Figure 3 : Basic Project Life Cycle Weiss & Wysocki (1994)

FORWARD PASS:
EARLY START TIME + DURATION = EARLY FINISH TIME

BACKWARD PASS: LATE FINISH TIME - DURATION = LATE START TIME

FREE FLOAT =
EARLIEST START TIME OF FINISH EVENT - EARLIEST START TIME OF START EVENT DURATION

TOTAL FLOAT = LATEST TIME OF FINISH EVENT EARLIEST TIME OF START EVENT DURATION

Soil Testing Tender Evaluation

Approvals

Invitation to Bid Access

Bid Collection

Bid Review

Contract Award

Structural Works Civil Beams Roof Block Works Drainage

Warehouse
Plumbing

Piping Sewerage Fixtures Electrical Wiring Appliances Painting Finishes Tiling Amenities Access Roads Statutory Approvals Staffing Final Inspection Recruitment Training

Figure 3: Work Breakdown Structure for New Warehouse Jimaga Ltd

Figure 1 : TRIPLE CONTRAINTS OF PROJECT MANAGEMENT

Project Risk Matrix Chart

Cost 2, 11 Slight <2.5 MM Sched < 0.5 month Scope Slight Quality Acceptable with Slight Reworks

0.5 Almost Certain

21, 23 1,3 Minor < 5MM

Minor < 1 month

0..4 Very Likely

Acceptable with Limited Reworks

PROBABILITY

45, 46,47

12, 36, 38, 42, 50, 51,57

0.3 Likely

5, 32, 43,52,56,60, 66,67,68

Local 5 MM 25 MM

2 months Local

Acceptable with Major Reworks

0.2 Unlikely

8, 9, 10, 18, 19, 44,54,64,65,7 4

7, 26, 30, 33, 34, 37, 41, 49,59,61,63,7 5

4, 14,5, Major 22,24, 27, 28, 25 MM 29, 31, 35, 50 MM 39, 48,53,62,69,7 0,71 ,73,76,77 6, 25

3 months

Major

Acceptable with Very Major Reworks

16, 17, 20

40,55,58,72

Very High > 3 >50 MM months

Very major

0.1 Improbable

Acceptable with total Reworks

KEY
= Low Risk
0.1 Negligible 0.2 Slight 0.3 Low 0.4 Medium 0.5 High

= Medium Risk = High Risk

SEVERITY

Risk Register for Construction of New Warehouse

Risk I.D Risk Description Probabilit y Impact Risk Risk Treatment Factor Owner R (f) = P (i) * I
(i)

Trigger Point

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17

Sponsor not able to finalize requirements to begin construction Changes to building capacity Changing scope Buried catalyst may not be safe Approvals may be delayed Site not geotechnically suitable for construction Change in sponsor Change in Executive sponsor Change in administration Construction costs may escalate Skilled labor not available Failure to obtain permits and approvals on time: 1. 1. 1. 1. 1. Town and Country Planning approvals Water and Sewerage Electricity Commissioners Fire Regional Corporation (

0.4 0.5 0.4 0.2 0.3 0.1 0.2 0.2 0.2 0.5 0.3

0.5 0.4 0.5 0.5 0.5 0.5 0.3 0.3 0.3 0.4 0.4

0.20 0.20 0.20 0.10 0.15 0.05 0.06 0.06 0.06 0.20 0.12

Jimaga Practice Requirements management Ensure change control system Same as 2 Conduct tests, identify alternative site Develop system to track approvals Ensure proper tests and identify alternative Prepare overview document of project Prepare overview document of project Prepare overview document of project Develop estimates with contingency Seek a secured supply for project

0.2 0.1 0.1 0.2 0.2

0.5 0.3 0.3 0.3 0.3

0.10 0.03 0.03 0.06 0.06

Ensure that requirements of approval are implemented and follow up Ensure that requirements of approval are implemented and follow up Ensure that requirements of approval are implemented and follow up Ensure that requirements of approval are implemented and follow up Ensure that requirements of approval are implemented and follow up

18 19 20 21 22 23 24 25

Relocation of existing Gas, Oil, Methanol, Water, Electrical and other lines Scope creep Hasty Planning Inadequate resources for planning Poor Design Management Design quality is poor Contract is lose and venerable Log lead procurement items not ordered in time

0.1 0.4 0.2 0.4 0.2 0.1 0.2 0.3

0.3 0.4 0.5 0.4 0.5 0.5 0.4 0.5

0.03 0.16 0.10 0.16 0.10 0.05 0.08 0.15

Ensure that requirements of approval are implemented and follow up Ensure a change control process is place Develop a project strategy plan definition and

Identify all resources needed and inform stakeholders Implement a design management process Implement a design management process Ensure that project manager and legal department work in tandem Identify all such items in project definition and schedule for procurement

26
27 28 29 30 31

Unrealistic estimates of time and cost

Final design is not fit for purpose Multiple project dependencies not identified Flawed estimates of cost and time leading to unrealistic schedules, budget and company estimates Stakeholders not fully identified and needs analysed Poor access to building

0.2
0.2 0.2 0.2 0.3 0.2

0.5
0.5 0.4 0.5 0.5 0.4

0.10
0.10 0.08 0.10 0.15 0.08

Practice proper estimating according to standards

Ensure that a design management system requires client sign off Develop a project strategy plan definition and

Practice proper estimating according to standards Develop a project strategy plan definition and

Identify requirements and incorporate into design

32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47

Traffic congestion during and after construction Communication problems with stakeholders Conflicts with some stakeholders Poor quality of labor A shortage of labor Building not built to proposed OSHA requirements Delays due to architect Quantity variations Construction schedule slips Poor safety management by contractors Daily disputes by Contractor may not pay union rates Poor relations with union Adverse weather during construction Coordination failure Unmanageable change orders

0.2 0.2 0.3 0.2 0.3 0.2 0.1 0.2 0.3 0.3 0.2 0.3 0.3 0.3 0.2 0.2

0.4 0.5 0.4 0.4 0.4 0.5 0.4 0.4 0.4 0.5 0.3 0.3 0.3 0.3 0.5 0.4

0.08 0.10 0.12 0.08 0.12 0.10 0.04 0.08 0.12 0.15 0.06 0.09 0.09 0.09 0.10 0.08

Estimate traffic issues and incorporate management into project plan Develop a stakeholder analysis and communication plan Practice proactive management Set benchmarks Identify strategies to ensure that a supply is secured for project Incorporate OSHA standards in all design and implement Partner with architect and possibly include an incentive in contract Ensure that proper estimates according to standards are done Proactive monitor schedule and risks Ensure that stringent requirements are applied safety conflict

Proactively manage conflicts ; partner with union Ensure that contract requires union rates and monitor Proactively partner with union Develop contingencies for flooding, heavy rainfall etc Ensure that a project management process is used Ensure that client understands the change control processes and the impact of heavy changes on project

48

Delay in evaluation and approval of change orders

0.3

0.4

0.12

Ensure that Change Control Board is aware of its role and disseminate the change control process Ensure that a project management process is used Ensure that management is aware of its role on the project and the impact of approval delays Develop estimates realistically Develop a document project and budgets

49 50

Design changes during planning and construction Delayed management approvals

0.3 0.3

0.4 0.5

0.12 0.15

51 52 53 54

Current budget for fiscal year exceeded Political changes Planned quality is eroded during construction Untimely payments to contractors

0.2 0.2 0.1 0.3

0.5 0.3 0.4 0.5

0.10 0.06 0.04 0.15

justification

Ensure that a quality management system is applied Ensure that both contractors and client understand their contractual role and the requirements or payment. Seek a point person from finance Ensure that such constraints are identified and resources are allocated to pursue Perform stakeholder analysis and proactively address concerns; Implement measure to reduce contaminants; seek a communication specialist Procure externally if required Ensure that past litigation history and past performance is appropriately weighted in evaluation Ensure that contract is tight; inspire a partnership relationship and evaluation considers this factor

55

Bureaucratic breakdowns and bottlenecks

0.3

0.4

0.12

56

Stakeholder complaints during construction about noise dust and traffic

0.1

0.4

0.04

57 58

Inadequate internal resources for project management 0.2 Construction contractor may be adversarial and prone to litigation Strong-arm tactics used by contractor 0.3

0.4 0.5

0.08 0.15

59

0.2

0.4

0.08

60 61

Poor coordination of multiple contractors that would be 0.2 used if project were fast tracked Contractor claims prolonged 0.2

0.5 0.4

0.10

Develop a realistic project schedule and identify interfaces Ensure that all stakeholders understand their role in processing of claims; ensure that change control process is circulated to all Applied process to each project phase and disseminate Ensure a quality management system is applied

0.08

62 63

Lessons Learnt not captured Handover to client done without proper sign offs

0.2 0.2

0.3 0.3

0.06 0.06

64
65 66 67

Inadequate understanding the clients / stakeholders requirements

Inadequate project scope identification Inadequate implementation of the clients / stakeholders requirements Poor in-house project management

0.3
0.3 0.3 0.2

0.5
0.5 0.5 0.5

0.15
0.15 0.15 0.10

Practice requirements management

Practice requirements management Practice requirements management Ensure that project processes are used management

68
69 70 71

Loss of control of works by Architect / engineers / contractors, etc

Poor supervision and quality control. Not taking a holistic view of the project Non-identification and implementation of associated works, e.g.. access, drainage, landscaping, site selection based other facilities to be provided in the area, etc Poor project records / reports. Late submissions of items requiring internal and external approvals

0.2
0.2 0.1 0.2

0.5
0.5 0.4 0.5

0.10
0.10 0.04 0.10

Ensure proper project control systems

Ensure that a quality management system is utilsed Ensure that project is aligned to strategic focus Practice requirements management

72 73

0.2 0.2

0.3 0.4

0.06 0.08

Ensure that resources are allocated to maintain records etc. Identify such items in project definition

74 75

Project Funding Material Transfer

0.2 0.3

0.5 0.5

0.10 0.15

Ensure that client procures funding Develop a plan to ensure that materials are safely transferred to project site

Figure 4 : Turners Goals & Methods Matrix

Appendix 1

Activity On Node
Network Diagram Biscu Ltd
14 4 F 6 3 9 18 4 22 18 28 6 L 28 0 34 34

C EST DUR LST 0 0 0

START 0 0 0 9 3 0 4 A 0 0 4 4 4 2 B 4 0 6 6 6 D 12 12 6 12 12 2 E 0 14 14

14 8 G 14 0

22

22

22 4 26
J 22 0 26

26 2 28
K 26 0 28 28 1 29 M

34 4 38
N 34 0 38

14 2 16 H 20 6 22 15

EFT FLO LFT

6 0

12

14 1 I 21 7

33
22

5 34

38 2 40 O 44 6 46 46 1 Q 38 8 46 P 38 0 46 46 0 47 47 47 47 0 47 FINISH 0 47

LEGEND: EST : Early Start Time LST: Late Start Time EFT: Early Finish Time LFT: Late Finish Time DUR : Duration FLO: Float Critical Path

Figure 1

Activity On Node
Network Diagram Juron Ltd
4 5 B 8 4 4 13 4 C 8 34 7 I 34 0 41 41 9

EST DUR LST

0 0 START 0 0 0 0 0 4 A 0 0 4 4

9 4

5 13 8 D 12

13 13 26
G

26

8 34 H

41 8 49
K 41 0 49 34 6 40 J 35 1 41

49 13 62
L 49 0 62

62

9 71
M

71 4 75
N 71 0 75

75

4 79 O

5 4

13

13

0 26

26

0 34

62

0 71

75

0 79

EFT FLO LFT

6 10

E
7 3 13

79

9 88 P

88

5 93 Q

0 0 FINISH

9 13 79 F 0 88 88 0 93 0 0 0

13

Critical Path

A-F-G-H-I-K-L-M-N-O-P-Q

LEGEND: EST : Early Start Time LST: Late Start Time EFT: Early Finish Time LFT: Late Finish Time DUR : Duration FLO: Float

Table 1

Activity (Tasks) A B C D E

Duration (Days) 4 5 4 8 6

Preceded By A A A A

F
G H I J K L M N O P Q

9
13 8 7 6 8 13 9 4 4 9 5

A
B,C,D,E,F G H H I, J K L M N O P

TABLE 2: SENSIVITY ANALYSIS OF DELAYS IN PROJECT SCHEDULE

ACTIVITY DELAY SCHEDULE IMPACT OVERALL PROJECT IMPACT

2 days

No effect

Activity has float of 4 days and can be delayed for as much as 4 days before any impact can be made on the completion date for the project.

2 days

Delays succeeding activities by 2 days; project extended by 2 days

Activity is on the critical path with zero float. A late start of 2 days resulting in an increase in overall project from 93 days to 95 days. Activity is on the critical path with zero float. The project extending to 94 days as a result .

1 day

Delays succeeding activities by 1 day; overall project extended by 1 day as a result.