational This report is on as needed basis

As Needed

5.4.1.2

Project Manager

S/N 1.

Needs/Requirements Monthly Performance/Progress Report Project Managers Report

Frequency Monthly

Channel of delivery Hand Delivery / Email

Remarks This is mandatory and also informational This is mandatory and also informational This is mandatory and also informational This report is on as needed basis This is informational

2.

Monthly

Hand Delivery / Email

Project Management Team Meeting

Monthly

Risk / Issue Communication Weekly Site Meeting

As Needed

Weekly

Minutes of Meeting by Hand Delivery / Email Hand Delivery / Email / Verbal Discussion Minutes of Meeting by Hand Delivery / Email

5.4.1.3

Project Team Members

S/N 1

Needs/Requirements Risk / Issue Communication Project Management Team Meeting

Frequency As Needed

Monthly

Channel of delivery Hand Delivery / Email / Verbal Discussion Minutes of Meeting by

Remarks This report is on as needed basis This is mandatory and

21

Risk / Issue Communication

As Needed

Hand Delivery / Email Hand Delivery / Email / Verbal Discussion

also informational This report is on as needed basis

5.4.1.4

BC Community

S/N 1

Needs/Requirements Community Meeting

Frequency At the start of project, Quarterly

Channel of delivery Verbal Discussion, Minutes of Meeting Distributed

Remarks The meeting is mandatory to establish relationship and agreements with the host community

22

5.4.2 Communication Plan (See attachment)

23

5.5 Risk and Issue Management Risk could be defined as the exposure to loss, gain, or the probability of occurrence of loss/gain multiplied by its respective magnitude. Jaafari A., (2001, p. 89) Risk Identification: A number of possible risks could be associated with this building project. They could be classified under the following: Technical, Operational, Quality, HSE (Health Security & Environment), Financial, Community Related, Project Management or Organizational. A few of these risks shall be highlighted here. NDDC PIP (2009. P 30) Key to Risk Analysis Risk Description describes/elaborates on the risk Risk Classification This classifies the risks under different categories i.e. technical, operational, quality, HSE, financial, community related, project management or organizational Severity of Impact - This is an estimate of the overall scale of the impact following an occurrence of each risk. This is rated on the following scale: 5 Critical impact threatens success of the overall project 4 High impact significant disruption to overall project schedule, cost, and products over the medium and long terms 3 Medium impact progress disrupted with large extensions to schedule and cost, across short and medium terms 2 Moderate impact progress disrupted with manageable extensions to short-term schedule and cost 1 Marginal impact slight exposure Probability of Occurrence - This is an assessment of the probability of an occurrence of the risk, given the responses identified, and the other factors or risks on which it is dependent. This is rated on the following scale: 5 4 3 2 1

Extremely likely occurrence Very probable occurrence Probable occurrence Unlikely occurrence Highly improbable occurrence

Risk Exposure (Rank) Exposure or Rank is determined by multiplying the impact with the probability of occurrence. The higher the resulting number, the greater the risk is.

Low (1 4) Medium (5-10) 24

High (> 10) 5.5.1 Risk Mitigation This is a risk response planning technique associated with threats that seeks to reduce the probability of occurrence or impact of a risk to below an acceptable threshold. PMBOK (2008 p. 447) Risk Mitigation Enter the mitigation activities/strategy that can be accomplished to reduce the probability or impact of the risk.

Contingency plan In the event that the risk could not be avoided what should be done to remedy the situation if it occurs?
Risk owner Person who is responsible for the mitigation and tracking of the risk

Risk No 1
Risk Description Risk Classification Risk Assessment Late Purchase and delivery of material resources Operational Severity of impact 5 Probability of occurrence 4 Risk exposure/priority High

Risk 1. Purchase material resources from local sources Mitigation 2. Purchase material resources in bulk 3. Payment of Contractors as at when due 4. Secure long term steady supplier relationship and develop strategic partnership with key supplier. 5. Establish direct business relationship with key suppliers obtaining steady-going supply Contingency plan Risk Owner Contractor, Project Manager

Risk No 2
Risk Description Risk Classification Risk Assessment Adverse weather Environmental Severity of impact 2 Probability of occurrence 2 Risk exposure/priority Low

Risk 1. We shall make provision for adverse weather condition Mitigation 2. Proper planning of schedule to ensure that materials needed are on site at the appropriate time

25

Contingency Advice the Contractor to carry out other activities when there is an 1. plan adverse weather condition

Risk Owner

Project Manager, Contractor,

Risk No 3
Risk Description Risk Classification Risk Assessment Theft of construction materials on site Operational Severity of impact 2 Probability of occurrence 4 Risk exposure/priority Medium

Risk 1. Once the site is handed over to the Contractor, he becomes completely Mitigation responsible for the security of all construction materials on site. The Contractor should therefore be advised to provide adequate security for both human and material resources 2. Employ security to guard plants and equipment Contingency Employ security men to guard project site 1. plan 2. Ask Contractor to replace stolen material Risk Owner Contractor, Consultant

No 4:
Risk Description Risk Classification Risk Assessment Delays as a result of injuries QA/QC and HSE Severity of impact 4 Risk Mitigation Probability of occurrence 3 Risk exposure/priority High

Contingency plan Risk Owner

1. Pre-mobilization inspection/ audit of Contractor equipment 2. Ensure conduction of daily on-site safety meetings before commencement of construction activities. 3. Provision of well-stocked First Aid Kit at the project site 4. Reach an agreement with nearby hospitals on how injured construction workers will be treated 5. Inform Woodys Management as soon as there is any injured person on site 6. Ensure that equipment for site test are available and that a dedicated lab is available for all tests 1. Provide first aid to the injured worker and take him/her to the hospital 2. Get a new staff to replace the injured person QHSE Rep, Consultant

26

No 5:
Risk Description Risk Classification Risk Assessment Reliability and Logistics Operational Severity of impact 1 Risk Mitigation Probability of occurrence 3 Risk exposure/priority Low

1. Logistic rationalization to reduce transportation cost 2. Well organized production and order planning via key commodity coordinator 3. Establish long-term relationship with high quality suppliers

Contingency plan Risk Owner Contractor

5.6 Change Control Management The change control system is designed to allow the project the flexibility to incorporate agreed changes to the project scope while retaining control over costs and time frames All changes that have the potential to impact the project end-date, scope and budget will be reviewed against other project priorities / deliverables to identify potential trade-offs. The objective of this review is to protect the project baselines. Change Control Procedures are the mechanism whereby any prospective change in any baseline document (Project Management Plan, system specifications, baseline project schedules (Gantt charts) or process) is passed through a formal assessment and authorization process. The change control process to be adopted on this project is depicted below:

27

Identify change need (Contractor )

Submit change request form (Consultant )

Review submitted change request form (Project Manager )

Change request necessary? ( Project Manager )

Yes
Perform impact analysis (cost, schedule , resources , milestones)

Yes

CR approved for investigation ?

Review change request

Perform initial assessment ( Project Manager )

No
Review detailed change request (Change Control Board )

Notify Consultant / Contractor that CR was not approved (Project Manager )

No

CR approved for addition to project scope ? (CCB)

No

Yes

Develop revised design and revised

Advise all impacted parties of revised scope (Project Manager )

5.7 Project Quality Management

When will this expectati on be met?

S/N

Quality Parameters

Activities to meet Quality parameters

Responsible Party/Person

Schedule

All deliverables should be produced in line with the agreed project schedule. Contractor should produce all their deliverables within the budget restraints Contractor should adhere to the defined scope for the project. Where changes to scope are proposed, all such scope changes need to be formally approved through the Change Management process. These changes should be evaluated in the context of these priorities and with an emphasis on meeting 28

Budget

Scope

Contractor / Consultant / Project Manager Contractor / Consultant / Project Manager Consultant / Project Manager

Quality

Proactive engagemen t with the local community HSE compliance

stakeholders expectations. The quality of all deliverables must be planned for and managed to ensure quality as envisaged by stakeholders. Process check shall be carried out to ensure that the procedure for performing each activity is followed Random tests such as crushing test and compaction test shall be carried out by the Contactor for the concrete, and other construction items according to the consultants specifications and instructions All impacts on the local community should be discussed and agreed with them in advance.

Project Manager / Consultant Consultant

Contractor

Woodys Management

Project team should ensure all pre-defined HSE standards and regulations are adhered to at all times and with the involvement of the Contractors safety officer.

Contractor

5.8 HSE Management The Health, Safety and Environmental (HSE) Management shall be the responsibility of the Contractor. HSE will therefore be managed according to Health, Safety and Environmental Management Plan submitted by the Contractor as approved by Woodys through the Consultant. Contractors activities will therefore be organized, planned and executed in such a manner as to: Protect and promote the health of its work force as well as the conduct of its activities in such a manner not to adversely affect any third party (Host Community inclusive) Avoid injury to any worker(s), sub-contractors, and third parties who are involved in the project Ensure the personal security of the work force and third parties and the security of property Minimize the impact on the environment in which the Contractor operates 29

5.8.1 HSE Standard

S/N HSE Standard Activities to meet Standard Responsible Party/Person Project Team / Consultant

Zero fatality

Zero discharge/Pollution prevention and control

Pre-mobilization meeting between QHSE and Contractor. All equipment to be deployed for this project shall be assembled at Contractors yard or other locations for inspection and certification, before being mobilized to the project site. Provision of personal protective equipment to all Contractor QHSE site personnel Portable fire extinguishers and foam trailers should be positioned at the sites major installations. Ensure all site personnel know the safety precautions required for the job. If knowledge is not present, training should be provided. All personnel to be engaged for this Contract shall be medically fit Provisions where necessary should be made for temporary demarcation, temporary road closure, additional lighting, scaffolding and work platform. Provision for first aid treatment on site. Provision for emergency breathing apparatus where necessary. Maintaining a clean working environment. Site components, particularly the suspended ones should be adequately maintained. Pasting on the walls, standard operating procedures for equipment and machines. Conduct gas tests at regular and pre-defined intervals All flushing discharge during construction should Contractor be channeled to the septic tank/Soak away pit. All fuels/lubricants used on site should be properly stored to prevent any spill.

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S/N

HSE Standard

Activities to meet Standard Maintain a good housekeeping standard. Conduct pre job safety meetings. Pasting on the walls, standard operating procedures for equipment and machines. Portable fire extinguishers should be positioned at the sites major installations. Site personnel on duty must put on safety wears. Personnel (Woodys or external) must wear safety gear in areas where these safety standards must be observed. Ensure all site personnel know the safety precautions required for the job. If knowledge is not present, training should be provided. Are there any special precautions that need to be taken? Provisions where necessary should be made for temporary demarcation, temporary road closure, additional lighting, scaffolding and work platform. Provision of first aid treatment on site. Provision for emergency breathing apparatus where necessary. Maintaining a clean working environment. Site components, particularly the suspended ones should be adequately maintained. Pasting on the walls, standard operating procedures for equipment and machines. Conduct gas tests at regular and pre-defined intervals. There shall be no night driving of vehicle, except on emergency cases. Contractor Site Manager must approve night driving on emergency cases Proper and effective measures must be put in place for the discharge of our waste. Hot work, excavation, entry, electrical work and general permits should be issued before any operations by are carried out. Ensure periodic inspection of site equipments.

Responsible Party/Person Contractor

Injury/incident Free Operation

Contractor Contractor

4 5

Waste Management QHSE Safe work practices and procedure, (OE) Zero lost opportunity time (LOT) Site Clean up and Demobilization

Consultant

After all works, site shall be thoroughly cleaned and all areas directly or indirectly affected by the work activities shall be restored to its original state prior to demobilization of all resources from site.

Contractor.

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5.9

Escalation Procedures

Action points not progressed by the agreed completion date and which have a time or cost impact on the project, will automatically be escalated through the project hierarchy. Where issues remain unresolved within the project structure, the Project Manager will escalate the issue to the Project Sponsor as appropriate. The escalation process is described below:

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Issue Management Process 1.0 Raise Issue Identify Issue Submit Issue Form Review Issue 2.0 Log Issue Is Issue applicable to No the project?

Issue Management Roles

Issue Originator

Project Manager

Yes

Update Issue Log & Assign Priority

3.0 Assign Issue Actions Close issue & update log

Review Issue Log

Project Review Group

Has issue been resolved? Yes No

Issue Change Request

Does issue require Yes a change? No

Identify Project Risk

Yes

Does issue raise a risk? No

Issue actions assigned

4.0 Implement Issue Actions

Issue actions completed

Project Team

Issue Management Log

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6.0 Document Sign Off The above document has been reviewed and accepted as the formal Project Management Plan for Woody 2000 Project.

............ Ron Carpenter Project Sponsor Woodys .../.../..

............ Miles Faster Project Manager Woodys .../.../..

............ Duru Okey Project Supervising Consultant .../.../..

............ Mr. Eruohi Samuel Contractor .../.../..

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7.0 Conclusion & Recommendation It is hoped and believed that following these processes as outline above this project will be well managed. It is recommended that at the end of the project, there should be a project implementation audit to verify, and confirm that all the project deliverables were achieved and the lessons learnt from the project documented so as to help in the management of future projects in Woodys

References 1. Crowe, A (2011) The PMP Exam How To Pass On Your First Try 2. Mantel, S. J Jr and Meredith (2009) Project Management A Managerial Approach 7th Edition; John Wiley & Sons, Inc 3. NDDC Project Implementation Plan (PIP) 2009 for the Construction of 515 Man Hostel at University of Port Harcourt 4. PMI (2008) A guide to the project management body of knowledge (PMBOK Guide) Fourth Edition 5. The NDDC HSE Manual 6. Wysocki, R. K. (2009) Effective Project Management Traditional, Agile, Extreme. 5th Edition; Wiley Publishing Inc 7. Week 4 & 6 Submissions by me Eigbe, Albert

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