Woody 2000 Project

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Problems of Woody 2000 Project The Woody 2000 Project enumerated in the case study had a lot of deficiencies which made the project not a successful one. The major issue is the fact that Project Management methodology was not in any way followed and so from inception, the project was bound to fail hence, throughout the project lifecycle it was from one problem to another. A Project Manager would have initiated the project properly and that would have eliminated most the problems that were to come up later in the project. The project from inception had no plan only long (management) meetings were held and decisions reached to embark on the project hoping to be able to be part of the commercial boom in the area the Woody’s is sited. However, going through the case study, the things that went wrong with the project are enormous and could be seen as one reads through the document. Interestingly enough, these are avoidable issues listed below are some of the deficiencies of the Woody 2000 project:-

Initial appointment of a project manager was not well conceived in that VP Finance and Administration (Moneysworth) had no project management ideas.

The project lacked the presence of PM methodology and as such the contractor (EID) to handle the project was handpicked without any criteria. It is not enough that the contractor has been delivering projects in town. He did follow due process in his procurement activities (engagement of)

Proper estimates were not worked out for the projects; instead a Cash flow process was engaged. There was no basis for it.

There was the inclusion of so many uncertainties in plan by EID which were never discussed with the client.

Adoption of hourly rate contract without spelling out how this was to be monitored.

A later appointment of Leadbetter another in experienced project manager was another wrong effort in the wrong direction

In the asking of Woody’s management to take over procurement of production train directly amounted to a change in scope without an analysis to consider how it will affect the project.

Another change in scope by Miles Faster (in the increase of production train) was another blunder that should have been avoided. In fact this action alone lead to a lot of losses in terms of time, and resources.

The change in the production train above had a ripple effect leading to: - A re-writing of the software programme so many times - In ability to deliver project as at when due - A shorter length of production line constructed - Increase in production trains leads to increase in building length by 5ft

(rendering building designs obsolete) and foundation already cast -

Design documents (drawings, specifications, bill of quantities etc.) were not reviewed/approved by Woody’s management

There was the issue of Faster & Leadbetter going on leave without a properly handing over or delegating someone to act in their place. This action had its own negative effect on the project:

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- The keeping away of the design documents by junior clerk who obviously did not know the importance of the documents

Non discussion of the specifications for the installations at the dust free paint shop

There was the issue of strained relations on site due to poor management by an inexperienced officer

Waste disposal management plan for paint was not put in place

There was Project over run of over 6 months due to forgoing above

There was no close out plan in place – acceptance, inspection, testing etc

Poor management led to a two week delay in utility installation

With loss of power and other utility on site there was several weeks of production loss with its cumulative effect:

- Customer delivery dates missed - Cancellation of contracts and orders for millwork - Depletion of the store of finished goods - Loss of sales opportunities

Loss of funds due to direct charges to Woody’s account

Project over run budget exhausted at 85% completion

Money had to be borrowed at 2-1/2%

There was no communication management plan in place

There were also no documentation done in the company Having taken note of the above problems, on the project, I have come up with a “Project Management Plan” as a way to run this project from inception such that the kind of problems as enumerated above associated with the Woody 2000 will be avoided and the project delivered within the time frame, scope and resources.

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Table of Contents

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

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

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1.0 Introduction

1.1 Project Identification

Project Name Project Number Project Type

Woody 2000 Project. CWC/002/1000 Building

Project Location Planned Start Date Planned Finish Date

South-Western B C. 20 March 2012 20 September 2013

Project Sponsor Project Manager

Ron Carpenter (Chairman CEO)

Miles Faster

Contractor Project Supervising Consultant

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

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2.0 Project Overview

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

2.2 Project Objective The objectives of this project are: a. To construct additional building b. To install a new air conditioning system. c. To construct a dust free paint and finishing shop complete with additional

compressor capacity d. To develop and install a computerized production train.

2.3 Project Scope The scope of work to achieve the objectives as stated above includes:- a. Design Studies leading to production of Preliminary & Final Design

documents. b. Construction of Substructure elements c. Construction of superstructure elements d. External Works The scope of work for the Woody 2000 Project shall be subdivided into the following work packages:

i. Design ii. General/Preliminary Works iii. Substructure iv. Superstructure v. External Works

2.3.1 Design

o Design work for the additional building

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o Design of the new air conditioning system o Design for the computerization of production train, o Design of the mechanical aspect.

2.3.2 General / Preliminary Works o Provision of living accommodation for Supervising Consultant o Procurement & mobilization of project vehicle o Procurement of other Site Equipment

2.3.3 Substructure Works o Excavation and Earthworks o Casting of plain in-situ concrete o De-watering (if necessary) o Casting of vibrated reinforced in-situ concrete o Formwork construction o Construction of flower pot

2.3.4 Superstructure Works o Construction of frames (columns and beams) o Upper floor slabs and staircases o Roof o Walls o Doors o Windows o Finishings o Fixed Fittings & Furnishing o Decorations o Services.

2.3.5 External Works o Grassing and Planting o Drainage Construction o Septic Tanks and Soakaway o Walkways and Sideways o Treatment Plant o External Electrification and Fire Fighting System

2.4 Project Scope Exclusions

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

2.5 Project Deliverables

A Building of floor size ….. Installed air conditioning system

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A dust free paint and finishing shop complete with compressor A computerized production train

2.6 Project Success Criteria

The success criteria for this project are:- o The project must be executed within schedule 18 months (72 weeks) o It must be executed within budget ($17m) o It must be executed in compliance with design specifications o The project must also be executed in compliance with HSE and

Project Management Plan

2.7 Project Constraints

o Response time to technical and commercial issues. o Community interference

2.8 Project Completion

This project is scheduled to be completed in September 2013

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3.0 Approach

This section summarizes the overall project implementation approach as proposed by the contractor in executing the project. 3.1 Project Work Method

3.1.1 Design Works Design works shall be carried out in two stages in accordance with the guidelines issued as attached to the letter of commission. Stage I Preliminary Design Stage which shall be reviewed after submission with all the alternative options as submitted reviewed with the client and thereafter approval will be given for the consultant to proceed to the Final Design Stage in accordance with the guideline already issued to the Consultant. 3.1.2 General/ Preliminary Works

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

3.1.2.2 Site preparation works/ project sign boards Work elements under the following work units are as follows:

i. Land Marks for equipment parking lots ii. Demarcations iii. Clearing iv. Signalling/Safety warning v. Security Posts

Adequate arrangement shall be made for safety signals and muster points during this process for adequate emergency evacuation in the event of crisis.

3.1.2.3 Substructure work Work elements under this comprise:

i Excavation and Earthworks ii Casting of plain in-situ concrete iii De-watering (if necessary) iv Casting of vibrated reinforced in-situ concrete v Formwork construction vi Construction of flower pot

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3.1.2.4 Superstructure Works Work elements under this unit comprise:

- Construction of frames (columns and beams)

Construction of upper floor slabs and staircases

Construction of roof members and covering including roof beams and gutter slab, and barrel vault slab.

Erection of block walls including construction of lintels

Installation of doors and windows

Finishes on - Walls - Floors - Sofit of upper floor slabs

Installation of suspended ceiling

Fixed fitting and furnishing

Decorations

Services - Rain water installations - Sanitary installations - Cold water installations - Fire fighting installations - Ventilations installations - Cable and conduits

Power Installation - Final circuit - Lighting Installations - Earthing and Lightning Protection Installations - Installation of production machine

3.1.2.4 External Works Work elements under this unit comprise

Grassing and Planting

Construction of drainage

Construction of septic tanks and soakaway pits

Construction of walkways and sideways

Borehole and water supply

Water treatment plant

External Electrification

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4.0 Assumptions

Community issues will be settled.

Force majeure situations will be addressed.

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5.0 Project Management Plan

5.1 Project Schedule Schedule Management involves defining, managing and maintaining the project schedule and understanding and reporting the actual Project progress against planned project progress. It consists of performing standardized reviews and analysis of project work plans, major milestones and major deliverables.

5.1.1 Work Breakdown Structure of Key Activities and Tasks The work packages (WP) and work units (WU) for the project are shown below

WP/ WU

Description

Duration (Weeks)

Human Resource Schedule

Equipment Schedule

1 Design Works

1.1 Design of additional building 11

1.2 Design of new air-conditioning system

11

1.3 Design of Computerisation of Production train

11

1.4 Mechanical Designs 11

2 General/Preliminary Works

2.1 Provision of office accommodation for Project Team

2

2.2 Site Preparations 3

2.3 Procurement & mobilization of project

8

2.4 Procurement of other Site Equipment

8

3.0 Substructure

3.1 Excavation and Earthworks 6

3.2 Casting of plain in-situ concrete 6

3.3 Casting of vibrated reinforced in-situ concrete

7

3.4 Formwork construction 7

4 Superstructure Works

4.1 Formwork for first floor beams/slab

7

4.2 Reinforcement for first floor beams/slab

4

4.5 Formwork to column reinforcement and casting

4

4.6 "Fixing of pvc pipes, casting of 4

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first floor beams/slab

4.7 Block works 7

4.8

Mechanical and Electrical works

7

4.9 Iron work/extension columns to roof level

6

4.10 Formwork to columns/Leveling 2

4.11 Casting of columns to roof level 2

4.12 Doors and windows

4

4.13 Formwork for roof beams 2

4.14 Reinforcement for roof beams 2

4.15 Casting of roof beams 2

4.16 Construction of roof members 2

4.17 Roof covering 3

4.18 Ceiling 3

4.19 Finishes 3

4.20 Fixed Fittings and furnishing 2

4.21 Decorations 2

5 External Works

5.1 Grassing and Planting (Landscaping)

3

5.2 Drainage, septic tank and soakaway pits

3

5.3 Borehole and water supply 2

6 Closure

6.1 Snagging 1

6.2 Cleaning and Demobilization 1

5.1.2 Gantt Chart (See Attachment “Woody 2000 Project”)

5.1.3 Critical Path This is the longest path through the project, and shows the sequence of activities that determines the duration of the project. (Wysocki 2009 p. 172) The critical activities for this project are as follow:

WP/WU Description Duration (Weeks)

1.0 Design Works

1.1 Design of additional building 11

1.2 Design of new air-conditioning system 11

1.3 Design of Computerisation of Production train 11

1.4 Mechanical Designs 11

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WP: 2.00 General / Preliminary

2.1 Provision of office accommodation for Project Team

2

2.2 Site Preparations 3

2.3 Procurement & mobilization of project 8

WP: 2.00 Substructure Works

WU3.1 Excavation and Earthworks 6

3.3 Casting of plain in-situ concrete 7

3.4 Formwork construction 7

WP: 4.0 Superstructure Works

WU4.7 Block works 6

4.9 Iron work/extension columns to roof level 2

4.12 Doors and Windows 4

4.13 Formwork for roof beams 2

4.14 Reinforcement for roof beams 2

4.15 Casting of roof beams 2

4.16 Construction of roof members 2

4.17 Roof covering 4

4.19 Finishes 3

4.20 Fixed Fittings and furnishing 2

4.21 Decorations 2

Closure

6.1 Snagging 1

6.2 Cleaning and Demobilization 1

5.1.4 Schedule of Milestones

The milestone payment shall be based on the achievement of physical structures on site. Physical structures mean structures that cannot be easily removed.

Milestones / Date

Milestone 1 20

April 2012

Milestone 2 4 June 2012

Milestone 3 13 September 2012

Milestone 4 3 January. 2014

Milestone 5 14 March 2014

Activities Preliminary Design Works $1,800,000.00

Final Design Works $2,200,000.00

Mobilization up to site preparations $2,320,000

Cumulative permanent work on site up to $2,940,000.00


Milestone components.

Submission of Prelim Design Documents

Submission of Final Design Documents

Site Preparations Substructure Works

100% Finishes, and External Works.

Milestones / Date

Milestone 6 9

May 2014

Milestone 7 25 July 2014

Milestone 8 30 September 2014

Activities Cumulative permanent work on site up to

Cumulative permanent work on site up to


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$1,358,000.00 $2,200,000.00

Milestone components.

Works up to roof covering

Completion of construction works

All final works

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5.2 Cost Management

Cost management is considered essential for the smooth running of the project. It is largely the Project Manager’s responsibility to ensure that the project does not suffer the negative effect of cost overruns. This can be done by controlling the cost of work packages using the baseline estimates. On the part of the client, it is equally relevant to ensure that all contractual obligations as regards milestone payments and schedule of payments are met. For adequate control, all milestone payments should be preceded by establishing that work done is in agreement with the agreed baselines.

5.2.1 Milestone Payment Arrangement

5.2.1.1 First Milestone Payment The first milestone payment will come up after a minimum of 45% of the Design works has been completed and this will lead to a total of $1,800,000.00 5.2.1.2 Second Milestone Payment With the final completion of the Design Stage, the balance cost of Design will be released to the Consultant as interim Payment Certificate No 2 and it will be for $2,200,000.00 5.2.1.3 Third Milestone Payment Third milestone interim certificate will be as be raised. Based on projection, this period is fixed at 13 September 2012 when it is expected that this would be achieved

$2,320,000.00

5.2.1.4 Fourth Milestone Payment Based on projection, this period is fixed at 3 January 2013 when it is expected additional permanent works would have been delivered.

Hence a certificate of payment for the sum of $2,940,000 is raised

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

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5.2.1.6 Sixth Milestone Payment

Based on projection, this period is fixed at 9 May, 2013 when additional permanent works would have delivered

A certificate of $1,358,000.00 work on the project will have been delivered. 5.2.1.7 Seventh Payment

Based on projection, this period is fixed at 25 July, 2013 when additional permanent works would have delivered A certificate of $2,200,000.00 work on the project will have been delivered.

5.2.1.8 Milestone Eight Payment Based on projection, this period is fixed at 30 September, 2013 when additional permanent works would have delivered A certificate of $3,540,000.00 work on the project will have been delivered. 5.2.2 Cost Estimate

The Cost Estimate for this project will be broken down into the following work packages: 1. Design Works 2. General / Preliminary Works 3. Substructure Works 4. Superstructure Works 5. External Works

5.3 Project Team

S/N Role Position Name Participation

1 Project Sponsor Chief Executive Officer

Ron Carpenter Part Time

2 Project Manager VP Production Miles Faster Part Time

3 Project Quantity Surveyor

VP Finance & Admin

Spencer Moneysworth

Part Time

3 Project Consultant

Supervising Consultant

Algoba Alufoje & Partners

Full Time

4 Project Contractor

Contractor Roccani Ventures Ltd Full Time

5 Community and Rural Development

Team Member Nil

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Representative

6 Project Engineer Team Member Engr. Agi, Isemele Part Time

7 Project Engineer Team Member Engr. Olovie Emem Part Time

5.3.1 Roles and Responsibilities

5.3.1.1 Project Sponsor (Part Time)

Sets out strategic direction for the execution of the project Review project financial information Review project resourcing status Review escalated change requests Approve Emergency Change Requests Secure additional project funding as needed

. Ron Carpenter

Miles Faster

(Project Manager)

Spencer Moneysworth

.

Engr. Olovie Charles (Site Engineer)

Hope Anama

& Partners

)

Contractor

.

(Sponsor)

Emelia Carpenter President

(Architect)

Algoba Alofoje

Adukeh

(Quantity Surveyor)

Agi, Osimele

(Civil Engineer)

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Ensure stakeholders’ expectations are being managed and achieved

Resolve conflicts that extend beyond the project manager’s control

Constitute (or appoints a representative in the) change control board

Provide formal acceptance of the project deliverables

5.3.1.2 Project Manager (Part Time)

Coordinate the Project planning activities (preparation of Execution Plan)

Review all project reports for management’s attention Take decisions on projects based on management’s approval Give high level direction to the project team Ensure deliverables are produced and approved on time Ensure project is delivered with quality Ensure project is delivered within allotted time and budget Supervise and monitor the Consultant Coordination of the efforts of the project team Participate in Management reviews Preparation of periodic reports to Woody’s Management Ensure that all project management framework components are

tracked. Represent team at the periodic project peer review meeting

5.3.1.3 Project Supervising Consultant

Ensure that the construction activities meet specifications Monitor Project activities to ensure the project schedule, cost

and quality are met Prepare the agenda, notice of meeting (if required) and minutes

of all Project Progress Meetings. Enforce project document control measures on all project

documentation such as drawings (design and as-built), specifications, procedure etc.

Contributes to HSE reviews Prepare a monthly progress reports to Woody’s Management

5.3.1.4 Project Contractor

Execute the project according to design specifications, agreed work plan and work method

Prepare weekly site reports Participate in community relations activities

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5.4 Communication Management Meetings shall be held between the various stakeholders as necessary. All communication from the Contractor to the Project Manager shall be routed through the Supervising Consultant except when the purpose of communication is related to a conflict between the Contractor and the Consultant. Channel of communication shall include:

i. Meetings - Face to Face or Telephone Calls ii. Reports / Minutes of Meetings delivered in hard copy or soft copy (Email)

5.4.1 Stakeholder Analysis

The Stakeholders for the project are:

i. Chairman & CEO, Woody Ron Carpenter – The Project Sponsor. ii. President Emilia Carpenter iii. Functional Heads - (Exe VP , VP Production, VP Fin & Admin, VP

Personnel, VP Sales) iv. Director John Carpenter v. Project Management Team Members – vi. BC Community – Host Community.

Other key players in the communication chain include:

i. Supervising Consultant ii. Contractor

5.4.1.1 Project Sponsor – Chairman & CEO

S/N Needs/Requirements Frequency Channel of delivery

Remarks

1.

Monthly Performance/Progress Report

Monthly

Hand Delivery / Email

This is mandatory and also informational

2.

Project Manager’s Report

Monthly Hand Delivery / Email


3 Risk / Issue Communication

As Needed Hand Delivery / Email / Verbal Discussion

This report is on as needed basis

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5.4.1.1 Functional Heads

S/N Needs/Requirements Frequency Channel of

delivery Remarks

1.


Monthly






5.4.1.2 Project Manager


delivery Remarks

1.


Monthly



2.

Project Manager’s Report

Monthly Hand Delivery / Email


3 Project Management Team Meeting

Monthly Minutes of Meeting by Hand Delivery / Email





5 Weekly Site Meeting Weekly Minutes of Meeting by Hand Delivery / Email

This is informational

5.4.1.3 Project Team Members


delivery Remarks




2 Project Management Team Meeting

Monthly Minutes of Meeting by

This is mandatory and

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also informational




5.4.1.4 BC Community

S/N Needs/Requirements Frequency Channel of delivery

Remarks

1 Community Meeting At the start of project, Quarterly

Verbal Discussion, Minutes of Meeting Distributed

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

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5.4.2 Communication Plan (See attachment)

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5.5 Risk and Issue Management

Risk could be defined as the exposure to loss, gain, or the probability of occurrence of loss/gain multiplied by its respective magnitude. Jaafari A., (2001, p. 89) Risk Identification: A number of possible risks could be associated with this building project. They could be classified under the following: Technical, Operational, Quality, HSE (Health Security & Environment), Financial, Community Related, Project Management or Organizational. A few of these risks shall be highlighted here. NDDC PIP (2009. P 30) Key to Risk Analysis

Risk Description– describes/elaborates on the risk

Risk Classification – This classifies the risks under different categories i.e. technical, operational, quality, HSE, financial, community related, project management or organizational

Severity of Impact - This is an estimate of the overall scale of the impact following an occurrence of each risk. This is rated on the following scale:

5 Critical impact – threatens success of the overall project 4 High impact – significant disruption to overall project schedule,

cost, and products over the medium and long terms 3 Medium impact – progress disrupted with large extensions to

schedule and cost, across short and medium terms 2 Moderate impact – progress disrupted with manageable extensions

to short-term schedule and cost 1 Marginal impact – slight exposure

Probability of Occurrence - This is an assessment of the probability of an occurrence of the risk, given the responses identified, and the other factors or risks on which it is dependent. This is rated on the following scale:

5 Extremely likely occurrence

4 Very probable occurrence 3 Probable occurrence 2 Unlikely occurrence

1 Highly improbable occurrence

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

Low (1 – 4)

Medium (5-10)

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High (> 10) 5.5.1 Risk Mitigation

This is a risk response planning technique associated with threats that seeks to reduce the probability of occurrence or impact of a risk to below an acceptable threshold. PMBOK (2008 p. 447)

Risk Mitigation – Enter the mitigation activities/strategy that can be accomplished to reduce the probability or impact of the risk.

Contingency plan – In the event that the risk could not be avoided what should be done to remedy the situation if it occurs?

Risk owner – Person who is responsible for the mitigation and tracking of the risk

Risk No 1

Risk Description

Late Purchase and delivery of material resources

Risk Classification

Operational

Risk Assessment

Severity of impact Probability of occurrence

Risk exposure/priority

5 4 High

Risk Mitigation

1. Purchase material resources from local sources 2. Purchase material resources in bulk 3. Payment of Contractors as at when due 4. Secure long term steady supplier relationship and develop strategic

partnership with key supplier. 5. Establish direct business relationship with key suppliers obtaining

steady-going supply

Contingency plan

Risk Owner Contractor, Project Manager

Risk No 2

Risk Description

Adverse weather

Risk Classification

Environmental

Risk Assessment



2 2 Low

Risk Mitigation

1. We shall make provision for adverse weather condition 2. Proper planning of schedule to ensure that materials needed are on site

at the appropriate time

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Contingency plan

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

Risk Owner Project Manager, Contractor,

Risk No 3

Risk Description

Theft of construction materials on site

Risk Classification

Operational

Risk Assessment



2 4 Medium

Risk Mitigation

1. Once the site is handed over to the Contractor, he becomes completely responsible for the security of all construction materials on site. The Contractor should therefore be advised to provide adequate security for both human and material resources

2. Employ security to guard plants and equipment

Contingency plan

1. Employ security men to guard project site 2. Ask Contractor to replace stolen material

Risk Owner Contractor, Consultant

No 4:

Risk Description Delays as a result of injuries

Risk Classification

QA/QC and HSE

Risk Assessment



4 3 High

Risk Mitigation

1. Pre-mobilization inspection/ audit of Contractor equipment 2. Ensure conduction of daily on-site safety meetings before

commencement of construction activities. 3. Provision of well-stocked First Aid Kit at the project site 4. Reach an agreement with nearby hospitals on how injured construction

workers will be treated 5. Inform Woody’s Management as soon as there is any injured person on

site 6. Ensure that equipment for site test are available and that a dedicated

lab is available for all tests

Contingency plan

1. Provide first aid to the injured worker and take him/her to the hospital 2. Get a new staff to replace the injured person

Risk Owner QHSE Rep, Consultant

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No 5:

Risk Description Reliability and Logistics

Risk Classification

Operational

Risk Assessment



1 3 Low

Risk Mitigation

1. Logistic rationalization to reduce transportation cost 2. Well organized production and order planning via key commodity

coordinator 3. Establish long-term relationship with high quality suppliers

Contingency plan

Risk Owner Contractor

5.6 Change Control Management

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

The change control process to be adopted on this project is depicted below:

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5.7 Project Quality Management

S/N Quality

Parameters Activities to meet Quality

parameters Responsible Party/Person

When will this

expectation be met?

1 Schedule All deliverables should be produced in line with the agreed project schedule.

Contractor / Consultant / Project Manager

2 Budget Contractor should produce all their deliverables within the budget restraints

Contractor / Consultant / Project Manager

3 Scope Contractor should adhere to the defined scope for the project. Where changes to scope are proposed, all such scope changes need to be formally approved through the Change Management process. These changes should be evaluated in the context of these priorities and with an emphasis on meeting

Consultant / Project Manager

Submit change request form ( Consultant )

Identify change need

( Contractor )

Review change request

Review submitted change request form

( Project Manager )

Perform initial assessment

( Project Manager )

Perform impact analysis ( cost ,

schedule , resources , milestones )

CR approved for investigation ?

Review detailed change request ( Change Control

Board )

Develop revised design and revised

CR approved for addition to project

scope ? ( CCB )

Advise all impacted parties of revised scope

( Project Manager )

Yes

No

Yes

No

Change request necessary ?

( Project Manager )

Yes

No

Notify Consultant / Contractor that CR was

not approved ( Project Manager )

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stakeholders’ expectations.

4 Quality The quality of all deliverables must be planned for and managed to ensure quality as envisaged by stakeholders.

Project Manager / Consultant

Process check shall be carried out to ensure that the procedure for performing each activity is followed

Consultant

Random tests such as crushing test and compaction test shall be carried out by the Contactor for the concrete, and other construction items according to the consultant’s specifications and instructions

Contractor

5 Proactive engagement with the local community

All impacts on the local community should be discussed and agreed with them in advance.

Woody’s Management

6 HSE compliance

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

Contractor

5.8 HSE Management

The Health, Safety and Environmental (HSE) Management shall be the responsibility of the Contractor. HSE will therefore be managed according to Health, Safety and Environmental Management Plan submitted by the Contractor as approved by Woody’s through the Consultant. Contractor’s activities will therefore be organized, planned and executed in such a manner as to:

Protect and promote the health of its work force as well as the conduct of its activities in such a manner not to adversely affect any third party (Host Community inclusive)

Avoid injury to any worker(s), sub-contractors, and third parties who are involved in the project

Ensure the personal security of the work force and third parties and the security of property

Minimize the impact on the environment in which the Contractor operates

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5.8.1 HSE Standard

S/N HSE Standard Activities to meet Standard Responsible Party/Person

1

Zero fatality

Pre-mobilization meeting between QHSE and Contractor. All equipment to be deployed for this project shall be assembled at Contractor’s yard or other locations for inspection and certification, before being mobilized to the project site.

Project Team / Consultant

Provision of personal protective equipment to all site personnel

Portable fire extinguishers and foam trailers should be positioned at the site’s major installations.

Ensure all site personnel know the safety precautions required for the job. If knowledge is not present, training should be provided.

All personnel to be engaged for this Contract shall be medically fit

Provisions where necessary should be made for temporary demarcation, temporary road closure, additional lighting, scaffolding and work platform.

Provision for first aid treatment on site.

Provision for emergency breathing apparatus where necessary.

Maintaining a clean working environment.

Site components, particularly the suspended ones should be adequately maintained.

Pasting on the walls, standard operating procedures for equipment and machines.

Conduct gas tests at regular and pre-defined intervals

Contractor QHSE

2

Zero discharge/Pollution prevention and control

All flushing discharge during construction should be channeled to the septic tank/Soak away pit.

All fuels/lubricants used on site should be properly stored to prevent any spill.

Contractor

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S/N HSE Standard Activities to meet Standard Responsible Party/Person

3

Injury/incident Free Operation

Maintain a good housekeeping standard.

Conduct pre job safety meetings.


Portable fire extinguishers should be positioned at the site’s major installations.

Site personnel on duty must put on safety wears. Personnel (Woody’s or external) must wear safety gear in areas where these safety standards must be observed.

Ensure all site personnel know the safety precautions required for the job. If knowledge is not present, training should be provided.

Are there any special precautions that need to be taken?

Provisions where necessary should be made for temporary demarcation, temporary road closure, additional lighting, scaffolding and work platform.

Provision of first aid treatment on site.

Provision for emergency breathing apparatus where necessary.

Maintaining a clean working environment.

Site components, particularly the suspended ones should be adequately maintained.


Conduct gas tests at regular and pre-defined intervals.

There shall be no night driving of vehicle, except on emergency cases.

Contractor Site Manager must approve night driving on emergency cases

Contractor

4

Waste Management

Proper and effective measures must be put in place for the discharge of our waste.

Contractor

5

QHSE Safe work practices and procedure, (OE)

Hot work, excavation, entry, electrical work and general permits should be issued before any operations by are carried out.

Contractor

6

Zero lost opportunity time (LOT)

Ensure periodic inspection of site equipments. Consultant

7

Site Clean up and Demobilization

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

Contractor.

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5.9 Escalation Procedures

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

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Submit Issue Form

Review Issue

Review Issue Log

Issue actions assigned

Issue actions completed

1.0 RaiseIssue

Identify Issue

2.0 Log Issue

IssueOriginator

IssueManagement

Roles

IssueManagement

Process

3.0 AssignIssue Actions

4.0 ImplementIssue Actions

ProjectManager

ProjectReview Group

Project Team

Update Issue Log & AssignPriority

IssueChangeRequest

IdentifyProjectRisk

Close issue & updatelog

Is Issueapplicable tothe project?

YesNo

Has issuebeen resolved?

NoYes

Does issue requirea change?

NoYes

Does issue raisea risk? No

Yes

Issue Management Log

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6.0 Document Sign Off

The above document has been reviewed and accepted as the formal Project Management Plan for Woody 2000 Project. ……………......…...... ……………......…...... Ron Carpenter Miles Faster Project Sponsor Project Manager Woodys Woody’s ….../….../….. ….../….../….. ……………......…...... ……………......…...... Duru Okey Mr. Eruohi Samuel Project Supervising Consultant Contractor ….../….../….. ….../….../…..

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

1. Crowe, A (2011) The PMP Exam – How To Pass On Your First Try 2. Mantel, S. J Jr and Meredith (2009) Project Management A Managerial Approach

7th Edition; John Wiley & Sons, Inc

3. NDDC Project Implementation Plan (PIP) 2009 for the Construction of 515 Man

Hostel at University of Port Harcourt

4. PMI (2008) A guide to the project management body of knowledge (PMBOK

Guide) – Fourth Edition

5. The NDDC HSE Manual

6. Wysocki, R. K. (2009) Effective Project Management Traditional, Agile, Extreme. 5th Edition; Wiley Publishing Inc

7. Week 4 & 6 Submissions by me Eigbe, Albert

Woody 2000 Project

Documents

Transcript of Woody 2000 Project