Project Plan

Contents

Project Plan. 1

Article I.    Document Management 1

(a)   Distribution List 1

Article II.       Project Registration. 1

Article III.    Executive Summary. 2

(a)   Rationale. 2

(b)            Business Drivers. 2

(c)   Key Objectives. 2

(d)           Benefits. 3

Article IV.      Project Information. 4

(a)   1 Integration Management 4

Article V.        2 Scope Management 5

(a)   2.1 Deliverables. 5

(b)            2.2 Inclusions. 6

(c)   2.3 Exclusions. 6

(d)           2.4 Handover 6

3 Time Management 9

3.1 Schedule. 9

(e)            3.2 Milestones. 10

Article VI.      4 Cost Management 10

(a)   4.1 Budget 10

(b)            4.2 Estimating methodology. 11

(c)   4.3 Confidence level 12

(d)           4.4 Contingency. 12

(e)            4.5 Source of Funds. 12

(f)   4.6 Cash Flow.. 12

Article VII.    5 Human Resource Management 13

(a)   5.1 Stakeholders. 13

(b)            5.2 Resource Capability. 14

Article VIII.    6 Communications Management 14

(a)   6.1 Organisational Structure. 14

Article IX.      8 Risk Management 14

(a)   8.4 Risk. 14

Article X.        9 Quality Management 16

 

 

Article I.                             Document Management

(a)    Distribution List

Record the details of all project stakeholders accessing this document.

Name	Position	Signature	Date

Version Control

Record all approved changes to this document.

Revision #	Change Description	Approval Date	Author

 

Article II.                            Project Registration

Project Name

New auto bridge over the river Tamis in the city of London

Project #

A1001

Creation Date

June 25 2011

Sponsor/Client

City of London

Project Manager

Record the name and contact details of the project manager.

 

 

 

 

Article III.                          Executive Summary

(a)    Rationale

The new bridge will be located between two existing bridges: the Westminster bridge and the Lambeth Bridge, with the declared objective to divert a part of the auto traffic in the east-west direction over the river Thames. At this moment the commercial and non-commercial traffic over the river Thames in the central part of London is overcrowded and while there are a lot of efficient administrative measures established, there is still a necessity for a new traffic way over the river.

(b)    Business Drivers

The project will address an existing need of the people living in London, and it is completely financed from the London city hall budget. Our company took the challenge to address this project and following the action that the city of London organized last year, our company became the contractor for this project. The business drivers and both financial and awareness related, bringing a 12% profit margin for our company in the worst-case scenario and also establishing our company as a leading brand in area of civil construction.

(c)     Key Objectives

1. Reducing the traffic especially at rush hours on the Westminster and Lambeth Bridges by 15% immediately after the project’s completion.
2. To reduce the number of auto accidents generated by overcrowded roads by 22% in 3 months after the opening of the new bridge
3. Providing an economyto the drivers,fromtheincreasedvelocity of crossing the Thames river, from 10 ml/ h to17 ml /hour and is represented by17$/ vehicle/ ml
4. A total time economy for every crossing of about 7 minutes and a financial economy of $31.7 million over a period of 1 year from the first three month from completion of the work.

(d)    Benefits

After a slight recovery recorded in the UK construction market in 2010, it is expected that the business volume in the field will shrink again in the period 2011-2012. According to the latest data published by the Construction Products Association (CPA), the segment registers a setback of 1% in 2011 and will register a 2% decree next year due to failure in implementation of public investment and increasing budget deficit. With a weight of about 10% of the Gross Domestic Product (GDP), the UK construction sector can be instrumental in the overall economic recovery. According to officials, for this to be possible, the British government should continue the pressure on lending institutions, so they fund more loans to purchase homes and to accelerate investment in energy programs. (Fordham, 2011, p.1)

The benefits of this project can be split into two major categories: benefits that address the company and benefits towards the community.

The benefits regarding the company are represented by the profit margin already mentioned above and the fact that numerous jobs will be created in addition to the salvage of the existing ones. This is especially important if we consider the overall economical situation and the specialist’s predictions of a decline of the construction industry.

The benefits related to the community were already presented above.

 

Article IV.                         Project Information

(a)    1 Integration Management

                 (i)     1.1 Methodology

The project will be based on the Method 123 Project Management Methodology (MPMM). We have chosen this methodology because it is the most comprehensive one in describing the phases of the project.

               (ii)     1.2 Change Control

All changes in the scope of the project will be approved only by the contractor, in this case, the London City Hall. The initiation of changes can come from both parties: the contractor and our company. All final decisions will be made only after both parties agree on the technical changes and the financial modifications that may interfere in the project plan.

The change control will be done based on the following input data:

– Project plan

– Reports on project status

– Modification requests

The main instruments and methods to address the change control activity will be: change management systems, content management, performance measurement, complementary planning, and IT project management systems. The exit data will be represented by: project plan rectification, corrective actions, and dissemination of experience.

             (iii)     1.3 Performance Reporting

All reporting for the present project will be done in writing, both on paper and in an electronic format. The project will be evaluated on three categories: compliance with the deadlines as specified in the GAANT chart, compliance with the budget and quality of construction according to the specified standards.

There will be generated 3 different reports. The first will be done at the beginning of the contract and will mention all the contract details as set at the date of acceptance. The second report will be presented after the completion of 30% of the contract. The third one will be presented at 70% of completion. The last tow reports will also include details of variation in cost and extension of time – if applied.

The standard criteria for evaluation will apply: time management, management of subcontractors, standard of work, quality systems, management of industrial relations, environmental management, occupational health and safety management, and co-operative relations.

             (iv)     1.4 Audit

Record what independent process will be followed to monitor and verify all project related work.

               (v)     1.5 Dependencies

Record all related and or inter-dependent projects impacting the performance and delivery of the project.

 

Article V.                           2 Scope Management

(a)    2.1 Deliverables

The final product will be represented by a road bridge with no pedestrian area. The description of the location and structural design is presented in the documentation below.

The documentation will be developed in single phase in English in five (5) copies and shall be delivered to the beneficiary in electronic format. The documentation will include:

• Confidential Bills of Quantities;
• Confidential general quotation and the list of main technical-indicators;
• Documentation required to obtain necessary permits and agreements;
• The draw parts are the main technical design documents based on which written parts of the project are developed and will include plans and execution details;

• the plan of engagement;
• Location map – existing situation
• Location map – the projected situation
• longitudinal profile
• bridge mapping

(b)    2.2 Inclusions

Generic

• Soil tests and geodesic reports
• Taxes, fees and authorisations
• Employee facilities

Constructions

• Concrete bridge pylons
• Steel road platform
• Steel decorative protective railing
• Tarmac

(c)     2.3 Exclusions

All electrical installations will not be included in the specifications of the project. The environmental impact will be determined by an external consultant employed by the beneficiary of the project.

(d)    2.4 Handover

Prior to the handover of the project, the company will perform conformity tests and will acquire the following certifications:

• Specification Engineer report
• Certification of processes not covered by standards
• Patents for innovative works
• Conformity certificate

 

2012

Task

Duration (days)

July

August

Sep.

Oct.

Nov.

December

January

February

March

April

May

June

July

August

Contracts

0

Review of final plans

15

Review final specifications

20

Construction drawings

5

Stake lot

1

Permits and approvals

25

Construction logistics

10

Clear lot

30

Excavate for foundations

25

Build pylon foundations

90

Foundation certification

1

Steel delivery

5

Road deck placement

270

Road deck certification

1

Safety barriers

45

Purring tarmac

25

Conformity tests

25

Handover

2

Project delivery

1

TOTAL

596

 

3 Time Management

3.1 Schedule

 

 

 

(e)     3.2 Milestones

August 15 – Finishing all documents, plans, drawings and obtaining all necessary approvals for commencing work

September 10 – Having all the necessary logistics in place at the construction site

December 20 – full delivery of the steel required for the road deck

January 15 – Finishing the foundations for pylons

August 14 – grand opening of the bridge

 

Article VI.                         4 Cost Management

(a)    4.1 Budget

Chapter 1
Costs for obtaining and arranging land
	Value estimation $
Obtaining the land	0
Land planning	0
Environmental protection facility	118,000
TOTAL	118,000
Chapter 2
Expenses for the utility services needed for the project	12,000
Chapter 3
Expenses for engineering and technical assistance
Land studies	29,500
Taxes and expenses for various approvals	5,000
Project engineering	170,000
External consultants	59,000
Technical assistance	88,500
TOTAL	352,000
Chapter 4
Expenditures for basic investment
Technological equipment	56,000
Transportation	11,300
Intangible assets	21,500
TOTAL	88,800
Chapter 5
Raw material, parts, and construction activities
Raw materials for foundations	2,112,000
Reinforcement steel	698,000
Steel for the upper deck	3,680,500
Construction activities	1,250,000
Consumables	2,540,000
TOTAL	10,280,500
Chapter 6
Tests	350,000
TOTAL COST	11,201,300

(b)    4.2 Estimating methodology

The general economic estimate is the documentation that establishes the total estimated expenditure necessary to achieve the investment objectives, in this case the construction of the new bridge over the river Thames.

Compensation of expenditure between chapters / subsections of expenditure contained in the general estimate, during the investment, within the same total value, is done by updating the general estimate, by the care of the beneficiary.

The general estimate made ​​at the design stage – feasibility study / documentation of approval of the intervention works by the care of the beneficiary is updated whenever necessary, but usually in these situations:

• at the date of submission for approval of the feasibility study/feasibility documentation;
• on the building permit application;
• on the date of the organization of the award of public procurement contract for the execution of works;
• after conclusion of purchase contracts, financing resulting value of the investment objective/intervention works;
• at the date of preparation or modification by the principal loan, by law, the list of the investment objectives, Annex to the state budget or local government, for new investment objectives, as well as below.

(c)     4.3 Confidence level

The error margin for the presented budget was estimated at 3,5% in order to cover for the rate of inflation and various price fluctuations that can occur over the construction cycle of the project. As some of the materials are imported, we need to take into account the possibilities of price increases due to fluctuation between currencies.

(d)    4.4 Contingency

Not applied

(e)     4.5 Source of Funds

The entire project if financed from the local budget of the city of London, using public founds.

The founds will be allocated in three stages, that will coincide with the project milestones presented above.

Each payment stage will be approved by the City Council of London, based on the presented budget and on the completion reports of the previous stages.

(f)      4.6 Cash Flow

Days	Planed earned value	Planned budget	Cash in	Cash out	Balance
0	0	0	0	0	0
30	29,000.00	28,400.00	5,400,000.00	56,000.00	5,344,000.00
61	32,000.00	29,600.00		62,000.00	5,282,000.00
100	12,500.00	11,400.00		250,000.00	5,032,000.00
120	22,300.00	21,600.00		650,000.00	4,382,000.00
190	9,800.00	9,600.00	2,650,000.00	3,650,000.00	3,382,000.00
220	12,000.00	5,600.00		560,000.00	2,822,000.00
300	23,000.00	23,600.00		1,230,000.00	1,592,000.00
330	2,300.00	2,500.00		230,600.00	1,361,400.00
390	5,600.00	5,560.00		450,000.00	911,400.00
410	8,600.00	8,500.00		520,000.00	391,400.00
461	23,000.00	22,100.00	3,151,300.00	1,590,000.00	1,952,700.00
510	65,400.00	63,200.00		450,000.00	1,502,700.00
596	45,000.00	42,100.00		1,200,000.00	302,700.00

 

Article VII.                       5 Human Resource Management

(a)    5.1 Stakeholders

Stakeholder	Input/Influence	Requirements/Expectations
London City Hall	Ongoing consultation, high degree of influence and final approval.	Reports will be supplied to the City Council via project manager
Project manager	The main decisional power of the project	Written and verbal reports updating the progress of the project at fortnightly portfolio meetings.  The specific expectation is that the project will be on time and on budget
Construction engeneer	Ongoing consultation, high degree of influence and final approval.	Written and verbal reports updating the progress of the project for each business unit (same report as the project manager)
Operations Manager	Ongoing consultation, medium degree of influence and final approval.
Acquisition manager	Ongoing consultation, medium degree of influence and final approval.	The main responsibility is that all necessary materials are delivered on time and on budget
Administration staff	Ongoing consultation, low degree of influence.	Written and verbal report on department specific processes.

(b)    5.2 Resource Capability

For the entire duration of the project, the standard working hours apply. The work will be done in tow shifts, divided from 05.00 – 14.00 (1 hour launch brake) and 14.30 – 21.00.

There are no training needs for this specific project, as all operations are standard for our company. There is also no need of employing new personal.

All machinery, tools and equipments needed for the project are already in use. There is no need for new equipment acquisitions.

All raw materials will be bought from English suppliers, exception the steel which will be imported from a German manufacturer.

All facilities needed on site will be rented from ongoing partners.

 

Article VIII.                      6 Communications Management

(a)    6.1 Organisational Structure

 

Article IX.                         8 Risk Management

(a)    8.4 Risk

Main risks

Cost related risks:

Tight project schedule

Design variations

Variations by the client

Unsuitable construction program planning

Occurrence of dispute

Price inflation of construction materials

Excessive approval procedures in administrative government departments

Incomplete approval and other documents

Incomplete or inaccurate cost estimate

Inadequate program scheduling

Time related risks:

Tight project schedule

Design variations

Excessive approval procedures in administrative government departments

Variations by the client

Incomplete approval and other documents

Unsuitable construction program planning

Inadequate program scheduling

Bureaucracy of government

High performance or quality expectations

Variations of construction program s

Quality related risks:

Tight project schedule

Inadequate program scheduling

Unsuitable construction program planning

Incomplete or inaccurate cost estimate

Low management competency of subcontractors

High performance or quality expectations

Variations of construction programs

Unavailability of sufficient amount of skilled labour

Design variations

Lack of coordination between project participants

Environment related risks:

Tight project schedule

Variations of construction programs

Unavailability of sufficient professionals and managers

Excessive approval procedures in administrative government departments

Variations by the client

Inadequate or insufficient site information (soil test and survey report)

Low management competency of subcontractors

High performance or quality expectations

Inadequate program scheduling

Serious noise pollution caused by construction

Safety related risks:

Tight project schedule

Low management competency of subcontractors

Unsuitable construction program planning

Variations of construction programs

General safety accident occurrence

High performance or quality expectations

Design variations

Lack of coordination between project participants

Excessive approval procedures in administrative government departments

Unavailability of sufficient amount of skilled labour

Unavailability of sufficient professionals and managers

 

Article X.                          9 Quality Management

The design engineer shall establish construction quality assurance measures. The design or construction engineer shall oversee implementation and documentation of implementation of these measures. Upon completion of construction, the design engineer shall inspect the bridge and certify, in writing, that the bridge was built in accordance with the approved plans and specifications.

Quality Standards

ISO 9001:2000 Quality Management Standard

89/106/EEC Construction Products Directive to EN 1433:2002

Five types of quality control will be applied:

• control of contractor
• control of the formation leader or master chief
• specialized independent control
• complex statistical control
• total quality control

 

 

 

 

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