Rene Fourie Project Management Assignment

1. Background &
Proposal 7. WBS 16.Reporting

2.Team
8. CPM 17.Lessons Learnt

3. Issues & Risks 9 + 10 Gantt & Resources

4. Constraints & Feasibility 11. Procurement

5. Stakeholders 12. Budget & Cash Flow

6. Charter & Scope 13.Quality

14.Risk

15. Communication
 Overview Background & Proposal
What is the Background and Proposal?
Company name: Free State Department of Health Overview
The proposal describes the business need (i.e. it
Project name / Proposal: Wheelchair Training Area focuses on why you want a project) and, if known,
what you want to do. You should document it formally
Project Number: 01/2017 and have it reviewed by potential stakeholders prior
Project Sponsor: C. Apple - Head of Physiotherapy NDH to a go/no go decision for starting an initial
investigation. The proposal document is used as the
Project Manager: K. Pear - Architect key deliverable at the Initial Investigation Gate. This
gate, just prior to the initial investigation stage, is the
first decision point when resources are committed to
Patients that are wheelchair bound are receiving rehabilitation at various health care facilities in Bloemfontein. It has working on the proposal; it is also the point at which
come to our attention that this rehabilitation is inadequate to some of the patients, as it does not take into account the the potential project is first formally recognised. The
gate is unique in that it is the only one in the project
surfaces that has to be covered by these patients in their communities, such as gravel, uneven surfaces, potholes, life cycle which does not require you to have a plan
inclined or declined surfaces and muddy terrain. An area was identified at the back of Physiotherapy and for how you undertake the work which follows. It is
Occupational Therapy at National District Hospital in Bloemfontein that can be used. The access to the area might be important for you to document the proposal as: it
Project Background: acts as the brief for the Initial Investigation Stage;
restricted to big vehicles and the wastepipes and electrical system is old and needs to be replaced. The aim is to build
an area that will be 900 m2 and will include incline and declined ramps, uneven surfaces, gravel areas, potholes and the mere fact of writing the proposal down serves to
clarify thinking and ensure clear communication of
muddy areas that can be used for training of these patients. Through this project we want to empower these patients your intentions; if you cant be bothered to write it
to be independent and to reach any destination that they would like to reach within their community and to improve down, why should you expect any one to work on it?
awareness of people with disabilities. Key deliverable The Proposal is a very brief document
(one to five pages) which outlines the need the
project will meet, what it is intended to produce (if
known), its benefits, and how it fits with current
Which Strategic Objective / Corporate strategy. If known, the impact on the organisation
This is in line with several strategic objectives of the FSDOH: 1) It Improves the quality of care at the facility, 2) It
Requirement / Business case links to (market, technology and operational), broad
promotes health, 3) It improves access to disability and rehabilitation services.
this project? estimates of benefits and cost, and required time to
completion are also included.
Benefits are: It will improve the quality of care given to the patients as they will be able to go through the course and
What are the Benefits and how does
be able to access the areas that they need to access when they go home. More people in the community will be
the project fit in with current strategy?
informed about this area, so that they can also be helped. By creating this area it will be the first one in the
(S.M.A.R.T. Principle)
government sector in Bloemfontein where patients will be able to come and exercise to assist them in their daily lives.

REMEMBER:
A business case captures the reasoning for initiating a project or task. It is often presented in a well-structured written document, but may also sometimes come in the form of a short verbal argument or presentation. The logic of
the business case is that, whenever resources such as money or effort are consumed, they should be in support of a specific business need. An example could be that a software upgrade might improve system performance, but
the "business case" is that better performance would improve customer satisfaction, require less task processing time, or reduce system maintenance costs. A compelling business case adequately captures both the quantifiable
and non-quantifiable characteristics of a proposed project. Business case depends on business attitude and business volume.

Business cases can range from comprehensive and highly structured, as required by formal project management methodologies, to informal and brief. Information included in a formal business case could be the background of the
project, the expected business benefits, the options considered (with reasons for rejecting or carrying forward each option), the expected costs of the project, a gap analysis and the expected risks. Consideration should also be
given to the option of doing nothing including the costs and risks of inactivity. From this information, the justification for the project is derived. Note that it is not the job of the project manager to build the business case, this task
is usually the responsibility of stakeholders and sponsors
 Overview THE PROJECT TEAM
Critical
Questions Considering the Scope & Objective of my Project Name Group Role Responsibility Contact Information
Overseeing and monitoring the day to day activities and deadlines of the
Leadership - Team members must be able to motivate the people working for him/her and take
project. To facilitate communication between project management team and Email:
lead when there is a challenge
EXCO team.
Mr. C.Apple FSDOH Project Sponsor
Report writing skills - Team members must be able to compile quality reports. Phone:
Analytical skills - Team members should be ably to analyze data etc. to be able to make the
Location:
correct decision
Design of the wheelchair training area and initiate approval of the plans at
Presentation skills -Team members should be able to present their plans/ideas to the sponsors
Mangaung Metro Municipality. Identifying the construction team. Close team Email:
etc.
work with the contractor and project sponsor
Communication Skills - Team member must be able to communicate effectively with everybody Architect (Project
Mr. A KS Architects Phone:
who is involved with the project Manager)
What skills Message: As an architect that is known with a special interest in projects
Fundraising skills - The fundraiser should be able to secure funding for the project well in
do I need in advance regarding people with reduced mobility, your expertise is what is needed to Location:
my team? make this project a success.
Decision-making - Team members should be able to make critical/problem solving decisions
Plan and design of the irrigation system and storm water drainage Email:
when it is needed.
Interpersonal skills - The team should be able to interact with each other interpersonally and
Phone:
professionally during the project Mr. B Mahala Engineers Civil Engineer
Message: You were recommended by Mr G Malherbe as the best Civil
Organisational skills - Team members should be able to organise their work schedules in order
engineer he has worked with while upliftment of the community is a big Location:
to be on time for each step of the project
passion of yours.
layout of the wheelchair training area.
Team work - Team members should be able to work independently but it is also expected for
Email:
them to work together as a team
Management skill - Team members should be able to manage any problem/query that might
Phone:
arise during the project Mr. C Paradise Gardens Landscape designer
Message: You were recommended by various people to be a part of this
Task and goal-oriented: Team members must be able to begin and finish a task in order to
project. Your reputation is excellent based on the Botanical gardens that you Location:
reach all set-out goals.
designed
Time management - team members should be able to manage their work schedules in order to
Calculation the cost of the project and supplies. Email:
be on time for each step of the project.
High Quality - Each part of the project must be done to the highest quality Mr. D AL Quantity Surveyors Quantity Surveyor Phone:
Work under pressure - Members should be able to work under pressure in order to reach the Message: You were recommended by the Architect Mr. K. Smit based on your
Location:
due date successfully good working relationship and results
Construction of wheelchair area, buying of supplies and equipment, compiling
Communication - All team members must communicate and listen effectively at all times Email:
the workforce and over seeing the day to day activities on site.
What Professionalism - All team members must behave professional at all times in relation to their
Phone:
attributes tasks and especially in relation to other team members Mr. E ABC Contractors Contractor
must team Message: You come highly recommended from A Labuschagne as a
Commitment - Every team member must be committed to his/her duty as well as the whole
members project
contractor that does the best job in the city and all your projects are delivered Location:
have? on time.
Reliable - Members must be able to rely on each other for the project to be a success To visit site and ensure compliance with health and safety regulations Email:
Respect - Members will treat everyone with respect and dignity Phone:
Health and safety Message: As the health and safety representative we want to give you this
Mr. F FSDOH
officer very important task on this special project that hasn't been done before in
Trustworthiness - Members should be able to trust one another. Location:
Bloemfontein to make sure the project complis with health and safety
standards.
Approach various companies for sponsorship and give feedback regarding
Attitude - Every member should have a positive attitude for the project to be a success Email:
process
Accountability - Members must be accountable for each of their duties that are entrusted to
Phone:
them Me G FSDOH Fundraiser
What is my Message: Because of your spontaneous personality and ability to persuade
message to people you were specially selected for the project to help us gather funds for Location:
You are hereby selected to take part in a special project that will affect the lives of many people in these patients with disabilities.
people I the Bloemfontein area as this will be the first project of its kind in Bloemfontein.
invite /
To ensure that wheelchair areas are up to standard for rehabilitation purposes Email:
inform?
Project Sponsor Phone:
Rehabilitation
Me. H FSDOH
representative Message: You were recommended by most of the occupational therapists in
Architect Bloemfontein as the expert regarding the needs of people with reduced Location:
mobility and you will be a chief user of the wheelchair training area.
List
potential Civil Engineer
Team Landscape Designer
Members Quantity Surveyor
Contractor
Health and Safety Officer
Fundraiser
Rehabilitation Representative
 Overview Do a Premortem thus deciding on the Issues and Risks What is a Premortem?

Issues Risks
1 Funding needed for the project Possible injuries
2 Old and damaged water supply system Funds not available when needed from sponsors
3 Not keeping to time schedule Digging machines might break down.
4 Plans not approved in time by municipality Damaging of pipes or electricity lines
5 Wrong items bought that doesn't meet the specifications. Rain may delay project by a few days
6 Not following building plans and need to break down structures Workers didn't attend work due to strikes
7 Delivery truck does not have easy access to area Theft of equipment or supplies may occur security
8 Substandard products are used Equipment and materials may arrive late
9 Prices of equipment and supplies will increase Manufacturers might not have stock at the moment
10 The project does not comply with the health and safety guidelines
11 Drought
12 Load shedding
13 The project is not up to standard for rehabilitation purposes
14 Information delay
15 Workers didn't attend work due to strikes
16 Equipment may not meet requirements
17
18
Overview Constraints and Feasibility

Corporate Requirements Internal Project Constraints Internal Operational Constraints External Constraints

Tick if Tick if Tick if Tick if

applicable applicable applicable applicable

Realize Benefits Specifications & Standards x Fit for purpose x User & Customer Preferences x
Financial Objectives Build Method x Configuration Competition
Cash Flow x Technology available Environment x Regulations
Project Finance x New Technology Life span Standards x
Company Resources Resource Capability Start-up disruption Local content
Corporate Budget Equipment Capability x Operator Safety x Climatic Conditions x
Lifecycle Costing Transport x Ease of Operation Special Equipment
Diversifying Products Material handling Operators Skill Level Currency Risk
Buying Work Management Systems x Operating & maintenance Costs Environmental Issues
Exports Project Office Ease of Maintenance Political Unrest x
Partner Maintenance Level of Skill Local stakeholders x
Industrial relations Maintenance Downtime
Training Planned Maintenance
Corporate Schedule Redundancy
Approved Suppliers x
Up-grade
 Overview STAKEHOLDER ANALYSIS

Stakeholders Needs / Expectations / Pains / What is in it for them Priority Message

The community will benefit through optimal independence and mobility, less dependency
Bloemfontein The need and expectation of the community is for optimal mobility and access to on family and increased safety and skills with the use of assistive devices. The economy
H
Community areas in the community will also be influenced due to the fact that increased mobility and accessibility will provide
the opportunity for patients to return to work.
The project is in line with the strategic objectives of the FSDOH: 1) It Improves the quality This project is the first of its kind in the Free State specifically aimed at community
FSDOH of care at the facility, 2) It promotes health, 3) It improves access to disability and H members with reduced mobility. The aim is to expose 80% of all new users of assistive
rehabilitation services. devices in the Bloemfontein area to the new skills and safety that the project provides.
Your contribution will affect the quality of life of various patients presenting with
Financial disabilities and therefore greatly impact on the well-being of the community. In addition to
The needs of the sponsors will be community upliftment, advertisement for their
Contributors e.g. the contribution to the community, your company will be assisted to reach the percentage
company and compliance with requirements with regards to donations expected H
Old Mutual of donations required from your company per year. Every contributing company will have
from companies.
(NGO's) access to advertisement opportunities at the site of the project and you will receive
quarterly feedback on the program and the impact of the project.
You will have the benefit of receiving recognition for a quality product. You will
Recognition in the community for a good quality product and upliftment of the
Project Team H experience the satisfaction of seeing an uplifted community as well as individual and
community.
community economic empowerment.
National District Hospital will be the first facility in the Free State to have an area like this.
Treatment and service delivery will be more effective in the sense that patients will be
To improve the image of the hospital as well as the effectiveness of treatment and
NDH EXCO H more active, healthy and safe. Seeing that patients from all facilities in Bloemfontein will NDH
service delivery. Increased revenue and increased budget.
be referred, the statistics and revenue will increase and can therefore be used to
motivate for more funds for the hospital.
You will be a part of the first project of its kind in the Free State. When the patients are
given skills that will increase mobility, it will decrease the workload of the staff. Transfers
and movement of patients will be easier as the patient will be able to assist. The average
Decreased workload and stress relief. Increased staff morale, motivation and team
NDH Staff H length of stay of patients in the hospital will decrease. Your work satisfaction will increase
work.
when you see that a patient is leaving the hospital better and more independent that
when he was admitted. The product will be used for teambuilding to increase staff
morale, improve teamwork and relief stress.
 Overview Charter and Scope
Critical Questions
Project Name?
Which Strategic Objective / Corporate
Requirement / Business case links to this
project?

What is the background to the Project (the real

problem we are trying to solve)?

Scope: What is the Purpose of this Project?

Scope: Who is the Project Sponsor?
Scope: Objective (s) - What must ultimately be
achieved with this Project ?
- describe the job at hand
-describe the expected quality standards
-describe the expected timeframe
-describe the expected cost framework

Scope: What is included in / excluded by this

project (boundaries)?

Scope: Who are the main Stakeholders?

Scope: What are the major benefits of this

project to the organisation & stakeholders?

What are the main items to be procured and

 How?

What is the estimated Resource requirement

and where will it be sourced?

Project Assumptions accept as a given

Issues current reality -problems impacting on

the successful execution of the project today

Risks possible future problems that might

impact successful execution in the future
 Charter and Scope
Considering my Project Responsibility
Wheelchair Training Area Project Manager
Benefits are: It will improve the quality of care given to the patients as they will be able to go through the course and be able to access the areas that they need to access
when they go home. More people in the community will be informed about this area, so that they can also be helped. By creating this area it will be the first one in the Project Sponsor
government sector in Bloemfontein where patients will be able to come and exercise to assist them in their daily lives.

Patients that are wheelchair bound are receiving rehabilitation at various health care facilities in Bloemfontein. It has come to our attention that this rehabilitation is
inadequate to some of the patients, as it does not take into account the surfaces that has to be covered by these patients in their communities, such as gravel, uneven
surfaces, potholes, inclined or declined surfaces and muddy terrain. An area was identified at the back of Physiotherapy and Occupational Therapy at National District
Hospital in Bloemfontein that can be used. The access to the area might be restricted to big vehicles and the wastepipes and electrical system is old and needs to be Project Sponsor
replaced. The aim is to build an area that will be 900 m2 and will include incline and declined ramps, uneven surfaces, gravel areas, potholes and muddy areas that can
be used for training of these patients. Through this project we want to empower these patients to be independent and to reach any destination that they would like to
reach within their community and to improve awareness of people with disabilities.

This is in line with several strategic objectives of the FSDOH: 1) It Improves the quality of care at the facility, 2) It promotes health, 3) It improves access to disability and
rehabilitation services. Project Sponsor
C. Apple - Head of Physiotherapy NDH

The wheelchair training area must be built according to standards of rehabilitation and health and safety Project Team
To construct a wheelchair training area Project Manager
Health and Safety Officer and
According to rehabilitation and health and safety standards
Rehabilitation Representative
1 June 2017 - 31 October 2017 Project Manager
R 525,500.00 Project Manager
Included
Procurement of supplies
Monitoring of budget
Obstacles in the area e.g. ramps, gravel, safety rails, paving.
Irrigation system and garden layout
Organisation of workforce
Procurement and management of equipment Project Manager

Excluded
Maintenance
Parking area
Wheelchairs and other assistive devices
Restrooms
Bloemfontein Community
FSDOH
Financial Contributors e.g. Old Mutual (NGO's)
Project Team
Project Team
NDH EXCO
NDH Staff

It will be the first of its kind in Bloemfontein

It will improve the image of the hospital and the trust of the community in National District Hospital
Project Team
Community members will be more independent from family members
It will make a enormous difference in the lives of many people in the community.

Building material will be determined by the Architect and will be sourced from local dealers by the contractor
Project Manager
 Project Manager
bricks, steel, concrete, paint, etc

The contractor will be in charge of sourcing the man power for the job Equipment and supplies
will be procured by the contractor Project Manager

We will get enough funding from the NGO's or sponsors

Team members are paid when they should to ensure timeous service delivery
Approval of plans by the municipality takes months to complete and will affect the starting time of the project
Bloemfontein has all the team members, equipment and supplies locally available Project Team
The political climate in South Africa is as such that strikes can happen at any time and should be taken into account
Equipment and supply prices are influenced by the fluctuating exchange rate

Funding needed for the project

Old and damaged water supply system
Not keeping to time schedule
Plans not approved in time by municipality
Wrong items bought that doesn't meet the specifications. Project Team
Not following building plans and need to break down structures
Delivery truck does not have easy access to area
Substandard products are used
Prices of equipment and supplies will increase

Possible injuries
Funds not available when needed from sponsors
Digging machines might break down.
Damaging of pipes or electricity lines
Rain may delay project by a few days
Workers didn't attend work due to strikes
Theft of equipment or supplies may occur security
Equipment and materials may arrive late Project Team
Manufacturers might not have stock at the moment
The project does not comply with the health and safety guidelines
Drought
Load shedding
The project is not up to standard for rehabilitation purposes
Information delay
Equipment may not meet requirements
 Overview WORK BREAKDOWN STRUCTURE

PRECEDING CONSTRAINT Major

NR. TASK / ACTIVITY ACTIVITIY NR TYPE ES EF LS LF Float DURATION RESPONSIBILITY Deliverables

1 START-UP OF PROJECT - EARTHWORKS

1.1 Site Clearance, etc START SS 1 2 1 2 0 2 Project Manager and Contractor
1.1.1 Dig up and remove rubbish, debris, vegetation, hedges shrubs and trees.
1.2 Excavations 1.1 FS 3 10 3 10 0 8 Project Managar and Contractor
1.2.1 Strip footing to walls
1.2.2 Strip footing to yard walls
1.2.3 Store surplus material from excavations and/or stock piles at identified site
2 CONCRETE TO EXCAVATION

Test Mixes 1.2 FS 11 11 11 11 0 1 Project Manager, contractor, and Health and

2.1 safety officer
2.1.1 Test concrete strength
2.2 Unreinforced concrete cast against excavated surfaces 2.1 FS 12 14 12 14 0 3 Project Manager and Contractor
2.2.1 Strip footings to walls
2.2.2 Strip footings to yard walls
3 PLINTH WALL (BRICKWORK)
3.1 Superstructure 2.2 FS 15 19 15 19 0 5 Project Manager and Contractor
3.1.2 Lay one brick walls
3.2 Brickwork sundries 3.1. FS 20 27 20 27 0 8 Project Manager and Contractor
3.2.1 Insert brickforce into walls
4 Filling etc.
4.1 Filling to plinth wall 3.2 FS 28 33 28 33 0 6 Project Manager and Contractor
4.1.1 Backfill of trenches, holes etc
4.1.2 Fill under floors
4.2 Soil Poisoning and insecticide 4.1 FS 34 36 34 36 0 3 Project Manager and Contractor
4.2.1 Fill under floors with soil poison and insecticide
4.2.2 Fill over site to provide level surface
4.3 Compaction test 4.2 FS 37 41 37 41 0 5 Project Manager and Contractor
4.3.1 Do density tests
5 CONCRETE SLAB
5.1 Movement Joints etc 4.3 FS 42 44 42 44 0 3 Project Manager and Contractor
5.1.1 Insert soft board vertical between concrete surface and brick walls
5.2 Mesh Reinforcement 5.1 FS 45 51 45 51 0 7 Project Manager and Contractor
5.2.1 Insert high tensile mesh in concrete surface beds
5.3 Reinforced concrete 5.2 FS 52 63 52 63 0 12 Project Manager and Contractor
5.3.1 Reinforce solid slabs
6 FINISHING
6.1 Paving 5.3 FS 64 67 64 67 0 4 Project Manager and Contractor
6.1.1 Fill earth for paving
6.1.2 Cobble pave
6.2 Tiling 5.3 SS 64 65 66 67 2 2 Project Manager and Contractor
6.2.1 Tile designated areas
6.3 Precast Concrete, 6.2 FS 68 75 68 75 0 8 Project Manager and Contractor
6.3.1 Copings to brick work
6.4 Plastering 6.3 FS 76 80 76 80 0 5 Project Manager and Contractor
6.4.1 Plaster allocated areas and surfaces
6.5 Metal work 6.4 FS 81 83 81 83 0 3 Project Manager and Contractor
6.5.1 Weld and install gates and grills
6.6 Carpentry 6.5 FS 84 88 84 88 0 5 Project Manager and Contractor
6.6.1 Build a wooden framed bridge
6.7 Paintwork 6.6 FS 89 93 89 93 0 5 Project Manager and Contractor
6.7.1 Paint on plaster
6.7.2 Paint on metal
6.7.3 Paint on wood
Plumbing and drainage 6.7 FS 94 100 94 100 0 7 Project Manager, Contractor, civil engineer
6.8 and landscape designer
6.8.1 Install storm water disposal
6.8.2 Install irrigation reticulation
7 CLOSE OUT OF PROJECT
7.1 Snagging 6.8 FS 101 101 101 101 0 1 Project Team
7.1.1 Check product for minor rectifications
7.2 Practical Completion 7.1 FS 102 102 102 102 0 1 Project Manager and Contractor
7.2.1 Receive certificate of completion
7.3 Final Completion 7.2 FS 103 103 103 103 0 1 Project Team
7.3.1 Hand over to clients
 Work
Package Tasks
Activities
 Overview CPM (CRITICAL PATH METHOD)

Forward Pass = Calculation of Early Start (ES) & Early Finish (EF)
COMPLETE the NETWORK
Backward Pass = Calculation of Late Start (LS) & Late Finish (LF)
1) Draw the Forwards Process (EARLIEST TIME)
- activity time is added to each activity (ES+DUR-1=EF)
Start Date = 1 - the early finish (EF+1) is carried over to the next activity where it becomes the early start (ES)
- the subsequent activity is a compound of activities. The highest early finish time (EF) is chosen from all of the immediate
Key Example preceding activities
ES EF 1 10 11 15 2) Draw the Backwards Process (LATEST TIME)
Float Activity Duration 0 A 10 0 B 5 - activity time is subtracted from every activity - start with the last activity of the project and calculate lat is carried over from
the previous activity to determine the LF, unless
LS LF 1 10 11 15 - the previous activity is a burst activity; in this case the smallest LS is chosen from the immediate subsequent activities to
determine the LF
3) Determine the Slack
- Slack (SL=LS-ES)
- Slack(SL=LF-EF)
4) Determine the Critical Path- the critical path is those activities where LF=EF or a slack of ZERO (LF-EF=0) or (LS-ES=0 )

Forwards Process

1 2 3 10 11 11 12 14 15 19 20 27 28 33 34 36 37 41 42 44 45 51 52 63 64 67
0 1.1 2 0 1.2 8 0 2.1 1 0 2.2 3 0 3.1 5 0 3.2 8 0 4.1 6 0 4.2 3 0 4.3 5 0 5.1 3 0 5.2 7 0 5.3 12 0 6.1 4
1 2 3 10 11 11 12 14 15 19 20 27 28 33 34 36 37 41 42 44 45 51 52 63 64 67

Backwards Process 64 65
2 6.2 2
66 67
 Overview WORK BREAKDOWN STRUCTURE Overview

Work
NR. TASK / ACTIVITY PRECEDING CONSTRAINT ES EF LS LF Float DURATION RESPONSIBILITY Major Package Tasks
ACTIVITIY NR TYPE Deliverables Activities

1 START-UP OF PROJECT - EARTHWORKS Forward Pass = Calculation of Early Start (ES) & Early Finish (EF)
1.1 Site Clearance, etc START SS 1 2 1 2 0 2 Project Manager and Contractor
1.1.1 Dig up and remove rubbish, debris, vegetation, hedges shrubs and trees. Backward Pass = Calculation of Late Start (LS) & Late Finish (LF)
1.2 Excavations 1.1 FS 3 10 3 10 0 8 Project Manager and Contractor Start Date = 1
1.2.1 Strip footing to walls
1.2.2 Strip footing to yard walls Key Example
1.2.3 Store surplus material from excavations and/or stock piles at identified site ES EF 1 10 11 15
CONCRETE TO EXCAVATION
2 Float Activity Duration 0 A 10 0 B 5
Project Manager, contractor, and Health and
2.1 Test Mixes 1.2 FS 11 11 11 11 0 1 safety officer LS LF 1 10 11 15
2.1.1 Test concrete strength
2.2 Unreinforced concrete cast against excavated surfaces 2.1 FS 12 14 12 14 0 3 Project Manager and Contractor
2.2.1 Strip footings to walls
2.2.2 Strip footings to yard walls
3 PLINTH WALL (BRICKWORK)
3.1 Superstructure 2.2 FS 15 19 15 19 0 5 Project Manager and Contractor
3.1.2 Lay one brick walls
3.2 Brickwork sundries 3.1. FS 20 27 20 27 0 8 Project Manager and Contractor
3.2.1 Insert brick force into walls Forwards Process
4 FILLING ETC.
4.1 Filling to plinth wall 3.2 FS 28 33 28 33 0 6 Project Manager and Contractor 1 2 3 10 11 11
4.1.1 Backfill of trenches, holes etc 0 1.1 2 0 1.2 8 0 2.1 1
4.1.2 Fill under floors 1 2 3 10 11 11
4.2 Soil Poisoning and insecticide 4.1 FS 34 36 34 36 0 3 Project Manager and Contractor
4.2.1 Fill under floors with soil poison and insecticide Backwards Process
4.2.2 Fill over site to provide level surface
4.3 Compaction test 4.2 FS 37 41 37 41 0 5 Project Manager and Contractor
4.3.1 Do density tests
5 CONCRETE SLAB
5.1 Movement Joints etc 4.3 FS 42 44 42 44 0 3 Project Manager and Contractor
5.1.1 Insert soft board vertical between concrete surface and brick walls
5.2 Mesh Reinforcement 5.1 FS 45 51 45 51 0 7 Project Manager and Contractor
5.2.1 Insert high tensile mesh in concrete surface beds
5.3 Reinforced concrete 5.2 FS 52 63 52 63 0 12 Project Manager and Contractor
5.3.1 Reinforce solid slabs
6 FINISHING
6.1 Paving 5.3 FS 64 67 64 67 0 4 Project Manager and Contractor
6.1.1 Fill earth for paving
6.1.2 Cobble pave
6.2 Tiling 5.3 FS 64 65 66 67 2 2 Project Manager and Contractor
6.2.1 Tile designated areas
6.3 Precast Concrete, 6.2 FS 68 75 68 75 0 8 Project Manager and Contractor
6.3.1 Copings to brick work
6.4 Plastering 6.3 FS 76 80 76 80 0 5 Project Manager and Contractor
6.4.1 Plaster allocated areas and surfaces
6.5 Metal work 6.4 FS 81 83 81 83 0 3 Project Manager and Contractor
6.5.1 Weld and install gates and grills
6.6 Carpentry 6.5 FS 84 88 84 88 0 5 Project Manager and Contractor
6.6.1 Build a wooden framed bridge
6.7 Paintwork 6.6 FS 89 93 89 93 0 5 Project Manager and Contractor
6.7.1 Paint on plaster
6.7.2 Paint on metal
6.7.3 Paint on wood
Project Manager, Contractor, civil engineer
6.8 Plumbing and drainage 6.7 FS 94 100 94 100 0 7 and landscape designer
6.8.1 Install storm water disposal
6.8.2 Install irrigation reticulation

7 CLOSE OUT OF PROJECT

7.1 Snagging 6.8 FS 101 101 101 101 0 1 Project Team
7.1.1 Check product for minor rectifications
7.2 Practical Completion 7.1 FS 102 102 102 102 0 1 Project Manager and Contractor
7.2.1 Receive certificate of completion
7.3 Final Completion 7.2 FS 103 103 103 103 0 1 Project Team
7.3.1 Hand over to clients
 CPM (CRITICAL PATH METHOD)

12 14 15 19 20 27 28 33 34 36 37 41 42 44 45 51 52 63 64 67 68 75 76 80 81 83 84 88 89 93 94 100
0 2.2 3 0 3.1 5 0 3.2 8 0 4.1 6 0 4.2 3 0 4.3 5 0 5.1 3 0 5.2 7 0 5.3 12 0 6.1 4 0 6.3 8 0 6.4 5 0 6.5 3 0 6.6 5 0 6.7 5 0 6.8 7
12 14 15 19 20 27 28 33 34 36 37 41 42 44 45 51 52 63 64 67 68 75 76 80 81 83 84 88 89 93 94 100

64 65
2 6.2 2
66 67
 Gantt Overview
Chart Gantt Chart Gantt Chart Gantt Chart

WEEK 1 WEEK 2 WEEK 3 WEEK 4 WEEK 5 WEEK 6 WEEK 7 WEEK 8 WEEK 9 WEEK 10 WEEK 11 WEEK 12 WEEK 13 WEEK 14 WEEK 15 WEEK 16 WEEK 17 WEEK 18 WEEK 19 WEEK 20 WEEK 21

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101
102
103
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10

74

75

76

77

78

79
1

2
3
4
5
6
7
8
9
PHASE 1 - 10 DAYS
2 days
COMPLETE RESOURCES TABLE
1) Complete Gantt Bar Chart - Phase 1
8 days
2) Complete Gantt Bar Chart - Phase 2
3) Complete Gantt Chart for ALL Phases
3) Calculate how many resource types you
require
PHASE 2 -
4) List how many resources type are available
4 DAYS 5) Work out how many resources you require
and complete the resources table
1 6) Do a summary of your resource
requirements
3 days
7) Do a Procurement List
8) Detail how you will handle the
communication
PHASE 3 - 13 DAYS
5 days

8 days

PHASE 4 - 14 DAYS
101 101 102 102 103 103 6 days
0 7.1 1 0 7.2 1 0 7.3 1
101 101 102 102 103 103
3 days

5 days

PHASE 5 - 22 DAYS

3 days

7 days

12 days

PHASE 6 - 37 DAYS
4 days

8 days

5 days

3 days

5 days

5 days

7 days

PHASE 7 -
3 DAYS

1
 Overview WORK BREAKDOWN STRUCTURE

WEEK 1 WEEK 2

PRECEDING CONSTRAINT Major Work

NR. TASK / ACTIVITY
ACTIVITIY NR TYPE
ES EF LS LF Float DURATION RESPONSIBILITY
Deliverables
Package Tasks 1 2 3 4 5 6 7 8
Activities

1 START-UP OF PROJECT - EARTHWORKS

1.1 Site Clearance, etc START SS 1 2 1 2 0 2 Project Manager and Contractor 10000
1.1.1 Dig up and remove rubbish, debris, vegetation, hedges shrubs and trees.
1.2 Excavations 1.1 FS 3 10 3 10 0 8 Project Manager and Contractor
1.2.1 Strip footing to walls
1.2.2 Strip footing to yard walls
1.2.3 Store surplus material from excavations and/or stock piles at identified site
2 CONCRETE TO EXCAVATION

2.1 Test Mixes 1.2 FS 11 11 11 11 0 1 Project Manager, contractor, and Health and
safety officer
2.1.1 Test concrete strength
2.2 Unreinforced concrete cast against excavated surfaces 2.1 FS 12 14 12 14 0 3 Project Manager and Contractor
2.2.1 Strip footings to walls
2.2.2 Strip footings to yard walls
3 PLINTH WALL (BRICKWORK)
3.1 Superstructure 2.2 FS 15 19 15 19 0 5 Project Manager and Contractor
3.1.2 Lay one brick walls
3.2 Brickwork sundries 3.1. FS 20 27 20 27 0 8 Project Manager and Contractor
3.2.1 Insert brick force into walls
4 FILLING ETC.
4.1 Filling to plinth wall 3.2 FS 28 33 28 33 0 6 Project Manager and Contractor
4.1.1 Backfill of trenches, holes etc
4.1.2 Fill under floors
4.2 Soil Poisoning and insecticide 4.1 FS 34 36 34 36 0 3 Project Manager and Contractor
4.2.1 Fill under floors with soil poison and insecticide
4.2.2 Fill over site to provide level surface
4.3 Compaction test 4.2 FS 37 41 37 41 0 5 Project Manager and Contractor
4.3.1 Do density tests
5 CONCRETE SLAB
5.1 Movement Joints etc 4.3 FS 42 44 42 44 0 3 Project Manager and Contractor
5.1.1 Insert soft board vertical between concrete surface and brick walls
5.2 Mesh Reinforcement 5.1 FS 45 51 45 51 0 7 Project Manager and Contractor
5.2.1 Insert high tensile mesh in concrete surface beds
5.3 Reinforced concrete 5.2 FS 52 63 52 63 0 12 Project Manager and Contractor
5.3.1 Reinforce solid slabs
6 FINISHING
6.1 Paving 5.3 FS 64 67 64 67 0 4 Project Manager and Contractor
6.1.1 Fill earth for paving
6.1.2 Cobble pave
6.2 Tiling 5.3 FS 64 65 66 67 2 2 Project Manager and Contractor
6.2.1 Tile designated areas
6.3 Precast Concrete, 6.2 FS 68 75 68 75 0 8 Project Manager and Contractor
6.3.1 Copings to brick work
6.4 Plastering 6.3 FS 76 80 76 80 0 5 Project Manager and Contractor
6.4.1 Plaster allocated areas and surfaces
6.5 Metal work 6.4 FS 81 83 81 83 0 3 Project Manager and Contractor
6.5.1 Weld and install gates and grills
6.6 Carpentry 6.5 FS 84 88 84 88 0 5 Project Manager and Contractor
6.6.1 Build a wooden framed bridge
6.7 Paintwork 6.6 FS 89 93 89 93 0 5 Project Manager and Contractor
6.7.1 Paint on plaster
6.7.2 Paint on metal
6.7.3 Paint on wood
Project Manager, Contractor, civil engineer
6.8 Plumbing and drainage 6.7 FS 94 100 94 100 0 7 and landscape designer
6.8.1 Install storm water disposal
6.8.2 Install irrigation reticulation
7 CLOSE OUT OF PROJECT
7.1 Snagging 6.8 FS 101 101 101 101 0 1 Project Team
7.1.1 Check product for minor rectifications
7.2 Practical Completion 7.1 FS 102 102 102 102 0 1 Project Manager and Contractor
7.2.1 Receive certificate of completion
7.3 Final Completion 7.2 FS 103 103 103 103 0 1 Project Team
7.3.1 Hand over to clients

0 10000 0 0 0 0 0 0
10000 50000

0 10000 10000 10000 10000 10000 10000 10000

 Jun-17 Jul-17

K2 WEEK 3 WEEK 4 WEEK 5 WEEK 6 WEEK 7 WEEK 8 WEEK 9 WEEK 10

9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48

50000

500

20000

200000

50000

30000

5000

3000

15000

0 50000 500 0 0 20000 0 0 0 0 200000 0 0 0 0 0 0 0 50000 0 0 0 0 0 30000 0 0 5000 0 0 0 0 3000 0 0 15000 0 0 0 0

00 20500 200000 0 50000 30000 5000 18000 0
280500 85000
10000 60000 60500 60500 60500 80500 80500 80500 80500 80500 280500 280500 280500 280500 280500 280500 280500 280500 330500 330500 330500 330500 330500 330500 360500 360500 360500 365500 365500 365500 365500 365500 368500 368500 368500 383500 383500 383500 383500 383500
 Aug-17 Sep-17

K 10 WEEK 11 WEEK 12 WEEK 13 WEEK 14 WEEK 15 WEEK 16 WEEK 17 WEEK 18

49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88

23000

7000

50000

12000

5000

8000

15000

3000

0 0 23000 0 0 0 0 0 0 0 0 0 0 0 7000 0 12000 0 50000 0 0 0 0 0 0 0 5000 0 0 0 0 8000 0 0 15000 0 0 0 0 3000

23000 0 19000 50000 5000 8000 15000 3000
41000 82000
383500 383500 406500 406500 406500 406500 406500 406500 406500 406500 406500 406500 406500 406500 413500 413500 425500 425500 475500 475500 475500 475500 475500 475500 475500 475500 480500 480500 480500 480500 480500 488500 488500 488500 503500 503500 503500 503500 503500 506500
 Oct-17 Nov-17 Overview PROJECTED COSTING

K 18 WEEK 19 WEEK 20 WEEK 21

START-UP OF PROJECT - CONCRETE TO PLINTH WALL FILLING ETC. CONCRETE SLAB FINISHING CLOSE OUT OF Total
EARTHWORKS EXCAVATION (BRICKWORK) PROJECT
89 90 91 92 93 94 95 96 97 98 99 100 101 102 103

525,500
- -
10,000 10,000
- -
50,000 50,000
- -
- -
- -
-

500 500
- -
20,000 20,000
- -
- -
-
200,000 200,000
- -
50,000 50,000
- -
-
30,000 30,000
- -
- -
5,000 5,000
- -
- -
3,000 3,000
- -
-
15,000 15,000
- -
23,000 23,000
- -
7,000 7,000
- -
-
50,000 50,000
- -
- -
12,000 12,000
- -
5,000 5,000
- -
8,000 8,000
- -
15,000 15,000
- -
3,000 3,000
- -
15000 15,000 15,000
- -
- -
- -

4000 4,000 4,000

- -
- -
-
- -
- -
- -
- -
- -
-

Subtotal 60,000 20,500 250,000 38,000 45,000 112,000 525,500

0 0 0 0 15000 0 0 0 0 0 0 4000 0 0 0 525,500

00 15000 4000 0 525,500
37000
506500 506500 506500 506500 521500 521500 521500 521500 521500 521500 521500 525500 525500 525500 525500
 Overview WORK BREAKDOWN STRUCTURE

Wo
Maj rk
or Pac
PRECEDING CONSTRAINT Deli kag Tas
NR. TASK / ACTIVITY ACTIVITIY NR TYPE ES EF LS LF Float DURATION RESPONSIBILITY ver e ks
abl Acti
es viti
es

1 START-UP OF PROJECT - EARTHWORKS

1.1 Site Clearance, etc START SS 1 2 1 2 0 2 Project Manager and Contractor
1.1.1 Dig up and remove rubbish, debris, vegetation, hedges shrubs and trees.
1.2 Excavations 1.1 FS 3 10 3 10 0 8 Project Manager and Contractor
1.2.1 Strip footing to walls
1.2.2 Strip footing to yard walls
1.2.3 Store surplus material from excavations and/or stock piles at identified site
2 CONCRETE TO EXCAVATION COMPLE
TE
2.1 Test Mixes 1.2 FS 11 11 11 11 0 1 Project Manager, contractor, and Health and safety officer QUALITY
2.1.1 Test concrete strength MANAG
2.2 Unreinforced concrete cast against excavated surfaces 2.1 FS 12 14 12 14 0 3 Project Manager and Contractor
EMENT
1)
2.2.1 Strip footings to walls
Complet
2.2.2 Strip footings to yard walls e Colum
3 PLINTH WALL (BRICKWORK) Q
3.1 Superstructure 2.2 FS 15 19 15 19 0 5 Project Manager and Contractor 2)
3.1.2 Lay one brick walls Complet
3.2 Brickwork sundries 3.1. FS 20 27 20 27 0 8 Project Manager and Contractor e Colum
3.2.1 Insert brick force into walls
R
FILLING ETC.
3)
4
Complet
4.1 Filling to plinth wall 3.2 FS 28 33 28 33 0 6 Project Manager and Contractor e Colum
4.1.1 Backfill of trenches, holes etc S
4.1.2 Fill under floors 4)
4.2 Soil Poisoning and insecticide 4.1 FS 34 36 34 36 0 3 Project Manager and Contractor Complet
4.2.1 Fill under floors with soil poison and insecticide e Colum
4.2.2 Fill over site to provide level surface T
4.3 Compaction test 4.2 FS 37 41 37 41 0 5 Project Manager and Contractor
4.3.1 Do density tests
5 CONCRETE SLAB
5.1 Movement Joints etc 4.3 FS 42 44 42 44 0 3 Project Manager and Contractor
5.1.1 Insert soft board vertical between concrete surface and brick walls
5.2 Mesh Reinforcement 5.1 FS 45 51 45 51 0 7 Project Manager and Contractor
5.2.1 Insert high tensile mesh in concrete surface beds
5.3 Reinforced concrete 5.2 FS 52 63 52 63 0 12 Project Manager and Contractor
5.3.1 Reinforce solid slabs
6 FINISHING
6.1 Paving 5.3 FS 64 67 64 67 0 4 Project Manager and Contractor
6.1.1 Fill earth for paving
6.1.2 Cobble pave
6.2 Tiling 5.3 FS 64 65 66 67 2 2 Project Manager and Contractor
6.2.1 Tile designated areas
6.3 Precast Concrete, 6.2 FS 68 75 68 75 0 8 Project Manager and Contractor
6.3.1 Copings to brick work
6.4 Plastering 6.3 FS 76 80 76 80 0 5 Project Manager and Contractor
6.4.1 Plaster allocated areas and surfaces
6.5 Metal work 6.4 FS 81 83 81 83 0 3 Project Manager and Contractor
6.5.1 Weld and install gates and grills
6.6 Carpentry 6.5 FS 84 88 84 88 0 5 Project Manager and Contractor
6.6.1 Build a wooden framed bridge
6.7 Paintwork 6.6 FS 89 93 89 93 0 5 Project Manager and Contractor
6.7.1 Paint on plaster
6.7.2 Paint on metal
6.7.3 Paint on wood

6.8 Plumbing and drainage 6.7 FS 94 100 94 100 0 7 Project Manager, Contractor, civil engineer and landscape
designer
6.8.1 Install storm water disposal
6.8.2 Install irrigation reticulation
7 CLOSE OUT OF PROJECT
7.1 Snagging 6.8 FS 101 101 101 101 0 1 Project Team
7.1.1 Check product for minor rectifications
7.2 Practical Completion 7.1 FS 102 102 102 102 0 1 Project Manager and Contractor
7.2.1 Receive certificate of completion
7.3 Final Completion 7.2 FS 103 103 103 103 0 1 Project Team
7.3.1 Hand over to clients
 QUALITY MANAGEMENT

SPECIFICATION LEVEL OF INSPECTION NON- CONFORMATION SIGN-OFF

SPECIFICATION OF WORK HOW TO VERIFY BY WHOM

Specified area clear of all vegetation, rubble etc. Site inspected when cleared by project manager Non-negotiable Project Manager

All excavations done according to building plans Check building plans and measure excavations by contractor and project manager Non-negotiable Project Manager

Surplus material to be moved to a specific allocation Visit site where surplus material are dumped done by project manager Non-negotiable Project Manager
OMPLE
E
QUALITY
MANAG Test concrete With accordance to regulations and results checked by project manager Non-negotiable Project Manager
MENT
)
omplet Excavation areas to be filled with concrete Site inspection done by contractor and project manager Non-negotiable Project Manager
Colum
Q
)
omplet Brick walls to be built according to building plans Check building plans and site visit done by project manager and contractor Non-negotiable Project Manager
Colum
Brick force to be inserted in walls Site visit done by project manager and contractor and according to regulations Negotiable Project Manager
)
omplet
Colum
Filling of trenches etc to plinth wall height Site visit done by project manager and contractor and according to building regulations Non-negotiable Project Manager
)
omplet
Colum
Soil poisoning and insecticide to be worked in with over site surface Site visit done by project manager and contractor and according to building regulations Non-negotiable Project Manager

Density tests done Site visit done by project manager and contractor and in line with regulations Non-negotiable Project Manager

Board inserted between walls Site visit done by project manager and contractor and according to regulations Non-negotiable Project Manager

Mesh to be inserted where needed according to building plans Site visit done by project manager and contractor and according to building plans Non-negotiable Project Manager

Reinforce slabs Site visit done by project manager and contractor and according to building plans and regulations Non-negotiable Project Manager

Paving to be levelled Site visit with rehabilitation representative, project manager and contractor and building regulations Non-negotiable Project Manager

Tiles to be lain and grouted Site visit done by project manager and contractor and regulations Non-negotiable Project Manager

Copings done according to building plans Site visit done by project manager and contractor and according to building plans Non-negotiable Project Manager

Screeds according to building plans Site visit with rehabilitation representative, project manager and contractor and building regulations and Non-negotiable Project Manager

Gates and grills installed according to building plans Site visit with rehabilitation representative, project manager and contractor and building regulations and Non-negotiable Project Manager

Bridge to be done according to building plans Site visit done by project manager and contractor and according to building plans Non-negotiable Project Manager

Areas to be painted according to building plans Site visit done by project manager and contractor and according to building plans Non-negotiable Project Manager

Storm water piper and irrigation lines to be installed according to plans Site visit done by project manager and contractor and according to plans Non-negotiable Project Manager

Project inspection to see if everything is according to building plans Site visit by project manager, contractor and rehabilitation representative in wheelchair to test area. Non-negotiable Project Manager

Receive certificate of completion Certificate received Non-negotiable Project Manager

Site hand over to client

Order building material(bricks, paint,steel,pipes,tiles etc) Building material ordered according to specifications Non-negotiable Contractor
Receive building material Check invoice on material delivered and verify according to specifications Non-negotiable Contractor
Signing of materials received per phase Sign of all materials received Non-negotiable Contractor
 Overview RISK REPORT
PROJECT: Wheelchair Training Area
DATE: 01 June 2017 to 31 October 2017

PROJECT
DIVISION Nr. RISK ROOT CAUSE PROBABILITY IMPACT SCORE STRATEGY CURRENT CONTROLS IN PLACE / TO BE IMPLEMENTED
OBJECTIVE

Workers to abide by health and safety protocols and to wear

A worker/s can get injured
Contractor 2 1 2 Risk acceptance protective clothing. Site to be clean according to health and
on duty
safety regulations

Workers on strike due to 15 Have work agreements in place stating procedure if workers
Have a large Contractor 3 5 Risk reduction
political unrest strike. For example they will work after hours etc.
enough work force 1 Decreased work force
to complete area
Contractor abounded
Project Manager project because of 2 5 10 Risk reduction Ensure payments are done as scheduled
bankruptcy

Resources
Sponsors withdraws form 5 Communicate with sponsors on a weekly basis. Have list of
available for Fundraiser 2 Unavailability of funds project
1 5 Risk acceptance
other possible sponsors available.
project

Equipment and Faulty machines or Operator of machines and equipment well experienced.
machines able to Contractor 3 Machines or equipment might break down. equipment and 2 5 10 Risk reduction Have list of companies available who have equipment for
do the work inexperienced operator hire

Damages done to electrical 6 Inspection to be done on site where possible lines might be.
Contractor 2 3 Risk reduction
4 No availability of electricity lines during project Have NDH electrician's number available for assistance.

Contractor Load shedding 2 3 6 Risk reduction Have generators as back up if electricity isn't available
Water pipes might be 6 Inspection to be done on site where possible water pipes
Contractor 2 3 Risk reduction
Availability of damaged or burst might be. Know where water shutoff valve is.
supplies and 5 No water available
No water available due to 5
equipment to Contractor 1 5 Risk acceptance Have water container available onsite and filled up.
drought
build area
Theft of supplies or 8
Contractor 2 4 Risk reduction 24 hour security to be appointed on site and sign in and out.
equipment
6 No supplies or equipment available
Equipment and supplies 4 Arrange or order equipment and supplies on time as
Contractor 1 4 Risk acceptance
may arrive late indicated with ordering schedule

Strategy Definition Factors considered

Do not perform the
Risk avoidance
activity

Take the risk by

performing the activity Need to perform the activity
Risk acceptance to achieve performance
in the absence of
controls objectives;
Likelihood of risk occurring
Implement controls to and the level of its impact;
reduce the likelihood Cost of not achieving the
of threats occurring or particular performance
Risk reduction objective versus cost of
limiting the impact on
performance if the implementing and operating
threat occurs controls;
Skills, knowledge and other
Transfer the activity to resources required to reduce
Risk transfer a third party risk
(outsource)
Change the nature of the activity Do things differently
 DUE DATE RESPONSIBILITY HEAT MAP RISK ASSESSMENT TABLES
Thursday, June 01, 2017 Project Manager

Thursday, June 01, 2017 Project Manager

Catastrophic
Thursday, June 01, 2017 Project Manager 5 10 15 20 25 Impact (Consequence Criteria)

5
Potential Loss Outcome Description Rating

Major
Project Manager and 4 8 12 16 20 Category
Thursday, June 01, 2017

IMPACT
Fundraiser
4
Catastrophic Disaster with potential to lead to collapse of business 5

Minor Moderate
Thursday, June 01, 2017 Project Manager 3 6 9 12 15
3
Major Event which can be endured but which may have a prolonged negative 4
Project Manager and 2 4 6 8 10
Thursday, June 01, 2017 impact and / or extensive consequences
Contractor
2
Thursday, June 01, 2017 Project Manager 1 2 3 4 5 Minor Event, which can be mitigated under normal operating conditions 2
Project Manager and Likely Certain Insignificant Consequences can be readily absorbed 1
Thursday, June 01, 2017 Rare Unlikely Moderate
Contractor

Thursday, June 01, 2017

Project Manager and Probability
Contractor PROBABILITY
Project Manager and Probability Outcome Description Rating
Thursday, June 01, 2017
Contractor Category
Almost certain The event is expected to occur in most circumstances 5
Project Manager and Rare 1 3
Thursday, June 01, 2017
Contractor

Unlikely >3 4 Likely The event will probably occur in most circumstances 4
Moderate 6 <10 Moderate The event should occur at some time 3
Unlikely The event could occur at some time 2
Likely 10 <15

Rare The event may occur only in exceptional circumstances 1

Certain 15
 KATEGORIEE WAARVOLGENS RISIKO'S INGEDEEL WORD :

Strategies Wyer as enkel besigheidseenheid Langtermyn Deur Hoofbestuur en Bestuur hanteer

Operasioneel Enkel besigheidseenheid of groep van besigheidseenhede Medium tot Korttermyn Deur Bestuur en personeel hanteer
Verslagdoening Verseker voldoening aan verslagdoeningstandaarde Deur Finansies en Stelsels hanteer
Nakoming Verseker voldoening aan wetgewing en beleid Deur Interne Oudit en Regsdienste hanteer
 Overview COMMUNICATION
Medium /
Day Audience Format Channel

Project Team,
Financial
Date before the Face to Face
Contributors, NDH Verbal
project starts Meeting
EXCO, Unit
managers of NDH

Contractor and
Daily basis Verbal Telephone
Project Manager

Contractor,
Every Monday architect, engineers, Verbal Onsite Meeting
landscape designer

Every Monday EXCO NDH Verbal Meeting

Project team and

Every Friday Written Email
Stakeholders

Financial
Weekly Basis Contributors Verbal Meeting

Monthly in
extended NDH Unit Managers Verbal Meeting
management
meeting

Every last Friday Project Team & Verbal Meeting

of the month Stakeholders

89 Project Team Written Email

Project team and
101 Written Email
Stakeholders
Project team and
103 Verbal Face to Face
Stakeholders
 COMMUNICATION

Purpose

To inform everybody of the project and when it will start. Introduction of each team member and their rolls.

Daily updates on what is happening on site and problem solving if needed

To discuss what must be done for the week.

Keep up to date on progress regarding the project

Give updates on progress of project

Give updates on progress of project to contributors and get feedback regarding any concerns

To inform unit managers on progress of the project so that they must communicate to the rest of their units.

Discuss progress for the month that has past and solve possible issue or risks that might impact project

Notice to attend site on day 101 for practical run of site and snagging

Invite to hand over finished project on day 103

Handover of site
 Responsibility

Project Manager

Project Manager

Project Manager

Project Sponsor

Project Manager

Fundraiser

Project Sponsor

Project Manager

Project Manager

Project Manager

Project Manager