MODULE 12

Assignment 12
 ECO CIM Group (Pty) Ltd.
MATOLA : NEW WAREHOUSE & ROADS

Project Plan

Version 00.04 by Hannes Gelderblom

11 April 2017

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1. TABLE OF CONTENTS
Update your table of contents before submitting this assignment. (Max. 1 page)

1. Table of Contents.................................................................................................................3
2. Overview of the Project........................................................................................................4
3. Change History of this Document.........................................................................................5
4. Signoff Protocol for this Document.......................................................................................6
5. Project Objectives.................................................................................................................7
6. Project Assumptions.............................................................................................................8
7. Project Priorities...................................................................................................................9
8. Project Constraints.............................................................................................................10
9. Critical Success Factors of the Project................................................................................11
10. Project Stakeholders, Structure and Organisation............................................................12
11. Product Deliverables.........................................................................................................14
12. User Acceptance Criteria..................................................................................................15
13. Project Scope....................................................................................................................16
14. Project Management Strategy..........................................................................................17
15. Project Schedule...............................................................................................................32
16. Project Budget..................................................................................................................33
17. Project Risks and Mitigation Actions.................................................................................35
18. Project Communications and Reporting...........................................................................38
19. Disaster Recovery Procedure Plan....................................................................................44
20. Lessons Learned................................................................................................................45
21. References to Other Documents......................................................................................46

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2. OVERVIEW OF THE PROJECT

2.1 Excessive Summary

This project includes the increase in the current production rate by the construction of a
2 000m² warehouse (+ 62% storage area) and the paving / rerouting of roads, within 7
months, starting from 9 Nov 2015 with an estimated budget of R 45 639 838.39.

2.2 Background / Rationale for project

With effect 26 March 2015, COC Investments (Pty) Ltd has acquired a controlling stake in
Companhia Industrial da Matola (“CIM”) in Mozambique. CIM's current product quality
meets the requirements of the ECO CIM Group, but the rate of production is not according
to their prescribed standards. Upon closer inspection it could be seen that all of the required
recourses (equipment & employees) are there to increase the production rate by 45% and
still produce a quality product according to prescribed standards. It was concluded that the
current supply was way under the current demand.

The only factors contributing to the lack of production are:

a) Insufficient product storage area.

b) Inadequate traffic flow.

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3. CHANGE HISTORY OF THIS DOCUMENT

3.1 Amendments / Changes to document.

Table 1:

Revision Date Revised Author (s) Reason

V00.01 2017/02/22 H. Gelderblom Initial Project Plan

V00.02 2017/03/13 H. Gelderblom Data edit / added

V00.03 2017/03/28 H. Gelderblom Data edit / added

V00.04 2017/04/10 H. Gelderblom Final Draft

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4. SIGNOFF PROTOCOL FOR THIS DOCUMENT

The Approver’s signature below indicates that the contents of this document have been
reviewed and accepted subject to the following categories.

A. Agree with contents

B. Agree, subject to incorporation of comments

C. Disagree, comments included

Table 2:

Title Signature Date Category Comments

Sponsor

Project Manager

Principal Agent

Steering Committee

Steering Committee

Steering Committee

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5. PROJECT OBJECTIVES

5.1 BUSINESS / POLICY OBJECTIVES

a. Increase Supply to meet current and future Demand.

5.2 STRATEGIC OBJECTIVES

a. Increase the production rate by 45%.

5.3 PROJECT OBJECTIVES

a. Construction of a new 2 000m² storage warehouse.

b. New traffic flow according to existing operations.

5.4 SUCCESS

The main objective of this project is to achieve the triple constraint. Success of the Project
will be based on completion of all the project objectives, within R 45 639 838.39 (budget)
and with an end result of 45% production rate increase, measured within the last 2 months
before completion (requirements). The project will be managed to be completed before 9
June 2016 (time), but will not be a main constraint measured on overall project success.

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6. PROJECT ASSUMPTIONS

 No extra equipment is required for the existing plant to improve the production
rate.
 Project Sponsor will be ECO CIM Group.
 Payment Certificates will be made out in Rand (South African).
 Construction will start 9-Nov-2015 and end 9-June-2016.
 Only 2 months required to measure production rate, 9-May-2016 to 9-June-2016.
 Management will ensure that project team members are available as needed to
complete project tasks and objectives.
 The Project Plan may change as new information and issues are revealed.

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7. PROJECT PRIORITIES

From Chart 1 it can be seen that the first priorities for this project will be the "Scope" and
"Cost". Minimizing changes to the "Scope" equals minimum changes to the initial "Cost".
Secondly is "Quality" and "Time".

Chart 1: Indicating Project Priorities Levels Table 3: Priority Rating

Rating Colour Score

Very Low 0-20

Low 21-40
Medium 41-60
High 61-80
Very High 81-100

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8. PROJECT CONSTRAINTS

8.1 Known Constraints

 Construction may not interfere with current plant production and operations.
 Communication between local suppliers if a South African Contractor is ap-
pointed.
 The drawings must be approved by the local authority prior to site establish-
ment.
 2 Months is the maximum time given to measure production rate.

8.1 Critical Project Barriers

 Removal of project funding

 Natural disaster as the construction site is within the local harbour.

Should any of these events occur, the Project Plan would become invalid.

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9. CRITICAL SUCCESS FACTORS OF THE PROJECT

 Adequate communication channels among all project participants.

 Clear agreement on Project goals.
 Top Management support & commitment to the project.
 Availability of resources as planned throughout the project.
 Detailed project planning, estimations and scheduling.
 Effective quality assurance program.
 Clarity of roles and responsibilities.
 Adequacy of design details and specifications.

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10. PROJECT STAKEHOLDERS, STRUCTURE AND ORGANISATION

Table 4 : Stakeholder Analysis

Power Level of Interest Z Axis

Direct Y X
Inf. of Support
Control of Axis Tech. Social Axis
Others / Resist.
Stakeholder Res. Score Score
Sponsor 4,0 4,8 4,5 4,0 4,0 4,0 1,0
Principal Agent 3,0 3,5 3,3 4,0 4,0 4,0 1,0
Quantity Surveyor 2,0 3,0 2,6 2,0 2,0 2,0 1,0
Project Manager 3,0 4,0 3,6 4,0 5,0 4,7 1,0
Contractor 1,0 2,0 1,6 1,0 1,0 1,0 3,0

Chart 2 : Stakeholder Power And Level of Interest.

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Chart 3 : Team Members

CEO ECO CIM

A Smith

CFO ECO CIM Project Manager ME ECO CIM

K Els H Gelderblom D Buys

OP. Director CIM

L Smith

QS Principal Agent
Contractor
B van Niekerk T de Jonge

Site Manager

Suppliers Sub Contractors

Laborers

Table 5 : Key Stakeholders as per analysis.

A Pienaar CFO / Sponsor Responsible for benefits realization management.

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 T de Jonge Principal Agent Attend to the administration of the contract on behalf
of the Employer, and among other things, to certify
payment, certify completion, issue instructions and
assess extension of time and compensation claims.

H Gelderblom Project Manager Constantly communicating business objectives.

Constantly measuring project performance and
improving it.
Oversee and manage all project related activities.
B van Niekerk QS Manage company budget, project budget and overall
cash flow.
J Cipriano Contractor Ensure the delivery of the end product on time and to
the required standards to keep Client satisfied.

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11. PRODUCT DELIVERABLES

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12. USER ACCEPTANCE CRITERIA

12.1 Safety

ECO CIM operate an OHSAS 18001 accredited Health and Safety Management System across
all sites to drive a preventative and proactive approach to workplace safety.

Their ‘TOPS’ (Total Observation Process) scheme helps with hazard identification,
elimination and control and their dedicated Health & Safety teams continually help
improving performance.

Safety performance is always on the agenda. It's reviewed regularly by site and office
management teams, and by the CEO and Executive team at every management meeting.

12.1 Warehouse

 Epoxy floors, scratch resistant.

 2 x Loading platforms.

 24m Loading canopy.

 6.5m Eaves height with 5® roof slope to stack 4 x pallets.

 Minimum 62% storage increase.

12.2 Roads

 Smooth traffic flow with no tuning on-site.

 All gravel roads to be paved.

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13. PROJECT SCOPE

13.1 Context
How the new product or service relates to another environment.

The new warehouse will be constructed according to an "Art Deco" style as per the existing
structures on-site. Art Deco is a style of visual arts, architecture and design that first
appeared in France just before World War I.

13.2 In scope
 200mm Thick Concrete paving for all gravel roads.
 2 x new loading platforms with 2 x new 12m cantilever canopies.
 2 000m² Warehouse.

13.3 Out of scope

 Mill / Bakery production equipment.
 Inductions / Induction reports.

13.4 Specific Boundaries / Interfaces

This Project's Scope only includes the construction of a new storage warehouse and new
roads. A conveyor gantry linking the production to storage will be constructed under a
separate project. The construction of new roads includes only surface drainage channels &
kerbs.

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14. PROJECT MANAGEMENT STRATEGY

14.1 Project Integration Management

Initiating
Process: Develop Project Charter
Output: Project Charter
Process: Develop Preliminary Project Scope Statement
Output: Preliminary Project Scope Statement

Planning
Process: Develop Project Management Plan
Output: Project management plan

Executing
Process: Direct and Manage Project Execution
Outputs: Deliverables, requested changes, work performance information,
implemented change request, corrective actions, preventive actions,
defect repair.

Monitor and Controlling

Process: Monitor and Control Project Work
Output: Recommend corrective and preventive actions, forecasts,
request changes.
Process: Integrate Change Control
Output: Approved and reject change requests, approved corrective and
preventive actions, approved and validated defect repair,
updates to the project management plan and scope statement.

Closing
Process: Close Project
Outputs: Final Products, services, or results,
administrative and contract closure procedures, updates to
organizational process assets.

Project Start Project Finish

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14.2 Project Stakeholder Management

Top-Down - It is absolutely crucial that all participants in this project sense the executive
support and guidance for this effort. The executive leadership of the organization needs to
speak with a unified, enthusiastic voice about the project and what it holds for everyone
involved. This will be 'hands-on' change management, if it is to be successful. Not only will
the executives need to speak directly to all levels of the organization, they will also need to
listen directly to all levels of the organization, as well.

The transition from the project management practices of today to the practices envisioned
for tomorrow will be driven by a sure and convinced leadership focused on a vision and
guided by clearly defined, strategic, measurable goals.

Table 6 : Communication Matrix

To Who When How By Whom

CFO / Sponsor Weekly Meeting Project Manager

Principal Agent Weekly Meeting / Email Project Manager

Contractor Daily Meeting / Email Project Manager

QS Weekly Meeting / Email Project Manager

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14.3 Project Scope management

1. Collect Requirements – This first step is the process by which we define and document
the requirements needed to meet all project objectives. The foundation of this process
is the project charter and stakeholder register. From these, the team can identify key
business drivers and high-level solution vision requirements, collectively discuss details
associated with meeting each requirement, conduct interviews and follow-on
discussions to clarify the requirements, and document the requirements in sufficient
detail to confirm consistent expectations measure them once the project begins the
execution phase.
2. Define Scope –This step is critical to project success as it requires the development of a
detailed project/product description to include deliverables, assumptions, and
constraints and establishes the framework within which project work must be
performed.
3. Create Work Breakdown Structure – This process breaks project deliverables down into
progressively smaller and more manageable components which, at the lowest level, are
called work packages. This hierarchical structure allows for more simplicity in
scheduling, costing, monitoring, and controlling the project.
4. Verify Scope – This is the process by which the project team receives a formalized
acceptance of all deliverables baseline with the sponsor and/or customer.
5. Control Scope – This is the process of monitoring/controlling the project/product scope
as well as managing any changes in the scope baseline.

Procedure to follow when there is a change in scope.

Step 1: As soon as a change which impacts the project scope is identified, the Project
Manager will document the issue.

Step 2: The Project Manager will review the change and determine the associated impact to
the project and will forward the issue, along with a recommendation, to the Steering
Committee for review and decision.

Step 3: Upon receipt, the Steering Committee should reach a consensus opinion on whether
to approve, reject or modify the request based upon the information contained
within the Project Manager’s recommendation and their own judgment.

Step 4: If required under the decision matrix or due to a lack of consensus, the Project
Sponsor shall review the issue(s) and render a final decision on the approval or
denial of a change.

Step 5: Following an approval or denial (by the Steering Committee or Project Sponsor), the
Project Manager will notify the original requestor of the action taken. There is no
appeal process.

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14.4 Project Time Management
there is a change in scope.

Project scheduling method:

1. Program Evaluation and Review Technique (PERT) AKA Critical Path Method (CPM) is a
project scheduling method that determines:
 Critical Path (the chain of tasks that determine the duration of the project)
 Earliest Time that a task can begin if all preceding tasks are completed in the
shortest possible time
 Latest Time for task initiation that will not delay the project
 Latest and Earliest Finish for the overall project
 Total Float (the maximum slippage without overall delay)
2. Implementation:
 Automated tools
 Often use a task network as input
3. Gantt Chart:
 Provides a graphical illustration of a schedule that helps to plan, coordinate,
and track specific tasks in the project.
 Horizontal axis representing the total time span of the project, broken down
into increments (for example, days, weeks, or months) and a vertical axis
representing the tasks that make up the project.

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14.5 Benefits Realisation Management

Benefits Realization Strategy :

Step 1. Identifying and Mapping Benefits.

This Project is required to establish and maintain a Benefits Map that captures and
illustrates:

 The relationships between the outputs that the projects are producing.
 The business changes that are needed to take on the new capability.
 The outcome(s) that are expected from the successful conduct of those business
changes.
 The benefits (intermediate and end benefits) that are anticipated to be realized
because of those outcomes.
 Strategic objective(s) that will be achieved as a result.

Step 2. Setting Benefit Priorities.

Prioritizing the delivery of benefits ensures that ECO CIM derives the right
benefits sooner rather than later, but also that it derives value faster by having its
most important needs, if they can be delivered, being met earlier.

Step 3. Benefit Profiles.

A Benefit Profile enables everyone concerned with the project/program to be clear

about what the benefit is; where it will occur; who is involved and what must do
to achieve it; and finally, how we know that we have achieved it.

Step 4. Benefits Realization Plan.

Project Sponsor is responsible for ensuring that the Project meets its objectives and
delivers the projected benefits.

Project Manager is responsible for the set-up, management and delivery of the
project.

Benefits Manager – This is the individual that is responsible for providing the centre
of expertise in implementing this strategy, managing the benefit planning
information, and ensuring that benefit realization plan is implemented.

Benefit Owners – These are the individuals who have a direct interest in the benefit
being delivered.

Business Change Managers – These are the individuals who are responsible to the
Project/Program for managing the required changes in the operational areas.

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 Project Office – the individuals in the Project Office. Its function is to serve as the
information hub for the Project and support the Project Board, Project Manager and
Business Change Managers in managing and controlling the delivery of capability
and benefits.

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14.6 Project Cost Management

Start writing here:

The Cost Management Plan approach for this project requires that the project resources
assist in establishing and managing the total cost of ownership of the project. This includes
establishing the estimated budget and measuring actual spending against the planned
budget for the following items:

 Project team staff and all of their associated costs.

 External resources /contractors.

 Infrastructure / Construction costs.

 Vendor contracts.

The Cost Management Plan establishes the activities and criteria for planning, estimating,
determining budget and controlling project costs. Cost estimating and cost controls are the
most important evaluation and control items for this project. Actual costs and cost variances
must be reported regularly to oversight committees and the Project Sponsor. Any cost
change over five percent requires project steering committee approval.

The Project Manager and the Project Sponsor will jointly create the cost baseline and the
Cost Management Plan. Beginning with the preliminary cost estimates identified in the
initiation phase, the Project Manager will develop updated cost estimates to perform the
work included in the revised schedule.

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14.7 Project Risk Management

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14.8 Project Quality Management

Quality Control :

Contractor Quality Control:

The primary function of CQC is the successful execution of a

realistic plan to ensure that the required standards of quality
construction will be met. In CQC, the contractor defines
procedures to manage and control his own, designer of record,
consultant, architect-engineer, all subcontractor and all supplier
activities so that the completed project complies with contract
requirements. For design-build contracts this includes providing and maintaining a Design
Quality Control plan as a part of the overall contract QC plan. This plan, as a minimum, must
assure that all documents are reviewed by a technically competent, independent reviewer
specifically named in the plan. This review cannot be performed by the same designers that
produced the product. The design QC plan shall be managed by a Design QC Manager who
has verifiable engineering or architectural design experience or is a registered engineer or
architect. The Design QC Manager is under the supervision of the QC Manager.

Quality Control Personnel:

As stated previously, CQC is a contractor responsibility. This includes:

 Produce the quality specified in the plans and specifications, and for design-build
contracts in the Request for Proposal, as well as the contractor's accepted proposal,
 Develop and maintain an effective CQC system,
 Perform all control activities and tests, and
 Prepare acceptable documentation of CQC activities.
The contractor also is required to place a competent representative on-site to oversee the
CQC system. He must have full authority to act for the contractor on CQC matters.
His responsibilities include workmanship, methods, and techniques to ensure that
all work is performed properly by qualified and careful craftsmen. For design-build
contracts responsibility also includes design quality and the performance of
constructability, operability and environmental review of the design.

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14.9 Project Communications Management

Communication Message Content :

The Project Manager is responsible for managing the overall project and coordination of
project issues and actions with the Principal Agent and Sponsor. The PM will ensure that
accurate project status reports are maintained and provided to the team members in a
timely manner. Project issues will be coordinated by various means including
teleconference, electronic messaging, and on-site meetings. The PM will coordinate and
validate users’ requirements during the design phase of the project.

Construction progress review meetings will be conducted as an expansion of the

monthly/weekly project conformance review meetings. These meetings will be held every 2
weeks or on an as-needed basis. The construction progress review meetings will be attended
by the team members and chaired by the PM and may be held at the project site or by tele-
conference calls. The expanded agenda will address and resolve any outstanding project
scope, cost, schedule, and pending requests for changes.

The section outlines the contents of the key communications.

Status Report :

 Status Summary
 Status of Schedule
 Status of Budget
 Status of Scope
 Accomplishments Achieved
 Concerns/Issues

Table 7 Communication Matrix :

ble 7 : Communication Matrix

To Who What When How By Whom

CFO / Sponsor Progress Report Weekly Meeting Project Manager

Principal Agent Progress Report Weekly Meeting / Email Project Manager

Contractor Progress Report Daily Email/Telephone Project Manager

QS Invoice statements Weekly Meeting / Email Project Manager

Labour Daily Tasks Daily Meeting Site Agent

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 Quality Control Control Requests Weekly Email/Meeting Site Agent / PM

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14.10 Project Procurement Management

Procurement Management Approach

The Project Manager will provide oversight and management in concert with appropriate
agency procurement and management staff for all procurement activities under "Matola:
New Warehouse and Roads". The Project Manager will work with the project team to
identify all items to be procured for the successful completion of the project. The Project
Manager will then review the procurement list with the Project Steering Committee for
approval. The process involves determining whether to acquire outside support and, if so
what to acquire, how to acquire it, how much is needed, and when to acquire it.

Contract Type

All items and services to be procured for "Matola: New Warehouse and Roads" will be
solicited under fixed price contracts. The project team will work with the Procurement staff
to define the item types, quantities, services and required delivery dates. The Request for
Proposal Coordinator will then solicit bids from various vendors in order to procure the
items within the required time frame and at a reasonable cost under the fixed price contract
once the vendor is selected.

Decision Criteria

The criteria for the selection and award of procurement contracts under this project will be
based on the following decision criteria:

 Comparison of outsourced cost versus in-house sourcing.

 Mandatory Requirements.
 Vendor financial documentation.
 General Qualifications & Experience (vendor and proposed staff).
 Past performance Technical Qualifications.
 Quality.
 Ability of the vendor to provide all items by the required delivery date.
 System Infrastructure Impact
 Cost

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14.11 Project Talent Management

Motivation and Productivity

The project manager must be sure to provide sufficient hygiene factors while at the same
time building satisfiers or motivators into the team member tasks and employee jobs. In
essence, hygiene factors necessary to be sure a subordinate is not dissatisfied, and satisfiers
are needed to motivate a team member / employee to work towards a higher level of
performance. It’s all about finding the right balance.

To increase employees' job satisfaction, management should be concerned with the nature
of the work itself—the opportunities it presents employees for gaining status, assuming
responsibility, and achieving self-realization. If, on the other hand, management wishes to
reduce dissatisfaction, then it must focus on the job environment—policies, procedures,
supervision, and working conditions. To ensure a satisfied and productive workforce,
managers must pay attention to both sets of job factors.

Timely feedback will be given after each deliverable and each team will be rewarded for
work done to prescribed standards.

Performance Management

Performance management is a process by which the project manager and team members
work together to plan, monitor and review an employee’s work objectives and overall
contribution to the project. More than just a monthly performance review, performance
management is the continuous process of setting objectives, assessing progress and
providing on-going coaching and feedback to ensure that employees are meeting their
objectives and organization / project goals.

Career Development

Step 1: Company self-assessment helps understand career goals, interests, preferences,

strengths and weaknesses.

Step 2: Consider career options and identify which available roles fit the company’s interests
and abilities.

Step 3: Decide on career goals.

Step 4: Develop and implement a career strategy.

Step 5: Review and adjust career strategy.

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14.12 Organisational Change or Transformation Management

Critical Questions Preventing Failure

Change is pivotal in any organization. Managed poorly, the process creates major problems
for the culture, people and ultimately the entire operation. Managed well, it provides the
platform for growth and success.

Questions which need to be asked before developing an effective strategy to initiate and
manage the desired changes and final outcome:

 What needs to change and what needs to stay the same within the organization?
 What resources will be required in the future?
 How will the change be communicated and managed?
 What will the impacts be on managers and staff?
 What are the customer implications?

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14.13 Implementation Strategy

The detailed design, tendering, and construction of the infrastructure will take place now.
Due to the current situation and the complexity, the project will be implemented through a
formal construction contract.

Formal written contracts are required due to external contractors that undertake specialist
construction and installation work. This work will be awarded through a competitive tender
process to ensure value for money. When formal contracts are used, there is the risk of
leaving out the social framework and the needs of the users. Therefore, it is necessary to
integrate the community during this stage.

A strategy for capacity development should be prepared in order to ensure an effective

construction, operation and maintenance work. Training activities will target technicians,
masons, users, and other service providers. These activities aim at building the required
capacities for the implementation and can be carried out through workshops, specialized
training courses, “learning by doing” approach, amongst others.

The construction and installation activities must be carried out under the supervision of
experts and engineers. The design includes engineering specification, thus qualified staff will
be available on a full-time basis to oversee construction of the works. The quality of work
will suffer if supervision is inadequate because corners may be cut, inferior materials used,
and safety compromised. The involvement of the designers is also needed during the
construction stage, particularly to answer questions and make changes in the design when
improvements and adaptations are required.

A practical implementation plan will be prepared by the project team to define real time
schedule of delivery of services, such as:

When the purchase of materials is completed.

When the excavation is finished.
When the structures of the buildings are constructed.
When the commissioning is expected.

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15. PROJECT SCHEDULE

WBS Schedule

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16. PROJECT BUDGET

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16.1 Funding Source / Sponsor

ECO CIM

16.2 Budget Summary

1. Project Initiation....................................... R 2 433 333 - 34

2. Project Planning....................................... R 2 433 333 - 34

3. Project Execution..................................... R 40 034 945 - 96

4. Monitor and Control................................. R 2 433 333 - 34

5. Closing..................................................... R 5 604 892 - 43

Total Planned Value R 45 639 828 - 39

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17. PROJECT RISKS AND MITIGATION ACTIONS

17.1 Risk and Issues Score Tables

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17.2 Risk and Issues Identification

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17.3 On-Site Risk Assessment Form

Date: ___________

Task:

Are there competent persons to perform the task/job?

Is the legally appointed person aware of the intended task/job?

PPE Required

Head Face Eye Ear Body Hands Feet Harness

Special permission/ permits required

Hot Confined Mobile Working Lock Sunday Lifting A.O.R

Work Spaces Machinery at Out Work Equipment
Heights

NB: Lock out includes all forms of stored energy – electricity, compressed air, water,
hydraulic pressure etc.

Hazards Identified Control Measure Taken

Team members involved:

Safety Representative: ______________________

Site Agent: _______________________

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18. PROJECT COMMUNICATIONS AND REPORTING

18.1 Minutes of Meeting (Template)

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18.2 Project Status Report For Month Ending

Project name: Matola: Warehouse & Roads Client: ECO CIM

Project manager: Hannes Gelderblom
Contract type: Fixed price
Report date: 27-06-2016

Management Summary

Project is on schedule and production is at stable levels.

A variation order was received and implemented without project time loss
No safety risks was reported.
Late delivery of building sand – Time loss was reported.

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Key Milestones Table 8
Id. Title Plan completion Forecast Forecast Current Actual
date completion completion date forecast completion
date as as reported last completion date
reported two month date
months ago

1 Alterations 16-06-2016 13-06-2016 18-06-2016 16-06-2016 16-06-2016

2 Description

Progress and Deviations from Plan

Progress was haltered by late delivery of building sand. Overtime was implemented to
balance the time schedule.
The variation order was priced and approved. Work was done at normal pace to schedule in
the unforeseen order. No extra deviations have been reported.

Risk Register
Id. Description Mitigation plan (what is Contingency plan (what Likelihoo Potential
being done to prevent will be done if the risk d of impact
the risk) occurs) occurring (dollar /
schedule /
quality etc)

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Financial Status
INVOICED TO DATE TOTAL CONTRACT VALUE

For last month Planned total

Actual project to date Forecast total (=planned +

(includes last month) agreed changes)

Client paid to date

OVERDUE INVOICES

Invoice Amount Date sent

no.

Change Request History

List any amendments made to the original contract and ensure they have a unique identifier. Use the
following table:

Id. Title Amount Schedule Status (in review, Comments

change (if any) agreed,
withdrawn)

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19. DISASTER RECOVERY PROCEDURE PLAN

Senior management will make the decision to actively intervene in a troubled project to
recover it, it’s the project manager who leads the execution of the recovery process.

The project manager will be replaced with a new project manager or consultant, someone
more experienced to head the recovery effort. The firm must focus on addressing the issues
that caused the project to become troubled in the first place.

Actions Taken In a Project Recovery Intervention

 Improving communication, stakeholder management.

 Redefining the project by reducing the scope, re-justifying the project financially

 Adding and/or removing resources

 Resolving problematic technical issues

Obstacles to project recovery are generally related to the original root causes of the trouble.

Obstacles Most Often Cited Include

 Getting stakeholders to accept the changes needed to bring the projects back on
track, whether they are changes in scope, budget, resources, etc.

 Poor communication and stakeholder engagement; lack of clarity and trust.

 Conflicting priorities and politics.

 Finding enough qualified resources needed to complete the projects.

 Lack of a process or methodology to help bring the project back on track.

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20. LESSONS LEARNED

Table : Lessons Learned

Category Issue Name Problem/ Success Impact Recommendation

Procurement Contract The PM was not fully All requirements were PM must be fully
Management Requirements engaged in the not included in the initial engaged in all contract
contract process. contract award. A processes. This must be
contract modification communicated to both
was required which PM and contract
added a week to the personnel.
project.
Human Award Plan There was no plan for Toward the end of the The PM should institute
Resources providing awards and project morale was low and communicate an
Management recognition to team among the project team. awards/recognition
members. There was increased program for every
conflict and team project.
members were asking to
leave the project
Scope Scope Creep Stakeholders The PM did not have a The PM must have an
Management continuously tried plan for addressing approval process for
adding to the project scope creep and allowed any proposed scope
scope throughout the some requirements to be changes and
project lifecycle added until the sponsor communicate this
stopped it. Overall process to all
project delay of 3 weeks stakeholders.
was the result.
Quality Building A process for This allowed the project Always plan quality
Management Material determining team to work with the standards and
acceptable building contractors to smoothly allowances into the
material quality was ensure all materials were project plan. This helps
planned into the of acceptable quality and avoid delays and cost
project. avoided any re-work and overruns.
delays associated with
substandard material.

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21. REFERENCES TO OTHER DOCUMENTS

Document Number:

1. Business Case For "Contract No MV573"

2. Health And Safety File "MV24424 Prem Cap 1995".

3. Project Proposal "CIM Matola : Biscuit Plant Alterations 2009"

4. Environment Impact Assessment "Contract No MV573"

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