Phase II Report

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Phone: 780.235.0191 | Fax: 780.483.2519 | 6819-95 Avenue, Edmonton, AB, T6B 1A9
]omprehensive Project Plan - Summary of Subsidiary Plans
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The project scope statement details the project deliverables, objectives,

boundaries, constraints, assumptions, and milestones of the laboratory
development project ]hrome Engineering has undertaken for Dr. Lipset.
This detailed scope statement captures in very broad terms the product for
this project. It outlines what is required for approval, success and risks
associated by our team in taking this project. This scope statement
establishes an agreement between our team and Dr. Lipset establishing what
fundamentally is involved in the management and delivery of this projects lab
development.
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WBS is a deliverable oriented hierarchical decomposition of work to be

executed and only the work to be executed by the project team.
]omprehensive list of deliverables outlined in the detailed scope statement is
used to prepare the WBS. WBS is a very important tool for the project and is
used throughout the project planning process. All the deliverables have been
carefully analyzed to develop the WBS. The project has been divided into
different phases to minimize the disruptions to ongoing work, with each
phase having its own key deliverables. As can be seen below, the WBS
captures major deliverables of the project. The Lab migration project is
divided into six major deliverables, namely lab ME] E 1-38, ME] E 2-22,
infrastructure, transportation means, compliance documents and project
management documents. Each deliverable is then decomposed into smaller,
more manageable deliverables.
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Detailed statement of work describes deliverables which will be produced in

each major work of the project. It describes in detail, the work necessary to
perform to produce the project deliverables. If any scope changes occur in
the project, in alignment with the project charter, detailed statement of work
will be modified to reflect approved changes.
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WBS dictionary documents the description of work packages of the WBS.

The WBS dictionary of the project contains description of activities to be
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performed in all the work packages. The WBS dictionary contains details
which include due date for the work package, resources identified,
interdependencies between various project activities, deliverable acceptance
criterion and any assumptions. If any scope changes occur in the project, in
alignment with the project charter, the WBS dictionary will be modified to
reflect approved changes.
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The scope management plan describes how the laboratory development

project will be defined, managed, controlled, verified and communicated to
the project team, Dr. Lipsett and the other associated stakeholders. It is
established to ensure a shared understanding of how the detailed scope
statement and the WBS will be created. It also establishes a formalized
process for the handling of engineering change requests. The scope
management plan establishes the criteria for formal verification and
acceptance of scope and WBS changes.
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Due to the nature of the project, quality of services provided will be of

paramount importance. Quality will be measured in terms of safety of the
personnel¶s performing the movement and the heavy machinery. The aim of
the movement is to safely transfer the machinery and other small equipments
without disturbing the ongoing research projects & other professors, research
students and University students.
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The human resources which have been made available to the project team
include Dr. Lipsett, the project manager (Shannon MacDonald), the project
team, laboratory technicians, a cleaning service, and research students
under Dr. Lipsett. Each individual group of human resources has various
constraints which were considered. The constraints include: minimal
available time, non-project related commitments, labor
agreements/regulations, and the need for advanced notifications. The risk
associated with the human resources from a management perspective is
small based on the nature of the project. Working conditions, risks, work
durations, and breaks all conform to the rules and regulations set by
Occupational Health and Safety as well as University of Alberta. To promote
a sense of ownership for the project, tasks have been delegated to those
individuals who volunteer for them. This allows individuals to work within their
fields of interest making the work more enjoyable. Sufficient human
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resources are available for the project and all human requirements have
been filled.
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There is very little scope for procurement process in total. As the material
required will be provided by University facility and needed in very small
amounts too. This project more over is a service based project. but also for
this purpose There is ample manpower and equipments are readily available.
Research students along with Roger Marchand and his team will be sufficient
for the movement of the lab. For the movement of any heavy material
movement, the crane and roller tables are available with to Roger Marchand.
The only services required by procurement be that of Bee ]lean Inc for is the
cleaning of the lab by Bee ]lean Inc up the premises before the actual
movement of the lab takes place.
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The Risk Management Plan describes the methodology of the risk

management process that will be implemented for the duration of the project.
There are tools and techniques stating how to properly identify risks, and to
determine the probability and impact of incident occurrences. The risks are
assessed both qualitatively and quantitatively. The Risk Owners consist of
Dr. Lipsett, Roger Marchand, AI]T and the University of Alberta facilities.
Dr. Lipsett and Roger Marchand are responsible for risks generated by the
project, while AI]T and University of Alberta Facilities are responsible for
risks posed by the environment wherein the project takes place. Any risk-
related documentation additions or adjustments will be made following the
specified process. Any changes made to the Execution Phase of the project
may impose new risks, which will require a complete iteration of the risk
assessments in the specified area. Any changes to the Risk Management
Plan must be approved by Dr. Lipsett directly.
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All risks that have been currently identified within the project have been
compiled into the Risk Register. The register specifies the types of risks,
their probability of occurring and the impact that an incident would have on
the project. Each risk has been assigned a Risk Owner who will be
responsible for all aspects of that risk, as well as a response plan for all
possible incidents. As new risks are identified during the life cycle of the
project, the Risk Register is to be updated as per documentation guidelines.
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]ommunication is crucial to the success of any project. For the lab

movement project we have set up the required management plan for
communicating the ongoing activities and progress to all the stakeholders
and utilizing feedback mechanisms. We will be providing Dr. Lipsett with a
detailed report to communicate our plans for with the assumptions made and
execution planning for the project. Layout of the new lab as an engineering
drawing in Auto]ad was discussed with Dr. Lipsett for approval. Face to face
meetings is being were preferred than over other means of communication.
Owing to the constraint that Research students have busy schedules, they
were contacted through a questionnaire.
For communication inbetween the team members and the project manager,
new age technology of internet (Facebook & Scribd) was were also
incorporated into the communication management plan along with weekly
meetings and discussions.
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The Laboratory Development Project was initiated on January 31st, 2011,

and the initiation phase was completed on February 21st, 2011. The Planning
Phase was initiated on February 22nd, 2011. A draft of the Project Planning
Report was submitted to Dr. Lipsett for review on March 22nd, 2011 to
acquire feedback about the contents of the report, and to obtain any further
recommendations that were not already stated by the project team. The
Planning Phase was closed on April 11th, 2011. The duration Execution
Phase will be from May 1st, 2011 to May 30th, 2011. At that point, and Dr.
Lipsett will assess the completion and determine if any further actions need
to take place to satisfy the project requirements.
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Utilizing available human resources to the fullest extent is crucial to ensuring

the project is completed within schedule and budgetary requirements. Many
human resource assets have been provided through the University of Alberta
at no cost to the project. The total budget for the project is $10 000 dollars.
This sum includes contingency funds and is the absolute maximum available
for this project. The cost risks associated with this project are minimal due to
the project team being provided with adequate funds. The budget has been
divided into two separate accounts, the primary account and the contingency
account. The primary account will amount to $7500 leaving the remaining
$2500 as a contingency which further mitigates the cost risk. The project
team will be utilizing bottom-up estimating due to the high level of accuracy
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inherent to this method. Any work that has been completed which has an
associated budgetary expense is to be documented on an expense sheet.
The expense sheets will provide a clear picture when used to conduct an
earned value analysis.
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Due to the nature of the contracts between the project team, the University of
Alberta, and the client Dr. Lipsett, all labor expenses excluding the cleaning
sub-contractor have been obtained at no cost to the project. The total cost for
the project has been determined to be $1,330.00. This estimate is good for
60 days after the date the report has been accepted.
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This section shows the top-level view of the entire laboratory development
project in all five phases: Initiation, Planning, Execution, Monitoring and
]ontrolling, and ]losing. This is illustrated using a flow diagram with phase
respective colors for ease of reference.
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As the laboratory development project reaches completion of the planning

phase this section was developed to compare the current project plan with
the project charter. This comparison illustrates what project planning
changes have been implemented as well as what terms were required to
meet consensus and approval with Dr. Lipsett before being applied to the
project scope.
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A proposed layout of Mec E 1-38 has been created. Laboratory dimensions,

existing architecture, and electrical supplies have been included. Suggested
locations of furniture and equipment have been specified. The layout plan is
subject to change as per stakeholder requests during the Execution Phase.
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Lessons Learned represents the internally reported body of knowledge

learned over the course of a projects development. The lessons learned
report is an organizational process asset and as such it typically does not
enter the customer deliverables. However the lessons learned by our team
over the course of this project is both informative and useful; and as such we
wish to share our findings with our instructor Dr. Sami Fahmy.
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In the original project charter for the Laboratory Development Project one of
the desirables was the relocation of the slurry pipeline in ME] E 2-14 to the
new laboratory. We were required to qualitatively analyze this desirable to
determine its feasibility. Our conclusion was that there isn¶t enough space in
the lab to facilitate the slurry pipeline. The full details of this analysis are
disclosed in this section.
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]ontents
]omprehensive Project Plan - Summary of Subsidiary Plans .............................. 1c
1.c Detailed Scope Statement....................................................................... 1c
2.c Work Breakdown Structure ..................................................................... 1c
3.c Detailed Statement of Work .................................................................... 1c
4.c Work Package Dictionary ........................................................................ 1c
5.c Scope Management Plan ........................................................................ 2c
6.c Quality Management Plan ....................................................................... 2c
7.c Human Resources Plan .......................................................................... 2c
8.c Procurement Management Plan.............................................................. 3c
9.c Risk Management Plan ........................................................................... 3c
10.c Risk Register ........................................................................................... 3c
11.c ]ommunication Management Plan ......................................................... 4c
12.c Gantt ]hart.............................................................................................. 4c
13.c ]ost Management Plan ........................................................................... 4c
14.c Estimate for Entire Project....................................................................... 5c
15.c Simple Flow Diagram .............................................................................. 5c
16.c Project ]harter ]omparison .................................................................... 5c
Additional Plans ................................................................................................ 5c
17.c Proposed Laboratory Layout ................................................................... 5c
18.c Lessons Learned..................................................................................... 6c
19.c Slurry-Pipeline Move Qualitative Analysis ............................................... 6c
]ontents ............................................................................................................... 7c
List of Drawings.................................................................................................. 13c
List of Figures..................................................................................................... 13c
List of Tables ...................................................................................................... 13c
1.c Detailed Project Scope Statement ............................................................... 14c
1.1c General Project Information .................................................................. 14c
1.2c Project Objectives ................................................................................. 14c
1.3c Product Scope Description .................................................................... 14c
1.4c Project Scope Description ..................................................................... 15c
1.5c Project Boundaries ................................................................................ 15c
1.6c Project Deliverables .............................................................................. 16c
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1.7c Project Acceptance ]riteria ................................................................... 16c
1.8c Project ]onstraints ................................................................................ 16c
1.9c Project Assumptions ............................................................................. 16c
1.10c Initial Project Organizations................................................................... 16c
1.11c Initial Project Risks ................................................................................ 17c
1.12c Schedule Milestones ............................................................................. 17c
1.13c Fund Limitation...................................................................................... 18c
1.14c ]ost Estimate ........................................................................................ 18c
1.15c Project ]onfiguration Management Requirements................................ 18c
1.16c Approval Requirements ......................................................................... 18c
1.17c Project Success Factors........................................................................ 18c
2.c Work Breakdown Structure .......................................................................... 19c
3.c Detailed Statement of Work ......................................................................... 20c
3.2c Layout Plan ........................................................................................... 20c
4.c Work Package Dictionary ............................................................................ 24c
5.c Scope Management Plan ............................................................................ 31c
5.2c Scope Assumptions .............................................................................. 31c
5.3c Scope ]onstraints ................................................................................. 31c
5.4c Scope Risks .......................................................................................... 31c
5.5c Production of a Detailed Project Scope Statement ............................... 31c
5.6c ]reation of Work Breakdown Structure ................................................. 32c
5.7c Formal Verification and Acceptance...................................................... 32c
5.8c Scope ]ontrol and ]hange Management ............................................. 32c
5.9c Appendix: Engineering ]hange Request Form ..................................... 34c
6.c Quality Management Plan ........................................................................... 35c
6.2c Quality Assumptions ............................................................................. 35c
6.3c Quality ]onstraints ................................................................................ 35c
6.4c Quality Risks ......................................................................................... 35c
6.5c Setting Project Quality Standards ......................................................... 35c
6.6c Quality Assurance Program .................................................................. 36c
6.7c Quality Roles and Responsibilities ........................................................ 36c
7.c Human Resources Management Plan ......................................................... 38c
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7.1c Project Information ................................................................................ 38c
7.2c Human Resources Assumptions ........................................................... 38c
7.3c Human Resource ]onstraints ............................................................... 38c
7.3.1c Project Owner (Dr. Lipsett) ............................................................. 39c
7.3.2c Project Manager and Project Team ................................................ 39c
7.3.3c Laboratory Technicians .................................................................. 39c
7.3.4c Research Students ......................................................................... 39c
7.4c Human Resources Risk Issues ............................................................. 40c
7.5c Project Human Resources Need ........................................................... 40c
7.5.1c Initial Laboratory ]leanout .............................................................. 40c
7.5.2c Secondary Detailed ]leaning ......................................................... 40c
7.5.3c Infrastructure Setup ........................................................................ 41c
7.5.4c Heavy Laboratory Equipment and Furnishing Relocation ............... 41c
7.5.5c Small Equipment, Tools, Experiments, and Furnishings................. 41c
7.6c Time Table/Schedule ............................................................................ 41c
7.6.1c Initial Laboratory ]leanout .............................................................. 41c
7.6.2c Secondary Detailed ]leaning ......................................................... 41c
7.6.3c Infrastructure Setup ........................................................................ 42c
7.6.4c Heavy Laboratory Equipment and Furnishing Relocation ............... 42c
7.6.5c Small Equipment, Tools, Experiments, and Furnishings................. 42c
7.7c Recognition and Awards ....................................................................... 42c
7.8c ]ompliance with Human Resources Rules ........................................... 42c
7.9c Team Building Effort.............................................................................. 43c
7.10c Training Needs ...................................................................................... 43c
8.c Procurement Management Plan .................................................................. 44c
8.2c Procurement Assumptions .................................................................... 44c
8.3c Procurement ]onstraints....................................................................... 44c
8.4c Market Research and ]onditions .......................................................... 44c
8.5c Procurement of Products and Services ................................................. 45c
8.6c Make-or-Buy Analysis ........................................................................... 45c
8.7c ]ontract Type, Procurement Method and Project Delivery Method ...... 45c
8.8c Procurement Justification ...................................................................... 46c
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8.9c Roles and Responsibilities .................................................................... 46c
9.c Risk Management Plan................................................................................ 47c
9.1c Methodology.......................................................................................... 47c
9.2c Risk Identification .................................................................................. 48c
9.2.1c Documentation Review ................................................................... 48c
9.2.2c Tools & Techniques ........................................................................ 49c
9.2.3c Identified Risks ............................................................................... 49c
9.3c Qualitative Risk Analysis ....................................................................... 49c
9.3.1c Risk Probability & Impact Assessment ........................................... 49c
9.3.2c Probability & Impact Matrix ............................................................. 50c
9.3.3c Risk Data Quality Assessment ....................................................... 50c
9.3.4c Risk ]ategorization......................................................................... 50c
9.4c Quantitative Risk Analysis ..................................................................... 50c
9.5c Risk Monitoring, ]ontrol and Response Planning ................................. 51c
9.6c Roles and Responsibilities .................................................................... 52c
9.7c Budgeting .............................................................................................. 52c
9.8c Reporting Format and ]ontent .............................................................. 52c
9.9c Risk Ownership ..................................................................................... 52c
9.10c Risk Auditing ......................................................................................... 53c
9.11c Risk Management Plan Approval .......................................................... 53c
9.12c Appendix: Laboratory Relocation Safety ]hecklist................................ 54c
9.13c Appendix: Probability and Impact Matrix ............................................... 56c
9.14c Appendix: Risk Sources and Affected Project Areas............................. 57c
9.15c Appendix: Accident / Incident Report Form ........................................... 58c
9.16c Appendix: Risk Management Plan Approval ......................................... 60c
10.c Risk Register ............................................................................................... 61c
11.c ]ommunication Management Plan .............................................................. 63c
11.2c Objectives ............................................................................................. 63c
11.3c ]ommunication ]onstraints .................................................................. 63c
11.4c ]ommunication Assumptions ................................................................ 64c
11.5c ]ommunication Risks............................................................................ 64c
11.6c Target Audiences .................................................................................. 64c
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11.6.1c Stakeholder¶s requiring formal ]ommunication .............................. 65c
11.6.2c Team Responsibility ....................................................................... 65c
11.7c ]ommunication Tools and Format ........................................................ 65c
11.8c ]ommunication Matrix........................................................................... 66c
11.9c ]ommunication Guidelines ................................................................... 66c
11.10cSpecial ]ommunication Events............................................................. 66c
11.11cBudget ................................................................................................... 67c
11.12cEvaluation ............................................................................................. 67c
11.13cAppendix: Typical Project Meeting Minutes........................................... 68c
12.c Gantt ]hart .................................................................................................. 69c
13.c ]ost Management Plan ............................................................................... 70c
13.1c Project Information ................................................................................ 70c
13.2c ]ost Assumptions ................................................................................. 70c
13.3c ]ost ]onstraints.................................................................................... 71c
13.4c ]ost Risks ............................................................................................. 71c
13.5c Budget Sources and Approvals / ]ost Management Roles................... 71c
13.6c Project Estimation Techniques .............................................................. 71c
13.7c ]hanges to the Budget.......................................................................... 72c
13.8c ]ost Expenditure Tracking .................................................................... 72c
13.9c ]ost Reporting ...................................................................................... 72c
13.10c]ost ]loseout........................................................................................ 73c
13.11cAppendix: Expense Sheet ..................................................................... 74c
14.c Estimate for Entire Project ........................................................................... 75c
14.1c Project ]ost Estimate ............................................................................ 75c
14.2c Project ]ost Incurrence ......................................................................... 75c
16.c Project ]harter ]omparison ........................................................................ 78c
17.c Proposed Laboratory Layout ....................................................................... 79c
18.c Lessons Learned ......................................................................................... 80c
18.2c Process Methodologies ......................................................................... 80c
18.3c Project Organization.............................................................................. 80c
18.4c Risk Management ................................................................................. 80c
18.5c Scope and Time Management .............................................................. 80c
18.6c ]ommunication ..................................................................................... 81c
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19.c Slurry-Pipeline Move Qualitative Analysis ................................................... 82c
19.2c Problem Definition ................................................................................. 82c
19.3c ]onstraints ............................................................................................ 82c
19.4c Spatial Requirements ............................................................................ 82c
19.5c Trade-off Analysis ................................................................................. 83c
19.6c ]onclusions........................................................................................... 83c
Team #1 ± Personnel Listing.............................................................................. 84c
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List of Drawings
Drawing 1 ± Laboratory Layout Plan .................................................................. 79c
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List of Figures
Figure 1 ± Work Breakdown Structure ............................................................... 19c
Figure 2 ± E]R Process..................................................................................... 33c
Figure 3 ± Risk Management Process ............................................................... 47c
Figure 4 ± ]umulative Distribution Function for Move ]ompletion..................... 51c
Figure 5 ± Probability and Impact Matrix ............................................................ 56c
Figure 6 ± Typical Meeting Minutes................................................................... 68c
Figure 7 ± Earned Value, Planned Value and Actual ]ost S-curve.................... 73c
Figure 8 ± Simple Flow ]hart ............................................................................. 77c
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List of Tables
Table 1 ± Quality Roles and Responsibilities ..................................................... 36c
Table 2 ± Procurement of Products and Services .............................................. 45c
Table 3 ± Procurement Roles and Responsibilities ............................................ 46c
Table 4 ± Project ]ost Assumptions .................................................................. 52c
Table 5 ± Risk Sources ...................................................................................... 57c
Table 6 ± Affected Project Areas ........................................................................ 57c
Table 7 ± Risk Register ...................................................................................... 62c
Table 8 ± Target Audiences ............................................................................... 64c
Table 9 ± ]ommunication Matrix........................................................................ 66c
Table 10 ± Project ]ost Estimate ....................................................................... 75c
Table 11 ± Slurry-Pipeline Tradeoff Analysis ..................................................... 83c
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1. Detailed Project Scope Statement
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Project Name3 Laboratory Development Project

Location: Mechanical Engineering Building, University of Alberta,
Edmonton, ]anada
Project Manager: Shannon MacDonald
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The objective of the Laboratory Development Project is to establish the

plans for setting up a new laboratory in room number ME] E 1-38 in
Mechanical Engineering building by migrating the equipment and
infrastructure from room numbers ME] E 2-22. This involves thoroughly
inspecting laboratories affected by the migration process for available
furniture and equipment, and developing a laboratory layout for the new
lab in ME] E 1-38 needs to be prepared. Discussion with students,
researchers, faculty members and administrative staff who are going to
be affected has to be undertaken and feedback should be incorporated in
the project plan. Any replaced furniture or equipment must be
serviceable (good working order) however quality level can include
second hand purchases.
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The finished product will be a research facility or laboratory used by up to
a total of 12 students/researchers. This lab will include two separate lab
sections: a ³clean area´ environment for analytical work and a ³dirty area´
section for hands on work.
The ³clean area´ environment will include space for 4 computer work
stations as well as other desks, tables and chairs for paperwork and
studying. The ³clean area´ environment will also require some shelving
units.
The ³dirty area´ section will include the usage of heavy machinery
including: a mill, a foam cutter, a refrigerator with oil sand samples, a
hydraulic shaker table (already in lab), solder station as well as additional
storage space for other oil sands materials.
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The project management team at ]hrome Engineering will provide the

planning, scheduling, schedule coordination and procurement for the new
ME] E 1-38 lab. We are to obtain feedback from the various
stakeholders to ensure their opinions and knowledge have been utilized
to benefit of the project. This will also assist in the overall coordination of
the project. These stakeholders include Dr. Lipsett, the coordinator for
the lab technicians Roger Marchand, as well as the researchers for the
current labs. Effectively planning for the development of the lab will
facilitate coordinated and optimized movement of lab resources. The
entire process will be executed in a manner that minimizes the
disturbance to the ongoing work/studies in the building.
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The project management team at ]hrome Engineering will be

responsible for facilities planning, furniture procurement, and resource
allocation for students and researchers at the new laboratory. The
migration of the current lab facilities and resources in the ME] E 2-22
labs will be conducted after the winter term of 2011 ends. The new lab
space is expected to require 4-8 desks as well as additional chairs and
tables as well as the setup of personal space for students ± personal
storage areas (draws or lockers).
It is understood that not all researchers and equipment from ME] E 2-22
are being moved. Only the resources associated with the 7 researchers
working for Dr. Lipsett are being relocated. We also accept that other labs
will be coordinating moves at the same time. We will schedule to work
with these other labs so that the usage of hallways and entrances does
not clash; however we are not responsible for their moves. Our project
management team is responsible for coordinating moves by producing a
schedule. We are also aware that the scheduled move does not have to
happen all at once. The move should be scheduled to minimize impact on
ongoing projects. As part of our procurement we must ensure proper
boxes/equipment are in place to move equipment safely. Our project
management team is not responsible for construction/structural changes.
Our project management team is not responsible for U of A responsible
features (i.e. fire extinguishers). We must ensure that the lab in question
has functional campus Wi-Fi as well as a functional phone must be setup.
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Our project management team will deliver three deliverables. The first
deliverable is the Phase I report outlining the project definition. The
second deliverable is an intermediate report outlining the work in
progress as well as delivering the currently completed work for review by
Dr. Lipsett. The final deliverable is the Final Report containing our
complete migration plan.
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Product acceptance will be based on an assessment by the new lab

users. The use of a post-move survey will provide the project team with
insights as to how well the project went from the perspective of
stakeholders. Project acceptance will be based on evaluation of the
completed migration plan by Dr. Lipsett as well as an independent third
party Dr. Sami Fahmy.
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The work of moving the lab will be conducted mainly with the aid of lab
technicians, researchers and students. The scheduling of this project is
constrained with reference to their work schedules and by the fact that we
must minimize the impact / disturbance to current research work. Our
project is also constrained by a budget limitation and a project completion
deadline.
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It is assumed that the Wi-Fi is already available at the new location

provided by the Wi-Fi router in the lab. We also believe that the power
supply in the new lab location is functional and that we are not required to
implement any construction/structural changes.
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The two main coordinators that have already conducted feasibility

analysis on this project would include Dr. Lipsett and Roger Marchand
who will coordinate the lab technicians.
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We do not currently have schedules for the other labs moving in the
same time frame as these labs. This uncertainty has associated risks
with the move. Other risks include any unexpected expense or schedule
delay.
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þ Project Definition (Mar. 7)
1. Project Environment
2. Preliminary Project Scope Statement
3. Project ]harter
4. Team ]harter
5. Stakeholder Register
þ Intermediate report outlining the work in progress (Mar. 23)
Format will be the same as the final report.
þ Final Report containing the migration plan. (April. 11)
]omprehensive Project Plan ± Summary of Subsidiary Plan

Subsidiary Plans
1. Detailed Scope Statement
2. Work Breakdown Structure
3. Detailed Statement of Work
4. Work Package Dictionary
5. Scope Management Plan
6. Quality Management Plan
7. Human Resources Plan
8. Procurement Management Plan
9. Risk Management Plan
10. Risk Register (Type I or Type II)
11. ]ommunication Management Plan
12. Gantt ]hart
13. ]ost Management Plan
14. Estimate for entire Project
15. Simple Flow Diagram
16. Project ]harter ]omparison
17. Laboratory Layout Plan
18. Lessons Learned
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This project has been assigned a budget of $10,000 and the team has
been informed that it is flexible. The team has been instructed to stay
close to this number so we will assume it is an upper limit. The impact of
this assigned budget will be the requirement to complete a cost estimate
for the entire Project.
c '#c*# c
The moving of equipment and materials will be conducted by students

and lab technician¶s meaning additional paid movers will not be required,
The cost of the move itself is anticipated to be minimal. Therefore most of
the expense expected will be in procurement and cleaning. This would be
the cost of student working stations in the clean environment. We will be
detailing a cost estimate of the move.
c +
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The scope is well defined, and any changes in the scope are expected to
be minimal. Researcher surveys may include a few new or unexpected
procurement provisions; however these are not expected to be large in
size or cost.
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Dr. Lipsett has the final say in the approval of this project. All scope
changes, cost changes, quality changes, schedule changes require his
approval.
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This projects success is dependent on the careful considerate and
conscientious delivery of our three project deliverables. These
deliverables must be detailed, complete and functional. These
deliverables will be assessed by Dr. Lipsett and the first and final
deliverable will be assessed by an independent third party Dr. Sami
Fahmy
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2. Work Breakdown Structure
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Figure 1 ± Work Breakdown Structure ac

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3. Detailed Statement of Work
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Lab ME] E 1-38 will be cleaned to remove any equipment, material etc which is
not desired. The cleaning will be divided into two phases, namely ± initial
laboratory cleanout and secondary detailed cleaning. Following is a description
of the deliverables produced:
List of items to be kept in ME] E 1-38: A list indicating all the items in ME] E
1-38 which will be left there.
List of items to be disposed / relocated: A list indicating all the items in ME]
E 1-38 which need to be relocated to any other location or disposed off.
Lab ME] E 1-38 after initial laboratory cleanout: In the initial laboratory
cleanout phase, ME] E 1-38 will be cleared of all non-essential equipments,
furnishings, laboratory experiments, and infrastructure. This will require two
technicians with little skill due the nature of the items being moved. The
technicians will be provided by the University of Alberta.
Lab ME] E 1-38 after secondary detailed cleaning: In the secondary detailed
cleaning phase mopping, dusting and wiping down tables along with various
other small activities will be performed. The work will require two individuals
with basic cleaning skills. The work is to be subcontracted to a cleaning
agency approved by the University of Alberta.
c
c .ccccccccccccccc
A layout plan clearly showing proposed configuration of ME] E 1-38 will be

prepared using appropriate software tools such as Auto]AD, SolidWorks etc.
Following is a description of the deliverables produced:
Layout plan: A layout plan prepared using software tools such as Auto]AD,
SolidWorks etc. The plan will be drawn to scale and will take all the structural
constraints into consideration.c
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A dirty area will be created in the ME] E 1-38 for experimentation and materials
storage purpose. Following is a description of the deliverables produced:
Oil sands experimentation setup: Oil sand experimentation equipment will be

shifted to ME] E 1-38 and commissioned in the dirty area at the location
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specified in the layout plan. The commissioned experimentation setup will be
tested to ensure proper functionality. A storage area will be created to
temporarily store oil sands experimentation related materials.
Solder station: Solder station will be shifted to ME] E 1-38 and

commissioned in the dirty area at the location specified in the layout plan.
The installed equipment must be tested to ensure proper functionality.
Milling machine: Milling machine will be shifted to ME] E 1-38 and

commissioned in the dirty area at the location specified in the layout plan.
The installed equipment will be tested to ensure proper functionality.
XYZ Platform: XYZ platform will be shifted to ME] E 1-38 and commissioned
in the dirty area at the location specified in the layout plan. The machine has
large dimensions; therefore appropriate care will be taken during its
migration. The installed equipment will be tested to ensure proper
functionality.
c 'c-c
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ccccccccccccA clean area will be created in the ME] E 1-38 for student¶s study, paperwork,
communal work and instruction delivery. Following is a description of the
deliverables produced:
Student study area: A student study area will be created in ME] E 1-38 for
paperwork and studying of students at a location specified by the layout plan.
It will be equipped with workspace for four students with desks, chairs and
network enabled computers. The workspace will also have personal storage
space for students.
Furniture: Required furniture will be moved to the clean area of ME] E 1-38
and placed at locations specified by the layout plan. Requirements of the
furniture will be thoroughly assessed. It will also be checked that whether
university can supply can any furniture. Procurement decisions will be taken
after getting response from the University about furniture.
White board: A whiteboard will be placed in the clean area of ME] E 1-38 at
a location specified by the layout plan. The whiteboard will be placed in a
manner which gives sufficient space to students for comfortably following
instructor. It will be placed such that it does not create any obstruction in the
movement of personnel in the laboratory.
]ommunal work table: A communal work table in the clean area of ME] E 1-
38 will be placed at a location specified by the layout plan. It will be used for
group based work and will be placed such that sufficient space is available to
allow people stand around it and / or placement of chairs.
ac
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cccccccccccAlthough lab ME] E 1-38 has most of the required infrastructure put in place, a
study of the infrastructure required will be made to assess shortcomings and
procurement requirements. Following is a description of the deliverables
produced:
Electrical items: Electrical infrastructure will be setup in the lab ME] E 1-38.
Necessary electrical items such as switchboards, power outlets, extension
cords etc will be identified by studying layout plan and electrical requirements
of equipments, computers etc. Technicians with electrical certification will
complete activities in this work package.
Network / ]ommunication infrastructure: Network / ]ommunication

infrastructure will be setup in the lab ME] E 1-38. Necessary network /
communication related items will be identified and procured. IT support
personnel will assess the requirements and guide the procurements. They
will install and configure any necessary software / hardware.
Other miscellaneous infrastructure: Other necessary infrastructure required

for the lab ME] E 1-38 (for example water supply, gas supply, any other
equipment related special needs etc.) will be identified and procured. This
infrastructure then needs to be setup in the lab ME] E 1-38. Technicians
having expertise in these infrastructures will assess the requirements and
guide the procurements. They will install and configure the infrastructure.
c 7#c#c

cc
cccccccccccEquipments, personnel and various materials will be required for completing the
migration process. Following is a description of the deliverables produced:
Packaging materials: Packaging materials required for covering the

equipments and materials which need to be migrated to ME] E 1-38 will be
procured. Different types of packaging materials will be needed for different
equipments. A comprehensive list of required packaging materials will be
prepared after assessing the form and structure of equipments and materials
to be shifted. The required packaging materials will then be procured.
Equipments for facilitating movement: Equipments and materials required for

shifting the items in the lab ME] E 2-22 to ME] E 1-38 will be identified and
procured. ]onsultation with other departments and workshops of the
mechanical engineering department will be done to check which equipments
can be procured internally to accomplish the migration. If any equipment is
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not available in the university, it will be procured from outside sources after
conducting buy or rent analysis.
Personnel list: Personnel needed for shifting the items in the lab ME] E 2-22
to ME] E 1-38 will be identified. Their availability and schedule will be
carefully analyzed and the migration will be planned accordingly.
c
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4. Work Package Dictionary
c
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]lean and move-in ready lab ME] E 1-38 1.1.1 May 4, 2011
"##/c45cc21c 2

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]hrome Engineering This should be the None
first activity in
project execution.
"#
#c-##c c
Lab technicians, Bee-clean cleaners 3 Days
c
c ME] E 1-38 should be cleaned to remove all non-essential
#
c equipment, furnishings, laboratory experiments setup, and
infrastructure. The cleaning must include mopping, dusting,
and wiping down tables along with various other small
cleaning activities.
c
c þ ]lean and move-in ready lab ME] E 1-38.
1/#c

c'c þ Approval of Dr. Lipsett.
-## #c þ Lab technicians and cleaners will not be absent during
the activity duration.
c c
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Layout plan 1.1.2 April 1, 2011
"##/c45cc21c 2

#c

]hrome Engineering None None
"#
#c-##c c
]hrome Engineering 7 Days
c
c A layout plan clearly showing proposed configuration of ME]
#
c E 1-38 should be prepared using appropriate software tools
such as Auto]AD, SolidWorks etc. The plan must be drawn to
scale and should take all the structural constraints into
consideration.
c
c þ Layout plan clearly showing configuration of ME] E 1-
1/#c 38.

-## #c þ Team has required skills to use software tools for
layout design.
þ Team has access to the necessary software.
c
c c
c
c
ccc
c c /c cc
Oil sands 1.1.3.1.1 May 11, 2011
"##/c45cc21c 2

#c

]hrome Engineering None ]lean and move-in
ready lab ME] E 1-
38, Layout plan
"#
#c-##c c
1 Day
Lab technicians (One crane certified
technician), Laborers
c
c Oil sand experimentation equipment should be shifted to ME]
#
c E 1-38 and commissioned in the dirty area at the location
specified in the layout plan. The installed equipment must be
tested to ensure proper functionality. Any malfunction should
be immediately reported to Dr. Lipsett to take appropriate
actions.
c
c þ ]ommissioned oil sand experimentation machinery in
1/#c the dirty area of ME] E 1-38.

c'c þ Successful commissioning and operation of oil sand
experimentation equipment.
þ Approval of Dr. Lipsett.
-## #c þ Power supply will be available uninterrupted during

testing of installed equipment.
c
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c
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`c
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ccc
c c /c cc
Solder station 1.1.3.1.2 May 11, 2011
"##/c45cc21c 2

#c

ready lab ME] E 1-
38, Layout plan
"#
#c-##c c
Lab technicians (One crane certified 1 Day

c
c Solder station has to be shifted to ME] E 1-38 and
#
c commissioned in the dirty area at the location specified in the
layout plan. The installed equipment must be tested to ensure
proper functionality. Any malfunction should be immediately
reported to Dr. Lipsett to take appropriate actions.
c
c þ ]ommissioned solder station in the dirty area of ME] E
1/#c 1-38.

c'c þ Successful commissioning and operation of solder
station.

c
c
c
c
c
c
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c
c
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?c
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ccc
c c /c cc
Milling machine 1.1.3.1.3 May 11, 2011
"##/c45cc21c 2

#c

ready lab ME] E 1-
38, Layout plan
"#
#c-##c c

c
c Milling machine has to be shifted to ME] E 1-38 and
#
layout plan. The installed equipment must be tested to ensure
proper functionality. Any malfunction should be immediately
reported to Dr. Lipsett to take appropriate actions.
c
c þ ]ommissioned milling machine in the dirty area of ME]
1/#c E 1-38.
þ Electrical conduits to facilitate operation of the mill.
-

c'c þ Successful commissioning and operation of milling
machine.

c
c
c
c
c
c
c
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Vc
c
ccc
c c /c cc
XYZ Platform 1.1.3.1.4 May 11, 2011
"##/c45cc21c 2

#c

ready lab ME] E 1-
38, Layout plan
"#
#c-##c c

c
c XYZ platform has to be shifted to ME] E 1-38 and
#
layout plan. The machine has large dimensions; therefore
appropriate care must be taken during its migration. The
installed equipment must be tested to ensure proper
functionality. Any malfunction should be immediately reported
to Dr. Lipsett to take appropriate actions.
c
c þ ]ommissioned XYZ platform in the dirty area of ME] E
1/#c 1-38.

c'c þ Successful commissioning and operation of XYZ
platform.
-## #c þ Doors of laboratories have sufficient height so that the

movement of XYZ platform is not obstructed.
c
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c
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c
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ccc
c c /c cc
Other small equipments 1.1.3.1.5 May 13, 2011
"##/c45cc21c 2

#c

ready lab ME] E 1-
38, Layout plan,
Activities in WBS
number 1.1.3.1.1 to
1.1.3.1.4.
"#
#c-##c c
Lab technicians 1 Day
c
c Other small equipments, which are not covered by the
#
c activities in the above mentioned work packages, such as
remote controlled car, ancillary materials with equipments,
cables etc. has to be shifted to ME] E 1-38.
c
c þ Other small equipments shifted to the dirty area of ME]
1/#c E 1-38.

-## #c þ None
c
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5. Scope Management Plan
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Edmonton, ]anada
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It is assumed that all changes to the project scope will required notification to
the following stakeholders: The project owner Dr. Lipset, Shannon MacDonald
Project Manager for ]hrome Engineering, Researchers using the lab 1-38,
Mechanical Engineering Technician responsible for commissioning the lab (via
Roger Marchand).
c
c'##c
It is assumed that creation, changes, updates to project scope will require

approval of the project owner Dr. Lipset and the Project Manager for ]hrome
Engineering Shannon MacDonald.
c
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We have found that some of the supporting stakeholder information such as

researcher surveys are slow to respond. This may cause scope dependency
risks.
c
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Upon receipt of client feedback, stakeholder feedback (researcher surveys) we

will update any new or improved details of the project and product scope into the
preliminary version as well as new details found from the development of the
Work Breakdown Structure into the production of the detailed Project Scope
Statement.
]reation of the Detailed Scope Statement Documentation and updates will be

primarily handled by team member Sean Hodgson. All additions, changes,
corrections, and updates are to be submitted in writing via an approved E]R
(see Appendix 5.9 for E]R form). This process will be described further in
section 5.8, but will require the involvement of the requesting stakeholder, the
ac
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]hrome Engineering Project Manager Shannon MacDonald, and the Project
]lient Dr. Lipsett.
c 'cccc

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The creation of the work breakdown structure for this project will follow the
following steps. The project team for ]hrome Engineering will evaluate the
detailed project scope statement, its deliverables and overall project work and
break it down into smaller more manageable pieces. These pieces will be
illustrated and further broken down using a graphical representation via a
network diagram. The components of the network diagram will be further
expanded upon in the creation of a WBS dictionary.
]reation of the WBS documentation and updates will be primarily handled by
team member Anand Rohit. All additions, changes, corrections and updates are
to be submitted in writing via an approved E]R (see Appendix 5.9 for E]R
form). Any team member or the client can submit to Anand Rohit a completed
E]R, however it must have signed approval from both the Project Manager and
the ]lient Dr. Lipsett.
c , c8
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The final product produced for Dr. Lipsett by ]hrome Engineering will be the
planning documents for the Laboratory Development Project. Our completion
and success in this project is dependent on the quality of these documents.
The minimum required level of detail of these documents must outline is listed in
the Detailed Project Scope Statement.
Assessment from the client on the quality of the project deliverables will be
based on the completeness of the project management and planning details in
the final project deliverable. This assessment will be completed with a written
review provided by an independent third party (Prof. Sami Fahmy) who will
evaluate the quality of the project management documentation provided by
]hrome Engineering and will assign a grade for this documentation.
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The Detailed Project Scope Statement will continue to develop with the progress
of the project. To implement a scope change new requirements/needs to be
updated and approved. All additional unexpected details must be recorded and
as such the Project Scope Statement should be updated in a formal manner. It
should be understood that additional requirements added on by the client can
and most likely will impact the overall schedule and cost of the project which is
c
c
why all changes to Project Scope require formal approval of both the project
manager and the client.
Figure 2 ± E]R Process
Any major change to the scope of a project requires the submission of an E]R
by a Stakeholder. This E]R is evaluated by both the project manager and the
]lient Dr. Lipsett in terms of feasibility. To approve the scope change the client
must come to some understanding of the impact of the scope change to both
time and cost and approve these impacts. If the E]R is approved, the scope
documents are updated and the Project Manager notifies the appropriate
stakeholders. If the E]R is not approved the scope documents are not
approved and the Project Manager notifies the appropriate stakeholders.
c c
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5.9 Appendix: Engineering ]hange Request Form
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6. Quality Management Plan
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Project Name: Laboratory development project
Location: Mechanical Engineering Department, University of Alberta Edmonton
c c-## #c

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Quality of furniture would be assessed only on their strength, not outward
appearance. As per owner¶s expectations, the furniture¶s purpose will only be for
their functionality.
Research students will comply with the safety norm and quality transportation.
c
c
c c'##c
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Research students will not be experienced in transportation services, so it will be
a constraint on both the quality and time required for the services.
Materials especially electrical appliance or wiring should be certified.
c
c
c c"##c
c
As most of the material will be coming from the University facility, there will be
limited choice and quality of material can an issue. Risk of using second hand
material can be a problem in future.
Services provided by research students might lack in terms of quality and

punctuality.
c
c
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Quality of all the material to be procured will be set by Dr. Lipsett as he will be
inspecting the material and give approval for purchase.
Quality of services, movement of machines, material and cleaning will be set

here. For the movement of heavy machinery, desired quality is the safety of
these heavy machineries. Transporting them will require great amount of effort
and control for successful transfer without any damage.
c
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For the movement of small equipments by research students, it is desired that
they should comply with the safety norms. Safety of research students and
anyone passing by the corridors is the quality standard for this process.
For the cleaning services by Bee clean, cleaning the lab without disturbing the
electrical systems and existing machinery will be the quality standard.
c
c
c c-##
c c
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For assuring the quality of movement, the path for the movement of machines
(path of crane) will be closed for all passerby peoples and at each entry,
signboards will be displayed to inform about the movement and alternate path to
pass.
Roger will personally monitor the move of heavy machinery to ensure the safety
of personnel and machines.
Research students will be provided with presentation on safe methods for

transferring material.
Dr. Lipsett will have a first aid kit ready in case of any minor accidents.
c
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Table 1 ± Quality Roles and Responsibilities
Personnel Roles Responsibilities
Dr. Lipsett will be
Safety Incharge responsible for providing
first aid if required.
Dr. Lipsett Dr. Lipsett will approve the
quality standards of
Quality in charge
material and monitor the
quality of movement.
Roger will approve and
procure all new material
Quality Officer
for lab infrastructure
Roger required.
Marchand
Roger will aid Dr. Lipsett in
Safety Officer
case of accident.
c
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6.8 Appendix: Safe Lifting Procedures
U Before lifting a load, think of other means of moving it using a device that can
help you to pull, push or roll the load.
U Have firm footing and make sure the standing surface that you are on is not
slippery.
U Determine the best way to hold the load using handles, gripping areas or special
lifting tools. Get a firm grip on the load.
U Keep your back straight by tucking your chin in.
U Tighten your stomach muscles and lift with your legs.
U Lift the load slowly.
U Hold the load as close to the body as possible; be sure you position the load
close to the body before lifting.
U Do not twist during your lift or when moving the load. Turn with your feet rather
than your back.
U Set the load down gently, using your legs and keeping your back as straight as
possible.
U Be sure your fingers are out of the way when putting the load down and when
moving the load through tight spaces.
U Ask for help if you need it and use lifting tools and devices whenever they are
available.
?c
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7. Human Resources Management Plan
c
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Project Name: Laboratory Development Plan
Location: Mechanical Engineering Building at the University of Alberta
c
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#c-## #c
Assumptions made during the development of the Human Resource Plan

Include:
I. The schedules of the laboratory technicians will remain available as was

communicated to the project team by the technicians themselves.
II. The laboratory technician certified, experienced, and responsible for

operating the crane will be available as promised.
III. The laboratory technicians who have been contacted by the project team
will remain employees of the University of Alberta during the entire span of
the project.
IV. The researchers involved and working under Dr. Lipsett will not take any
extended leaves of absence or permanently relocate during the relocation
phase of the project.
V. Researchers have accurately catalogued their needs, equipment, and

availability.
c ! c"#
c'##c
The human resources that will be utilized during the course of the project will
include Dr. Lipsett, the project manager (Shannon MacDonald), the project
team, laboratory technicians, a cleaning service, and research students under
Dr. Lipsett. Each individual group of human resources has various constraints
which need to be considered.
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The project owner, Dr. Lipsett, has a flexible schedule. The constraint lies
in quantity of time he is able to spend with the project team on a weekly
basis which is limited to a few hours. This requires the team to be
prepared with concise questions resulting in high efficiency low duration
meeting.
c
c
c +
ccc+
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The project manager as well as the project team have considerable

commitments to academic pursuits; work related responsibilities, as well
as other personal commitments. A detailed weekly schedule outlining
unavoidable academic work, industry work, and personal commitments
can be found in Appendix (TB completed). The project manager as well as
the project team will be unavailable after April 13, 2011. The project
manager and the project team are limited by the amount of face to face
meeting times available.
c ./c7

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The laboratory technicians are available to the project team within regular
work hours and are not permitted to work overtime at the University of
Alberta. The laboratory technicians are also unavailable during weekends
and on statutory holidays. Lunch breaks as well as regularly scheduled
coffee breaks will also be taken at designated times for predetermined
durations. These policies are set by and comply with the ]anadian labour
code as well as University of Alberta employee policies. Laboratory
personnel handle a wide range of projects at the University of Alberta and
so advanced notice of requirements is necessary. The demanding
schedules of the laboratory technicians limit their work contribution. The
laboratory technician¶s work is primarily based on a batch work structure
and so the project team will need to schedule and utilize the technicians
accordingly.
c "#
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Research students directly affected will require advanced notice of all

migration related activities. Researchers will require windows of allocated
time in which they are able to relocate their materials and tools. The
laboratory space allocated to a researcher is to be work ready upon that
student¶s relocation window. This is required to ensure minimal disruption
c
c
to the researchers schedule and provides appropriate accommodations for
the researcher to work.
c ! c"#
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It has been found necessary to address issues such as human resource

shortages, employee transfers, and employee promotions. The project team,
working with the University of Alberta, has been assured that staff will be made
available regardless of the aforementioned. These reassurances have
minimized the associated human resource risk. The labour intensive phase of
the migration process has been scheduled to occur after the end of the
semester. This is advantageous as the amount of constrains and demands on
the laboratory technicians is lowered during this period time. The risk has also
been minimized through the allocation of funds to a reserve dedicated for short
term labour subcontracting in the event University assets are unavailable. The
project team members as well as the project manager have all signed an
agreement stating that the project will be completed before any member is
released of his or her responsibilities.
c +
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#ccc
The human resources required have been divided into the categories. Each
category summarizes the number of individuals required, the skills of the
individuals, and how to acquire the right people.
c 2c./c'c c
During this phase of the project the primary laboratory which the
researchers are being relocated to will be cleared of all non-essential
equipment, furnishings, laboratory experiments, and infrastructure. This
will require two technicians with little skill due the nature of the items being
moved. The technicians will be provided by the University of Alberta.
c
cc'cc
Secondary cleaning will involve mopping, dusting, and wiping down tables
along with various other small activities. The work will require two
individuals with basic cleaning skills. The work is to be subcontracted to a
cleaning agency approved by the University of Alberta.
2c
c
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c cc
The laboratory has most on of the required infrastructure in place. The

additional infrastructure will be installed by the laboratory technicians.
Electrical certification is required as well as experience with wall mounting
shelving and various other fixtures to brick. The technicians will be
provided by the University of Alberta.
c !1c./c*6 cc,#)c"

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A few pieces of heavy equipment are being relocated. The heaviest piece
of equipment will require five laboratory technicians with at least one
technician who is certified to operate the mechanical engineering crane.
The remainder of the large equipment can be transported with pallet jacks.
University of Alberta will supply the crane as well as the operator.
c c*6 ;c7#;c*< #;cc,#)#cc
The researchers themselves will be responsible for relocating small

furnishings and their own experiments and possessions. This will involve
all eight current researchers and will require basic skills, dolly usage, and
the ability to lift 45 kilograms.
c 7 c7/=
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The activity schedule is as follows and includes the duration of the activities
along with human resource release times.
c c2c./c'c
Once all of the marked and or indicated items have been removed from
the laboratory and relocated to their designated locations both human
resources can released. The duration of the task will require 8 hours from
both technicians.
c
cc'cc
The sub-contractors (Bee-]lean) will be required to supply two individuals

to perform detailed cleaning amounting to 4 hours of work for each cleaner
in the new laboratory. An additional 2 hours from each cleaner will be
2ac
c
required in the old laboratory leaving the space move in ready. After both
laboratories have been cleaned, both human resources will be released.
c 2#
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Infrastructure setup will require two laboratory technicians, one with

electrical certification. The duration of work will require 8 hours, or a full
working day to complete. The assets can then be released.
c !1c./c*6 cc,#)c"

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The large and heavy equipment relocation will require a total of five
technicians and labourers. One crane certified technician to operate the
crane and the rest of the individuals to support the safe relocation of
equipment. The laboratory technicians will also be relocating all of the
large furniture such as desks. All five assets will be required for one full
working day and can be released thereafter.
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A total of eight researchers are being relocated. Each researcher will be

relocating their own pieces of small equipment, tools, experiments, and
furnishings. The relocation will be done in groups of two researchers.
Each individual will assist the other with oversized objects. The duration of
time to move both researchers¶ items will consume 8 hours. After
completion both researchers will be released.
c "
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Work shall be recognized at the laboratory commissioning. The event will

provide each member who voluntarily attends pizza and refreshments and will
also highlight the accomplishments of those involved. Recognition will be given
to work which has been completed within the allotted time and a safe manner.
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All human resource rules have been assessed and will be adhered to. Working
conditions, risks, work durations, and breaks all conform to the rules and
regulations set by Occupational Health and Safety as well as University of
Alberta. A detailed list of expectations will be provided to each human resource
and will be monitored throughout the project. These expectations includes
2c
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prioritizing the safety of both human resources and the public. Work being
completed is to be done so in a manner that satisfies the project manager and to
the best ability of the human resource. Any incidents, deficiencies and other
events will be promptly brought to the attention of the project manager. Unsafe
work practices will not be tolerated and work that is unsafe work is not to be
undertaken.
%c 7 cc*c
To promote a sense of ownership for the project, tasks have been delegated to
those individuals who volunteer for them. This allows individuals to work within
their fields of interest as much as possible making the work more enjoyable.
Work has also been distributed in a manner which allows pairs of team
members to work together towards common milestones. This promotes an
atmosphere of teamwork and cooperation.
&c 7c#c
Basic lifting techniques will be briefly reviewed with the researchers to ensure all
lifting in done in a safe manner. This training will not add any significant cost to
the project. The remainder of the human assets have been certified and trained.
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8. Procurement Management Plan
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]ontracting Officer: Roger Marchand
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Most of the furniture and other material required for the laboratory will be
available in university facilities, other labs or store. The exact extent of
availability of material is not available but there is high probability of finding the
right furniture within the university campus.
All procurement if any will be done through University authorities. Our team will
not directly deal with the supplier. The University will have their own supplier
with earlier contracts, thus benefiting in terms of price.
The market will be stable during the procurement cycle. It is assumed that
furniture market is one of the stable businesses and there should not be much
fluctuation in the price of required material.
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Procurement will be done by university authorities, so there will not be much
control over this activity from project manager. This lack of authority might delay
the procurement process in total.
Quality of material to be purchased by university authority might also be a

constraint as they can differ in quality standard expected by project team.
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All the need for furniture demand will be met through university facilities. There
is plenty of furniture available. And above all the owner require the material to
be functionally superior to aesthetics, thus with enhanced options due to this
fact will help in material procurement.
Requirement of furniture can be easily met from the current market conditions.
22c
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Delivery of material from university facility to our location will be fast owing to
close vicinity but the paper work requirements can be an issue.
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Table 2 ± Procurement of Products and Services
Product/Service Source Lead Time
Furniture University facilities 1 week
Electrical utilities University facilities 1 week
]leaning Bee ]lean Services 1 week
Electrician Services University facilities 1 week
]rane for transport University facilities 3 days
]rane operator University facilities 3 days
Research students;
Transport of small equipments 3 days
University of Alberta
Safety officer/ Quality In charge Dr. Lipsett 3 days
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As per the deliverables of the project, required material, furniture and electrical
accessories will be purchased either from University facility or local market.
Reason for purchase is the small requirement and manufacturing these items
will be a costly affair.
Other than above mentioned deliverables, quality services are required to fulfill
the expectations of stakeholders. These services will be delivered by research
students with Dr. Lipsett and Roger Marchand and his team. There will be no
requirement for extra manpower.
For cleaning the premises Bee clean services will be used as the only quality
option available.
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Lump sum project (fixed fee contract) will be best to meet the demand of the
customer as scale of the project is small and our team will be involved in
planning phase of the contract only. Rest of the project, execution, monitoring,
control and completion would be done by owner. Specifically all other phases of
project will be done with the movement of all machinery and equipments.
2c
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Procurement will be done by Dr. Lipsett himself and Roger through
communication with University facilities. Thus procurement will be a simple
process.
Dr. Lipsett and Roger will go and inspect the required material with the
University facilities. The material selected would be delivered to new facility by
University personnel as required.
Project delivery is completion of movement of machinery and material into new

facility safely within the stipulated amount of time.c
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Only services from Bee ]lean for cleaning up the premises before moving in
would be used from resources other than University. This is a common practice
so it is justified.
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Table 3 ± Procurement Roles and Responsibilities
Personnel Roles Responsibility
Dr. Lipsett will approve and
Procurement
procure all new Research
Officer
equipments required.
Dr. Lipsett will approve and
Dr. Lipsett
Finance Officer finance all the payment for
procurement.
Dr. Lipsett will approve the quality
Quality In charge
standards of material.
Roger will approve and procure all
Roger Procurement
new material for lab infrastructure
Marchand Officer
required.
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9. Risk Management Plan
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For the initial risk assessment, the project manager and the team have
brainstormed and collaborated in identifying all possible risks within the current
known elements of the project. These identified risks will be reviewed in the
presence of Dr. Lipsett and Roger Marchand as early as their schedules allow
the review.
To ensure that the risk environment is being assessed sufficiently, Dr. Lipsett
will act as the risk management expert. Other risk-related inquiries will also be
made to the laboratory equipment experts (Roger Marchand and his team).
The following risk management process (described in Figure 3cc "c

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) will be implemented throughout the duration of the project. If any changes are
made to the project plan during the execution phase of the project, a risk
assessment will be carried out to determine if any new risks are present.
c
Figure 3 ± Risk Management Process
2?c
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h
Risk reviews will take place during weekly meetings to
discuss the current state of risks within the project.
Throughout the project lifetime, new processes and

actions may be implemented that pose new risks which had not been identified
in earlier planning stages. During the planned reviews, these risks will be
identified. (See Section 9.1.1 for further details)
A risk assessment/analysis will be carried out for any
new identified risks. (See Sections 9.1.2 to 9.1.4 for analyses)
Risks are deemed acceptable only once they have
been rated using a risk matrix (see Sections 9.1.2.1 and 9.1.2.2). Low level risks
are ³acceptable,´ without any further management involvement. Medium level
risks are ³acceptable with certain conditions.´ These risks must be closely
monitored, and the project manager must be present to ensure the risk is kept
under control. High level risks are ³unacceptable´ and any actions producing
such risks will be halted immediately.
Once a risk is determined to be acceptable, it must

be managed in the way that is most appropriate for that risk. Methods for
managing each risk will be discussed by the project manager, the team, and the
Dr. Lipsett. (See Section 9.1.4 for further details)
Further controls, management systems, protective

features, etc. may be added to reduce risks to an acceptable level. (See Section
9.1.4 for further details)
: If the risk can be reduced, the necessary changes must be
implemented to decrease it (see Section 9.1.4). It is important to note that if a
change is made to reduce the risk present in a process or action, a full risk
analysis must be redone on the newly implemented process or action. This will
reveal possible new risks that may have been added to the project. (See
Sections 9.1.1 to 9.1.4)
h : If a risk has been identified as unacceptable, any

processes or actions that pose that risk will be stopped. This is important to
protect all people involved in the project, people of the community, personal and
university assets, as well as the sustainability of ]hrome Engineering as an
enterprise with favourable public opinion.
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Risks have been identified by the project manager and the team by first
reviewing the following project documentation:
1) Activity cost estimates

2) Activity duration estimates
3) Scope baseline
4) Stakeholder register
5) ]ost management plan
6) Schedule management plan
7) Quality management plan
8) Project documents
9) Enterprise environmental factors
10) Organizational process assets
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: At weekly meetings, the team has undergone a
brainstorming session to assess the possibility of risks that were
overlooked earlier in the project Planning Phase. As well, origins of new
risks have been considered as any changes to the project plan have been
made.
: Aside from the project team members, Dr. Lipsett has been
interviewed on his perception of possible risks.
: A checklist for the duration of the Execution Process

has been created to ensure essential safety and risk management
processes are not overlooked. Refer to the Laboratory Relocation Safety
]hecklist in Appendix 9.12.
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All identified risks have been documented in the Risk Register. (See
Section 10). As any further risks become apparent, a full risk analysis will
be performed on each new risk, and the Risk Register will be updated
accordingly.
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Each identified risk has been assessed for the potential effects on
schedule, cost, and scope by the project manager and the project team.
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Incident probabilities have been documented through brainstorming
between the project manager and project team, as well as through
interviewing Dr. Lipsett (See the Risk Register in Section 10).
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A probability and impact matrix has been used to identify incident impacts
on project objectives (time, cost, and scope). The matrix can be found in
Appendix 9.13.
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Risk data will be reviewed on a weekly basis. The data collected from
individuals interviewed for their opinions on risk probabilities have been
carefully reviewed for consistency. Any variations larger than 0.20 have
been reassessed by the project manager, project team and Dr. Lipsett to
attain values whose variation is equal to or less than 0.20 for a set of
ratings describing a single risk.
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All documented risks have been categorized by the sources of risk and the
area of the project affected. This methodology illustrates the areas of the
project that have the greatest exposure to uncertainty. Related
documentation can be found in Appendix 9.14.
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The variable X was defined as the total number of working days required by the
technicians to complete the lab setup and heavy equipment move. For this
estimate of 4.75 days +/- 20% it can be modeled as a normal distribution with a
mean of 4.75 days and a standard deviation of 0.95 days.
The variable Y was defined as the total number of working days required by the
students to move their desk possessions and personal items to the new lab. For
this estimate of 5 days +/- 40% it can be modeled as a normal distribution with a
mean of 5 days and a standard deviation of 2.21 days.
The total number of working days to complete the move should take (X+Y) days.
This total does not include delays to start of move or any other variable
occurrences.
c
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We can model the resultant move time as follows:
Figure 4 ± ]umulative Distribution Function for Move ]ompletion
Therefore there is a high degree of certainty (> 95%) that if the move is
uninterrupted it will take less than 3 weeks. To allow time for any unforeseen
delays it would be recommended to schedule a larger amount of time.
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With respect to the Probability and Impact Matrix shown in Appendix 9.13, and
the Risk Register in Section 10, activities posing a risk rating between 8% and
17% will be closely monitored and controlled by the risk owner during the activity
to ensure safe completion. Emergency services offered by the University of
Alberta will be utilized in the event of an injurious or facilities-related incident.
There are no current activities with a risk rating of 18% or higher. If any risks
arise with this rating, they will be avoided by changing the method of execution.
During the weekly risk assessments, any new risks that are identified will be
added to the risk register.
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The Risk Owners consist of Dr. Lipsett, Roger Marchand, AI]T and the
University of Alberta facilities. Any risk-related activities or processes relevant to
Dr. Lipsett or Roger Marchand will be supervised by them accordingly during the
time that the risk is present. If any incidents occur, these individuals are to
handle them according to the risk responses listed in the Risk Register. Any
incidents relevant to AI]T or the University of Alberta facilities will be
documented and the corresponding departments will be contacted.
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Project costs have been estimated with the following breakdown:
Table 4 ± Project ]ost Assumptions

No. Item Low Most High
Likely
1 Small Tool Box $11.50 $25.00 $55.00
2 ]oat Rack $17.00 $20.00 $25.00
3 Shoe Rack $15.00 $25.00 $35.00
4 Basic Shelving $20.00 $30.00 $40.00
5 Ergonomic ]hair $100.00 $150.00 $350.00
6 Desk Lamps $15.00 $25.00 $40.00
7 Power Bars $6.50 $15.00 $50.00
8 Storage Bins (Under Tables) $5.00 $12.00 $15.00
9 ]leaning Sub-]ontractor $350.00 $400.00 $500.00
TOTAL $540.00 $702.00 $1,110.00
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In the event of an incident, the Accident / Incident Report Form is to be filled out
and returned to the Risk Owner. In the event that the risk was previously
unforeseen, and there is no Risk Owner dedicated to the incident, this
correspondence is to be given directly to Dr. Lipsett. This form can be found in
Appendix 9.15.
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All risks identified in the Risk Register have been assigned a Risk Owner. Any
actions, processes or events posing a risk to the project will be closely
monitored and dealt with accordingly by the Risk Owners in the event where the
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risks are present. In the event that a risk was previously unforeseen, and there
is no Risk Owner dedicated to a risk, Dr. Lipsett will act as the designated Risk
Owner.
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Upon the completion of the Execution Phase of the Laboratory Development

Project, the new laboratory set-up in Mec E 1-38 will be assessed a final time for
possible risks present within the new layout. Any new risks will be documented
in the Risk Register found in Section 10, and a risk analysis will be carried out.
(See Section 9.1)
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The Risk Management Plan is to be approved by Dr. Lipsett and Roger

Marchand. Relevant documentation can be found in Appendix 9.16, and is to be
read, understood and signed by both individuals prior to the start of the
Execution Phase.
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Building: Mechanical Engineering Room #:
]lient: Dr. Michael Lipsett Department: Mechanical Engineering
Person ]ompleting this Form:

Name: Title:
Date:
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1. Meet with risk management expert. Know
his/her telephone number and e-mail
address. Yes
Name:
Phone:
E-mail:
2. Meet with lab technician. Know his/her
telephone number and e-mail address.
Yes
Name:
Phone:
E-mail:
3. Meet with movers. Know the managers
telephone number and e-mail address.
Yes
Name:
Phone:
E-mail:
4. Meet with custodial supervisor. Know
his/her telephone number and e-mail
address.
Name:
Phone:
E-mail:
cc,=.c c?c*
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5. Place evacuation maps at all entrances
within the new lab space. Yes
6. Place first aid maps (locations of first aid
kits, eyewash stations, etc.) Yes
7. Place maps with locations of fire
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extinguishers and pull alarms at all Yes
entrances within the new lab space.
8. Affix warning labels in necessary vicinities
(warnings for hazardous materials, Yes
dangerous equipment, etc.)
9. Provide lab emergency contact information
to the faculty of mechanical engineering. Yes
10. Determine if there will be any emergency
backup systems (emergency power,
temperature alarm response, etc.)
'cc21
11. ]omplete inventory of hazardous goods
that will be relocated. Yes
12. ]omplete inventory of lab equipment with
value greater than $2500 Yes
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13. Ensure that lab personnel know where lab-
specific Material Safety Data Sheets
(MSDS) are readily found on paper or Yes N/A
online.
14. Ensure that there are sufficient waste bins
for all necessary waste types (garbage, Yes
recycle, chemical, biological, etc.)
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15. Ensure that all elevated storage is
minimum 18´ from the ceiling Yes
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16. Arrange for Dr. Lipsett to review
Laboratory Relocation Safety ]hecklist Yes
17. Order appropriate personal protective
equipment (PPE) for the range of hazards
found in this lab (gloves, splash goggles, Yes N/A
aprons, etc.)
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&%&c 0.05 0.09 0.18 0.36 0.72 0.72 0.36 0.18 0.09 0.05
& &c 0.04 0.07 0.14 0.28 0.56 0.56 0.28 0.14 0.07 0.04
&&c 0.03 0.05 0.10 0.20 0.40 0.40 0.20 0.10 0.05 0.03
&&c 0.02 0.03 0.06 0.12 0.24 0.24 0.12 0.06 0.03 0.02
& &c 0.01 0.01 0.02 0.04 0.08 0.08 0.04 0.02 0.01 0.01
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Figure 5 ± Probability and Impact Matrix
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Low Level Risk (Acceptable)
Medium Level Risk (Acceptable with ]onditions)
High Level Risk (Unacceptable)
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Table 5 ± Risk Sources Table 6 ± Affected Project Areas

Risk Risk Affected
Risks Risk
No. Sources Risks Project
No.
Power failure during Areas
3 lab equipment Physical injury
commissioning 1 (during moving or
Failure of UWS installation)
4
connectivity Power failure during
8 Failed drainage University of 3 lab equipment
10 Pipe burst Alberta commissioning
Fire alarm pulled Facilities Damaging equipment
13 5
during move during move
Building codes 6 Movers are absent
14 change for regulatory Damaging
items 7
experiments Migration
15 Elevator fails 8 Failed drainage Process
Physical injury 9 Exploding equipment
1 (during moving or 10 Pipe burst
installation) Power outlets don't
Damaging equipment 12
5 match layout
during move Movers Fire alarm pulled
6 Movers are absent 13
during move
Damaging Building codes
7
experiments 14 change for regulatory
9 Exploding equipment items
2 Late arriving furniture 15 Elevator fails
Available inventory 2 Late arriving furniture
11 matches
Vendors
Available inventory
requirements 11 matches
Procurement
Power outlets don't requirements
12
match layout
Layout Plan
Failure of UWS Stakeholder
4
connectivity Satisfaction
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INSTRUCTIONS: All venue-related accidents/incidents (employee, patron, visitor, etc) require Sections I and II of this
Accident/Incident Report to be completed by management or another employee of the venue. The injured person should
not complete this report. Management is required to complete Section III on the reverse side, review the report for
completeness and accuracy, sign and log this report in the accident/incident log book within 24 hours of the
accident/incident. Note: the report (and pictures if any) should then be filed together in a safe and secure location of the
c venue. Any copies of this report and any other related materials in conjunction with this report cannot be obtained without
the authorization of management.
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Project Name: Laboratory Development Project
I have reviewed the information contained in this Risk Management Plan and agree:
_______________________________ _______________________________
Dr. Michael Lipsett Roger Marchand
_______________________________ _______________________________
Date Date
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10. Risk Register
Probability Probability ]ost Schedule Risk Risk

# Risks Risk Type Impact Rating
Level Rating Impact Impact Owner Response
Roger
Physical injury
Marchand /
1 (during moving Safety 0.10 0.80 8.0% Medium $10,000 2 days ]all 911
Mike
or installation)
Lipsett
Late arriving Mike
2 Equipment 0.30 0.05 1.5% Low $0 7 days ]all vendors
furniture Lipsett
Power failure
during lab Roger Reschedule
3 Equipment 0.10 0.05 0.5% Low $0 1 day
equipment Marchand move
commissioning
]ontact IT
Failure of UWS department for
4 Equipment 0.10 0.05 0.5% Low $200 4 days AI]T
connectivity placement of
wireless router
Order
Damaging replacements
Roger
5 equipment Equipment 0.10 0.20 2.0% Low $1,000 14 days from Vendors
Marchand
during move (inform
Students too)
Movers are Roger Reschedule
6 Personnel 0.10 0.10 1.0% Low $500 2 days
absent Marchand move
Order
replacements
Damaging Mike
7 Research 0.10 0.05 0.5% Low $1,000 7 days from Vendors
experiments Lipsett
(inform
Students too)
Reschedule
Roger
8 Failed drainage Facility 0.10 0.05 0.5% Low $4,000 21 days move, assess
Marchand
damage
Exploding Mike ]all 911,
9 Facility 0.10 0.80 8.0% Medium $20,000 31 days
equipment Lipsett evacuate
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Probability Probability ]ost Schedule Risk Risk
# Risks Risk Type Impact Rating
Level Rating Impact Impact Owner Response
Roger
10 Pipe burst Facility 0.10 0.40 4.0% Low $10,000 31 days Reverse move
Marchand
Available
inventory Mike
11 Equipment 0.10 0.10 1.0% Low -$1,000 -7 days Don't order!
matches Lipsett
requirements
Update move
Power outlets
Mike map, update
12 don't match Facility 0.20 0.10 2.0% Low $50 4 days
Lipsett schedule
layout
accordingly
Roger
Fire alarm
Marchand / Reschedule
13 pulled during Facility 0.10 0.10 1.0% Low $0 1 day
Mike move
move
Lipsett
Update
Building codes requirements
change for Roger for
14 Facility 0.10 0.20 2.0% Low $2,000 14 days
regulatory Marchand procurement
items and move
schedule
Reschedule
15 Elevator fails Facility 0.10 0.05 0.5% Low $0 4 days Facilities
move
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Table 7 ± Risk Register
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11. ]ommunication Management Plan
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To keep all the stakeholders well informed in advance about the project
progress and future activities. The prior dissemination of knowledge through
proper communication channel will give confidence to all stakeholders. A prompt
and accurate communication will ensure any change in expectations of a
stakeholder or alteration in working environment, thus enabling the project
manager to take necessary action to mitigate any risk.
It will be essential to communicate all the planning processes to Dr. Lipsett to

keep him aware as he is the most influential stakeholder in this project.
In the absence of a good communication management plan not only important

things can be missed but also there is high probability of miscommunication
which may lead to grave problems in the course of project.
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To read and understand the safety codes for research facility layout will be a
cumbersome task, safety codes are written in very general manner and often
prone to misinterpretation. This area requires an expert advice to avoid any risk
possible.
Dr. Lipsett has a very demanding work schedule and his availability for direct
face to face meetings is a big constraint which pushes the project manager to
use other mediums. Dr. Lipsett is not only the owner of the project but also the
most influential stakeholder in the project, so we have to tread manage his
expectations carefully.
Dr. Lipsett has deemed communication with the research students as optional to
them because of their busy schedule and honoring their will to participate in this
project. Although They will be using the new facility but their influence is
minimal.
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Internal communication among project manager and team member will face
hurdles due to varying schedules of all members. For a successful project,
healthy communication between team members is the key.
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The responsibility of project members and the project manager are assumed is
to put every effort for healthy and fruitful communication without any bias. And In
the event of some error or change due to any reason, right the correct
communication via the appropriate medium should be circulated.
From the owner¶s side, it is assumed that Dr. Lipsett will notify the project
manager in case of any changes in his expectations or the projects environment
of project.
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]ommunication lapse with the stakeholders is the biggest risk, as the number of
stakeholders is very few small; so everyone requires a good amount of
attention.
]ommunication with research students is restricted to their choice which might

hinder the project managers understanding of their expectations. As they will be
using the new facility, their opinions matters.
Dr. Lipsett¶s busy schedule poses as a risk due to delay communication delay in
the project.
A communication gap among project team can hamper the project integrity.
Slow communication or approval from University authority can delay the project
schedule.
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Table 8 ± Target Audiences
Internal Stakeholder External Stakeholder
Dr. Michael Lipsett The Project Team Mechanical
Engineering
Students
Dr. Glen Thomas University of Alberta Vendors
Roger Marchand Bee ]lean Inc.
Research Students
Lab Technicians
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þ Dr. Michael Lipsett
þ Dr. Glenn Thomas
þ Roger Marchand
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For all the formal communication, the project manager is responsible. All
the outgoing formal communication must pass via project manager only.
Team members are strictly restricted not required to contact any
stakeholders.
It is the responsibility of the team to provide each stakeholder with the

right kind of information and appropriate time.
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Dr. Lipsett will receive full fledged reports on the project progress status, project
issues, project risks, project deliverables and project resources as promised in
the project charter. Reports will be given in the standard format via email. For
the progress face to face meetings would be arranged with him as per his
availability.
The layout planned for the new lab will be conveyed in an engineering drawing
in standard format of ]hrome engineering via hard copies and auto-cad
drawing.
Meetings with Roger Marchand will be used to fully understand the process of
moving the heavier equipment transportation. Schedule planning will depend
upon this activity.
Reports on the moving schedule will be provided to Roger for execution

activities and reminders through email.
Team members will have weekly meetings or more for discussing the progress
and scheduling their activities.
Online conference on ³skype´ will be used as and when required for team
communication. The team will be using a facebook group on ³facebook´ the
social networking website for communicating. Team will use www.scribd.com in
combination with scribd (www.scribd.com) for sharing documents and internal
team updates.
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Table 9 ± ]ommunication Matrix
Stakeholder Need Type of report Frequency Medium
Owner of the project Detailed Report Bi-Weekly E-mail
Dr. Michael
need to know report
Lipsett Progress Report Weekly Meeting
of all acitivities
Dr. Glen Thomas Execution Schedule Once E-mail
Responsible for Execution
Roger Marchand heavy equipment Schedule, Bi-Weekly Meeting, E-mail
movement Execution Planning
Responsible for
Research
movement of light Execution Schedule Once E-mail
Students
stuff
Meeting,
Responsible for
Project Team All reports Weekly Facebook,Scribd,
project management
Skype
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All the reports should be in standard format.
The project manager is responsible for communication with all the stakeholders.
The team members are prohibited not responsible to contact inform any
stakeholders.
Team communication is open.
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Special communication events comprises of imparting information to a group of
stakeholders effectively in two way communication process.
þ Before actual movement of equipments, all lab technicians involved would
be explained the activities to be executed by presentation.
þ All research students involved in the movement of smaller objects would
be addressed for safe working and activity order with checklist.
þ Pizza break after movement will be used for taking feedback.
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A total budget of $350 will be allocated to the communication management plan,
$250 as direct expenditure with $100 as contingency resource.
þ For all communication via hard copy reports, $50.

þ ]ommunication via email & meeting will only consume time.
þ $200 for pizza break event.
All these expenditure can be covered through existing project budgets
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Feedback from all the stakeholders will be evaluated for measuring the
effectiveness of communication management plan.
Team satisfaction after completing the project and level of motivation during
project is a good indicator of a healthy communication plan.
Feedback from Dr. Lipsett will be a key indicator of this project¶s success and
further down the line efficiency of utilizing best management practices
(communication management plan being one of them).
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Documentation or agreed upon report formats
þ Typical project meeting minutes.
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Figure 6 ± Typical Meeting Minutes
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12. Gantt ]hart
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To be printed separately straight from pdf.
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13. ]ost Management Plan
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Project Name: Laboratory Development Plan
Location: Mechanical Engineering Building at the University of Alberta
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Utilizing available human resources to the fullest extent is crucial to ensuring the
project is completed within schedule and budgetary requirements. Many human
resource assets have been provided through the University of Alberta at no cost
to the project owner. These specific assets will be heavily relied upon due to
their inherent financial advantages.
Assumptions made during the development of the ]ost Management Plan:
I. The laboratory technicians will remain available and free of cost as was
communicated to the project team by the University of Alberta.
II. The budget approved by the project owner will remain the same
throughout the project subject to no minimization.
III. The laboratory technicians who have been contacted by the project team
will remain employees of the University of Alberta during the entire span
of the project. This ensures that no additional labour will need to be
brought in at additional cost.
IV. The researchers involved and working under Dr. Lipsett will not be
compensated for moving their own possessions to the new laboratory.
V. The researchers will not take any unplanned extended leaves of

absence or permanently relocate during the relocation phase of the
project. This will ensure no sub-contractors will be required to move their
possessions.
VI. Researchers have accurately catalogued their needs, equipment, and

availability.
VII. The durations of the tasks will not exceed the estimated durations by a
factor of 30% as that is the reserve allocated to the project budget.
VIII. The reserve will be owned by Dr. Lipsett.
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IX. No structural, chemical, or electrical deficiencies will arise during the lab
migration process which will need to be absorbed by the project team¶s
budget.
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Dr. Lipsett has set the budget at $10 000. This sum includes contingency funds
and is the absolute maximum available for this project. These funds are to be
allocated according to the project team¶s discretion and are to be utilized only
when necessary and in a conservative manner.
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Under the proposed plan the cost risks associated with this project are minimal.
In addition, the majority of the work will be conducted through utilizing the
University of Alberta¶s assets at no cost to the project. These assets, such as
laboratory technicians, will be heavily relied upon and will greatly reduce the
cost of this project. The budget has been divided into two separate accounts,
the primary account and the contingency account. The primary account will
amount to $7500 leaving the remaining $2500 as a contingency which further
mitigates the cost risk.
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The project has one source of funding which has been provided by the project
owner Dr. Lipsett. All changes as well as approvals are to be discussed with Dr.
Lipsett. The projects organizational constraints are minimal limited to contacting
Dr. Lipsett to release the required funds to the project team. The project
manager must approve all funding requests prior to bringing them to the
attention of Dr. Lipsett. The project team is not faced with any fiscal year
constraints and funding will be spent on an ³as needed´ basis.
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The project team will be utilizing bottom-up estimating due to the high level of
accuracy inherent to this method. Each phase of the project will be analysed at
the work package level to develop the greatest level of specified detail. This
method is ideal for this project as the complexity of the costs, expenses, and
budget in general is low.
Online catalogues have provided detailed costs for the materials which will be
acquired. These and all other costs will be review by the project manager and
then submitted for approval by Dr. Lipsett. The nature of the project and the aid
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of the owner Dr. Lipsett for expert cost advice has resulted in a comprehensive
cost estimation.
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Budget reviews as well as changes are initially brought to the attention of the
project manager. Prior to addressing the project manager, documentation
outlining the need as well as associated research regarding the budgetary
change must accompany the change request. If the budgetary change is
approved by the project manager it is then through the project manager brought
to the attention of the project owner Dr. Lipsett for final approval.
Supporting material required to accompany a change request includes a formal

quotation from a supplier or written requests received for a stakeholder group.
]ost changes to approved materials, services and or products after the initial
estimation will require supporting documentation such as catalogue references
or formal quotations. The approved budget changes will be reflected in the cost
baseline immediately after final approval.
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Any work that has been completed which has an associated budgetary expense
is to be documented on an expense sheet. Expense sheets can be found in
Appendix 13.11. The expense sheet includes an area which specifies the
estimated baseline cost and an area which indicates if the work completed has
been done on, below, or above budget. These expense sheets are to be
completed by the project team member overseeing that particular area of work.
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Earned value analysis, planned value analysis, as well as actual cost will be
used as tools to help identify and quantify completion of the project. The cost
reporting tools along with the layout in the form of an s-curve diagram can be
seen in
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Figure 7 ± Earned Value, Planned Value and Actual ]ost S-curve
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]ost variance will be analyzed as a performance measure and will determine
the cost performance of the project. The cost variance threshold will be kept in
the positive and will not fall below -10% of the baseline. This threshold will apply
to all aspects of the project. The project team member who was selected to
complete and compile the cost reports is Lukasz Glistak. The reports will be
submitted on a weekly basis to the project manager for review who will then
address and update the project owner Dr. Lipsett.
The weekly reports will be reviewed by the project manager and if necessary a
budgetary change request may be filed. The project documents will be updated
and will include a new cost baseline. This process allows the project team to
closely monitor the budget and inform and update the project owner of the
projects status. The information contained in the report will help to ensure the
project is on track and proceeding as planned while also being used as an early
warning system for budgetary problems. The reports will also provide the project
manger measure against which to judge the financial health of the project.
Reserve spending will also be conducted based on these cost reports.
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The final cost summary will include a comparison of the actual cost vs. the initial
baseline cost estimated at the beginning of the project. The baseline S-curve will
be plotted with the actual cost S-curve. Graphically this will help to illustrate
areas in which the project preformed the best as well as poorest. This
comparison will provide the project team and the project manager valuable
information as to which areas of future projects will require greater attention to
detail or a more substantial allocation of the project reserve. The resulting data
will be archived as a collection of images in succession illustrating the
development of the project form a cost perspective. Below each image will be a
table which will display the Earned value analysis, planned value analysis,
actual cost, and ]ost variance.
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Development
Project
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14. Estimate for Entire Project
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Project costs have been determined using the mean cost of each item. Item cost
research has been conducted in a manner that ensures each item is readily
available for the anticipated project window. The items listed in Table 9 are
available locally and can be acquired within 24 hours. ]ost estimates for the
project are good for 60 days after the date the report is accepted. Due to the
nature of the contracts between the project team, the University of Alberta, and
the client Dr. Lipsett, all labour expenses excluding the cleaning sub-contractor
have been obtained at no cost to the project. The total cost for the project has
been determined to be $1,330.00.
Table 10 ± Project ]ost Estimate

No. Item Quantity Item Total Per Item
Price
1 Small Tool Box 4 $25.00 $100.00
2 ]oat Rack 2 $20.00 $40.00
3 Shoe Rack 2 $25.00 $50.00
4 Basic Shelving 6 $30.00 $180.00
5 Ergonomic ]hair 1 $150.00 $150.00
6 Desk Lamps 6 $25.00 $150.00
7 Power Bars 6 $15.00 $90.00
8 Storage Bins 10 $12.00
(Under Tables) $120.00
9 ]leaning Sub- 1 $400.00
]ontractor $400.00
10 ]ommissioning 1 $50.00
Food and
Beverages $50.00
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The anticipated costs and expenses will be incurred largely at the onset of the
project. The sub-contracting as well as all of the procurement will occur in the
opening phase of the project. This will provide the project team with a clear
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indication of the accuracy of the project cost estimates as well as ample time to
address any discrepancies. The project budget provided by the client was
$10,000.00 and of that sum a contingency of $2,500.00 was set aside. Based on
Table 9, it is highly unlikely that the contingency belonging to the client will need
to be used. Of the $7,500.00, only %17.7 is anticipated be required to complete
the project. Note, this cost estimates is subject to change requests.
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15. Simple Flow ]hart
Figure 8 ± Simple Flow ]hart

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16. Project ]harter ]omparisonc
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Edmonton, ]anada
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All required deliverables were met. However one of the desireables desirables in the
project was not met. The desirable our team was unable to implement was the move of
the slurry pipeline located in ME] E 2-14
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In the project desirables of the project charter was the movement of a slurry pipeline
from ME] E 2-14 into the new lab. This was proposed by Dr. Lipset with the
understanding that this may not be a feasible move. We added it to our list of
desirables to analyze its practicality.
We did a quantitative analysis (see Section 19) of the spacial requirements of the slurry
line vs. the space available in the new lab as well as the other projects requirements in
terms of lab space and found that it was not feasible to move this item into the new lab.
This was the only proposed movement from ME] E 2-14 thus if we removed the slurry
pipeline from documentation we were no longer required to include this room in our
plans for the move.
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We met with the client and discussed the situation. We described the options available
to him. It was suggested that removing the slurry line would also lead to improvements
to time and cost of the schedule and budget. The client was amenable to the situation
and approved the change to the project scope.
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This change led to an update of the following project deliverables: the Intermediate
report and the Final Report.
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17. Proposed Laboratory Layout
To be printed straight from pdf
Drawing 1 ± Laboratory Layout Plan
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18. Lessons Learned
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Edmonton, ]anada
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The guiding principals behind this project was were organized using the fundamental
methodologies of PMI. PMI is an excellent tool for project management. We have
found however that PMI is more of a guideline. It is important to judiciously decide
what applies to our specific project environment. To be more specific, every project
has its own intricacies may not be optimally handled by one size fits all solution.
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For our project we included an 'intermediate' project report deliverable. This was not a
customer specific requirement however we found this to be an excellent method for
dividing the project into smaller segments. This made the project easier to manage
and simpler to understand and work with. This also allowed us to have more feedback
from Dr. Lipsett on the direction of the project development. Breaking these larger
tasks into smaller task makes their completion crucial in meeting the projects final
deadline.
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The risk management plan may be written by a single person, but it is important to
include the project team, the stakeholders, the client, as well as an expert to ensure
that all necessary risks have been identified, and that all necessary measures are
being put into place to mitigate and control these risks throughout the duration of the
project.
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Every project will encounter unforeseen difficulties and unexpected project

requirements. It is important therefore during the planning stages to recognize that
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scope creep can occur in the later stages of the project and so additional time should
be allocated to address the creep.
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To communicate with a larger base of stakeholders we used surveys over e-mail.

However we found that e-mail can be an inefficient means for interacting with
Stakeholders. They won't necessarily respond right away. It easily gets lost. Even
when it is successfully received it tends to lead to miscommunication. It may be
difficult at times to reach various stakeholders and at times e-mail may be a necessary
means to reach stakeholders. However it is far more preferable to meet with
stakeholders face to face whenever possible.
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19. Slurry-Pipeline Move Qualitative Analysis
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Edmonton, ]anada
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In the original project charter one of the desirables was the relocation of the slurry-
pipeline in ME] E 2-14 to the new laboratory. We were required to qualitatively
analyze this desirable to determine its feasibility. This section includes the details of
that analysis.
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The shaker table is already in the lab and its equipment panels cannot be physically
moved. The hydraulic cabling for the Shaker Table limit how far it can be moved away
from the equipment Panel (3-5ft at best). This limits where the slurry pipeline could
theoretically be placed.
The slurry-pipeline cannot block major exits as this would create a safety hazard in the
lab.
Given these constraints only a few positions and orientations of the slurry-pipeline are
possible in the lab space.
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Analysing the spatial requirements for 12 researchers, including a ³clean area´

environment for analytical work and a ³dirty area´ section for hands on work we find
that given the dimensions of the slurry pipeline there simply isn¶t enough space
available to meet this desirable in addition to all other project requirements. The cause
of this limitation is in part the volume of space needed for these requirements and also
in part because of the constraints on ³useable space´ dictated by section 19.3.
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In this section we explore the possibility of including the slurry pipeline in the lab by
examining possible locations and seeing what requirements would have to be removed
to fit the slurry-pipeline in the lab.
Table 11 ± Slurry-Pipeline Tradeoff Analysis

Option Description Failed Requirements as a result Percentage of
# Failed
Requirements
1 Middle of Lab - Equipment Shelving *2
- 2 Tables
- XYZ Machine
- Whiteboard 43%
- 6 Tables
- Working Space for 7
researchers
2 Middle of the ³work - Mill
benches/dirty area´ - XYZ Machine
(against the wall) - Equipment storage space
- Organic waste Storage
- 2 Workbenches 40%
- 1 Soldering Station
- Fridge
- Working Space for 4
researchers
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Moving the slurry-pipeline into the new lab will lead to a failure to meet 40% of project
requirements. Since this has been presented to our project team as a desirable and
not a project requirement we recommend against the move of the slurry pipeline into
the new lab space.
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Team #1 ± Personnel Listing
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Phase II Report

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Phase II Report

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The project scope statement details the project deliverables, objectives,

c  c c 

WBS is a deliverable oriented hierarchical decomposition of work to be

Detailed statement of work describes deliverables which will be produced in

WBS dictionary documents the description of work packages of the WBS.

The scope management plan describes how the laboratory development

c c cc

Due to the nature of the project, quality of services provided will be of

The Risk Management Plan describes the methodology of the risk

]ommunication is crucial to the success of any project. For the lab

The Laboratory Development Project was initiated on January 31st, 2011,

Utilizing available human resources to the fullest extent is crucial to ensuring

As the laboratory development project reaches completion of the planning

c  #c./  c. c

A proposed layout of Mec E 1-38 has been created. Laboratory dimensions,

Lessons Learned represents the internally reported body of knowledge

Project Name3 Laboratory Development Project

The objective of the Laboratory Development Project is to establish the

The project management team at ]hrome Engineering will provide the

The project management team at ]hrome Engineering will be

Product acceptance will be based on an assessment by the new lab

It is assumed that the Wi-Fi is already available at the new location

The two main coordinators that have already conducted feasibility

þ Project Definition (Mar. 7)

þ Intermediate report outlining the work in progress (Mar. 23)

Format will be the same as the final report.

þ Final Report containing the migration plan. (April. 11)

]omprehensive Project Plan ± Summary of Subsidiary Plan

c ' #c*# c

The moving of equipment and materials will be conducted by students

Figure 1 ± Work Breakdown Structure ac

A layout plan clearly showing proposed configuration of ME] E 1-38 will be

 Oil sands experimentation setup: Oil sand experimentation equipment will be

 Solder station: Solder station will be shifted to ME] E 1-38 and

 Milling machine: Milling machine will be shifted to ME] E 1-38 and

 Network / ]ommunication infrastructure: Network / ]ommunication

 Other miscellaneous infrastructure: Other necessary infrastructure required

c 7#  c#c

 Packaging materials: Packaging materials required for covering the

 Equipments for facilitating movement: Equipments and materials required for

"# #/c45 c c21c 2 

Lab technicians, Bee-clean cleaners 3 Days

"# #/c45 c c21c 2 

]hrome Engineering 7 Days

"# #/c45 c c21c 2 

-##  #c þ Power supply will be available uninterrupted during

"# #/c45 c c21c 2 

Lab technicians (One crane certified 1 Day

-##  #c þ Power supply will be available uninterrupted during

"# #/c45 c c21c 2 

Lab technicians (One crane certified 1 Day

-##  #c þ Power supply will be available uninterrupted during

"# #/c45 c c21c 2 

Lab technicians (One crane certified 1 Day

-##  #c þ Doors of laboratories have sufficient height so that the

"# #/c45 c c21c 2 

Lab technicians 1 Day

-##  #c þ None

Project Name3 Laboratory Development Project

It is assumed that creation, changes, updates to project scope will require

We have found that some of the supporting stakeholder information such as

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Figure 1 ± Work Breakdown Structure ac

Oil sands experimentation setup: Oil sand experimentation equipment will be

Solder station: Solder station will be shifted to ME] E 1-38 and

Milling machine: Milling machine will be shifted to ME] E 1-38 and

Network / ]ommunication infrastructure: Network / ]ommunication

Other miscellaneous infrastructure: Other necessary infrastructure required

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Packaging materials: Packaging materials required for covering the

Equipments for facilitating movement: Equipments and materials required for

"##/c45cc21c 2

"##/c45cc21c 2

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-## #c þ Power supply will be available uninterrupted during

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