Final Report - Construction Project Management

SLIIT STUDY AREA BUILDING PROJECT
KADUWELA LOCAL COUNCIL

FINAL GROUP ASSIGNMENT
CONSTRUCTION PROJECT MANAGEMENT

SRI LANKA INSTITUTE OF INFORMATION & TECHNOLOGY
FACULTY OF ENGINEERING
FINAL GROUP
PROJECT CHARTER ASSIGNMENT
- VERSION 1.0 (08/28/2017)
08/28/2017

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PROJECT CHARTER
Contents
VERSION HISTORY..................................................................................................................................... 1
INTRODUCTION ........................................................................................................................................ 1
PURPOSE OF PROJECT CHARTER .......................................................................................................... 1
PROJECT AND PRODUCT OVERVIEW ........................................................................................................ 1
PROJECT OVERVIEW ............................................................................................................................. 1
JUSTIFICATION .......................................................................................................................................... 1
BUSINESS NEED ..................................................................................................................................... 1
PUBLIC HEALTH ..................................................................................................................................... 2
STRATEGIC ALIGNMENT........................................................................................................................ 2
SCOPE ....................................................................................................................................................... 2
OBJECTIVES ........................................................................................................................................... 2
MAJOR DELIVERIES ............................................................................................................................... 2
BOUNDARIES......................................................................................................................................... 3
DURATION ................................................................................................................................................ 3
TIMELINE ............................................................................................................................................... 3
EXECUTIVE MILESTONES ....................................................................................................................... 3
BUDGET ESTIMATE ................................................................................................................................... 3
FUNDING SOURCE................................................................................................................................. 3
ESTIMATE .............................................................................................................................................. 4
ASSUMPTIONS, CONSTRAINTS AND RISKS ............................................................................................... 9
ASSUMPTIONS ...................................................................................................................................... 9
CONSTRAINTS ....................................................................................................................................... 9
RISKS ..................................................................................................................................................... 9
PROJECT ORGANIZATION ....................................................................................................................... 10
ROLES AND RESPONSABILITIES ........................................................................................................... 10
STAKEHOLDERS (INTERNAL AND EXTERNAL)...................................................................................... 11
PROJECT CHARTER APPROVAL ............................................................................................................... 12
APPENDIX A: KEY TERMS ........................................................................................................................ 13
1
PROJECT CHARTER
VERSION HISTORY
Version Implemented Revision Approved Approval
Reason
# By Date By Date
Initial project charter for The
Project
1.0 Local Council 20/08/2017 28/08/2017 Proposed Building Complex
manager
for Kaduwela Local Council.
INTRODUCTION
PURPOSE OF PROJECT CHARTER
The Proposed Building Complex for KADUWELA local council project charter documents and tracks the
necessary information required by decision maker(s) to approve the project for funding. The project
charter should include the needs, scope, justification, and resource commitment as well as the projects
sponsor(s) decision to proceed or not to proceed with the project. It is created during the Initiating
Phase of the project.
The intended audience of the Proposed Building Complex for KADUWELA local council project charter
is the project sponsor and senior leadership.
PROJECT AND PRODUCT OVERVIEW

PROJECT OVERVIEW
The main purpose of initiating this project is to construct study area for SLIIT in Kaduwela area.
Expansion/addition of space (area) is a common concern for many growing organizations and also for
houses. Vertical phasing (increase the building height by adding extra floors) is advantageous or
perhaps the only option when the land area is limited. A total of two additional floors will be
constructed in the SLIIT premises of Kaduwela Local area. The project is expected to start on 1 st of
September 2017 and to finish on 12th of December 2017. This project has been budgeted at
4,565,769.18 Sri Lankan rupees. The planed two stories compose study area for SLIIT students.
Additional two stories (902 m2) construct this project.
JUSTIFICATION
BUSINESS NEED
Allows cooperate divisions to keep important staff all in one place.
Only restricted by vertical space restrains, which are less frequently encountered and can be
easily overcome.
Eliminates needs for relocating of employers due to space limitations.
Provides conveniently enough space for relatively lesser costs.
Grants commercial developers the ability to scale back designs.
Makes more sense to corporate developers.
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PROJECT CHARTER
PUBLIC HEALTH
Students can study well in extra space.
Natural air flow will go through building.
STRATEGIC ALIGNMENT
Under the policy statement of Good Governance, it has been mentioned to developing the cities into
mega cities. In order to develop the cities first local areas have to be developed. The strategy of this
project is to develop the social, infrastructural, educational. More specifically students for who
studying in SLIIT premises.
SCOPE
OBJECTIVES
The Project for construction provide 180 m2 study area for students. In that regard it is decided to
modify the existing canteen and student area near engineering faculty. The management is considering
vertical and horizontal phasing options. The project shall aim to support the SLIIT by launching the
project of Proposed Building Complex for KADUWELA local council. Vertical phasing is identified as
adding of five or more stories to an existing building, although in this assignment it is only considered
the adding up of two stories. Vertical phasing is adoptable in almost all the circumstances. It
significantly increases the building height while accommodating more space. One common tactic in
vertical phasing is to build shorter buildings first and then significantly increase the height by adding
up more floors.
MAJOR DELIVERIES
Major deliverables Description
Identifies the project need, cost, duration and getting approval to

Project charter commence the project. And also give an idea about risks, issues to
stakeholders.
Provide a deep understanding of tasks to be completed and

Project Schedule
timeframes associated with those specified tasks to stakeholders.
Walkthrough conducted by Business Analyst to achieve approval from

Requirements Review
business as to proposed project requirements.
In depth review to the stakeholders and project team, these tasks

Deployment Plan
necessary to proceed to achieve time frame.
Completing and handing Plan to complete in 3 months commencing from 1st of September
over the project 2017.
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PROJECT CHARTER
BOUNDARIES
This project is limited to additional two stores for study area.
This project is limited to only study purpose.
DURATION
TIMELINE
EXECUTIVE MILESTONES
Executive Milestone Estimated Completion Timeframe
Completion of project plan. Expected to complete by 10th of August 2017
Getting approval and grant required

Expected to complete by 25th August 2017
money for the initial phase of the project.
BUDGET ESTIMATE
FUNDING SOURCE
Main Funding Source- SLIIT
SLIIT Authorities
Sponsors
1. Furniture DAMRO furniture.
2. Communication equipment Dialog Axiata
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PROJECT CHARTER
ESTIMATE
BOQ for construction of vertical phasing
5
PROJECT CHARTER
6
PROJECT CHARTER
7
PROJECT CHARTER
8
PROJECT CHARTER
Item Price
Sub Total Rs. 4,565,805.48
Markup (20%) Rs. 913,161.10
vat @ 12% Rs. 547,896.66
Tendering Amont(Rs.) Rs. 6,026,863.23
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PROJECT CHARTER
ASSUMPTIONS, CONSTRAINTS AND RISKS
ASSUMPTIONS
Main Capital fund is obtained by a SLIIT.
Other than the SLIIT funds are also being supplied by Bank Loan.
Expect that skilled labors are recruited for construction work to enhance the efficiency of the
construction.
Adequate amount of building materials are available.
CONSTRAINTS
Project has to be continued within limits of the budget and cannot be exceeded.
Unavailability of lands at required locations.
RISKS
Risks Mitigation
Apply for another bank loan.
Delay in the flowing of money Applying for sponsorships by pointing out importance
while project work is commencing. of the project.
Transparent and well-maintained expense of money.
Provide necessary safety equipment for the working

individuals.
Safety issues
Acknowledge workers about damages which can cause
and ways to overcome those risks.
Building proper shelter facilities for the working staff as

Risk from weather conditions
well as for the equipment.
Taking precautions before planning and seeking for

Inability to get the approval
advice from the relevant authorities.
Inability to access Getting the help from relevant authorities to access.

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PROJECT CHARTER
PROJECT ORGANIZATION
ROLES AND RESPONSABILITIES
Name and Project

Project responsibilities
organization role
SLIIT Client Bringing out the initial idea, providing legal support.
Mr. L.C.Ramal
Manager, Funding the project through the bank and monitoring the
Pathirana
BOC financial activities
Bank of Ceylon
Measure and verify project scope.

Facilitate scope change requests.
Facilitate impact assessments of scope change requests.
Organize and facilitate scheduled change control meetings.
Mr. J.Panduka Project Communicate outcomes of scope change requests.
Samaraweera Manager Update project documents upon approval of all scope
changes.
Measure and verify project scope.

Validate scope change requests.
Site
Mr. Lakshitha Participate in impact assessments of scope change requests.
Manager/
Kumbukgama Communicate outcomes of scope change requests to team.
Engineer
Facilitate team level change review process.
Participate in defining change resolutions.

Mr. W.T. Vipula Technical Evaluate the need for scope changes and communicate them
Fernando Officer to the project manager as necessary.
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PROJECT CHARTER
STAKEHOLDERS (INTERNAL AND EXTERNAL)

Internal /
Name of stakeholder Designation Role in Project
External
MR ashoka herath Chairman External Monitoring the overall project
Monitoring the overall project.

Mr. H.T.Kamal
Secretary, SLIIT External Conveying the decisions on behalf of
Pathmasiri
the SLIIT.
Mr. L.C.Ramal Funding the project through the bank

Manager, BOC External
Pathirana and monitoring the financial activities.
Mr. J.Panduka Project Manager

Internal Handling overall project activities.
Samaraweera (Project Team)
Investment
Approving and taking major decisions
Mr.W.Y.Bandula Operations External
related to project funding.
Manager, BOC
Financial Officer Preparing financial accounts and

Mr.K.M.Manoj Perera Internal
(Project Team) account for transactions.
Mr. P. Suresh Analyze the project feasibility and the

Risk Analyzer Internal
Wickramasinghe risk factor of the decisions taken.
Mr. Lakshitha Civil Engineer, Consult the construction phase of the

Internal
Kumbukgama Project Consultant project.
Mr. W.T.Vipula Technical Officer, Supervise the site activities during the
Internal
Fernando Site supervisor construction phase.
Civil Engineer, N&A
Mr. J.P.Prabath Conduct the construction phase of the
Constructions External
Kudaligama project.
(Main contractor)
Regional Reporter,
Report the adverse activities done
Mr. Rakesh Perera Sirasa media External
during the construction phase.
co-operation
Neighbor, Public Complain about the disturbances

Mr. J.K.Edward
(lives next to the External happened due to the construction
Fernando
construction site) phase.
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PROJECT CHARTER
PROJECT CHARTER APPROVAL

The undersigned acknowledge they have reviewed the project charter and authorize and fund the
PROPOSED BUILDING COMPLEX FOR KADUWELA LOCAL COUNCIL project. Changes to this project
charter will be coordinated with and approved by the undersigned or their designated representatives.
Signature: Date: ..
Print Name: .
Title:
Role: .
Signature: Date: ..
Print Name: .
Title:
Role: .
Signature: Date: ..
Print Name: .
Title:
Role: .
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PROJECT CHARTER
APPENDIX A: KEY TERMS

The Following will provide definitions for terms relevant to this document.
Definition
Term
An acceptable reason for doing something: Something that justifies an

Justification
action
A factor that, for planning purposes is considered to be true, real or

Assumption
certain without proof or demonstration.
An applicable restriction or limitation, either internal or external to a

Constraint
project that will affect the performance of the project.
Any unique and verifiable product, result or capability to perform a

Deliverable service that must be produced in order to complete a process, phase or
project.
A significant accomplishment or event in the project scope, such as

Executive Milestone completion of a major deliverable (e.g. product releases, user
acceptance).
Project An endeavour to create a unique product or service.
An uncertain event or condition that, if it occurs, has a positive or

Risk
negative affect on a projects objectives.
SCOPE MANAGEMENT PLAN

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Contents
INTRODUCTION ........................................................................................................................................ 1
SCOPE MANAGEMENT APPROACH .......................................................................................................... 1
ROLES AND RESPONSIBILITIES .................................................................................................................. 1
PROJECT SCOPE STATEMENT ................................................................................................................... 2
WORK BREAKDOWN STRUCTURE ............................................................................................................ 3
SCOPE VERIFICATION................................................................................................................................ 3
SCOPE CONTROL ....................................................................................................................................... 4
SPONSOR ACCEPTANCE ............................................................................................................................ 4
List of Figures
Figure 1 - Work Breakdown Structure (WBS) ........................................................................................... 3
List of Tables
Table 1 - Scope Management Roles and Responsibilities ........................................................................ 2
1
INTRODUCTION
The Scope Management Plan of SLIIT outdoor canteen building expansion provides the scope
framework for housing project carried out by N&A (Pvt.) Ltd Company. This plan documents the scope
management approach; roles and responsibilities as they pertain to project scope; scope definition;
verification and control measures; scope change control; and the projects work breakdown structure.
Any project communication which pertains to the projects scope should adhere to the Scope
Management Plan.
SCOPE MANAGEMENT APPROACH

The Project Manager and his team of SLIIT outdoor canteen building expansion project are responsible
for this project. As described earlier for this project, scope management will be the sole responsibility
of the Project Manager. The scope for this project is defined by the Scope Statement, Work Breakdown
Structure (WBS). The Project Manager and Stakeholders will establish and approve documentation for
measuring project scope which includes deliverable quality checklists and work performance
measurements. Proposed scope changes may be initiated by the Project Manager, Stakeholders or any
member of the project team. All change requests will be submitted to the Project Manager who will
then evaluate the requested scope change. Upon acceptance of the scope change request the Project
Manager will submit the scope change request to the Change Control Board and Project Sponsor for
acceptance.
ROLES AND RESPONSIBILITIES

The Project Manager of SLIIT outdoor canteen building expansion project and team will be playing the
pivotal role in managing the scope of this project. As such, the project manager, and team members
and other stakeholders must be aware of their responsibilities in order to ensure that work performed
on the project is within the established scope throughout the entire duration of the project. The table
below defines the roles and responsibilities for the scope management of this project.
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Table 1 - Scope Management Roles and Responsibilities
Name Role Responsibilities

Measure and verify project scope
Facilitate scope change requests
Facilitate impact assessments of scope change
requests
Organize and facilitate scheduled change
Priyantha H.G. Project Manager
control meetings
Communicate outcomes of scope change
requests
Update project documents upon approval of all
scope changes
Measure and verify project scope

Validate scope change requests
Participate in impact assessments of scope
Dabare G.L.S. Team Lead change requests
Communicate outcomes of scope change
requests to team
Facilitate team level change review process
Participate in defining change resolutions

Karunathialke Evaluate the need for scope changes and
Team Member
D.M.P.S.B. communicate them to the project manager as
necessary.
Participate in defining change resolutions

Evaluate the need for scope changes and
Bandara J.M.M.S. Team Member
communicate them to the project manager as
necessary.
PROJECT SCOPE STATEMENT

The project scope statement provides a detailed description of the project, deliverables, constraints,
exclusions, assumptions, and acceptance criteria. Additionally, the scope statement includes what
work should not be performed in order to eliminate any implied but unnecessary work which falls
outside the of the projects scope.
This project includes the planning, designing, and construction of the vertical expansion of the existing
outdoor canteen building, SLIIT. Additionally, the project is not to exceed duration of 3 months (102
days) and 4,565,769.18 LKR in spending.
3
WORK BREAKDOWN STRUCTURE

In order for effective management of SLIIT outdoor canteen expansion project, the project is sub-
divided into few steps. This allows the Project Manager and his team to more effectively manage the
project works on the tasks necessary for project completion. The work breakdown structure for the
canteen building expansion is showed below.
SLIIT Canteen
Project Building
Foundation Interiors Landscaping
management structure
Design private
PM plan Draw blueprint Get materials Design interiors
and public areas
Construction
Scope work Dig earth Decide furnitures Lay walkways
pillars and beams
Get material and Construction Decide light

Plan resources
labour walls fixtures
Finishing Procure light

Plan materials Lay foundation
plumbing work fixtures
Finish electrical
Fix lights and fans
cable works
Figure 1 - Work Breakdown Structure (WBS)
SCOPE VERIFICATION
As this SLIIT canteen building expansion project progresses the Project Manager will verify interim
project deliverables against the original scope as defined in the scope statement, WBS. Once the
Project Manager verifies that the scope meets the requirements defined in the project plan, the Project
Manager and Sponsor will meet for formal acceptance of the deliverable. During this meeting the
Project Manager will present the deliverable to the Project Sponsor for formal acceptance. The Project
Sponsor will accept the deliverable by signing a project deliverable acceptance document. This will
ensure that project work remains within the scope of the project on a consistent basis throughout the
life of the project.
4
SCOPE CONTROL
SLIIT and N&A (Pvt.) Ltd will work in collaboration with Project Manager and the project team of SLIIT
canteen building expansion project to control of the scope of the project. This project team will ensure
that they perform only the work described in the WBS and generate the defined deliverables for each
WBS element. The Project Manager and specially appointed officials will oversee the works of the
project team and the progression of the project to ensure that this scope control process if followed.
If there is any change to the project scope, the process for recommending changes to the scope of the
project must be carried out. Any project member of SLIIT canteen building expansion project can
request changes to the project scope. All change requests must be submitted to the Project Manager
in the form of a project change request document. The Project Manager will then review the suggested
change to the scope of the project.
SPONSOR ACCEPTANCE
Approved by the Project Sponsor:
_________________________________________ Date: __________________
<Project Sponsor>
<Project Sponsor Title>

PROJECT MANAGEMENT PLAN

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Contents
INTRODUCTION ........................................................................................................................................ 1
PURPOSE OF PROJECT MANAGEMENT PLAN ....................................................................................... 1
EXECUTIVE SUMMARY OF PROJECT CHARTER ......................................................................................... 1
SCOPE MANAGEMENT ............................................................................................................................. 1
WORK BREAKDOWN STRUCTURE ......................................................................................................... 2
DEPLOYMENT PLAN .............................................................................................................................. 2
CHANGE CONTROL MANAGEMENT ...................................................................................................... 2
SCHEDULE MANAGEMENT ....................................................................................................................... 3
QUALITY MANAGEMENT .......................................................................................................................... 4
HUMAN RESOURCE MANAGEMENT ........................................................................................................ 4
COMMUNICATIONS MANAGEMENT ........................................................................................................ 4
Communication Type ........................................................................................................................ 5
RISK MANAGEMENT ................................................................................................................................. 6
PROCUREMENT MANAGEMENT .............................................................................................................. 6
Appendix A: Project Management Plan Approval .................................................................................... 7
Table of figure
Figure 1 - Work Breakdown Structure (WBS) ........................................................................................... 2
1
INTRODUCTION
PURPOSE OF PROJECT MANAGEMENT PLAN
The intended audience of the SLIIT outdoor canteen building expansion project is all project
stakeholders including the project team.
EXECUTIVE SUMMARY OF PROJECT CHARTER

This project is to expand (vertically) the existing SLIIT outdoor canteen building. The project duration is
3 months and the estimated project budget is 4,565,769.18 LKR. There are 3 main deliverables that are
considered about procurement, planning, and execution of site.
SCOPE MANAGEMENT
Scope management for this project will be the sole responsibility of the Project Manager. The scope
for this project is defined by the Scope Statement, Work Breakdown Structure (WBS) and WBS
Dictionary. The Project Manager, Sponsor, and Stakeholders will establish and approve documentation
for measuring project scope which includes deliverable quality checklists and work performance
measurements.
Proposed scope changes may be initiated by the Project Manager, Stakeholders or any member of the
project team. All change requests will be submitted to the Project Manager who will then evaluate the
requested scope change. Upon acceptance of the scope change request the Project Manager will
submit the scope change request to the Change Control Board and Project Sponsor for acceptance.
Upon approval of scope changes by the Change Control Board and Project Sponsor the Project Manager
will update all project documents and communicate the scope change to all stakeholders. Based on
feedback and input from the Project Manager and Stakeholders, the Project Sponsor is responsible for
the acceptance of the final project deliverables and project scope.
The Project Sponsor is responsible for formally accepting the projects final deliverable. This acceptance
will be based on a review of all project documentation, testing results, beta trial results, and completion
of all tasks/work packages and product functionality.
2
WORK BREAKDOWN STRUCTURE
SLIIT Canteen
Project Building
Foundation Interiors Landscaping
management structure
Design private
PM plan Draw blueprint Get materials Design interiors
and public areas
Construction
Scope work Dig earth Decide furnitures Lay walkways
pillars and beams
Get material and Construction Decide light

Plan resources
labour walls fixtures
Finishing Procure light

Plan materials Lay foundation
plumbing work fixtures
Finish electrical
Fix lights and fans
cable works
Figure 1 - Work Breakdown Structure (WBS)
DEPLOYMENT PLAN
This project development priority will be given to build with a low impact on the environment, will be
built to the highest ecological standards, will be affordable, maximize social interaction between its
users, and make a positive contribution to its surrounding community.
CHANGE CONTROL MANAGEMENT

The following steps comprise Erecshmas change control process for all projects and will be utilized on
the proposed project.
Step 1: Identify the need for a change (Any Stakeholder)
Requestor will submit a completed change request form to the project Manager
Step 2: Log change in the change request register (Project manager)
The Project Manager will maintain a log of all change requests for the duration of the
project.
3
Step 3: Conduct an evaluation of the change (Project Manager, Project Team, and Requestor)
The project manage will conduct and evaluation of the impact of the change to cost,
risk, schedule and scope.
Step 4: Submit change request to Project Consultant. (Project Manager)
The project manager will submit the change request and analysis to the Project
Consultant for review.
Step 5: Project Consultant decision
The Project Consultant will discuss the proposed change and decide whether or not it
will be approved based on all submitted information.
Step 6: Implement change (Project Manage)
If a change is approved by the Project Consultant, the project manager will update and
re-baseline project documentation as necessary as well as ensure any changes are
communicated to the team and stakeholders.
Any team member or stakeholder may submit a change request for the Proposed Project. The Project
Sponsor will chair the Consultant and any changes to project scope, cost, or schedule must meet his
approval. All changes requests will be logged in the change control register by the Project Manager and
tracked through to completion whether approved or not.
SCHEDULE MANAGEMENT
Project schedules for the canteen expansion project will be created using MS Project 2016 starting with
the deliverables identified in the projects Work Breakdown Structure (WBS). Activity definition will
identify the specific work packages which must be performed to complete each deliverable. Activity
sequencing will be used to determine the order of work packages and assign relationships between
project activities.
Once a preliminary schedule has been developed, it will be reviewed by the project team and any
resources tentatively assigned to project tasks. The project team and resources must agree to the
proposed work package assignments, durations, and schedule. Once this is achieved the project
sponsor will review and approve the schedule and it will then be baseline. The following will be
designated as milestones
For all project schedules:
a. Completion of scope statement and WBS/WBS Dictionary

b. Base lined project schedule
c. Approval of final project budget
4
d. Project kick-off
e. Approval of roles and responsibilities
f. Requirements definition approval
g. Completion of data mapping/inventory
h. Project implementation
i. Acceptance of final deliverables
QUALITY MANAGEMENT
The Quality Management Plan (QMP) for the proposed SLIIT existing canteen building expansion will
establish the activities, processes, and procedures for ensuring a quality product upon the conclusion
of the project. The purpose of this plan is to: Ensure quality is planned (define how quality will be
managed, define quality assurance activities, and define quality control activities) and define
acceptable quality standards. And it discussed under Quality management plan.
HUMAN RESOURCE MANAGEMENT

The project will consist of a matrix structure with support from various internal organizations. All work
will be performed internally.
Project include the following:
Project Manager: responsible for all management for the project. The Project Manager is
responsible for planning, creating, and/or managing all work activities, variances, reporting,
communication, performance evaluations, staffing, and internal coordination with functional
works.
Business Steward: Person in management, often the Branch Chief or Division Director, who is
responsible for the project in its entirety.
Technical Steward: Person who is responsible for the technical day-to-day aspects of the system
including the details of system development. The Technical Steward is responsible for providing
technical direction to the project.
Security Steward: Person who is responsible for playing the lead role for maintaining the projects
information security.
COMMUNICATIONS MANAGEMENT
The Project Manager will take the lead role in ensuring effective communications on this project. The
communications requirements are documented in the Communications Matrix below. The
Communications Matrix will be used as the guide for what information to communicate, who is to do
the communicating, when to communicate it, and to whom to communicate
5
Communication Description Frequency Format Participants/ Distribution Deliverable Owner

Type
Weekly Status Project Sponsor, Team and
Email summary of project status Weekly Email Status Report Project Manager
Report Stakeholders
Weekly Project Meeting to review action register Updated Action

Weekly In Person Project Team Site Manager
Team Meeting and status Register
Status and
Project Monthly Present metrics and status to Project Sponsor, Team, and
Monthly In Person Metric Project Manager
Review team and sponsor Stakeholders
Presentation
Review of any technical designs
Technical Design Technical
or work associated with the As Needed In Person Project Team Project Manager
Review Design Package
project
6
RISK MANAGEMENT
This Risk Management Plan defines how risks associated with the project will be identified, analyzed,
and managed. Regarding the risk management, please refer the chapter five for further details.
PROCUREMENT MANAGEMENT
The Project Manager will provide oversight and management for all procurement activities under this
project. While this project requires minimal or no procurement, in the event procurement is required,
the Project Manager will work with the project team to identify all items or services to be procured for
the successful completion of the project. The Project Manager will then ensure these procurements
are reviewed by the Project Team and presented to the contracts and purchasing groups. The contracts
and purchasing groups will review the procurement actions, determine whether it is advantageous to
make or buy the items or resource required services internally, and begin the vendor selection,
purchasing and the contracting process.
In the event a procurement becomes necessary; the Project Manager will be responsible for
management any selected vendor or external resource. The Project Manager will also measure
performance as it relates to the vendor providing necessary goods and/or services and communicate
this to the purchasing and contracts groups.
7
Appendix A: Project Management Plan Approval

The undersigned acknowledge they have reviewed the SLIIT outdoor canteen building expansion
project, Project Management Plan and agree with the approach it presents. Changes to this Project
Management Plan will be coordinated with and approved by the undersigned or their designated
representatives.
Signature: Date: 20.09.2017

Print Name: Nishantha Rathnayake
Title: B.Sc (Hons) civil and construction
Engineering
Role: Project Manager

Print Name:
Title: -
Role: Client

Print Name: Nandana Dissanayake
Engineering
Role: Site Engineer
PROJECT CONSTRUCTION PLAN

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Contents
TIME SCHEDULE ........................................................................................................................................ 1
NETWORK DIAGRAM ................................................................................................................................ 2
PROJECT TIMELINE ................................................................................................................................... 2
COST OVERVIEW ....................................................................................................................................... 3
PROJECT OVERVIEW ................................................................................................................................. 4
COST OVERRUNS ...................................................................................................................................... 5
Task cost overview ................................................................................................................................... 6
Critical task ............................................................................................................................................... 7

1
TIME SCHEDULE
The complete detail of the construction schedule is provided in the MS Project file. The following show a schedule of this project which created by MS Project
2
NETWORK DIAGRAM
PROJECT TIMELINE
3
COST OVERVIEW
4
PROJECT OVERVIEW
5
COST OVERRUNS
6
Task cost overview

7
Critical task
RISK MANAGEMENT PLAN

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Contents
INTRODUCTION ........................................................................................................................................ 1
PURPOSE OF THE RISK MANAGEMENT PLAN ....................................................................................... 1
RISK MANAGEMENT PROCEDURE ............................................................................................................ 1
PROCESS ................................................................................................................................................ 1
RISK IDENTIFICATION ............................................................................................................................ 2
RISK ANALYSIS ....................................................................................................................................... 4
Qualitative Risk Analysis ................................................................................................................... 4
Risk Response Planning ........................................................................................................................ 6
Risk Monitoring, Controlling, And Reporting ....................................................................................... 8
TOOLS AND PRACTICES ............................................................................................................................ 8
SAFETY ...................................................................................................................................................... 8
RISK MANAGEMENT PLAN APPROVAL ..................................................................................................... 9

1
INTRODUCTION
PURPOSE OF THE RISK MANAGEMENT PLAN
A risk is an event or condition that, if it occurs, could have a positive or negative effect on a projects
objectives. Risk Management is the process of
Risk management planning

Identifying
Assessing
Handling
Risk Management Impact and Control Actions
Reporting risks
This Risk Management Plan defines how risks associated with the SLIIT outdoor canteen building
expansion project will be identified, analyzed, and managed. It outlines how risk management activities
will be performed, recorded, and monitored throughout the project and provides templates and
practices for recording and prioritizing risks.
The Risk Management Plan is created by Dabare G.L.S. and is monitored and updated throughout the
project. The intended audience of this document is the project team, and the client.
RISK MANAGEMENT PROCEDURE

PROCESS
SLIIT outdoor canteen building expansion projects risk management process is summarized in the
following procedure.
Risk Management Planning Before the introduction of the risk management activities in line
with the proposed base (scope, schedule and costs) are evaluated to determine their potential
danger. This (or risk detection) Assessment evaluates all activities against a number of
categories screening.
Risk Identification Identify risks that may affect the successful completion of the project. The
risks are identified for the entire project life cycle. The risks associated with the project scope,
cost and schedule are assigned identified systematically challenging the assumptions.
Risk Assessment Assess the risks to determine their likelihood and impact on the projects
cost, schedule, and/or work scope. This includes a qualitative and quantitative assessment of
the consequences (impact) of the risks as well as the risks probability of occurring.
Risk Handling Determine the riskhandling strategy, whether it is to eliminate, transfer,
prevent, mitigate, or accept the risk.
Risk Management Impact and Control Actions The risk of an influence on the project and the
effect of risk management strategies. Management strategies Baseline Risk project will be
reflected while the residual risks are reflected in the project contingency.
Risk Reporting and Tracking Risk reporting and tracking is the documentation of the risk
management process.
2
In this risk management process, the project manager working with the project team and project
sponsors will ensure that risks are actively identified, analyzed, and managed throughout the life of the
project. Risks will be identified as early as possible in the project so as to minimize their impact.
RISK IDENTIFICATION
Risk identification involves project teams, appropriate actors, and includes a review of environmental
factors, organizational culture and project management plan, including the scope of the project. Risk
identification requires a methodical process to ensure that the list of identified risks is integral. All
identified risks are assessed in order to identify the range of possible project outcomes. The rating is
used to determine what risks should be monitored by the principal risks and respond to the risks and
can be ignored.
scheduling risks
Project management
risks
Customer risks
Environmental risks
Risk identification
Design risks
Organizational risks
Construction risks
Right of way risks
External risks
Scheduling risks
Unrealistic scheduling.
Important task missing from the schedule.
Environmental impact.
3
Project management risks
Failure to comply with contractual quality requirements

Scheduling errors, contractor delays
Project team conflicts
Priorities change on existing program
Customer risks
Customer insists on new requirements.

Customer expectations for unachievable development speed.
Environmental risks
Incomplete environmental analysis.

Accidental environmental impact (weather change, natural disasters, etc.)
Human accidents in construction field.
Design risks
Design errors and omissions

Design process takes longer than anticipated
Stakeholders request late changes
Failure to carry out the works in accordance with the contract
Inexperienced workforce and staff turnover

Delayed deliveries
Lack of protection on a construction site
Developers/ technical officers may leave the project before it is finished
Construction risks
Construction cost overruns

Mechanical issues
Right of way risks
Expired temporary construction permits

Contradictions in the construction documents
4
External risks
New stakeholders emerge and request changes

Public objections
Laws and local standards change
Tax change
RISK ANALYSIS
All risks identified will be assessed to identify the range of possible project outcomes. Qualification will
be used to determine which risks are the top risks to pursue and respond to and which risks can be
ignored.
Qualitative Risk Analysis
The probability and impact of occurrence for each identified risk will be assessed by the project
manager, with input from the project team using the following approach:
Label Categories probability Impact
1 -5 1-5
Scheduling risks
A Unrealistic scheduling. 1 3
B Important task missing from the schedule. 1 5
C Environmental impact 3 3
D Failure to comply with contractual quality requirements 2 3
E Scheduling errors, contractor delays 3 4
F Project team conflicts 4 3
G Priorities change on existing program 4 3
Customer risks
H Customer insists on new requirements. 5 3
I Expectations for unachievable development speed. 2 3
Environmental risks
J Incomplete environmental analysis. 3 2
K Accidental environmental impact 2 4
L Human accidents in construction field. 2 5

5
Design risks
M Design errors and omissions 4 3
N Design process takes longer than anticipated 4 3
O Stakeholders request late changes 5 3
P Inexperienced workforce and staff turnover 3 3
Q Delayed deliveries 2 3
R Lack of protection on a construction site 3 2
Construction risks
S Construction cost overruns 3 5
T Mechanical issues 2 4
Right of way risks
U Expired temporary construction permits 2 2
V Contradictions in the construction documents 3 2
External risks
W New stakeholders emerge and request changes 4 3
X Public objections 3 3
Y Laws and local standards change 2 2
Z Tax change 1 2
Probability Impact
Rare =1 Very low =1
Occasional =2 Low =2
Somewhat frequent = 3 Moderate =3
Frequent =4 High =4
Very frequent =5 Very high =5
6
5
B L,D S
4
Impact T C F
3
A H,J,Q E,I,P,X M,N,W O
2
Z U,Y K,R,V G
1
1 2 3 4 5
Probability
Risks that fall within the RED and YELLOW zones will have risk response planning which may include
both risk mitigation and a risk contingency plan. Twenty-six risk factors were established to be
significant under various risks categories.
Risk Response Planning
Each major risk is assigned to a project team member of a steering committee for monitoring purposes
to ensure that the risk will not
Avoid eliminate the threat by eliminating the cause

Mitigate Identify ways to reduce the probability or the impact of the risk
Accept Nothing will be done
Transfer Make another party responsible for the risk (buy insurance, outsourcing, etc.)
For each risk is reduced, the project team identifies a way to reduce the impact and potential
prevention or generating a risk of occurrence. This is an additional resource, add the task to the project
schedule, it may also include a prototype.
Scheduling risks
Unrealistic scheduling.
Important task missing from the schedule.
Environmental impact.
Failure to comply with contractual quality requirements

Scheduling errors, contractor delays
Project team conflicts
Priorities change on existing program
7
Customer risks
Customer insists on new requirements.

Customer expectations for unachievable development speed.
Environmental risks
Incomplete environmental analysis.

Accidental environmental impact (weather change, natural disasters, etc.)
Human accidents in construction field.
Design risks
Design errors and omissions
Design process takes longer than anticipated
Stakeholders request late changes
Failure to carry out the works in accordance with the contract
Inexperienced workforce and staff turnover

Delayed deliveries
Lack of protection on a construction site
Developers/technical officers may leave the project before it is finished
Construction risks
Construction cost overruns

Mechanical issues
Right of way risks
Expired temporary construction permits

Contradictions in the construction documents
External risks
New stakeholders emerge and request changes

Public objections
Laws and local standards change
Tax change
8
Risk Monitoring, Controlling, And Reporting

The level of risk on a project will be tracked, monitored and reported throughout the project lifecycle.
All project change requests will be analyzed for their possible impact to the project risks. Management
will be notified of important changes to risk status as a component to the Executive Project Status
Report.
TOOLS AND PRACTICES

A Risk Log will be maintained by the project manager and will be reviewed as a standing agenda item
for project team meetings.
SAFETY
Construction site is a place where many kinds of accidents can happen. It is a responsibility of the site
manager to ensure the
Safety of the workers

Safety of others
Environmental safety
We have to take necessary safety precautions to ensure the safety at the site. Unskilled Labors are
normally not well educated, so they dont have much idea about the risks at the site. So, they have to
be advised and regular drills should be performed. It is a responsibility of the site manager to look into
the safety of the site employees.
The following steps should be taken as safety precautions at the site.
Necessary measures should be taken so as to make labors wear helmets in the site. The labors
should be advised on the need of these safety gears.
Providing safety equipment such as goggles, hand gloves, boots when necessary
Maintenance of first Aid box in the site office for the use of employees
Providing proper tools for each job
Exhibiting sign boards warning the employees and others regarding the risks present in the site.
Safety of the others
Safety Barry gate strips should be used wherever needed. As an example, if there is a dug-out
pit which was created, Barry gate strips should be utilized to show the public on the danger
Safety cones should be used when machinery and other equipment are under work. This would
be indicative to the public on the dangers if they cross those safety cones. For example, if an
excavator is operating, safety cones are used in the boundary of its swing area to avoid any
harm to the public.
9
Safety poles, lights and notices should be displayed if the work is in progress.
Environmental safety
Proper disposal of construction debris
Proper storage of construction materials
Proper maintenance of the site and its surrounding is necessary so as to prevent breeding of
mosquito and other hazards.
RISK MANAGEMENT PLAN APPROVAL

The undersigned acknowledge they have reviewed the Risk Management Plan for the SLIIT Canteen
Project. Changes to this Risk Management Plan will be coordinated with and approved by the
undersigned or their designated representatives.
Signature: Date:
Print Name:
Title:
Role:
Signature: Date:
Print Name:
Title:
Role:
Signature: Date:
Print Name:
Title:
Role:
Signature: Date:
Print Name:
Title:
Role:
PROJECT COMMUNICATON PLAN

i
Contents
INTRODUCTION ........................................................................................................................................ 1
PURPOSE OF COMMUNICATIONS MANAGEMENT PLAN ..................................................................... 1
STAKEHOLDER IDENTIFICATION AND ANALYSIS ...................................................................................... 1
COMMUNICATIONS VEHICLES.................................................................................................................. 1
COMMUNICATIONS MATRIX ................................................................................................................ 1
PROJECT MEETINGS .......................................................................................................................... 2
OTHER COMMUNICATION VEHICLES ................................................................................................ 2
COMMUNICATIONS MANAGEMENT PLAN APPROVAL ............................................................................ 3

1
INTRODUCTION
PURPOSE OF COMMUNICATIONS MANAGEMENT PLAN
The overall objective of a Communications Management Plan is to promote the success of a project by
meeting the information needs of project stakeholders (client and project team). The SLIIT outdoor
canteen building expansion projects Communications Management Plan (CMP) defines the projects
structure and methods of information collection, screening, formatting, and distribution and outline
understanding among project teams regarding the actions and processes necessary to facilitate the
critical links among people, ideas, and information that are necessary for project success.
The intended audience of this projects CMP is the project manager, project team, project sponsor and
any senior leaders whose support is needed to carry out communication plans.
STAKEHOLDER IDENTIFICATION AND ANALYSIS
Name Title Contact Communication Vehicle Comments
Project Monthly Project

Priyantha H.G. priyanthahg@yahoo.com Email -
Manager progress report
-
Site Monthly
Dabare G.L.S. lahirugls@gmail.com Email
Engineer construction plan
Safety Monthly site safety

S. Sivakumaran sivakumarans@gmail.com Email -
officer report
COMMUNICATIONS VEHICLES
COMMUNICATIONS MATRIX
Description Distribution Internal/
Vehicle Target Frequency Owner Comments
Purpose Vehicle External
Monthly
The progress
Project All Project Approval by
of the project Monthly Email External
progress Stakeholders Manager the client
in each month
report
Schedule of Approval by
Monthly
construction Site the project
construction Project Team Monthly Email Internal
activities to be Engineer manager is
plan
performed necessary
2
PROJECT MEETINGS
Description Internal/
Meeting Frequency Owner Participants
Purpose External
Communication of
Progress Project Client and
project progress and Monthly External
Meeting Manager Consultant
deliverable status
Site Communication of
Project
Progress project progress and Monthly Internal Project team
Manager
Meeting deliverable status
Quality Communication of
control and quality management Project
Monthly Internal Quality Team
assurance related to the Manager
meeting project
OTHER COMMUNICATION VEHICLES

Description Internal/ Comments/
Vehicle Frequency Owner
Purpose External Distribution List
Material purchase Communication of Project Send to client for

Monthly External
order report project progress Manager approval
3
COMMUNICATIONS MANAGEMENT PLAN APPROVAL

The undersigned acknowledge they have reviewed the SLIIT outdoor canteen building expansion
projects Communications Management Plan and agree with the approach it presents. Changes to this
Communications Management Plan will be coordinated with and approved by the undersigned or their
designated representatives.
Print Name: Priyantha Harshana

Engineering
Role: Project Manager
Name:
Title: -
Role: Client
Print Name: Lahiru Dabare

Engineering
Role: Site Engineer

QUALITY MANAGEMENT PLAN

i
Contents
INTRODUCTION ........................................................................................................................................ 1
QUALITY MANAGEMENT APPROACH ....................................................................................................... 1
PROJECT QUALITY PLANNING................................................................................................................... 2
QUALITY MANAGEMENT OBJECTIVES ...................................................................................................... 2
QUALITY REQUIREMENTS / STANDARDS ................................................................................................. 3
DESIGN PHASE ...................................................................................................................................... 3
CONSTRUCTION PHASE......................................................................................................................... 3
PRELIMINARIES ..................................................................................................................................... 3
Materials ............................................................................................................................................... 4
WATER ............................................................................................................................................... 4
CEMENT ............................................................................................................................................. 4
LIME................................................................................................................................................... 4
FINE AGGREGATE AND COARSE AGGREGATE ................................................................................... 5
SAND ................................................................................................................................................. 5
TIMBER .............................................................................................................................................. 5
QUALITY ASSURANCE ............................................................................................................................... 5
QUALITY CONTROL ................................................................................................................................... 7
QUALITY TEAM ROLES AND RESPONSIBILITIES ........................................................................................ 8
QUALITY CONTROL AND ASSURANCE PROBLEM REPORTING PLAN ........................................................ 8
QUALITY CONTROL LOG ........................................................................................................................ 9
QUALITY ASSURANCE LOG .................................................................................................................... 9
1
INTRODUCTION
The Quality Management Plan for the SLIIT outdoor canteen building expansion project will ensure a
quality final product by identifying the set of standards, practices, reviews, checkpoints and other
quality improvement methods during the design, construction and maintenance phases of the project.
The quality of the product is ensured by conforming to relevant latest Sri Lanka standards and whereas
such a standard is not available it shall conform to the latest British Standard.
This Quality Management plan is helpful in:
Planning the quality

Identifying ways in which the quality to be managed
Defining requirements related to quality control
Maintaining the quality standards during project
Defining quality assurance processes and activities to be undertaken
Identifying aspects related to occupational health and safety in construction
Preparation of documentations related to quality control
Identifying personnel roles and responsibilities in relation to quality and continuous
improvement.
QUALITY MANAGEMENT APPROACH

The quality management approach for this project focuses on the manner in which the quality is
planned, controlled and assured from the design phase to the maintenance phase to ensure the quality
of the final products and processes related to it. For this purpose, relevant latest Sri Lankan standards
and British standards are specified for each sector of the work related to this Housing Project.
Suitable quality approach for this housing project will be helpful in validating the project deliverables
are completed with an acceptable level of quality. Quality management assures the quality of the
project deliverables and the quality of the processes used to manage and create the deliverables. An
interconnected quality control approach is utilized in this project, so as to define, measure and improve
quality.
The final product of this project has to meet its required standards in each phase of construction so as
to proceed to the next level as mentioned above. The payments for the next phase of construction may
only be provided to the contractor only after the certification of quality of the previous phase by the
quality control and quality assurance officer appointed by the client. The defined standards and criteria
on the projects deliverable will ensure the product meets established quality standards and client
satisfaction.
Process quality for the project mainly focuses on the processes by which the project deliverable is to
be achieved. Establishing process quality standards will ensure that all related activities would reach
the required standards in comparison to the specified standard methodology for a successful delivery
of the product.
2
The quality management plan identifies these key components:
Objects of quality review Quality Measure Quality Evaluation Methods
Deliverable Quality
Project Deliverables Standards
Quality Control Activities
(Existing canteen building expansion with
required quality and standards) Completeness and
Correctness Criteria
Project Processes Process Quality Standards Quality Assurance Activities

(design, construction and maintenance (checking items related to
phase) Stakeholder Expectations checklist)
PROJECT QUALITY PLANNING

Quality control and assurance team with the leadership of Quality group manager works in
collaboration with the project team of SLIIT outdoor canteen building expansion project to identify
overall objective, define and document all quality standards related to both product and processes for
a successful completion of the project. Project Quality improvements will be identified by any member
of the project team or quality group.
Each recommendation will be reviewed to determine the cost versus benefit of implementing the
improvement and how the improvement will impact the product or processes. If an improvement is
implemented the project manager will update all project documentation to include the improvement
and the quality manager will update the organizational documentation the improvement affects.
The Quality Management Plan describes the following quality management components:
Quality objectives
Key project deliverables and processes to be reviewed for satisfactory quality level
Quality standards
Quality control and assurance activities
Quality roles and responsibilities
Quality tools
Plan for reporting quality control and assurance problems
QUALITY MANAGEMENT OBJECTIVES

Identification of the overall quality objectives is a key factor for the success of this project. The following
are the quality objectives of the SLIIT outdoor canteen building expansion project that reflect the
overall intentions to be applied with regard to quality throughout the project.
3
Achieving the specified standards of the final product

Maintaining standards related to each process
Beneficiary satisfaction related to the deliverables
Producing effective and efficient project management
Project practices conform to recommended project management standards
QUALITY REQUIREMENTS / STANDARDS

The product quality standards and requirements are defined by the project team and quality group as
below. These standards will primarily be based on the documented standards for all phases of this
housing project.
DESIGN PHASE
The basic design of the vertical expansion was formulated by the project team with the assistance of a
well authorized design team. All the necessary drawing will be provided to the beneficiaries free of
charge by the project team. Any further changes in the plans are considered as violation and may result
in the cancellation of the agreement.
CONSTRUCTION PHASE
Any change that would affect the quality of the end product must be documented by the contractor
and must be provided for the review of the quality management team of the project. The contractor
can submit any new identified standards to the quality group for approval. The quality group will review
these newly identified standards by the contractor and incorporate them into organizational
documentation if approved. The decision of the quality team would be final and the necessary
measures should be taken by the contractor to rectify the faults with immediate effect as advised.
PRELIMINARIES
The contractor is responsible for the supply of necessary equipment required for the construction
works.
The debris that is removed periodically from the site should be disposed in the proper manner as
specified by the standards.
4
Materials
The quality of the processes related to construction phase is ensured by conforming to relevant latest
Sri Lanka standards and whereas such a standard is not available it shall conform to the latest British
Standard. The materials used in this project should be best of its kind and should conform to the
necessary standards specified. The relevant standards corresponding to each material related to
construction are provided below.
The contractor is responsible for the arrangement of transportation, storing and handling of materials.
The contractor should take necessary measures to provide whether proof storage sheds for materials
and to prevent floor from all possible flooding.
All testing related materials will be performed by the Quality Officer In-charge. The contractor should
deliver the materials at the site so as to provide sufficient time for standard testing of materials or
provide certificates from suppliers that are acceptable by the quality officer in-charge prior to the use
of these materials in construction. If the sample fails in the testing, the particular consignment shall be
rejected and shall be removed within 1 day of notifying the contractor with a written document.
WATER
Water used in construction work should adhere to SLS 522 and the source that is used to get water
should have the relevant approval from the quality officer prior to construction work. Any change in
water source should be notified to relevant officer and the source should be approved in relation to
required standards.
CEMENT
The type of cement that is to be used in all construction works is specified as Ordinary Portland
Cement. The OPC provided by the source should conform to SLS 107 for structural concrete and SLS
515 for non-structural concrete (masonry mortar, floor plastering etc.). The source providing cement
should be an approved and well-recognized one.
The cement supplied to the site from the source should be packed in bags. Chipping up or reusing
partially set cement shall not be allowed. The OPC cement should be allowed for an initial setting time
of 45 minutes and final setting time of not more than 10 hours. Quality officer in-charge will perform
the necessary testing related to OPC cement in accordance with SLS 107.
LIME
Lime necessary for construction works should be obtained from reliable approved suppliers. The lime
used should adhere to SLS 552. Lime should be stored properly in weather proof sheds away from wet
floors. These lime bags must be covered with polythene covers in case of harsh weather. Lime that is
partially air slaked should not be used in construction works and should be removed from the site
within 1-day time period.
5
FINE AGGREGATE AND COARSE AGGREGATE

Fine aggregate used in concrete works shall conform to BS 882. The fine and coarse aggregate for
construction work should be received from the suppliers approved by the Quality management team.
SAND
The sand used should conform to at least one of BS 1198, BS 1199 and BS 1200. All sand types delivered
to the site should be hard, durable, clean and free from adherent clay coatings. The sand should not
contain any material that would attack reinforcement. The sand used for brickwork, stone work and
external plastering should pass through 2.36mm sieve. Sand for second and third coating of plastering,
pointing and fine works shall completely pass through 1.18mm sieve.
TIMBER
The timber material used in the construction works should conform to the relevant Sri Lanka Standards.
The contractor is entitled in the task of transportation of these timber materials used for doors and
windows.
The process quality standards and requirements will be determined by the project team and quality
group. Many of these standards will be based on latest Sri Lanka Standards. The SLIIT outdoor canteen
building expansion project team will work with the quality group to establish acceptable standards and
document these standards for incorporation into both organizational process documents as well as the
project plan. These standards will be communicated to all project stakeholders.
QUALITY ASSURANCE
The quality assurance of the SLIIT outdoor canteen building expansion project focuses on the processes
accompanied with producing favorable end product. Quality control and assurance team would engage
in an iterative quality process with contractors and Client to ensure required quality throughout the
project life cycle. This iterative process includes measuring process output, analyzing process output,
and continuously improving the processes.
The management team, quality assurance team and third-party reviewers will perform the following
quality assurance activities
Quality Assurance Audit

Quality Assurance Checklist
Quality Assurance Checkpoints
Identification of the critical project processes that will be subjected to quality review such as Change
management process, communication process, testing process and version release process is an
integral part of quality assurance.
6
The team focuses on defining standards for project process such as
Project Management Framework

Issue resolution completed in five business days
Change Control Procedure
Version Control Procedure
The quality control and assurance team headed by quality group manager and the project team will
perform periodic assessments on the ongoing processes to ensure all processes are being correctly
implemented and executed. Any violation of specified standards will be scrutinized and may also result
in penalization of contractor by cancellation of contract.
The quality manager and team will engage in day to day quality management and conduct process
audits on a weekly basis, monitor process performance output, and assure all processes comply with
project and organizational standards. If discrepancies are found, the quality manager will notify the
Project Manager and review the identified discrepancies.
The Quality team would be presenting all the documentation to the Project Manager in a weekly basis.
The Project manager will be visiting the sites regularly and make reviews on the discrepancies on
processes and assess document related to the given site. Once in a week the Project Manager will also
meet the Quality control and assurance team to perform reviews of project processes, any
discrepancies and/or audit findings from the quality manager, and to discuss about process
improvement initiatives.
Process improvement plays an important role in this project as it is an important aspect of quality
assurance. Quality assurance reviews, findings, and assessments of the quality team would result in
process improvement and, as a result, product improvement. The project team is responsible for
documentation, implementation of process improvement efforts and also holds the responsibility in
communication to all stakeholders regarding the changes that have been made.
Process Quality Standards/ Quality Assurance

Project Process Frequency/Interval
Stakeholder Expectations Activity
QA1. Develop/refine 100% compliance with Audit charter updates by Once per project
project charter framework phase phase
Audit plan content and

QA2. Develop/refine 100% compliance with Once per project
updates, project priorities,
project plan framework phase
and task estimation
7
Audit the following

QA3. Execute and project activities:
90% compliance with
control project per
framework Quality Weekly
project plan
Communications Monthly
Project progress Monthly
QA4. Approve each 100% compliance with Once per project

Audit stage checkpoints
project stage framework phase/stage
QA5. Close project

100% compliance with Audit project reviews by Once per project
with post project
framework phase phase
review
QUALITY CONTROL
The quality control of this project pays primary attention on the product and the acceptable standards
and performance. The quality control team looks into whether the deliverables are produced according
to the specified standards. This team will perform quality control activities such as
Quality control check list

Deliverable review
Statistical sampling
Monitoring and Testing process
The quality group will ensure that all standards are met for each process associated with the end
product and perform audits, and assist the project team with creating or updating all documentation
related to product quality.
For the success of the project, it is necessary that all of the established physical and performance
standards are met. By doing so, the project team will ensure that the final product (vertical expansion
of the canteen) achieves the high level of beneficiary satisfaction.
The focus of quality control is on the deliverables of the project. Quality control monitors project
deliverables to verify that the deliverables are of acceptable quality and are complete and correct.
8
QUALITY TEAM ROLES AND RESPONSIBILITIES

The project team and quality control and assurance team are responsible for the level of quality of the
project deliverables and will participate in quality reviews. Specific responsibilities include:
Role Quality Assurance Responsibility

Assure practice of quality control measures and communications in project plan
Assure framework and PMA reviews by Core Team, Review Team
Communicate prioritized changes per Review Team review
Project Manager
Assure project management gap resolution
Assure availability of essential project resources for identified quality activities.
Prepare and update the quality plan and coordinate quality reviews and checkpoints.
Provide test and test management support, including monthly status of testing
Monitor the quality activities for completion and improvements.
Quality Manager Review project processes
Provide project manager with project quality status for existing communications as
described in the project charter
Provide feedback on the quality plan; help determine the quality reviews and acceptance
criteria for this project.
Project Team
Be a part of the quality reviews (including testing) and provide feedback on the
deliverables and the overall process.
Approve each project stage per framework checkpoints

Project Sponsor Assess practice of project management framework activities
Assess satisfactory resolution of project management gaps
QUALITY CONTROL AND ASSURANCE PROBLEM REPORTING PLAN

The project manager will monitor quality and report exceptions to the executive sponsor and the
project sponsor as part of monthly status reporting, or more frequently if conditions warrant.
The following logs will be used to itemize, document and track to closure items reported through
quality management activities.
9
QUALITY CONTROL LOG
Exception Review Deliverable Findings Resolution Resolution Date

ID Date Reviewed
Number
QC-Exc-1
QC-Exc-2
QC-Exc-3
QC-Exc-4
QC-Exc-5
QC-Exc-6
QUALITY ASSURANCE LOG
Exception Review Process Findings Resolution Resolution Date

ID Date Reviewed
Number
QA-Exc-1
QA-Exc-2
QA-Exc-3
QA-Exc-4
QA-Exc-5
QA-Exc-6
PROJECT EXECUTION AND MONITORING PLAN

DOCUMENT ACCEPTANCE AND RELEASE NOTICE

This is version 1.0 of the SLIIT outdoor canteen building expansion Project Execution Plan.
The Project Execution Plan is a managed document. Changes will only be issued as complete
replacement. Recipients should remove superseded versions from circulation. This document
is authorized for release once all signatures have been obtained.
PREPARED: Priyantha Harshana (Project Manager) 20/09/2016
ACCEPTED: Nandana Dissanayake (Chief Engineer) 20/09/2016

i
Contents
DOCUMENT ACCEPTANCE AND RELEASE NOTICE ......................................................................................i
INTRODUCTION ........................................................................................................................................ 1
INTENDED AUDIENCE ........................................................................................................................... 1
PROJECT OUTPUTS................................................................................................................................ 1
SCOPE OF WORK ................................................................................................................................... 1
PROJECT PLAN MONITORING ................................................................................................................... 2

PROJECT MILESTONES .......................................................................................................................... 2
PROJECT TOLERANCES .......................................................................................................................... 2
PROJECT BUDGET MONITORING AND CONTROL ..................................................................................... 2

EARNED VALUE ANALYSIS ..................................................................................................................... 2
S-CURVE ................................................................................................................................................ 2
PROJECT STATUS AND STAGE REPORTING ............................................................................................... 3

PROJECT TEAM REPORTS ...................................................................................................................... 3
PROJECT TRENDS .................................................................................................................................. 3
RISKS AND ISSUES.............................................................................................................................. 3
CHANGE CONTROL ............................................................................................................................ 3
MONITORING BY THE PROJECT TEAM .............................................................................................. 3
MONITORING BY THE PROJECT TEAM .............................................................................................. 3
MANAGEMENT PLAN ............................................................................................................................... 4

MANAGEMENT ..................................................................................................................................... 4
INTRODUCTION ................................................................................................................................. 4
REFERENCE GROUPS ......................................................................................................................... 4
CONSULTANTS................................................................................................................................... 4
STATUS REPORTING .............................................................................................................................. 4
RISK MANAGEMENT ............................................................................................................................. 4
FAILURE TO DELIVER ......................................................................................................................... 5
ACCEPTANCE AND REVIEW PERIODS ................................................................................................ 5
ii
ISSUES ................................................................................................................................................ 5
NON-AVAILABILITY OF RESOURCES .................................................................................................. 5
PROVISION OF FACILITIES AND EQUIPMENT ........................................................................................ 6
SKILLS AND RESOURCE REQUIREMENTS .............................................................................................. 6
SKILLS AND RESOURCES .................................................................................................................... 6
CONFIDENTIALITY ................................................................................................................................. 6
OUTPUT REVIEW AND ACCEPTANCE .................................................................................................... 6
UPDATING THIS PLAN ........................................................................................................................... 6
QUALITY PLAN .......................................................................................................................................... 7

INTRODUCTION..................................................................................................................................... 7
METHODOLOGIES AND STANDARDS .................................................................................................... 7
DEVELOPMENT CYCLE........................................................................................................................... 7
DESIGN PHASE ................................................................................................................................... 7
CONSTRUCTION PHASE ..................................................................................................................... 7
PROJECT EVALUATION .......................................................................................................................... 7
RECORDS ............................................................................................................................................... 8
RECORD KEEPING .............................................................................................................................. 8
RECORDS REQUIRED BY THE EMPLOYER .......................................................................................... 8
RETENTION OF RECORDS .................................................................................................................. 8
PURCHASING PLAN ................................................................................................................................... 8

PURCHASING SPECIFICATION ............................................................................................................... 8
SELECTION OF SUPPLIERS ..................................................................................................................... 9
SUBCONTRACTOR MANAGEMENT ....................................................................................................... 9
INSPECTION AND TESTING OF PURCHASED GOODS & SERVICES ......................................................... 9
RECORDS REQUIRED ............................................................................................................................. 9
1
PROJECT EXECUTION AND MONITORING PLAN SCOPE
INTRODUCTION
The Project Execution Plan (PEP) is the operational document for the project. It is owned, maintained
and utilized by the Project Manager and Project Team to support the delivery of the agreed project
outputs. The PEP is the responsibility of the Project Manager and is the road map enabling the
effective day-to-day (operational) management and control of the project. The Project Execution and
Monitoring Plan is prepared by the ager in consultation with the client and the Project team. It
describes the general procedures to be adopted by the client and the team for the project. The Project
Execution and Monitoring Plan is not a static document. It should be regularly updated by each team
member, although all revisions will be issued through the Project Manager to retain an element of
control.
The objectives of the PEP are to achieve the clients requirements in terms of time, cost and quality via:
Guiding the Project team members in the performance of their duties, Monitoring and controlling
project program and delivery, maintaining an adequate and timely flow of critical information. Project
management monitoring will be done by three techniques. Such as Project plan monitoring, project
budget monitoring and monitoring through regular status and/or stage reporting and monitoring
carried at different levels by the project team.
INTENDED AUDIENCE
SLIIT (client) representative
Mr. Roshan Samaranayake (General Manager)
Mr. Sivakumaran (Chief Engineer),
And other stake holders.
PROJECT OUTPUTS
Vertically expanding the existing outdoor canteen building at SLIIT.
SCOPE OF WORK
Completion of the preliminary works
Completion of Concrete work
Completion of brick walls
Completion of roof structure
Commissioning of the Project
2
PROJECT PLAN MONITORING

PROJECT MILESTONES
Monitoring the project milestones involves Identifying the Critical Path activities and other major
stages or decision points on the project and measuring progress against them. Milestones can be
monitored using a table, features on a Gantt chart or by producing a milestone slip chart. Project
Overview in MS Project showing the project milestones.
Identified milestones were,
Figure 1 - Identified Milestones
PROJECT TOLERANCES
Project Tolerances Monitoring of the schedule against pre-set limits or tolerances enables the level of
corrective action to be appropriate to the extent of the deviation from the plan. It also provides a
trigger to escalate slippage to the next level of authority within the project team. Engineer may order
variations up to total cumulative value of not exceeding LKR. 500,000.
PROJECT BUDGET MONITORING AND CONTROL

EARNED VALUE ANALYSIS
Earned Value Analysis attempts to bridge the gap by answering the question looking at the project
progress are we getting value for money.
S-CURVE
The S curve shows trends in and the difference between the budgets, actual and predicted spend.
3
PROJECT STATUS AND STAGE REPORTING

PROJECT TEAM REPORTS
Reporting by the project team including the suppliers and the specialist teams will often give a good
indication of any problem areas, provided reports give quality data and there is a culture of openness
and honesty about project progress. Reports can be formal and informal from phone calls and chats in
the office to written reports. The Project Manager should watch for reports that give no measured
indication of progress or give favorable impressions without any back up.
PROJECT TRENDS
RISKS AND ISSUES
By monitoring the level of project risk and the success of any risk mitigation the project manager can
pick up on problematic areas in advance. If mitigating actions arent being taken it may indicate
problems within the project team.
CHANGE CONTROL
By monitoring the level of project change the project manager can pick up on issues that may affect
the business case and/or the critical success factors. Significant changes or a large number or requests
for change may indicate creeping scope perhaps the project was not sufficiently defined or the project
stakeholders are attempting to add or change project objectives. It can also indicate problems within
the project team in terms of decision-making or leadership.
MONITORING BY THE PROJECT TEAM

Monitoring at all levels in the project team enable effective decision-making by capturing detailed task
level progress as well as broader picture high-level trends. For example: the team managers can
monitor progress within their team on a particular product or element of a product this monitoring will
be low level, but enable careful checking of progress against the Critical Path. The Project Board will
monitor the environment outside the project and bring to the notice of the project manager any
changes that affect the project.
MONITORING BY THE PROJECT TEAM

Monitoring at all levels in the project team enable effective decision-making by capturing detailed task
level progress as well as broader picture high-level trends. For example: the team managers can
monitor progress within their team on a particular product or element of a product this monitoring will
be low level, but enable careful checking of progress against the Critical Path. The Project Board will
monitor the environment outside the project and bring to the notice of the project manager any
changes that affect the project.
4
MANAGEMENT PLAN
MANAGEMENT
The project will be managed by Priyantha Harshana who is the Project Manager. The Project Manager
is responsible to the N&A (Pvt.) Ltd, for the delivery of the agreed project of SLIIT outdoor canteen
building expansion.
INTRODUCTION
This section expands the operational management of the MRTP Project, as defined within the Project
Management Plan.
REFERENCE GROUPS
Project client - SLIIT
Project contractor - N&A (Pvt.) Ltd.
Project consultant - Tetra Tech (Pvt.) Ltd.
CONSULTANTS
Project consultants are Tetra Tech (Pvt.) Ltd and contractors (N&A (Pvt.) Ltd.) should report the
progress to the chief engineer of the consultant firm or any other responsible person who has been
authorized or assigned for that task.
STATUS REPORTING
Project Manager should report the progress or any other variations to the consultant chief
engineer once a week in the board meeting.
Consultants should report to the employer once in two weeks about the progress or any other
time, if there is a need.
RISK MANAGEMENT
Risk management is the identification, assessment, and prioritization of risks (defined in ISO 31000 as
the effect of uncertainty on objectives) followed by coordinated and economical application of
resources to minimize, monitor, and control the probability and/or impact of unfortunate events or to
maximize the realization of opportunities. Risk managements objective is to assure uncertainty does
not deflect the endeavor from the project goals.
5
The Project Manager, Priyantha Harshana is responsible for:
Scheduling and performing risk assessment and developing strategies to manage those risks for
each phase of the project as identified within the Project Plan.
Providing a risk review within status reports to the Steering Committee, which will specify any
changes to the risks identified during each phase of the project and the strategies adopted to
manage them.
The risk assessments have to be done once in a month to update the list of risks to the risk
register.
A separate officer should be allocated for the risk assessment process and separate duties
should be assigned to the authorized person by the project manager.
FAILURE TO DELIVER
In the event of the project suffering slippage of greater that one month then the project schedule and
outputs to be delivered shall be reviewed by the Project Manager. The Project Manager shall inform
the Steering Committee of the situation and recommend the course of action to be followed.
Agreement on how to proceed shall be negotiated by the Project Manager and Steering Committee.
ACCEPTANCE AND REVIEW PERIODS

All review and acceptances shall be completed within ten working days of the output being handed to
employer.
Should any agreed review period not be met and, in the opinion of the Project Manager, the project is
unable to proceed the schedule shall be revisited. Any adjustments for the time lost should be
negotiated by the Project Manager with all affected parties.
ISSUES
When issues arise, which must be resolved between the employer or the Owner and the Project
Manager then the issue shall be advised in writing, using the Open Issues Form between the Project
Manager and the Owner. The recipient of the issue shall be responsible for ensuring it is resolved and
the resolution communicated in writing to the initiator.
NON-AVAILABILITY OF RESOURCES
Should any agreed resource not be made available as scheduled in the Project Plan, in the opinion of
the Project Manager, the Project cannot proceed the schedule shall be revisited.
Any adjustments for the time lost should be negotiated by the Project Manager with all affected
parties.
6
PROVISION OF FACILITIES AND EQUIPMENT

Excavator machine will be used for excavations and a mini loader will be used for site works.
SKILLS AND RESOURCE REQUIREMENTS

SKILLS AND RESOURCES
The project resource requirements
Project Manager Full time

Independent Quality Officer and/or Quality Review Consultant- Full time
Representatives of the Owner Part time
CONFIDENTIALITY
All project members, agents, contractors and subcontractors shall respect the confidentiality of each
others business and technology and shall not reveal any information concerning the other party
without the written permission of the other party.
All agreements and contracts entered into require inclusion of a confidentiality clause.
OUTPUT REVIEW AND ACCEPTANCE

Describe the strategy for Acceptance Testing for the SLIIT outdoor canteen building project to verify
compliance with requirements as specified in the supplier contract.
Ensure all requirements for Acceptance Testing the ICTAD requirements are appropriately
assessed and planned within the overall Project Plan
Demonstrate to all stakeholders that the testing processes to be undertaken will be appropriately
managed and controlled.
UPDATING THIS PLAN

This plan shall be updated at least at the end of each phase or phases. The updated plan shall be
reviewed in accordance with the project management Plan and accepted and issued. The update
process includes acceptance by the Project owner. This shall be a new release in accordance with
Output management, any changes to standards and procedures and other information specifically
documented in this plan shall result in a new release of the plan being prepared and issued. Day to day
project plans shall be maintained outside of this plan to reduce the frequency of change. For the
project, this document contains only the broad phase plans.
7
QUALITY PLAN
INTRODUCTION
The Quality Management Plan for the SLIIT outdoor canteen building project will ensure a quality final
product by identifying the set of standards, practices, reviews, checkpoints and other quality
improvement methods during the design, construction and maintenance phases of the project.
METHODOLOGIES AND STANDARDS

The quality of the product is ensured by conforming to relevant latest Sri Lanka standards and whereas
such a standard is not available it shall conform to the latest British Standard.
DEVELOPMENT CYCLE
DESIGN PHASE
The basic design was formulated by the project team with the assistance of a well authorized design
team. All the necessary drawing will be provided to the beneficiaries free of charge by the project team.
Any further changes are considered as violation and may result in the cancellation of the agreement.
CONSTRUCTION PHASE
Any change that would affect the quality of the end product must be documented by the contractor
and must be provided for the review of the quality management team of the project. The contractor
can submit any new identified standards to the quality group for approval. The quality group will review
these newly identified standards by the contractor and incorporate them into organizational
documentation if approved. The decision of the quality team would be final and the necessary
measures should be taken by the contractor to rectify the faults with immediate effect as advised.
PROJECT EVALUATION
The measurement of the success of a project provides valuable input in to the continuous improvement
for the following phases of a project, or for subsequent projects. This evaluation forms an important
part of the Projects Quality Plan. Improvements may be identified in the areas of the planning process,
the development process, the utilization process, or to the project management processes in general.
8
RECORDS
RECORD KEEPING
Determine what records will be generated by the project team and retained by the Project Manager
and where they will be retained.
The following is a list of possible records that may be generated:
Project Management Records;

Incident Reports;
Incident Report Register;
Problem Reports;
Problem Report Register;
Change Requests;
Change Request Register;
Open Issue Reports;
Open Issue Register;
Managed Output Register;
Output Distribution List;
Managed Output Identification; and
Quality Assurance records
RECORDS REQUIRED BY THE EMPLOYER

The Project owner will be provided with copies of any records they request access to by the project
engineer.
RETENTION OF RECORDS
Records shall be retained according to the Archives Act. Additional retention or access requirements
may be identified by the Project owner.
PURCHASING PLAN
PURCHASING SPECIFICATION
This section is to describe the requirements for the purchase of goods and services (including
subcontractors). The objective is to ensure purchased goods or services conform to documented
requirements.
Water, Cement, Lime, Fine aggregate and coarse aggregate, Sand and timber are some of the materials
to be purchased. The quotations were separately considered and selected through the approved and
standard procedure.
9
Furniture and other interior materials are purchase according to the requirements and according to
the brand and specifications given by the employer.
SELECTION OF SUPPLIERS
This section is to describe the requirements for the selection of suppliers (including subcontractors).
The objective is to ensure suppliers are selected on the basis of appropriate criteria.
Firstly, the list of suppliers has to be made discussing with the consultant representative and the owner
if necessary.
The list should be scaled from 1 to downwards for each category of material
Then that list can be used for the selection of suppliers which was scaled using several past
performances and reliability as well as the capacity.
SUBCONTRACTOR MANAGEMENT
This section is to describe the requirements for the management and control of subcontractors. The
objective is to ensure subcontractors are managed appropriately.
The sub-contractors should have a contract with the construction company and they should be
managed by the project manager or any authorized person appointed by the project manager.
A two-week prior training should be completed before engaging them in the construction site.
INSPECTION AND TESTING OF PURCHASED GOODS & SERVICES

The store keeper is the person who inspect the quality of the purchased goods. These goods will be
inspected and tested on the delivery.
RECORDS REQUIRED
This section is to describe the requirements for the maintenance of purchasing records.
Records may include:
Purchase orders, agreements/contracts, supplier selection and performance documents,

Requests for Information/Tender/Quotation, subcontractor records/documents etc.
Project records required may be addressed in one section of this PEP or within individual
sections/plans. The approach will depend on the demands of the project.
PROJECT COST MANAGEMENT PLAN

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Contents
INTRODUCTION ........................................................................................................................................ 1
PROJECT COST MANAGEMENT APPROACH ............................................................................................. 1
COST ESTIMATION .................................................................................................................................... 2
BUDGET DETERMINATION ....................................................................................................................... 3
COST MANAGEMENT ROLES & RESPONSIBILITIES ................................................................................... 3
COST PERFORMANCE MEASUREMENT .................................................................................................... 4
COST VARIANCE RESPONSE PROCESS ...................................................................................................... 4
CONTROL THRESHOLDS ESTABLISHED: ................................................................................................ 4
COST VARIANCE CORRECTIVE ACTION PLAN: ....................................................................................... 5
COST CHANGE CONTROL PROCESS .......................................................................................................... 5
ACCEPTANCE ............................................................................................................................................ 6
GLOSSARY ................................................................................................................................................. 6
1
INTRODUCTION
The purpose of this Cost Management Plan is to define the methodology by which costs associated will
be managed throughout the project lifecycle. To ensure the successful completion of the project within
the allotted budget, this plan sets the format and standards by which the project costs are measured,
reported and controlled. Several cost components are associated with this project. Metrics, cost
variance considerations, and reporting activities will be outlined in this plan. To complete this SLIIT
outdoor canteen building project successfully, all key project members and stakeholders must adhere
to and work within this Cost Management Plan and the overall project plan it supports.
This Cost Management Plan will:
Outline the overall project cost management approach.

Outline how the project cost, budget and source of funding will be determined.
Identify who is responsible for managing costs, including who has the authority to approve
changes to the project, its budget or sources of funding.
Identify the methods to be used for quantitatively measuring and reporting on cost
performance.
Identify the reporting formats, frequency and to whom they are presented.
PROJECT COST MANAGEMENT APPROACH

The Cost Management Plan approach 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:
Agency project team staff and all of their associated costs

STS resources
Other external resources/contractors
Infrastructure costs
Software and hardware
Vendor contracts
The Cost Management Plan establishes the activities and criteria for planning, structuring, and
controlling project costs. Cost estimating and cost controls are the most important evaluation and
control items for State projects. Actual costs and cost variances must be reported regularly to oversight
committees and project sponsors. Any cost change over five percent requires project steering
committee approval.
The Senior Project Director and the Project Sponsor(s) will jointly create the cost baseline and the Cost
Management Plan. Beginning with the preliminary cost estimates identified in the Initiation phase, the
Senior Project Director will develop updated cost estimates to perform the work included in the revised
schedule.
2
COST ESTIMATION
Costs are estimated for all resources that will be charged to the project. This includes, but is not limited
to labor, materials, equipment, hardware, software, services, and facilities.
Inputs into the cost estimation process include:
Scope baseline
Project schedule
Human resource plan
Risk register
Enterprise environmental factors
Organizational process assets
Outputs of the cost estimation process include:
Estimates of cost for all project activities

Documentation of the basis for the cost estimates
Updates to project documents as necessary (e.g., Project Management Plan, Communication
Management Plan, etc.)
Total cost of ownership model
The Cost Management Plan documents the methods to be used to manage and control the many
internal and external cost components. Metrics and variance analysis must be applied to these cost
components throughout the project lifecycle for tracking, re-estimating and adjusting the project
budget if needed. These cost components include:
Internal
Project management/project team resources

Recruiting and hiring for additional staffing
Hardware and other equipment
Software and licensing
Housing and facilities
External
Vendor contract costs

Construction costs
3
A bottom-up approach will be used for preparing a detailed cost estimate of each cost component
involved with each activity related to the project. Costs estimates will be prepared using the best
information available at the time of estimation. The basis for the estimate must be fully documented
so that if better information becomes available at a later time in the project, the cost estimate can be
adjusted.
BUDGET DETERMINATION
Once the needs have been determined, the project team will finalize the resource and staffing
requirements necessary for the successful completion of the project. The Project Manager will
complete the internal and external Work Breakdown Structure (WBS) respectively. Control accounts
and staff labor categories will be created in each WBS element. Based on the labor costs and planned
duration of each WBS element, an estimate will be determined. WBS element costs will then be totaled
and verified against the allotted project budget. Once the project budget is approved, the Project
Manager will compare the allocation for each WBS element against the overall budget and adjust
allocations as necessary to comply with the project budget. Once all allocations have been reviewed
and approved by the Project team, the project budget will be baselined. The project budget baseline
may only be changed with authorization by the Client.
COST MANAGEMENT ROLES & RESPONSIBILITIES

The Project Manager will work with the Client to define various roles and expectations for resources
involved in managing the overall project cost. These role definitions should define ownership for
review and approval of all project expenses, project cost establishment, review of budget tracking
system details, and day-to-day cost detail management. In most cases, the Project Manager will be
intimately involved in managing these details. Using a disciplined project management approach to
manage project costs will help ensure that the project is delivered on time and within budget.
The Project Manager will be responsible for managing and reporting on the project costs throughout
the duration of the project. During the monthly project status meeting, the Project Manager will
present and review the projects cost performance for the preceding month. Performance will be
measured using earned value, as defined below. Also, the Project Manager is responsible for
accounting for cost deviations and presenting the Project Sponsor, Project Steering Committee and
Change Control Board with options for resolving project budget shortages or overages. The Project
Sponsor or Client has the authority to make changes to the project to bring it back within budget.
4
COST PERFORMANCE MEASUREMENT

The Project Manager will build a total cost of ownership model. This model will capture all vendor
software and implementation costs, plus internal costs for staffing and related administrative and
overhead costs, infrastructure, resources and other hardware needs. It will establish the total project
baseline budget and a time-phased baseline budget by month and fiscal year for the development and
implementation phases. Inputs are contract deliverable payments, project team staffing costs,
budgeted amounts for infrastructure costs, and all other anticipated costs to the project.
The approach for cost performance measurement is to use Earned Value Management (EVM) for
measuring and controlling the project costs. EVM integrates project scope, cost, and schedule
measures to help the project management team assess and measure project performance and
progress. The Project Team will review the following earned value measurements: Schedule Variance,
Cost Variance, Schedule Performance Index, Cost Performance Index, To Complete Cost Performance
Index and Estimated Actual Cost at Completion.
COST VARIANCE RESPONSE PROCESS

Performance Measure Yellow Condition Red Condition
Between 0.9 and 0.8 or Less Than 0.8 or Greater
Schedule Performance Index (SPI)
Between 1.1 and 1.2 than 1.2
Between 0.9 and 0.8 or Less Than 0.8 or Greater
Cost Performance Index (CPI)
Between 1.1 and 1.2 than 1.2
To Complete Performance Index Between 0.9 and 0.8 or Less Than 0.8 or Greater
(TCPI) Between 1.1 and 1.2 than 1.2
Cost management measures will be reported in the monthly Status Report. All cost variances outside
of the thresholds identified in this Cost Management Plan will be identified, along with any planned
corrective actions. Change requests triggered by project cost overruns will be identified and tracked
in the monthly status report.
CONTROL THRESHOLDS ESTABLISHED:

If the project reaches one of the control thresholds of CPI, SPI or TCPI between 0.8 and 0.9 or between
1.1 and 1.2, or if the SPI, CPI or TCPI has a variance of between 0.1 and 0.2 since the prior reporting
period, the Project Manager must report to the Project Sponsor or Client the reason for the exception.
If the project reaches one of the control thresholds of CPI, SPI or TCPI less than 0.8 or greater than 1.2,
or if the SPI, CPI or TCPI has a variance of greater than 0.2, the Project Manager will report the reason
for the exception and provide executive management with a Cost Variance Corrective Action Plan to
bring the projects performance back to acceptable levels.
5
COST VARIANCE CORRECTIVE ACTION PLAN:

The Project Manager will present the Project Sponsor with options for corrective actions within five
business days from when the cost variance is first reported. Within three business days from when the
Project Sponsor selects a corrective action option, the Project Manager will present the Project Sponsor
with a formal Cost Variance Corrective Action Plan. The Cost Variance Corrective Action Plan will detail
the actions necessary to bring the project back within budget and the means by which the effectiveness
of the actions in the plan will be measured. If the corrective actions to be taken result in a change, the
projects overall Change Control Process must be followed as well. Upon acceptance, the Cost Variance
Corrective Action Plan will become a part of the Project Schedule and the project will be updated to
reflect the corrective actions.
COST CHANGE CONTROL PROCESS

The cost change control process will generally follow the established project change request process.
Approvals for project budget/cost changes must be approved by the Project Sponsor. A summarization
of the change control process is as follows:
Identify and assess the change (typically generated from a cost variance analysis or corrective
action report).
Complete a Change Request Form and submit the form, along with required supporting
documentation, to the Project Manager.
The Project Manager will review the change request and may request additional documentation
prior to review with the Project Team.
Using the Change Request Form, the Project Manager will mark the change as:
Approved, in which case both the Project Manager and Assistant Project Manager will sign
off on the change request and adjust other project planning factors as necessary.
Approved, pending additional supporting documentation, in which case both the Project
Manager and Assistant Project Manager will mark the change as approved / pending in the
change control system, and sign off on the change request. The Project Manager will specify
and coordinate gathering of the required documentation, incorporate the change and
adjust other project planning factors as necessary.
Denied, in which case both the Project Manager and Assistant Project Manager will mark
the change as denied in the change control, and sign off on the change request. The
Assistant Project Manager will notify the requestor of the status and reason for denial.
The Assistant project manager will document the change request outcome as necessary (update
WBS, schedule and budget documentation if impacted). If there is a change in the total cost of
ownership or in how the estimated costs will be incurred over the remaining life of the project, a
new project budget baseline, and time-phased budget baseline should be set (i.e., these are re-
baselined).
6
ACCEPTANCE
Approved by:
_________________________________________ Date: 28.09.2017

Project Sponsor /
Client
_________________________________________ Date: 28.09.2017

Priyantha Harshana
Project Manager
GLOSSARY
Cost Performance Index (CPI) measures the value of the work completed compared to the actual cost
of the work completed. CPI is calculated as EV/AC.
If CPI is equal to 1 the project is considered to be on budget.

If CPI is greater than 1, the project is considered to be under budget.
If CPI is less than 1, the project is considered to be over budget.
Cost Variance (CV) is a measurement of the budget performance for a project. CV is calculated by
subtracting Actual Costs (AC) from EV. As explained in the paragraph above, EV is the actual value
earned in the project. AC represents actual costs incurred to date. Subtracting AC from EV provides a
measurement to indicate the status of the project as it relates to budget and cost.
If CV is zero, the project is considered to be on budget.

If CV is greater than zero, the project is earning more value than planned and is considered to be
under budget.
If CV is less than zero, the project is earning less value and is considered to be over budget.
Estimated Actual Cost at Completion (EAC) provides a forecast of actual cost to complete the project
based on cost performance metrics. There are three ways to calculate EAC:
Actual Cost Plus Total Project Budget (TPB) minus Earned Value (AC + TPB EV).
Total Project Budget divided by Cost Performance Index (TPB/CPI).
Actual Cost plus the result of dividing the difference between the Total Project Budget and Earned
Value by the product of Cost Performance Index and Schedule Performance Index (AC + ((TPB
EV)/(CPI*SPI))).
7
Schedule Performance Index (SPI) is a measurement of the progress achieved against that which was
planned. SPI is calculated as EV/PV. If EV is equal to PV the value of the SPI is 1.
If EV is less than the PV then the value is less than 1, which means the project is behind schedule.
If EV is greater than the PV the value of the SPI is greater than one, which means the project is
ahead of schedule.
A well performing project should have its SPI as close to 1 as possible.
Schedule Variance (SV) is a measurement of the schedule performance for a project, and is calculated
by subtracting the Planned Value (PV) from Earned Value (EV). EV is the actual value earned in the
project, and PV is the value the project schedule tool indicates should have been earned at the
measurement point. Subtracting PV from EV provides a measurement to indicate the status of the
baseline schedule according to the project plan.
If SV is zero, the project is considered to be on schedule.

If SV is greater than zero, the project is earning more value than planned and is considered to be
ahead of schedule.
If SV is less than zero, the project is earning less value than planned and is considered to be behind
schedule.
To Complete Performance Index (TCPI) measures the efficiency at which resources on the project
should be utilized for the remainder of the project. TCPI is calculated as (Total Project Budget EV)/
(Total Project Budget AC).
If TCPI is equal to 1, the utilization of resources on the project can continue at the current level.
If TCPI is greater than 1, the utilization of resources on the project should be more stringent than
the current level.
If TCPI is less than 1, the utilization of resources on the project can be more lenient than at the
current level.
PROJECT PROCUMENT PLAN

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Contents
PURPOSE AND OBJECTIVES ...................................................................................................................... 1
BACKGROUND .......................................................................................................................................... 1
PROJECT INFORMATION: ...................................................................................................................... 1
OUR REQUIREMENTS ............................................................................................................................... 2
PROCUREMENT VALUE AND BUDGET ...................................................................................................... 3
THE CONTRACT ......................................................................................................................................... 3
STAKEHOLDER ENGAGEMENT .................................................................................................................. 3
ROLES, RESPONSIBILITIES AND CONTROL POINTS ................................................................................... 4
TIMELINE .................................................................................................................................................. 6
EVALUATION PLAN ................................................................................................................................... 7
EVALUATION APPROACH ...................................................................................................................... 7
EVALUATION CRITERIA AND WEIGHTINGS ........................................................................................... 7
EVALUATION TEAM .............................................................................................................................. 8
EVALUATION PROCESS ......................................................................................................................... 9
PRICE EVALUATION ................................................................................................................................ 11
DUE DILIGENCE ....................................................................................................................................... 11
CONFLICT OF INTEREST PROCESS ........................................................................................................... 12
AWARD AND DEBRIEF ............................................................................................................................ 12
RISK REGISTER ........................................................................................................................................ 12
PROCUREMENT PLAN APPROVAL .......................................................................................................... 15
PURCHASE ORDER OF THE PROJECT ...................................................................................................... 16

1
PURPOSE AND OBJECTIVES

The objective of this procurement is to describe the process to purchase or acquire the products,
services, or results needed from outside the project team to perform the work and
This initial procurement plan will cover the first 6 months of the project and will be updated earlier as
necessary.
BACKGROUND
PROJECT INFORMATION:
Country : Sri Lanka
Employer : Sri Lanka Institute of Information and Technology, Malabe, Sri Lanka.
Consultant : Design and Consultancy Division,

Tetra Tech (Pvt) Ltd.
No 177/B, Kohuwela,
Nugegoda,
Colombo -07.
Contractor : N&A (Pvt) Ltd.

No 33,
Lake Road,
Colombo -07.
Project name: SLIIT outdoor canteen building project
Banks approval Date of the procurement Plan [Original: August, 2017]
Date of General Procurement Notice: - 02/09/2017
Period covered by this procurement plan: 6 months.

2
OUR REQUIREMENTS
Bidders Contractor shall be prequalified in accordance with the ICTAD specifications and ICTAD
registration is required and specialty has to be in buildings and C6 and above company. Some of the
pre-conditions are Legal or financial capacity, commercial or operational capacity or capacity to deliver
appropriate technical skills or expertise or relevant experience
Some of the pre-conditions include:
Minimum qualification and/or membership of professional body

Minimum level of relevant recent experience
Minimum availability Requirements (e.g. must be able to commence on the intended start date)
Minimum capacity Requirements.
To be considered for this opportunity Respondents/Proposals must satisfy all of the above pre-
conditions. Respondents that are not able to meet all pre-conditions will be excluded from evaluation
(subject to Procurement Sponsor approval). The supplier will be required to comply with the
requirements and recommendations of the Health and Safety in Employment Act: 1992 and any
subsequent amendments.
The suppliers personnel will be responsible for Health and Safety compliance on site. While work is in
progress, the project manager and/or an outside agency may randomly audit health and safety
procedures. Asbestos discovery is to be notified to the project manager immediately and relevant Work
safe protocols must be followed. Any accident, incident or near miss must be notified to the project
manager immediately. The supplier will be required to implement a site health and safety plan
approved by the Buyer that is appropriate and adequate to the hazards and circumstances. The health
and safety plan must include:
Lines of accountability and responsibilities for the supervision of all personnel on site
A list of all hazards identified and control measures to be taken to manage the hazards.
The Requirement for safety equipment
Emergency procedures
The plan for site access, restricted areas, security and control
Training, experience and qualifications of personnel (including Certificates of Competence)
The process for reporting and recording of accidents/incidents
The process for involving employees in the improvement of health and safety
The process for the ongoing identification/management of hazards during the Contract and the
periodic updating of the Site Health and Safety plan.
3
PROCUREMENT VALUE AND BUDGET

The Procurement Value (maximum total estimated value) of this procurement is:
Description Value (Rs. excluding GST)
Initial Contract quantity/term/scope 500, 000
All potential extensions/renewals/variations -
All potential additional purchases -
All follow-on Contracts/engagements that may result from the -

procurement or from the initial Contract
Total Procurement Value 500, 000

(Maximum Total Estimated Value)
The budget for this procurement is Rs.500, 000. The budget has been approved in writing by the person
with appropriate Delegated Financial Authority (DFA) (Procurement Sponsor). Prior written approval
of the Procurement Sponsor will be obtained should for any additional budget.
Funding will be allocated from NDB regional center.
THE CONTRACT
The supplier will be engaged through a Design and Built Contract.
It is anticipated that the Contract will commence 08/11/2017. The Contract will expire upon completion
(once all deliverables have been delivered), anticipated to be [08/02/2018] or as agreed with the
supplier.
STAKEHOLDER ENGAGEMENT
Below list of people have been consulted during the development of the procurement plan
Employer representative
Mr. Priyantha Harshana (General Manager)
Mr. Lahiru Dabare (Chief Engineer),
Representatives from Local council

4
ROLES, RESPONSIBILITIES AND CONTROL POINTS

Roles and responsibilities for this procurement are:
Management and
Mr. Lahiru Dabare Procurement Officer administration of the
procurement process
Represent the internal client

Mr. Priyantha Harshana Procurement Owner
business area
Overall responsibility for the

Mr. Pathum Suwimal Procurement Sponsor
procurement
Delegated Financial
Authority
Mr. Bandara Contract signatory
(may be same as
Procurement Sponsor)
Undertake price analysis and
Mr. Sajith Financial Analyst scoring
Provide financial advice
Undertake active probity
auditing
Mr. Ekanayake Probity Officer
Provide Independent Probity
Advice
Provide specialist advice
Mr. Karunathialake Specialist Advisors
regarding [detail]
5
Control points for this procurement are:
Procurement Ministry EIS Procure EIS

Procurement
Property Procureme ment Procurement
Owner
Officer Advisor nt Leader Sponsor Director
Conflict of Interest
Management Plan
D E E A
Procurement Plan D E C E A
ROI / RFP D A E
Evaluation
Workbook (Open D A E
Tender)
Exclusion of a
Respondent from D E E A
full evaluation
Award of contract
($25k or more) to a D E E E A
Bot member
Recommendation
Report
D E C E A
Proposed Contract
D E E A
Contract Signatory
S
D: Draft
E: Endorse (Support)
C: Copy to
A: Approve
S: Sign
6
TIMELINE
The tender will be openly advertised on GETS for 20 full business days (9am-5pm).
Task Responsible Due Date
Approve Procurement Plan Procurement Sponsor 03/06/2017
Approve RFP and Evaluation Workbook Procurement Owner 16/06/2017
Publish RFP Procurement Officer 22/06/2017
Deadline for Questions from potential Respondents Procurement Officer 230/06/2017
Deadline to respond to questions Procurement Officer 05/07/2017
RFP Deadline for Registrations/Proposals Procurement Officer 07/07/2017
Individual Evaluations Evaluation Team 11/07/2017
Evaluation Team meeting to short-list Respondents Procurement Officer 18/07/2017
Release RFP to short-listed Respondents Procurement Officer 21/07/2017
Deadline for Questions from short-listed Respondents Procurement Officer 27/07/2017
Deadline to respond to questions Procurement Officer 29/07/2017
Deadline for Proposals Procurement Officer 02/08/2017
Individual Evaluations Evaluation Team 04/08/2017
Final Evaluation Team meeting Evaluation Team 06/08/2017
Recommendation Report approved Procurement Sponsor 09/08/2017
Contract awarded and all Respondents advised of the Procurement Officer 14/08/2017
outcome
Contract signed Procurement Sponsor 19/08/2017
Contract Award Notice published on GETS Procurement Officer 24/08/2017
Contract start date Procurement Officer 27/08/2017
Debriefs completed Procurement Officer 30/08/2017

7
EVALUATION PLAN
EVALUATION APPROACH
This procurement will be evaluated and scored against the criteria listed below using a weighted
attribute evaluation method.
EVALUATION CRITERIA AND WEIGHTINGS

The following criteria and weightings will be used for the evaluation of this procurement:
Criteria Weighting (%)
Proposed Solution 15%

(Comprehensiveness, deliverability and robustness, understanding of the
requirements)
Proposed programme (including timings/phasing, milestones,
dependencies, lead in times)
deliverables Method and approach
Systems and processes
Relationship management
Health and safety
Risk management
Capability 10%
(skills and expertise of the Respondent/Named Personnel/sub-
contractors)
Qualifications/professional
memberships/certifications/accreditations
Experience
Track record
Capacity 5%
(Resource requirements of the Respondent/Named Personnel/sub-
contractors])
Sufficiency of resources
Availability of resources
Sufficiency of back-up resources (contingency)
Price 70%
100%
8
The following rating scale will be used to score criteria:
Rating Definition Score
Exceeds the criterion to provide substantial additional benefit

EXCELLENT 9-10
and/or reduction of risk
Exceeds the criterion to provide some additional benefit and/or

GOOD 6-8
reduction of risk
ACCEPTABLE Meets the criterion 5
MINOR
Does not meet the criterion due to minor deficiency or risk 3-4
DEFICIENCY
MAJOR
Does not meet the criterion due to major deficiency or risk 1-2
DEFICIENCY
Does not comply, insufficient information provided or

UNACCEPTABLE 0
unacceptable deficiency or risk
A Response/Respondent may be excluded from further evaluation and/or selection if it scores four or
less (a rating of less than acceptable as described above) for any one or more of the evaluation criteria.
EVALUATION TEAM
The Evaluation Team (ET) is:
Role Name
Evaluator/Chair Mr. Jayasekara
Evaluator Mr. Priyantha Harshana
Evaluator Mr. Sivakumaran
Evaluator Mr. Sajith

9
EVALUATION PROCESS
The process for evaluating this procurement is:
Step Activity Comment
1
[Unlock GETS e-tender box and conduct initial Conducted by the Procurement Officer and
review of for: ET Chair
compliance with the tender process Acceptance of any late Proposal requires
terms and conditions written approval of the Procurement
Sponsor
initial due diligence
Exclusion of any Proposal requires written
pre-conditions [optional]
approval of the Procurement Sponsor
2 Procurement Officer and ET
ET briefing (including identifying Respondents
and updating Conflict of Interest declarations)
[X] ET members
Independent evaluation and scoring of
Registrations (capability and capacity)
[X] Facilitated by the Procurement Officer
ET Meeting to:
a. review consolidated individual scores
b. agree provisional ET scores
c. identify any requirement for
clarifications/reference
checks/interviews and if required:
i. adjourn the meeting
ii. obtain
clarifications/undertake
reference checks/interviews
iii. reconvene the meeting
iv. review outcome of
clarifications/reference checks
d. finalise ET scores by consensus
e. rank registrations by ET final score and
select a short list of Respondents for
the stage two closed RFP
[X]
Following the conducting of a closed RFP with Conducted by the Procurement Officer and
short listed Respondents, Unlock GETS e- Evaluation Team Chair
tender box and conduct initial review of
Acceptance of any late Proposal requires
responses for:
written approval of the Procurement
compliance with the tender process Sponsor
terms and conditions
Exclusion of any Proposal requires written
initial due diligence approval of the Procurement Sponsor
[X] ET members
Independent evaluation and scoring of
Proposals non-Price criteria
10
[X] Conducted by:

Separate analysis of endorsements and
Proposal Prices Procurement Officer
[Project Manager]
[Case Manager]
[Lead Designer]
[Quantity Surveyor]
[X]
ET meeting to: Facilitated by the Procurement Officer
a. review consolidated individual non-
Price scores
b. agree provisional ET scores by
consensus
c. identify any requirement for
clarifications/reference
checks/interviews and if required:
v. adjourn the meeting
vi. obtain clarifications/conduct
reference checks/interviews
vii. reconvene the meeting
viii. adjust provisional ET scores by
consensus
d. finalise ET non-Price scores by
consensus
e. rank Proposals by final ET non-Price
score and determine a final short list
of acceptable Proposals
f. present analysis of endorsements and
Proposal prices
g. Calculate Price scores and final total
weighted scores of short listed
proposals
h. select the preferred Respondent and
note any requirement for additional
due diligence/negotiation.
[X]
Draft and obtain endorsement and approval Drafted by Procurement Officer
for the Recommendation Report
Recommended by Team Chair
Endorsed by Evaluation Team members
Endorsed by Procurement Owner
Approved by Sponsor Procurement
11
PRICE EVALUATION
Analysis of Proposal Price is to be conducted separately from non-Price evaluation and the ET should
not be provided with any Proposal Pricing information until ET non-Price scores have been finalized
and a final short list of acceptable Proposals has been determined.
Detail how Prices and endorsements will be analyzed to obtain a single valid comparable Price for each
Proposal including how:
Pricing components will be validated to provide assurance that they are reasonable.
endorsements will be reviewed/ negotiated and the basis for whether they will be accepted.
how accepted endorsements will be valued and how in turn this will affect the proposed Price.
how the potential for the Price to increase due to variation during the engagement will be
taken into account.
Once a short list of acceptable Proposals has been determined following evaluation, scoring and
ranking of non-Price criteria, the following formula will to be applied to the Price of each of the short
list of acceptable Proposals:
Proposal A score = (Lowest Proposal Price / Proposal A Price) x 10
DUE DILIGENCE
The conducting of due diligence will be determined by the ET and may involve investigations to
determine whether entering into a Contract with a Respondent may expose the Buyer to risk. Due
diligence includes investigation relating to:
Validity of the response

A respondents financial viability
A respondents ownership/structure
A respondents business practices
Director status statements
Disputes with the ministry
Due diligence may include:
Reference checks
Respondents interviews and/ or presentations
Other checks against the respondent e.g. Credit check, companies office
Inspection of respondents audited accounts
Police vetting of respondents personnel.
Exclusion from evaluation and/or selection of any Respondent for due diligence requires the written of
the Project Sponsor.
12
CONFLICT OF INTEREST PROCESS

All persons involved in this Procurement must submit a completed Conflict of Interest and
Confidentiality Agreement upon commencement of their involvement. All involved persons are
required to immediately report any Conflict of Interest that arises at any time during the procurement
process (including once participating Respondents have been identified).
For each Conflict of Interest identified, a Conflict Management Plan must be approved by the Project
Sponsor (or the Project Sponsors manager for any Conflict of Interest relating to the Project Sponsor).
AWARD AND DEBRIEF

Once a Contract has been awarded, a Contract Award Notice will be published on GETS.
All Respondents will be advised in writing of the outcome and will be offered a debrief.
RISK REGISTER
Risk Description Risk Rating Treatment
Understatement of the need High Analyse need accurately
Obtain appropriate approvals before

Insufficient funding High undertaking process
Improve planning
Narrow definition or commercial Define the specification in terms of required

specification (e.g. use of brand Moderate outputs
name) Use functional and performance specifications
Ensure specification is consistent with needs

analysis
Definition of inappropriate product
Moderate
or service Improve market knowledge
Use functional and performance specifications
Improve procurement planning processes

Failure to identify potential sources Moderate Improve market knowledge
Seek industry participation
Improve implementation of procurement

policies, guidelines and practices
Selecting inappropriate method High
Improve tender documentation and clearly
identify the evaluation
13
Use standard documentation prepared by

Crown Law
Select appropriate documentation for purchase
type (i.e. goods, services, goods and services,
or information technology related)
Terms and conditions unacceptable Improve tender planning
High
to tenderers
Assess and allocate risks appropriately
Consult with Crown Law
Use commercially acceptable terms
Provide staff with appropriate tender planning
and procurement skills
Ensure staff have appropriate tender planning

and documentation training and experience
Improve tender planning and preparation
Providing inadequate information Moderate
Review tender documents before issuing them
and ensure evaluation criteria contain the
critical factors on which assessment of tenders
will be based
Implement standardised procedures for

responding to enquiries
Failure to adequately address
Moderate Provide staff with appropriate tender
enquiries from tenderers
management training and experience
Respond in a timely manner to enquiries
Improve market knowledge

Improve tender documentation
Offers fail to meet needs High Conduct market research
Develop functional and performance
specifications
Provide staff with appropriate tender

evaluation, financial and technical skills
training and commercial expertise
Improve evaluation procedures
Improve evaluation criteria and clearly identify
them to tenderers in tender documents
Selecting an inappropriate supplier High
Reject unacceptable offers
Perform financial, technical and company
evaluations before awarding contract
Procurement Review Committee to review
tender and selection process prior to awarding
contract
14
Improve communication, including ensuring

that Conditions of Contract form part of the
Request for Tender
Provide staff with training in contract planning
Not matching the expectations of and management
Moderate
buyer and tenderer
Define terms carefully
Record each partys obligations
Clarify all ambiguities before signing the
contract
Variations in price and foreign Agree on prices and the basis of prices
High
exchange Agree on a formula for calculating variations
Failure to evaluate procurement and Develop systematic evaluation methods,

Moderate
management processes techniques and evaluation criteria
Set reserve prices

Deal with reputable firms
Collusive bidding at auction Moderate
Include disposal clause in initial contract
Maintain ethical environment
THREAT
Risk rating tool
Minor Medium Major Substantial
Almost certain Moderate High Extreme Extreme

LIKELIHOOD
Likely Low High High Extreme
Possible Low Moderate High High
Unlikely Very Low Low Moderate High
Rare Very Low Low Moderate Moderate

15
PROCUREMENT PLAN APPROVAL
Recommended by
Procurement Officer
[Procurement Officer signature]
[Name] [Date]
Endorsed by
Procurement Owner
[Procurement Owner signature]
[Name] [Date]
[EIS led only (delete

row for Bot led)]
[EIS Procurement Leader signature]
Endorsed by
EIS Procurement
Leader [Name] [Date]
Approved by
Procurement Sponsor
[Procurement Sponsor signature]
[Name] [Date]
16
PURCHASE ORDER OF THE PROJECT
Purchase Order Number: 03
N&A (Pvt) Ltd. No 33, Deliver To: 45123E

Lake Road, SLIIT outdoor canteen building
project
Colombo -07.
SLIIT
New Kandy road,
Malabe
Tel : +94718095622
Fax :
Email :
To : Any Supplier Requisition Number : 1245

Order Date : 09/11/2017
Comments :
All amounts stated in : LKR
Code Item Description Quantity Unit Price Total
Ordinary
AM-CEMORD Portland Cement 10.00 Bag 50Kg 890.00 8,900.00
(B0-401 HSR)
VAT 1,068.00
Order Total - with tax LKR 9,968.00
Prepared By: Authorized By:
............................... ...............................

Final Report - Construction Project Management

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Final Report - Construction Project Management

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SLIIT STUDY AREA BUILDING PROJECT

KADUWELA LOCAL COUNCIL

CONSTRUCTION PROJECT MANAGEMENT

CONSTRUCTION PROJECT MANAGEMENT

PROJECT AND PRODUCT OVERVIEW

Major deliverables Description

Identifies the project need, cost, duration and getting approval to

Provide a deep understanding of tasks to be completed and

Walkthrough conducted by Business Analyst to achieve approval from

In depth review to the stakeholders and project team, these tasks

Completion of project plan. Expected to complete by 10th of August 2017

Getting approval and grant required

Provide necessary safety equipment for the working

Building proper shelter facilities for the working staff as

Taking precautions before planning and seeking for

Inability to access Getting the help from relevant authorities to access.

Name and Project

Measure and verify project scope.

Measure and verify project scope.

Participate in defining change resolutions.

STAKEHOLDERS (INTERNAL AND EXTERNAL)

MR ashoka herath Chairman External Monitoring the overall project

Monitoring the overall project.

Mr. L.C.Ramal Funding the project through the bank

Mr. J.Panduka Project Manager

Financial Officer Preparing financial accounts and

Mr. P. Suresh Analyze the project feasibility and the

Mr. Lakshitha Civil Engineer, Consult the construction phase of the

Neighbor, Public Complain about the disturbances

PROJECT CHARTER APPROVAL

APPENDIX A: KEY TERMS

An acceptable reason for doing something: Something that justifies an

A factor that, for planning purposes is considered to be true, real or

An applicable restriction or limitation, either internal or external to a

Any unique and verifiable product, result or capability to perform a

A significant accomplishment or event in the project scope, such as

Project An endeavour to create a unique product or service.

An uncertain event or condition that, if it occurs, has a positive or

CONSTRUCTION PROJECT MANAGEMENT

SCOPE MANAGEMENT APPROACH

ROLES AND RESPONSIBILITIES

Table 1 - Scope Management Roles and Responsibilities

Name Role Responsibilities

Measure and verify project scope

Participate in defining change resolutions

Participate in defining change resolutions

PROJECT SCOPE STATEMENT

WORK BREAKDOWN STRUCTURE

Get material and Construction Decide light

Finishing Procure light

Figure 1 - Work Breakdown Structure (WBS)

_________________________________________ Date: __________________

<Project Sponsor Title>

CONSTRUCTION PROJECT MANAGEMENT

EXECUTIVE SUMMARY OF PROJECT CHARTER

WORK BREAKDOWN STRUCTURE

Get material and Construction Decide light

Finishing Procure light

Figure 1 - Work Breakdown Structure (WBS)

CHANGE CONTROL MANAGEMENT

Step 1: Identify the need for a change (Any Stakeholder)

Step 2: Log change in the change request register (Project manager)

Step 4: Submit change request to Project Consultant. (Project Manager)

Step 5: Project Consultant decision

Step 6: Implement change (Project Manage)

For all project schedules:

_______________________ Date: