INTRODUCTION: -

Murree Road is one of the busiest and most preferred link between the twin cities
due to its shorter length and direct approach. During the last few years there has
been an unprecedented increase in vehicular traffic in the city, especially along
Murree Road, resulting in severe traffic congestion on this route. This congestion
causes excessive delays, environmental pollution and associated socio-economic
problems for the daily commuters. Public transport is one of the major contributors
in the traffic mix and the quality of service being provided is of poor standard. The
greater Islamabad Rawalpindi Metropolitan Area is the third largest conurbation in
Pakistan with a population of over 4.5 million inhabitants. The Twin cities of
Islamabad and Rawalpindi are growing at a rate of more than 4 percent per anum,
indicating a higher than national growth due to significant migration. With present
growth trends it is expected that the population would increase to 7.0 million in
twenty years time. Since both cities have grown into each other, significant amount
of commuting takes place between the two cities.

Currently private transport is the major means of mobility between two cities
comprising of Mazda, Toyota Hiace, and Suzuki vans plying on various routes within
and between the two cities. There is no organized urban bus transport service
operating in the city and between cities of Rawalpindi and Islamabad. Level of
service offered by the minibuses is far below any acceptable standard. Traffic
volumes of over 210,000 vehicles ply on three major corridors connecting both the
cities carrying around 525,000 passengers. It is estimated that public transport
demand of around 153,000 passengers is available on daily basis between the two
cities. Interestingly this passenger demand is concentrated around a corridor which
is of high density and strategically located to provide for reasonable patronage for a
rapid transit system.

Based on studies conducted by Government of Punjab and Capital Development

Authority, the two governments (Federal & Provincial) joined hands to launch a
Metro Bus project to connect the twin cities and alleviate the traffic congestion on
this corridor. In a meeting held in Lahore on 19thJanuary 2014, co-chaired by the
Prime Minister of Pakistan and the Chief Minister of Punjab, it was decided that the
project shall be funded on 50:50 sharing basis by the Federal Government &
Government of the Punjab. As the Punjab Government has already completed
successfully a similar Metro Bus project in Lahore. Prime Minister of Pakistan
decided that the Provincial Government will execute this project through Rawalpindi
Development Authority (RDA) as the single executing agency for both parts of the
project. It will work in close coordination with the Capital Development Authority
(CDA) for the Islamabad Part of the project. Punjab Metro bus Authority (PMA) will
control the operation & maintenance of the project after its completion. PMA will
also coordinate with CDA at O&M stage of the project.

BACKGROUND: -
Since the twin cities are hub of economic, political, and educational activities,
significant commuting takes place between the twin cities and adjoining areas.

The available public transport is dominated by the private sector, contributing to

about 35 per-cent of the share of overall modes of transportation. This share is now
declining due to poor service and widespread customer dissatisfaction with the
available options. The people travelling by public transport are passing through
double agony because despite getting high fares, the transporters do not finish their
routes, thus making the commuters pay extra fare for reaching their destinations by
changing two vehicles from Saddar to Pak Secretariat. Moreover, during peak hours,
vehicles are overloaded.

Therefore, the existing public transport system requires a major uplift in level of
service and quality. In order to tackle this problem and provide improved quality of
public transport, Government of Punjab, Rawalpindi Development Authority (RDA)
decided to construct the Metro Bus System (MBS) in Islamabad.

BRIEF ABOUT THE COMPANY: -

Rawalpindi Islamabad Metro Bus project has been divided into two parts i-e
Rawalpindi and Islamabad. Further the Rawalpindi part has been divided into three
packages. Each package has been assigned to three different companies. Package I
(Flash man hotel to committee chowk) has been awarded to Zahir Khan & Brothers
pvt ltd. Zahir khan & Brothers As a preeminent infrastructure company established
over four decades ago, Zahir khan & Brothers has, over the years, strongly
anchored itself to Pakistans Development efforts. At the time of its conception the
company operated solely within Baluchistan region, but with the passage of time
they have expanded the scope of their operations throughout the country. Today it
is acknowledged as a company that continues to empower Pakistan, enabling the
nation to surge ahead in different core sectors. At the heart of all development
efforts is the attempt to touch and improve the quality of life.

ABOUT THE PROJECT: -

The Metro Bus service Rawalpindi-Islamabad consists of approximately 23 km that
starts from flash man hotel Rawalpindi and end at prime minster secretariat
Islamabad. The project has been divided into two parts i-e

Rawalpindi

Islamabad

The Rawalpindi part is further divided into three packages i-e

Package I (Flash man Hotel to committee chowk)

Package II (Committee Chowk to sixth road)
Package III (Sixth road to IJP road Rawalpindi)

The Islamabad Corridor of MBS starts from end of Faizabad interchange at IJP Road
at this point. It runs in between at-grade and takes right turn on 9th Avenue. Along
Ninth Avenue (Islamabad) crosses Kashmir Highway and turns to Jinnah Avenue and
ends at Civil Secretariat. The total length of MBS Islamabad will be 13.6 km. The
Islamabad part has been further divided into five packages

Package I: Faizabad to Peshawar Modr 4.4 km

Package II: Interchange Peshawar Modr 1.1 km

Package III: Peshawar Modr to Centaurus 2.9 km

Package IV: Centaurus to Shaheed-e-Millat 3.1 km

Package V: Shaheed-e-Millat to Secretariat 2.156 km

OBJECTIVES: -
The overall objective of the proposed project is to augment public transport services
in the city with provision of safe, efficient and comfortable traffic facility to the
commuters of the area. The proposed project will greatly benefit the commuters by
providing better quality and environmental friendly public transport, reducing
number of vehicles on the road, thus reducing fuel consumption and consequent air
emissions from vehicular exhaust. Implementation of the project is envisaged
having the following specific objectives:

To facilitate intercity movement of passengers at low cost, high capacity and

dedicated lanes to avoid disruption on the existing flow of traffic;
To provide the public with environmental friendly public transport;
To provide transport safety, transport productivity, travel reliability, travel
choices, and social equity;
 To reduce the traffic conflicts/accidents due to reduction in number of
vehicles on road;
To help save the travelling time by reduction in traffic congestion;
To reduce the fuel consumption by reducing the demand of private vehicle
etc;
To reduce the, noise and air pollution resulting from vehicular exhaust; and
To provide an opportunity to laborers and skilled/unskilled staff to work in the
project area

FEASIBILITY METHODOLOGY: -
The methodology adopted to conduct this study was as follows:

Meetings and discussions were held among the members of the EIA
consulting team, design engineers and proponent. This activity was aimed at
achieving a common ground of understanding of various issues of the study.
Planning was carried out to assess data requirements and their sources; time
schedules and responsibilities for their collection; logistics and facilitation
needs for the execution of the data acquisition plan.
Primary and secondary data were gathered through observations during the
field survey, environmental monitoring in the field, concerned departments
and published materials to establish baseline profile for physical, biological
and socio-economic environmental conditions.
The impacts of the project on the physical, biological and socio-economic
environment prevalent in the project area were visualized at the design,
construction and operational phases.

The adequate mitigation measures and implementation mechanisms were proposed

so that the proponent could incorporate them beforehand in the design phase.

RAWALPINDI-ISLAMABAD METRO BUS

SERVICE ROUTE
PROJECT CHARTER: -
General Information
Project Title: Rawalpindi-Islamabad Metro Bus Project (Package I)
EXECUTIVE SUMMARY: -
The Metro Bus service Rawalpindi-Islamabad consists of approximately 23 km
that starts from flash man hotel Rawalpindi and end at prime minster
secretariat Islamabad.The people travelling by public transport are passing
through double agony because despite getting high fares, the transporters do
not finish their routes, thus making the commuters pay extra fare for
reaching their destinations by changing two vehicles from Saddar to Pak
Secretariat. Moreover, during peak hours, vehicles are overloaded. Therefore,
the existing public transport system requires a major uplift in level of service
and quality. In order to tackle this problem and provide improved quality of
public transport, Government of Punjab, Rawalpindi Development Authority
(RDA) decided to construct the Metro Bus System (MBS) in Islamabad.

PROJECT PURPOSE: -
The overall objective of the proposed project is to augment public transport
services in the city with provision of safe, efficient and comfortable traffic
facility to the commuters of the area. The proposed project will greatly benefit
the commuters by providing better quality and environmental friendly public
transport, reducing number of vehicles on the road, thus reducing fuel
consumption and consequent air emissions from vehicular exhaust

ASSUMPTIONS: -
The people travelling by public transport are passing through double
agony because despite getting high fares, the transporters do not
finish their routes, thus making the commuters pay extra fare
There is no pre existing quality transport facility in the twin cities
It will provide transport safety, transport productivity, travel
reliability, travel choices, and social equity;
To reduce the traffic conflicts/accidents due to reduction in number
of vehicles on road;
To help save the travelling time by reduction in traffic congestion;
 To reduce the fuel consumption by reducing the demand of private
vehicle etc

PROJECT AUTHORITY (AUTHORIZATION): -

Zahir Khan & Brothers
According to the company policy, director North is the sole signatory
for all project related matters.
CEO : Mr. Zahir Khan

PROJECT MANAGER: -
Project Manager: Mr. Mohabat khan

Role and Responsibilities: Overlook the entire project and assign

responsibilities and tasks to the relevant team members. Also involved in
Intiating , planning , executing , monitoring and controlling and closing phase
of the project.

ENTERPRISE ENVIRONMENTAL FACTORS: -

Disturbance in the daily routine activities of locals and the people visiting
educational and health facilities, like; Hamdard University, Virtual
University, the University of Lahore, Allama Iqbal Open University, Kulsoom
International Hospital, Polyclinic etc. during construction;
Air and noise pollution due to the operating of construction machinery
during construction phase of the project;
Solid waste generation during construction and operation;
Generation of municipal waste water and wastewater from construction
activities;
Accidental leaks/spills of hazardous chemicals from construction activities
and machinery;
Health and safety issues of the workers;
Contamination of water body by construction activities;
 Removal of vegetation;
Visual impact in cause of fenced dedicated MBS lane;
trash pooling resulting from improper drainage system and consequent
Inconvenience to the public;
Land Acquisition and Resettlement; and
Relocation of public utilities.

ORGANIZATIONAL STRUCTURE:-
The Organizational structure is projectizedin which the project manager has full
authority to assign priorities, apply resources, and direct the work of persons
assigned to the project.

HIGH LEVEL STAKEHOLDERS: -

Project Sponsor

The project sponsor is the champion of the project and has authorized the project by
signing the project charter. The project sponsor for MBS is Punjab and Federal
Government. This stakeholder is responsible for the funding of the project and is
ultimately responsible for its success. Since the Project Sponsor is at the executive
level communications should be presented in summary format unless the Project
Sponsor requests more detailed communications.

Project Manager

The Project Manager has overall responsibility for the execution of the project. The
Project Manager manages day to day resources, provides project guidance and
monitors and reports on the projects metrics as defined in the Project Management
Plan. As the person responsible for the execution of the project, the Project
Manager is the primary communicator for the project distributing information
according to this Communications Management Plan.

Project Team
The Project Team is comprised of all persons who have a role performing work on
the project. The project team needs to have a clear understanding of the work to
be completed and the framework in which the project is to be executed. Since the
Project Team is responsible for completing the work for the project they played a
key role in creating the Project Plan including defining its schedule and work
packages. The Project Team requires a detailed level of communications which is
achieved through day to day interactions with the Project Manager and other team
members along with weekly team meetings.

Performing Organization:

Zahir khan & Brothers has, over the years, strongly anchored itself to Pakistans
Development efforts. At the time of its conception the company operated solely
within Baluchistan region, but with the passage of time they have expanded the
scope of their operations throughout the country.

PROJECT SCOPE: -
Fixed Price Contract
Procurement of land
Structural Dimensions
Architectural Designs and Maps
Casting Working Piles (Inset with reverse rotary system)
Piers Shafts ( Steel form work with batching plant concrete)
Transform (Steel form work with concrete pump & batching plant)
R.C.C Box Girder precast pre-stressed
Earth Work ( Approved Rollers
Marketing Strategy And Mix

PROJECT MILE STONES: -

Composite Approval from authorities / NOC's
Architectural Drawings
Foundation excavation
PROJECT MANAGER WILL MAINTAIN ALL PROJECT
DOCUMENTS AND SCHEDULE
In the event that the Project Manager subcontracts work, all subcontractors
employees will be verified by the Project Manager to be bonded and will hold
trade licenses and credentials.
Project Manager has agreed to the terms of the fixed price contract and
schedule.
During planned project execution, Project Manager will provide periodic progress
reports to the sponsor.
Following any schedule delay, Project Manager agrees to provide progress
reports on a weekly basis until the schedule has been caught up.

CHANGE MANAGEMENT: -
Change log maintained by the project manager.
Project manager will co-ordinate with the sponsor with the change request and
business case /justification.
Sponsor will approve the change.
Cost manager will verify the cost implications pertaining to the change.
The change will be updated in the project management plan and the update
represented.
The change will also by verified by the risk manager.

COMMUNICATION MANAGEMENT: -
The sponsor will be notified by the Project Manager via e-mail or telephone of all
the urgent issues. Issue notification will include the time constraints and the
impacts that shall notify the urgency of the request.
The progress report will be presented by the Project manager to the
management and the team leaders.
Weekly meetings will be conducted between the Project Manager and the
Managers.
Change will be communicated and implemented in a timely fashion.
PROCUREMENT MANAGEMENT: -

The Procurement Manager will maintain a Procurement Management Plan in

accordance with the Project Plan. The procurement plan will document the following:

How / when and by what means the resources(material, equipment, etc.) will be
contracted
All procurements will be monitored by the procurement manager and project
manager shall be kept in loop at all times.
In an event of any change in the scope, it shall be the responsibility of the
project manager to notify the procurement manager in a timely manner and the
procurement manager will acquire the relevant resources.
All procurements shall be obtained through open bid in order to obtain the best
quality in the least possible price. (construction equipment)
Procurement process
Procurement of material required for the initial testing will be done by the project
manager as per the requirement provided by the sponsor.
In case of sub-contraction involvement, PM will be responsible for the monitoring
and controlling of the material and service.

RESOURCE MANAGEMENT: -

All materials and services to be delivered as part of the project along with cost
estimates and quality information.

OUTSTANDING ISSUE: -

Project manager will be responsible not only for workmanship but also for all
reporting and report related matters, change requests, Etc.
Any delay caused by the sponsor will be charged accordingly man hours,
opportunity cost, time delay cost.
Third party liability insurance by AA rated company.
All employee health and life insurance policy.
APPROVALS AND PAYMENT OPTIONS: -

As stated in the charter it is the responsibility of the sponsor to get all Initial
Approvals pertaining to the project such as NOC , CDA approval , WAPDA , etc.
All payments will be through cheques ( Postal Orders / Bank Drafts)
No payment shall be delayed more than one week from the date of invoice.
Project Manager will be part of all invoicing details.

REFRENCES: -
All CDA/RDA bylaws will be followed with prior approval.
All architectural designs and blue prints of the project will be submitted to
CDA/RDA for approval and record purposes.

PROJECT FEASIBILITY REPORT

Background: -

The people of Twin cities travelling by public transport are passing through double
agony because despite getting high fares, the transporters do not finish their routes,
thus making the commuters pay extra fare for reaching their destinations by changing
two vehicles from Saddar to Pak Secretariat. Moreover, during peak hours, vehicles
are overloaded.

Therefore, the existing public transport system requires a major uplift in level of
service and quality. In order to tackle this problem and provide improved quality of
public transport, Government of Punjab, Rawalpindi Development Authority (RDA)
decided to construct the Metro Bus System (MBS) in Islamabad. The total length of
the route from Saddar to Pak Secretariat will be approximately 23 KM. The route will
consist of 24 Bus Stations, TEN bus stations will be established in Rawalpindi and
Fourteen in Islamabad. An 8.6 KM elevated track, consisting of 10 bus stops, would
be constructed from Flashmans Chowk in Saddar to Faizabad.From Faizabad it turns
towards Islamabad using IJP Road and enters Jinnah Avenue via 9th Avenue and
continues towards Pak Secretariat.

Market Viability: -

Since the twin cities are hub of economic, political, and educational activities,
significant commuting takes place between the twin cities and adjoining areas. The
need of such quality transport system is necessity.

Target Market: -

The targetaudience for this projectisthegeneral populationof Rawalpindi and

Islamabad, travelling daily between the twin cities.

Competitive Advantage: -

Metro bus service is one unique of its kind; it will provide quality and environmental
friendly transport facility to the public.
Will provide transport safety, transport productivity, travel reliability, travel
choices, and social equity;
Will reduce the traffic conflicts/accidents due to reduction in number of
vehicles on road;
Will help save the travelling time by reduction in traffic congestion;
Will reduce the fuel consumption by reducing the demand of private
vehicle etc;

Environment and climate feasibility: -

The physical environment includes topography, geology and soils, climate,
hydrology and drainage, land use, surface water and quality, groundwater and
quality, ambient air quality, noise levels, floods and seismicity.

The climate of the project area is hot in summer and moderate in winter. The
coldest month is December and the hottest is June. Flood discharges have also been
reported at various locations along the Nullah Lai. According to the Seismic Zoning
Map (prepared by Pakistan Meteorological Department), the proposed Project falls in
Zone 2 B (Moderate), where 2B represents peak horizontal ground acceleration from
0.16 to 0.24 g.

Positive and Negative Impacts of Project: -

The proposed project will have both positive and negative impacts during the
construction and operational phases, for which proper mitigation measures are
necessary. During the field survey, significant efforts were made to identify the main
social, cultural and environmental issues related to the project. Various government
departments and agencies were also contacted for obtaining salient information
along with area resident/ stakeholders. Most of the perceived impacts are during
construction phase. Following is the list of main concerns identified in the study:

Disturbance to the public movement during construction;

Excavation and Vibrations due to construction machinery may affect the
structure stability of the buildings during construction.
Disturbance in the daily routine activities of locals and the people visiting
educational and health facilities, like; Hamdard University, Virtual
University, the University of Lahore, Allama Iqbal Open University, Kulsoom
International Hospital, Polyclinic etc. during construction;
Air and noise pollution due to the operating of construction machinery
during construction phase of the project;
Solid waste generation during construction and operation;
Generation of municipal waste water and wastewater from construction
activities;
 Accidental leaks/spills of hazardous chemicals from construction activities
and machinery;
Health and safety issues of the workers;
Contamination of water body by construction activities;
Removal of vegetation;
Visual impact in cause of fenced dedicated MBS lane;
trash pooling resulting from improper drainage system and consequent
Inconvenience to the public;
Land Acquisition and Resettlement; and
Relocation of public utilities.

Cost: -

The total cost of package I is expected to be Rs 4,701,404,017/. Break up

of cost is given below

Sr Description Amount in Rs.

No
1 Earth work & Allied Activities 21,470,780/-

2 Sub-base & base 194,537,100/-

3 Surface Courses & Pavement 120,413,600/-

4.1 Structure (Elevated flyovers for MBS) 3,752,640,590/-

4.2 Structure(NJB/Rigid pavement) 22,259,220/-

4.3 Structure( Pedestrian Bridges) 230,690,400/-

4.4 Structure (Bus Stations) 125,575,012/-

5 Drain and Drainage system 152,067,320/-

6 Ancillary works 117,673,005/-

7 General items 23,600,000/-

8 Electrical works 251,765,176/-
 Total 5,012,692,20
LESS 6.21% (Rebate) (311,288,185)

Total Contract Price 4,701,404,01

7

PROJECT HUMAN RESOURCE MANAGEMNET PLAN

Purpose: -

This document describes the Staff Management Plan for the Package I of the
Project. The purpose of the Staff Management Plan is to capture how the project
manager will manage the project staff resources throughout the life of the project.
The Staff Management Plan will make certain the project has sufficient staff
possessing the correct skill sets and experience to ensure a successful project
completion.

Scope: -

This Staff Management Plan identifies the process and procedures used to manage
staff throughout the projects life. The plan describes the planning and acquisition of
staff, describes the responsibilities assigned to each staff, and discusses transition
of staff to other assignments.

Staff Estimates: -

This section describes the type of HR and their quantity that will be required for
completion of the project. Approximately 400 employees working on the package I,
Employees include
 Project Manager

Procurement and Logistics Manager

Construction Manager

Construction Workers

Human Resource Manager

Finance and Accounts Manager

Budget Control Team Lead

Risk Manager

Chief Mechanical Engineer

Civil Engineers

Equipment Deployment Engineer

3rd Engineers

Lead Architect and Designers

Electrical Engineers

Security Guards

Staff Acquisition: -

Internal Acquisition

This section describes the procedure of internal acquisition of the project staff that
will not be hired but will be moved to this project from some other project. Project
Manager will assign the existing resources as and when required by the Project
Manager during different phases of the project.

Selection/Recruitment

HR Manager will schedule interviews for the shortlisted candidates. The interviews
will be conducted by HR Manager, Project Manager and respective Manager of the
concerned department. After the first round of interviews, HR Manager will further
shortlist the candidates and call the candidates for final round of interviews

Staff Training: -

Ongoing Staff Training

At the start of the project, the direct or functional managers would review their staff
skill sets against any new roles or responsibilities needed for the phase. Each
manager and their staff should discuss where additional training might be needed
to ensure staff has the necessary skills to execute the activities for each project
phase.

Staff Transition: -
Transition to other Projects
The project manager is responsible for ensuring any pending work is transferred to
a remaining staff member to ensure timely transition and completion of the work. If
appropriate, the receiving staff may request additional training to support the new
responsibilities.

Transition at Project Completion

This section describes the process for transitioning staff once the project is
completed. It also describes how the project or department will help to place staff.
This section indicates how staff will be released.
Roles and Responsibilities: -

This section describes the specific roles and responsibilities as they have been
tailored for the project. These are not meant to be job descriptions, but rather a
summary of the responsibilities for each role.

Project Manager: -

The Project Manager is accountable to the Project Director for all the project office
management related activities. The Project Manager plans, guides, and oversees
the day-to-day internal activities that support the Project Office, and assists in the
development of the master project schedule and all other project work plans. The
Project Manager is accountable for the development, maintenance, and adherence
to the Project Office infrastructure and supporting methodologies (e.g. processes,
procedures, standards, and templates) that are in compliance with organizations
Best Practices and policies.

COMMUNICATION MANAGEMENT PLAN: -

The purpose of the Communications Management Plan is to define the

communication requirements for the project and how information will be distributed
throughout the project. The Communications Management Plan defines the
following:

Communication requirements based on roles

What information will be communicated
How the information will be communicated (Mode of Communication)
Frequency of the distributed information
Who does the communication
Who receives the communication

This Communications Management Plan sets the communications framework for

this project. It will serve as a guide for communications throughout the life of the
project and will be updated as communication needs change. This plan identifies
and defines the roles of persons involved in this project. It also includes a
communications matrix which maps the communication requirements of this
project. An in-depth guide for conducting meetings details the communications
rules and how the meetings will be conducted, ensuring successful meetings. A
project team directory is included to provide contact information for all stakeholders
directly involved in the project.

Communications Management Approach: -

The Project Manager will take a proactive role in ensuring effective communications
on this project. The communications requirements are documented in the
Communications Matrix presented in this document. The Communications Matrix
will be used as the guide for what information to communicate, who is to do the
communicating, when to communicate it and to whom to communicate.

SCHEDULE MANAGEMENT PLAN : -

Introduction

Purpose of the Schedule Management Plan

The Schedule Management Plan has the following purposes:

To present the schedule of the project;

To identify factors that will tend to delay the schedule; and

To describe procedures that will be used to deal with schedule slippages.

Potential Causes of Schedule Slippage: -

Following is a list of the factors that could lead to a slippage in the schedule.
 Project activities require more effort than planned;

Project staff requires more training or experience to meet the estimates;

Additional activities beyond those planned are required;

Specific technical skills were assumed in the plan that is not available;

Customer decision are not made in a timely manner; or

The review and approval of deliverables takes longer than planned.

Project Control Procedures

Identification of Schedule Problems

Weekly review of activity status and estimates to complete work packages. Each
current activity will be reviewed and an estimate to complete (ETC) it will be made.
The estimate to complete will be added to the effort already spent. A potential
slippage occurs when that total (EAC) exceeds the original estimate.

Weekly (or other) review of unplanned requirements such as equipment, staff, or

consulting resources. The adequacy of current resources, human and equipment will
be reviewed. A potential schedule slippage occurs when the need for additional
resources is identified.

Weekly (or other) review of customer activities and performance. The response of
the customer team will be reviewed, particularly for current activities. A potential
slippage occurs when there are delays in responsiveness or customer decisions.

Weekly (or other) review of risks and changes to risks. The current status of risks
will be reviewed as described in the Risk Management Plan.

Weekly (or other) review of changes to scope, approved or otherwise The current
status of scope compliance will be reviewed as described in the Scope Management
Plan. A potential slippage occurs when unapproved scope changes are being carried
out.

Resolution of Schedule Problems

Resolve the slippage the schedule slippage will be resolved by (adding resources,
authorizing overtime, engaging consultants). The effect of this approach will be to
increase costs.

Apply contingency See below for the procedure to apply contingency to a

schedule slippage.

EXECUTING