Project Plan

Project Plan for Technical College in Lodja, Sankuru Province, Democratic
Republic of Congo

Project Plan
Technical College Lodja, Sankuru Province,
Africa

Republic of Congo

Table of Contents

1. Introduction...............................................................................................................4
2. Project Definition .....................................................................................................5
3. Methodology.............................................................................................................9
4. Procurement Strategy............................................................................................10
5. Organisation...........................................................................................................12
6. Plans.......................................................................................................................15
7. Quality Plan............................................................................................................16
8. WBS, Estimates and Actual Cost...........................................................................26
8.1 Total Estimate, Construction Cost, Budget to Date and Cost to Date.................27
9. Timescales...............................................................................................................1
10. Project Controls......................................................................................................2
11. Risks.......................................................................................................................3
13. FMEA and Risks.....................................................................................................7
12. Benefits ................................................................................................................15
13. Programme...........................................................................................................17

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The Purpose of this Document

To describe the Technical College Project
in a manner that meets the needs of the
Charity and the Ministry of Education in
the Democratic Republic of Congo. It
explains the objectives of the project, its
scope, the approach adopted, the strategic
context, and interfaces with other
Information for meeting project
deliverables. It summarizes the resources
needed and the plans for the first stage of
the work. The proposed arrangements for
managing the project are presented.

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1. Introduction

1.1 Purpose of this document

The purpose of this document is to define the Technical college project in
order to form the basis for the management and assessment of the
success of the project. This document will allow the Project Board to
ensure the project has a sound basis before allowing major decisions to
be made which may alter significantly the overall aims of the project. It
will act as a base document against which the Project Board and Project
Manager can assess progress, change management issues, and on-going
viability issues.

1.2 Background

A small UK (Watford) based charity that supports educational
enhancement in developing countries has decided to celebrate its 50th
anniversary in 2 years time by building a technical college in Lodja,
Democratic Republic of Congo.

The charity directors believe Lodja will receive a greater impact from the
design and construction of a college or academy that will provide IT,
Science and Technology to be taught to children in the town and
surrounding areas.

The project will need to leave a lasting legacy of educational achievement
as a measure of the charities work.

1.3 Project Brief

The project brief was submitted to the board on the Sunday 21st February
2010 electronically and in hard copy on the 22nd February 2010 during a
stakeholder meeting. The information help therein can be seen in
Appendix A of this document.

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2. Project Definition
2.1 Purpose of the Project

To design and build a technical college in the Congolese region of Lodja in
the Sankuru Province, thereby providing an infrastructure to the region
for education for up to 18 year olds. A key aspect of this project is to be a
flag ship for technology, science and IT in the region. The purpose of
which, is to bring children and workers into the region to help
regeneration of the area and development, thereby contributing to the
overall infrastructure.

2.2 Scope

The scope of the project is identified in the table below.

The Project Includes:

The project will be funded through various means, in particular web
donations through the charities 50th Anniversary campaign, corporate
sponsorship (affiliated construction companies), champion of the project
(hopefully sports personality) and sponsored challenges, i.e. London
Marathon golden tickets.

Research into the build, location, regional information and stakeholders
has been derived from previous working experience, lessons leant and
stakeholder meetings with the Congolese local government.

After identifying the various stakeholders and eliciting pertinent and
pivotal information from them we have established that the project is
achievable and viable, given that the level of constraint is very low,
options are available with regards to procurement routes, land, legal
rights and stakeholder buy in (minutes of meetings can be provided on
request).

In the first instance the selected project manager will appoint roles and
responsibilities outlined to direct and facilitate the project, for instance,
planner, procurement, quality manager, risk manager, administrators,
coordinators and such like.

The proposal is to design and build through prefabrication means. Large
portions of the building, such as walls and roofs will be produced in
factories off site and delivered and assembled on-site. The benefits of
prefabrication are highlighted below.

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2.3 Advantages of Prefabrication:

 Short build times
 Typically 50-60% less than traditional on-site construction, leading
to an earlier return on investment and saving in preliminaries.
 Superior quality achieved by factory-based quality control and pre-
design of similar modules.
 Compared to site construction, modular construction is about 30%
of the weight of conventional masonry construction.
 Repetition of prefabricated units leads to considerable economy of
scale in production.
 Environmentally less sensitive
 Efficient factory production techniques are much less wasteful and
installation is less disruptive on site.

Safer construction

 Modular construction sites have proved to be significantly safer than
traditional on-site building.
 Reduced site labour requirement
 The erection and finishing teams, which install and complete
modular buildings, involve less workers on site than traditional
buildings.

Reduced professional fees

 Standardised design details for modular buildings simplify and
reduce the need for specialist design input.

Services and bathrooms

 Service modules can be used, even in traditional formed buildings.

The cost of importing and transporting a large number of small buildings
is expensive; more so than the importation of materials such as cement,
lumber etc. Transport costs are even more amplified by the absence of
usable roads. With this in mind it will be paramount that the prefabricated
buildings be delivered to site prior to the wet seasons, between November
and March 2011. However, there is potential for significant savings
associate with economies of scale through the adoption of module
manufacturer’s standard dimensions.

Procuring suppliers for prefabricated classrooms requires international
competitive bidding, which will be undertaken by the principle contractor.

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This will be competitively tendered, following EU rules. Proposals will be
made to the charity project team and decisions made by appropriate
weighting criteria and proposal reports.

Although we would expect the principle contractor to be of UK origin,
there is the language barrier to take into consideration, i.e. the main
language used in the Sankuru province and the Congo is French,
combined with some 200 other dialects. When the principle contractor
decides to subcontract out the various work packages this will need to be
considered. When releasing the expression of interest for the principle
contractor, this will be marked as a requirement for award.

The on-site assembly will require few but highly skilled workers that will
undoubtedly be unavailable locally. This will require the importation of
skilled workers that can train local workers, even though this may present
challenges.

There is an understanding that prefabricated methods can be more
expensive than traditional, however due to the impetus of time as
emphasised by the Mayor and the enthusiasm, the project team business
case will emphasis time over cost, by being confident that the fundraising
activities will sufficiently provide the funds needed.

The principles contractor will also be a tried and tested contractor that
has worked with rural schools for some years and has formulated clear
indicators which point to the possible success of this project.

2.4 Objectives

The project will be to design, develop and deliver a technical college in
the Congolese region of Lodja, which is located in the Sankuru Province
for 500-600 potential students. The scope of which is not constrained. All
proposals are welcomed. It will be a technical college that will enable IT,
Science and Technology only, which to be taught to the children in the
surrounding areas.

Our charity aims to build a college to enhance computer studies in the
Lodja town and its surrounding areas. As Lodja is a city riddled with
poverty, war and crime, the school will be designed to provide a safe
environment so children feel safe and protected hence the college being in
a gated area.

Through the fundraising events, we hope to raise enough resources for
the building constructions, desks, books and the computers. We also aim
to secure volunteer teachers from the UK that will train the teachers to
deliver the courses. The college will enforce the partnership between the
schools and the community.

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At the college, we aim to provide programmes that promote life skills for
all ages and attract more teachers from the surrounding areas.

2.5 Core Deliverables

 Appointment of Charity Project Team
 Fundraising throughout and publicity
 Engage Stakeholders in Congo
 Procuring and appointing a construction consultancy
 Expression of interest
 Prequalification of Principle Contractor
 Appointment of Principle Contractor
 Kick off meeting with Charity, Consultancy and Principle Contractor
 Introductions to stakeholders in Congo with Consultancy and
Principle contractor to gain a more detailed set of requirements
 Feasibility studies and assessment of free issue land by Principle
contractor
 Prequalification of Prefabricated Companies
 Report submission to consultancy and charity
 Appointment of prefabrication company
 Procurement of Prefabrication Units
 Mobilisation of Principle Contractor on site
 Construction
 Decommissioning
 Launch
 Handover

2.6 Interfaces

Interfaces with stakeholders will play an important part of the
implementation and success of this project. Any issues that arise through-
out this project should be addressed to the appointed project manager
and associated PMO.

Issues with stakeholders can be identified in the issue log.

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3. Methodology
3.1 PRINCE2 – Structured Approach

PRINCE2 is a structured approach to project management. The
methodology provides a clearly defined framework, which includes
procedures, tools and techniques to use for this type of project. Prince2 is
scalable and can be appropriately tailored to suit this type of project, in
fact Prince2 is used by the United Nations to undertake similar project in
Africa.

PRINCE2 will assist in coordinating the team, supervising the project and
bring control to the relevant stages in the lifecycle.

Each process has key inputs and outputs and with specific goals and
activities that need to be carried out.

PRINCE2 is widely understood and well know. It will provide a common
language for all stakeholders.

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4. Procurement Strategy
4.1 Design and Build

The proposal is to use a single supplier, obtained through competitive
tender, in compliance with EU rules and regulations and OGC Gateway
procedures. The chosen supplier will be responsible for both the design
and construction of the technical college. The design requirements of
the college and functionality will be discussed through consultation with
stakeholders.

The tender process will include the development and design of a
prequalification (PQQ) questionnaire. An expression of interest will be
advertised through OJEC or United Nations (UNOPS)
http://www.unops.org/english/whatweneed/Pages/currentbusinessoppo
rtunities.aspx

PQQs will be sent out to interested parties. The design of the PQQ will
be geared towards skilled civil contractors with Sahara/African
construction and stakeholder experience. Those that pre-qualify will
then be asked to tender. The tender will be assessed from a technical,
skill, competence, experience, H&S, environmental and commercial
perspective (price). Each supplier that submits a tender will be scored
and ranked, eventually being selected on price, or the lowest, i.e. the
most economically advantageous tender (MEAT). Given this is a charity
project and price is of the utmost importance this is a sensible
proposal. A contract will then be drafted up, final special clauses agreed
and price fixed.

The contractor will be asked to supply proposals for prefabrication
companies with appropriate options, taking into consideration local
architecture, design and functionality.

4.2 Type of contract for this project

Fixed price with economic adjustment: This will cater for high economic
inflation, such as those exposed to in the Democratic Republic of Congo
http://www.bloomberg.com/apps/news?
pid=20601116&sid=aIX9cT9oNebY&refer=africa
Materials in the Congo may become inordinately expensive at some
point during the performance of the project. The price of the project will
be adjusted to reflect inflation-induced changes in the contractors cost
of performance. Typically used for longer term projects, but with
recession and wildly changing inflation in this country is may be an
appropriate contract to use.

Proposal to use NEC type of contract, non adversarial, using foresight

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applied collaboratively to reduce risk and clear division of
responsibilities, helping accountability and maintains fewer disputes.

Diagram 1 – Procurement Strategy

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5. Organisation
5.1 Organisational Structure

The organisational structure for the technical college project is shown
below.

Project Board for the technical college project

Role Name Organisation
Executive Mr A Exec Charity
Senior Suppliers Mr P Contractor Principle Contractor
Mr C Consultant Consultancy
Senior Users Mr C Mayor Mayor on Lodja
Mr M Education Ministry of Education
Other Roles
Project Manager Mr P Manager Charity
Independent Auditor Mr A Assure Consultant
Table 1 – Project Board

The Independent Auditor has been added to the board because they will
provide valuable information on the state of the project from a quality
perspective and have no bias.

The organisational structure (as shown in Diagram 1 below) has been
designed to show the various roles that are pivotal to the development
and implementation of the project.

You will note that the roles of the principle contractor are not shown. This
is because the roles and responsibilities are too great to show in one
diagram and also that the programme accounts for them in a grouped
way, not broken down individually (including cost).

The Independent auditor will be part of the project and the PM will have
direct access to this person for consultation and advice as and when
required throughout the lifecycle.

The organisation chart is self explanatory.

Project Plan for Technical College in Lodja, Sankuru Province, Democratic Republic of Congo

Diagram 2 – Organisational Chart for the Technical College Project in Lodja

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5.2 Stakeholders

The stakeholders were identified and interviewed on the basis of their
overall importance to the project and for the level of support they can
provide. During this process it was discovered that the level of constraint
to the project was low and the majority, if not all aspirations could be
met.

The following Stakeholders were identified (as shown in the
business case:

 PM and Team
 Local Congolese Government, i.e. the Local Town Mayor of the
region, Town Planners etc
 The UK (Watford) based charity
 The local community in Lodja
 The children in Lodja
 Teachers and staff who will be working at the school in Lodja
 The national Government
 Other charities undertaking similar work
 Any other charities that will be working with ourselves on this
project
 The donators to the charity, will want to see a successful result with
the money they donated to the charity
 Principle Contractor
 Construction Consultancy
 UK and African Subcontractors

5.3 Roles

 Pm and Team – Senior Supplier
 Town Mayor – Senior User
 Charity – Executive and PM and Team – Senior Supplier
 Local Community of Lodja – End Users
 The Children of Lodja – End Users
 Teachers and staff – End Users
 National Government – Key stakeholders
 Donators – Key Stakeholders
 Principle Contractor – Supplier
 Consultancy – Supplier
 Subcontractors - Suppliers

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6. Plans
6.1 Project Plans

A staged approach is being adopted for this project. Key stages in the
development of this project are listed below.

6.1.1 Starting up a project

 Appointing a PM
 Design a PM Team
 Appoint a PM Team
 Prepare project brief
 Define Approach
 Plan next steps

6.1.2 Initiate a project

 Planning quality
 Planning a project
 Refine business case and risks
 Setting up project controls
 Setting up project files
 Assembly of the PID

6.1.3 Development/Execution

During this stage the main activities will comprise of:

 Fundraising
 Logistics (inc. Construction)
 Design (Prefabricated)
 Construction

6.1.4 Closing a project

 Decommissioning
 Launch
 Handover
 Ceremony

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7. Quality Plan
7.1 Purpose

This project management quality plan is for the construction of the Lodja
Community College (LCC). The college will be situated in the town of
Lodja which is in the Sankuru Province of the Democratic Republic of
Congo (DRC). It documents the customer’s quality expectations,
tools/techniques, standards, procedures to be applied and the
responsibilities for achieving the required quality levels for the final
product to meet the customer’s quality requirements.

7.2 Customer’s Quality Expectations

Functional Requirement: - the school buildings should be resilient and
stable to withstand the wind pressures that may come with the weather.
The walls should contain appropriate thermal insulation to prevent heat
loss during the cold season and prevent heat gains during the summer to
make the students and staff comfortable. To some degree, the school
blocks should be fire resistant. The exterior of the building itself should
complement the community and the interior should provide and promote
adequate space needed by the teachers and their students. The schools
hall will be sometimes be used by community groups, as such it should be
flexible and easily accessible.

Performance: - as the school is located in a region where there is heavy
rainfall, it is essential that the walls as well as the roofs are constructed
with the right thickness to prevent water infiltration which may lead to
dampness. Designers should take note of window position to take
advantage of the daylight while bearing in mind that too much light can
hinder the lighting in the classrooms and the right amount can reduce
electricity costs.

Security: - parents need to be reassured that the children are in a safe
place, hence having the school in a fence with a gate post to monitor all
persons entering and leaving the premises. The schools location is vital
to the children walking to the school at any time of day. Teachers’
houses and the administration offices should be fitted with locks, lighting
and any other material to keep theft at a minimum. In case of a fire, the
building should be able to contain or keep fire at minimum level of
spreading to other parts.

Maintainability: - the college should be easy to maintain as most of the
community is poor, uneducated and lack employment. Maintenance
should be kept to low level e.g. roofs, lighting, exit doors, windows and
doors.

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7.3 Acceptance Criteria

Implementation Date: ideally the college should be ready for use and
handed over to the community at the start of the country’s school
calendar to enrol its first student intake.

Security: - all security requirements should be met especially the gate
post whilst ensuring that their guards’ health and safety is maintained.
The location of the school is within walking distance as most of the
community do not own cars. Teachers’ houses and administration office
should be fitted with locks and burglar bars to keep thieves out.

Running Costs: - the college should provide free education if it is to
benefit the community of Lodja. The running costs should be kept to the
minimum to enable the community to sustain itself after the handover.

Capacity: - The classrooms should be big enough to accommodate the
students with room for expansion.

Required Personnel Level: - The teachers available all meet national
standard and any required training should be provided by the Watford
Charity especially for Science and Technology departments.

Development cost: - as defined in Project Initiation Document

Ease of use: - students and pupils must be to walk around the school
and find any facilities easily e.g. toilets, staff room or canteen.

Training: - provide training of both the teachers and the trainers that will
provide the training.

7.4 Quality Responsibilities

ROLES RESPONSIBILITIES
Project Board Provide general direction for the project.
Authorise and approve project plans and/or any
deviations.

Approve appointment and responsibility of the
project manager.
Project Manager Accountable for quality of the project by ensuring
that the quality objectives are achieved.
Maintains communication with sponsor and other
stakeholders.
Ensures that project team adheres to the project
quality standards.

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Project Quality Develop, communicate and maintain the quality
Representative & plan to ensure that LCC quality standards meet the
HS&E Manager local building quality standards
Manage all documentation relating to quality
systems guidelines.
Manage training of the project team and all staff
e.g. local labourers.
Independent Quality Ensure quality throughout the construction of the
Consultant college.
Advice project team on how to achieve quality.
Conduct quality reviews.
Ensures that suppliers and local labourers used
adhere to the agreed quality procedures and
standards.
Updates all authorized forms or documents
Organizes all quality meetings and training.

7.5 Applicable Standards

While bearing in mind of the human rights set in Article 25, the following
standards are to be used.

Project Management Standards

PRINCE2 – Watford Charity uses this as a guide to managing projects.
BS6079-3:2000 – Guide to the management of business related project
risk.

ISO 10006:2003– Guidelines to quality management in projects.

National Quality management standards

The province adheres to the national standards set for any of the
country’s buildings and will also follow the quality assurance policies for
higher education.

Building Standards

ISO 22263:2008 – provides a structure for the organization of project
information (process and product information) in construction projects

ISO/CD 11855-2 – helps to determine the heating and cooling capacity of
the building

ISO 15392:2008 – applies to life cycle of buildings and provides principles
for constructing sustainable buildings.

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ISO 15928-1:2003 – describes the structural safety and includes wind,
seismic activity and structural resistance actions.

ISO/TR 9527:1994 – provides design guidelines for designer to deal with
the challenges of planning for the handicapped in the building.

Product Standards

ISO/IEC 9126-1:2001; 2, 3:2003; 4:2004 – Guidelines to measurement
of product quality.

The Electrical Equipment (Safety) Regulations 1994 (SI 1994/3260). -
Applicable to electrical equipment designed for use with a voltage rating
of between 50 and 1000 volts.

CE Markings – All plugs and computer supplied to the college must
conform to the New Approach Directive as issued by the European

Standard Organisation

Safety standards - The building must comply with all health and safety
standards.

ISO 24510:2007 – specifies the elements of drinking water.

Quality Assurance and Control Standards

ISO 9000-3:1997- Guidelines for the application of ISO 9001:1994 to the
development, supply, installation and maintenance of computer software.

IEEE Std 1059-1993 Guide for Software Verification and Validation Plans

ISO/IEC 14598-3:2000 - Guidelines for Product evaluation process for
developers.

ISO/IEC 25062:2006 - Software product Quality Requirements and
Evaluation for usability testing.

Accreditations

International Standards Organisation (ISO) 9000 Certification – This
assures the local mayor and us (as the customers) that the contractors
and the subcontractors are in compliance with the ISO quality standards.

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7.6 Controls

Quality log

This contains an up-to-date record of the status of each stage tasks.
Tasks are regarded as complete and fit for purpose when all the elements
in the acceptance criteria are met and quality manager has signed them
off in the quality log.

The quality log is made available at each Project Board meeting.

Reviews

Gateway Reviews: - used by project board, to ensure that each stage of
the project meets client’s requirement.

Walkthroughs: - going through the construction work step by step with a
customer representative e.g. the local mayor, to make sure that the
building constructions are aligned with the national building standards.

Auditor

The project quality assurer will visit the supplier sites, to ensure that our
standards are relevant to their standards and services. The quality
manager will also carry out internal audits to ensure that all formal
policies and standards are adhered to during the project activities.

Specialist Work Quality Control and Audit Processes

As the school is constructed using the prefabrication method, this work
will be contracted to third party suppliers. The quality of these suppliers
will be controlled through the contract clauses and are also subject to
internal audits by our quality assurer.

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7.7 Change Management Procedures

The change management procedure to be followed is reflected in the table
below.

Process Action Responsibility Document
Required
Change requested Complete a Anyone in the Request for change
change request project team/client form (RFC)
form. Quality Issue Log
Log the change administrator
as an issue.

Submit the RFC Pass on the form Quality RFC.
to the authorised Representative
person for
approval.
Analyse the Conduct cost Project manager or RFC.
Impact of the estimation for project Exception report
change on project new change. And board/sponsor Issue log.
and other define the
dependencies benefits.
Approve/Reject
and sign off RFC.
Escalate to
project
board/sponsor if
change exceeds
project manger’s
tolerance by
producing an
exception report
Update Issue Log

Implement the Produce a plan Project Exception plan
change. and carry out team/Project (* for changes
activities required Manager outside tolerance)
to incorporate the
change.
Communicate the Meeting with Project Manager Highlight report to
change. project team/ sponsor.
progress report to Circulate the minutes
sponsor if change of meeting to the
is an exception project team.
(off specification)

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7.8 Configuration Management Plan

Control Docum Naming Submission Responsibility
documents ent Convention process
locatio
n
Plans
Quality plan Electroni Pln/Type/version Manual & Project Manager
Project plan c& number Electronic
Project Initiation Project
Document manage
ment
office
Procedures
Quality manuals Electroni Prcd/type/versio Manual Quality
Operational c& n number /Electronic Consultant
procedures Project
Health and Safety support Project Manager
procedures office
Reports/Requirem
ent Specifications The whole
Progress Reports Electroni Rpt/type/version Manual team, roles are
Exception Reports c& number assigned
End Stages Reports. Project appropriately for
End Project Report. support delivery of
Lessons Learned office Des/Type/Versio reports
Report. n number
Requirement/
Design Specification
Forms
Risk log Electroni Forms/Type/Ver Manual Quality
Issue log c& sion number Representative
Quality log Project and HS&E
Change Request support Manager
form. office

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7.9 Quality Tools

Flowchart: - Used in the planning/design phase and indicates the
processes, materials, services, time, the people involved and the
decisions to be made at each step in the project.

Checklists: - This will be used to walkthrough various stages of the
project to ensure that all quality expectations have been met e.g. correct
procedures followed, standards, necessary forms completed, approvals.

Failure Mode Effect Analysis (FMEA): - to identify all possible failures
that may occur during the project lifecycle. The failure consequences are
studied, prioritised, eliminated or reduced according to their priorities.

Plan-Do-Study-Act cycle (PDSA): - used to monitor any changes
implemented and for continuous improvement of the project.

7.10 Health and Safety at Work

The responsibility to maintain health and safety lies with everybody from
the employers, employees, contractors to the clients. The principal
contractors will have to abide by the regulations set out in the contractual
agreements. The following section covers the regulations that will be
applied and enforced during the course of the project.

Asbestos – suitable disposable overalls, boots, and masks will be provided
for all employees working with asbestos. It is essentials that all materials
are kept damp, use hand tools and clean as you go. For all employees
who have not worked with asbestos before, training will be provided
together with all leaflets containing all information about asbestos for
reference.

Control of Substances Hazardous to Health (COSHH) – such substances
may be found paints, lubricants, varnishes, timber laminates, sawdust,
disinfectants used for treating water systems and fume and gases
resulting from welding.

As a safety measures, respirators, masks and gloves will be provided.
Further description and control measures of these substances can be
found in the safety data sheets. The data sheets provide users with
information on how to handle and store the chemicals. They also provide
a description of the hazards that they can cause and the procedures to be
followed should an accident occur.

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Disease reduction programme – apart from following the safety
procedures of asbestos and COSHH, alcohol and drugs, it is the
responsibility of;

The employer is to ensure that employees (including clients and
contractors) adhere to all the health and safety procedures to prevent any
diseases from occurring and/or spreading.

The employees ensure that they are following the right procedures and
practices to prevent any diseases from occurring and/or spreading.

Alcohol and Drugs – in accordance with section 2 of the Health and
Safety Act of 1974; it is an offence for anyone to allow the consumption
or supply of drugs on the construction site. To enforce this, a policy has
been developed by our charity to prevent any misuse, copies of which
have been distributed during the contract agreement to all persons
involved.

Human factors – involves having the right number of people at the right
time in the right place to maximise workload whilst minimising the
accident risks. It is also essential that the workload is balanced as
excessive workloads may lead to errors and slippages, at the same time
less workload may lead to boredom and reduced alertness. This also
applies to contractors. Supervision is also required to ensure all practices
are put in place. Further information for who the supervisors are can be
found in the quality managers’ office.

Noise – it is inevitable that employee will be subjected to noise on the
site due to hammering, use of powered tool and/or digging with tools that
cause vibrations. Therefore, to prevent any problems associated with
hearing including loss, employees are given hearing protection and
advised to use it together with the training and health surveillance.

Temperatures – during the summer, wherever possible, work will be
rescheduled to the cooler times of the day. Employees are advised to take
advantage of the drinking water provided, shades will be erected where
necessary and appropriate sun screen provided for international
volunteers. In winter and the rainy season, where possible, work may be
delayed to warmer and drier times. Warm clothing will be provided as well
as hot beverages.

All accidents are reported and recorded to the person in charge who fills
out the Reporting of Injuries Diseases and Dangerous Occurrences
Regulations (RIDDOR) form provided by the regulations board of 1995.

Languages - All health and safety procedures, working practices and any
reference material can be found in English and French.

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To ensure that all the above health and safety regulations are met, the
person in charge will also carry out a weekly risk assessment using a risk
assessment sheet.

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8. WBS, Estimates and Actual Cost

The work breakdown structure comprises of various components that
form a complete working document, uploaded electronically to the Group
system (as appended). The document is in the form of an excel
spreadsheet that has been expanded to include the cost profile for the
project. (See Appendix A)

The work breakdown structure comprises of the following elements:

 Start up the Project
 Fundraising
 Initiate project
 Procurement Process
 Staff
 Design
 Execute Project
 Mobilisation
 Logistics
 Construction
 Prelims
 Ground works
 Build Teaching Spaces
 Non-Teaching Spaces
 Exterior facilities and Premises
 Environmentally design friendly factors
 School Power Supply
 Furnishings
 Project Closure
 Launch

Level 2 information and comments can be found on the excel document
as mentioned above.

The build-up of the budget (aligned with the WBS) is demonstrated in
Table 2 below.

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8.1 Total Estimate, Construction Cost, Budget to Date and
Cost to Date

 The total estimate of the project is: £3,465,934

 The total Cost of Construction is: £2,301,875

 Budget at March 2010 is: £716,383

 Cost to Date: £716,383

 Variance: 0

*The estimates were derived from similar charity projects. Please see
tables 2 and 3 for additional information below.

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8.2 Work Breakdown Structure – Level 1 Budget

Table 2 – WBS and Budget (additional detail attached electronically)

8.3 High Level Cost Profile – Budget across lifecycle (month)
+ Actuals

Table 3 – Budget across the lifecycle


8.4 Cumulative Budget (less OH&P + contigeny and risk cost) Vs Actual Cost + Cumulative Risk
Profile

Diagram 3 – Budget Vs Actual Cost + Cumulative Risk Profile across the lifecycle

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9. Timescales

Key Milestone Dates Duration Start Finish
Project Timeline 506d 01/05/09 01/05/2011

Appoint team 1d 06/05/09 06/05/09

Fundraising 505d 01/05/09 29/04/09

Procurement of Architect, QS
2mo 12/05/09 07/07/09
etc

Tendering process for principle
101d 09/07/09 27/11/09
contractor
Contract Award for principle
contractor (cool off period 10 10d 02/11/09 13/11/09
days)

Initiate project 231d 12/05/09 08/04/09

Procurement of prefabrication
10d 16/03/09 29/03/09
units

Production and Delivery of
5mo 30/03/10 27/05/10
prefabrication units

construction 121d 28/06/10 14/12/10

Completion of construction 1d 15 Feb 11 15 Feb 11

Decommissioning 2w 16/12/10 29/12/10

Handover 6w 30/12/10 10/02/11

Ceremony 1d 01 May 11 01 May 11

Table 4 – Milestone Dates

A formal Project Plan using Microsoft Project (including Gantt chart) is
available electronically. The Plan can be presented at each Project Board
meetings, identifying actions completed and areas of slippage.

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10.Project Controls

1.0.1 Checkpoint Meetings/Reports

The Project Manager will provide monthly reports and additional informal
checkpoint reports as required.

1.0.2 Work Package Management

Formal work package management is being undertaken by the principle
contractor and is primarily managed through the consultancy, overseen
by and approved by the PM team assigned and appointed by the Charity.

1.0.3 Highlight Reports

Highlight reports will be provided by the Project Manager on a quarterly
basis to update the Board. Highlight reports will also be circulated prior to
Project Board meetings.

1.0.4 Exception Reports

Exception Reports will be generated if the Project Manager forecasts that
the tolerances agreed for any Stage, or the Project, will exceed those
agreed with the Project Board.

1.0.5 End Stage Assessments

End Stage Assessments will be undertaken at the end of each Stage, and
will be supported by the key deliverables of each Stage.

1.0.6 Mid Stage Assessments

Mid Stage Assessments will be held in the event that an Exception Report
needs to be presented to the Project Board.

1.0.7 Project Closure

A final project report will be provided at the end of the project.

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11.Risks

12.1 Projects Attitude to Risk

This is a construction project that is being undertaken in a foreign country
which applied different laws, legislation and procedures, however this
does not mean the level of quality and risk tolerance is therefore relaxed.
This project will be undertaken in the same manner and standard as if it
was being built in the UK. The board and PM will be expected to adhere to
highest of standards on this project and will undertake risk management
on a project of this scale and size with the same careful planning to risk,
if not more so due to the unique nature of the project.

12.2 Project Managers Approach

The Project Manager will meeting with a representative from the Principle
Contractor, possibly the construction manager, alongside the architect,
QS and engineer from the consultancy periodically to review the status of
all risk mitigation efforts, review the exposure assessments for any new
risk items, and redefine the project's ‘Top five Risk List’. This will be
undertaken alongside quality reviews.

This is to instill a culture of risk management on this project. Taking into
consideration local contractors and their application of new techniques
and use of materials (which they will be trained in), it is imperative that
risks become a top priority for this project.

12.3 Period Dates for reviews are:

01/05/2010
01/06/2010
01/07/2010
01/08/2010
01/09/2010
01/10/2010
01/11/2010
01/12/2010
01/01/2011
01/02/2011
01/03/2011
01/03/2011
01/04/2011
01/05/2011

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12.4 Risk Management Procedure

The risk management procedure will comprise of the following steps:

Diagram 4 – Risk Management Process

12.4.1.1 Identify Context

This step has been undertaken through meetings with the project team,
i.e. brainstorming sessions and meetings with stakeholders. Given time
constraints, options such as Delphi technique, whilst beneficial did not
form part of the identification exercise. In addition research of the risks
on similar projects was undertaken.

12.4.1.2 Identify Risks

All workers, management, supply chain etc need to assist in the
identification of project risks. This will help minimize risks and exploit
opportunities. In order to reduce the exposure of threats the Project

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Manager will make instill a culture of risk awareness through guides, bill
boards and workshops to reinforce behaviors.

12.4.1.2.1 Early Warnings

Early warning indicators will be used on this project to provide advance
warning to the PM team so that it may respond to changes to the plan,
cost, schedule, quality etc. Early warnings will be logged and monitored.

The wider project team will be required to speak up and inform managers
of any issues that might affect the project in a negative way. Also, any
potential opportunities for efficiencies or cost savings need to be filtered
through so they can be exploited.

12.4.1.3 Assess

Assess the threats and opportunities to the project in terms of probability
and impact. See FMEA. All risks will be assessed for the cost of the impact
to the project using the Expected Value method, where the likelihood % is
multiplied by the Cost of Impact to bring a total of Expected Monetary
Value to the project, for example the cost of a risk is £20,000 and the
Likelihood = 60% then the expected value would be £12,000.

12.4.1.4 Plan

This step is primarily concerned with the specific management responses,
for instance identifying and evaluating a range of options for responding
to threats and opportunities.

12.4.1.5 Implement

In order to implement effectively risk owners and actionees have been
added to the FMEA.

12.4.1.6 Communication

This is central to all of the above sequential activities. As previously
mentioned in project controls the various reports will be used as a
means of keeping the project on track.

12.5 Risk Responsibilities

To maintain a reasonable budget, a decision has been made not to
employee and permanent role for this risk because the ethos on the
project will that everyone will be responsible for risk on the project. A risk
workshop onsite prior to construction will be undertaken, alongside the

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Quality ‘Zero Tolerance Day’. This will outline the expected culture of the
project and how all parties are expected to perform.

The PM will through the FMEA process delegate and assign roles to
various team members to monitor and respond to risks.

In addition the board will provide input into the project of any external
risks that may arise if they are to affect the project, for example a
disease or virus that could impact on delivery.

12.6 Risk Log

The risk factors identified and managed for this project will be
accumulated in a risk list, which is located on site in mobile office.

12.7 Closing Risks

A risk item can be considered closed when it meets the following criteria:
The mitigating action has been carried out and the issue no longer poses
a risk to the project.

12.8 Access

Due to the geographic location of this project certain stakeholders will not
be able to be present onsite at all times during the delivery.

The plan will include a live (online) system which shows in real time the
risks that are being managed on the project. This will give the board
access to key information on the project. This also allows the board to
exert some control without having to gain access to certain people to get
information. A spin off benefit of this system is that the senior user, key
sponsors etc can have an idea of the progress throughout the life cycle.

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13.FMEA and Risks

FMEA for Technical College Project in Lodja,
Sankuru Province
Score
Imp
Prob Ranki
Unique act
Potential abilit ng Cost of Expecte Responsibility/ Remedial
Identifie –1 Probable cause
Risk y-1 S*L Impact d Value Action
r to
to 10 (1 to
10
100)
Late placement of Ensure order for
order for prefabricated units are
prefabricated units placed on time sufficiently
for construction to begin as
planned.
Prefabricated unit Keep close relationship with
company complete prefabricated company and
units later than have a day to inspect and
expected review progress onsite prior
to delivery. Keep open
communication channels so
Late
that production issues can
delivery of 11
001 10 7 70 be discussed. Payment on
prefabricate 4,133 79,893
delivery as a means of
d units
applying pressure to the
company.
Problem with the Monitor delivery of
transportation of prefabricated unit, make
units to Lodga, via back up plan of alternative
logistics to airport transportation mode should
from UK and then there be any major delays
from delivery from with transportation
Lodja airport,
particularly during
the wet season
Careless handling of Assign member of project
units during team to supervise Principle
transportation Contractor to ensure
Damage to everything is going smoothly
existing with delivery
structure 10 Packaging of units Ensure Principle Contractor
002 7 7 49
during 3,767 50,846 unsatisfactory double checks all units
transportati before dispatch.
on Ensure Principle Contractor
double checks all units
before dispatch and at
delivery
Poor sanitation High level of hygiene to be
maintained on site

Inadequately Project crew to be properly
vaccinated project vaccinated
personnel
Outbreak of virus in Review current policies and
Diseases, region procedures of how to deal
003 8 7 56 0 0
outbreak with situation, advise team
and review cost, schedule
over the lifecycle. Consider
contingency and
coordination of efforts to
adjust project plan,
resources etc to counteract
outbreak

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Poorly Fundraising activities Focus on high earning
timed do not deliver on activities - appropriately
fundraising time timed to critical activities in
for the 20 the programme.
004 10 5 50
project 0,823 100,411
could affect
the
programme
Failure of equipment Ensure equipment complies
with industry standards and
that is it is safe to use
Unsafe practices and Equipment used for
working expressed purpose, stored
and retired in accordance
with manufacturer guidelines
Inadequate Participants briefed on
Injury on
2 equipment from local correct equipment to use
005 site (jnc 7 7 49
4,000 11,760 tradesman and supplied correct
Landmines)
equipment
Inappropriate safety All project team members
training or lack of must take adequate
training on site precaution to ensure safety
and safety of others as
identified in the quality plan,
which will outline procedures
to be used for this project.
Due to poor Use of high powered diesel
Lack of electricity supply in generators as power source
electricity 12 Congo during build (see prelims)
006 7 6 42
Supply 6,923 53,308
During build

Diesel shortage in Place early order for diesel
Lack of
Congo fuel to be delivered to site
diesel to
and stored safely. Ensure
power
quantity ordered sufficient
generators, 5
007 6 5 30 for duration of build.
affecting 0,000 15,000
Outsource from different
price of
supplier if required
procuremen
t

Burst river bank Flood protection on site
erected. This can be done,
however reports tell us this
is risk is marginal and
Flooding of unlikely to occur
008 8 4 32 ?
site 15,000 Cost of Impact will not be
added a reasonable sum is
allocated in the unlikely
event

Heavy rainfall Ensure delivery of building
materials before rainy
season
Poor road Use of Inadequate Hire appropriate mode of
conditions mode of transportation for road
5
009 especially 4 7 28 transportation conditions
0,000 14,000
during rainy
season

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Volcano’s, Cannot easily plan for such
earthquake, risks will therefore have to
Hurricanes accept risk
Act of God, unquantifiable.
All work stops to put back
for another date. Cost to put
Natural 3,65 back damage could cover
010 9 3 27
Disasters 9,033 50,000 the entire build. For the
purposes of this project it
might not be suitable to add
cost of impact, however an
nominal value will be added
to expected value to cover
some minor damages
Inadequately skilled Employ tradesmen from
Lack of tradesmen neighbouring countries
locally 10
011 5 5 25
skilled 0,000 25,000 Additional training, guides
tradesmen and assistance in delivering

Inadequate supply of Investigate neighbouring
Lack of
local materials countries of required
locally
10 building material
012 sourced 5 5 25
0,000 25,000 Supply and Demand,
building
Weather
material

Damage to solar Panels to be adequately
panels during protected
transportation
Late dispatch of solar Ensure order place in good
Late
10 panels from UK time with regular update
013 delivery of 5 5 25
0,000 25,000 meetings as to progress of
solar panels
panels
Transportation delays Make backup transportation
plans in case of major
transport delays
Local people stealing Employ local ‘gatemen’ to
building material patrol site at night time

Security – 5
014 3 5 25
theft issues 0,000 12,500

Poor procurement Renegotiate terms, possible
process, resulting in change of contract clauses
accepting to include bonus/abatement
Unreliable
inexperienced schemes to push the
performanc
68 principal contractor contractor to perform.
015 e of 8 3 24
4,800 164,352 Possible additions to PM to
principal
drive performance
contractor
Misunderstanding of Ensure project brief fully
project objectives understood by principal
contractor
Wet and dry season External structure erected
in the Congo and made water tight before
wet season begins.
Climatic 20 Dry season, ensure
016 4 6 24
conditions 0,000 48,000 hydration of team, medical
facilities to be made
available and awareness of
issues with conditions
Language barrier Ensure at least one member
Misundersta
of project team is French
nding with
5 speaking
017 local 4 4 16
0,000 8,000 Poor work Ensure principle contractor
subcontract
performance by local has fully check sub
ors
subcontractor contractor experience

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Rework - Structure does not Ensure all standards are
correcting meet quality adhered to.
poor quality standards
25
018 workmanshi 4 4 16
0,000 40,000
p and
requiremen
ts changing
Inappropriate use of All transactions to be given
project funds final OK by charity
administrators. All funding
requests to be properly
documented and signed by
charity administrators before
funding is released.
5 Auditing of financials on the
019 Corruption 5 3 15
0,000 7,500 projects will be undertaken
to reduce corruption and
spurious claims. QS will be
responsible in verifying
subcontractor costs

High cost of Place order for second hand
Issues with
equipment reconditioned equipment in
procuring of
2 advance of school opening
020 technical 5 3 15
0,000 3,000
equipment
for school

Political instability Investigate stability of
Lodga, Congo
15
021 Terrorism 7 1 14
0,000 21,000

Lack of Lack of water Well to be built outside of
5
022 fresh water 3 4 12 sanitation system in school
0,000 6,000
supply Congo
Non acceptance of Early liaison with local mayor
technology college by on mitigation measures
Cultural 1 local people
023 3 3 9
issues 0,000 900

Inadequate sanitary Erect temporary sanitation
facilities units for duration of build
5
024 Sanitation 2 3 6
0,000 3,000 Poor awareness Training for all team

779,
Total
470

Refer to Table 2 for total check

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13.1 Assumptions and Rationale used in developing values for
top 10 risks
No.
Assumptions and Rationale outlined for top 10

Cost of delay calculated to be full cost of construction of prefabricated
001 units, divided by 6 month duration for work, giving a total cost for 1
month. Delay calculated as one month

Cost of Impact calculated as total cost of areas, divided by 3 key area
002 headings to derive the cost, so for instance Building Teaching spaces
total, Non teaching spaces and Exterior facilities and Premises

Value not applied – risk has materialised and therefore costs
003
and plan have been designed to account for it.

004
The total cost of the project (less contingency etc) /12 months which
covers the main cost of the executive phase, close out, handover etc.

005 Hard to quantify, reduced productivity. X2 staff - full time on project at
250 per day

006 Total staff cost / 12 months = 1 month cost to cover delays

An Allocation has been made for the cost of extra diesel in the event of
007
issues arising from lack of supply, or high price hikes

Cost of Impact will not be added a reasonable sum is allocated in the
008
unlikely event

Although the rainy season will pose a great risk to the project normally,
009 our programme has already taken account of it and therefore the cost
impact is reduced

Impact - full cost of project, however only nominal value applied due to
the unforeseen issues. Assumption made, no natural disasters will take
010
effect. If so, a re-estimate will need to be made and more fundraising
will be required.

Table 5 – Assumptions and Rationale for Cost of Impact


13.2 Expected Values of the Risks Profiled Across the project

Table 6 – Risks Profiled across the lifecycle of the project (Diagram 3)

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13.3 Top 5 Risks

13.3.1 Late delivery of Prefabricated Units

This was identified as the number one risk as the units are fundamental to
the construction of the school. Without the prefabricated units
construction of the technical college cannot continue.

The prefabricated units will be constructed by a company that has been
procured by the project team off site in the United Kingdom. These units
will then be shipped to Lodga.

The main risk lies with the delivery of these units to Congo. Several
factors have been identified as possible reasons for the delay of the
prefabricated unit’s arrival to Congo. These include:-

 Late placement of order by the project team for the prefabricated
units. This will have a knock on effect on delivery date of the units.
 The company making the units complete the order late and hence
delivers units late.
 Problems with the transportation of units to Lodga

This risk will be closely monitored and some contingency actions put in
place to overcome any problems should they arise. Contingency include
such actions as:-

 Ensuring order of prefabricated units is placed in sufficient time to
allow adequate time for order completion.
 Progress report emails between prefabricated unit company and
project team whilst units are being built to keep project team fully
informed of progress.
 Transportation of the units to Congo will be monitored closely,
alternative method of transporting the units to Congo will be made
as a back-up plan should we experience any problems with plan A.

13.3.2 Damage to existing structure during transportation

The FMEA identified damage to prefabricated units during transportation
as the third most significant risk. This is because if the units are damaged
during transportation the effect will be a delay to the project whilst the
unit/s is fixed or in the worst case scenario rebuilt in the UK. This will also
incur significant costs to the project.
Damage can come about through a number of factors including:-

 Careless handing of units during transportation
 Damage caused in warehouse before the dispatch of the units to
Congo

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Measures have been put in place to minimize the likelihood of this risks
materialising. These include:-

 Assigning a member of the project team to accompany the structure
during transportation to ensure careful handling of the units.
 Request that the company supplying the units protect units
adequately with packaging.
 We will ensure all units leaving the warehouse in the UK are of high
standard and free from damage.

13.3.3 Disease

Disease was identified through the FMEA analysis as the second most
crucial risk to mitigate. This is due to the fact that if enough of the
workforce on site is unwell this can cause serious delays to project
progress. Reasons for disease spreading on site include such factors as:-

 Poor sanitation on construction site.
 Inadequately vaccinated project personnel
 Contamination
 Poor hygiene levels
 Poor health management

To keep the spread of disease to a minimum all project team members
including local sub contractors will be required to follow strict hygiene
standards on site. All foreign nationals of the project team must be fully
vaccinated against local diseases.

13.3.4 Poorly timed fundraising

If the fundraising has not been timed appropriate the funds will not be
available at key points during the project. The results of which would
undoubtedly put the project back and additional costs would be incurred.
In addition productivity would reduce and remedial action is limited.

13.3.5 Injury on site

Injury on site was analysed to be the fifth most significant risk to the
project. A number of factors can lead to injury occurring on site during
the construction of the college, these include such factors as:-

 Failure of equipment
 Unsafe practices by the builders
 Inadequate equipment being used on site.

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As the safety of project team members is of utmost importance strict
health and safety measures will have to be adhered to on site by all
project team members. This will include factors such as:-

 All equipment must comply with industry standards
 Equipment must be used for express purpose only, and must be
stored appropriately after use.
 All participants must be fully trained on the proper handling of
equipments.
 Project team must at all times be vigilant for their safety and the
safety of others on site.

12.Benefits
13.1 Responsibility

It is the responsibility of the Project Manager to ensure the output of the
project. In the case of benefits it will be the responsibility of the Charity and
senior user and end users to ensure the benefits are realised. Post handover
the school will be left in the hands of the local government and the Mayor.
The Principle contractor will adhere to the defects liability period as per usual
in construction projects. Within this 52 week window the Principle Contractor
and Prefabrication company will held to account for their deliverables. A
warranty period of 5 years will be added to the prefabrication units.

13.2 Benefits Identification

There are three classes of benefit that are applicable to this project:

1. Strategic
2. Internal
3. Design
4. Construction - Sustainability

13.2.1 Strategic

These benefits are the result of strategically important factors that cause a
project to be initiated.

 Raising the charities profile
 Develop deeper relationships with the Congo and local government
 Test case PM Team for future work
 Better organisational image
 Major upgrade of IT infrastructure or architecture in Lodja and used as
a test case for future charity work by other charities

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13.2.2 Internal

 Stretching current charity abilities in terms fundraising
 Efficiencies in processes derived from Projectised approach
 Knowledge sharing in the Charity by new members helps competencies
of current members
 Increase of virtual working, good experience for the team and charity
as a whole
 Reduction in paper/admin costs due to online working
 Increase revenue to charity as a spin-off from fundraising campaign
 Promotion of best practice in procurement

13.2.3 Design

A good design should ensure that buildings, infrastructure, public spaces,
are fit for purpose, sustainable, resilient to the climate conditions,
adaptable and attractive.

Commitment to developing a technical college that can cater to learning
up to the ages to 18 years that with capacity, functionality and
attractiveness to bring in 500-600 students from further a field and
increasing punctuality, commitment and the development of education in
the region. In addition, to increase the overall benefit of the local
community whilst drawing in the wider community, i.e. parents, business
and development.

Build with the climate. Take into consideration sustainable materials,
biodiversity, water and waste.

13.2.4 Construction - Sustainability

 minimizing carbon emissions during construction
 procuring construction based on ‘whole life’ value
 aspiring to achieve ‘zero carbon’ buildings
 dealing with ‘climate change’ challenges
 conserving water resources
 preserving other natural resources
 creating, managing and enhancing wildlife habitats and natural
landscapes
 working in an environment of zero accidents and incidents
 educating and training, and then retaining a skilled workforce
 encouraging innovative solutions
 driving down the cost of sustainable technologies and solutions
 allowing the complete supply chain to participate and collaborate
designing for; environmental, social and economic sustainability
 making existing regulations work better

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 sharing knowledge, lessons, experiences, and ‘best practice’ across
the supply chain
 recognizing and applauding successes and achievements
 water efficiency and management (potable and surface water)
 bio-diversity impacts, conservation and managed solutions
 waste reduction and elimination

The project, when baselined will take account of these. They are
monitored throughout the lifecycle till handover and post handover.

13.Programme
Timescales of Project Phases

Finish
Project Phases Duration Start Date Date
Project Timeline 506 days 01/05/2009 01/05/2011
Project Management Tasks 277 days 01/03/2010 01/04/2011
Start up the Project (Appoint
Project Team) 6 days 01/05/2009 11/05/2009
Fundraising 505 days 01/05/2009 29/04/2011
Initiate project 231 days 12/05/2009 08/04/2010
Execute Project 192 days 15/03/2010 14/12/2010

Above are the proposed timescales for each phases of the project, there
are four (4) phases in keeping with the PRINCE2 project lifecycle. There is
however some overlap between the Initiate and execute phases of the
project due to the audit process that takes place at the end of the Initiate
project phase. This however doesn’t stop the next phase (execute)
commencing with the procurement of the prefabricated units.

The fundraising activities have not been linked to any of the phases of the
project as this is an activity that will be continuous through-out the project
until the Technical College is opened. Project Management tasks have been
separated from the Gantt and will be undertaken by the project manger and
the PMO staff.

The Key stages in the development of this project are listed below:-

14.1 Starting up a project

The project starts up when the Project manager is appointed by the charity
executive, the rest of this Start-up phase involves, designing the PM Team,
appointing the PM Team, preparing the project brief, and then finally defining
our approach & planning the next step. These tasks all follow sequentially on
the project plan.

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14.2 Initiate a project

The next phase is the Initiate a Project phase, which is triggered once the
plan the next stage/end of stage meeting is completed. This stage is kicked
off with producing the PID (project initiation document) similarly the project
manager will begin to procure the necessary consultants needed to
undertake this project. Once the PID is completed this leads onto the
production of the project Gantt, and the quality plan.

The next task is the stakeholder risk work shop, chaired by the project
manager. The aim of this meeting is the elicitation of potential risks on the
project from all project stakeholders’ which is to qualitatively define each risk
raised. All consultants who have been employed at this stage will also attend
the meeting for their input. This will then be used to develop the risk plan,
produced by the project manager.

Once the procurement of consultants process is completed, and a consultant
QS has been employed the tendering process for the principle contractor
begins. This is estimated to take as long as 91 days (as detailed in the
project Gantt). Similarly, the recently employed consultant architect and
engineer will begin creating the first version of the design specification for
the build of the Technical College in Lodja. This is important as we need to
communicate proposal to the principle contractor using the correct technical
language.

The design specification will then be used by the selected principle contractor
to undertake their architectural design of the Technical College. The design
will then be passed back to the charity’s consultant architect and engineer to
review. and then passed back to the principle contractor to implement those
design comments. The design review process will be important in ensuring
the quality of the design and ensuring that the principle contractor’s design
conforms to the charity’s design requirements. This stage is then closed with
an end of stage meeting to plan the next stage of the project. Finally, an
external auditor will audit the charity’s design process and procedures once
the architect and engineer become available again.

14.3 Development/Execution

The following phase is the Execute Project phase and is initiated by the
delivery of the principle contractor’s final design, thus allowing the charities
architect and engineer to proceed with the creation and order of all the BOMs
on the project. This is a major payment milestone for the project and will
result in £684,800 worth of materials being ordered on the project. This is all
the projects materials and carries a major financial risk, therefore a funding
meeting (Procure Prefab. Units Go or No Go) will take place over a month
before (08/02/10) to ensure that the charity has the necessary funds to

Republic of Congo
order all the materials need. The project team will then be able to make an
informed decision on whether to proceed with the project.

The lead times for the prefabricated buildings, construction materials, and
prelims vary and have been shown on the project plan accordingly. These
materials also take around 2 months to transport from the UK to Lodja,
Democratic Republic of Congo. Importantly, these will not be delivered until
June, avoiding the outbreak of the Ebola virus. It has been advised to avoid
entering DR Congo during the period of 1st March 2010 till 1st June 2010 to
avoid risk on international staff contracting the Ebola virus. This should not
be an issue on our project, assuming the outbreak finishes on the 1st June,
as or international staff will not enter DR Congo until the end of June.

The first materials to arrival in Lodja will be the prelims on the 28th June
2010. From this point forward, the construction phase will begin will our
consultants overseeing the construction in Lodja and providing advice where
necessary. The Project Manager will also be on site to oversee the
management of the construction and to be nearby should any problem occur.

The first phase of the construction will be the setup of the prelims, setup
facilities such as temporary water supplies, power, and installing any
temporary roads that will be required on site. The Principle Contractor will
then begin the groundwork on site, building the foundations on which the
prefabricated buildings will be situated upon.

The construction from that point forward will have to been undertaken in 3
teams in order to save time, the principle contractor may have to fly in extra
resource for this stage of the construction. At this stage the 3 teams will
work on three separate parts of the Technical College at the same time, one
team, to build the teaching areas, other for the non-teaching areas, and the
third to build the exterior facilities and premises. The Design of the Technical
College will be designed so that is feasible to undertake this construction
strategy and shorten the time span of the construction.

The wet season in DR Congo is between November and March, therefore the
aim is to have all construction and most significantly all materials on site
before November to ensure productivity is not affected by this rainy season.
According to the plan the construction of all the buildings and the exterior
facilities will be completed by the beginning of November, therefore the
productivity of the construction phase should not be affected by the rainy
season too much. During this period the internal furnishing of the Technical
College will be installed which should not be affected dramatically by the
rain. However the installation of the power supplies with commence during
November, this could potentially be slightly hampered by the rainy season.
Ideally, the charity would prefer to schedule this task sooner however is it
not possible to bring this task any further forward. Construction is scheduled
to finish on the 14th December 2010, closely the execution phase with an
end of execution stage meeting.

Republic of Congo

14.4 Closing a project

A finally the final phase is the closing the Project phase. This starts with the
decommissioning of the construction with a parallel activity of an external
audit of the construction process. Once decommissioning is completed, the
handover process will commence involving the efforts of the charity, the
principle contractor, and finally the local Lodja Government. The local Lodja
Government will be responsible for the up keep of the Technical College after
handover so it is important that all aspects are covered during this 6 week
period to enable the local government to maintain the technical college. Once
the construction is completed, the principle contractor qualifies for a payment
of £650,750.

Lessons learnt meeting will take place so the charity can collect all lessons
learned and make strategic decisions for the charity to undertake similar
projects in the future. The final stage is the preparation of the opening
ceremony, which will be attended by a celebrity/sports personality to raise
the profile of the event. This will be completed by 17th March 2011, leaving a
significant contingency in the plan of 31 days before the opening ceremony
on the 1st May 2011. With a high risk, low visibility project like this project,
these extra 31 days could be very important. Hopefully, these will not be
needed.

Project Plan

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