d31pt assignment . project management plan-2

7/31/2019 D31PT Assignment . Project Management Plan-2

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PROJECT MANAGEMENT PLAN

REFURBISHMENT AND FITTING OUT OF THE NORTH READING ROOM

PROJECT REF: NLW/NRR/08-002

LLYFRGELL GENEDLAETHOL CYMRU

NATIONAL LIBRARY OF WALES

PREPARED BY

CBEN PARTNERS (PROJECT MANAGEMENT CONSULTANTS)

NOVEMBER 2011

CBEN Partners


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Project Management Plan for Refurbishment & Fitting Out of North Reading Room, National Library of Wales

TABLE OF CONTENTS

1.0 INTRODUCTION........................................................................................................................3

CBEN PARTNERSISA PROJECT MANAGEMENTFIRMWHICHATTRACTSPROFESSIONALSFROMTHEVARIOUSFIELDSOFCALLINGINTHE CIVIL ENGINEERINGAND CONSTRUCTION INDUSTRIESGLOBALLY. WEAREPLEASEDTOPRESENTTHIS PROJECT MANAGEMENT PLAN (PMP) ASPARTOFOURBIDTOMANAGETHEPROJECTFORTHE

PROPOSED REFURBISHMENT AND FITTING OUT OF THE NORTH READING ROOM...........3

2.0 PROJECT SCOPE........................................................................................................................43.0 PROJECT ORGANISATION AND STAFFING........................................................................7

3.5 WORKBREAKDOWN STRUCTUREAND SCHEDULE BASELINE .................................................................8

5.0 CHANGE MANAGEMENT PLAN.........................................................................................125.1 CHANGE MANAGEMENT APPROACH.................................................................................................13

5.2 DEFINITIONSOF CHANGE................................................................................................................13

5.3 CHANGE CONTROL BOARD ............................................................................................................14

SINCETHISISARELATIVELYSMALLPROJECT, A CHANGE CONTROL BOARDWILLNOTBENECESSARILYREQUIRED. HOWEVER, ROLESANDRESPONSIBILITIESREGARDINGCHANGEMANAGEMENTANDCONTROLARE

DISCUSSEDBELOW.................................................................................................................................14

5.4 ROLESAND RESPONSIBILITIES.........................................................................................................145.5 CHANGE CONTROL PROCESS...........................................................................................................14

6.0 STAKEHOLDER MANAGEMENT PLAN.............................................................................15

7.0 COMMUNICATIONS MANAGEMENT PLAN.....................................................................197.3 ROLES..........................................................................................................................................19

7.4 GUIDELINESFORMEETINGS............................................................................................................20

9.0 PROCUREMENT MANAGEMENT PLAN............................................................................239.2 PROCUREMENT MANAGEMENT APPROACH.........................................................................................23

9.3 PROCUREMENT DEFINITION.............................................................................................................239.4 SUGGESTED TYPEOF CONTRACT ....................................................................................................23

9.5 CONTRACT APPROVAL PROCESS......................................................................................................239.6 DECISION CRITERIA.......................................................................................................................24

9.7 VENDORMANAGEMENT.................................................................................................................24

9.8 PERFORMANCE METRICSFORPROCUREMENT ACTIVITIES....................................................................2410.0 SCOPE MANAGEMENT PLAN...........................................................................................26

FIG 10A SCOPE MANAGEMENT ROLESAND RESPONSIBILITIES MATRIX..................................................27

11.0 SCHEDULE MANAGEMENT PLAN...................................................................................2812.0 QUALITY MANAGEMENT PLAN......................................................................................30

14.0 OCCUPATIONAL, HEALTH & SAFETY MANAGEMENT PLAN...............................42

14.1 Scope of OH&S Plan......................................................................................42

14.2 OH&S Policies................................................................................................42

14.3 OH&S Roles & Responsibilities.......................................................................43

1. Contractors General Manager ...........................................................................43

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2. Contractors Superintendent..............................................................................44

3. Safety Manager..................................................................................................44

14.4 OH&S Communication, Consultation and Competence..................................45

1. Communication..................................................................................................45

2. Consultation......................................................................................................45

14.5 Risk Management..........................................................................................46

14.6 Incident Management....................................................................................47

Emergency Evacuation..........................................................................................47

14.7 Engagement of Subcontractors.....................................................................47

Before engagement:.............................................................................................47

During engagement:.............................................................................................47

14.8 Audit, Non-Compliance and Corrective Action................................................48

14.9 Management Review.....................................................................................48

15.0 RISK MANAGEMENT PLAN...............................................................................................49

15.8 RISKREGISTER...........................................................................................................................51

CLIENT ACCEPTANCE ...............................................................................................................52APPENDIX E: SAFETY RISK MANAGEMENT PROCESS...............................................59

CBEN Partners manages its risk using a Hazard and Effect Management Process

(HEMP), the hazards are identified, assessed and appropriate controls put in place

to prevent unwanted events. Risk Identification, Assessment, Control and

Management procedure is set out in Appendix F.1 to F.3 below.............................59

APPENDIX F.1: ASSESSMENT OF THE RISK ............................................................60

APPENDIX F.2:RISK ASSESSMENT CALCULATOR.....................................................60

APPENDIX F.3: HAZARD AND EFFECT REGISTER ...................................................62



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1.0 INTRODUCTION

CBEN Partners is a Project Management firm which attracts professionals from the various fields

of calling in the Civil Engineering and Construction Industries globally. We are pleased to present

this Project Management Plan (PMP) as part of our bid to manage the project for the proposedREFURBISHMENT AND FITTING OUT OF THE NORTH READING ROOM.

As outlined in your invitation to treat (ITT), we are given to understand that the purpose of the

project is to upgrade the Reading Room and ancillary areas to provide modern services within aspace that reflects the character, history and beliefs of the Library and improves the Readers

experience within the space.

As such, the Library Management has invited us to submit a bid for project management services,

including, among others, meeting the Project Client to elicit the initial Brief, expressing this initial

Brief in written form, stating the Project aims and objectives therein as given by the Client,

obtaining the Clients sign off of the Brief, undertaking, monitoring and controlling the designworks to the Clients Brief, submitting Building Regulations application, Listed Building Consent

and Planning Permission applications, preparation of Tender Documents, Tender evaluation,

supervision of works to practical completion and issuance of certificate at end of 12 months defectperiod.

This will include the provision of all Structural, Architectural Mechanical and Electrical designservices, as well as schedule and budget forecasts, earned value management, quality assurance

and control, safety of work, personnel and environment. The services shall include for Outline

Design through to Operations on Site and Completion.



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2.0 PROJECT SCOPE

Based on the information provided, The Project Scope includes:

2.1 General Works

1. New lighting, new small power electrical installation, computer networking throughout the

room (hard wired and Wi-Fi), revised heating, new carpet, balcony railing improvement,

re-decoration and furniture improvements.2. Relocation of the balcony collections into normal storage areas.

3. Decision on the use and look of the shelves in the balcony to ensure the room does not look

empty and abandoned on the balcony levels.4. Re-design of the balcony railing to a different simpler type.

5. Incorporation of a Prayer Room in the North West corner of the Reading Room.

6. Removal of the second balcony level walk ways and brick piers connecting North to South

balconies subject to being acceptable to all relevant authorities (i.e. Fire and listedBuilding).

7. Creation of a new access between the Reading Room and Reprographics to ensure that

Readers do not leave the Reading Room confines when obtaining photocopies.8. Improving the visual impression of the Reading Room by giving cladding or plastering to

the columns at least up to the second balcony level.

9. Replacement of the entrance door into the Reading Room.

2.2 Furniture, Fittings and Fixtures

The furniture layout is to form part of the design. The existing tables and chairs are of historic

value and some need to be retained, however to give a modern feel to the room it is expected thatnew furniture will be required. The new tables shall include the provision of both small power and

task lighting, individually switched, at each seat location.

The design shall include consideration of locations where blinds on windows would be beneficial.

The use of the empty bookshelves shall be considered and the possibility of their removal

considered, as shall the acoustics of the room if this option is adopted. The open access of books

will be reduced by the scheme, it is however important to maintain as much of the shelving aspossible, however it may be necessary to adapt some of the shelving units to accommodate the

works as well as provide access for users with restricted mobility.

2.3 Self Issue and Self Return

The Library is investigating the use of the Self Issue and Self Return of books by Readers and this

possibility needs consideration within the scheme.

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All Mechanical and Electrical Services as detailed hereunder:

2.4.1 Electrical

All Electrical Installations including (Lighting and Small Power), Mains Distribution cabling,Computer Network Installations.

Lighting

It is envisaged that the lighting will be a combination of up and down lighting highlighting and

enhancing the room features. It is further envisaged that the lighting will be by combination oflights located on a suspended track system and wall mounted lights. The light level shall be

adjustable via dimmers but capable of attaining 500 lux at reading level. The lighting shall be of a

type and design that is suitable for use of display screen equipment in all areas of the room.

The existing fluorescent lighting shall be removed but the 3 suspended light clusters will remain.

Small Power

Small power shall be taken to all fixed furniture and shall generally be available to all Reader seats

as well as supplies for general purposes.

Fire Alarm and Detection

The works shall include the provision of Fire detection throughout the scheme. In the Reading

Room the use of the Protec Cirrus IFD system shall be considered. The system in all area shallcomply with BS 5839 type P1.

Computer Network

There shall be a hard wired computer network with outlets at all Reader seats. This shall be Cat 5E capable of operating at 1 Gigabit speed. There shall be a double cable and outlet to each location

that is anticipated as having a Library Terminal and a double cable and outlet on all Readers

Tables. The cables to from each outlet shall be able to take to a suitably located router that shall beconnected by fibre optic to the main network at a location to be determined.

There shall also be a Wi-Fi network in addition to the hard wired network.

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The existing CCTV system will need extending to provide a higher security coverage. This willentail reassessing and possible relocation of the existing CCTV cameras as well as the provision of

additional cameras both within the Reading Room and ancillary areas.

2.4.2 Mechanical

Heating

Where possible the existing radiators shall be retained. However, the refurbishment of the Reading

Room will entail the possible relocation or removal of existing radiators. All radiator valves shall

be replaced and the flow shall be of the thermostatic type.

To supplement any removed radiators and add additional heat output, it is envisaged that radiant

panels similar to Frengerstrip will be installed in the approximate location of the existing florescent

lighting.

Ventilation

It is not envisaged that the Reading Room will require ventilation however some of the ancillary

areas will require mechanical ventilation. The Erina Morris area will be a small seminar room and

will require ventilation. Consideration of installing ventilation shall be given for theReprographics area and adjacent self service /circulation area.

Asbestos

The voids below ground level of the Service Duct system are likely to be contaminated withasbestos and this must be taken into account when selecting service routes. At present these voids

are sealed off.

Sustainability

The Library is an Environmentally aware client body and all aspects of environmental impact shall

be considered at all stages of the design and construction. The architect shall ensure that, wherever

possible environmentally, acceptable methods are used. These shall include consideration ofenergy usage, waste generation and disposal, use of materials with high-recycled content etc.

Budget

The Budget for the works is 650,000 and the scheme, whilst of high quality, shall be designed to

be accommodated within this budget.



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3.0 PROJECT ORGANISATION AND STAFFING

3.1 Project Management Approach

At CBEN Partners, we see projects as a vehicle for change. We therefore believe firmly thatproject management is a value adding undertaking. As a result of this, we are committed tomanagement by objectives. Hence, we work closely with the Project Owner and all other

stakeholders in order to identify the project objectives, and thereafter, work towards the

accomplishment of the said objectives. All stakeholders (including the Client, the end users, theproject participants Consultants, Principal Contractor, Subcontractors, Suppliers, etc) are viewed

by us as customers, and we always strive to satisfy all our customers.

Having realized that the project duration as indicated in the invitation to treat (ITT) is aggressive,

we suggest the use Concurrent Engineering (CE) approach to project management. This allows the

project development and construction phases to develop and run concurrently, thereby saving

considerable time. We appreciate the level of risks involved if this approach is adopted, but we areconsoled that the major source of risks (lack of clear information from Client) has been addressed

and is still being addressed , based on the quality of information included in the ITT,

CBEN starts its methodology with the organisation of a project integrated multi-disciplinary team

that is briefed on the requirements of the Client. The team will have the required competence in

management, planning, engineering design, any specialist input and the most appropriatetechnology to aid the whole process. The project team concept is based on organising a team of

highly qualified personnel supported by other specialists, in order to meet the specific and unique

needs of the project. The team will be headed by a strong leader who will be the Project Managerto co-ordinate and direct the overall activities of each discipline in the project.

This PMP has been a coordinated effort with the delivery team Heads of Sections so as to attain as

quickly as possible a high degree of familiarity with the project and its fundamentals even thepreparation of the PMP. All members of the team, whilst responsible to the Project Manager for all

matters relating to the project, remain responsible to their Section Heads for Quality Assurance and

conformity to standards and practices. Personnel from other firms understand that having to workwith our head office is part of CBENs Quality Assurance Policy.

3.2 Project Management Team

The Project Manager, Mr. Christopher James A.D., shall have the overall authority and

responsibility for managing and executing this project according to this Project Plan and itsSubsidiary Management Plans. Due to the volume of works being handled by the practice

currently, there is need to engage team members that are external to the practice. However, the

external team members that are being proposed for the project shall come from firms/companies

with whom we have had long years of teamwork, shared values and success stories. As highlightedby Sanvido et al. (1992, quoted in Nguyen et al., 2004), of the Critical Success Factors were a

series of contracts that allows and encourages the various specialist to behave as a team withoutEd 1 / Rev 0 CBEN: PMP: NLW Page 7



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conflicts of interest and differing goals. We are therefore confident of the workability of this

Consortium.

The core project team will consist of personnel from CBEN Partners, James Jenkins Thomas,

STRUCTENG Associates, SMART QS and PLUMEL. Table 3A gives the list of proposed teammembers.

3.3 Task Responsibility Matrix

Clear responsibility and accountability are necessary to sweep away what Clarke (1999) called the

counter-productive effects of individualism, Nguyen et al (2004).

Due to the high level of sentience and multi-disciplinary nature of construction projects, it is

particularly expedient to clearly define individual roles and responsibilities. The Task

Responsibility Matrix drafted to take care of the unwanted effects of individualism is given in

Appendix A.

Table 3 List of Proposed Team Members

Name Position Firm/Company

C. James Project Manager (PM) CBEN Partners

B. Adesugba CDM Coordinator (CDM) CBEN Partners

K. Ellis Planning Supervisor (PS) CBEN Partners

J. Moor Architect (ARC) James Jenkins Thomas

E. Kingston Structural Engineer (SE) STRUCTENG Associates

N. Badru Quantity Surveyor (QS) SMART QS

A. Tayyib Electrical Engineer (EE) PLUMEL

A. Stone Mechanical Engineer (ME) PLUMEL

3.4 Project Organisation Structure for Construction

Fig. 1 below gives the graphical representation of the proposed Project Organisation Structure forthe Construction Stage.

3.5 Work Breakdown Structure and Schedule Baseline

The Project Work Breakdown Structure and Schedule Baseline are provided in Appendix B,

Project Work Breakdown Structure and Appendix C, Schedule Baseline.

3.6 Method Statement

Our aims are

To provide a high quality design



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To create a pleasant and attractive working space for staff and readers

To minimise lifecycle costs by giving priority to low energy designs and low maintenancecosts

To accept an environmentally responsible approach to all aspects of design

To consider cost implications throughout all stages of the project to ensure a financialoutcome within an agreed budget

At the design stage

Develop of a brief, in conjunction with the clients representatives, clearly identifying the

projects objectives

Establish a realistic programme

Develop a scheme design in conjunction with the other consultants

Review the design with the client and amend the design as necessary.

Control of the financial outcome starts at the design stage. Liaise with the cost managerduring the preparation of cost plans.

Liaise with the planning authority and CADW on matters related to listed buildings.

Prepare and submit applications for planning and listed building consent

To tender stage

Prepare fully detailed production drawings and specifications

Review and revise cost plans with the cost manager

Liaise with the building inspector and fire officer

Advise on the selection of tendering contractors

Appoint a contractor and prepare contract documents

During construction

Visit site to inspect the quality of work and review progress

Initiate valuations and report to the client on contract expenditure

Certify completion of works

Arrange handover of CDM health and safety files



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Fig. 1 Project Organisation Structure


NLW Senior Management Team

Project Manager

Structural

Engineer

Quantity

Surveyor

Planning

Supervisor

ArchitectCDM

Coordinator

Mechanical

Engineer

Electrical

Engineer

ContractorsSuperintendent

Subcontractors and

Suppliers

Director of Corporate ServicesPro ect Client)

CBEN Office Support Team (Architects,

Engineers, QA/QC, AutoCADOperators, Planners, Quantity Surveyors,

Document Controller, etc.


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CBEN PartnersProject Management Plan for Refurbishment & Fitting Out of North Reading Room, National Library of Wales

4.0 CONFIGURATION MANAGEMENTPLAN

4.1 Configuration Management Approach

According to PMI(2008), project-wide application of the configuration management system,

including change control processes, accomplishes three main objectives:

Establishes an evolutionary method to consistently identify and request changes to established

baselines, and to assess the value and effectiveness of those changes;

Provides opportunities to continuously validate and improve the project by considering the

impact of each change; and

Provides the mechanism for the project management team to consistently communicate all

approved and rejected changes to the stakeholders.

At CBEN Partners, we appreciate the importance of applying efficient ConfigurationManagement which provides a comprehensive change control and management system.

References may be made to project documents according to the work package they belong to as

identified in the Work Breakdown Structure (WBS). Alternatively, items may be organized into

Divisions and sections using the CSI/CSC (2010) Master Format numbering system. CBEN

proposes this latter option to ensure an effective change control and management system.

With the adoption of the CSI/CSC (2010) Master Format numbering system, the

Specifications and other project documents shall use section numbers and titles to help cross-

referencing in the project documents. Sections in the project manual shall be of numeric

sequence. However, the sequence will be incomplete because all available section numbers

need not be used. All project stakeholders shall be referred to the table of contents at thebeginning of the project manual which shall be prepared to determine numbers and names of

sections in the contract documents.

The project manager shall put in place procedures to provide for the configuration management

of Contractor RFCs and the Clients VOs in order to:

1. Document the different types of change that occur during construction, describe the

changes nature and justification, and indicate whether the contractor merits additional

compensation. Documentation shall include the RFC, change notice, Variation Orders,

supporting correspondence, cost/schedule/scope impacts, meeting minutes, and

negotiation records.

2. Track and expedite the change resolution process beginning with raising the RFC forms

and tracking the RFCs progress through the review/approval process. Configuration

management tracks the party responsible for the next action in the resolution process,

such as who is responsible when additional information needs to be prepared and/or

analyzed.

3. Update project documents to reflect a contract change, including amendments to

contracts, drawings and specifications, schedules and budgets, and design documents.

The project manager shall also put in place procedures to provide for the configuration

management of Contractor RFIs and submittals to:

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1. Document receipt of RFIs from the contractor, expedite response, and coordinate

information from the designer of record where design issues are involved.

2. Document the timely receipt of contractor submittals called for in the contract

specifications and ensure their prompt review/acceptance. Submittals include:

contractors schedule, safety plan, quality plan, shop drawings, progress reports,

invoices, record drawings and documents, and operations and maintenance manuals.

4.2 Document Control

Document Control is the management of records generated during construction. In addition to

the records associated with changes, RFIs, and submittals discussed above, document control

procedures shall be put in place to handle reporting of construction progress including:

1. Site records that include a daily log of site activities, occurrences, weather, equipment,

personnel, and communications.

2. Inspection Report of contractors work and practices observed by the CDM Coordinator

and other Consultants during inspection of construction work performed, instructionsgiven or received, unsatisfactory conditions, delays encountered, manpower and

equipment, or other problems.

3. Regular weekly Construction Report of all items of importance, conferences with the

contractor or other parties, agreements made, special notes regarding equipment or

organization, labour conditions, weather or other causes of possible delays, and other

matters that have a bearing on the history of the job.

4. Safety management and accident reports.

5. QA/QC reports.

4.3 Progress Payments

Management of progress payments begins with the contract specifications clearly stating how the

contractors work progress is to be measured, how payments are determined based on the measured

progress, and what documents and reports are required to be submitted by the contractor to justify the

payment request. The project manager would authorize payment only when the contractors progress

payment request is in full compliance with the contract requirements and the progress claimed has

been independently verified by the CDM Coordinator.

5.0 CHANGE MANAGEMENT PLAN



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The essence of Change Management Plan is to set expectations on how the approach to changes

will be managed, what defines a change, the purpose and role of the change control board, and

the overall change management process. All stakeholders will be expected to submit or request

changes to this Project in accordance with this Change Management Plan and all requests and

submissions will follow the process detailed herein.

5.1 Change Management Approach

The Change Management approach for the Project will ensure that all proposed changes are

defined, reviewed, and agreed upon so that they can be properly implemented and

communicated to all stakeholders. This approach will also ensure that only changes within the

scope of this project are approved and implemented.

The Change Management approach is not to be confused with the Change Management Process

which will be detailed later in this plan. The Change Management approach consists of three

areas:

Ensure changes are within scope and beneficial to the project Determine how the change will be implemented

Manage the change as it is implemented

The Change Management process has been designed to make sure this approach is followed for

all changes. By using this approach methodology, the Project Team will prevent unnecessary

changes from occurring and focus its resources only on beneficial changes within the project

scope.

5.2 Definitions of Change

There are several types of changes which may be requested and considered for this Project.Depending on the extent and type of proposed changes, changes in project documentation and

the communication of these changes will be required to include any approved changes into the

project plan and ensure all stakeholders are notified. Types of changes which have to go

through the change management system include:

Scheduling Changes: Changes which will impact the approved project schedule. These

changes may require fast tracking, crashing, or re-baselining the schedule depending on

the significance of the impact.

Budget Changes: Changes which will impact the approved project budget. These

changes may require requesting additional funding, releasing funding which would no

longer be required, or adding to project or management reserves. They may also require

changes to the cost baseline.

Scope Changes: Changes which are necessary and impact the projects scope which may

be the result of unforeseen requirements which were not initially planned for. These

changes may also impact budget and schedule. These changes may require revision to

WBS, project scope statement, and other project documents as necessary.

The project manager shall ensure that any approved changes are communicated to the project

stakeholders. Additionally, as changes are approved, the project manager shall ensure that the

changes are captured in the project documentation where necessary. These document updates

shall then be communicated to the project team and stakeholders as well.



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5.3 Change Control Board

Since this is a relatively small project, a Change Control Board will not be necessarily required.

However, roles and responsibilities regarding change management and control are discussed

below.

5.4 Roles and Responsibilities

The following are the roles and responsibilities for all change management efforts related to this

Project:

Director of Corporation Services (DCS):

Approve all changes to budget/funding allocations.

Approve all changes to schedule baseline.

Approve any changes in project scope.

Project Manager: Receives and log all change requests from project stakeholders.

Conducts preliminary risk, cost, schedule, scope analysis of change prior to escalation to

the Senior Management Team, if necessary.

Seeks clarification from change requestors on any open issues or concerns.

Makes documentation revisions/edits as necessary for all approved changes.

Approves change requests that do not impact on budget, schedule and project scope.

Escalates change requests above his delegated authority to the DCS.

Project Team/Stakeholders:

Submit all change requests on standard organizational change request forms.

Provide all applicable information and detail on change request forms. Be prepared to address questions regarding any submitted change requests.

Provide feedback as necessary on impact of proposed changes.

5.5 Change Control Process

The Change Control Process for this Project will follow the organizational standard change

process for all projects. The Project Manager has overall responsibility for executing the

change management process for each change request.

1) Identify the need for a change (Stakeholders) Change requestor will submit a

completed change request form to the Project Manager.

2) Log change in the change request register (Project Manager) The project manager will

keep a log of all submitted change requests throughout the projects lifecycle.

3) Evaluate the change (Project Manager, Team, Requestor) The Project Manager will

conduct a preliminary analysis on the impact of the change to risk, cost, schedule,

quality and scope, and seek clarification from team members and the change requestor.

4) Escalate change request to the DCS (Project Manager) The project manager will

submit the change request, as well as the preliminary analysis to the DCS for review.

5) Obtain Decision on change request (DCS) The DCS will discuss the proposed change

with the NLW Senior Management Team and decide whether or not it will be approved

based on all submitted information.



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6) Implement change (Project Manager) If a change is approved by the DCS, the project

manager will update and re-baseline project documentation as necessary.

6.0 STAKEHOLDER MANAGEMENT PLAN

6.1 Introduction



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The stakeholders are defined as identified parties with an interest in or impacted by the project.

The Stakeholder Management Plan is a living document which shall be updated regularly as the

scheme evolves and stakeholders change or increase in number.

6.2 Objectives of the Stakeholder Management Plan

The objectives of the Stakeholder Management Plan are to identify and document:

1. Who the stakeholders are;

2. The interest/stake of each stakeholder group;

3. The level of interest of each stakeholder;

4. The level of importance of each stakeholder;

5. The requirements of each stakeholder; and

6. The roles and responsibility of the Project Team in implementing the Stakeholder

Management Plan.

The table below gives the Stakeholder Analysis for this Project as perceived by CBEN Partnersfor now.

Table 6A - Stakeholder Analysis

Stakeholder Interest/Stake Interest

Level

Level of

Importance

Senior Management Team,

National Library of Wales

Project Financier and Customer;

Provision of modern services within a

space that reflects the character,

history and beliefs of the Library and

improves the Readers experience

within the space.

High High

Director of Corporate

Affairs (DCS), National

Library of Wales

Project Client; Chief Initiator and

promoter of the project; Responsible

to the Project Financier.

High High

CBEN Partners Project Managers; Overall project

success; Contractually liable to the

Project Client and vicariously liable

for the other members of the project

management team.

High High

James Jenkins Thomas Consultant Architects; Design and

Supervision; Contractuallyresponsible to the Project Manager

and tortuously liable to other project

stakeholders.

High High



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Stakeholder Interest/Stake Interest

Level

Level of

Importance

STRUCTENG Associates Consultant Structural Engineers;

Design and Supervision;

Contractually responsible to theProject Manager and tortuously liable

to other project stakeholders

High High

SMART QS Consultant Quantity Surveyors; Cost

monitoring and reporting;

Contractually responsible to the

Project Manager and tortuously liable

to other project stakeholders

High High

PLUMEL Consultants Electromechanical Engineering

Consultants; Design and Supervision;

Contractually responsible to the

Project Manager and tortuously liableto other project stakeholders

High High

Principal Contractor Contractually liable to the Project

Client and vicariously liable for

Nominated Subcontractors and

Suppliers

High Low

Nominated Sub-contractors Contractually liable to the Principal

Contractor

High Low

Nominated Suppliers Contractually liable to the Principal

Contractor

High Low

General Public End users; Want the facility to be

ready as early as possible

Low Low

Local Authorities Issue of project-related permits Low High

Statutory Bodies Provision of public services related to

the works

Low High

Having analysed and categorized the stakeholders as above, and based on the Power/Interest

matrix tool proposed by Johnson and Scholes (1999), the Project Manager shall relate with the

Stakeholders as shown in Table 6B below.

Table 6B Stakeholder Management Strategy

Management Strategy Stakeholder List

Engage Closely NLW Senior Management Team, DCS, CBEN Partners,

James Jenkins Thomas, STRUCTENG Associates, SMART

QS, PLUMEL Consultants

Keep Satisfied Local Authorities, Statutory Bodies

Keep informed Principal Contractor, Nominated Subcontractors, Nominated

Suppliers

Monitor (minimum effort) General Public



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6.3 Contract Management

By entering into a contract agreement with the Client and subsequently executing individual

subsidiary contracts with the design and project management team members, CBEN Partnersshall provide the Client with a single point of responsibility for the design and project

management team. The Principal Contractor shall also be bound by contractual provisions to the

Client in order to afford the Client a single point of responsibility with regards to execution of

the project work as planned and designed. However, the Clients right to choose preferred

vendors shall also be protected contractually such that it can nominate subcontractors and

suppliers while being freed of the burden of multiple contractual agreements.



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7.0 COMMUNICATIONS MANAGEMENT PLAN

7.1 Introduction

Intensive communication is a central factor in leading and integrating people and taking

decisions to create a successful project (Laufer et al., 1996, quoted in Nguyen et al., 2004 ).

This Communications Management Plan documents and communicates how information will

be disseminated to, and received from all stakeholders connected with this project. The

Communications Management Plan shall identify:

The communication requirements of each stakeholder;

The requirements of the project to receive information and/or obtain approvals from

stakeholders;

The means of communication with each stakeholder;

The frequency and duration of communication; and

The roles and responsibilities of the project team in the implementation of the plan.

This Communications Management Plan sets the communications framework with Stakeholders

on this project. It will serve as a guide for communications throughout the life of the project

and will be updated as Stakeholder and communication needs change. This plan identifies and

defines the roles of persons involved in this project. It also includes a communications matrix

which maps the communication requirements of this project.

7.2 Communications Management Approach

The Project Manager will take a proactive role in ensuring effective communications on this

project. The communications requirements are documented in the Communications Matrixpresented in Appendix D of this document. The Communications Matrix will be used as the

guide for what information to communicate, who is to do the communicating, when to

communicate it and to whom to communicate.

7.3 Roles

Director of Corporate Services (Project Client)

The project Client is the champion of the project and shall authorize the project by signing the

project brief. This person is responsible for the funding of the project from the contractual

viewpoint and is ultimately responsible for its success. Since the Project Client is at theexecutive level, communications shall be presented in summary format unless the Project Client

requests more detailed communications.

Key Stakeholders

Normally Stakeholders include all individuals and organizations who are impacted by or who

impact the project. For this project we are defining a subset of the stakeholders as Key

Stakeholders. These are the stakeholders with whom we need to communicate and are not

included in the other roles defined in this section. The Key Stakeholders include executive

management with an interest in the project and key users identified for participation in the

project.



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Customer

The customer for this project is the NLW Senior Management Team. As the customer who will

be accepting the final deliverable of this project, they will be informed of the project status

including potential impacts to the schedule for the final deliverable or the product itself.

Project Manager

The Project Manager has overall responsibility for the execution of the project. The Project

Manager manages day to day resources, provides project guidance and monitors and reports on

the projects metrics as defined in the Project Management Plan. As the person responsible for

the execution of the project, the Project Manager is the Leads communicator for the project,

distributing information according to this Communications Management Plan.

Project Team

The Project Team is comprised of all persons who have a role performing work on the project.The project team needs to have a clear understanding of the work to be completed and the

framework in which the project is to be executed. Since the Project Team is responsible for

completing the work for the project, they play a key role in creating the Project Plan, including

defining its schedule and work packages. The Project Team requires a detailed level of

communications which is achieved through day to day interactions with the Project Manager

and other team members along with weekly team meetings.

7.4 Guidelines for Meetings

Meeting Agenda

Meeting Agenda will be distributed three (3) business days in advance of the meeting. The

Agenda would identify the presenter for each topic along with a time limit for that topic. The

first item in the agenda should be a review of action items from the previous meeting.

Meeting Minutes

Meeting minutes will be distributed within 2 business days following the meeting. Meeting

minutes will include the status of all items from the agenda along with new action items and the

Parking Lot list.

Action Items

Action Items are recorded in both the meeting agenda and minutes. Action items will include

both the action item along with the owner of the action item. Meetings will start with a review

of the status of all action items from previous meetings and end with a review of all new action

items resulting from the meeting. The review of the new action items will include identifying

the owner for each action item.

Meeting Chair Person

The Meeting Chair Person shall be the Project Manager or anybody among the Project Teammembers duly delegated by him. He is responsible for distributing the meeting agenda,



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facilitating the meeting and distributing the meeting minutes. The Chair Person will ensure that

the meeting starts and ends on time and that all presenters adhere to their allocated time frames.

Note Taker

The Note Taker shall be the CDM Coordinator and is responsible for documenting the status ofall meeting items, maintaining a Parking Lot item list and taking notes of anything else of

importance during the meeting. The Note Taker will give a copy of their notes to the Chair

Person at the end of the meeting as the Chair Person will use the notes to create the Meeting

Minutes.

Parking Lot

The Parking Lot is a tool used by the facilitator to record and defer items which are not on the

meeting agenda; however, merit further discussion at a later time or through another forum.

A parking lot record should identify an owner for the item as that person will be responsible for

ensuring follow-up. The Parking Lot list is to be included in the meeting minutes.



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8.0 COST MANAGEMENT PLAN

8.1 Introduction

The Cost Management Plan clearly defines how the costs on a project will be managed

throughout the projects lifecycle. It sets the format and standards by which the project costsare measured, reported and controlled. The Cost Management Plan:

Identifies who is responsible for managing costs

Identifies who has the authority to approve changes to the project or its budget

How cost performance is quantitatively measured and reported upon

Report formats, frequency and to whom they are presented

8.2 Cost Management Roles

Although always to be assisted by the Quantity Surveyor, the Project Manager will be

ultimately responsible for managing and reporting on the projects cost throughout the durationof the project. During the monthly project status meeting, the Project Manager will meet with

management to present and review the projects cost performance for the preceding month.

Performance will be measured using earned value. The Project Manager is responsible for

accounting for cost deviations and presenting the Project Client with options for getting the

project back on budget. The Project Client has the authority to make changes to the project to

bring it back within budget.

8.3 Cost Management Approach

Costs for this project will be managed at the fourth level of the Work Breakdown Structure

(WBS). Control Accounts (CA) will be created at this level to track costs. Earned Value

calculations for the CAs will measure and manage the financial performance of the project.

Although activity cost estimates are detailed in the work packages, the level of accuracy for cost

management is at the fourth level of the WBS. Credit for work will be assigned at the work

package level. Work started on work packages will grant that work package with 50% credit;

whereas, the remaining 50% is credited upon completion of all work defined in that work

package. Costs may be rounded to the nearest pound sterling and work hours rounded to the

nearest whole hour.

Cost variances of+/- 0.1 in the cost and schedule performance indexes will change the status of

the cost to Cautionary; as such, those values will be changed to yellow in the project statusreports. Cost variances of+/- 0.2 in the cost and schedule performance indexes will change the

status of the cost to an Alert Stage; as such, those values will be changed to red in the project

status reports. This will require corrective action from the Project Manager in order to bring the

cost and/or schedule performance indexes below the alert level. Corrective actions will require

a project change request and be shall be approved by the Project Client before it can become

within the scope of the project.



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9.0 PROCUREMENT MANAGEMENT PLAN

9.1 Introduction

The Procurement Management Plan identifies and documents the procurement requirements forthe project and how it will be managed from developing tender documents through contract

closure.

9.2 Procurement Management Approach

The Project Manager will provide oversight and management for all procurement activities

under this project. The Project Manager will work with the Project Management Team to

identify all items to be procured for the successful completion of the project. A list of these

items will then be forwarded to the DCS for review. On DCSs approval, the vendor selection

process will be embarked upon by the Project Management Team.

9.3 Procurement Definition

Services of the following have been determined to be essential for project completion and

success:

Table 9A Procurement List

Item/Service Justification

Principal Contractor Required to provide the desired single point of responsibility

for the construction team; will also be typically responsible for

the civil works.

Services Subcontractor(s) Needed for electromechanical and HVAC services.Networking Specialist Needed for computer networking.

Interior Decorator Needed for furniture works.

9.4 Suggested Type of Contract

We suggest that all items and services to be procured for this project, other than consultancy

services, should be solicited under firm-fixed price contracts. We offer time and material

consultancy services with preset labour and material rates. The main construction contract shall

be solicited based on selective competitive bidding. The successful bidder shall be made to

enter into a main contract arrangement with the Client. Specialist works as identified aboveshall following a similar bidding process. However, nominated subcontractors and suppliers

would be required to negotiate their individual contracts with the Principal Contractor, each

within the required time frame and at a reasonable cost under the firm fixed price contract.

9.5 Contract Approval Process

The first step of the contract approval process is to conduct a review of all vendor offers to

determine which meet the criteria established by the project team. The Quantity Surveyor shall

conduct examination of the tenders and report on the same. The project team shall sit to review

and approve the report as a form of quality assurance before passing the same to the Client for



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comments and ratification. All contracts and subcontracts agreements shall require the approval

of the Client.

9.6 Decision Criteria

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

- Ability of the vendor to provide all items by the required delivery date

- Quality (in terms of conformity with project specifications and recognized standards)

- Cost

- Expected delivery date

- Past performance

These criteria will be measured, in the first instance, by the Quantity Surveyor and then the

project team headed by the Project Manager. After such analysis, recommendations will be

made to the Client for his ultimate decision based on these criteria.

9.7 Vendor Management

Although the Principal Contractor is contractually and primarily responsible for the activities

and workmanship of the subcontractors and suppliers, the Project Manager shall be ultimately

responsible for managing all vendors as a way of ensuring good interface management. In

order to ensure the timely delivery and high quality of products from vendors the Project

Manager, or his/her designee from amongst the project team members will meet weekly with

the Principal Contractor and nominated subcontractors and suppliers to discuss the progress for

each procured item. The meetings can be in person or by teleconference. The purpose of these

meetings will be to review all documented specifications for each product as well as to reviewthe quality test findings.

This forum will provide an opportunity to review each items development or the service

provided in order to ensure it complies with the requirements established in the project

specifications. It also serves as an opportunity to ask questions or modify contracts or

requirements ahead of time in order to prevent delays in delivery and schedule. The Project

Manager will be responsible for scheduling this meeting on a weekly basis until all items are

delivered and are determined to be acceptable.

In addition to the above, there will be contract provisions to ensure that no items or materials

are incorporated into the project without prior approval from the Project Manager which shallbe in writing. This will be accomplished through standard material submittal process. Work

authorization scheme will also be implemented as part of quality measures. Specimen Material

Submittal and Work Inspection Request Forms are attached as Appendices E and F

respectively.

9.8 Performance Metrics for Procurement Activities

The following metrics are established for vendor performance for this projects procurement

activities. Each metric is rated on a 1-3 scale as indicated below:



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Table 9B Performance Metrics for Procurement Activities

Vendor Product

Quality

On

Time

Delivery

Documentation

Quality

Development

Costs

Development

Time

Cost

per

Unit

Transactional

Efficiency

Vendor

#1Vendor

#2

1 Unsatisfactory

2 Acceptable

3 - Exceptional

In addition to rating each vendor, actual values will be noted in order to build a past-

performance data base for selecting vendors for future procurement activities.



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10.0 SCOPE MANAGEMENT PLAN

10.1 Introduction

The Scope Management Plan provides the scope framework for this project. This plan

documents the scope management approach; roles and responsibilities as they pertain to projectscope; scope definition; verification and control measures; scope change control; and the

projects work breakdown structure. Any project communication which pertains to the projects

scope should adhere to the Scope Management Plan.

10.2 Scope Management Approach

The Project Manager shall be solely responsible for scope management in this project. The

scope for this project shall be defined by the Scope of Work Statement and the Work

Breakdown Structure (WBS. The Project Manager, Client and Stakeholders will establish and

approve documentation for measuring project scope which includes deliverable quality

checklists and work performance measurements. Proposed scope changes may be initiated bythe Project Manager, Stakeholders or any member of the project team.

All change requests will be submitted to the Project Manager who will then evaluate the

requested scope change. Upon acceptance of the scope change request, the Project Manager

will review the scope change request together with the project team. Recommendations will

thereafter be made to the Project Client. Upon approval of scope changes by the Project Client,

the Project Manager will update all project documents and communicate the scope change to all

stakeholders. Based on feedback and input from the Project Manager and Stakeholders, the

Project Client is responsible for the acceptance of the final project deliverables and project

scope.


Since the Project Manager, Client and team will all play key roles in managing the scope of this

project, the team members must be aware of their responsibilities in order to ensure that work

performed on the project is within the established scope throughout the entire duration of the

project. Table 10A defines the roles and responsibilities for the scope management of this

project.



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Fig 10A Scope Management Roles and Responsibilities Matrix

Role Responsibilities

Client 1. Approve or deny scope change requests as appropriate.

2. Evaluate need for scope change requests.

3. Accept project deliverables.

Project Manager 1. Measure and verify project scope.2. Facilitate scope change requests.

3. Facilitate impact assessments of scope change requests.

4. Organize and facilitate scheduled change control meetings.

5. Communicate outcomes of scope change requests.

6. Update project documents upon approval of all scope changes.

CDM Coordinator 1. Measure and verify project scope.

2. Validate scope change requests.

3. Participate in impact assessments of scope change requests.

4. Evaluate the need for scope changes and communicate them to the

project manager as necessary.

Planning Supervisor 1. Evaluate the need for scope changes and communicate them to theproject manager as necessary.


Architect 1. Evaluate the need for scope changes and communicate them to

the project manager as necessary.


Structural Engineer 1. Evaluate the need for scope changes and communicate them to the



Quantity Surveyor 1. Evaluate the need for scope changes and communicate them to the


2. Participate in impact assessments of scope change requests.Electrical Engineer 1. Evaluate the need for scope changes and communicate them to the



Mechanical

Engineer




Principal Contractor

and Subcontractors






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11.0 SCHEDULE MANAGEMENT PLAN

11.1 Introduction

Project schedules will be created using MS Project 2007 starting with the deliverables identified

in the projects Work Breakdown Structure (WBS). Activity definition will identify the specificwork packages which shall be performed to complete each deliverable. Activity sequencing

will be used to determine the order of work packages and assign relationships between project

activities. Activity duration estimating will be used to calculate the number of work periods

required to complete work packages. Resource estimating will be used to assign resources to

work packages in order to complete schedule development.

Once a preliminary schedule has been developed, it will be reviewed by the project team and

any resources tentatively assigned to project tasks. The project team and resources shall agree

to the proposed work package assignments, durations, and schedule. Once this is achieved the

project Client will review and approve the schedule and it will then be baselined.

11.2 Milestones

The following will be designated as milestones for the project schedule:

Initial Briefing

Identifying the project objectives

Commissioning the design team

Concept design

Sketch scheme design

Submitting statutory applications and obtaining permissions

Issuance of tender documents Submission of tenders

Evaluating and reporting on tenders

Construction contract award

Contractors possession of site

Practical completion/provisional handing over

Acceptance of final project deliverables

Releasing the Project Management team members


Roles and responsibilities for schedule development are as follows:

The project manager will be responsible for facilitating work package definition, sequencing,

and estimating duration and resources with the project team. The project manager will also

create the project schedule using MS Project 2007 and validate the schedule with the project

team, stakeholders, and the project Client. The project manager will obtain schedule approval

from the project Client and baseline the schedule.

The project team is responsible for participating in work package definition, sequencing, and

duration and resource estimating. The project team will also review and validate the proposed

schedule and perform assigned activities once the schedule is approved.



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The project Client will participate in reviews of the proposed schedule and approve the final

schedule before it is baselined.

The project stakeholders will participate in reviews of the proposed schedule and assist in its

validation.



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12.0 QUALITY MANAGEMENT PLAN

12.1 Introduction

The quality management plan sets out the quality assurance procedure of the project at hand. It

aims to assure that the deliverables and results of the project are of high quality and meet thespecifications set in the description of works. Once accepted by the Client, this quality plan

becomes an official document which should govern the project execution.

12.2 Scope of the Quality Management Plan

This plan is to be used by all parties involved in the design, execution and completion of the

project.

12.3 Quality within The Project

This section specifies the activities to be implemented, including their sequence, in order toensure that the project and its deliverables confirm to the project requirement. The quality plan

includes explanations necessary to show how quality requirement for the activities are met.

A list of such activities is given below:

Responsibilities for Quality Assurance.

Quality system review

Document and data control

Project quality control board

Internal communication strategies

Corrective and Preventive action.

Control of quality records

Project reporting and monitoring

12.4 Quality Management Approach

The purpose for managing quality is to validate that the project deliverables are completed with

an acceptable level of quality. Quality management assures the quality of the project

deliverables and the quality of the processes used to manage and create the deliverables. The

quality management plan identifies these key components:

Table 12A Project Quality Metrics

Objects of quality

review

Quality Measure Quality Evaluation

Methods

Project Deliverables Deliverable Quality Standards

Completeness and Correctness Criteria

Quality Control

Activities

Project Processes Process Quality Standards Quality Assurance



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Stakeholder Expectations Activities

The following is a brief explanation of each of the components of the quality management plan.

Table 12B Definitions of Key Quality Management TermsProject Deliverables

and Processes

The key project deliverables and processes subject to quality

review.

Deliverable

Quality Standards

and

Completeness and

Correctness Criteria

The quality standards that are the measures used to determine a

successful outcome for a deliverable.

The completeness and correctness criteria describe when each

deliverable is complete and correct as defined by the customer.

Deliverables are evaluated against these criteria before they are

formally approved.

Process

Quality Standards

and

Stakeholder

Expectations

The quality standards that are the measures used to determine if

project work processes are being followed.

Stakeholder expectations describe when a project process is

effective as defined by the project stakeholders. An example is the

expectation to be regularly informed monthly of project status.

Quality Control

Activities

The quality control activities that monitor and verify that the

project deliverables meet defined quality standards.

Quality Assurance

Activities

The quality assurance activities that monitor and verify that the

processes used to manage and create the deliverables are followed

and are effective.

12.5 Quality Policy

CBEN Partners quality policy is based on the fundamental concept that the control of quality isa teamwork. CBEN Partners recognizes that qualityhas to be built into the product and that

quality should be the primary factor in selecting main and subcontractors. Our team will

provide works that will meet or exceed the required quality standards, delivered safely, on time

and within budget. Quality work will be the responsibility of everybody working on the project.

Quality work will be attained through appropriate planning and control of work operations and

by specific quality control activities such as reviewing, checking, inspecting, testing and quality

audit.

12.6 Project Quality Partnering Charter



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As members of the project quality organization team, we agree and commit to team values that

will guide our behavior and help us to establish solid working relationships throughout the

project. These ground values are:

Honesty with each other Trust

Quality minded Earned Respect

Pride in Professionalism

Responsive and expeditious team work

Listen Understand

Integrity Do what you say

Partner at all Levels

Resolve all issues at the lowest possible level

Together, through partnering and team work, using our ground values as the foundation, it is

our aim to successfully achieve the goals listed below:

Meet milestone as shown in the project proposal

Quality work

No environmental violation

Safe Project Accident free

Profitable for all

Team work

Timely response

A proud finish

12.7 Quality Management Key Positions

We have identified four key Quality Management positions for this project and these are as

follows:

1. Project Manager Responsible for overall management and implementation of the

project including quality management plan

2. CDM Coordinator Responsible for quality assurance of the project design and

construction. Also responsible for materials approval in accordance with BS Standards.



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3. Contractors Superintendent Responsible for quality control and testing of the

construction works.

4. Quality Testing Supervisor Responsible for overseeing all material testing issues on

the project.

The last two positions shall be filled by the successful bidder for the construction phase.


The entire quality management organization has the responsibility and authority to contribute to

the achievement of quality objectives. The responsibilities of all personnel who manage,

perform, and ensure the quality of the work include:

Initiate action to prevent the occurrence of non-conforming work

Identify, evaluate, and document quality problems

Recommend or initiate quality improvement solutions

Stop the work when non-conforming work is identified, until the deficiency is

corrected.

The primary roles and responsibilities of the individuals that comprise the Quality

control are summarized below.

1. Project Manager

Responsible for organization and maintenance of a document control system for all

quality data.

Review and certify progress payments for the quality management team.

Ensure reviews coordinated with outside entities.

Coordinate quality check point reviews.

Review and sign off Non-conformance Reports.

Assist in developing a plan for process change to eliminate non-conformance trends.

2. CDM Coordinator

The CDM Coordinator will be on site during all construction activities and shall be

available or on the Project within two hours of being notified of a problem regarding

the quality assurance of any Work.



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Develop, implement, and manage quality management plan for the construction.

Oversee Quality Assurance testing and inspection. Coordinate and schedule

resources to provide appropriate Quality Assurance inspection and testing for all

construction efforts on a daily and weekly basis.

3. Contractors Superintendent

Coordinate with CDM Coordinator on the schedule for work elements to ensure

adequate staff is available for Quality Control inspection, sampling, and testing.

Cooperate in the development of strategies to correct quality issues.

Perform work in accordance with an approved quality control plan.

Submit and require subcontractors and suppliers to each submit a quality plan

appropriate for their scope of work to the Project Manager for approval.

Control the quality of deliverables by monitoring and verification against the quality

criteria specified in the design documents. The quality control activities include construction site activity, installation, inspection,

test, and documentation. Results of inspections and tests are retained by the contractor

as objective evidence of acceptability. The contractor turns over the records to the

Project Manager as required by the contract documents.

Where quality problems are revealed, document these in non-conformance reports

(NCRs)

12.9 Personnel Training

All the personnel on the project will be made aware of the quality requirement of their

positions. Personnel will be trained in their job duties and the skills necessary to complete right

the first time. Training exhibition list and type of training attached below.

Table 12C - Staff Training Requirement

Staff Level Safety Environment Design

Quality

Control

Construction

Quality

Control Plan

Work

Element

Training

Specifications

& Construction

Requirements

Project

Manager

Yes Yes Yes Yes No Yes

CDMCoordinator

Yes Yes Yes Yes Yes Yes

Contractors

Superintendent


Quality Testing

Supervisor


12.10 Document Control



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Documents will be filled and controlled in accordance with the project document control plan.

All documents will be controlled and organized for the duration of the contract. Files will be

maintained in an organized and controlled manner at the office of CDM Coordinator. The

quality management will establish and maintain its own document control system for reference

purposes.

12.11 Schedule of Audit

Audit exhibit specifies a series of periodic audits to determine the effectiveness of Quality

management Plan.

12.12Audit Personnel

CBEN Partners will designate appropriate quality trained personnel from the head office to

perform the required audit for the project. These individuals are not involved in either the actual

design or construction processes and will only perform audit in accordance with the written

procedures or checklist. The audit of the construction process will be performed via the qualitypoints.

Table 12D - Audit Exhibit

Item Audit date or Frequency

Design plans and previous Provisions The CDM Coordinator works with CBENs

QA/QC Section to audit each preliminary

design, final design and submit for

conformance for quality management plan

Design Changes The CDM Coordinator audits all documents

developed as a result of field design, changes

or notice of design of conformance qualitymanagement plan

Construction The CDM Coordinator will audit construction

works as performed through the use of quality

check points established in conjunction with

CBENs QA/QC Section throughout the

duration of the project.

Offsite Plant Audit plan operation and in-house quality

control programme every 2 months during

construction programme

Testing Labs Audit equipment and personnel every 3months during construction season.

12.13 Non-Conformance Identification Report

The design and construction teams and Quality control staff are responsible for identifying non-

conforming work. Any completed work not meeting the plans, specifications and contract

requirements is to be deemed non-conforming. The concerned designer of records shall prepare

this report which must detail the specifications or contract, and how or why the work does not

conform.



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12.14 Non Conformance Report for The Quality Process

The contractor is responsible for determining the cause of non-conformance reports (NCRs) and

taking appropriate corrective action. If the quality problem continues, the Project Manager,

having been duly informed by the CDM Coordinator, will raise the corrective action request to

the contractors senior management using the partnering concepts agreed to at the projectoutset. Further actions the Project Manager may take include recommending to the Client non-

payment for the nonconforming work and ultimately issuing a stop work order until the

contractor implements proper disposition of the quality problem.

12.15 Manufacturers Certificate of Compliance

A manufacturers certificate of compliance shall be required for acceptance of the materials to

prove compliance of materials to acceptable standards. This requirement shall be stated on the

Request for Approval of Materials (RAM) form and in applicable sections of the construction

manual.

12.16 Quality Control Report

The quality control management team will maintain and post digital records showing that all the

required activities and all the test have been performed including the following:

Type, number and result of all current quality management activities, including reviews,

inspection and materials analysis test, monitoring have been performed.

Closely related data such as the qualification of personnel and the procedures and

equipment used.

Identity of the inspector or data recoder, type of the test or observation used the result

and the acceptability of the works.

Munities of all quality management meetings held.

The nature of any non-conforming work, cause for rejection of works, etc by

maintaining a non- conforming log.

Proposed corrective actions to be taken.

12.17 Quality Control Checking

Field notes will be checked before incorporation into the quality management plan. A Checker

will check the as-built information, with the field books, to confirm the accuracy of the As-Built

drawings, following the procedures for checking design drawings. The Quality control

personnel will provide periodic audits of the As-Built drawings to evaluate conformance with

this Quality Management Plan.



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12.18 Construction

This section outlines the quality organization system designed to ensure that specified materials

are used and that the installation of acceptable to produce the required end product/objectives.

The implementation of the construction quality plan procedures is fundamental to the success ofthe project and this will ensure that the objectives meet their original requirement.

1. Quality Planning

Quality planning involves identifying which quality standards are relevant to the project and

determining how to satisfy them. It is one of the key facilitating processes during project

planning and should be performed regularly and in parallel with the other project planning

process. The quality planning techniques discussed here are those used most frequently on

projects.

2. Construction Quality

Quality management is involved in every aspect of the project, from specification review

through construction and start-up. Our commitment to maintaining strict quality controls not

only results in a superior product, but also minimizes costly delays and expenses on a project.

The Quality Control System is comprised of two manuals. The Quality Systems Manual

establishes and describes the Quality Control System for construction activities.

The Quality Control Manual contains procedures and instructions that implement the

requirements established in the Quality Systems Manual.

The documents contained in these manuals control and assure construction activities are

performed in accordance with approved drawings and specifications, applicable codes and

standards and contract requirements. Through this system, it is assures that all contractual

commitments are identified and implemented. Management promotes and encourages customer

involvement in the development of project-specific quality criteria.

3. Working Condition

Workers in this industry need physical stamina because the work frequently requires prolonged

standing, bending, stooping, and working in cramped quarters. They also may be required to liftand carry heavy objects. Exposure to the weather is common because much of the work is done

outside or in partially enclose