Project Name - Project Management Plan (PMP)
Table of Contents
CHANGE HISTORY
5EXECUTIVE SUMMARY
PROJECT OVERVIEW
PROJECT BACKGROUND
PROJECT DESCRIPTION
PROJECT GOALS AND OBJECTIVES
PROJECT ASSUMPTIONS AND CONSTRAINTS
PROJECT ASSUMPTIONS
PROJECT CONSTRAINTS
SCOPE MANAGEMENT
APPROACH/METHODOLOGY
SCOPE CONTROL
Internal Change Management
Contractor/Consultant Requested Changes
Change Log
SCOPE STATEMENT
In-Scope Items
Out-of-Scope Items
Project Deliverables and Acceptance Criteria
WORK BREAKDOWN STRUCTURE (WBS)
SCHEDULE MANAGEMENT
APPROACH/METHODOLOGY
SCHEDULE CONTROL
SCHEDULE DEPENDENCIES
KEY PROJECT MILESTONES
PROJECT SCHEDULE
FINANCIAL MANAGEMENT
APPROACH/METHODOLOGY
REPORTING REQUIREMENTS
COST MANAGEMENT
APPROACH/METHODOLOGY
COST CONTROL
PROJECT BUDGET
PROJECT CASH FLOW
CONTINGENCY (RISK)
COST ESTIMATE
QUALITY MANAGEMENT
APPROACH/METHODOLOGY
QUALITY STANDARDS
HUMAN RESOURCES MANAGEMENT
PROJECT ROLES AND RESPONSIBILITY
PROJECT TEAM
OTHER RESOURCES
COMMUNICATION MANAGEMENT
APPROACH/METHODOLOGY
STAKEHOLDER REGISTER
COMMUNICATION MATRIX
PUBLIC INVOLVEMENT PLAN (PIP)
RISK MANAGEMENT
APPROACH/METHODOLOGY
RISK CONTROL
Project Management Centre of Excellence |
5DOCUMENT APPROVAL
51.
61.1.
61.2.
61.3.
72.
72.1.
72.2.
73.
83.1.
83.2.
83.2.1.
83.2.2.
93.2.3.
93.3.
93.3.1.
93.3.2.
103.3.3.
103.4.
104.
104.1.
104.2.
104.3.
114.4.
114.5.
115.
115.1.
125.2.
126.
126.1.
126.2.
136.3.
136.4.
136.5.
146.6.
147.
147.1.
147.2.
158.
158.1.
158.2.
168.3.
169.
169.1.
169.2.
179.3.
179.4.
1710.
1810.1.
1810.2.
1810.3.
Project Name - Project Management Plan (PMP)
KEY PROJECT RISKS
RISK REGISTER
ISSUE MANAGEMENT
ESCALATION PROCEDURE FOR RESOLVING ISSUES
ISSUE LOG
PROCUREMENT MANAGEMENT
APPROACH/METHODOLOGY
PROCUREMENT DESCRIPTION
SAFETY MANAGEMENT
SAFETY MANAGEMENT OBJECTIVES
APPLICATION AND COORDINATION
PLANNED SAFETY ACTIVITIES
Hazard Assessment
Pre-qualification Safety Requirements
Design review for safety requirement compliance
Planned Safety Inspections
Safety Training
Emergency Response Planning
Incident Investigation
Safety discussions
ENVIRONMENTAL MANAGEMENT
ENVIRONMENTAL CONSTRUCTION OPERATIONS (ECO) PLAN
CLAIM MANAGEMENT
CLAIM PREVENTION
CLAIM RESOLUTION
PROJECT MANAGEMENT PLAN (PMP) UPDATE
UPDATE FREQUENCY
UPDATE CRITERIA
COMMUNICATION REQUIREMENTS
APPENDICES
Project Management Centre of Excellence |
1810.4.
1911.
1911.1.
1911.2.
1912.
1912.1.
1912.2.
1913.
2013.1.
2113.2.
2113.3.
2113.3.1.
2113.3.2.
2113.3.3.
2213.3.4.
2213.3.5.
2213.3.6.
2213.3.7.
2213.3.8.
2214.
2314.1.
2415.
2415.1.
2415.2.
2416.
2516.1.
2516.2.
2516.3.
2517.
26
Project Name - Project Management Plan (PMP)
This document includes a lot of information in hidden text format- ensure the symbol is
turned on. This is information you can either delete or keep for future reference as you are
developing the project management plan.
Purpose
The project management plan (PMP) is a document issued by the project manager to the branch
designate, project owner/sponsor and key stakeholders. It is a formal approved document that
defines how project activities will be developed, executed, monitored, controlled, and closed. It
outlines any proposed change in project management methodology from the corporate standard
outlined in the Project Management Reference Guide and branch standards.
The PMP provides a statement of how and when a project’s objectives are achieved by showing
the major products, milestones, activities, and resources required on the project. The PMP is a
“living document” that gets updated, modified, and edited throughout the project by the project
manager.
PMP Signoff
The PMP should be signed and dated by designated representatives from the Design and
Construction branches. It is provided to the Project owner/sponsor for information only.
Note: Delete this box from the PMP.
Project Management Centre of Excellence |
Project Name - Project Management Plan (PMP)
Change History
Version # Date
Author
Description
Document Approval
SUBMITTED BY:
Version # Submitter Name
Title
Submission Date
Signature
Signing Date
Signature
Signing Date
REVIEWED BY:
Version # Reviewer Name and Title
APPROVED BY:
Version # Approver Name and Title
Project Management Centre of Excellence |
Project Name - Project Management Plan (PMP)
Executive Summary
The purpose of the project management plan (PMP) is to show all project stakeholders (including the project
owner/sponsor, senior leadership, and project team) how the project manager will deliver this project. Detailing all
activities in the PMP ensures that the right resources do the work in the right order so the project can be properly
executed and controlled. The PMP is a “living document” that gets updated, modified, and edited throughout the
project. It is to be read and understood in conjunction with the Project Management Reference Guide (PMRG).
NOTE: Identify the version of the PMRG for future reference.
1.
●
Briefly describe the following: project objectives, scope of project, cost estimates and schedules, project
delivery approach, sensitive issues, and potential risks. Include major products, milestones, activities, and
resources required on project.
●
Describe the key unique characteristics of this plan and how delivering this project is different from the
standard corporate methodology outlined in the PMRG.
●
If any project parameters have changed since the project charter, clearly identify those changes here.
Project Overview
The project overview is a summary of the project background, description, and goals and objectives.
1.1.
Project Background
Provide background information about how and why the project was initiated, and linkage to strategic plans. State
in clear words the problem, the challenge, or/and the opportunity that the city or its departments will capture by
implementing the project.
Examples of project background may include answering the following questions:
●
What is the rationale/purpose for the project?
●
Any legal requirements for the project?
●
Any specific situation that necessitates a change?
1.2.
Project Description
Provide a brief overview of the project including: (these topics should be elaborated in the next sections)
●
Scope: the end results (the deliverables) and how to make it happen
●
Completion date: Dates by which the deliverable is ready for use by the client
●
Budget: project cost approved by the client
Project Management Centre of Excellence |
Project Name - Project Management Plan (PMP)
●
Quality: standards for the deliverables
●
Special conditions, if any.
1.3.
Project Goals and Objectives
Project goals explain the overall end result of the project.it should include the big picture approach. The project
objectives outline how the project achieves the project goal. It is considered sub goals. Project objectives should
be specific, concrete and tangible, and can be validated. Identify specific objectives for each goal listed.
Example:
2.
●
Goal 1: Increase the capacity of traffic crossing the Edmonton’s river valley during rush hour.
●
Objective 1.1: Replace the existing Walterdale Bridge with a new arch bridge.
●
Objective 1.2: Realign the approach roads to match with the new bridge alignment.
Project Assumptions and Constraints
An assumption is a factor considered true, real, or certain that are used for decision-making. A constraint is a
restriction or limitation that affects the scope of the project, usually related to availability, assignment, or use of
project cost, schedule, or resources.
2.1.
Project Assumptions
List any assumptions made during planning and the valid assumptions documented in the project charter. Be
specific and identify potential impacts. Consider each knowledge area as you identify assumptions.
For example:
●
(Scope) – Project requirements are well defined; therefore, there will be minimum changes during the
design stage.
●
(Quality) – Review by regulatory agencies will not affect the schedule. They are fully aware of the project
and will review it as soon as received.
●
(Schedule) – Project schedule is based on the contractor working two shifts per day.
●
(Procurement) – The procurement requirements will not change; there will be no changes to market
pricing; the pool of current suppliers will be available as required.
2.2.
Project Constraints
List any constraints identified during planning and applicable constraints documented in the project charter. Be
specific and identify potential impacts. Note all constraints listed in the project charter so the project manager can
maintain and update one document.
For example:
Project Management Centre of Excellence |
Project Name - Project Management Plan (PMP)
3.
●
External interference by other departments or political decisions could delay the project by delaying the
start of the piling contract.
●
Re-use of existing or demolition material could be costly depending on the time requirements to make
them ready for re-use, which will affect the risk contingency budget.
●
Client policies and processes.
●
Availability of consultants/contractors will directly impact the cost of the project
Scope Management
Scope management defines how the scope should be developed, maintained, monitored and controlled through
the duration of the project.
Scope Management for the XXX project will be the sole responsibility of the Project Manager. The Scope of the
project is defined by the project charter, scope statement, work breakdown structure (WBS) and the WBS
dictionary. The project manager, project owner/sponsor and stakeholders will establish and approve
documentation for measuring the project scope which will include project plans and reports and tender documents
3.1.
Approach/Methodology
Explain the approach to Scope Management by completing the items below:
●
Describe how the project scope will be defined, development, verified and managed.
●
Explain how the project scope statement will be developed.
●
Explain how you will develop the WBS Structure.
●
Identify if a WBS dictionary is required and how it will be developed.
●
Explain how are you planning to maintain the scope baseline and how will you manage scope changes.
●
Describe the Scope Validation process by explaining how verified project deliverables will be validated for
client acceptance and sign-off.
3.2.
Scope Control
Explain how scope will be controlled by completed the items below:
●
Outline the timing/frequency for the Scope Control process.
●
Describe the method of controlling scope (if different from the CoE or branch/section policies).
●
Describe the format and content required for the change requests section of the status reports and
identify any specific requirements for communicating the reports.
3.2.1.Internal
Change Management
Project Management Centre of Excellence |
Project Name - Project Management Plan (PMP)
Proposed scope changes may be initiated by the project Manager, project owner/sponsor or stakeholders or any
member of the project team. All change requests will be submitted by the project manager who will then evaluate
the requested scope change. The requested scope change will be forwarded to the project owner/sponsor
documented in the internal change request template for acceptance. The project manager will update all project
documents and communicate the scope change to all stakeholders.
Describe the strategy for dealing with internal change requests that differs from what is outlined within the
PMRG’s Change Management (Design and Build) processes, and how these changes will be integrated into the
project.
3.2.2.Contractor/Consultant
Requested Changes
List all specific requirements for dealing with contractor- and/or consultant-change-initiated requests, and describe
how these changes will be integrated into the project
3.2.3.Change
Log
Include the change log or provide a reference to where the change log is located.
3.3.
Scope Statement
If the project scope statement document has been completed, Insert the latest version of the project scope
statement or provide a reference to where the project scope statement is located and remove the content and
sections below.
If the project scope statement document has not been completed, complete this section and the following
subsections.
Identify specific project products or services and/or people/organization change objectives. Include specific
features, functions, criteria for success, and any other critical requirements that affect the project. Include a short
summary that covers the key points of the client’s scope statement. Describe in detail the scope that’s needed to
meet the project’s stated objectives.
The scope must be consistent with:
●
The approved project charter and
●
Any other relevant business-level documents.
The project scope statement should include at minimum:
●
A list of items to be included within the project’s scope
●
A list of items that are outside of the project’s scope
●
Project deliverables and acceptance criteria
Add any additional files documenting the project scope to the appendix (if required).
3.3.1.In-Scope
Project Management Centre of Excellence |
Items
Project Name - Project Management Plan (PMP)
List items to be included within the project’s scope
3.3.2.Out-of-Scope
Items
List all items outside of the project’s scope
3.3.3.Project
Deliverables and Acceptance Criteria
Write a brief description of the project deliverables. (This can be copied from the project charter and expanded on
if additional information has been collected.) These are tangible, verifiable outcomes that signify completion of
objectives
3.4.
Work Breakdown Structure (WBS)
Include the project’s work breakdown structure (WBS) or add a reference to where the WBS is located
4.
Schedule Management
Schedule management defines how the schedule should be developed, maintained, monitored and controlled
through the duration of the project.
4.1.
Approach/Methodology
Explain the approach to Schedule Management by completing the items below:
●
Identify the methods and tools required for developing and updating the schedule.
●
Outline what the timing/frequency is for updating the schedule.
●
Identify any required schedule templates or checklists that are to be used when developing the schedule.
●
Describe the level of detail required for the schedule and what information is required when documenting
the basis of the schedule.
●
Describe the schedule types and format of tables or graphs representing the schedule.
●
Outline the procedure for accepting/approving the consultant’s and contractor’s schedules.
●
Indicate whether or not the consultant’s and contractor’s schedule (and their updates) will be incorporated
into one single project schedule.
●
Describe how schedule contingency is defined, allocated and maintained.
●
Describe the methods for schedule risk assessment and how it is applied to the schedule.
●
Describe the procedure for generating and updating the schedule baseline (including approvals).
4.2.
Schedule Control
Project Management Centre of Excellence |
Project Name - Project Management Plan (PMP)
Explain how the schedule will be controlled by completed the items below:
●
Outline the timing/frequency for the Schedule Control process.
●
Describe the method of controlling the schedule (if different from CoE or branch/section policies).
●
Describe the methods and tools for tracking completed milestones and activities (if different from
branch/section policies and practices).
●
Specify what the threshold for acceptable schedule variances is.
●
Describe the format and content required for the schedule section of the status and variance reports and
identify any specific requirements for communicating the reports.
●
Describe the procedure for identifying and changing the schedule baseline.
4.3.
Schedule Dependencies
●
Identify and describe any project dependencies such as other projects, availability of internal staff for
reviews, etc.
●
Ensure the schedule of activities required to complete procurement and review the suppliers’
performance has been incorporated into the project schedule.
●
Identify key activities that are on the critical path.
4.4.
Key Project Milestones
Project Milestone
4.5.
Planned
start date
Planned
completion date
Project Schedule
Insert the latest version of the baseline schedule or provide a reference to where it is located.
5.
Financial Management
Financial management outlines how the project will be funded, monitored and controlled through the duration of
the project.
This section defines the basis for funding identification and funding requirements. Monitoring and controlling the
funding will be done through cost management, where the project manager defines and plans how they will
conduct the following financial management activities:
Project Management Centre of Excellence |
Project Name - Project Management Plan (PMP)
●
Council budget adjustment
●
Determining requirements for various funding sources, if identified
NOTE: Include the Financial Management section only if the project has a complicated funding model and if there
are several funding requirements that need to be dealt with.
5.1.
Approach/Methodology
Describe the procedures and processes for managing and reporting on funding throughout the project.
5.2.
Reporting Requirements
●
Identify and list each of the funding sources
●
List or describe any reports or documentation required for the type of funding identified.
●
Outline the frequently in which the reports or documents must be submitted.
●
Identify the source of the data for the reports or documents, and whether they come from internal or
external sources.
●
Identify who is responsible for coordinating the data.
No.
Funding source
Reports or
documentation
required
Reporting
frequency
Source of data for
reporting
1
Data coordinator
.
2
3
6.
Cost Management
Cost management defines how cost estimates should be developed and maintained, and how costs should be
monitored and controlled through the duration of the project.
6.1.
Approach/Methodology
Explain the approach to Cost Management by completing the items below:
●
Identify the methods and tools for developing and updating the cost estimate.
●
Outline what the timing/frequency is for updating the cost estimate.
●
Identify any required cost templates or checklists that are to be used.
Project Management Centre of Excellence |
Project Name - Project Management Plan (PMP)
●
Describe the level of detail required for the cost estimate and what information is required when
documenting the basis of the cost estimate.
●
Describe the estimate types and format of tables or graphs representing the estimate.
●
Describe the procedure for generating and updating the cost baseline (including approvals).
●
Explain how the escalation factor must be obtained and applied.
●
Describe how cost contingency is defined, allocated and maintained.
●
Describe the methods for cost risk assessment and how it is applied to the estimate.
6.2.
Cost Control
Explain how the project costs and budget will be controlled by completed the items below:
●
Outline the timing/frequency for the Cost Control process.
●
Describe the method of controlling costs (if different from the CoE or branch/section policies).
●
Describe the methods and tools for capturing actual costs (if different from branch/section policies and
practices).
●
Specify what the threshold for acceptable cost variances is.
●
Describe the format and content required for the cost section of the status and variance reports and
identify any specific requirements for communicating the reports.
6.3.
Project Budget
The following is a high-level breakdown of the project budget expenditure:
No.
Item
Project estimate
as defined in the
budget
1
Cost item 1 (e.g., land utilities)
$
2
Cost item 1 (e.g., design)
$
3
$
4
$
5
$
Total project baseline
6.4.
Comments
$
Project Cash Flow
Expenditure for the project is expected to span over X years as per the following schedule:
No.
Item
Cost
1
2015
$
2
2016
$
3
2017
$
Project Management Centre of Excellence |
Comments
Project Name - Project Management Plan (PMP)
4
$
Total for the Project
6.5.
$
Contingency (Risk)
The risk contingency amount for this project is based on the identified risks in the project and is broken down as
follows. (This information is obtained from the risk register).
No.
Risks category
Contingency
amounts
1
Category 1 (e.g., Design)
$
2
Category 2 (e.g., Construction)
$
3
Comments
$
Total Contingency
6.6.
$
Cost Estimate
Include the cost estimate (baseline) or add a reference to where the estimate is located.
7.
Quality Management
Quality management determines the quality standards, processes and performance measures to be applied to the
project, and identifies standards, legislation, regulations or codes to be considered during the Design and Build.
7.1.
Approach/Methodology
Explain the approach to Quality Management by completing the items below:
●
Describe any equipment and tools required for quality processes (e.g., testing equipment, inspecting
tools).
●
Specify the quality processes (e.g., review/testing/inspection/measurements) that must be performed in
the course of the Design and Build stages.
●
Describe the frequency of quality processes to be performed more than once.
●
For each quality process, specify checklists (suggested by PMRG or branch/section) to be used.
●
Specify the guideline for documenting, recording and communicating the results of the quality processes.
●
Specify the guideline for communicating the result of the quality processes (including who should
communicate what, when, how, and to whom).
Project Management Centre of Excellence |
Project Name - Project Management Plan (PMP)
7.2.
8.
Quality Standards
●
Specify policies; standards; acceptable product performance measures, if required; and any legislations,
regulations, or codes, if applicable, to be considered during Design and Build.
●
Specify the quality metrics and compliance criteria.
●
Specify any additional criteria for final acceptance of the product and its components.
Human Resources Management
The project manager needs a team to produce the deliverables and maintain control of the project. Some project
members are required throughout the project, and others will participate as required and leave when a particular
task is completed.
8.1.
Project Roles and Responsibility
Describe the roles and responsibilities of key personnel on the project we have provided an example. Confirm the
following key personnel and responsibilities for the project.
Role
Project owner/sponsor
Program manager
Quality Team
Safety Team (if CoE acts the
prime contractor)
Senior Buyer (Corporate
Procurement and Supply
Services Branch)
Project Management Centre of Excellence |
Major responsibilities on the project
●
Monitor overall scope.
●
Control the project budget.
●
Provide strategic direction.
●
Liaise with senior management and external stakeholders.
●
Oversee delivery.
●
Develop the PMP.
●
Identify and acquire the project team.
●
Make decisions and resolve issues.
●
Monitor and control project activities.
●
Manage project risks and budget.
●
Manage contingency.
●
Develop change management processes.
●
Perform quality inspection and testing
●
Refer to the roles and responsibilities as documented in the Prime
Contractor Safety Management Standard issued by the OH&S
branch.
●
Assists with the procurement of materials or third party services.
Project Name - Project Management Plan (PMP)
●
8.2.
Refer to the roles and responsibilities of the Senior Buyer as
documented in the Professional Services Agreement Toolbox on
OneCity.
Project Team
Include all information about the project team members and their relationship with the project team members in
the table below.
Name
Role
Responsibilities (be specific)
Project manager
Develop the project management plan
Report on the budget and pay the vendors
……
Project officer
Analyze and report on the schedule analysis
….
Quality Team
For each quality process, specify who must be involved
(e.g., The Design team and Operations representative
must participate in quality assurance processes.).
Safety Team (if CoE acts the
prime contractor)
Senior Buyer (Corporate
Procurement and Supply
Services Branch)
Risk Analysis team
Environmental manager
8.3.
Other Resources
Specify any other specialized or external resources.
9.
Communication Management
Communication management defines the communications goals and strategies of a project. These high-level
strategies and goals are intended to provide guidance in planning and measuring results of current and future
communication efforts.
9.1.
Approach/Methodology
Project Management Centre of Excellence |
Project Name - Project Management Plan (PMP)
This section should describe the project team’s methodology for identifying and analyzing stakeholders. All
stakeholders must be identified, regardless of how major or minor they may seem. If stakeholders are omitted at
the outset, they may appear at some point during the project’s lifecycle and introduce delays or other obstacles to
the project’s success.
Stakeholder analysis should include how stakeholders will be categorized or grouped as well as the level of
impact they may have based on their power, influence, and involvement in the project. Several tools and
techniques can be used to help quantify stakeholders, some of which are included in this section.
The project manager determines the tools to use in identifying and analyzing stakeholders.
●
Describe the approach, tools and techniques for identifying and analyzing stakeholders, and capturing
their communication needs.
●
Outline what the timing/frequency is for reviewing and updating stakeholders.
●
Describe the format and content required for the project status report or project status reporting tool that
will be used to communicate the project status through the Status Reporting process.
9.2.
Stakeholder Register
Include the stakeholder register or provide a reference to where the stakeholder register is located.
9.3.
Communication Matrix
Include the communication matrix or provide a reference to where the communication matrix is located.
The project manager or designate must reach out to project stakeholders to gather their communications
requirements. The result of the meetings with the stakeholders will help in completing the communication matrix.
Based on the stakeholders’ needs and requirements, complete the communication matrix, describing which
communication methods will be used to share information among the project stakeholders and its frequency.
The communication matrix should be used to:
●
Assign responsibility to the appropriate staff to communicate project information.
●
Ensure the right project information is getting to the right audience at the right time.
Project communications should:
●
Create general awareness about the project through techniques such as face-to-face meetings, phone
calls, project websites, emails and news media.
●
Provide regular updates and engage people by providing current and meaningful progress information on
an ongoing basis.
●
Plan for emergency events and establish a communication protocol in the event of an accident or incident
on the project.
9.4.
Public Involvement Plan (PIP)
Include the public involvement plan (PIP) or provide a reference to where the PIP is located.
Project Management Centre of Excellence |
Project Name - Project Management Plan (PMP)
NOTE: The PIP should have been included in the concept handover package. If not, contact the Public
Engagement Office to get the PIP for this project.
10.
Risk Management
Risk management defines how risks should be identified, analyzed, monitored and controlled. It also defines how
risks should be handled through risk response planning.
10.1.
Approach/Methodology
Explain the approach to Risk Management by completing the items below:
●
Describe the approach and level of formality of risk management (e.g., qualitative or quantitative
methods, specific modelling and simulation techniques like Monte Carlo), based on the size and
complexity of the project.
●
Describe the methods for identifying the project risks (e.g., review of past projects, brainstorming, riskgathering sessions with key internal or external stakeholders, the risk breakdown structure (RBS).
●
Identify the risk team (if required) from the members of the project team, stakeholders, subject matter
experts and other authorities/individuals in the organization responsible for risk management.
●
Identify if a risk breakdown structure (RBS) is required and how it will be developed.
●
The principles for calculating and using the risk contingency (time and cost), based on the PMP cost
management and time management sections and corporate and branch policies.
10.2.
Risk Control
Explain how risks will be controlled by completed the items below:
●
Outline what the timing/frequency is for executing the Risk Control process and reviewing and updating
the risk register.
●
Describe the method of controlling risks (if different from the CoE or branch/section policies).
●
Describe how risks must be assigned to other parties.
●
Describe the format and content required for the risk section of the status reports and identify any specific
requirements for communicating the reports.
10.3.
Key Project Risks
The following are key project risks that have been identified which may have a major impact on the delivery or
outcome of the project:
Event/Risk Factor
Project Management Centre of Excellence |
Risk Rating (Score)
[Low, Medium, High, Extreme]
Mitigation Strategy
(Response)
Project Name - Project Management Plan (PMP)
10.4.
Risk Register
Include the risk register or provide a reference to where the risk register is located.
11.
Issue Management
During a project, issues arise that require decisions by either the project team or the project team in conjunction
with the project owner/sponsor. Depending on the issues, they might require a decision as it affects cost, quality,
scope, or quality. As the project teams identifies and addresses risks, issues might also arise. The project
manager will record these issues in a log to ensure they are dealt with quickly and efficiently.
11.1.
Escalation procedure for resolving issues
●
Identify any proposed resolution measures that differ from the standard contract in regards to
contractor/consultant/owner/sponsor/sponsor issues.
●
Identify all proposed resolution practices for internal conflicts that might differ from the CoE’s standards.
11.2.
Issue Log
Include the issue log or provide a reference to where the issue log is located.
12.
Procurement Management
Procurement management provides information about the procurement of consultant/contractor’s services, the
vendor selection process and criteria, what kinds of contracts will be used, and the procurement schedule.
12.1.
Approach/Methodology
Explain the approach to Procurement Management by completing the items below:
●
Describe the project team’s general approach to selecting a product or vendor (e.g., RFI, RFP, etc.).
●
Describe the selection process and general selection criteria. Describe any analytical selection tool that
you will use.
●
Describe the types of contracts (e.g., time and materials, fixed price, not-to-exceed, etc.) to be used for
the project.
12.2.
Procurement Description
Project Management Centre of Excellence |
Project Name - Project Management Plan (PMP)
●
Describe, in specific terms, what services will be procured and under what conditions.
●
Indicate what type of contract will be used with each procurement (e.g., time and materials, fixed price,
not-to-exceed, etc.).
No
.
Product/service
1
Consultant
Amount
2
Engineering
Amount
3
Contractor
Amount
Equipment/furnishings
Amount
13.
Description
Quantity
Type of
Contract
Safety Management
Safety management defines how employees and contractors will work under an effective safety management
system that is designed to ensure compliance with occupational and health (OH&S) legislation. This may mean
working directly under the City’s supervision and its OH&S management system or under a contractor’s certified
OH&S management system.
The program adopts three different approaches towards of ensuring this occurs can be used by City staff:
A. CoE delegates the prime contractor safety-management responsibilities to an external contractor.
B. CoE retains the prime contractor safety management responsibilities.
●
Contractors are working under direct supervision of the CoE
●
Contractors are expected to work independently.
Indicate which approach will be applied to the project. Fill out the approach (A or B) by completing the appropriate
section below. Remove the approach that does not apply to the project. Sections 13.1 to 13.3.8 apply to
approach B (CoE), and should be removed if approach A (contractor) is being applied.
In this project:
[SECTION START: Safety management is delegated to project’s prime contractor]
A. Safety management is delegated to project’s prime contractor
The prime contractor is fully responsible for ensuring compliance with health and safety legislation at the worksite
for his team, for all subcontractors, and for CoE personnel. As designated prime contractor, the CoE must ensure
that he/she has a valid certificate of recognition (COR) and that he/she implements his/her safety management
system (SMS).
Although the CoE project manager and members must follow and comply with the prime contractor’ SMS, the
project manager still has safety management responsibilities within the project. The project manager will use the
project safety management plan checklist, which includes all activities to be performed by the project team to
comply with the safety requirements and to adopt a proactive safety approach.
[SECTION END: Safety management is delegated to project’s prime contractor]
[SECTION START: CoE acts as prime contractor]
B. CoE acts as prime contractor
Project Management Centre of Excellence |
Project Name - Project Management Plan (PMP)
For in-house projects, the CoE’s safety management system will apply and be coordinated by the project
manager with the help of the project team and occupational health and safety consultants.
In this case, the project manager will develop the remaining safety sections below.
13.1.
Safety Management Objectives
The objectives of safety management are as follows:
●
To ensure that construction sites remain safe throughout the construction project’s life cycle.
●
To encourage the practice of identification and communication about possible hazards before
commencement of construction activities on site.
●
To implement a proactive safety management approach.
13.2.
Application and Coordination
The safety management system is designed to reflect the legal prescriptions and comply with:
●
The CoE’s OH&S policy,
●
Alberta’s Occupational Health and Safety Act
●
Alberta’s Occupational Health and Safety Code
13.3.
Planned Safety Activities
Following are the activities to be done during the project’s lifecycle in order to proactively mitigate any safetyrelated risks:
Add any additional safety activities not included in the sections below.
13.3.1.
Hazard Assessment
A hazard assessment will be done for the Design and Build stages of the project:
●
Design stage- high-level hazard assessment.
●
Build stage- thorough hazard assessments.
The hazards will be identified and then rated by using the matrix that is included with the CoE’s Hazard
Assessment and Control Form. Once identified and assessed, hazards must be eliminated or controlled through
engineering, administrative, or personal equipment strategies.
13.3.2.
Pre-qualification Safety Requirements
The project manager will identify health and safety standards and requirements to be included in tender and
contract documentation for the consultants and contractors, including evaluation parameters to assess the
contractors' previous safety records. He/she will also agree on how the contractor’s safety records will be
assessed, including whether they comply with provincial health and safety legislation.
List the safety requirements that must be included in the tender and contract.
●
Project Management Centre of Excellence |
Project Name - Project Management Plan (PMP)
13.3.3.
Design review for safety requirement compliance
The project manager and selected project members will review designs, in both preliminary and detailed Design
phases, to identify potential safety hazards associated with design elements, and to assess the risks presented by
those hazards. The Branch OH&S consultant may also provide inputs in the Design safety reviews. In
collaboration with the Branch OH&S consultant, the project manager will review all Design documentation to
ensure that safety issues and information about residual risks have been recorded in the project risk register.
13.3.4.
Planned Safety Inspections
Physical inspections at the workplace help to monitor hazard controls and identify new potential hazards. The
activities and observations during safety inspections must be recorded and will be later analyzed in order to
constantly improve the safety performance.
The project manager and selected project members will conduct planned and random inspections to check
compliance with the project’s safety rules and expectations of staff and contractors working on the site.
Inspections must be done for:
●
Monitoring CoE safety management program application
●
Controlling safety at the worksite
Include here the details of the planned inspections: how often it will be done, responsible, and its objectives. Use
as source of information the OH&S Safety Inspection Standard.
13.3.5.
Safety Training
Special safety training due to the specific workplace conditions:
●
●
If no specific safety training is required enter N/A.
13.3.6.
Emergency Response Planning
Describe the emergency plan, including emergency contacts, what to do first, whom to report it to, etc.
13.3.7.
Incident Investigation
Investigating incidents thoroughly is critical to determining its causes, both personal and job-related, to make
corrective and preventive recommendations toward avoiding similar incidents in future. The CoE Incident
Investigation Standard addresses investigation and communication of incidents that result in personal injury to
CoE employees or has the potential of causing injury. Incident records will also help with post-project safety
evaluations. All measures within the standard will apply to this project.
13.3.8.
Safety discussions
The project manager organizes site meetings throughout construction. One agenda item is safety concerns.
Regular construction meeting minutes are to include a section on Safety Statistics. Cumulative totals for the
Project Management Centre of Excellence |
Project Name - Project Management Plan (PMP)
following incidents are to be tracked from the beginning of the project, and included in the progress meeting
minutes.
Safety Statistics as of:
Last week
From the
beginning
First Aids
Medical Aids
Near-Misses
Lost Time
Modified Work
Property/Equipment Damage
Environmental
If the contractor does not meet the project' safety expectations and requirements, the construction meetings may
provide the contractor an opportunity to discuss the issues and develop a corrective action plan.
List here specific safety topics, expected outcomes, and special mentions to be addressed during construction
meetings.
[SECTION END: CoE acts as prime contractor]
14.
Environmental Management
All environmental activities on the construction worksite are regulated by Enviso, the CoE’s environmental
management system (EMS), which is based on international standard ISO 14001. The environmental
management plan developed in Enviso is called the environmental construction operations (ECO) plan.
The ECO plan consists of written procedures and drawings addressing environmental mitigation and protection
issues relevant to construction activities being performed on a specific project site.
The ECO plan identifies:
●
The environmental setting of the project;
●
The on-site individual responsible for addressing environmental issues;
●
Potential environmental issues on the project;
●
Permits, approvals, authorizations, notifications, guidelines, and standards applicable to the project;
●
Mitigation measures to prevent or minimize environmental impacts;
●
Implementation, monitoring, training, communication and review of the ECO plan; and
●
Environmental emergency response procedures.
Awarded Contracts
Project Management Centre of Excellence |
Project Name - Project Management Plan (PMP)
For awarded contracts, the development and implementation of an ECO plan is the contractor’s responsibility,
therefore CoE contractors have environmental responsibilities and need to understand how their work may impact
the environment. The CoE may require an ECO plan in the contract/tender documents.
Contractors must develop the ECO plan by following the ECO plan framework. The project manager should use
the ECO plan checklist (at the front of the ECO framework document) to ensure that all components of the ECO
plan are addressed. If any of the required information is not included, the ECO plan will be considered deficient
and will be returned to the contractor for revising.
In-House Projects
For in-house projects, the CoE project manager has the responsibility to develop and implement the ECO plan
specifications.
14.1.
Environmental Construction Operations (ECO) Plan
Include the ECO plan or provide a reference to where the ECO plan is located.
15.
Claim Management
Claim management describes the processes required to prevent or resolve construction claims.
15.1.
Claim Prevention
Claim prevention is about trying to avoid claims at all project stages, such as:
Design stage: Detect early causes and situations that may generate claims during construction and
commissioning activities. Do so by design review, design constructability review, contract clarity, scope definition,
risk analysis, site investigation, etc.
Build stage: Emphasize how to keep issues from arising during construction, which could develop into claims. Do
so by design and contract review with the contractor, complete tender documentation, communication,
documentation of project activities and conditions at many levels (schedule progress, weather, incidents change
requests, etc.), etc.
15.2.
Claim Resolution
During construction, unresolved projects issues can generate claims. If no one agrees who is responsible or what
compensation is appropriate, then the claim becomes a dispute. When this situation arises, a step-by-step
process is set in motion to resolve the claim. The CoE’s claim resolution matrix from the General Conditions
document provides the following levels of resolution:
Dispute
mechanism
Process
Outcome
Negotiation
Find a reasonable and mutually accepted
solution for all parties involved.
Change request and compensation or claim
is rejected.
Project Management Centre of Excellence |
Project Name - Project Management Plan (PMP)
Referee
Choose a third person, an independent
expert, to offer early resolution to claims.
The decision is final and binding unless the
decision is referred to arbitration.
Arbitration
Choose a third person to make the
decision.
The decision is final and binding on the CoE
and the contractor, and no appeal to the
courts is available.
Litigation
Resolve the claim in court
The decision is final and binding.
16.
Project Management Plan (PMP) Update
The project management plan (PMP) is a key project planning document that describes how the project will be
monitored and executed. It is therefore important to document how the PMP will be updated in a controlled
fashion.
16.1.
Update Frequency
Specify how often the PMP will be updated.
16.2.
Update Criteria
Specify:
●
The criteria for updating the PMP (e.g., The PMP will be updated after internal change requests have
been approved through the change management process).
●
Who within the branch or section will be required to review and approve the updated PMP.
16.3.
Communication Requirements
Describe how and when updates to the PMP must be communicated to the stakeholders (e.g.,___ must receive a
notification after an update, or ________ must be notified about the summary of changes.
Project Management Centre of Excellence |
Project Name - Project Management Plan (PMP)
17.
Appendices
Documents attached to the project management plan: (e.g. project charter, business case)
1.
2.
Project Management Centre of Excellence |