Topic

Project Report of Rawalpindi-Islamabad Metro Bus

Submitted by:
Muhammad Sabir 24
MPA
4th Semester
Submitted to:
Sir Zafar Iqbal
Session 2017-2019

DEPARTMENT OF POLITICAL SCIENCE

The Islamia University of Bahawalpur

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Contents
BACKGROUND: ......................................................................................................................................... 3
Brief about the company........................................................................................................................... 3
About the project ...................................................................................................................................... 3
Objective of the project ............................................................................................................................ 4
Feasibility Methodology ........................................................................................................................... 5
Project Management office (PMO) .......................................................................................................... 5
RAWALPINDI-ISLAMABAD METRO BUS SERVICE ROUTE............................................................. 6
WORK BREAKDOWN STRUCTURE ....................................................................................................... 7
PHASES OF MBS RAWALPINDI-ISLAMABAD ..................................................................................... 8
Phase-to-Phase Relationships ................................................................................................................... 9
Enterprise Environmental Factors ............................................................................................................ 9
ORGANIZATIONAL STRUCTURE: ...................................................................................................... 10
PROJECT CHARTER ............................................................................................................................... 11
General Information .............................................................................................................................. 11
Executive Summary ............................................................................................................................... 11
Project Purpose ...................................................................................................................................... 11
Assumptions .......................................................................................................................................... 12
Project Authority ................................................................................................................................... 12
Project Manager ..................................................................................................................................... 12
Project Organization Description .......................................................................................................... 12
Resources ............................................................................................................................................... 13
SOME IMPORTANT STAKEHOLDERS ................................................................................................ 14
PROJECT SCOPE ..................................................................................................................................... 15
SECTION 2: Project Scope ................................................................................................................... 17
Project Scope ......................................................................................................................................... 17
Section 3: project mile stones ................................................................................................................ 17
CHANGE MANAGEMENT ..................................................................................................................... 18
COMMUNICATION MANAGEMENT ................................................................................................... 18
PROCUREMENT MANAGEMENT ........................................................................................................ 18
RESOURCE MANAGEMENT ................................................................................................................. 19
OUTSTANDING ISSUE ...................................................................................................................... 19
APPROVALS AND PAYMENT OPTIONS ........................................................................................ 19
REFRENCES ........................................................................................................................................ 19
PROJECT FEASIBILITY REPORT ......................................................................................................... 20
Background............................................................................................................................................ 20
Market Viability .................................................................................................................................... 20
Target Market ........................................................................................................................................ 20
Competitive Advantage ......................................................................................................................... 20
Environment and climate feasibility ...................................................................................................... 21
Positive and Negative Impacts of Project: ............................................................................................. 21
Cost ........................................................................................................................................................ 22
PROJECT HUMAN RESOURCE MANAGEMNET PLAN.................................................................... 23
Purpose .................................................................................................................................................. 23
Scope ..................................................................................................................................................... 23
Staff Management Process Flow ........................................................................................................... 23
Staff Planning ..................................................................................... ……...........................................23
Project Organization Chart .................................................................................................................... 23

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 Staff Estimates ....................................................................................................................................... 23
Staff Acquisition .................................................................................................................................... 24
Internal Acquisition ........................................................................................................................... 24
Staff Training......................................................................................................................................... 25
Ongoing Staff Training ..................................................................................................................... 25
Staff Transition ...................................................................................................................................... 25
Transition to other Projects ............................................................................................................... 25
Transition at Project Completion ...................................................................................................... 25
Roles and Responsibilities ..................................................................................................................... 25
Project Manager ..................................................................................................................................... 25
COMMUNICATION MANAGEMENT PLAN ....................................................................................... 26
Communications Management Approach ............................................................................................. 27
SCHEDULE MANAGEMENT PLAN ..................................................................................................... 27
Introduction ................................................................................................................................................ 27
Purpose of the Schedule Management Plan........................................................................................... 27
Project Schedule .................................................................................................................................... 27
Potential Causes of Schedule Slippage .................................................................................................. 27
Project Control Procedures .................................................................................................................... 28
Identification of Schedule Problems ................................................................................................. 28
Resolution of Schedule Problems .......................................................................................................... 28

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Background

Since the twin cities are hub of economic, political, and educational activities, significant
commuting takes place between the twin cities and adjoining areas.

The available public transport is dominated by the private sector, contributing to about 35 per-
cent of the share of overall modes of transportation. This share is now declining due to poor
service and widespread customer dissatisfaction with the available options. The people travelling
by public transport are passing through double agony because despite getting high fares, the
transporters do not finish their routes, thus making the commuters pay extra fare for reaching
their destinations by changing two vehicles from Saddar to Pak Secretariat. Moreover, during
peak hours, vehicles are overloaded.

Therefore, the existing public transport system requires a major uplift in level of service and
quality. In order to tackle this problem and provide improved quality of public transport,
Government of Punjab, Rawalpindi Development Authority (RDA) decided to construct the
Metro Bus System (MBS) in Islamabad.

Brief about the company:

Rawalpindi Islamabad Metro Bus project has been divided into two parts i-e Rawalpindi and
Islamabad. Further the Rawalpindi part has been divided into three packages. Each package has
been assigned to three different companies. Package I (Flash man hotel to committee chowk) has
been awarded to Zahir Khan & Brothers pvt ltd. Zahir khan & Brothers As a preeminent
infrastructure company established over four decades ago, Zahir khan & Brothers has, over the
years, strongly anchored itself to Pakistan’s Development efforts. At the time of its conception
the company operated solely within Baluchistan region, but with the passage of time they have
expanded the scope of their operations throughout the country. Today it is acknowledged as a
company that continues to empower Pakistan, enabling the nation to surge ahead in different
core sectors. At the heart of all development efforts is the attempt to touch and improve the
quality.

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About the project

The Metro Bus service Rawalpindi-Islamabad consists of approximately 23 km that starts from
flash man hotel Rawalpindi and end at prime minster secretariat Islamabad. The project has been
divided into two

parts I-e

Rawalpindi
Islamabad
Package I (Flash man Hotel to committee chowk)
Package II (Committee Chowk to sixth road)
Package III (Sixth road to IJP road Rawalpindi)

The Islamabad Corridor of MBS starts from end of Faizabad interchange at IJP Road at this
point. It runs in between at-grade and takes right turn on 9th Avenue. Along Ninth Avenue
(Islamabad) crosses Kashmir Highway and turns to Jinnah Avenue and ends at Civil Secretariat.
The total length of MBS Islamabad will be 13.6 km. The Islamabad part has been further divided
into five packages

Package I: Faizabad to Peshawar Modr 4.4 km

Package II: Interchange Peshawar Modr 1.1 km

Package III: Peshawar Modr to Centaurus 2.9 km

Package IV: Centaurus to Shaheed-e-Millat 3.1 km

Package V: Shaheed-e-Millat to Secretariat 2.156 km

Objective of the project

The overall objective of the proposed project is to augment public transport services in the city
with provision of safe, efficient and comfortable traffic facility to the commuters of the area. The
proposed project will greatly benefit the commuters by providing better quality and environmental

6
friendly public transport, reducing number of vehicles on the road, thus reducing fuel consumption
and consequent air emissions from vehicular exhaust. Implementation of the project is envisaged
having the following specific objectives:

To facilitate intercity movement of passengers at low cost, high capacity and dedicated
lanes to avoid disruption on the existing flow of traffic;
To provide the public with environmental friendly public transport;
To provide transport safety, transport productivity, travel reliability, travel choices, and
social equity;
To reduce the traffic conflicts/accidents due to reduction in number of vehicles on road

To help save the travelling time by reduction in traffic congestion;

To reduce the fuel consumption by reducing the demand of private vehicle etc;
To reduce the, noise and air pollution resulting from vehicular exhaust; and
To provide an opportunity to laborers and skilled/unskilled staff to work in the project
area

Feasibility Methodology:

The methodology adopted to conduct this study was as follows:

Meetings and discussions were held among the members of the EIA consulting team,
design engineers and proponent. This activity was aimed at achieving a common ground
of understanding of various issues of the study.
Planning was carried out to assess data requirements and their sources; time schedules and
responsibilities for their collection; logistics and facilitation needs for the execution of the
data acquisition plan.
Primary and secondary data were gathered through observations during the field survey,
environmental monitoring in the field, concerned departments and published materials to
establish baseline profile for physical, biological and socio-economic environmental
conditions.

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 The impacts of the project on the physical, biological and socio-economic environment
prevalent in the project area were visualized at the design, construction and operational
phases.
The adequate mitigation measures and implementation mechanisms were proposed so that
the proponent could incorporate them beforehand in the design phase.

Project Management office (PMO)

Organizational body or entity assigned various

responsibilities related to the centralized and coordinated management of projects under its
domain, For MBS the PMO office is in F-11 Islamabad. The office is involved in managing the
overall operations and resource allocation.

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WORK BREAKDOWN STRUCTURE

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PHASES OF MBS RAWALPINDI-ISLAMABAD

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Phase-to-Phase Relationships:

When projects have more than one phase, the phases are part of a generally sequential process
designed to ensure proper control of the project and attain the desired product, service, or
result. For MB project Phase to phase relationship is being used for example after the
feasibility phase, land acquisition phase, earth work, piers and then the bridge. In other words,
it’s a step by step sequential process.

Enterprise Environmental Factors:

Disturbance in the daily routine activities of locals and the people visiting educational
and health facilities, like; Hamdard University, Virtual University, the University of
Lahore, Allama
Iqbal Open University, Kulsoom International Hospital, Polyclinic etc. during
construction;

Air and noise pollution due to the operating of construction machinery during
construction phase of the project;
Solid waste generation during construction and operation;
Generation of municipal waste water and wastewater from construction activities;
Accidental leaks/spills of hazardous chemicals from construction activities and
machinery;
Health and safety issues of the workers;
Contamination of water body by construction activities;
Removal of vegetation;
Visual impact in cause of fenced dedicated MBS lane;
trash pooling resulting from improper drainage system and consequent Inconvenience
to the public;
Land Acquisition and Resettlement; and
Relocation of public utilities.

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ORGANIZATIONAL STRUCTURE:

The Organizational structure is projected in which the project manager has

full authority to assign priorities, apply resources, and direct the work of persons assigned to the
project.

PROJECT CHARTER
General Information
Project Title: Rawalpindi-Islamabad Metro Bus Project (Package I)
Points of Contact

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 Executive Summary
The Metro Bus service Rawalpindi-Islamabad consists of approximately 23 km that starts from
flash man hotel Rawalpindi and end at prime minster secretariat Islamabad. The people travelling
by public transport are passing through double agony because despite getting high fares, the
transporters do not finish their routes, thus making the commuters pay extra fare for reaching
their destinations by changing two vehicles from Saddar to Pak Secretariat. Moreover, during
peak hours, vehicles are overloaded. Therefore, the existing public transport system requires a
major uplift in level of service and quality. In order to tackle this problem and provide improved
quality of public transport, Government of Punjab, Rawalpindi Development Authority (RDA)
decided to construct the Metro Bus System (MBS) in Islamabad.
Project Purpose
The overall objective of the proposed project is to augment public transport services in the city
with provision of safe, efficient and comfortable traffic facility to the commuters of the area. The
proposed project will greatly benefit the commuters by providing better quality and environmental
friendly public transport, reducing number of vehicles on the road, thus reducing fuel
consumption and consequent air emissions from vehicular exhaust
Assumptions
The people travelling by public transport are passing through double agony because despite
getting high fares, the transporters do not finish their routes, thus making the commuters
pay extra fare
There is no preexisting quality transport facility in the twin cities
It will provide transport safety, transport productivity, travel reliability, travel choices,
and social equity;
To reduce the traffic conflicts/accidents due to reduction in number of vehicles on road;
To help save the travelling time by reduction in traffic congestion;
To reduce the fuel consumption by reducing the demand of private vehicle etc
Project Authority
Zahir Khan & Brothers
According to the company policy, director North is the sole signatory for all
project related matters.

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 CEO : Mr. Zahir Khan
Project Manager
Project Manager: Mr. Mohabat khan
Role and Responsibilities: Overlook the entire project and assign responsibilities and tasks
to the relevant team members. Also involved in Intiating , planning , executing , monitoring
and controlling and closing phase of the project.
Project Organization Description
Quetta Based international company
Provides Construction and Engineering services

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Resources

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SOME IMPORTANT STAKEHOLDERS
Project Sponsor
The project sponsor is the champion of the project and has authorized the project by signing the
project charter. The project sponsor for MBS is Punjab and Federal Government. This stakeholder
is responsible for the funding of the project and is ultimately responsible for its success. Since the
Project Sponsor is at the executive level communications should be presented in summary format
unless the Project Sponsor requests more detailed communications.

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 primary 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 played 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.

Performing Organization

Zahir khan & Brothers has, over the years, strongly anchored itself to Pakistan’s Development
efforts. At the time of its conception the company operated solely within Baluchistan region, but
with the passage of time they have expanded the scope of their operations throughout the country.

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PROJECT SCOPE

Project Overview

Since the twin cities are hub of economic, political, and educational activities, significant
commuting takes place between the twin cities and adjoining areas.

The available public transport is dominated by the private sector, contributing to about 35 per-
cent of the share of overall modes of transportation. This share is now declining due to poor
service and widespread customer dissatisfaction with the available options. The people travelling
by public transport are passing through double agony because despite getting high fares, the
transporters do not finish their routes, thus making the commuters pay extra fare for reaching
their destinations by changing two vehicles from Saddar to Pak Secretariat. Moreover, during
peak hours, vehicles are overloaded.

Therefore, the existing public transport system requires a major uplift in level of service and
quality. In order to tackle this problem and provide improved quality of public transport,
Government of Punjab, Rawalpindi Development Authority (RDA) decided to construct the
Metro Bus System (MBS) in Islamabad.

About the project

The Metro Bus service Rawalpindi-Islamabad consists of approximately 23 km that starts from
flash man hotel Rawalpindi and end at prime minster secretariat Islamabad. The project has been
divided into two parts i-e

Rawalpindi
Islamabad
Package I (Flash man Hotel to committee chowk)
Package II (Committee Chowk to sixth road)
Package III (Sixth road to IJP road Rawalpindi

The Islamabad Corridor of MBS starts from end of Faizabad interchange at IJP Road at this point.
It runs in between at-grade and takes right turn on 9th Avenue. Along Ninth Avenue (Islamabad)
crosses

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 Kashmir Highway and turns to Jinnah Avenue and ends at Civil Secretariat. The total length of
MBS Islamabad will be 13.6 km. The Islamabad part has been further divided into five packages

Package I: Faizabad to Peshawar Modr 4.4 km

Package II: Interchange Peshawar Modr 1.1 km

Package III: Peshawar Modr to Centaurus 2.9 km

Package IV: Centaurus to Shaheed-e-Millat 3.1 km

Package V: Shaheed-e-Millat to Secretariat 2.156 km

Objective/ Purpose

The overall objective of the proposed project is to augment public transport services in the city
with provision of safe, efficient and comfortable traffic facility to the commuters of the area. The
proposed project will greatly benefit the commuters by providing better quality and environmental
friendly public transport, reducing number of vehicles on the road, thus reducing fuel consumption
and consequent air emissions from vehicular exhaust. Implementation of the project is envisaged
having the following specific objectives:

To facilitate intercity movement of passengers at low cost, high capacity and dedicated
lanes to avoid disruption on the existing flow of traffic;
To provide the public with environmental friendly public transport;
To provide transport safety, transport productivity, travel reliability, travel choices, and
social equity;
To reduce the traffic conflicts/accidents due to reduction in number of vehicles on road
To help save the travelling time by reduction in traffic congestion;
To reduce the fuel consumption by reducing the demand of private vehicle etc;
To reduce the, noise and air pollution resulting from vehicular exhaust; and
To provide an opportunity to laborers and skilled/unskilled staff to work in the project
area

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SECTION 2: Project Scope

Project Scope

Fixed Price Contract

Procurement of land
Structural Dimensions
Architectural Designs and Maps
Casting Working Piles (Inset with reverse rotary system)
Piers Shafts (Steel form work with batching plant concrete)
Transform (Steel form work with concrete pump & batching plant)
R.C.C Box Girder precast pre-stressed
Earth Work (Approved Rollers
Marketing Strategy and Mix
Section 3: project mile stones

Composite Approval from authorities / NOC's

Architectural Drawings
Foundation excavation
Project Manager will maintain all project documents and schedule

In the event that the Project Manager subcontracts work, all subcontractors’ employees
will be verified by the Project Manager to be bonded and will hold trade licenses and
credentials.
Project Manager has agreed to the terms of the fixed price contract and schedule.
During planned project execution, Project Manager will provide periodic progress reports
to the sponsor.
Following any schedule delay, Project Manager agrees to provide progress reports on a weekly
basis until the schedule has been caught up.
CHANGE MANAGEMENT

Change log maintained by the project manager.

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 Project manager will co-ordinate with the sponsor with the change request and business
case justification.
Sponsor will approve the change.
Cost manager will verify the cost implications pertaining to the change.
The change will be updated in the project management plan and the update represented.
The change will also by verified by the risk manager.
COMMUNICATION MANAGEMENT

The sponsor will be notified by the Project Manager via e-mail or telephone of all the urgent
issues. Issue notification will include the time constraints and the impacts that shall notify the
urgency of the request.
The progress report will be presented by the Project manager to the management and the
team leaders.
Weekly meetings will be conducted between the Project Manager and the Managers.
Change will be communicated and implemented in a timely fashion.
PROCUREMENT MANAGEMENT

The Procurement Manager will maintain a Procurement Management Plan in accordance with the

Project Plan. The procurement plan will document the following:

How / when and by what means the resources (material, equipment, etc.) will be contracted
All procurements will be monitored by the procurement manager and project manager shall
be kept in loop at all times.
In an event of any change in the scope, it shall be the responsibility of the project manager to
notify the procurement manager in a timely manner and the procurement manager will acquire
the relevant resources.
All procurements shall be obtained through open bid in order to obtain the best quality in the
least possible price. (construction equipment)
procurement process
Procurement of material required for the initial testing will be done by the project manager
as per the requirement provided by the sponsor.

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 In case of sub-contraction involvement, PM will be responsible for the monitoring and
controlling of the material and service.
RESOURCE MANAGEMENT

All materials and services to be delivered as part of the project along with cost estimates and
quality information.
OUTSTANDING ISSUE

Project manager will be responsible not only for workmanship but also for all reporting and
report related matters, change requests, Etc.
Any delay caused by the sponsor will be charged accordingly – man hours, opportunity
cost, time delay cost.
Third party liability insurance by AA rated company.
All employee health and life insurance policy.
APPROVALS AND PAYMENT OPTIONS

As stated in the charter it is the responsibility of the sponsor to get all Initial Approvals
pertaining to the project such as NOC, CDA approval, WAPDA, etc.
All payments will be through cheaques (Postal Orders / Bank Drafts)
No payment shall be delayed more than one week from the date of invoice.
Project Manager will be part of all invoicing details.

REFRENCES

All CDA/RDA bylaws will be followed with prior approval.

All architectural designs and blue prints of the project will be submitted to CDA/RDA for
approval and record purposes.
PROJECT FEASIBILITY REPORT

Background:

The people of Twin cities travelling by public transport are passing through double agony because
despite getting high fares, the transporters do not finish their routes, thus making the commuters

22
pay extra fare for reaching their destinations by changing two vehicles from Saddar to Pak
Secretariat. Moreover, during peak hours, vehicles are overloaded.

Therefore, the existing public transport system requires a major uplift in level of service and
quality. In order to tackle this problem and provide improved quality of public transport,
Government of Punjab, Rawalpindi Development Authority (RDA) decided to construct the Metro
Bus System (MBS) in Islamabad. The total length of the route from Saddar to Pak Secretariat will
be approximately 23 KM. The route will consist of 24 Bus Stations, TEN bus stations will be
established in Rawalpindi and Fourteen in Islamabad. An 8.6 KM elevated track, consisting of 10
bus stops, would be constructed from Flashman’s Chowk in Saddar to Faizabad. From Faizabad it
turns towards Islamabad using IJP Road and enters Jinnah Avenue via 9th Avenue and continues
towards Pak Secretariat.

Market Viability:

Since the twin cities are hub of economic, political, and educational activities, significant
commuting takes place between the twin cities and adjoining areas. The need of such quality
transport system is necessity.

Target Market;

The target audience for this project is the general population of Rawalpindi and Islamabad,
travelling daily between the twin cities.

Competitive Advantage

Metro bus service is one unique of its kind; it will provide quality and environmental friendly
transport facility to the public.

Will provide transport safety, transport productivity, travel reliability, travel choices,
and social equity;
Will reduce the traffic conflicts/accidents due to reduction in number of vehicles on
road;
Will help save the travelling time by reduction in traffic congestion;
ll reduce the fuel consumption by reducing the demand of private vehicle etc;

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Environment and climate feasibility

The physical environment includes topography, geology and soils, climate, hydrology and
drainage, land use, surface water and quality, groundwater and quality, ambient air quality, noise
levels, floods and seismicity.

The climate of the project area is hot in summer and moderate in winter. The coldest month is
December and the hottest is June. Flood discharges have also been reported at various locations
along the Nullah Lai. According to the Seismic Zoning Map (prepared by Pakistan Meteorological
Department), the proposed Project falls in Zone 2 B (Moderate), where 2B represents peak
horizontal ground acceleration from 0.16 to 0.24 g.

Positive and Negative Impacts of Project:

The proposed project will have both positive and negative impacts during the construction and
operational phases, for which proper mitigation measures are necessary. During the field survey,
significant efforts were made to identify the main social, cultural and environmental issues related
to the project. Various government departments and agencies were also contacted for obtaining
salient information along with area resident/ stakeholders. Most of the perceived impacts are
during construction phase. Following is the list of main concerns identified in the study:

Disturbance to the public movement during construction;

Excavation and Vibrations due to construction machinery may affect the structure
stability of the buildings during construction.
Disturbance in the daily routine activities of locals and the people visiting educational
and health facilities, like; Hamdard University, Virtual University, the University of
Lahore, Allama
Iqbal Open University, Kulsoom International Hospital, Polyclinic etc. during
construction;

Air and noise pollution due to the operating of construction machinery during
construction phase of the project;
Solid waste generation during construction and operation;
Generation of municipal waste water and wastewater from construction activities;

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 Accidental leaks/spills of hazardous chemicals from construction activities and
machinery;
Health and safety issues of the workers;
Contamination of water body by construction activities;
Removal of vegetation;
Visual impact in cause of fenced dedicated MBS lane;
trash pooling resulting from improper drainage system and consequent Inconvenience
to the public;
Land Acquisition and Resettlement; and
Relocation of public utilities.
Cost
The total cost of package I is expected to be Rs 4,701,404,017/. Break up of cost is given
below

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ROJECT HUMAN RESOURCE MANAGEMNET PLAN
Purpose
This document describes the Staff Management Plan for the Package I of the Project. The purpose
of the Staff Management Plan is to capture how the project manager will manage the project staff
resources throughout the life of the project. The Staff Management Plan will make certain the
project has sufficient staff possessing the correct skill sets and experience to ensure a successful
project completion.
Scope
This Staff Management Plan identifies the process and procedures used to manage staff throughout
the project’s life. The plan describes the planning and acquisition of staff, describes the
responsibilities assigned to each staff, and discusses transition of staff to other assignments.
Staff Management Process Flow
Project Organization Chart
Staff Estimates
This section describes the type of HR and their quantity that will be required for completion of the
project. Approximately 400 employees working on the package I, Employees include
Project Manager
Procurement and Logistics Manager
Construction Manager
Construction Workers
Human Resource Manager
Finance and Accounts Manager
Budget Control Team Lead
Risk Manager
Chief Mechanical Engineer
Civil Engineers
Equipment Deployment Engineer
3rd Engineers
Lead Architect and Designers
Electrical Engineers

26
 Security Guards

Staff Acquisition
Internal Acquisition
This section describes the procedure of internal acquisition of the project staff that will not be hired
but will be moved to this project from some other project. Project Manager will assign the existing
resources as and when required by the Project Manager during different phases of the project.
Selection/Recruitment
HR Manager will schedule interviews for the shortlisted candidates. The interviews will be
conducted by HR Manager, Project Manager and respective Manager of the concerned department.
After the first round of interviews, HR Manager will further shortlist the candidates and call the
candidates for final round of interviews
Staff Training
Ongoing Staff Training
At the start of the project, the direct or functional managers would review their staff skill sets
against any new roles or responsibilities needed for the phase. Each manager and their staff should
discuss where additional training might be needed to ensure staff has the necessary skills to execute
the activities for each project phase.
Staff Transition
Transition to other Projects
The project manager is responsible for ensuring any pending work is transferred to a remaining
staff member to ensure timely transition and completion of the work. If appropriate, the receiving
staff may request additional training to support the new responsibilities.
Transition at Project Completion
This section describes the process for transitioning staff once the project is completed. It also
describes how the project or department will help to place staff. This section indicates how staff
will be released.
Roles and Responsibilities
This section describes the specific roles and responsibilities as they have been tailored for the
project.

27
These are not meant to be job descriptions, but rather a summary of the responsibilities for each
role.
Project Manager
The Project Manager is accountable to the Project Director for all the project office management
related activities. The Project Manager plans, guides, and oversees the day-to-day internal
activities that support the Project Office, and assists in the development of the master project
schedule and all other project work plans. The Project Manager is accountable for the development,
maintenance, and adherence to the Project Office infrastructure and supporting methodologies
(e.g. processes, procedures, standards, and templates) that are in compliance with organization’s
Best Practices and policies.
COMMUNICATION MANAGEMENT PLAN
The purpose of the Communications Management Plan is to define the communication
requirements for the project and how information will be distributed throughout the project. The
Communications Management Plan defines the following:
Communication requirements based on roles
What information will be communicated
How the information will be communicated (Mode of Communication)?
Frequency of the distributed information
Who does the communication
Who receives the communication
This Communications Management Plan sets the communications framework for this project. It
will serve as a guide for communications throughout the life of the project and will be updated as
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. An in-depth guide for conducting meetings details the communications rules and how
the meetings will be conducted, ensuring successful meetings. A project team directory is included
to provide contact information for all stakeholders directly involved in the project.
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 Matrix
presented in this document. The Communications Matrix will be used as the guide for what

28
information to communicate, who is to do the communicating, when to communicate it and to
whom to communicate.
SCHEDULE MANAGEMENT PLAN
Introduction
Purpose of the Schedule Management Plan
The Schedule Management Plan has the following purposes:
To present the schedule of the project;
• To identify factors that will tend to delay the schedule; and
• To describe procedures that will be used to deal with schedule slippages.
Project Schedule
The detailed project schedule is provided in Appendix A.
Potential Causes of Schedule Slippage
Following is a list of the factors that could lead to a slippage in the schedule.
• Project activities require more effort than planned;
• Project staff requires more training or experience to meet the estimates;
• Additional activities beyond those planned are required;
• Specific technical skills were assumed in the plan that is not available;
• Customer decision are not made in a timely manner; or
• The review and approval of deliverables takes longer than planned.
Project Control Procedures
Identification of Schedule Problems
• Weekly review of activity status and estimates to complete work packages. Each current activity
will be reviewed and an estimate to complete (ETC) it will be made. The estimate to complete
will be added to the effort already spent. A potential slippage occurs when that total (EAC)
exceeds the original estimate.
• Weekly (or other) review of unplanned requirements such as equipment, staff, or consulting
resources. The adequacy of current resources, human and equipment will be reviewed. A
potential schedule slippage occurs when the need for additional resources is identified.

29
• Weekly (or other) review of customer activities and performance. The response of the customer
team will be reviewed, particularly for current activities. A potential slippage occurs when there
are delays in responsiveness or customer decisions.
• Weekly (or other) review of risks and changes to risks. The current status of risks will be
reviewed as described in the Risk Management Plan.
• Weekly (or other) review of changes to scope, approved or otherwise The current status of scope
compliance will be reviewed as described in the Scope Management Plan. A potential slippage
occurs when unapproved scope changes are being carried out.
Resolution of Schedule Problems
• Resolve the slippage the schedule slippage will be resolved by (adding resources, authorizing
overtime, engaging consultants). The effect of this approach will be to increase costs.
• Apply contingency See below for the procedure to apply contingency to a schedule slippage.

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