SAINT HONORE BAKERY RENOVATION
PROJECT MANAGEMENT PLAN
Version 4.0
10/25/2020
Page 1 of 95
Saint Honore Bakery Renovation Project
VERSION HISTORY
The development and distribution of the Project Management Plan was controlled and
tracked via the below table figures. Whenever any revision, it is to be noted and submitted by
the author for an approvement by the responsible person.
Versio
Implemented
Revision
Approved
Approval
n#
By
Date
By
Date
4.0
Nguyen Duy
10/25/20
Onu,
<mm/dd/yy>
Son
3.0
Nguyen Duy
Stephen
10/07/20
Son
2.0
Nguyen Duy
Nguyen Duy
Son
adding sections 6, 7
and 8
<mm/dd/yy>
adding sections 5 and 6
9/09/20
Adding part of section
Stephen
9/07/20
Son
1.0
Onu,
Reason
Onu,
Stephen
8/25/20
Onu,
Stephen
Page 2 of 95
1 plus sections 2 and 3
8/27/20
Saint Honore Bakery Renovation Project
TABLE OF CONTENTS
1.
Project Overview .............................................................................................................. 5
1.1
2.
Purpose, Scope, Objectives and Business Case ..................................................... 6
1.1.1
Scope.................................................................................................................. 7
1.1.2
Statement of work (SOW) ............................................................................... 9
1.1.3
Business Case.................................................................................................. 13
1.2
Project Deliverables ............................................................................................... 15
1.3
Project Organization ............................................................................................. 15
1.4
Work Breakdown Structure (WBS) ..................................................................... 16
1.4.1
Task Description Documentation ................................................................. 17
1.4.2
Organization Breakdown Structure (OBS) ................................................. 19
1.5
Responsibility Assignment Matrix (RAM) .......................................................... 20
1.6
Work Authorization............................................................................................... 21
1.7
Work Charter ......................................................................................................... 22
Risk Assessment ............................................................................................................. 26
2.1
Risk Identification.................................................................................................. 26
2.2
Assessment of Probability and Consequence (Qualitative)................................ 27
2.3
Assessment of Probability and Consequence (Quantitative) ............................. 28
2.4
Mitigation Strategies .............................................................................................. 30
3.
Quality Management Report ........................................................................................ 31
4.
Project Schedule ............................................................................................................. 32
5.
4.1.
Activity Duration Estimates .................................................................................. 32
4.2.
Gantt Chart ............................................................................................................ 35
4.3.
Activity Network .................................................................................................... 37
Project Budget ................................................................................................................ 39
5.4
Project Resources ................................................................................................... 40
5.5
Other Costs ............................................................................................................. 44
5.6
Cost Estimates ........................................................................................................ 45
5.7
Time-Phased Budget .............................................................................................. 48
6.
Communications Management ..................................................................................... 51
7.
Tracking and Status Updates........................................................................................ 52
8.
7.1.
Tracking Method ................................................................................................... 52
7.2.
Notification Record ................................................................................................ 57
7.3.
Control Systems ..................................................................................................... 58
Project Closing ............................................................................................................... 61
pg. 3
Saint Honore Bakery Renovation Project
Appendix 1: The Company’s Model Of Project Participation Decision ................................. 63
Appendix 2: Stakeholder Analysis Log ................................................................................... 64
Appendix 3: Alternative Analysis ............................................................................................ 65
Appendix 4: The Business Case Documentation - The Company’s Cost and Profit Structure
.................................................................................................................................................. 66
Appendix 5 : Contractual Requirements and Terms ............................................................... 67
Appendix 6: Quality Management Report ............................................................................... 79
Appendix 7: QC Plan ............................................................................................................... 81
Appendix 8: Defect Reports..................................................................................................... 82
Appendix 9: Weekly Progress Report...................................................................................... 83
Appendix 10: Configuration Management Plan ...................................................................... 85
Appendix 12 : Key Terms ....................................................................................................... 93
Appendix 13 : Reference ........................................................................................................ 95
pg. 4
Saint Honore Bakery Renovation Project
Introduction
Solid Interior Ltd., Co. (The Company) is a Vietnam-based company which was
established in 2009. It specializes in corporate interior design and build. Under its vision:
“Change the way of design and construction management for the interior industry”
, and its mission:
“Towards improving customer experience and project team in the process of interior design
and construction management”
The Company has been developing fast and and sustainably via years. At the present,
its staffs consist of about 100 people. In 2019, its revenue was nearly USD 8 billion which
constantly achieved a 40% annual growth rate. The company’s main clients are located in the
big cities and provinces of Vietnam. Its business is focused on three (3) main sectors:
1) Office interior design and build
2) Residential interior design and build
3) F&B and Retails interior design and build
Saint Honore (SH) is a French bakery company. In Vietnam, its first baker was
located in district 2. The owner is expanding into other districts. He would like to assign The
Company to offer him a renovation proposal including project management at the second
location in HCM City.
1. Project Overview
- Motivation: This is a potential project to The company because its meets its budget and
schedule terms. Also, it belongs to one of The company's three strategic business segments of
which is major on food and beverage sectors (F&B).
- Goals: To complete the project within schudule, budget and client satisfactory.
pg. 5
Saint Honore Bakery Renovation Project
- Objectives: To complete all three (3) major deliverables of the project within 34
working days and in budget of $ 95,000.
- Success criteria: The initial success criteria for this project is determined as time, cost
and organization learning.
- Major deliverables of the project include Fitout, Furniture and Mechanical Electrical
Plumbing (MEP).
- There are required constraints in the project that the company need to consider
carefully which consists of (1) budget + (2) time + (3) performance + (4) client acceptance.
1.1 Purpose, Scope, Objectives and Business Case
- Purpose: To create a beautiful interior finishing product, thereby accumulating more
experience for the project team, generate revenue and profit for The Company, build stronger
project portfolio of The Company for the similar project sector.
- Scope: The scope of the project includes all works related to the renovation; supply and
installation of all furniture and MEP system.
pg. 6
Saint Honore Bakery Renovation Project
- Objectives: To complete all three (3) major deliverables of the project within 34
working days and in budget of $ 95,000.
- Business case:
o This project may help the Company increase revenue and profit so that it contributes
to reaching the revenue target of the fiscal year. Ignoring the project might partly affect
revenue and profit of the company as well as lose the opportunity to cultivate and
accumulate experience for the company's existing project human resources.
o This project also meets The Company’s required revenue and cost structure.
o This is a proper project within its financial capacity of cash flow, and does not
exceed the company's existing financial capacity.
o This project is belongs to F&B sector which is one of the three strategic potential
project sectors of The Company.
o The project has the execution duration of 34 days which is also within the feasibility
of The Company's available resources.
Base on The Company’s model of project participation decision, all of the above
factors are consistent with its strategy of selecting an executed project. (Details refer to
the Appendix 1)
1.1.1 Scope
The scope of the project includes all works related to the renovation; supply and
installation of all furniture and MEP system.
- Problem statement: Swan park new urban area is being developed by CFLD – the
project developer of townhouses and villas to sell to customers wishing to live and
invest. In the past five years of construction and development, the number of residents
to live in is still quite limited compared to the project developer’s expectation.
Realizing that the limited facilities may be the problem, which could be a barrier to
pg. 7
Saint Honore Bakery Renovation Project
attracting more residents to stay, CFLD decides to develop a bakery among its existing
list of available convenience stores before the key event of handing over new houses to
its residents, specifically before November 23rd, 2020.
- Requirements gathering: The requirements are collected by the Company through
the Project Developer’s meetings with the Contractor, email exchanges between the
parties including the Project Developer, the Bakery Owner and the Company. (Details
refer to Appendix 2)
o Requirements on project progress and budget: need to meet the planned schedule
and budget;
o Overall project quality requirement: acceptable at fair level
o Technical requirements: it is necessary to have a 3-phase power supply for the
entire kitchen to be able to run high capacity kitchen appliances.
- Information gathering:
o Project-related information such as progress, budget, and quality given to the
Company by the Project Developer.
o Besides, the company also studies the specificity of the existed bakery through
the bakery owner to provide the detailed contacts of specialized kitchen devices
suppliers who have cooperated with the owner.
o The Company needs advice from its internal technical experts to properly and
fully meet the requirements of electrical engineering for kitchen devices, as well as
backup supplies for the installation of future additional kitchen appliances.
o The Company needs to contact with the site’s Board of Management to have
more detailed instruction and rules on work permission.
- Project constraints: In order that the project is successfully handed over to the
investor and brought into use, some required constraints need to be met consisting of
(1) budget + (2) time + (3) performance + (4) client acceptance.
pg. 8
Saint Honore Bakery Renovation Project
- Alternative Analysis: At the same time when this project started, there were also
two other similar projects that the Company need to consider of joining. Then, in terms
of the potential factors for future growth, revenue and cost structure, SH project
relatively more closely meets the strategic goals of the Company. (Details refer to
appendix 3)
- Business case documentation: (Details refer to appendix 4)
1.1.2
Statement of work (SOW)
- Introduction and background:
o Swan park new urban area is being developed by CFLD – the project developer
of townhouses and villas to sell to customers wishing to live and invest. In the past
five years of construction and development, the number of residents to live in is still
quite limited compared to the project developer’s expectation. Realizing that the
limited facilities may be the problem, which could be a barrier to attracting more
residents to stay, CFLD decides to develop a bakery among its existing list of
available convenience stores before the key event of handing over new houses to its
residents, specifically before November 23rd, 2020.
pg. 9
Saint Honore Bakery Renovation Project
o Major scope of work to be completed and handed over to CFLD includes Fitout,
Furniture and MEP system. Out of the scope of work includes the internet
connection and camera system.
o Priority items needed to take note: the provision and installation of a 3-phase
power supply system for stove and grill appliances in MEP; the specifications of the
electrical kitchen devices must conform to the CFLD requirements.
o Objective: all work packages are put into use and run smoothly with no functional
defects 2 days before CFLD’s handover event to its residents.
- Approach:
o Major milestones/key events anticipated.
o Special standards or methodologies to be observed / Plans for status report
updates: It is a must to comply with the application of the project management and
report system on the company's online apps on a daily and weekly basis.
Date (dd/mm/yy)
Milestone/event
13/10/2020
Site handover, and first 40% advance payment
14/10/2020
Kickoff
17/09/2020
Floor marking inspection
30/10/2020
Conceal structure inspection
10/11/2020
Pre-completion inspection
20/11/2020
Final inspection, and second 40% advance payment
21/11/2020
Final handover
23/11/2020
House handover event
30/11/2020
Project termination, and remaining amount payment
pg. 10
Saint Honore Bakery Renovation Project
o Assumptions critical to the project: Assuming that CFLD handed over the site to
the Company’s project team and paid the first full payment on the committed
schedule so that the Company could start with the preparation and commencement
of the project according to the planned schedule.
o Procedures for changes of scope or work effort: All changes from CFLD will be
informed by email or held meeting to deploy, and will be confirmed by both CFLD
and the Company for the arising on time or cost (if any). In case the changes are
deemed necessary by the Company according to the technical requirement on site,
the Company will notify CFLD for confirmation before making changes.
- Resource Requirements:
o It is required by the project manager that The company ensures relevant
functional departments provide competent resources in both professional and
experience to form a qualified project team. Besides, departments also need to
backup alternative resources in case of unexpected force majeure changes.
o It is necessary to have equipment and tools available for construction preparation
including surveillance camera system, temporary lighting system, shielding system,
safety warning system, construction uniform and etc.,
o It is required that the accounting department must make a construction deposit as part of the work permission procedure before starting the project renovation work.
o Detailed plan/rationale for resource needs and assignments
Person
Role and Rationale
Mai Thanh Tùng (Mr.)
Project Director: internal approval
Mr. Shyne
Project Sponsor (Developer): external approval
Nguyen Duy Son (Mr.)
Project Manger: leading the project
pg. 11
Saint Honore Bakery Renovation Project
Pham Hong Vien Phuong (Mrs.)
Business Development Staff: communicating
Phạm Hương Giang (Ms.)
Creative Manager: designing
Vo Minh Tan (Mr.)
Draft man: 2D & 3D drawings
Nguyen Thi Ngan Phuong (Mrs.) Cost Estimator/Procurement Staff: estimating
cost and proceeding the procurement
Vo Thanh Hong (Mr.)
Construction Manger: managing scope,
schedule and technical issues
Cao Van Khai (Mr.)
Site Supervisor: supervising works on site and
reporting
Le Thi Thu (Mrs.)
Site Cleaning Staff
Nguyen Thi Ut Huong (Ms.)
Project Administrator: contract and paper
works
- Risk Concern:
o All risk factors are oriented from the below root risk breakdown structure (RBS).
They are initially identified through internal discussion of project team, and assessed
based on historical data, expertise knowledge and experience.
pg. 12
Saint Honore Bakery Renovation Project
o General risk mitigation strategies shall include: accepting the low risks, minimize
the medium and high risks.
o The given solutions to minimize the potential impact of those medium and high
risks will be consulted and demonstrated by all of project team's function members.
o All risk mitigation execution during the project running period will periodically
be re-accessed its efficiency by week and recorded into online application of the
Company as a lesson-learned data for future projects.
- Acceptance Criteria:
o Detailed acceptance process and criteria / Testing/qualification approach: At the
key inspection milestones (refer to the above table of major milestones), there will
be onsite meetings between project functional members and the sponsor for a check
of design / technical issues, sample materials / material specification conformed to
the construction documents approved by the two parties, including: table of
specification, technical drawings, sample materials, etc. The inconsistent findings
will be discussed by both parties and agreed on a written adjustment plan before the
remediation execution.
o Termination of project: The project will be suspended in case the two parties
cannot agree on the adjustment plan, or there are obstacles come from any
stakeholder affecting the quality / progress of the project. All of these shall be
recorded in writing and specifically informed to all interested parties.
o Estimated Time and Cost are given by the sponsor where the renovation works
are carried within 34 working days and a total budget of usd 95,000.
1.1.3
Business Case
- The satisfaction of business
pg. 13
Saint Honore Bakery Renovation Project
o This project belongs to F&B sector which is one of the three potentially strategic
projects of the Company.
o The project is considered to help the Company increase revenue and profit so that
it can contribute to the Company’s revenue target of the fiscal year. Ignoring the
project might partially affect revenue and profit of the company as well as lose the
opportunity to cultivate and accumulate experience for the company's existing
project human resources.
- Feasibility of the project
o This project also meets The Company’s required revenue and cost structure.
o This is a proper project within its financial capacity of cash flow, and does not
exceed the company's existing financial capacity. The cash flow of the project starts
from October 14th, 2020 and ends on November 21st, 2020.
o The project has the execution duration of 34 days which is also within the
feasibility of The Company's available resources.
- Internal and external forces:
o Be supported by the sponsor with the most favorable conditions for project
implementation because the he takes this project as high priority to be introduced to
the residents on the house handover event.
o The project team has enough professional competence and experience to ensure
that the project is completed on schedule and committed quality.
- Comparative analysis of the costs and benefits (details refer to table in the
appendix 3).
- Time estimates to return on investment: The project payback period is expected
without an exceedance of 45 days.
pg. 14
Saint Honore Bakery Renovation Project
1.2 Project Deliverables
1.3 Project Organization
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1.4 Work Breakdown Structure (WBS)
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1.4.1 Task Description Documentation
The Tasks can be understood as work packages which have the lowest level in the
WBS’s hierarchy. In this case, all work packages which are individual project activities under
the three deliverables can be considered as tasks.
DELIVERABLE
FITOUT
FURNITURE
MEP
TASKS / WP
DESCRIPTION
F.BASIC
CONSTRUCTION
This package includes all works related to block
construction, paving, roofing, waterproofing.
F.GYPSUMS
This work package includes supply and installation
of dry walls and ceilings.
F.GLASS
This package covers all works related to the supply
and installation of glass walls / doors / windows
(door accessories included if any). The materials
are glass, aluminum and steel.
F.FLOORING/
WALL
FINISHING
This work package includes tiling, plastering and
painting works.
FU.MFC/MDF
This package covers all works related to the supply
and installation of wooden items including tables,
chairs, cabinets and shelves.
FU.METAL BASE
This package covers all works related to the supply
and installation of steel or aluminum items
supporting for the FU.MFC/MDF one.
FU.SOFA
This package covers all works related to the supply
and installation of leather or fabric mattress items.
FU.MFC/MDF
This package covers all works related to the supply
and installation of wooden items including tables,
chairs, cabinets and shelves.
FU.METAL BASE
This package covers all works related to the supply
and installation of steel or aluminum items
supporting for the FU.MFC/MDF one.
FU.SOFA
This package covers all works related to the supply
and installation of leather or fabric mattress items.
MEP.PLUMBING
This package includes all works related to
connecting water and other pipes.
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Saint Honore Bakery Renovation Project
MEP.HVAC
This package includes all works related to supply
and installation of heating, ventilating and air
conditioning system.
MEP.FIRE
PROTECTION
This is a common fire protection system which
includes smoke detector and sprinkler.
MEP.LIGHTING
This work package includes wiring and lighting
system installation works.
MEP.TESTING &
OPERATING
This work package includes testing and operating
all MEP system works.
pg. 18
Saint Honore Bakery Renovation Project
1.4.2 Organization Breakdown Structure (OBS)
- Owner assignment of work packages including all cost accounts across the cooperating teams implemented.
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Saint Honore Bakery Renovation Project
1.5 Responsibility Assignment Matrix (RAM)
- All team members are clearly identified their roles and responsibilities in the whole
project including responsible, notification, approval and support. It is demonstrated via the
below responsibility assignment matrix table.
- The below table describes the key roles supporting the project.
Name &
Project Role
Organization
Project Responsibilities
Mr. Shyne
Project Sponsor
Person responsible for acting as the
project’s champion and providing direction
and support to the team. In the context of
this document, this person approves the
request for funding, approves the project
scope represented in this document, and
sets the priority of the project relative to
other projects in his/her area of
responsibility.
Business &
Contracting Steward
Person who has the authority to enter into,
terminate, or change a contractual
agreement on behalf of The Company. This
person bears the legal responsibility for the
contract and coordinating between The
Company and Client.
CFLD
Mrs. Vien
Phuong
SDI
Page 20 of 95
Saint Honore Bakery Renovation Project
Name &
Project Role
Organization
Project Responsibilities
Mr. Thanh
Tung
Project Director
Person who has full authority to give the
decision on the project. He/she is
responsible for approving the project
construction commencement and payment
for implementing the project.
Project Manager
Person who performs the day-to-day
management of the project and has specific
accountability for managing the project
within the approved constraints of scope,
quality, time and cost, to deliver the
specified requirements, deliverables and
customer satisfaction.
Construction
Engineering
Person who is responsible for date-to-date
schedule and technical issues. The
Construction Engineering is responsible for
providing technical direction to the project.
Creative Steward
Person who is responsible for playing the
lead role for interior desgining and
consulting for the project.
Procurement Steward
Person who is responsible for the project’s
cost estimation, implementing the
purchasing work materials or placing
orders, payment planning.
SDI
Mr. Duy Son
SDI
Mr. Vo Hong
SDI
Ms. Huong
Giang
SDI
Mrs. Ngan
Phuong
SDI
1.6 Work Authorization
- This is about all key agreements between the sponsor and the contractor, including the
contractual requirements and valid consideration (which are clearly demonstrated in the
contract enclosed in the appendix 5).
- This is a Lump-sum contract which is valued of $95,000. The handover date of the
project is only valid in the case the sponsor commits and secure all agreed milestones in this
this contract.
- The Effect date of the contract is counted from October 12th , 2020. The Kick off
starting from October 14th , 2020 and completed on November 21st , 2020.
- Penalty: Without prejudice to any other right or remedies which the Company may
have, in case of the Service Provider breaches any its obligation under this Agreement, it
pg. 21
Saint Honore Bakery Renovation Project
must be penalized 8% of total value of the contractual obligation which is subject to the
breach to the Company. (refer to term 12.2 in the appendix 5)
- Applicable law and dispute resolution: (refer to term 22 in the appendix 5)
o This Agreement is governed by and construed in accordance with the laws of
Vietnam;
o In case of any difficulties or disputes arise during the implementation the
Agreement, the Parties will firstly have discussion and negotiation on the mutual
benefit basis;
o Any dispute arising out of or relating to this Agreement cannot be settled by
negotiation between the Parties, shall be resolved by Vietnam International
Arbitration Centre (VIAC) in accordance with its Rules of Arbitration. The seat of
the arbitration shall be Ho Chi Minh City. The Tribunal shall consist of three (3)
arbitrators. The language of the arbitration shall be Vietnamese. The arbitral
award shall be final and binding on the Parties.
1.7 Work Charter
- Version History
Version
#
1.0
Implemented
By
Duy Son
Revision
Date
09/06/20
Approved
By
Thanh Tung
Approval
Date
09/07/20
Reason
Initial charter draft
- Project Title: Saint Honore Bakery Renovation
- Scope and Objectives: Saint Honore Bakery identifies that a new store opening in the
new Swan Park residential area is necessary and needs to be deployed early to serve residents
preparing to move in. What needs to be done is to renovate, decorate and equip all necessary
equipment for baking and preserving the cake for good quality and food safety. The main
pg. 22
Saint Honore Bakery Renovation Project
objective is that the project needs to be completed on schedule with a full range of baking and
serving functions, but also ensure that the project cost is within the approved budget.
- Overview: Swan park new urban area is being developed by CFLD – the project
developer of townhouses and villas to sell to customers wishing to live and invest. In the past
five years of construction and development, the number of residents to live in is still quite
limited compared to the project developer’s expectation. Realizing that the limited facilities
may be the problem, which could be a barrier to attracting more residents to stay, CFLD
decides to develop a bakery among its existing list of available convenience stores before the
key event of handing over new houses to its residents, specifically before November 23rd,
2020.
- General Objectives:
1. Identify the potential barriers that hinder the progress required by the project.
2. Determine the feasible cost of the project to meet the set budget.
3. Develop the specific plan to ensure the project schedule and cost to be under control
from start to end.
-
Specific Objectives:
1. Identify the progress barriers.
a. Identify all difficulties and limitations that may affect the overall progress of the
project.
b. Develop a complete list of all of these constraints and limitations with specific
suggesting solution.
2. Determine the feasible cost
a. Collect all relevant practical cost packages from leaders and team members of the
past successful projects project.
pg. 23
Saint Honore Bakery Renovation Project
b. Combine all these cost packages with contingency plans to ensure that the budget
is well balanced and well controlled, and does not exceed the originally approved
budget.
3. Develop a specific plan to control schedule and cost
a. Secure the plan feasibility and measurement.
b. Critical control milestones are needed to ensure the project is in control both on
schedule and on cost.
- Defining Conditions and Constraints: In order to ensure the handover of a project
according to the Employer's expected construction schedule within a month, several
conditions are required. Official construction progress can only be applied in the following
three phases as approved by the sponsor, including: (1) sign off the contract and construction
documents, (2) agreement on the date of handing over the site and approving documents /
procedures for construction permits, (3) Approval with floor marking on the actual site.
- Project Organization: Key members of the project team are:
Name &
Organization
Project Role
Project Responsibilities
Mr. Shyne
Project Sponsor
Person responsible for acting as the
project’s champion and providing direction
and support to the team. In the context of
this document, this person approves the
request for funding, approves the project
scope represented in this document, and
sets the priority of the project relative to
other projects in his/her area of
responsibility.
SDI
Business &
Contracting Steward
Person who has the authority to enter into,
terminate, or change a contractual
agreement on behalf of The Company. This
person bears the legal responsibility for the
contract and coordinating between The
Company and Client.
Mr. Thanh Tung
Project Director
Person who has full authority to give the
decision on the project. He/she is
responsible for approving the project
CFLD
Mrs. Vien Phuong
SDI
pg. 24
Saint Honore Bakery Renovation Project
Name &
Organization
Project Role
Project Responsibilities
construction commencement and payment
for implementing the project.
Project Manager
Person who performs the day-to-day
management of the project and has specific
accountability for managing the project
within the approved constraints of scope,
quality, time and cost, to deliver the
specified requirements, deliverables and
customer satisfaction.
SDI
Construction
Engineering
Person who is responsible for date-to-date
schedule and technical issues. The
Construction Engineering is responsible for
providing technical direction to the project.
Ms. Huong Giang
Creative Steward
Person who is responsible for playing the
lead role for interior designing and
consulting for the project.
Procurement Steward
Person who is responsible for the project’s
cost estimation, implementing the
purchasing work materials or placing
orders, payment planning.
Mr. Duy Son
SDI
Mr. Vo Hong
SDI
Mrs. Ngan Phuong
SDI
Team members: All team members will be 100% dedicated to the project for a period
of not less than 41 business days.
- Project Manager Responsibilities:
o Staffing – The project manager is ultimately responsible for the performance of all
team members. He / she always ensures the full HR functions required by the
project so as not to interfere with the overall project objectives.
o Budget – The estimated budget for this project is $95,000. Payments are divided
into 3 phases within 34 days: (1) 1st payment is 30% within 5 days before the
commencement of the project; (2) 2nd payment is 40% when the project reaches
80% of the implementation volume; (3) 3rd payment is 30% and costs incurred (if
any) within 07 days after the project is put into use. The project budget should be
well controlled and should not exceed 10% of the originally approved project
pg. 25
Saint Honore Bakery Renovation Project
budget. All additional budget money must be formally requested by the project
manager and approved by the sponsor before proceeding.
o Status Updates – All communications on project status must be made to the chief
executive officer. Additionally, weekly updates on the project status will be made
at executive committee meetings and kept the sponsor informed.
o Planning/Tracking – The project will use standard Project Management
Application built-in-house by the Contractor; and it will be reported on schedule,
exception reports, slippages, and cost performance. Additionally, earned value
metrics (SPI and CPI) will be employed throughout the project duration.
o Change Control and Configuration – The project manager will have authority to
make changes to the project provided that they did not exceed the project budget
of $95,000 and had no negative impact on the project schedule. Otherwise,
changes to the project scope or development must get sponsor’s approval.
o Project Plan – A formal project plan, including statement of work (SOW), risk
assessment and mitigation, work breakdown structure (WBS), schedule, and
budget must be submitted to the sponsor not later than 5 days before the kick off,
or by October 09th, 2020.
2. Risk Assessment
2.1 Risk Identification
All potential threats that may affect the project objectives are considered as project
risks. Project risk can be both negative and positive to the project outcomes. Below is the
project risk breakdown structure (RBS). They are initially identified through internal
discussion between the functional leaders and project team members. It is assessed base
on historical data, expertised knowledge and experience.
pg. 26
Saint Honore Bakery Renovation Project
2.2 Assessment of Probability and Consequence (Qualitative)
- External risk factors consist of anticipating the threats on (1) stakeholder issues that
may cause the problems with the (2) acceptance of project performance. In this case, it is still
confused and unclear of the client’s key person who will do the specification/quality
inspection and approve the project performance. This may result in the project's objectives
being misunderstood and controversial by both parties during the implementation and
acceptance of the project's performance according to the original objectives. Therefore,
having a solution to clearly identify the client’s person in charge of project quality acceptance
will help the project minimize the risk of wrong understanding of the project's objectives
throughout the life of project.
- Internal risk factors may include technical and organization issues.
o Technical issues: Starting the project with the status that (1) the MEP execution
teams are lack of capacity, which may affect the performance on project scope; (2) lack
of good solution on HVAC which may lead to the poor quality method of HVAC
system. These two scope and method risks may cause the failure of project important
objectives which are related to schedule and budget. Developing a clear and sufficient
scope as well as a proper construction method will help project team members avoid
pg. 27
Saint Honore Bakery Renovation Project
mistakes and reworking. Therefore, the project objectives of schedule and budget risks
may be mitigated.
o Organization issues: the project manager and business steward meet the big
difficulties in (1) communicating with the clients because there are so many client’s
people involved in the project. This may cause the information confusion to the project
team on some key and decisive issues; There are some purchased items appointed by
the client, but requested to manage by the contractor. This may make the project team
have troubles with (2) procurement control in schedule and budget control; The project
has several execution items on unsafe heights such as electrical system installation, air
conditioning, and painting. (3) Safety risks are also quite critical. If there is a safety
problem, the project may be discontinued. This will seriously affect the project's
progress and cost goals.
Appropriate and timely solutions to these potential internal risk factors will minimize
impacts that could affect the critical project's goal such as the project progress and budget. It
helps the project team control better the project performance.
2.3 Assessment of Probability and Consequence (Quantitative)
- Determining Likely Risks and Consequences
pg. 28
Saint Honore Bakery Renovation Project
-
Calculating a Project Risk Factor: following the formula in the textbook-p.234, the
Overall Risk Factor of the project can be calculated as below:
PROBABILITY
Pa = .1
CONSEQUENCES
Cc = .3
pg. 29
Saint Honore Bakery Renovation Project
Ps = .3
Pc = .7
Cs = .1
Cp = .1
Pf = (.1 + .3 + .7)/3 = .37
Cf = (.3 + .1 + .1 )/3 = .16
RF = .37 + .16 - (.37)(.16) = .47
Conclusion:
Medium risk to overall project. (RF=.47)
2.4 Mitigation Strategies
From the above calculated outcome, the risk factor of the overall project is medium.
Therefore, the project team need to develop the general risk mitigation strategies which shall
include: (1) accepting the low risks, (2) minimize the medium and high risks. The given
solutions to minimize the potential impact of those medium and high risks will be consulted
and demonstrated by project team's function members. All risk mitigation execution during
the project running period will periodically be re-accessed its efficiency by week and
recorded as a lesson-learned data for future projects. In this case, we must give actions to the
high-risk factors in probability & in consequences. The project team need focus on
communication / procurement / work safety factor (Pc = .7) to avoid the potential problem of
behind schedule or low performance which may be caused by the work safety issue; and
focus on performance factor (Cp = .7) to avoid the significant degradation in HVAC
performance.
Potential Threats / Uncertainties
Mitigation Strategy
High Risk
1. The purchased items appointed by the
client, but requested to be managed by
the contractor.
1. It is necessary to clearly agree on
the responsibilities for the scope of
work for the parties to follow closely.
2. The project has several execution items 2. It is necessary to apply and strictly
on unsafe heights which might potentially carry the permit work for overhead
cause the project stop.
construction packages.
pg. 30
Saint Honore Bakery Renovation Project
3. Having big difficulties in
communicating with the clients due to so
many client’s people involved in the
project.
3. It is necessary to clarify the
responsibilities of the sponsors and
the end users in this project.
Moderate Risk
4. The MEP execution teams are lack of
capacity which may affect the
performance on project scope
4. It is a must for a commitment to
provide sufficient quality resources
from MEP team.
5. Being lack of good solution on HVAC
which may lead to the poor quality
method of HVAC system.
5. It is necessary to submit a clear
solution to the project manager to get
approved.
Low Risk
6. Being unclear of the client’s key
person who will do the specification
/quality inspection and approve the
project performance.
6. It is necessary to hold a 3-party
meeting between the contractor with
the sponsor and the bakery to agree
on the person who is responsible for
the quality acceptance of the project.
3. Quality Management Report
- As mentioned in the overview part, the project goals are to complete the project
within schedule, budget and client satisfactory. Therefore, in order that the project achieves
expected quality, it needs to meet the right schedule and budget as well as make the client
satisfied with both project’s three (3) full deliverables and process. (Refer to appendix 6 for
detailed template)
o The internal success criteria is defined as meeting the planned budget and achieving
the lesson-learn for the organization. The project total cost is not allowed over $95,000.
In the case of variation cost, it must be submitted to the PM to take consideration and
approved by the sponsor. The whole risk mitigating actions and results must be
recorded into online organization project management application form.
o And the external success criteria is identified that the client is happy with the project
process both in time and outcomes. The project must be completed within 34 business
days together with the compliance with the planned quality checking milestones. The
pg. 31
Saint Honore Bakery Renovation Project
outcomes must meet all requirements described in the construction documentation
including technical drawings, bill of quantity, specification list and sample materials.
- In particular, before the construction commences, the required documents need to be
completely discussed and approved. During the implementation of construction management,
the communication process in the project team and sponsor is always maintained periodically
and unexpectedly (if needed). Every week on Friday, project PM needs to coordinate team to
synthesize detailed reports related to progress, costs and exception issues to send to sponsor.
The project progress inspection according with the planned milestones should be followed
and fully implemented among project team members, site construction teams and sponsor.
Technical issues and construction standards agreed in the construction documents will be
periodically checked by the internal QC accordingly with the internal QA list (refer to
appendix 7). If a violation, he/she will issue the defect list and discuss with the PM to have a
plan for timely have the remediation plan and action (refer to appendix 8). All action plan
needs to approved by the PM before the remediation execution.
4. Project Schedule
From the previous WBS, some 21 activities have been identified and built in the
networks. Base on this, the original durations for all project activities are estimated. The
project critical path is also found out which has the minimum execution duration of 43 days.
This means the original estimated project duration is 43 days which is supposed to be beyond
the sponsor’s expectation. For further details, we may refer to the following description.
4.1. Activity Duration Estimates
Base on the WBS that we have developed from the previous part, we move on with
creating a full list of orderly activities together with its code numbers. Then, it is necessary to
identify the predecessor relationships as well as its estimated execution durations including
optimistic duration (a), most likely duration (m) and pessimistic ones (b). In order to
pg. 32
Saint Honore Bakery Renovation Project
calculate the estimated duration (TE), the following formula can be used: TE = (a+4*m+b)/6
(Pinto, 2016).
Notes:
-
Predecessors: Those activities that must be completed prior to initiation of a later
activity in the network.
-
Successors: Activities that cannot be started until previous activities have been
completed. These activities follow predecessor tasks.
-
Optimistic duration: the best duration estimates
-
Most likely duration: the average duration estimates
-
Pessimistic duration: the worst duration estimates
Activity
number
Activity
(1)
1
2
3
4
5
6
7
8
(2)
Kick off
Site taking over
Floor leveling /
marking
Floor marking
inspection
Block wall
construction and
paving
Gypsum wall/ceiling
installation
Wiring
Plumbing works
9
HVAC installation
Conceal structure
10
inspection
11
Predecess Successo
ors
rs
Tiling
Opti
mistic
durati
on
Most
likely
durati
on
Pessi
mistic
durati
on
Estimat
ed
duratio
n
(7)
(8)
(3)
(4)
(5)
(6)
None
2
0
0
0
1
3
1
1
2
2
4
2
3
5
3
5,6
0
0
0
4
7
2
4
6
4
8
3
4
6
5,6
10
4
7
8
6
9
2
4
6
8
10
2
5
6
9,7
11
0
0
0
10
12
2
3
6
pg. 33
1
3
4
4
7
4
5
3
Saint Honore Bakery Renovation Project
12
13
14
15
16
17
18
19
20
21
Glass wall/door
installation
Wall/ceiling plastering
& painting
Pre-completion
inspection
Steel table bases
production/installation
Wooden table tops
production/installation
Sofa
production/installation
Lighting system
installation
Smoke detectors and
sprinklers installation
2
3
6
3
6
8
0
0
0
1
4
5
2
5
6
3
7
9
19
1
2
3 2
18
20
1
3
5 3
Testing & operating
19
21
1
2
4 2
Handing over
21
None
0
0
0 -
11
13
12
14
13
15,16,17
14
18
14
18
14
18
15,16,17
pg. 34
3
6
4
5
7
Saint Honore Bakery Renovation Project
* Project activity network diagram with task durations:
Path 1:
Path 2:
Path 3:
1-2-3-4-5-7-10-11-12-13-14-15-18-19-20-21
1-2-3-4-5-7-10-11-12-13-14-16-18-19-20-21
1-2-3-4-5-7-10-11-12-13-14-17-18-19-20-21
38 days
39 days
41 days
Path 4:
Path 5:
Path 6:
1-2-3-4-6-7-10-11-12-13-14-15-18-19-20-21
1-2-3-4-6-7-10-11-12-13-14-16-18-19-20-21
1-2-3-4-6-7-10-11-12-13-14-17-18-19-20-21
38 days
36 days
41 days
Path 7:
Path 8:
Path 9:
1-2-3-4-6-8-9-10-11-12-13-14-15-18-19-20-21
1-2-3-4-6-8-9-10-11-12-13-14-16-18-19-20-21
1-2-3-4-6-8-9-10-11-12-13-14-17-18-19-20-21
40 days
41 days
43 days
à It is concluded that the path 9 is the project critical path because it crosses over project
network with the longest duration.
4.2. Gantt Chart
According to the sponsor’s requirement, the project must be completed and handed
over by November 21st, 2020 so that the opening ceremony can be prepared and celebrated to
introduce to the new residents by November 23rd, 2020. However, the initial planned
pg. 35
Saint Honore Bakery Renovation Project
schedule is 09 days overhead. So, what we need to do to meet the sponsor’s expectation is
finding out how to level the schedule, which means that 9 days need to be cut off.
-
Below is the project original schedule before the levelling. The path highlighted in red
is the critical path because it has the longest duration with 43 days, meaning that the project
will take 43 days to be completed which is supposed to be handed over by December 02nd,
2020.
-
Schedule levelling process:
There are several approaches that we can use to shorten a project, such as: (1) laddering
activities, (2) reducing the critical path or (3) changing the logical relationships (SF-SS-FFFS). After the analysis and evaluation of the project status, it shows that activities cannot be
cut into the smaller phases; as well as implementing options to reduce the critical path may
cause big disturbance between activities, excessively padded by the team, or even a time/cost
trade-off, etc. Therefore, applying method (1) and (2) to shorten the project’s implementation
progress is not recommended in this case. Method (3) is the one that is considered as more
feasibility to adjust and control the project critical activities on the critical path. Specifically,
the activities 9, 13, 18, 19 have been added the “start to start” (SS) logical relationships with
the activities 8, 12, 17, 18 respectively. The output results a positive and expected change in
the implementation progress, down from 43 days to 34 days.
pg. 36
Saint Honore Bakery Renovation Project
Below is the revised project schedule after the levelling:
This revised critical path has 34 days which means that the project is shortened to 34
days to be completed. This revised schedule meets the sponsor’s requirement, and the project
can be handed over to the sponsor by November 21st, 2020 as expected.
4.3. Activity Network
The following table is created to help follow the durations with ease. The way how to
get the early start (ES), early finish (EF), late start (LS), late finish (LF), Float/slack durations
is based on the methodology in the textbook. It is described as follow:
-
Forward pass: At a merge point, the largest preceding EF becomes the ES for that
note.
-
Backward pass: At a burst point, the smallest succeeding LS becomes the LF for that
note.
-
Early start (ES) = predecessor’s LF
-
Late start (LS) = LF - Duration
-
Early finish (EF) = ES + Duration
-
Late finish (LF) = Successor’s LS
-
Float/Slack = LS - ES or LF - EF
pg. 37
Saint Honore Bakery Renovation Project
(Pinto, 2016).
-
Based on the above definition, we come out with the table of project’s all activities
and events with their ES, EF, LS, LF and Float details listed as follow:
Activity
Activity
number
ES
(1)
(2)
EF
LS
Float
/
Slack
(6)
(7)
LF
(3)
(4)
(5)
1 Kick off
0
0
0
0
2 Site taking over
0
1
0
1
3 Floor leveling / marking
1
4
1
4
4 Floor marking inspection
0
0
0
0
5 Block wall construction and paving
4
8
6
10
6 Gypsum wall/ceiling installation
4
8
4
8
7 Wiring
8
15
10
17
8 Plumbing works
8
12
8
12
12
17
12
17
0
0
0
0
11 Tiling
17
20
17
20
12 Glass wall/door installation
20
23
20
23
13 Wall/ceiling plastering & painting
23
29
23
29
0
0
0
0
15 Steel table bases production/installation
29
33
32
36
16 Wooden table tops production/installation
29
34
31
36
9 HVAC installation
10 Conceal structure inspection
14 Pre-completion inspection
pg. 38
2
2
3
2
Saint Honore Bakery Renovation Project
17 Sofa production/installation
29
36
29
36
18 Lighting system installation
36
38
36
38
19 Smoke detectors and sprinklers installation
38
41
38
41
20 Testing & operating
41
43
41
43
0
0
0
0
21 Handing over
-
-
Project activity network:
From the above activity network, it can be concluded that the serial flow
highlighted in red arrows is the critical path which has no slack or float (Pinto, 2016).
5. Project Budget
Project budget is a plan that identifies the resources to be allocated, the project
objectives, and the schedule that allows the organization to achieve those goals. The project
budget and project schedule must be created parallel; the budget effectively determines
whether or not project milestones can be achieved. The project budget must be coordinated
with the project activities identified in the Work Breakdown Structure (WBS). WBS sets the
stage for creating the project schedule; the project budget subsequently assigns the necessary
resources to support that schedule. The creation of the project budget includes the process by
pg. 39
Saint Honore Bakery Renovation Project
which we gather data for cost estimates, budget projections, cash flow income and expenses,
and expected revenue streams. The ways in which cost data are collected and interpreted
mainly depend upon whether we employs a top-down or a bottom-up budgeting procedure
(Pinto, 2016).
5.4 Project Resources
Cost estimation and project budgeting are linked hand in hand: The estimates of costs
for various components of the project are developed into a comprehensive project budgeting
document that allows for ongoing project tracking and cost control. Cost estimation processes
create a reasonable budget baseline for the project and identify project resources (human and
material) as well, creating a time-phased budget for their involvement in the project. Some of
the more common sources of project costs include: labor, materials, subcontractors,
equipment & facilities, travel (Pinto, 2016).
Also, according to Pinto, another way to examine project costs is to investigate the
nature of the costs themselves. Among the various forms of project costs are those related to
type (direct or indirect), frequency of occurrence (recurring or nonrecurring), opportunity to
be adjusted (fixed or variable), and schedule (normal or expedited).
From above definitions, we have come out with all project resources integrated with
their forms of project costs (cost classifications) for our project as the following table, in
which:
. The internal labor: The information of the project human resources is collected from
the organization breakdown structure (OBS) analyzed in the previous section.
. Subcontractors: The information of the project actives is collected from the WBS
analyzed in the previous section.
. Direct: labor, materials, etc., >< Indirect: overhead, selling, general administration.
. Recurring: labor, material, logistics, and sales costs…>< Nonrecurring: marketing
analysis, personnel training, or out-placement services.
pg. 40
Saint Honore Bakery Renovation Project
. Fixed: leasing capital equipment or other project hardware >< Variable: accelerate or
increase through usage: materials, etc.,
. Normal: planned, routine process >< Expedited: unplanned, such as use of overtime,
hiring additional temporary workers, contracting with external resources or organizations for
support.
pg. 41
Saint Honore Bakery Renovation Project
Project Resources
1. Internal Labor
1.1 Project Director
1.2 Project Manager
1.3 Business & Contracting Steward
1.4 Construction Engineering
1.5 Creative Steward
1.6 Procurement Steward
1.7 Draft man
1.8 Site Supervisor
1.9 Site Cleaner
2. Materials (Expenses)
2.1 Working lighting and security systems
2.2 Cleaning equipment
2.3 Covering and protect working site
2.4 Temporary working office on site
3. Subcontractors (Bought-Out Costs)
3.1 Floor leveling / marking
3.2 Block wall construction and paving
3.3 Gypsum wall/ceiling installation
3.4 Wiring
3.5 Plumbing works
3.6 HVAC installation
3.7 Tiling
3.8 Glass wall/door installation
3.9 Wall/ceiling plastering & painting
Type
Direct
Indirect
x
x
Frequencies
Recurring Non-recurring
x
Adjustment
Fixed
Variable
x
x
x
x
x
Page 42 of 95
Schedule
Normal Expedited
x
x
x
Saint Honore Bakery Renovation Project
3.10
3.11
3.12
3.13
Steel table bases production/installation
Wooden table tops production/installation
Sofa production/installation
Lighting system installation
Smoke detectors and sprinklers
3.14
installation
3.15 Testing & operating
4. Equipment/Facilities
4.1 Building lease
4.2 Printing, telecommunication
5. Travel (Expenses)
5.1 Transportation
x
x
x
x
pg. 43
x
x
x
x
Saint Honore Bakery Renovation Project
-
Labor cost: From the above table, we can identify that the internal labor is direct cost
type. The information of the project human resources is also collected from the organization
breakdown structure (OBS) analyzed in the previous section. Therefore, we have come out
with the below internal labor cost table calculated based on the formula: Total labor costs =
(Labor rate) x (Total labor hours). We do not add in the overhead rate (indirect cost)
individually in this table because we will compute it in another table as a total overhead
(equivalent to 80% of the sum of total internal labor cost and its contingency ) later on.
Project Resources
Category
Rate ($)
Hours
1. Internal Labor
Cost ($)
14,500
1.1 Project Director
DR8
1.2 Project Manager
PM6
Business & Contracting
1.3
Steward
BD5
1.4 Construction Engineering
CM5
1.5 Creative Steward
CR5
1.6 Procurement Steward
PA4
1.7 Draft man
DR3
1.8 Site Supervisor
SP3
1.9 Site Cleaner
SC2
56
14
784
25
82
2,050
20
82
1,640
18
82
1,476
22
82
1,804
14
82
1,148
10
163
1,630
9
272
2,448
8
190
1,520
5.5 Other Costs
These include all significant costs for materials, such as: equipment, overhead,
expediting. In our project, we do not have the expedited cost because the target schedule can
be met in a normal schedule. Therefore, we will build the table for the costs for materials,
equipment and overhead.
Project Resources
Cost ($)
1. Internal Labor
14,500
Page 44 of 95
Saint Honore Bakery Renovation Project
Labor Contingency (10%)
1,450
Overhead (80%)
12,760
2. Expenses (Materials, Travel, Equipment/Facilities)
2.1 Working lighting and security systems
2.2 Cleaning equipment
1,750
300
50
2.3 Covering and protect working site
2.4 Temporary working office on site
40
60
2.5 Travel
500
2.6 Facilities (building lease, printing, etc.,)
800
The forms of costs for materials, equipment and overhead is described as below table:
5.6 Cost Estimates
According to the text book (Pinto, 2016), one key for developing project cost estimates
is to break the project down by deliverable and work package as a method for estimating
task-level costs. Among the more common cost estimation methods are the following: (1)
Ballpark estimates, (2) Comparative estimates, (3) Feasibility estimates, and (4) Definitive
estimates. In this section, we just discuss on the first three methods.
-
Ballpark estimates: when either information or time is scarce. The unofficial rule of
thumb for ballpark estimates is to aim for an accuracy of ±30%.
-
Comparative estimates (also known as parametric estimation): historical data can be
used as a frame of reference. The unofficial rule of thumb for this method is to aim for an
accuracy of ±15%.
pg. 45
Saint Honore Bakery Renovation Project
-
Feasibility estimates: as a guideline on real numbers, or figures derived after the
completion of the preliminary project design work. Feasibility estimates are often expressed
in terms of a degree of accuracy of ±10%.
Our project cost estimate starts at the stage being farther down the life cycle, which
means that we have already collected enough information of the sponsor’s requirements, such
as: scope of work, guideline, expected work schedule, preliminary interior design. The
preliminary design and schedule have also been accepted by the sponsor after the
presentation. Then, the bill of quantities is created and developed. These all data and
information give a good advantage for the cost estimates work by requesting quotes from
suppliers and other subcontractors with a greater degree of confidence, particularly get the
engagement in some general scheduling processes to begin to determine the working project
baseline. Therefore, in order to have a more accurate cost estimates based on all available
data and information we got, the feasibility estimates methods should be preferred and
selected instead of the ballpark and comparative ones.
We focus on gathering data for cost estimates. The methods for data gathering and
allocation can vary widely. The ways in which cost data are collected and interpreted mainly
depend upon whether we employ a top-down, a bottom-up, or an activity-based-costing
budgeting procedure. These approaches involve radically different methods for collecting
relevant project budget information and can potentially lead to very different results. Base on
the WBS worked out in the previous section, all relevant activities are developed. Therefore,
the activity-based-costing procedure will be preferred.
From those orientation and choice for cost estimates method and procedure, we come
out with the following comprehensive cost estimates table:
Project Resources
Category
1. Internal Labor
pg. 46
Rate ($)
Hours
Cost ($)
Saint Honore Bakery Renovation Project
1.1 Project Director
DR8
1.2 Project Manager
PM6
1.3 Business & Contracting Steward
BD5
1.4 Construction Engineering
CM5
1.5 Creative Steward
CR5
1.6 Procurement Steward
PA4
1.7 Draft man
DR3
1.8 Site Supervisor
SP3
1.9 Site Cleaner
SC2
Subtotal, Hours and Costs
56
14
25
82
20
82
18
82
22
82
14
82
10
163
9
272
8
190
1,049
Labor Contingency (10%)
105
Total Labor, Hours and Costs
1,154
Overhead (80%)
Gross Labor Cost
2. Expenses (Materials, Travel, Equipment/Facilities)
2.1 Working lighting and security systems
2.2 Cleaning equipment
2.3 Covering and protect working site
2.4 Temporary working office on site
2.5 Travel
2.6 Facilities (building lease, printing, etc.,)
Total
3. Bought-Out Costs (Subcontractors)
3.1 Floor leveling / marking
3.2 Block wall construction and paving
3.3 Gypsum wall/ceiling installation
3.4 Wiring
3.5 Plumbing works
3.6 HVAC installation
3.7 Tiling
3.8 Glass wall/door installation
3.9 Wall/ceiling plastering & painting
3.10 Steel table bases production/installation
3.11 Wooden table tops production/installation
pg. 47
784
2,050
1,640
1,476
1,804
1,148
1,630
2,448
1,520
14,500
1,450
15,950
12,760
28,710
300
50
40
60
500
800
1,750
8,000
1,000
3,000
3,500
3,000
5,000
3,000
3,000
4,000
7,000
8,000
Saint Honore Bakery Renovation Project
3.12
3.13
3.14
3.15
Sofa production/installation
Lighting system installation
Smoke detectors and sprinklers installation
Testing & operating
Subtotal
Contingency (10%)
Total Bought-Out Costs
TOTAL (1+2+3)
5,000
2,500
2,000
250
58,250
5,825
64,075
94,535
5.7 Time-Phased Budget
As a short brief in the above section 5, the project budget and project schedule must be
created parallel; the budget effectively determines whether or not project milestones can be
achieved. The project budget must be coordinated with the project activities identified in the
Work Breakdown Structure (WBS). WBS sets the stage for creating the project schedule; the
project budget subsequently assigns the necessary resources to support that schedule. From
that, a time-phased budget is created, in which the total budget for each project activity is
disaggregated across the schedule when its work is planned. The time-phased budget
allocates costs across both project activities and the anticipated time in which the budget is to
be expended. It allows the us to match its schedule baseline with a budget baseline,
identifying milestones for both schedule performance and project expense (Pinto, 2016).
Assumption that our project duration was 34 days after the schedule levelling,
equivalent to about 5 weeks of work. The payments for labor cost are made in the end of each
month; the project expenses on materials, travel, facilities are made right after the project’s
kick off; the payments for all subcontractors are planned to be settled within two or three
times during the ongoing project execution period in the agreements; and these scheduled
payment weeks will be based on the starting time of work packages or activities linked with
the work schedule mentioned above section. Then, combining the cost estimates table with
the work schedule of the project activities, we come out with the below Cumulative Budgeted
Cost of the Project by using Time-Phased Budgeting method.
pg. 48
Saint Honore Bakery Renovation Project
Cum.
Budgeted
Cost
Weekly
Budget
Planned
Project Resources
1. Internal Labor
2. Expenses (Materials, Travel,
Equipment/Facilities)
3. Bought-Out Costs
(Subcontractors)
3.1 Floor leveling / marking
Block wall construction and
3.2
paving
Gypsum wall/ceiling
3.3
installation
3.4 Wiring
3.5 Plumbing works
3.6 HVAC installation
3.7 Tiling
3.8 Glass wall/door installation
Wall/ceiling plastering &
painting
Steel table bases
3.10
production/installation
Wooden table tops
3.11
production/installation
3.9
3.12 Sofa production/installation
3.13 Lighting system installation
3.14
Smoke detectors and
sprinklers installation
3.15 Testing & operating
Contingency (10%)
-
Week
18,159 30,068 43,060
62,636
94,535
18,159 11,909 12,992
19,576
31,899
W1
W2
W3
W4
W5
5,742
5,742
5,742
5,742
13,834
26,157
$28,710
5,742
$1,750
1,750
$64,075
10,667
8,000
2,667
2,667
2,666
1,000
333
333
334
3,000
1,000
1,000
1,000
6,167
7,250
3,500
1,167
1,167
1,166
3,000
1,000
1,000
1,000
5,000
1,667
1,667
1,666
1,000
1,000
3,000
1,000
3,000
1,000
1,000
1,000
4,000
1,333
1,333
1,334
7,000
2,333
2,333
2,334
8,000
2,667
2,667
2,666
5,000
1,667
1,667
1,666
2,500
1,250
1,250
2,000
1,000
1,000
250
250
5,825
5,825
And below is a chart of cumulative budgeted cost of the project, which is the budget
base line (line in blue) for tracking & controlling across our ongoing project
pg. 49
Saint Honore Bakery Renovation Project
milestones:
Cost ($)
pg. 50
Saint Honore Bakery Renovation Project
6. Communications Management
Among the three communications methods including interactive, push and pull, we
determine to use interactive and push method to our running project as the critical and
appropriate ones. Our project team and the stakeholders agree on organizing official
meetings to exchange the issues as periodically or as needed. Email, phone call or
teleconference are also the main channels to discuss and get work approval. In addition, the
Zalo or Google chat apps are good electronic media that the team members should create
chat groups among internal team members, project team and sponsor, project team and the
subcontractors, etc. for exchanging simple and informal information. In particular, the
teleconferencing media is preferred for most of the regular meetings between project team
members and the sponsor due to government social blocking regulations, or in the case of
geographically dispersed project teams or sponsor as they move for business. Below is the
agreed communications management protocol among project team members and
stakeholders.
Purpose of
communication
Schedule
frequency
Status updates
Weekly
Exception/variance
As needed
reports
Media or
mechanism used
Meeting and/or
teleconference
Meeting and/or
teleconference
Called by:
Project
manager
Project
manager or
technical lead
Participants
Full project team
Impacted team
members and client
Weekly or at
milestone
Meeting and/or
teleconference
Project
manager
Full project team,
sponsor
Configuration
changes
As changes
are approved
Meeting for
impacted
parties; e-mail for
team
Project
manager,
sponsor or
technical lead
Impacted team
members and client
Supplier /
subcontractor
coordination
As needed
prior to and
post
deliveries
Phone call
Supply chain
lead
Project manager and
supply chain lead
Project reviews
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Saint Honore Bakery Renovation Project
Emergency or
critical events
Collaborative
discussion of
informal matters
As needed
Face to face
Any team
member
Full project team
As needed
Google chat / or
Zalo apps
Any team
member
Full project team,
sponsor,
subcontractor/supplier
7. Tracking and Status Updates
Our project team do every effort in tracking the project progress as weekly period and
at milestone. Depending on the nature and timing of the desired tracking outcomes, we will
use different flexible tracking methods. Tracking methods will include a combination of
several methods such as: the S-curve, Gantt chart, Earn value and Milestones. Then, all of
these tracking outcomes will be recorded as the project status updates or the Notification
Record and delivered to the specific receivers via the determined communications protocol
such as emails or meeting / teleconference.
7.1. Tracking Method
In some case when the sponsor expects the project team to send him the quick reviews
of the project progress, we may alternatively select the S-curve, Gantt chart or milestones
tracking methods to have the project status outcomes. This will be tracked and updated to
the sponsor every Friday until the project terminated.
Cumulative Cost ($)
- S-curve:
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Saint Honore Bakery Renovation Project
According the S-curve chart, week 1 and 2 were on the schedule. However, till week
3, the schedule seems to be a bit behind schedule as the actual cost is lower than the planned
budget cost. However, this method can not tell the whole story and reasons for the negative
variance between the actual budget expenditure again the project baseline (planned budget
cost). It just simply helps us a quick review on schedule and cost to issue a proper action in
order to bring every thing back to the baseline.
- Milestones:
This method is used regularly during weekly project team meetings to quickly check
and evaluate the project accomplishing process. It shows us a project performance metric
with clarity (highlighted in red in the below table). For example, in the team meeting on site
to do the conceal structure inspection on October 30th, 2020, the project team should make
sure that every tasks being prior to this milestone – especially the ones on the critical path would be completed by this date in order that the next tasks could move on without any
negative impacts, and so on. In the case that the inspection outcomes did not meet the
project’s requirement, the project team should find out the proper and timely solution.
- Gantt chart:
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Saint Honore Bakery Renovation Project
This method helps the team members, sponsor and subcontractors to quickly and
clearly understand the tasks which are ahead of, on and behind schedule via the percent
accomplishing metric of each tasks. Base on it, team member should give the proper and
timely adjustment plan to improve the project progress or performance (if any). However,
we can neither estimate time to completion in case significant negative or positive vs
baseline nor find out the sources of problem in order to issue the good and timely solution.
We can also combine this method and the above milestones tracking one to view at the same
time to have more tracking efficiency. For example, we can track the task completion status
at the milestone of October 30th, 2020 in the below Gantt chart to see if any task is behind of
on schedule.
In addition, the project manager also needs to hold the weekly meetings in reviewing
the project status, using the “earned value” tracking method to help all related team
members understand the current status of the on-going project including the primary project
success metrics (cost, schedule, and performance). This tracking method will help each
member of the project team see more clearly about the right things of cost, schedule, and
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Saint Honore Bakery Renovation Project
performance to do the adjustment or improvement (if any), to achieve the mutual success
criteria for the project.
- Earned value:
Assuming that we were tracking the project status at the week 3 as below tables:
Then,
. We have the Schedule Variances Table as below:
The SPI is smaller than 1. It means that the progress is behind the plan. The
estimated time to completion in the above table is equivalent to 5,2 weeks. This means that
it is 0,2 week behind the scheduled plan.
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Saint Honore Bakery Renovation Project
. We have the Cost Variances Table as below:
The CPI is almost equivalent to 1. This is not good but not so bad. The actual cost of
performed work is slightly over the planned budget. The estimated cumulative cost to
completion in the table is equivalent to $94.781. This means that if the project team do
nothing to avoid the over planned budget, the estimated cost at the completion will be higher
than the budgeted cost which was planned at $94.535 as written down in the first table of
this section.
. We have the trend analysis table on the SPI as below:
From the above table, the SPI (C) did not change between week 1 and week 2, but
slightly reduced from 1 to 0.96 cumulative SPI. It means that the schedule is trending to be
bad and a bit behind in the comparison with the plan.
. We have the trend analysis table on the CPI as below:
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Saint Honore Bakery Renovation Project
From the above table, the CPI (C) keeps steady in week 1 and 2, and downward in
week 3 but not serious compared to the threshold 1.0 level. This means that it shows steady
positive trend in the recent weeks.
In the fact that, since our project is planned about 5 weeks to the completion, the work
duration is a bit too short to regularly use “earned value” tracking method. Therefore, we
will flexibly focus on combining the S-curve, Gantt chart and milestones tracking method
throughout the project for checking the project status faster and clearer. The earned value
checking method will only be used once our team have the problem or risk with the primary
project success metrics including cost, schedule, and performance.
7.2. Notification Record
As per written down in the agreed communications management protocol in above
section 6, the project status update to be weekly sent over to the sponsor and the
stakeholders. This helps the sponsor acknowledge of how progress is going and what issues
need to be timely solved (if any). All of the information related to weekly project status
update is named “Weekly Progress Report” and attached in the appendix 9, including all
information related to the project documents or deliverables update, project management
plan update, work performance information as in the below overview table. In the case of
any change request and its impacts, it will be also noted in the matters of concern field.
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Saint Honore Bakery Renovation Project
All of these soft documents are automatically saved in the “Weekly Report – History”
on the Company apps which can be accessed and reviewed at any time.
And, based on the communication plan in section number 6 mentioned above, the
project paper work assistant exactly knows who will be the right persons to receive these
notification records. In this case, the status updates will be sent directly to the sponsor by
emails and cc to all team members, functional department heads and the project director.
The sponsor will be the key person who has the authority to view and get all update,
variances, resource support or changes (if any) approved. Regarding to some key milestones
checking, the project status update will be discussed and got approved via meetings.
Therefore, after the agreement or comments on the project status updates or change
request, the project stakeholders must officially confirm by signing off or email by returns.
7.3. Control Systems
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Saint Honore Bakery Renovation Project
- There are different project control systems. Each control system has its own
advantages and disadvantages, and the its suitability is also different for each specific
project's scope, schedule, and cost feature. Control systems include Configuration control,
Design control, Trend monitoring, Document control, Acquisition, Specification control,
Financial control, HSSE control (Health Security Safety Environment), etc.
In our SH project, we prioritize the control of changes in scope, time, cost; therefore,
we use the configuration control as the project’s key control system for controlling
throughout the project life cycle. It should be maintained by the whole project team and
distributed to the stakeholders periodically as outlined in the communications management
protocol of section 6 above, or at the right time as needed accordingly to the actual
requirements of the project. In order to effectively manage the SH Project, a coordinated
Configuration Management (CM) Plan is needed. This plan will establish CM roles and
responsibilities and describe how the SH Project team will track, implement, and
communicate configuration items (CIs) and changes throughout the project lifecycle. The
purpose of the Configuration Management Plan is to describe how CM will be conducted
throughout the project lifecycle. This includes documenting how CM is managed, roles and
responsibilities, how CI changes are made, and communicating all aspects of CM to project
stakeholders. Without a documented configuration management plan, it is likely that CIs
may be missed, incomplete, or unnecessary work is done because of a lack or version and
document control.
Any configuration changes which are identified by the project team or stakeholders
must be captured in a configuration change request (CCR) and submitted to the Change
Control Board (CCB). The CCB will review, analyze, and approve/deny the request based
on the impact, scope, time, and cost of the proposed change. If the change is approved, the
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Saint Honore Bakery Renovation Project
project requirements will be re-baselined (if necessary) and all changes will be
communicated to the project team and stakeholders by the Project Manager. Denied CCRs
may be re-submitted with additional or new information for re-consideration by the CCB.
(refer to the appendix 10 for detailed CM Plan template that our team will use for the
Configuration Control system)
- Control documentation: we can refer to the communications control protocol table
mentioned in the section 6 above, plus roles and responsibilities part in the appendix 10 to
develop the control documentation for the configuration control system. Here, our team will
use the “RACI” matrix technique to clarify the responsibility of each project stakeholder as
demonstrated as below table:
Legends:
Documentation Type
PM
Project
Manager
C, I
LE
Lead Engineers
C
C, I
CM
Configuration
Manager
I
C, I
CCB Control Board
PS
PM
CM
LE
Engineers CCB
Configuration Items
I
A
C
A
R
Configuration Change
Requests
R
I
C
A
Configuration
Management Database
I
R
C
I
PS
R Responsible
A Accountable
C Consult
I Informed
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Project Sponsor
Saint Honore Bakery Renovation Project
8. Project Closing
Although there is a bit delays and slight increasement in cost in the middle
construction phase, the project team has kept tracking and successfully control these issues
timely. All approved changes are acknowledged and added to the configuration management
database (CMDB) to control the project’s latest update baseline. Therefore, the project has
no big issues with scope, time and cost on the termination stage which helps the team can go
ahead with natural termination.
All project documentation will be prepared for the termination on and after the
project handover day. They should be discussed and clearly assigned to the team members in
the meetings which is held three days before the project handover. The documentation can
be from internal as well additional documentation requirement by the sponsors. It basically
is the project baseline of the latest version including project’s contractual, scope, design,
specification, schedule, cost, time, etc.
Once the project is completed as scheduled with all of its major deliverables, the
handover is held with the participation of all stakeholders including the project sponsor,
project managers and so on. All the related documentation is shown out and signed off in the
case that the sponsor accepts the project performance. Any deny/addition request shall be
recorded and issues to all involved stakeholders for confirmation and taking into action
plans. All necessary documents such as manual guides, warranty cards,
specifications/technical sheets, etc., that are related to all project’s deliverables need to be
fully-prepared and handed over to the sponsor.
All documentation modifications or additional documentation required by the
stakeholders will be clearly planned by project team, and then submitted as committed. Once
all of the documentation is approved and signed off, the termination phase is completed.
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Saint Honore Bakery Renovation Project
Lastly, the team member shall hold a meeting in discuss and assess the benefits that
the project team achieve after the completion. In addition, the lessons learned throughout the
project life cycle is also needed and recorded in the Company’s online application for the
future project reference (appendix 11). Since there are no more tasks after this lessons
learned and team assessment, the cost accounts also need to be finalized and closed, then no
more further cost arise.
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Saint Honore Bakery Renovation Project
Appendix 1: The Company’s Model Of Project Participation Decision
Project status analysis
Considering base on
revenue and cost
structure
Meeting revenue
and cost structure
requirement
High won
opty
High won
opty
Potential
Strategy
Stakeholder
analysis
Page 63 of 95
Project
participation
Saint Honore Bakery Renovation Project
Appendix 2: Stakeholder Analysis Log
Saint Honore Bakery
Renovation Project
Dong Nai Province
Nguyen Duy Son
Project Name:
National Center:
Project Manager Name:
Project
Description:
<required>
ID
Name
Title
1
Mr. Shin
Director (CFLD)
2
Mr.
Phillips
Director (Saint
Honore)
3
Mr. Tung
Director (Solid
Interior)
Contact
Information
shin@cfld.com
Communication Communication
Stake In
Types
Vehicles
Project
External Status
Meeting
Approve technical
Meetings
and finance issues
phillips@sainthonore.com Conference
Meeting
Approve brand
Calls
design and
electrical kitchen
devices
tungmt@solidinterior.vn
Team Lead
Meeting
Approve the
Meetings
project budget
Page 64 of 95
Comments
Version: Error! Unknown document property name.
Error! Unknown document property name.
Appendix 3: Alternative Analysis
Project
Saint
Honore
Total
The Coffee
House
Total
Tous Les
Jours
Important
Weighted (A)
Scale
1
Time
1
Contracted Value - Cost 2
Strategic- Potential
3
Score
(B)
5
5
4
4
Scale
Time
Contracted Value - Cost
Strategic - Potential
1
1
2
3
5
5
3
4
Scale
Time
Contracted Value - Cost
Strategic- Potential
1
1
2
3
5
5
4
3
Criteria
Total (B)
Page 65 of 95
Weighted Score
(AxB)
5
5
8
12
30
5
5
6
12
28
5
5
8
6
24
65
Saint Honore Bakery Renovation Project
Appendix 4: The Business Case Documentation - The Company’s Cost and Profit
Structure
$ 200,000,000,000
4.0%
Variance Cost of Sub-contractors
I. Profit = 4.0%
Variance Cost of Opty & Team
II. Total Cost = 70.8% + 4.4% + 2.7%, or 77.9%
Page 66 of 95
Saint Honore Bakery Renovation Project
Appendix 5 : Contractual Requirements and Terms
SERVICE AGREEMENT
Số/ No.: SDIN/100920
This Service Agreement (the “Agreement”) is made and entered into as of [09//15//2020]
(the “Effective Date”) by and between:
CÔNG TY TNHH SAINT - HONORE ĐẦU TƯ VÀ THƯƠNG MẠI –
CHI NHÁNH HỒ CHÍ MINH
SAINT- HONORE INVESTMENT AND TRADING COMPANY LIMITED
Address
: No. 17 Tran Ngoc Dien street, Thao Dien ward, District 2, HCMC
Represented by
: Ms. TONG THI NHU PHUC
Position
: Director
Mã số thuế/
: 0104979710-002
VAT Code
(Hereinafter referred to as the “Company”)
AND
CÔNG TY TNHH NỘI THẤT BỀN VỮNG
SOLID INTERIOR COMPANY LIMITED
Address
: E44 Nhat Tao, Ward 7, District 11, HCMC
Represented by
: Mr. MAI THANH TUNG
Position
: Director
VAT Code
: 0309267915
(Hereinafter referred to as the “Service Provider”)
The Service Provider and the Company are referred to as "Party" individually and
"Parties" collectively.
FOR VALUABLE CONSIDERATION, the receipt and sufficiency of which is hereby
acknowledged, the Parties hereby agree as follows:
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Saint Honore Bakery Renovation Project
1.
PROVISION OF THE SERVICES
The Service Provider agrees to provide and the Company agrees to use the services (the
“Services”) which is provided in details in Schedule 1 of this Agreement;
The Service Provider acknowledges and agrees that (a) this Agreement does not constitute an
exclusive agreement between the Company and the Service Provider; and (b) there is no
obligation of the Company to purchase services similar to the Services from the Service
Provider, accordingly the Company may purchase such services from any service suppliers
other than the Service Provider; unless otherwise agreed by the Parties.
2.
FEES AND PAYMENT
2.1
The fees payable for the Services is provided in Schedule 2;
2.2
Where the Services are provided for a fixed price, the total price for the Services shall
be the amount set out and paid to the Service Provider as specified in Schedule 2;
2.3
The Company shall pay invoice properly due, issued and submitted to it by the
Service Provider within the period as specified in Schedule 2;
2.4
Without prejudice to any other right or remedy it may have, the Company reserves the
right to set off any amount owing at any time to it by the Service Provider against any
amount payable by the Company to the Service Provider under this Agreement.
3.
COMMENCEMENT AND DURATION
The Services supplied under this Agreement shall be provided by the Service Provider to the
Company from the date as defined in Schedule 1 (the “Commencement Date”);
The Services supplied under this Agreement shall continue to be supplied for a period as
defined in Schedule 1 commencing from the Commencement Date (the “Term”) and may be
renewed for periods, upon written notice given by the Company to the Service Provider 30
(thirty) days prior to the expiry of the Term, unless this Agreement is terminated in
accordance with Clause 14.
4.
RIGHTS AND OBLIGATIONS OF THE COMPANY
Request the Service Provider to perform the Services in accordance with this Agreement;
4.2
Process payment to the Service Provider in accordance with this Agreement;
4.3
Refuse the Services and/or terminate this Agreement in case the Services are not
qualification to the Company and/or the Service Provider breaches its obligation as defined in
this Agreement.
5.
RIGHTS AND OBLIGATIONS OF THE SERVICE PROVIDER
5.1
Assign and inform the Company on the Service Provider’s staff in charge of
performing the Services. Any change of the responsible staff must be informed to the
Company before such change;
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Saint Honore Bakery Renovation Project
5.2
The Service Provider is obligated to issue and send valid VAT invoices to the
Company as specified in the Agreement;
5.3
The Service Provider shall cooperate with and support the Company to ensure the best
performance of its obligations under the Agreement;
5.4
The Service Provider ensures that it has obtained required licenses/permits to provide
Services to the Company in accordance with Vietnamese law and shall provide to the
Company these such evidence of licenses/permits when required;
5.5
The Service Provider shall inform the Company immediately of any changes in the
Service Provider's organization or method of doing business which might affect the
performance of the Service Provider’s obligations under this Agreement;
5.6
The Service Provider to ensure that their employees will comply with rules and
regulation of the place where the Services are provided, will follow work safety, work
hygiene and fire prevention standard and shall be responsible for all risks during the
performance of the Service.
6.
MANNER OF PERFORMANCE THE SERVICE
The Service Provider shall:
6.1
In the performance of the Agreement, act faithfully and in the best interests of the
Company and obtain the Company’s consent before undertaking for any third party which the
Company believes may conflict with the interests of the Company;
6.2
Perform the Services and any approved additional services in an expeditious and
timely manner;
6.3
Comply with all laws and agreements and not cause or contribute to any noncompliance by the Company with, or to the Company incurring any liability or losing any
benefit under, any applicable law or any consent or any contract;
6.4
In the performance of the Services and any approved additional services, comply with
all applicable laws, technical regulations and standards;
6.5
Obtain and maintain (and ensure its sub-contractors and its and their employees,
agents and representatives obtain and maintain) at all times all consents and qualifications as
may be necessary for the Service Provider (and its sub-contractors and its and their
employees, agents and representatives) to lawfully perform the services and any approved
additional services in each jurisdiction in which performance may be required;
6.6
Assure the quality of the Services and any approved additional services;
6.7
Except as provided otherwise in the Agreement, provide all such facilities, equipment
and other resources and things whatsoever as may be necessary or expedient for the
performance of the Services and any approved additional services in accordance with the
Agreement; and
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Saint Honore Bakery Renovation Project
6.8
Promptly comply with any lawful and reasonable instruction or direction of the
Company concerning the Services.
7.
ACCEPTANCE OF THE SERVICES
7.1
The Company shall assign persons from relevant department to be in charge to check
and accept the Service and notify these persons to the Service Provider (the “Authorized
Person”). In the event that the Servicea have dully been completed according to the
Agreement, the Authorized Person shall sign the Minutes of Acceptance (as per the
Company’s template in Schedule 3) certifying the completion of the Service and this Minutes
of Acceptance shall be the basis for the payment of the Service Fee by the Company to the
Service Provider.
7.2
In the event that the Service fails to meet requirements as per provided for in the
Agreement or the Company’s expectations, the Authorized Person shall be entitled to refuse
to sign the Minute of Acceptance. Then, at the Company’ sole discretion, the Service
Provider, by its own costs, shall try its best to fix the mentioned failures for a reasonable time
approved by the Company, in order to accomplish the Service as per requirements under the
Agreement or the Company’s expectations, or the Company is entitled to reject the Service,
and/or terminate the Agreement, not pay the Service Fee without any liability to the Service
Provider.
8.
BUSINESS CONDUCT
The Service Provider acknowledges that the Company’s policy is to conduct its business
pursuant to high ethical standards. The Service Provider agrees that during the performance
of the Services it shall at all time comply with high standards of professional and ethical
business conduct.
9.
INTELLECTUAL PROPERTY RIGHTS
Upon termination of this Agreement for any reason, all papers and documents in the Service
Provider’s possession or under its control belonging to the Company or obtained or prepared
by the Service Provider in the course and scope of the Service under this Agreement must be
returned to the Company.
The Service Provider assigns to the Company, with full title guarantee and free from all thirdparty rights, the Intellectual Property Rights and all other rights in the products of the
Services
The Service Provider shall, promptly at the Company's request, do or procure to be done all
such further acts and things and the execution of all such other documents as the Company
may from time to time require for the purpose of securing for the Company the full benefit of
this agreement, including all right, title and interest in and to the Intellectual Property Rights
and all other rights assigned to the Company in accordance with Article Error! Reference
source not found..
This provision of this Article 9 shall survive the termination of this Agreement.
10.
INDEMNITY
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Saint Honore Bakery Renovation Project
10.1 The Service Provider shall at all times indemnify and hold harmless the Company,
affiliates and members of the Company, its officers, employees and agents (the “Indemnified
Parties”) from and against any loss (including reasonable legal costs and expenses) or
liability reasonably incurred or suffered by any of the Indemnified Parties arising from any
proceedings against the Indemnified Parties where such loss or liability was caused by:
a breach by the Service Provider of its obligations under this Agreement; or
any willful, unlawful or negligent act or omission of the Service Provider or its employees,
contractors, agents; or
any alleged or actual infringement of any third party's intellectual property rights or other
rights arising out of providing the Services to the Company.
10.2
This provision of this Article 0 shall survive the termination of this Agreement.
11.
CONFIDENTIALITY
11.1 The Service Provider shall keep in strict confidence and and shall not be provided to
any third party without the prior written consent of Company the content of this Agreement,
as well as any information, documents which are of a confidential nature and have been
disclosed by the Company to the Service Provider, its employees, agents or sub-contractors
and any other confidential information concerning the Company's business or its products
which the Service Provider may obtain (the “Confidential Information”). The Service
Provider shall restrict disclosure of such confidential material to its other employees, agents
or sub-contractors as need to know the same, and shall ensure that all its employees, agents or
sub-contractors are subject to obligations of confidentiality corresponding to those which
bind the Service Provider.
11.2 Not withstanding the provision hereof, the disclosure of such Confidential
Information (i) to the extent that such Confidential Information is required to be disclosed to
any regulatory authority or government agency in relation to the implementation of this
Agreement; or (ii) to the extent that such disclosure is required to be disclosed under the
applicable laws or rules by governmental authorities or courts, shall not be conclude as
breach of this provision, provided that as soon as practicable and unless prohibited by laws of
regulations, the Service Provider shall inform the Company of such requirement or request
and take such reasonable steps as will permit the latter to have an opportunity to oppose or
restrict such disclosure.
11.3 This provision of this Article Error! Reference source not found. shall survive the
termination of this Agreement.
12.
REMEDIES AND PENALTY
12.1
Remedies: If any Services are not supplied in accordance with, or the Service
Provider fails to comply with, any terms of this Agreement, the Company shall be entitled
(without prejudice to any other right or remedy) to exercise any one or more of the following
rights or remedies:
to rescind this Agreement in accordance with Clause14; or
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to refuse to accept the provision of any further services by the Service Provider and to require
the immediate repayment by the Service Provider of all sums previously paid by the
Company to the Service Provider under this Agreement; or
to require the Service Provider, without charge to the Company, to carry out such additional
work as is necessary to correct the Service Provider's failure; and
in any case, to claim such damages as it may have sustained in connection with the Service
Provider's breach or breaches of this Agreement not otherwise covered by the provisions of
this Clause 12, including but not limited to, legal and other professional fees and expenses
regarding compensation requirement. Such compensation must be paid to Company within
30 days as from the termination of the Agreement.
12.2 Penalty: Without prejudice to any other right or remedies which the Company may
have, in case of the Service Provider breaches any its obligation under this Agreement, it
must be penalized 8% of total value of the contractual obligation which is subject to the
breach to the Company.
13.
FORCE MAJEURE
13.1
An event of force majeure means is any:
act of God;
war, riot, insurrection, vandalism or sabotage;
strike, lockout, ban, limitation of work or other industrial disturbance;
law, rule or regulation of any government or governmental agency and executive or
administrative order or act of general or particular application; and
other occurrence whatsoever which is beyond the control of the Party.
13.2
In case of occurring any Force majeure event that obstructed the
implementation a part or whole obligation of the Parties according to the Agreement, the
affected Party must inform in writing to the other Party within 03 (three) days from the date
of the force majeure. The affected Party must carry out all necessary measures to overcome
the such obstacle. In that case, as only decision of the non-affected Party, this Agreement
may be extended or immediately terminated. However, should the force majeure endure for a
period in excess of 15 (fifteen) days, the non-affected Party is entitled to terminate this
Agreement by giving a written notice and without any liability to the other Party.
14.
TERMINATION
Without prejudice to any other rights or remedies which the Company may have, the
Company may terminate this Agreement without liability to the Service Provider on giving
the Service Provider not less than 15 (fifteen) days written notice to the Service Provider if:
the performance of the Services is delayed, hindered or prevented by circumstances which
are in the Company’s opinion beyond the Service Provider's reasonable control; or
the Service Provider fails to meet any performance standard or criteria set forth by the
Company from time to time; or
the Service Provider commits a material breach of any of the terms of this Agreement and
fails to remedy that breach within requested period from the day of being notified in writing
of the breach; or
an order is made or a resolution is passed for the winding up of the Service Provider, or
circumstances arise which entitle a Vietnamese court to make a bankruptcy order of the
Service Provider; or
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the Service Provider ceases, or threatens to cease, to trade; or
the Service Provider takes or suffers any similar or analogous action in any jurisdiction in
consequence of debt.
Either Party may terminate this Agreement at any time during the Term provided that a
notification in writing must be submitted to the other Party at least 30 (thirty) calendar days
prior to the date of termination;
This Agreement may be terminated in other cases as provided for under Vietnamese law
and/or as agreed by the Parties;
Termination of this Agreement, however it arises, shall not affect or prejudice the accrued
rights of the Parties as at termination or the continuation of any provision expressly stated to
survive, or implicitly surviving, termination;
Commencing upon notice to the Service Provider of expiration or termination of this
Agreement and continuing through the effective date of expiration or termination, if so
requested by the Company, the Service Provider will assist the Company in termination process
so that the Company can use the Services without interruption or adverse effect and to facilitate
the orderly transfer of the subject matter of this Agreement as desired by the Company. If
requested by the Company, the Service Provider will cooperate with a third party appointed by
the Company in connection with the preparation and implementation of a transition plan by
such third party upon the termination or expiration of this Agreement.
15.
INDEPENDENT CONTRACTOR
The Company and the Service Provider hereby covenant and agree that the Service Provider
shall furnish the Services pursuant to this Agreement solely as an independent contractor and
not as an employee or agent of the Company; it is specifically agreed that the Service
Provider and the Company shall not be deemed to have a relationship other than as an
independent contractor. The Service Provider shall have no power or authority to bind the
Company to any contract or agreement.
16.
ASSIGNMENT
16.1 Neither a whole or part of this Agreement nor any rights or obligations hereunder may
be assigned, delegated, or otherwise transferred by the Service Provider without the prior
written consent of the Company. Any attempts so to assign, delegate, or transfer this
Agreement or any rights or obligations hereunder without the Company’s consent shall be
null and void.
16.2 The Company may at any time assign, transfer or deal in any other manner with all or
any of its rights or obligations under this Agreement.
17.
WAIVER
Neither the Company nor the Service Provider failure to enforce or delay in enforcement of
any provision hereof or any right hereunder shall not be construed as a waiver of such
provision or right. The Company and the Service Provider exercise of any right hereunder
shall not preclude or prejudice the exercise thereafter of the same or any other right.
18.
SEVERABILITY
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If any term, provision, covenant, or condition of this Agreement, or any application thereof,
should be held by a court of competent jurisdiction to be invalid, void, or unenforceable, all
other provisions, covenants and conditions of this Agreement shall not be held invalid and
shall continue in full force thereby.
19.
NO SUB-CONTRACTING
The Service Provider may not subcontract the performance of any of its obligations
hereunder without the prior written consent of the Company. Approval of any contractor or
subcontractor by the Company shall not constitute a superseding event or waiver of any right
of the Company to reject work which is not in conformance with the standards set forth in
this Agreement and does not constitute nor imply authorization of expenses in excess of
budgets.
To the extent that the Service Provider subcontracts to third parties any of its obligations set
forth in this Agreement with prior written consent of the Company, the Service Provider shall
remain fully responsible for such obligations and for all acts or omissions of its
subcontractors or agents. Nothing in this Agreement shall be construed to create any
contractual relationship between the Company and any subcontractor, nor any obligation on
the part of the Company to pay any money due to any subcontractor, except as may be
otherwise required by law.
20.
NOTICES
Notice given under this Agreement shall be in writing, sent for the attention of the
person, and to the address given in this Agreement (or such other address or person as the
relevant party may notify to the other Party) and shall be delivered personally or sent by prepaid, first-class post or recorded delivery. A notice is deemed to have been received, if
delivered personally, at the time of delivery, in the case of pre-paid first class post or
recorded delivery, 48 hours from the date of posting and, if deemed receipt under this Clause
20 is not within business hours (meaning 9.00 am to 5.30 pm Monday to Friday on a day that
is a business day), at 9.00 am on the first business day following delivery. To prove services,
it is sufficient to prove that the notice was transmitted by post, that the envelope containing
the notice was properly addressed and posted.
21.
ANTI-CORRUPTION
The Service Provider undertakes that none of its directors, officers, employees,
representatives, consultants, advisors or any of its affiliates, have made or will make, with
respect to the provision of the Services to the Company, any offer, payment, promise to pay
or authorization of the payment of any money, or any offer, gift, promise to give or
authorization of the giving of anything of value, directly or indirectly, to or for the use or
benefit of (i) any official or employee of any governmental entity or public international
organization; (ii) any political party, official, or candidate; (iii) any directors, officers,
employees or representatives of the Company; or (iv) any other relevant parties, unless such
offer, payment, gift, promise or authorization is not in violation of the applicable laws. The
Service Provider acknowledges that any breach of this representation and covenant above
will cause damage to the Company and shall undertake to compensate the Company for any
losses suffered by it as a result thereof.
22.
APPLICABLE LAW AND DISPUTE RESOLUTION
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22.1 This Agreement is governed by and construed in accordance with the laws of
Vietnam;
22.2 In case of any difficulties or disputes arise during the implementation the Agreement,
the Parties will firstly have discussion and negotiation on the mutual benefit basis;
22.3 Any dispute arising out of or relating to this Agreement cannot be settled by
negotiation between the Parties, shall be resolved by Vietnam International Arbitration
Centre (VIAC) in accordance with its Rules of Arbitration. The seat of the arbitration shall be
Ho Chi Minh City. The Tribunal shall consist of three (3) arbitrators. The language of the
arbitration shall be Vietnamese. The arbitral award shall be final and binding on the Parties.
23.
MISCELLANEOUS
23.1 This Agreement shall construe an entire agreement between the Parties in respect of
the subject matter hereof and replace all prior agreements between the Parties.
23.2 This Agreement may be amended or supplemented only by written agreement to be
signed by the authorized representatives of the Parties.
23.3
This Agreement shall take effect from the Effective Date;
23.4 This Agreement is made into four (04) bilingual original copies in Vietnamese and
English, each Party shall keep two (02) original copies which having the same validity and
effective. In case of any discrepancy between two languages, the Vietnamese version shall
prevail.
Thay mặt và đại diện cho/For and on behalf of:
CÔNG TY TNHH NỘI THẤT BỀN VỮNG
SOLID INTERIOR COMPANY LIMITED
Thay mặt và đại diện cho/For and on behalf of:
CÔNG TY TNHH SAINT - HONORE ĐẦU
TƯ VÀ THƯƠNG MẠI – CHI NHÁNH HỒ
CHÍ MINH
SAINT- HONORE INVESTMENT AND
TRADING COMPANY LIMITED
__________________________
Ông/Mr.: MAI THANH TUNG
Giám Đốc/Director
__________________________
Bà/ Ms. TỐNG THỊ NHƯ PHÚC
Giám Đốc /Director
SCHEDULE 1.
1
THE SERVICES
Scope of the Services
The Service Provider shall provide the following Services to the Company:
No.
WORK ITEMS
I
Internal Labor
COST (USD)
$28,710
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II
Expenses (Materials, Travel,
Equipment/Facilities)
III
Bought-Out Costs
(Subcontractors)
$1,750
$64,075
1
Fit Out Work
2
Furniture Supply
3
MEP Work
$22,000
$20,000
$16,250
Contingency (10%) $5,825
TOTAL
$94,535
2.
Commencement Date: 10/14/2020
3.
Construction Duration: 34 working days
This Agreement is valid from the Effective Date and automatically terminated upon
fulfillment of all obligations by the Parties under the Agreement. The Service Provider is
obligated to complete and handover the Services to the Company on or before 10/015/2020.
4.
Other conditions:
The Parties shall make the liquidation procedure upon termination the Agreement by signing
the Minutes of Liquidation as the Company’s template.
SCHEDULE 2.
1.
FEE AND PAYMENT
Services Fee
Regarding the execution of the Services in this Agreement, the Company shall pay the
Service Provider the fixed Services Fee in accordance with the scope of works are stipulated
in Schedule 1 is USD 94,535 - based on Bill of Quantities attached
The above Services Fee is inclusive of VAT, all cost and expenses which the Service
Provider has agreed to undertake in accordance with the Agreement. The Service Provider
has responsibility, including but not limited to any tax, expenses, levies, insurance to its
personnel under Vietnam laws including:
a.
Staff’s salary with all bonuses and benefits;
b.
Transportation fee;
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c.
24/24 accident and medical insurances.
d.
Other expenses that the Service Provider is responsible to pay in accordance
with laws and/or as agreed of the Parties.
2.
Payment method
The Services Fee is and shall be paid in Vietnam Dong;
Request payment document includes:
No
Payment Schedule
Request payment document
1
The first payment
The Agreement signed by the Parties.
1st Debit note
The second payment
Work done confirmation of 80% or more
Tax invoice corresponding to the total amount of 1st and 2nd
payment
2nd Debit note
The Final payment
The final payment requests.
VAT invoices based on the final payment amount
Minutes of Acceptance is signed by two parties
Final account.
2
3
The Company shall pay the Service Provider with the following details:
Amount inclusive
No
Payment Schedule
of 10% VAT
Payment period
(USD)
30% Advance Payment
1st
05 days upon receipt of valid request
upon signing of the
$28,360
payment
payment document
Agreement
40% after confirmation
2nd
30 days upon receipt of valid request
date of work done of
$37,814
payment
payment document
80% or above
30% and values derived
are now completed upon
30 days upon receipt of valid request
3rd
testing, commissioning,
$28,361
payment document and the Parties
payment
acceptance and hand
signed the Minutes of Acceptance
over
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2.4
The Services Fee shall be paid by bank transfer to the Service Provider’s account with
the following information:
Account Holder: CÔNG TY TNHH NỘI THẤT BỀN VỮNG
Account Number: 83033659 (VND) 83033769 (USD)
At Bank: ACB – PGD Lê Đại Hành
Swift Code: ASCBVNVX
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Appendix 6: Quality Management Report
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Appendix 7: QC Plan
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Appendix 8: Defect Reports
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Appendix 9: Weekly Progress Report
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Appendix 10: Configuration Management Plan
CONFIGURATION MANAGEMENT PLAN
SH PROJECT
SOLID INTERIOR LTD.,
79 DOAN NHU HAI
HCMC, 700000
OCT 26TH, 2020
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TABLE OF CONTENTS
INTRODUCTION 87
ROLES AND RESPONSIBILITIES
87
CONFIGURATION CONTROL
88
CONFIGURATION MANAGEMENT DATABASE (CMDB)
CONFIGURATION STATUS ACCOUNTING
90
CONFIGURATION AUDITS 90
89
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INTRODUCTION
In our SH project, we prioritize the control of changes in scope, time, cost; therefore,
we use the configuration control as the project’s key control system for controlling the
project. It should be maintained by the whole project team and distributed to the stakeholders
periodically as outlined in the communications management protocol of section 6 above, or at
the right time as needed accordingly to the actual requirements of the project. In order to
effectively manage the SH Project, a coordinated Configuration Management (CM) Plan is
needed. This plan will establish CM roles and responsibilities and describe how the SH
Project team will track, implement, and communicate configuration items (CIs) and changes
throughout the project lifecycle. The purpose of the Configuration Management Plan is to
describe how CM will be conducted throughout the project lifecycle. This includes
documenting how CM is managed, roles and responsibilities, how CI changes are made, and
communicating all aspects of CM to project stakeholders. Without a documented
configuration management plan it is likely that CIs may be missed, incomplete, or
unnecessary work is done because of a lack or version and document control.
Any configuration changes which are identified by the project team or stakeholders must be
captured in a configuration change request (CCR) and submitted to the Change Control
Board (CCB). The CCB will review, analyze, and approve/deny the request based on the
impact, scope, time, and cost of the proposed change. If the change is approved, the project
requirements will be re-baselined (if necessary) and all changes will be communicated to the
project team and stakeholders by the Project Manager. Denied CCRs may be re-submitted
with additional or new information for re-consideration by the CCB
ROLES AND RESPONSIBILITIES
(Roles and responsibilities are important parts of any plan. In order to communicate a clear
understanding of expectations, these roles and responsibilities must be clearly defined. Any
work that will be performed as part of the plan must be assigned to someone and this section
allows us to illustrate who owns these tasks and to communicate them to all project
stakeholders.)
The following roles and responsibilities pertain to the CM Plan for SH project.
Configuration Control Board (CCB)
The CCB is comprised of the NexGen Project Sponsor, Project Manager, Configuration
Manager, and the Lead Engineer for the configuration item (CI) under consideration. The
CCB is responsible for the following:
Review and approve/reject configuration change requests
Ensure all approved changes are added to the configuration management database (CMDB)
Seeking clarification on any CIs as required
Project Sponsor
The Project Sponsor is responsible for:
Chairing all CCB meetings
Providing approval for any issues requiring additional scope, time, or cost
Project Manager
The Project Manager is responsible for:
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Overall responsibility for all CM activities related to the SH project
Identification of CIs
All communication of CM activities to project stakeholders
Participation in CCB meetings
Re-baselining, if necessary, any items affected by CM changes
Configuration Manager
The Configuration Manager will be appointed by the Program Management Office (PMO).
The Configuration Manager is responsible for:
Overall management of the CMDB
Identification of CIs
Providing configuration standards and templates to the project team
Providing any required configuration training
Lead Engineers
All identified CIs will be assigned to a Lead Engineer. The assigned Lead Engineer is
responsible for:
Designating a focus group to develop the change request
Ensure all change requests comply with organizational templates and standards prior to the
CCB
Identification of CIs
Engineers
Each CI will be assigned to a focus group consisting of several engineers. Each member of
the focus group will provide input to the change request prior to submitting the change
request to the lead engineer for review and presentation at the CCB
CONFIGURATION CONTROL
(Configuration Control is the process of systematically controlling and managing all steps of
configuration throughout the project lifecycle. In order to effectively handle project CM it is
important to use a process which ensures only necessary configuration changes are made.
Additionally, like any change management efforts, configuration change decisions must be
made with the understanding of the impact of the change)
The SH Project will use a standardized configuration control process throughout the project
lifecycle in order to ensure all CIs are handled in a consistent manner and any approved
changes are fully vetted regarding impact and communicated to stakeholders.
As CIs are identified by the project team, the Configuration Manager will assign a CI name
and the CI will be entered into the CMDB in an “initiate” status. The CI will then be assigned
to an engineer focus group. Each member of a CIs focus group will have the ability to access
the CI through the CMDB, make changes and edits, and enter the CI back into the CMDB
with a description of the change/edit annotated in the CMDB log.
It is imperative that for any software changes testing is conducted by the focus group in order
to validate any changes made. The Lead Engineer assigned to manage the focus group is
responsible for ensuring that testing has been conducted, changes are entered into the CMDB
log, and that all changes/edits are saved properly into the CMDB. The Lead Engineer is also
responsible for assigning new version numbers and CMDB status for any changes made by
his/her assigned focus group.
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Many times a CI will have a relationship with one or more other CIs within a project. The
Lead Engineer, CM, and Project Manager will work together to ensure these relationships are
fully understood. The Lead Engineer and CM will then be responsible for illustrating these
relationships and co-dependencies in the CMDB to ensure a full understanding of each CI
and how they relate to one another.
Any configuration changes which are identified by the project team or stakeholders must be
captured in a configuration change request (CCR) and submitted to the CCB. The CCB will
review, analyze, and approve/deny the request based on the impact, scope, time, and cost of
the proposed change. If the change is approved, the project requirements will be re-baselined
(if necessary) and all changes will be communicated to the project team and stakeholders by
the Project Manager. Denied CCRs may be re-submitted with additional or new information
for re-consideration by the CCB.
CONFIGURATION MANAGEMENT DATABASE (CMDB)
(A Configuration Management Database (CMDB) is where the organizations configuration
information is stored. CMDB is a term which originates from Information Technology
Infrastructure Library (ITIL) which provides a framework for best practices in IT services
management. The CMDB contains not only the configuration information for assets but also
information about the assets such as physical location, ownership, and its relationship to
other configurable items (CIs).
A key component to configuration management is having a well-defined and followed process
for both document and data management.)
The CMDB will be the centralized repository for all configuration information for the
NexGen project. The CMDB provides a common platform for the project team to edit,
change, revise, and review CIs and also to ensure all documents and data are updated with the
latest revision and release formats.
Access to the CMDB will be granted and governed by the Company’s project management
apps. Two types of CMDB access will be granted for the SH project:
Full read and write access will be granted to the CM, Project Manager, Lead Engineers, and
Engineers. These individuals will be authorized to access the CMDB to make changes, edit
documents and data, and review and approve versions and CI status.
Read only access will be granted to the Project Sponsor and all other stakeholders. This
access will allow these individuals to view all CIs and CI data but they will not be authorized
to make any changes. If these individuals identify the need for a change or edit they will
notify the CM who will review the notification and provide feedback.
The CMDB will provide assurance that members of the project team are always working off
of the latest version of software, data, and documentation. However, it is important to
maintain the history of these assets throughout the project lifecycle. As these assets are
changed and updated, the Lead Engineer of the CI’s assigned focus group will be responsible
for updating the status of the CI and providing new revision numbering. This numbering will
be done in accordance with the Company’s standard revision control numbering process
wherein higher version numbers indicate more recent versions of the software, data, or
documentation.
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CONFIGURATION STATUS ACCOUNTING
(Accounting for the status of the configuration involves the collection, processing, and
reporting of the configuration data for all CIs at any given time. This also includes
management stored configuration information held in the Configuration Management
Database (CMDB). This may include approved configuration documents, software, data,
and their current version numbers; build reports; status of any submitted changes; or any
discrepancies and status identified through configuration audits.)
It is important that for the SH Project, the Project Sponsor and Vice President of Technology
have the ability to review configuration status at any given time. The Project Manager will
also submit weekly reports, to include configuration status, every Friday. These reports will
consist of the following information as part of the configuration status section:
Change requests
Aging - How long change requests have been open
Distribution – number of change requests submitted by owner/group
Trending – what area(s) are approved changes occurring in
Version Control
Software
Hardware
Data
Documentation
Build Reporting
Files
CI relationships
Incorporated Changes
Audits
Physical Configuration
Functional Configuration
Prior to any new software releases, the CM will work with each Lead Engineer to ensure all
CIs are updated with latest release versions.
CONFIGURATION AUDITS
(Configuration audits will be an ongoing part of the SH project lifecycle. The purpose of the
configuration audit is to ensure all team members are following the established procedures
and processes for configuration management. Project audits for the NexGen Project will
occur prior to any major software release or at the Project Manager or Sponsor’s discretion
if they determine the need for one.)
All H configuration audits will be performed by the CM. Throughout the project the CM
works closely with Lead Engineers to ensure that all configuration processes and procedures
are being followed. As part of the configuration audit the CM will perform the following
tasks:
Establish an audit environment in the CMDB
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The CM will copy all of the latest software, data, and document versions into the audit
environment
The CM will ensure all versions are correctly numbered and that version control has been
performed properly
The CM will analyze historical versions and timestamps of all software, data, and documents
to ensure all changes/edits were properly recorded and captured
The CM will copy latest software versions and conduct software testing to ensure
requirements are being met
The CM will ensure all required artifacts are present and current in the CMDB
The CM will ensure all approved CCRs have been incorporated into the project and are
recorded in the CMDB
Once the audit has been performed, the CM will compile his/her audit findings. For each
finding, the CM must work with the Project Manager/Team to identify the corrective
action(s) necessary to resolve the discrepancy and assign responsibility for each corrective
action.
Upon completion of the project audit and findings, the CM will note all discrepancies and
compile a report to be presented to the Project Manager, Sponsor, and VP of Technology.
SPONSOR ACCEPTANCE
Approved by the Project Sponsor:
Date:
<Project Sponsor>
<Project Sponsor Title>
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Appendix 11:
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Appendix 12 : Key Terms
The following table provides definitions for terms relevant to this document.
Term
Definition
SDI
Solid Interior Co. Ltd.,, The Contractor
The Company
The investor, the sponsor, the project developer
SH
Saint Honore Bakery
MEP
Machenical/Electrical/Plumbing system
HVAC
Heating-Ventilationing-Air Conditioning
MFC/MDF
A term is used to refer to a kind of industrial wood
PM
Project Manager
QC
Quality Control
QA
Quality Assurance
Predecessors:
Those activities that must be completed prior to initiation of
a later activity in the network.
Successors:
Activities that cannot be started until previous activities have
been completed. These activities follow predecessor tasks.
Early start (E S) date:
The earliest possible date the uncompleted portions of an
activity can start.
Late start (L S) date:
The latest possible date that an activity may begin without
delaying a specified milestone.
Float:
The amount of time an activity may be delayed from its early
start without delaying the finish of the project.
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Path:
A sequence of activities defined by the project network
logic.
Critical path:
The path through project network with the longest duration.
Project network diagram
Any schematic display of the logical relationships of project
(PND)
activities.
SF-SS-FF-FS
The logical relationships between activities, standing for:
Start to Finish, Start to Start, Finish to Finish, Finish to Start
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Appendix 13 : Reference
Pinto, J. K. (2016). Project_Management_Achieving_Competitive_Advantage (5th ed.).
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