Team-5-project-final-report 6.21.2015

Running Head: TEAM 5 PROJECT FINAL REPORT 1

Team 5 – Project Final Report

by

Team 5

Yuka Kakuta, Jeffrey Lee, Shu Zhang, Smita Karnik, Chingmin Lin

Submitted in Partial Fulfillment of the Requirements of PJM6910 Capstone

to

Mr. Robert J. Tess, PE, PMP

Northeastern University – College of Professional Studies

May 3, y

TEAM 5 PROJECT FINAL REPORT

Table of Contents

Abstract 4

Scope Statement Plan 5Business objective 5Major deliverables 5Milestones 5Customer requirements 7Stakeholder register 7Communication plan 9Issue and escalation approach 13Work breakdown structure 13WBS outline 14WBS dictionary 18Responsible action matrix 19Discussion of activity estimates 20Discussion of duration estimates 22Discussion of resource estimates 24Resource sheet 24Scope statement summary 27

Budget Management Plan 28Project budget status 28Anticipated budget problems 29The addition of contingency to the budget 29The process used to access the unused funds 33Budget management summary 33

Risk Management Plan 34Concept of risk as it applies to projects 34Risks in the project 35Unpredicted task variance 38Risk management summary 39

Quality Management Plan 40Importance of quality management plan 40Quality matrix 40Quality management summary 56

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Earned Value Management Plan 56Benefits of earned value management 56Milestone choosing 57Project overall statistics 57Variances of the project 58Performance index 63Project forecast 64Earned value management summary 65

Change Management Plan 67Change management summary 67

Lessons Learned 68

Conclusion 70

References 72

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Abstract

This document is the final report for the construction of Cape Cod Rail Trail Bridge over the

Bass River in Cape Cod, MA as of May 30th, 2016. The project also included widening of the

channel prior to construction of the bridge. This is the date when our project work is 100%

complete. The goal of this report is to inform the sponsor of the completion of the project and

give him an overall update on how the project has performed in terms of scope, schedule and

cost. In this final report we have presented a comparison of the actual performance of the project

at 100% completion, as of May 30th, 2016 against the established baseline. Also presented in this

report are project scope statement plan, budget management plan, risk management plan, quality

management plan, earned value management plan, change management plan and lessons learned.

Keywords: contingency reserve, management reserve, project scope, statistics,

milestones, budget, risk, quality, change, earned value

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Scope Statement Plan

Business Objective

To attract visitors to come and bike in Cape Cod, this would not only generate revenue to

local businesses, but also created a need for new businesses serving the biking community,

bringing economic health to Cape Cod.

Major Deliverables

1. Project management

2. Construction contract

3. Design

4. Legal documents

5. Construction materials

6. Main Construction

7. Closing

Milestones

Outline Number Milestone Name

1.1.4 Project Integration Management Completed

1.2.6 Project Scope Management Completed

1.3.7 Project Time Management Completed

1.4.4 Project Cost Management Completed

1.5.3 Project Quality Management Completed

1.6.4 Project Human Resource Management Completed

1.7.2 Project Communications Management Completed

1.8.6 Project Risk Management Completed

1.9.2 Project Procurement Management Completed

1.10.4 Project Stakeholder Management Completed

1.11 Project Management Completed

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2.1.3 Road Construction Contract Signed

2.2.3 Dam Toe Construction Contract Signed

2.3.3 Bridge Construction Contract Signed

2.4.3 Landscaping Construction Contract Signed

2.5 Construction Contracts Signed

3.1.3 Construction Road Design Completed

3.2.3 Dam Toe Design Completed

3.3.1.2.1.3 Status Report #1

3.3.4 Bridge Design Completed

3.4.3 Landscaping Design Completed

3.5 Design Completed

4.1.9 Dam Toe Construction Permits Acquired

4.2.3 Bridge Construction Permit Acquired

4.3.3 Landscaping Construction Permit Acquired

4.4 Legal Documents Acquired

5.1.4 Asphalt for Construction Road Acquired

5.2.4 Geotextile Filter Fabric for Dam Toe Acquired

5.3.4 Crushed Stone for Dam Toe Acquired

5.4.4 Riprap Fill for Dam Toe Acquired

5.5.4 Sand Borrow Fill for Dam Toe and Salt Marsh Mitigation Plan Acquired

5.6.4 Granite for Existing Bridge Abutments Acquired

5.7.4Concrete for Existing Bridge Abutments, New Abutments, and Bridge Deck Acquired

5.8.4Rebar for Existing Bridge Abutments, New Bridge Abutments, and Bridge Deck Acquired

5.9.4 Steel Sheet for Bridge Truss and Deck Acquired

5.10.4 Paint for Bridge Decoration Acquired

5.11.3 Lighting System Materials Acquired

5.12.4 Traffic Signs Acquired

5.13.4 Safety & Emergency Equipment Acquired

5.14.4Coir Roll for Salt Marsh Mitigation and Vegetated Wetlands Protection Acquired

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5.15.4 Donor Salt Marsh Block Acquired

5.16.3 Status Report #2

5.16.5 Nursery Acquired

5.17 Construction Materials Acquired

6.1.3 Construction Road Completed

6.2.3 Dam Toe Completed

6.3.3 Bridge Completed

6.4.3 Landscaping Completed

6.5 Main Construction completed

7.1.4 Overall Inspection Completed

7.2.3 Final Document Signed

7.3.5 Lessons Learned Report Completed

7.4 Project Closing Process Completed

8 Project Completed

Customer Requirements

1. Completed the project with $4,126,300 budget

2. Complete the project with 295 days

3. Built a new dam toe in order to repair the river banks

4. Repaired the old abutments before the bridge construction starts

5. Mitigated the salt marsh

6. Added lights on the bridge beside the MassDOT requirements

7. Identified the bridge color

Stakeholder Register

“Stakeholders are people and organizations that are actively involved in the project, or

whose interests may be positively or negatively affected by the project” (Larson & Gray, 2011,

p.341). Additionally, “the stakeholder register is used to identify stakeholders who can provide

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information on the requirements. The stakeholder register also captures major requirements and

main expectations stakeholders may have for the project” (PMBOK, 2013, p. 113).

ID Stakeholder Stakeholder Name

Stakeholder Classification

Stakeholder Interest/Power

Stakeholder Strategy

1 Sponsor Robert Tess Supporter High/High Keep informed,Manage expectations

2 Project Manager

Yuka Kakuta Supporter High/High Be proactive, Gain support,Communicate

3 Project Team Shu ZhangJeffrey LeeSmita KarnikChingmin Lin

Supporter High/High Be proactive, Communicate

4 Federal Government

Mike* Supporter High/High Manage expectations Keep informed

5 State Government

John* Supporter High/High Manage expectations,Keep informed

6 Residents of Yarmouth

Jason* Supporter High/Low Keep informed

7 Residents of Dennis

Several Supporter High/Low Keep informed

8 Massachusetts Department of Transportation

William* Neutral Medium/Medium

Keep informed

9 US Army Corp of Engineers Chief Architect

Steve* Supporter High/High Manage expectations

10 US Army Corp of Engineers Construction Department

Allen* Supporter High/High Communicate project specifications as required

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11 US Army Corp of Engineers Inspection Department

Sally* Supporter High/High Manage expectations,Keep informed

12 Subcontractors Several Neutral Medium/Low Manage expectations

13 Construction Material Vendors

Several Neutral Medium/Low Communicate schedule and material requirements in a timely manner to ensure delivery

14 Equipment Suppliers

Several Neutral Medium/Low Communicate schedule and material requirements in a timely manner to ensure delivery

15 U.S Environmental Protection Agency

Nancy* Neutral Medium/Medium

Keep informed

*Representative stakeholders

Communication Plan

There were many stakeholders in our project; therefore, developing efficient and effective

communication plan were necessary for the project. This communication plan gathered the

important project information exchange and clarified understanding between the stakeholders

and project team.

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ID Stakeholder Stakeholder Name

Communication Method

Frequency of Communication

Information to be communicated

1 Project Sponsor Robert Tess Face to face

Email Hardcopy Reports

Biweekly Project Progress, and the cost, schedule, and quality of the project.

2 Project Manager

Yuka Kakuta Face to face

Fax

Telephone Hardcopy Reports

Intranets

Daily Project report, milestone report, and the key man of communication

3 Project Team Shu Zhang

Jeffrey Lee

Smita Karnik

Chingmin Lin

Face to face

Fax

Telephone Hardcopy Reports

Intranets

Daily Project status report, risk report, and milestone report

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4 Federal Government

Mike* Face to face Fax

Hardcopy Reports

Monthly Construction permit

5 Massachusetts Government

John* Face to face

Fax

Hardcopy Reports

Weekly Inspection report and construction permit

6 Residents of Yarmouth

Jason* Face to face

Email Telephone

Weekly as needed

Influence of daily life

7 Residents of Dennis

Several Face to face Email Telephone

Weekly as needed

Daily as needed

Influence of daily life

8 Massachusetts Department of Transportation

William* Face to face Fax

Telephone

Hardcopy Reports

Weekly as needed

Construction requirements

9 US Army Corp Steve* Face to face Daily as needed Construction

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of Engineers Chief Architect

Email Telephone requirements

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10 US Army Corp of Engineers Construction Department

Allen* Face to face Fax

Email Telephone

Weekly as needed

Construction management report

11 US Army Corp of Engineers Inspection Department

Sally* Face to face Fax

Email

Hardcopy

Weekly as needed

Construction management report

12 Subcontractors Several Face to face Telephone Email

Hardcopy

As needed Delivery schedule and materials quality report

13 Construction Material Vendors

Several Face to face Telephone

Email

Hardcopy

As needed Supplies all necessary material for project work

14 Equipment Suppliers

Several Face to face Telephone Email Hardcopy

As needed Supplies all necessary equipment for construction.

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15 U.S Environmental Protection Agency

Nancy* Face to face Email Hardcopy Reports

Weekly as needed

Environmental report and inspection

Issue and Escalation Approach

The issue and action item management process worked as following six steps.

1. Identified the issue

2. Analyzed the issue

3. Evaluated the issue

4. Accepted the issue

5. Dealt with the issue

6. Followed up the issue

Work Breakdown Structure (WBS)

“The WBS is a hierarchical decomposition of the total scope of work to be carried out by

the project team to accomplish the project objectives and create the required deliverables”

(Project Management Institute, p. 126). We chose the WBS method for our project because it

offered our stakeholders a clear and logical view of the project scope. There were seven major

deliverables in second level of WBS. One of them was the main construction which has four

major parts: Construction Road, Dam Toe, Bridge, and Landscaping.

WBS Outline

WBS Task Name

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0 Team 5 Cape Cod Rail Trail Bridge

1 Project Management

1.1 Project Integration Management

1.2 Project Scope Management

1.3 Project Time Management

1.4 Project Cost Management

1.5 Project Quality Management

1.6 Project Human Resource Management

1.7 Project Communications Management

1.8 Project Risk Management

1.9 Project Procurement Management

1.10 Project Stakeholder Management

2 Construction Contracts

2.1 Construction Road

2.1.1 Bidding Conference

2.1.2 Construction Contract

2.2 Dam Toe Construction



2.3 Bridge Construction



2.4 Landscaping Construction



3 Design

3.1 Construction Road Design

3.1.1 Construction Road Design Draft

3.1.2 Final Version of Construction Road Design

3.2 Dam Toe Design

3.2.1 Dredge and Fill Plan

3.2.1.1 Dredge and Fill Plan Draft

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3.2.1.2 Final Version of Dredge and Fill Plan

3.2.2 Sand over Riprap Plan

3.2.2.1 Sand over Riprap Plan Draft

3.2.2.2 Final Version of Sand over Riprap Plan Draft

3.3 Bridge Design

3.3.1 Bridge Abutment Design

3.3.1.1 Existing Bridge Abutment Repair Plan

3.3.1.1.1 Existing Bridge Abutment Repair Plan Draft

3.3.1.1.2 Final Version of Existing Bridge Abutment Repair Plan

3.3.1.2 New Bridge Abutment

3.3.1.2.1 New Bridge Abutment Design Draft

3.3.1.2.2 Final Version of New Bridge Abutment Design

3.3.2 Bridge Truss and Deck Design

3.3.2.1 Bridge Truss and Deck Design Draft

3.3.2.2 Final Version of Bridge Truss and Deck Design

3.3.3 Bridge Finalizing Construction Design

3.3.3.1 Bridge Decoration Design

3.3.3.1.1 Bridge Decoration Design Draft

3.3.3.1.2 Final Version of Bridge Decoration Design

3.3.3.2 Lighting System Design

3.3.3.2.1 Lighting System Design Draft

3.3.3.2.2 Final Version of Lighting System Design

3.3.3.3 Traffic Signs Design

3.3.3.3.1 Traffic Signs Design Draft

3.3.3.3.2 Final Version of Traffic Signs Design

3.3.3.4 Safety Equipment Design

3.3.3.4.1 Safety Equipment Design Draft

3.3.3.4.2 Final Version of Safety Equipment Design

3.4 Landscaping Design

3.4.1 Salt Marsh Mitigation Plan

3.4.1.1 Salt Marsh Mitigation Plan Draft

3.4.1.2 Final Version of Salt Marsh Mitigation Plan

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3.4.2 Vegetated Wetlands Protection Plan

3.4.2.1 Vegetated Wetlands Protection Plan Draft

3.4.2.2 Final Version of Vegetated Wetlands Protection Plan

4 Legal Documents

4.1 Related Permits for Dam Toe Construction

4.2 Bridge Construction Permit

4.3 Landscaping Construction Permit

5 Construction Materials

5.1 Asphalt for Construction Road

5.2 Geotextile Filter Fabric for Dam Toe

5.3 Crushed Stone for Dam Toe

5.4 Riprap Fill for Dam Toe

5.5 Sand Borrow Fill for Dam Toe and Salt Marsh Mitigation Plan

5.6 Granite for Existing Bridge Abutments

5.7 Concrete for Existing Bridge Abutments, New Abutments, and Bridge Deck

5.8 Rebar for Existing Bridge Abutments, New Bridge Abutments, and Bridge Deck

5.9 Steel Sheet for Bridge Truss and Deck

5.10 Paint for Bridge Decoration

5.11 Lighting System

5.11.1 Road Lights

5.11.2 Electric Cable

5.12 Traffic Signs

5.13 Safety & Emergency Equipment

5.14 Coir Roll for Salt Marsh Mitigation and Vegetated Wetlands Protection

5.15 Donor Salt Marsh Block

5.16 Nursery

6 Main Construction

6.1 Construction Road

6.1.1 Road Construction

6.1.1.1 Roadbed

6.1.1.2 Road Surface

6.1.2 Construction Road Inspection

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6.2 Dam Toe

6.2.1 Dam Toe Construction

6.2.1.1 Dredging

6.2.1.2 Filling

6.2.1.2.1 Geotextile Filter Fabric

6.2.1.2.2 Crushed Stone Fill

6.2.1.2.3 Dumped Riprap Fill

6.2.1.2.4 Sand Fill

6.2.2 Dam Toe Construction Inspection

6.3 Bridge

6.3.1 Bridge Construction

6.3.1.1 Bridge Abutment

6.3.1.1.1 Existing Bridge Abutment Repair

6.3.1.1.1.1 Existing Bridge Abutment 1

6.3.1.1.1.2 Existing Bridge Abutment 2

6.3.1.1.2 New Bridge Abutment

6.3.1.1.2.1 New Concrete Bridge Abutment 1

6.3.1.1.2.1.1 Concrete Pile Cap

6.3.1.1.2.1.2 Concrete Abutment Walls

6.3.1.1.2.2 New Concrete Bridge Abutment 2

6.3.1.1.2.2.1 Concrete Pile Cap

6.3.1.1.2.2.2 Concrete Abutment Walls

6.3.1.2 Bridge Body

6.3.1.2.1 Bridge Truss

6.3.1.2.2 Bridge Deck

6.3.1.3 Bridge Finalizing Construction

6.3.1.3.1 Bridge Decoration

6.3.1.3.2 Lighting System

6.3.1.3.3 Traffic Signs

6.3.1.3.4 Safety Equipment

6.3.2 Bridge Construction Inspection

6.3.2.1 Bridge Abutments

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6.3.2.1.1 Existing Bridge Abutments Repair

6.3.2.1.2 New Concrete Bridge Abutments

6.3.2.2 Bridge Body



6.3.2.3 Bridge Finalizing Construction





6.4 Landscaping

6.4.1 Landscaping Construction

6.4.1.1 Salt Marsh Mitigation

6.4.1.2 Vegetated Wetlands Protection

6.4.2 Landscaping Construction Inspection



7 Closing

7.1 Overall Inspection

7.2 Project Sponsor Sign-off

7.3 Lessons Learned Report

WBS Dictionary

Description of workResources required

Technical References

6.2.1.1 Dredging

To dredge existing river bed

Engineer, Sub-constructor, Construction machine

Area of dredging below MHW (13,135 SF)

6.2.1.2 Filling To fill rocks and sand to build new

Engineer, Sub-constructor,

Area of rock fill below AHW (9,300 SF),

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dam toe Construction machine,Materials

Area of sand fill over riprap below AHW (6,453 SF)

6.3.1.1 Bridge Abutment

To build two concrete abutment

Engineer, Sub-constructor,Construction machine,Materials

The new concrete abutments let the bridge higher than the edge of dam toe 3 feet.


To build the framework of bridge

Engineer, Sub-constructor,Construction machine,Materials

The overall bridge length is 165.5 feet; height above floor is 9 feet, width is 16 feet.


To build the floor of bridge

Engineer, Sub-constructor,Mass DOT,Construction machine,Materials

The width of bridge floor is 14 feet.

Responsibility Action Matrix (RAM)

RACI Chart

Resources

Deliverables

Project management

DesignMain

Construction Preparation

Main Construction

Controlling and

MonitoringClosing

1Project sponsor

(Robert Tess)C C C C C A

2 Project R A A A R R

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manager3 Project team A A A A A A

4Federal

governmentI I I I I I

5Massachusetts government

I I I I I I

6Residents of

YarmouthI I I I I I

7Residents of

DennisI I I I I I

8 Mass DOT I I I I I I

9US army corps

of engineersC C C C I I

10 Architects C R A A A C

11Construction

companyC A R R A I

12 Subcontractors I A A A A I

13Construction

material vendors

I I A A I I

14Equipment suppliers

I I A A I I

15

U.S Environmental

Protection Agency

I I A I I I

Note: R=Responsible A=Accountable C=Consult I=Inform

Discussion of Activity Estimates

According to the PMBOK Guide (2013), there were three major tools and techniques of

defining activities: Decomposition, Rolling Wave Planning, and Expert Judgment (p. 151).

Decomposition was the most popular technique in our team when we were defining the activities

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because it was easy to use for the team who din not have so many related industry knowledge

like us.

Project Management Institute (2013) explains that, “Involving team members in the

decomposition can lead to better and more accurate results” (p. 152). Based on this explanation,

our team manager assigned different part of WBS to different team members to define activities.

For example, the members who were familiar with project management knowledge could be in

charge of the deliverables about project management. And others who were interesting in the

technical stuffs of construction could be in charge of the deliverables about construction design

and construction process.

When we were defining the activities, we did our best to complete the activity list

because that was the foundation for our team of producing project schedule network diagrams in

the next step. Project Management Institute (2013) also defines that, “Each work package within

the WBS should be decomposed into the activities required to produce the work package

deliverables” (p. 152). So our team manager asked every team member that we have done lots of

research to understand the background knowledge and details of their assignments in order to

produce a professional activity list. Some of our team members had to check all necessary

activities listed under every project management knowledge area chapters in the PMBOK Guide

and then inserted them into our task list to follow the most professional way in project

management field. And others who were in charge of defining the activities of construction work

packages understood all of those work packages and then defined their activities. For example, in

order to insure the qualities of all finalizing works of design, our team defined several activities,

such as:

1. Review the draft of design;

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2. Create and test virtual construction model (optional);

3. Develop the final version of design.

That was a great process to help us to produce the most thorough designs.

Discussion of Duration Estimates

Activity duration estimates are quantitative assessments of the likely number of time

periods that are required to complete an activity (PMBOK, p. 172).

The 3 activities that we chose from our MS Project Schedule were as follows:

6.2.1.1.1 dredge the existing river bank and bed

6.3.1.3.2.2 set up bridge lights

6.3.1.3.1.1 color the bridge

We all knew that poor estimates could be a major contributor of project failures. It was

therefore important to be as accurate as possible. Duration estimations made several assumptions

and judgments. For the activities listed above we used 3 different duration estimation techniques.

These were:

1. PERT (Program Evaluation Review Technique)

2. Expert Judgment

3. Analogous Estimating

Activity 6.2.1.1.1 dredge the existing riverbank and bed.

PERT was used for duration estimation of this activity. As stated in PMBOK, the

accuracy of single-point activity duration estimates may be improved by considering estimation

uncertainty and risk (p. 170). PERT is a technique that was developed in the 1960’s when

Department of Defense was working on a missile project. The idea was to look at not only the

“best guess” estimate, but to also look at optimistic and pessimistic estimates. PERT estimates

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use 3 assumptions: Optimistic (O), Most likely (M), and Pessimistic (P). This estimation could

be helpful when there was a high degree of uncertainty, e.g. due to risks.

The limitation of this method was that it took some work, because 3 estimates must be

made, and the most likely was possibly a guess. The actual duration could be higher or lower.

The formula used to calculate the duration for 6.2.1.1.1 activity was as follows:

(O + 4M + P) / 6

Where O = 3, M = 5, and P = 7

(3 + 20 + 7) / 6 = 5

The values for O, M, and P were estimated for the purpose of this exercise.

Activity 6.3.1.3.2.2 set up bridge lights.

Expert judgment was used for duration estimation of 6.3.1.3.2.2 activity. As stated in

PMBOK, expert judgment, guided by historical information, can provide duration estimate

information or recommended maximum activity durations from prior similar projects (p. 169).

Expert judgment was quick and easy if you could get an expert who has the knowledge of the

activity. The limitation of this method was that, an expert might not always be readily available

to share knowledge, and sometimes the experts could estimate duration with no rationale or data

to support it. We talked to a technical expert, an electrician, who had the knowledge of a similar

activity to help us with our estimation.

Activity 6.3.1.3.1.1 color the bridge.

Analogous estimating was used for duration estimation of 6.3.1.3.1.1 activity. Analogous

estimating was also a form of expert judgment. As stated in PMBOK, analogous estimating is a

technique for estimating the duration of an activity using historical data from a similar activity

(p. 169). Analogous estimating used parameters from a previous, similar project as the basis for

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estimating a future project. When estimating durations, this technique relies on the actual

duration of previous, similar projects as the basis for estimating duration of the current project

(PMBOK, p. 169).

The accuracy of estimation would depend on how similar the activity of a project was,

which was being used for comparison.

The advantage of this method was that using it was quick and could yield estimations

with fair accuracy. The limitation of this method was that to use it, one must have similar

activities for comparison.

Discussion of Resources Estimate

In order to meet the expected budget and time requirement by the sponsor, we

decomposed the construction into four parts. Also, the human resources had to be divided into

several parts to avoid over allocation. US Army Corps of Engineers were our major contractor,

which was one of the world’s largest public engineering, design, and construction management

organizations. There were several human resources from it in our project, including architects,

construction department and inspection department. Furthermore, other human resources were

listed based on the stakeholder register and activities. All human resources were paid in

reasonably based on the research we did on Salary.com. All material and equipment prices were

based on the area, number of use, and research we did from online resources.

Resource Sheet

Resource Name Type Std. Rate Cost/UseProject Sponsor Robert Tess Work $0.00/hr $0.00PM Jeffrey Lee Work $60.00/hr $0.00PM Yuka Kakuta Work $60.00/hr $0.00PM Shu Zhang Work $60.00/hr $0.00PM Smita Karnik Work $60.00/hr $0.00

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PM Chingmin Lin Work $60.00/hr $0.00Road Construction Contract Material $0.00 $50,000.00Dam toe Construction Contract Material $0.00 $800,000.00Bridge Construction Contract Material $0.00 $2,100,000.00Landscaping Construction Contract Material $0.00 $50,000.00Road Construction Chief Architect Steve

Work $0.00/hr $0.00

Road Construction Architect Assistant Wall

Work $0.00/hr $0.00

Dam Toe Chief Architect Ryan Work $0.00/hr $0.00Dam Toe Architect Assistant Bob Work $0.00/hr $0.00Dam Toe Architect Assistant Mike Work $0.00/hr $0.00Dam Toe Architect Assistant Leonard Work $0.00/hr $0.00Bridge Chief Architect Thomas Work $0.00/hr $0.00Bridge Architect Assistant Duncan Work $0.00/hr $0.00Bridge Architect Assistant James Work $0.00/hr $0.00Bridge Architect Assistant Packer Work $0.00/hr $0.00Bridge Architect Assistant Lee Work $0.00/hr $0.00Landscaping Chief Architect Han Work $0.00/hr $0.00Landscaping Architect Assistant Reno

Work $0.00/hr $0.00

Landscaping Architect Assistant Peter

Work $0.00/hr $0.00

US Army Corp of Engineers Road Construction department

Work $0.00/hr $0.00

US Army Corp of Engineers Dam Toe Construction department Team A

Work $0.00/hr $0.00

US Army Corp of Engineers Dam Toe Construction department Team B

Work $0.00/hr $0.00

US Army Corp of Engineers Bridge Construction department Team A

Work $0.00/hr $0.00

US Army Corp of Engineers Bridge Construction department Team B

Work $0.00/hr $0.00

US Army Corp of Engineers Bridge Construction department Team C

Work $0.00/hr $0.00

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US Army Corp of Engineers Landscaping Construction department Team A

Work $0.00/hr $0.00

US Army Corp of Engineers Landscaping Construction department Team B

Work $0.00/hr $0.00

US Army Corp of Engineers Inspection department

Cost

Massachusetts Department of Transportation

Cost

The United States Coast Guard CostU.S Environmental Protection Agency

Cost

Asphalt Material $0.00 $21,000.00Geotextile Filter Fabric Material $0.00 $12,000.00Crushed Stone Material $0.00 $30,000.00Riprap Material $0.00 $50,000.00Sand Material $0.00 $10,000.00Granite Material $0.00 $450,000.00Concrete Material $0.00 $100,000.00Rebar Material $0.00 $5,000.00Steel Sheet Material $0.00 $300,000.00Road Lights Material $0.00 $33,000.00Paint Material $0.00 $5,000.00Traffic Sign Material $0.00 $6,000.00Electric Cable Material $0.00 $10,000.00Coir Roll Material $0.00 $5,000.00Donor Salt Marsh Block Material $0.00 $500.00Nursery Material $0.00 $5,000.00Contingency Funds ($310307) CostConference Room CostBidding Conference Room Material $0.00 $500.00Safety & Emergency Equipment Material $0.00 $100.00

Scope Statement Summary

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What we did.

We identified the project major deliverables and milestones, and we achieved seven

customer requirements. Stakeholder registers and communication plans were developed. The

WBS and RAM were fixed after some changes and the sponsor’s suggestions. Several methods

helped us to estimate activities, duration, and resources. At the end, resource sheet was listed

with some changes.

Key results.

The new project deliverables and milestones were confirmed, and the customers were

satisfied with their requirements. Stakeholder registers and communication plans provided

convenience for our team to contact our stakeholders, when we needed to change our project

plans. The methods that we used to estimate the project activities, duration, and resources were

appropriate. In addition, we the resources sheet, we had estimated out project correctly.

Conclusion.

We had accomplished our project scope statement with the basic elements, such as

project deliverables, milestones, customer requirements, etc. Stakeholder registers,

communication plan, WBS, RAM, and the estimation of activity, duration, and resource were

helped us to develop the scope statement as appropriate as possible. All in all, we could plan our

project to the next stage.

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Budget Management Plan

Project Budget Status

For our Cape Cod Rail Trail Bridge construction project, the following are the cost

breakdown:

1. Our original project budget is $5,000,000

2. Our work package cost is $4,112,380

3. Our Contingency fund is $310,307

4. So our management reserve is 577,313

Here is the cost overview report from the MS project based on our project plan:

Anticipated Budget Problems

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There was no critical financial issue in our project, and we had listed a couple of

anticipated budget problems that we paid attention to.

The largest expenses in this project were construction contracts and construction

materials. These two parts of expenses were critical for our project cost. If our cost estimation

was not accurate enough, the actual expenses might differ from the current budget, they might

increase or decrease the project cost. Therefore, we controlled and monitored these expenditures,

and tracked the construction process and material delivery progress of our outsource stakeholders

even after we had signed the contracts. Moreover, we identified our risk for the project, and

prepared the mitigation plans. Also, we reserved 8% of entire budget as contingency funds.

However, if many negative risks happen and turn into incidents, the contingency funds may be

not enough and the duration of entire project may extend. We dis not expect this to happen, but

we tired our best to avoid the risks before they happened by monitoring the project carefully.

The Addition of Contingency to the Budget

We decided the total amount of contingency reserve by accumulating all the expected loss

from each critical risk displayed in the risk matrix. The calculation for expected loss is as

follows: Probability of Event Occurrence* Probability of Impact* Total Loss

By summing all the expected loss from risks bringing impact to cost, the total amount of

contingency is $310,307. The following table 1 is a charter providing information about risks

which may impact the budget and their expected loss.

30


Risk Event Consequence/ImpactProbability of

Event Occurrence

Probability of Impact

Total Loss (Time/Cost)

Expected Loss (Time/Cost)

The risk that the project team receive

wrong technical information

The related stakeholders do not state the

technical requirements correctly

0.1 1.0 $1,440 $144

The risk that the allocation of human

resource is not balanced

We need more time for removal of over

allocation0.5 1.0 $920 $480

The risk that the permit application

for dam toe construction is denied by the government

We will need additional time to apply for all the

required permits for dam toe construction

again

0.1 1.0 $4,320 $432


for bridge construction is denied by the government


required permits for bridge construction

again

0.1 1.0 $960 $96


for landscaping construction is denied by the government


required permits for landscaping

construction again

0.1 1.0 $960 $96

The existing bridge abutments should be

removed

We need additional time to remove old

abutments and build new ones

0.1 1.0 $450,000 $45,000

31



Event Occurrence




The quality of cement setting for

pile cap is bad

We need additional time to re-construct concrete

pile caps0.5 1.0 $20,000 $10,000

The quality of cement setting for

abutment wall is bad


bridge abutments0.5 1.0 $20,000 $10,000

The quality of cement setting for bridge deck is bad


bridge deck0.5 1.0 $40,000 $20,000

The technical indexes does not

match the technical requirements for existing bridge

abutment

We need additional time to re-do the old

abutments repair0.1 0.3 $40,000 $1,200

The construction quality does not

match the construction

requirement for existing bridge

abutment

We need additional time to re-do the old

abutments repair0.1 0.3 $40,000 $1,200


match the technical requirements for

new concrete bridge abutments

We need additional time to re-build the new

abutments0.1 0.3 $40,000 $1,200

32



Event Occurrence






requirement for new concrete bridge

abutments

We need additional time to re-build the new

abutments0.1 0.3 $40,000 $1,200


match the technical requirements for

bridge deck

We need additional time to re-build the bridge

deck0.1 0.3 $20,000 $600



requirement for bridge deck

We need additional time to re-build the bridge

deck0.1 0.3 $20,000 $600

The risk that the low temperature will

damage the donor salt marsh block

The materials of salt marsh mitigation need

to be ordered again0.5 1.0 $5,000 $2,500

The overall inspection is not

accepted by sponsor

It will significantly damage the scope, schedule, cost, and quality of project

0.1 0.5 $4,105,180 $205,259

33



Event Occurrence




The overall inspection is not

accepted by stakeholders from

government

It will significantly damage the scope, schedule, cost, and quality of project

0.1 0.1 $1,042,600 $10,000

The risk that important parts of required document

for sign-off are missing

We need additional time to re-produce

documents0.1 0.5 $6,000 $300

Table 1. The risk that may impact the budget and their expected loss

The Process Used to Access the Unused Funds

As mentioned earlier in this report, our project budget remained at $5,000,000. Our

work package cost estimates were $4,112,380 and our contingency reserves were $310,307.

Therefore, the following were the steps the project manager of our team needs to follow to

access those unused funds ($5,000,000 - $4,112,380 - $310,307 = $577,313):

1. Double checked the calculation of work package cost estimates;

2. Double checked the calculation of contingency reserve;

3. Discussed the use of those funds among the project team and generated the extra reserve

request;

4. Sent the project budget status update and request to the sponsor;

5. Based on the response from the sponsor, adjusted the use and amount of extra reserve.

Budget Management Summary

34


What we did.

We created the project budget management plan with baseline cost, contingency reserves,

and unused funds. Furthermore, the contingency reserves were calculated based on the risk

events.

Key results.

The table 2 provides information about original budget status, final budget status, and the

variances between two statuses.

Original Budget Status Final Budget Status VariancesWork Package Cost Estimate $4,112,380 $4,126,300 $13,920

Contingency Reserve $310,307 $298,787 -$11,520Management Reserve $577,313 $574,913 -$2,400

Table 2. Project Budget Data

Conclusion.

Our original cost baseline is $4,112,380. The final cost is $4,126,300 that means it has

been increased by $13,920. This overspending comes from two sections, $11,520 and $2,400.

The amount of $11,520 comes from our contingency reserve. And the amount of $2,400 comes

from our management reserve.

Risk Management Plan

Concept of Risk to Projects

Project risk is an uncertain event or condition that, if it occurs, has a positive or a

negative effect on at least one project objective. A risk may have one or more causes and, if it

occurs, one or more impacts (PMBOK, p. 310). Project risk has its origins in the uncertainty

present in all projects (PMBOK, p. 310). Risks can be known or unknown. Known risks are

those that have been identified and therefore can be managed proactively. Unknown risks are

those that cannot be managed proactively. Managing risks can make a difference between

35


success and failure for a project. It is therefore important to manage them. For example, known

risks that cannot be managed proactively should be assigned a contingency reserve (PMBOK, p.

310). Unknown risks can be managed by assigning a management reserve (PMBOK, p. 310).

Risks can have a positive (opportunity) or a negative (threat) effect on the objectives of a project.

Positive risks or opportunities generate enhanced value for the project. Negative risks or threats

are considered an issue. All risks must be addressed and managed by having a risk management

plan in place. Risk management is the systematic process of planning for, identifying, analyzing,

responding to, and monitoring project risks.

It is important to consider that project risk can occur at two levels–individual risks and

overall project risk. An individual risk may positively or negatively affect one or more of the

project objectives, elements, or tasks. Overall project risk represents the effect of uncertainty on

the project as a whole. Overall project risk is more than the sum of individual risks on a project

(Practice Standard for Project Risk Management, p. 10). Furthermore, it is not possible that a

project could be free from risks. However, it is possible for a project to have all its potential risks

managed and fixed. Therefore, we have this risk management plan in order to identify potential

risks, prevent the risks, and deal with the risks.

Risks in the Project

In Table 3, we recorded all the risks that happened throughout the project. These risks

caused impact to the project at different degrees. These were risks that we failed to prevent but

were able to fix or mitigate by activating the prepared contingency reserve. Some of the risks

that happened but were not identified in the risk matrix were managed by utilizing the surplus of

contingency fund after having discussion with the sponsor.

36

TEAM 5 PROJECT FINAL REPORT 37

Work Package Risk# Risk EventRisk Event

DriversConsequence/Impact Prevention Action Contingency Action

Actual Loss (Time/Cost)

Risk Owner Risk Status

1.2 Project Scope

Management4

The risk that the project team receive wrong

technical information

The related stakeholders do

not state the technical

requirements correctly

We need more time to correct the

mistakes of scope statement

Provide scope statement for

related stakeholders to double check

Revise scope statement

1 day; $480 PM Closed

1.6 Project Human

Resource Management

7

The risk that the allocation of human resource is not balanced

The project manager tend

to rely on teammates with better working performance

We need more time for removal of over

allocation

Consult human resource experts

for work allocation

Re-assign work allocation

1 day; $480 PM Closed

4.2 Bridge Construction

Permit33

The risk that the permit

application for bridge

construction is denied by the government

Government doesn’t allow us to build a construction

road because of environmental

threats


required permits for bridge construction

again

Double check the required

informationAccept

2 days; $960

PM Closed


Work Package Risk# Risk EventRisk Event

DriversConsequence/Impact Prevention Action Contingency Action

Actual Loss (Time/Cost)

Risk Owner Risk Status

4.3 Landscaping Construction

Permit36

The risk that the permit

application for landscaping

construction is denied by the government

Not providing enough

information in the required

documents for landscaping construction


required permits for landscaping

construction again

Double check the required

informationAccept

2 days; $960

PM Closed

6.3.1.1.2.1.1 Concrete Pile

Cap61

The quality of cement setting for pile cap is

bad

The weather would be too dry and cold

We need additional time to re-construct concrete pile caps

Check the condition of

concrete pile caps and keep them

wet

Accept 10 days

Us Army Corps of

Engineers Bridge

Construction Department

Closed

7.2 Project Sponsor Sign-

off75

The risk that important parts

of required document for sign-off are

missing

Some of important documents

about project are lost or

deleted

We need additional time to re-produce

documents

Make the backup files for every

important document

Re-produce the documents

20 days; $9,600

PM Closed

Table 3. Risks in the Project


In Table 3, the risk number 4 and 7 were recorded before Status Report #1, which was on

July 31st, 2015. Risk 33 and 36 were recorded after Status Report #1 but before Status Report #2,

which was on November 20th, 2015. After the Status Report #2, two additional risks, 61 and 75

happened. For risk 61, concrete pile cap task, we decided not to spare more cost to it because this

was part of the construction work for which we had already paid the contract fee to the US Army

Corps of Engineer. However, this risk did cause us to lengthen the schedule by 10 days. For risk

75, we suffered a setback from a serious computer crashing problem because of being hacked.

To get all the important documents back, we had to spend 15 days to get the computer database

repaired and an additional 5 days to confirm that the information was correct prior to being

updated to the latest condition. We needed to spend an additional $9,600 to make things up.

Unpredicted Task Variance

In addition to the risk matrix, there still were some tasks being away from the schedule

during the project. These tasks with variance made the project lose more time and costs, and after

having discussion with the sponsor, we decided to use the surplus of contingency to deal with

them. Table 4 presents all the task variance which happened during the project.

Task # TaskCost

VarianceDuration Variance

1.6.1 Plan human resource management ($480) (1) day1.6.3 Develop project team ($480) (1) day1.8.4 Perform quantitative risk analysis $480 1 day1.10.1 Identify stakeholders $480 1 day

2.2.2.1Review the biddings for dam toe construction

$480 1 day

2.3.2.1Review the biddings for bridge construction

$480 1 day

3.3.1.1.2.1Review the existing bridge abutment repair plan draft

$480 1 day


Table 4. Unpredicted Task Variance

In Table 4, numbers in cost variance and duration variance columns with parentheses are

cost and time we gained from this variance.

Risk Management Summary

What we did.

What we did first in risk management was identifying potential risks. We brainstormed

and generated over 200 risks documented in a risk list at the beginning. After that, we analyzed

them and eliminated risks which might cause only subtle impact against the project, and finally

came up with 75 risks in our risk matrix. In the risk matrix, attributes about every risk were

provided, including risk driver, impact, probability of risk, probability of impact, expected loss,

prevention, and contingency.

Key results.

In this project, we successfully prevented 69 out of 75 risks, which we were able to

anticipate and analyze in our risk matrix. This means that the prevention actions that we took

worked. We were able to prevent or mitigate over 90 percent of potential risks we had predicted.

On the other hand, there were six risks that we could not prevent. These were managed by

activating the contingency reserve. There were other task variances that we were not able to

include in our risk matrix, but we dealt with them with the surplus of contingency because most

of the risks were prevented and would not need to use their prepared contingency reserves.

Conclusion.

We controlled and managed risks in the project and it worked. The effective preventions

and contingency reserves made the project which was originally risky go smoothly.


Quality Management Plan

Importance of Quality Management Plan

Every project should have a quality management plan, in order to achieve International

Organization for Standardization (ISO) quality standards. In this quality management plan, all

work packages are separated into several groups. The specific measurable standards are based on

Federal Laws and Public Stipulations. Project manager and quality manager review and approve

all the metrics by using the five quality management approaches, such as Customer Satisfaction,

Prevention over Inspection, Continuous Improvement, Management Responsibility, and Cost of

Quality (COQ). Moreover, this quality management plan makes sure the project procedure meets

the government stipulation, construction standards and confirms sponsor’s requirements.

Quality Matrix

The following is the quality matrix. Important information includes measurable standard,

its description, measure time, quality assurance owner, and data storage.


Group WBS Task NameSpecific

Measurable Standard

Description When to measureOwner of the

Quality Assurance

Where the data will be

stored

Project Managemen

t

1.1 Project Integration Management

ISO 21500:2012

Create project management plan and make sure that

every output of project management

achieve the ISO standard

When project management completed.05/29/2015

Project Manager

PMO

1.2 Project Scope Management

1.3 Project Time Management

1.4 Project Cost Management

1.5 Project Quality Management

1.6 Project Human Resource Management

1.7 Project Communications Management

1.8 Project Risk Management

1.9 Project Procurement Management

1.10 Project Stakeholder Management



Measurable Standard


Quality Assurance


stored

Bidding Conference

2.1.1 Construction Road Bidding Conference

Mass General Law, Part I, Title XXI,

Chapter 149, Section 44A.

Attendance must over 80%

The laws stipulate some requirements of bidding. Legal

consultant will attend the conference. The attendance must be

over 80%.

During preparing bidding

conference and when holding

bidding conference.05/23/201506/03/201506/08/201506/12/2015

Project Manager

PMO

2.2.1 Dam Toe Construction Bidding Conference

2.3.1 Bridge Construction Bidding Conference

2.4.1Landscaping Construction Bidding

Conference



Measurable Standard


Quality Assurance


stored

Construction Contract

2.1.2 Road Construction Contract

ISO 6707-2:2014. The 1995

Massachusetts Highway

Department Standard

Specifications for Highways and

Bridges Division1, Section3.01-3.06

ISO defines terms applicable to

contracts related to buildings and civil engineering works. Assure the contracts follow ISO standard

and the roles in standard

specifications.

During preparing contract and when

signing up the contract

06/02/201506/08/201506/11/201506/16/2015

Project Manager

PMO

2.2.2 Dam Toe Construction Contract

2.3.2 Bridge Construction Contract

2.4.2 Landscaping Construction Contract



Measurable Standard


Quality Assurance


stored

Design

3.1.1 Construction Road Design Draft

Follow sponsor's requirements.

Deliver the draft on time. Within

budget.

All the drafts and plans have to be delivered on the

appointed time and meet the sponsor's

requirements.

During preparing the draft and

when delivering the draft

06/17/2015 to 09/24/2015

Quality Manager

PMO

3.2.1.1 Dam Toe Design Dredge and Fill Plan Draft

3.2.2.1 Sand over Riprap Plan Draft

3.3.1.1.1 Existing Bridge Abutment Repair Plan Draft

3.3.1.2.1 New Bridge Abutment Design Draft

3.3.2.1 Bridge Truss and Deck Design Draft

3.3.3.1.1 Bridge Decoration Design Draft

3.3.3.2.1 Lighting System Design Draft

3.3.3.3.1 Traffic Signs Design Draft

3.3.3.4.1 Safety Equipment Design Draft

3.4.1.1 Salt Marsh Mitigation Plan Draft

3.4.2.1 Vegetated Wetlands Protection Plan Draft



Measurable Standard


Quality Assurance


stored

Design

3.1.2 Final Version of Construction Road Design

Deliver the final version of the

design on time. Sponsor's

requirements. The 1995 Massachusetts

Highway Department

Standard Specifications for

Highways and Bridges Division2,

Section901-995

All the final versions of the design must be

delivered on time with the problems from the previous draft fixed. Make

sure all the construction

structures meet the specifications.

During preparing the final version design and when

delivering the final version

design06/17/2015 to

09/24/2015

Quality Manager

PMO

3.2.1.2Final Version of Dam Toe Design Dredge

and Fill Plan

3.2.2.2 Final Version of Sand over Riprap Plan Draft

3.3.1.1.2Final Version of Existing Bridge Abutment

Repair Plan

3.3.1.2.2Final Version of New Bridge Abutment

Design

3.3.2.2Final Version of Bridge Truss and Deck

Design

3.3.3.1.2 Final Version of Bridge Decoration Design

3.3.3.2.2 Final Version of Lighting System Design

3.3.3.3.2 Final Version of Traffic Signs Design

3.3.3.4.2 Final Version of Safety Equipment Design

3.4.1.2 Final Version of Salt Marsh Mitigation Plan

3.4.2.2Final Version of Vegetated Wetlands

Protection Plan


Group WBS Task NameSpecific Measurable

StandardDescription When to measure

Owner of the Quality

Assurance


stored

Permit

4.1Related Permits for Dam Toe

Construction

Massachusetts General Laws, Chapter 253,

Sections 44

Make sure the specifications are

met before applying for the permit. Track

the permit application process

regularly

During preparing the permit and

when applying for the permit

09/02/2015 to 11/18/2015

Project Manager

PMO

4.2 Bridge Construction Permit

The 1995 Massachusetts

Highway Department Standard

Specifications for Highways and Bridges Division1, Section965-

995

4.3 Landscaping Construction Permit


Highway Department Standard

Specifications for Highways and Bridges Division2, Section101-

190



Measurable Standard


Quality Assurance


stored

Material

5.1 Asphalt for Construction Road

U.S Department of transportation

standard specifications for construction of

road and bridges on Federal project

(FP-14) Division400,

Section401-481

Make sure all the materials meet the specifications; the

quality and quantity conform to the

construction need. The materials must

be delivered on time and stored properly

in place. The purchasing fund must be under

budget.

During preparing procurement and

when the materials deliver

11/19/2015 to 12/22/2015

Project Manager

PMO5.2 Geotextile Filter Fabric for Dam Toe

Massachusetts General Laws, Chapter 253, Sections 44

5.3 Crushed Stone for Dam Toe

5.4 Riprap Fill for Dam Toe

5.5Sand Borrow Fill for Dam Toe and Salt

Marsh Mitigation Plan



Measurable Standard


Quality Assurance


stored

Material

5.6 Stone for Existing Bridge Abutments


Highway Department



Section901-995






budget.



11/19/2015 to 12/22/2015

Project Manager

PMO

5.7Concrete for Existing Bridge Abutments,

New Abutments, and Bridge Deck

5.8Rebar for Existing Bridge Abutments, New

Bridge Abutments, and Bridge Deck

5.9 Steel Sheet for Bridge Truss and Deck



Measurable Standard


Quality Assurance


stored

Material

5.10. Paint for Bridge DecorationBright color as

sponsor's requirement






budget.



11/19/2015 to 12/22/2015

Project Manager

PMO

5.11.1 Road Lights

Deliver the materials on time.


Highway Department



Section801-860

5.11.2 Electric Cable

5.12 Traffic Signs



Measurable Standard


Quality Assurance


stored

Material

5.14Coir Roll for Salt Marsh Mitigation and

Vegetated Wetlands Protection


Highway Department



Section101-190






budget.



11/19/2015 to 12/22/2015

Project Manager

PMO5.15 Donor Salt Marsh BlockISO 17248:2015 &

ISO 17224:2015

5.16 Nursery


Highway Department



Section101-190



Measurable Standard


Quality Assurance


stored

Preparation Construction

6.1.1.1 Construction RoadbedThe 1995


Department Standard


Bridges Division2, Section601

Make sure the materials will ship on time and main construction will

start on time.

When the construction

roadbed completed1/1/2016

Project Manager

Construction Quality

Assurance Report

6.1.1.2 Construction Road Surface

6.2.1.1 Dam Toe Dredging


Highway Department



Section148

Make sure the main construction will start on time and

follow the standard with high quality to

repair the foundations.

When the Dam Toe Dredging

Completed2/10/2016



Measurable Standard


Quality Assurance


stored

Preparation Construction

6.2.1.2.1 Geotextile Filter Fabric The 1995 Massachusetts

Highway Department



Section601

Make sure the main construction will start on time and

follow the standard with high quality to

repair the foundations.

When the fill completed2/10/2016

Project Manager


Assurance Report

6.2.1.2.2 Crushed Stone Fill

6.2.1.2.3 Dumped Riprap Fill

6.2.1.2.4 Sand Fill

Bridge Abutment

6.3.1.1.1.1 Existing Bridge Abutment 1 RepairThe 1995


Department Standard



Make sure the abutments are repaired before

building the new bridge.

When the existing bridge abutments

are repaired3/2/2016

Quality Manager


Assurance Report

6.3.1.1.1.2 Existing Bridge Abutment 2 Repair



Measurable Standard


Quality Assurance


stored

Bridge Abutment

6.3.1.1.2.1.1New Concrete Bridge Abutment 1 Concrete

Pile CapThe 1995


Department Standard



The new abutments must follow the

specific standard in order to support the

bridge

When the new abutments are

built3/2/2016

Quality Manager


Assurance Report

6.3.1.1.2.1.2 Concrete Abutment 1 Walls

6.3.1.1.2.2.1New Concrete Bridge Abutment 2 Concrete

Pile Cap

6.3.1.1.2.2.2 Concrete Abutment 2 Walls

Bridge

6.3.1.2.1 Bridge TrussThe 1995


Department Standard



Make sure the customer

requirements are applied, and these requirements meet

government's specific standards.

When the bridge construction is

completed4/27/2016

Quality Manager


Assurance Report








Measurable Standard


Quality Assurance


stored

Inspection

6.1.2 Construction Road Inspection

Mass DOT Inspection

Handbook 2015 Edition

Make sure all the constructions meet

the government quality standards.

Also, meet the customers’

requirements.

When each construction is

completed4/6/2016 to 4/28/2016

Project Manager

PMO

6.2.2 Dam Toe Construction Inspection

6.3.2.1.1Existing Bridge Abutments Repair

Inspection

6.3.2.1.2 New Concrete Bridge Abutments Inspection

6.3.2.2.1 Bridge Truss Inspection

6.3.2.2.2 Bridge Deck Inspection

6.3.2.3.1 Bridge Decoration Inspection

6.3.2.3.2 Lighting System Inspection

6.3.2.3.3 Traffic Signs Inspection

6.3.2.3.4 Safety Equipment Inspection





Measurable Standard


Quality Assurance


stored

Inspection

6.4.2.1 Salt Marsh Mitigation InspectionMass DOT Inspection

Handbook 2015 Edition

Make sure all the constructions meet

the government quality standards.

Also, meet the customer’s

requirements.

When each construction is

completed4/6/2016 to 4/28/2016

Project Manager

PMO6.4.2.2 Vegetated Wetlands Protection Inspection

7.1 Overall Inspection

Closing

7.2 Project Sponsor Sign-off ISO 21500:2011

Confirm the project meets the customer’s' requirements and the project is achieved.

When the project is accomplished

5/10/2016Project

ManagerPMO

7.3 Lessons Learned Report ISO 21500:2012

Collect information about lessons learned in order to improve a similar project in the

future.

After the project is accomplished

5/11/2016


Quality Management Summary

What we did.

Since quality management plan is important to every project, so we developed the

quality matrix with necessary standards to control and monitor our project with better quality.

Key results.

There were ten major components of our quality plan; they were project management,

bidding conference, construction contract, design, permit, preparation construction, bridge

abutment, bridge, inspection, and closing.

Conclusion.

In our quality management plan, we referred to many specific measurable standards, such

as ISO, Mass General Law, etc. Because the rail trail bridge was communal, we had to ensure the

high quality of construction. We especially wanted to ensure that the construction passed all the

government requirement during inspections.

Earned Value Management

Benefits of Earned Value Management

According to Schwalbe (2010), Earned Value Management (EVM) is a “project

performance measurement technique that integrates scope, time, and cost data” (Schwalbe p.

290). Project team and stakeholders can check what the project status is right now by EVM, and

know how well the project performs currently in scope, cost and time objectives. EVM report

shows the variance between the project baseline and the project current spends, and we can know

where, when and how to respond when the project is going to over budget or delay the schedule.

For example, cost performance index (CPI) and schedule performance index (SPI) indicate the

performance right away of the project. Therefore, we tracked and monitored our project all the


time easily with these measures. Furthermore, based on the beneficial EVM technique and

report, our team determined the next steps and march toward to the project success.

Milestone Choosing

After having a discussion with the sponsor, the status report milestones we chose were

July 31st, 2015, November 20th, 2015 and March 31st, 2015. The reasons that we set the

milestones on these dates are as follows:

1. The dates should be either at the end of a month or end of a monthly accounting period.

2. The milestones should be periodical.

3. The first milestone should fall between 20-50%work completion, and the second should

fall between 50-70% work completion. The last milestone should finish at 100% work

completion.

The reason that the second milestone is not at the end of November is because the last

week of November would be Thanksgiving vacation week.

Project Overall Statistics

Figure 1. Project Statistics Based on the Status Date of 5/30/2016.


By the end of this project, the project duration at 100% completion is 295 days, which is

22 days behind the planned schedule, and the project work hour at 100% completion is 4,398

hours, which is 432 hours more than the baseline. In addition, the project cost is up to

$4,126,300, which is $13,920 over the baseline budget.

From the figure 2, we can see the project actual cost and planned value had a different in

quarter 2 and 4 in 2015. In quarter 2 in 2015, the planned value was $3,042,320, and the actual

cost was $3,044,230. It was negative $1,910 that the project spent extra $1,910 during the quarter

2 than our expected. In the quarter 4, the planned value was $4,105,080, and the actual cost was

$4,109,400. It was negative $4,320 that the project spent extra $4,320 to complete the activities

during the quarter 4 in 2015. However, the earned value was the same as planned value in the

two quarters.

Figure 2 Earned Value Statistics Based on the Status Date of 5/30/2016.

Variances of the Project

Variance of Task

According to the facts of the project, we needed to make some changes to the duration on


some tasks on the date of project status reports. The following tables are the details of these

changes and their causes of duration variance:

1.2.1 Plan scope statement.

Start Date Finish Date Duration Duration Variance

Baseline 4/21/2015 4/21/2015 1 dayIncreased by

1 dayActual 4/21/2015 4/22/2015 2 days

Cause: The actual workload of planning scope statement is more than the expected.

1.4.2 Estimate costs.



1 dayActual 5/20/2015 5/21/2015 2 days

Cause: The actual workload of estimating costs is more than the expected.

1.6.1 Plan human resource management.


Baseline 5/15/2015 5/19/2015 3 daysDecreased by

1 dayActual 5/15/2015 5/18/2015 2 days

Cause: The actual workload of planning human resource management is less than the expected.


1.8.4 Perform quantitative risk analysis.


Baseline 5/26/2015 5/27/2015 2 daysIncreased by

1 dayActual 5/26/2015 5/28/2015 3 days

Cause: The actual workload of performing quantitative risk analysis is more than the expected.

2.2.2.1 Review the biddings of dam toe construction.



1 dayActual 6/4/2015 6/5/2015 2 days

Cause: The actual workload of reviewing the biddings of dam toe construction is more than the expected.

2.3.2.1 Review the biddings of bridge construction.



1 dayActual 6/9/2015 6/10/2015 2 days

Cause: The actual workload of review the biddings of bridge construction is more than the expected.

3.3.1.1.2.1 Review the existing bridge abutments repair plan draft.


Baseline 7/17/2015 7/20/2015 2 days Increased by


1 dayActual 7/20/2015 7/22/2015 3 days

Cause: The actual workload of review the existing bridge’s abutments repair plan draft is more than the expected.

4.2.1 Prepare documents for bridge construction permit.


Baseline 15/9/21 Mon 15/9/21 Mon 1 dayIncreased by 2

dayActual 15/9/25 Fri 15/9/29 Tue 3 days

Cause: The actual workload of preparing documents for bridge construction permit is more than the expected.

4.3.1 Prepare documents for landscaping construction permit.


Baseline 15/9/21 Mon 15/9/21 Mon 1 dayIncreased by 2

dayActual 15/9/25 Fri 15/9/29 Tue 3 days

Cause: The actual workload of preparing documents for landscaping construction permit is more than the expected.

6.3.1.1.2.1.1.1 Build the concrete pile cap for new concrete bridge abutment 1.


Baseline 16/2/4 Thu 16/2/5 Fri 2 dayIncreased by 10

dayActual 16/2/11 Thu 16/2/26 Fri 12 days

Cause: The weather was too dry and cold and we needed additional time to re-construct concrete pile caps.


6.3.1.1.2.1.1.1 Build the concrete pile cap for new concrete bridge abutment 2.


Baseline 16/2/4 Thu 16/2/5 Fri 2 dayIncreased by 10

dayActual 16/2/11 Thu 16/2/26 Fri 12 days

Cause: The weather was too dry and cold and we needed additional time to re-construct concrete pile caps.

7.2.1 Prepare final documents for sponsor sign-off.


Baseline 16/422 Fri 16/4/25 Mon 2 dayIncreased by 20

dayActual 16/4/29 Fri 16/5/30 Mon 22 days

Cause: Important project documents were lost because our computer system was hacked and we needed additional time to regain the documents.

Schedule Variance (SV) = Earned Value (EV) – Planned Value (PV)

Since we had total 12 activities that influenced our project duration, and some of them

were in the critical path, so the project duration delayed for total 22 days, as the figure 1 shows.

As a result, the project finish day is on 5/30/2016.

Cost Variance (CV) = Earned Value (EV) – Actual Cost (AC)

Since variances in duration will result in variances in cost, so variances occur in cost is

negative $13,920 than the baseline. At the end of project, the project actual cost (AC) is

$4,126,300, and the earned value (EV) is the same $4,112,380 as budgeted cost at completion

(BAC). Therefore, the cost variance at completion (VAC) is the same as cost variance (CV) as

negative $13,920. Furthermore, the 12 activities’ cost variances show as the figure 3. The total


baseline costs of the 12 activities are $7,200, and the total actual costs of the 12 activities are

$21,120. Therefore, the cost variance is negative $13,920 when the project completed.

Figure 3. Cost Variances of Each Task

Performance Index

Scheduling performance index (SPI) = EV / PV = $4,112,380 / $4,112,380 = 1

Since the project completed on 5/30/2016, the project schedule performance index is one.

However, this does not mean that the project is always on schedule. There were 12 activities for

which the schedule variance had occurred. Nevertheless, the SPI of 1(one) indicates that $1.00

“worth of work has been accomplished for each $1.00 worth of scheduled work to date” (Larson

and Gray, 2011, p. 469).

Cost performance index (CPI) = EV / AC = $4,112,380 / $4,121,500 = 0.99


Figure 4 Cost Performance Index

Cost performance index (CPI) is under one at the beginning and the end of project, which

means the project, is over cost. Particularly, at the end of project shows in the figure 4, the CPI is

down to 0.17 because of the activity, Prepare final documents for sponsor sign-off. However, the

total CPI was still 0.99 because the activity was not in the critical path. Therefore, the average

CPI is 0.99, and it indicates that $. 99 “worth of work planned to date has been completed for

each $1.00 actually spent” (Larson and Gray, 2011, p. 469).

Project Forecast

Based on the status of the project completion, we used four different formulas to estimate

total cost at completion (EAC). The four formulas are as below.


Formula 1

EAC = ETC + AC = $4,126,301

ETC = Work Remaining / CPI = (BAC-EV) / (EV/AC)

Formula 2

EAC = AC + [(BAC – EV) / CPI*SPI] = $4,126,300

Formula 3

EAC = BAC / CPI = $4,153,919

Formula 4

EAC = (BAC – EV) + AC = $4,126,300

These statistics explain that our project spent $4,126,300 to complete all tasks until

5/30/2016. Additionally, the project total cost increased to $4,126,300, which is $13,920 more

than the project baseline at the end of the project by the formula 2 and 4. However, methods 1

and 3 show that the EAC are different. Therefore the EAC range is $4,126,300 - $4,153,919 and

the VAC range is $0 - $27,619. As a result, the formula 2 and 4 are more realistic and accurate to

estimate our project.

Earned Value Management Summary

What we did.

First of all, we determined three milestones to create the status reports, in order to present

our project in different stages. With the reports, we compared overall statistics with the previous

or baseline statistics. We provided information of EVM plan that included task, schedule, and

cost variances, performance index, and forecasts. We also used four formulas to calculate the

EAC.


Key results.

With changes of the 12 activities, our project spent $4,126,300 to complete, and duration

increased to 295 days. The work hours were total 4,398 hours. The cost variance is negative

$13,920, and the schedule variance is 22days behind the baseline schedule. The VAC is in the

range $0 - $27,619, which is $13,920.

Conclusion.

Since the first project deliverable as project management starts, some activities were

delayed because of occurred risks and unexpected happenings. Although each activity did not

have a big affect on the project, some of them were in critical path and they had some impacts on

the project duration and cost. For example, the activity “prepare documents of construction

permit” was the major duration increase at this time, and the permits of the constructions were

the critical elements for this project. Therefore, we assigned experienced resources to these

activities. Second, by accomplishing our homework for the permit requirements, we should have

started preparing the necessary documents earlier. Thus, we used a small amount of the

contingency funds to recover the project cost increasing. Furthermore, the total project cost was

up to $4,126,300 with 295 days of duration.

Change Management Plan

Change control is the process of documenting, reviewing, accepting or rejecting change,

and documenting any change to the project baseline (Larson & Gray, 2011, p. 642). As stated in

PMBOK, the key benefit of the change control process is that it allows for documented changes

within the project to be considered in an integrated fashion while reducing project risk, which

often arises from changes made without consideration to the overall project objectives or plans

(p. 94).


We had no change request for quality throughout the entire project.

We had a change in our project duration, which increased by 22 days when compared to

the baseline as can be seen from the project statistics snap shot in Figure 1.

Our request to release $2,400 from the management reserves at the first project status

date of 7/31/2015 was approved by the sponsor. No additional amount has since been taken from

the management reserves. Therefore by the project completion we used a total $2,400 from

management reserves.

As can be seen from the project statistics snap shot in Figure 1, our final project cost

changed from our project baseline cost of $4,112,380 to $4,126,300 by project completion. This

meant that we spent $13,920 more that our baseline cost. Of this $13,920 additional cost

required, $2,400 was used from the management reserves as mentioned earlier, and $11,520 was

used from the contingency reserves. Contingency reserves were approved by the project

manager.

Change Management Summary

What we did.

Since we had 12 activities that influenced our project, we changed our plan of duration

and cost. Then, we submitted the changes and got approved with our sponsors.

Key results.

The project duration increased by 22 days, and the project cost increased to $4,126,300.

In addition, $2,400 was used from the management reserves, and $11,520 was used from the

contingency reserves.


Conclusion.

Changes come from many sources such as project customer, owner, project manager,

team members, and occurrence of risk events (Larson & Gray, 2011, p. 230). We had no

additional changes either internal or external throughout the project.

Lessons Learned

We learned that it was extremely important to have clarity on sponsor requirements and

deliverables as a first step right at the start of the project, so that there are no misunderstandings

and no wasted effort on planning for things that the sponsor does not want. Initially we

misunderstood our project and if we had continued without clarification from the sponsor, we

would have ended up with unnecessary additional cost and wasted time.

One of the project management skills we took away from this project is cost

management. When we got the project, we wanted to build the rail trail bridge by ourselves,

which means we wanted to hire workers, architects, and rent construction equipment by

ourselves. However, we were not familiar with the construction project and there are many

problems came up when doing cost estimation. The work of construction could be outsourced to

those professional companies. In order to deal with these problems, we decided to hold bidding

conferences and to outsource our construction tasks to those professional companies. With this

solution we only had to sign the contract with U.S. Army Corps of Engineers and pay them the

construction payment. Then, we could pay more attention to the rest of the project budget to

organize better utilization. However, outsourcing might not suitable for the entire project.

Therefore, we should consider the best way to operate the project and meet the project scope,

cost and time in the same time.


For project budget, we have further understood the relationship among work package cost

estimates, contingency reserve, and management reserve. We have also realized the importance

of management reserve in project management. The formula we used to calculate it is that

Project Budget minus Work Package Cost Estimates minus Contingency Reserve equals

Management Reserve held by sponsor.

In addition, we have also understood that after we have set up the cost baseline, it is

better to compare the current cost with the data of last project status review, not the original

project cost budget in order to always give the sponsor a meaningful statement of project cost

status.

In the earned value management section initially we had used only one formula to

calculate EAC at the first milestone. We learned that for accuracy, we needed to calculate EAC

using a minimum of two different formulas. After the first milestone, we calculated EAC using

three other. Some of them gave us values that were very close to the actual cost. Presenting a

range of likely cost increase in the future helps them to approve the possible budget increase at

the end of the project. Therefore for every project, EAC should utilize a minimum of two

formulas to estimate the cost at the project completion.

This was our first time to stay in a team and go through every phase of a project. Before

this we had done each phase separately, which was much easier. When all phases are combined,

they become much more complicated. We were very lucky to be assigned a project with quite

sufficient budget and time, and this helped us to avoid so many problems which other projects

suffered from. However, difficulties still came one after another. Prior to doing this project we

did not know that there are different ways to calculate the risk score, we did not know there is a

term called probability of impact, and we did not know the heat map could be customized for


different project needs. We learned different theory of risk management. When setting schedule

in Gantt Chart we realized that every activity should have at least one predecessor and one

successor, which means that every activity should be connected, when we tried to set task

variance to the schedule. Finally and most importantly, we have a deeper understanding of the

relationship between project statistics and the EVM.

Conclusion

In this project report we have presented the overall summary of the Cape Cod Rail Trail

bridge construction project. Considering the scope of the project, it being such a major

undertaking, we did well. The actual estimates for activity, duration, resource and cost estimates

turned out to be not too far off from our estimates. Extensive research done by the team to

understand the background knowledge and details of the construction process helped us in this

regard. Every team member was involved in this process. “Involving team members in the

decomposition can lead to better and more accurate results” (PMBOK, p. 152). Another example

of our extensive research that helped was that we were able to recognize logistical difficulties we

would need to overcome to access the construction site in order to deliver materials and

equipment to the site. We were then able to come up with a plan to mitigate it.

As explained in detail earlier in different parts of this report, due to the prevention actions

we took, we were successful in preventing 69 out of 75 risks. We were able to prevent or mitigate

over 90 percent of potential risks we had predicted. There were only six risks that we were not

able to prevent. We managed these by using the contingency reserve funds. Our original project

baseline cost was $4,112,380. The actual project final cost is $4,126,300. Our project duration

also increased by 22 days when compared to the baseline. We implemented a substantial quality


management using many specific measurable standards, such as ISO, Mass General Law, etc.

because of which we were able to ensure the high quality of construction.

We hope that our project will fulfill the objective of attracting visitors to come and bike

in Cape Cod generating revenue to local businesses create many more new businesses serving

the biking community, and bring economic health to Cape Cod.


References

Larson, E. W. & Gray, C. F (2011). Project management: The managerial process, 5th edition,

New York, NY: The McGraw-Hill Companies, Inc.

Massachusetts Highway Department, (1995). Standard specifications for highways and bridges,

Metric Edition. The Commonwealth of Massachusetts.

Project Management Institute (2013). A guide to the project management body of knowledge

(PMBOK guide), 5th Edition. Project Management Institute, Inc.

Project Management Institute, (2009). Practice standard for project risk management. Project

Management Institute, Inc.

The International Organization for Standardization, (2015). ISO 21500:2012. The International

Organization for Standardization. Retrieved from

http://www.iso.org/iso/catalogue_detail.htm?csnumber=50003

The Massachusetts Department of Transportation Highway Division Bridge Section, (2015).

Bridge Inspection Handbook, 2015 Edition. MassDOT.

U.S. Department of Transportation, (2015). Standard specifications for construction of roads and

bridges on federal highway projects, FP-14. U.S Department of Transportation.

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