building and construction of the mksa complex

MILANOKUMBO SPORTS ACADEMY P.O. Box 94, KUMBO BUI DIVISION, NORTH WEST REGION

REPUBLIC OF CAMEROONTel: 77 82 94 92, 33 48 13 37

E-mail: [email protected] URL: www.milanokumbo.org

2009

BUILDING AND EQUIPMENT

BUILDING AND EQUIPMENT OF THE MILANOKUMBO SPORTS ACADEMY COMPLEX



E-mail: [email protected] URL: www.milanokumbosports.org

BUILDING AND EQUIPMENT2009

INDEX

1.- INTRODUCTION

2.- OBJECTIVES

3.- PLANIFICATION

4.- ORGANIZATIONAL MODEL

5.- RISK ANALYSIS

6.- REPORTING SYSTEM

7.- NEXT STEPS

8.- COSTING

9.- SUSTAINABILITY





1.- INTRODUCTION

The building and Equipment of the MilanoKumbo Sports Academy Complex is a project designed to build and equip a multipurpose sports complex for the existing 700 talented athletes of the academy, the population of Bui Division in the North West Region, the citizens of the Republic of Cameroon and the world at large.





2.- OBJECTIVES OF THE PROJECT

TALENTS ASSESSMENT

SUSTAINABILITY

SITE PLAN BY CIVIL

ENGINEER

FUNDING STRATEGY

COST ANALYSIS

EXECUTIONLOCATION OF THE SITE

1 2 3 4 5 6

7





2.- OBJECTIVES OF THE PROJECT IN DETAILS

PHASE ONE

a.- TALENTS ASSESSMENT: To identify the existing athletes and match them with the various disciplines that exist

b.- LOCATION OF THE SITE: To locate a site that will be suitable and adequate for the construction of the complex

c.- SITE PLAN BY THE ENGINEER: After locating the site, the civil engineer comes up with a plan for the sports complex.

d.- COST ANALYSIS: To build a financial budget to cover the cost of the program





2.- OBJECTIVES OF THE PROJECT

e.- FUNDING STRATEGY: To build a Fundraising Strategy to get the required resources for the construction and equipment of the sports complex

f.- EXECUTION: To construct and equip the sports complex.

PHASE TWO

g.- SUSTAINABILITY: To build a system that will ensure the proper functioning, management and maintenance of the sports complex.





3.- PLANNING OF THE PROJECT

To be determined by the Civil Engineer at each stage of construction





4.- ORGANIZATION STEERINGCOMMITEE

PROJECTMANAGER

CIVIL ENGINEER

TEAM





4.- ORGANIZATION

• USUALLY PEOPLE WITH MORE EXPERIENCE, POWER OR OTHER CHARACTERISTIC, CAPABLE OF HELPING

•NOT INVOLVED IN THE DAILY OPERATIONS OF THE PROJECT

• AUDITS THE OVERAL OBJECTIVES OF THE PROJECT, THE PLANIFICATION.

• HELPS TO OVERCOME THE POTENTIAL RISKS OF THE PROJECT.

• RECEIVES MONTHLY FROM THE PROJECT MANAGER THE REPORT OF THE STATUS OF THE PROJECT (OBJECTIVES AND PLANNING SITUATION)

STEERINGCOMMITEE





PROJECTMANAGER

4.- ORGANIZATION

• RESPONSIBLE FOR THE PLANNING:

• COMMUNICATES THE TASKS TO PERFORM CONTINUALLY TO THE REST OF THE TEAM.

• PRESENTS THE PROJECT TO THE STEERING COMMITTEE FOR APPROVAL.

• MONTHLY REPORT OF SITUATION TO THE STEERING COMMITEE.

• ORGANIZE PERIODICAL MEETINGS WITH THE REST OF THE TEAM.

• HELP IN THE RESOLUTION OF THE POTENTIAL RISKS





4.- ORGANIZATION

• RESPONSIBLE FOR PLANNING

• DIRECTS AND COMMUNICATES THE VARIOUS TASKS TO BE CARRIED OUT TO THE REST OF THE TEAM

• GIVES REPORTS TO THE STEERING COMMITTEE THROUGH THE PROJECT MANAGER ON THE STATUS OF THE PROJECT

CIVIL ENGINEER





4.- ORGANIZATION

• TO DO WHAT IS APPROVED AND ASSIGNED IN THE PLANNING !!!

• DOES NOT INVOLVE ALL THE PEOPLE IN ALL THE TASKS. WORK BY SPECIALIZATION.

TEAM





5.- RISK ANALYSIS

• TWO SESSIONS:

• WORKSHOP TO DETECT THE POTENTIAL PROBLEMS.

• WORKSHOP TO SOLVE THE POTENTIAL PROBLEMS DETECTED:

• WHO?• HOW?• WHEN?





5.- RISK ANALYSIS

Risk analysis Action Response

1.- THE PROJECT MANAGER DOES NOT PUSH FORWARD THE PLANNED

TASKS

To examine according to the work time table what each team membr has done following the planification and receive reports where

need arises

President of Steering Committee

2.- COMMUNICATION AND TRANSPARENCT AMONG MEMBERS

OF THE PROJECT.

To ensure a weekly repor from the Civil Engineer to the Project Mnager

Project Manager

To ensure a monthly report from the Project Manager to Steering Committee

Steering Committee

To ensure 15 days follow up from Project Manager to Team members

Project Manager

3.- TO ENSURE THAT THE MILANOKUMBO BOD DOES NOT

INTERFER IN THE MANAGEMENT OF THE PROJECT

Once the project has been documented and approved by the Steering Committee, talk

with the Honorary Prisident of MilanoKumbo to explain how the project will be carried out

Honorary President and Executive President of the

MilanoKumbo

4.- TO OBTAIN DIVERSE SOURCE OF FUNDS FOR THE PROJECT

Meeting with Steering Committee to put up the fundraising strategy

Project Manager, Steering Commettee and the MilanoKumbo BOD

5.- THE ADMINISTRATIVE COST REQUIRED FOR THE PROJECT

To build a monthly estimation of administration costs

Project Manager

Create an expense account for the projet that has to be approved by the Steering

Committee and the BOD of MilanoKumboProject Manager

6.- COST ESTIMATION: THE ACTUAL COST DOES NOT FIT WITH FUTURE

COST.

Once we have finished the cost analysis, increase the total amount by a % enough to

cover futre surprises, i.e. 15%

Project Manager, Steering Commettee and Civil

Engineer

7.- PRIZE FLUCTUATION

To verify that before the payment, the Civil Engineer audit that prizes fo construction materials have not increased due to prize

fluctuation

Project Manager, Steering Committee and the Civil

Engineer

Risk analysis





6.- REPORTING SYSTEM

•TO ENSURE A QUARTERLY REPORT FROM THE TEAM TO THE PROJECT TO ENSURE A QUARTERLY REPORT FROM THE TEAM TO THE PROJECT MANAGER.MANAGER.

•TO ENSURE A MONTHLY REPORT FROM THE PROJECT MANAGER TO THE TO ENSURE A MONTHLY REPORT FROM THE PROJECT MANAGER TO THE STEERING COMMITTEE.STEERING COMMITTEE.

•TO ENSURE A 15 DAYS FOLLOW UP FROM THE PROJECT MANAGER TO THE TO ENSURE A 15 DAYS FOLLOW UP FROM THE PROJECT MANAGER TO THE TEAM MEMBERS.TEAM MEMBERS.

•TO ENSURE A WEEKLY REPORT FROM THE CIVIL ENGINEER TO THE PROJECT TO ENSURE A WEEKLY REPORT FROM THE CIVIL ENGINEER TO THE PROJECT MANAGERMANAGER





•1.- APPROVAL FROM BOARD OF DIRECTORS AND STEERING COMMITTE1.- APPROVAL FROM BOARD OF DIRECTORS AND STEERING COMMITTE

•2.- MEETING FOR EXPLANATION OF THE PROJECT TO THE TEAM2.- MEETING FOR EXPLANATION OF THE PROJECT TO THE TEAM

•3.- ACT ACCORDING TO THE PLANNING3.- ACT ACCORDING TO THE PLANNING

7.- NEXT STEPS





8.- COSTING

FOOTBALL PITCH AND ATHLETIC RACE TRACK 232.800.000HANDBALL COURT 9.100.000LAWN TENNIS COURT 14.090.000VOLLEYBALL COURT 5.494.800BASKETBALL COURT 14.569.200HEAD OFFICE (2 STOREYS) 82.000.000DORMITORY 106.000.000REFECTORY AND KITCHEN 35.700.000CLASSROOMS (2 STOREYS) 45.700.000RESIDENTIAL (V.I.P) - 5 BUILDINGS AND 3 BUNGALOWS) 127.500.000HOTEL / REST HOUSE 89.000.000MINI SHOPS 61.500.000FENCING 101.518.000LANDSCAPING 80.000.000GYMINASIUM 28.000.000RADIO AND TELEVISION STATION 35.000.000

TOTAL IN FCFA 1,067,972,000.00TOTAL IN EURO 1,628,112.82

BUILDING AND EQUIPMENT OF MILANOKUMBO SPORTS ACADEMY COMPLEX





9.- SUSTAINABILITY

a. ADEQUATE LAND FOR THE CONSTRUCTION OF THE SPORTS COMPLEX

The piece of land available is sufficient for the construction of the sports complex drawn by the Civil Engineer.(06.66ha)

The satellite picture of the project site.Site plan of the sports complex





9.- SUSTAINABILITY

b. A GOOD NUMBER OF IDENTIFIED TALENTS IN THE GROWING GENERATION.

we have about 400 boys involved in junior and cadet soccer,60 girls in soccer, 60 boys in basketball, 80 girls in handball, about 100 in athletics and about 20 in table tennis. Registered athletes in the academy range as from 8years and above.





9.- SUSTAINABILITY

c. THE PRESENCE OF INCOME GENERATING FACCILITIES IN THE SPORTS COMPLEX

The income generated from facilities such as hotels, the gymnasium, radio and television station, mini shops as well as dual use of the technical sports infrastructure will generate income for the maintenance, management and proper functioning of the sports complex.