Assignment 2

Confidential
Faculty of Science and Engineering
MASTER OF SCIENCE
IN
PROGRAMME AND PROJECT MANAGEMENT
7CN016 (Programme Management)
Redevelopment Programme of Flood Management
In Singapore
(EnvironmentAgency)
STUDENT NAME : Myo Paing Thu
STUDENT ID NUMBER : 1331603
LECTURER : Lakshmi Thambiayya
DATE OF SUBMISSION : 13 January 2015

7CN016 Programme Management Myo Paing Thu (1331603)
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Word Count
Number of Pages : 22
Number of Words : 4100
Word count is exclusive of the followings:
 Cover Page
 Heading and Sub-Heading
 Citation and Referencing
 Executive Summary
 Introduction
 Conclusion
 Recommendation
 Content Page

7CN016 Programme Management 1331603
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Table of Contents
1. Introduction .......................................................................................................................5
1.1 Historical Context of Floods in Singapore .......................................................................5
1.2 Complexity of this scenario..............................................................................................6
2. Objectives ..........................................................................................................................6
2.1 Portfolio Management......................................................................................................6
3. Programme Contributions..................................................................................................7
3.2 Programme Inputs and outputs........................................................................................8
3.3 Programme Constraints .................................................................................................10
3.4 Programme mechanisms ...............................................................................................10
4. Organizational Structure ..................................................................................................12
5. Cost control, time and Quality management of Programme ............................................15
5.1 Cost control Management ..............................................................................................15
5.2 Schedule Management...................................................................................................16
5.3 Quality Management plan...............................................................................................19
6. Effective Teamwork..........................................................................................................20
6.1 Communication ..............................................................................................................21
6.2 Coordination ..................................................................................................................22
6.3 Balance of Mutual Support.............................................................................................23
6.4 Mutual support ...............................................................................................................23
6.5 Effort ..............................................................................................................................23
6.6 Cohesion ........................................................................................................................23
7. Quality Planning...............................................................................................................24
7.1 Quality Assurance ..........................................................................................................24
7.2 Quality Control ...............................................................................................................25
8. Conclusion .......................................................................................................................26
9. References.......................................................................................................................27

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List of Tables
Table 1: Programme inputs and outputs (Soemartopo 2013) ...........................................................8
Table 2: The Program mechanisms of the Projects' activities .......................................................10
Table 3: Programme Deliverable (PUB 2011)...........................................................................................14
Table 4: Precedence for the Flood Management Program ..............................................................18
Table 5: Communication Matrix for all Stakeholders (Elliot 2001) ..............................................22
Table 6: Quality Assurance .....................................................................................................................................24
Table 7: Quality Control for Program management...............................................................................25
Table 8: Projects quality Standards...................................................................................................................25
List of Figures
Figure 1: Programme Constraints ......................................................................................................................10
Figure 2: Program Structure (Created by XLite Software) ................................................................12
Figure 3: Organizational Structure of Redevelopment Program (Created by XLite
software).....................................................................................................................................................................13
Figure 4: The Institutional Framework of Redevelopment Program (PUB 2014) .............14
Figure 5: The Gantt Chart of Flood Management Program .............................................................17
Figure 6: Arrow-on-node for Flood Management Program ..............................................................18
Figure 7: Quality Management of Flood Managemnt Program (Created by XLite
software).....................................................................................................................................................................19
Figure 8: Understanding of Teamwork development (Radigan 2013) .....................................20

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1. Introduction
On the June 16th 2010, started from 9:00am to 11:00am, the extreme and heavy
rainfall dropped over the Stamford Canal Catchment with 100mm of rainfall
intensity and resulted in two following canals ruptures and overwhelmed the
Stanford Canal Catchment’s capacity that was the main serving catchment as the
storm water drain. Due to the overwhelming of the Stamford Canal Catchment,
the rainwater runoff the Orchard Road, whereas the rainfall intensity 300mm from
Cuscaden Road to Caimhill Road affected with the disturbance to traffic and
some destruction to public properties. Also, the reputation of the Singapore
Government had been affected and shown on the media. The affected areas by
the floodwater were the Supreme Hotel, the basement shops from the Lucky
Plaza, Tong Building, Delfi Orchard, Liat Towers which are included from the
older developments (PUB 2010).
Actually, the losses from the public properties were hard to recover to normal.
And the insurances for the damaged properties were million dollars and high
impact to the insurance companies. For example, the cause of the floodwater, 7
buses and 20 cars were stalled on the Orchard Road. Besides, floodwaters were
enclosed on the road mostly as platform levels from the Orchard road buildings
and the barriers of the entrances of the MRT stations from the flood prone areas
were appropriately high to block the floodwater from inflowing the buildings.
Floodwaters from the Orchard road areas dropped within 2 hours after being
overwhelmed. Apart from the Orchard road flooding areas, the Eastern Canal
Catchment and Bukit Timah Canal catchments were also experienced the
flooding on the same day (PUB 2010).
1.1 Historical Context of Floods in Singapore
In Singapore’s early days, Singapore experienced with floods was extensive and
common. Based on the geographical analysis, the Singapore’s city center that
occurred the floods mostly, which was on moderately low-lying land comparing
with other areas. Mostly, several lands from the Singapore are located just above
the high tide level. Over the past decades, the Singapore government made effort
to minimize the flood risk at these flood prone areas with flood protection projects
(PUB 2011)

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1.2 Complexity of this scenario
Based of the PUB’s initial investigation, the flood resulted from the two intense
consecutive bursts of rain within an hour. In addition, the second complexity is the
debris, which was washed down by rainwater during the first flush and partially
trapped in the culvert across Orchard Road in front of Delfi Orchard, may have
aggravated the situation. The heavy build-up of debris partially trapped in the
culvert might have caused the rainwater to be diverted mostly into one section of
the canal and thus overflow onto Orchard Road (Ministry of Environment and
Water Resource, 2010). The last complexity is about the delay weather
forecasting and lacking of accurate rainfall analysis.
2. Objectives
The objective of this flood management program is to redevelop the outdated
drainage system, which need to plan and implement the wide scope of drainage
solutions. The PUB and Land Transport Authority will observe the compatible
drainage upgrading works in flood areas. The modified drainage solutions will
focus on the methods of retention ponds and diversion canals, which are more
challenging to be carried out. This is the serious step to be taken for future
urbanization and expansion of drainage system (PUB 2011). For the future
urbanization without emerging the floods, the PUB needs to put forward the
urbanization master concept plans with land development.
2.1 Portfolio Management
After the flood has occurred, the Ministry of the Environment and Water
Resources engaged the Expert Panel compromising with the Land Transport
Authority and the PUB to work on the flood protection measures and new
drainage design development. The objectives of the Expert Panel are to
implement the flood risk management measures and flood protection system in
Singapore.
For this program strategic alliance, the Ministry of Environment and Water
Resources and PUB co-operate together for this redevelopment programme. The
Panel approaches to settle the program by practicing the three strategies: (1)
analysis of the Public Utility Board’s (PUB) drainage planning and solution
statements and parameters, (2) Developing with compatible and cost-effective

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solutions to the environment; and (3) improvements to verify public recover to
floods.
3. ProgrammeContributions
There are some ways to contribute more effectively to make the programme more
successful, regardless of the programme manager’s specific role (Eikenberry
2014).
1. Understand the end goal: it is important for program manager to have the
defined ending of the program and make the effort knows the desired end
result. By understanding the desired result, all the project managers can
reduce the misperception and repeated work.
2. Classify the well-defined roles: the program manager needs to assign the
roles and responsibilities for all stakeholders. Especially, the program
manager needs to be flexible of working with government body like Public
Utilities Board (PUB) and Land Safety Authority.
3. Collaborate: the PUB and Land Safety Authority will collaborate together to
redevelop the drainage system and underground expressways. The program
manager must understand how to collaborate the two parties PUB and Land
Safety Authority
4. Recognize interdependencies: Under the Program, there are two sub-
programs and four projects. Some of tasks are linked between the projects, so
the defined stages need to take place before other activities are completed.
5. Communicate: As there are some projects under the programme, the
communication channels are needed to establish giving the updates.
6. Break it down: the program manager needs to break down the big program
steps into definable tasks. By implementing so, all the project managers can
look up the interdependencies and the program manager are able to stay on
track.

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3.2 Programme Inputs and outputs
Table 1: Programme inputs and outputs (Soemartopo 2013)
No. Process Inputs Mechanisms Outputs
1. Develop
Program
Charter by
Panel
-Programme
statement of work
-Organizational
process assets
-Expert
judgement
-Programme
charter
2. Identify
Stakeholders
-Programme charter
-Procurement
Documents
-Meetings
-Stakeholder
analysis
-Stakeholder
Register
3. Develop the
Program
management
plan
-Programme Charter
-Approval by PUB
and Land Safety
Authority
-Expert
judgment
-Board of
Directors from
PUB
-Programme
Management
Plan
4. Data
collection
Requirements
-Scope management
Plan
-Stakeholder
Management Plan
-Programme Charter
-Interview
-Survey from
affected area
-Observations
-Document
analysis
-Requirements
Documentation
5. Define
Programme
scope
-Scope management
plan
-Programme Charter
-Organizational
Process
-PUB’s
judgment
-Programme
scope statement
6. Develop
program
-Create WBS
-Define projects and
-Group
Decision
-Resource
breakdown

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schedule activities
-Scope baselines
-Activity list
-Milestone list
-Activity Resources
-Risk Register
making
techniques
-Bottom-up
Estimating
-Project
Management
software
structure
-Activity
durations
estimate
-Project
Document
updates
7. Determine
Budget
-Cost management
plan
-Scope baseline
-Programme
schedule
-Estimate costs
-Meetings
-Cost benefit
analysis
-Vendor Bid
Analysis
-Programme
funding
requirements
-Activity cost
estimates
8. Plan Quality
Management
-Project Management
Plan
-Risk register
-Activity resource
requirement
-Cost of
Quality
-Cost benefit
analysis
-Additional
quality
planning tools
-Quality
management
plan
-Programme
improvement
plan

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3.3 Programme Constraints
Basically, the program’s constraints are identified as the measures of the program
compliance in terms of the project’s scope, defined schedule and cost. The triple
constraints that consist of the three factors (time, cost and scope) will be implied
in this flood management program to judge whether the program is successful or
not. The three factors of the triple constraints will be carried regarding to the
Program’s framework (PUB’s strategic goal). The following figure can be
demonstrated, as the program must be delivered within the cost, time and
program’s scope.
Figure 1: Programme Constraints
3.4 Programme mechanisms
Table 2: The Program mechanisms of the Projects' activities
Projects Activities Inputs Mechanisms Outputs
Rainfall Analysis Rainfall intensity
data from the flood
prone areas
-The mechanical
strip chart
recorder to record
rain depth over
time on a paper
strip-chart
-Rainplot Software
to analyze the
statistical data
-The accurate
rainfall data
analysis report

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Flood Warning
System
Providing the early
Flood Warning
System (FWS) on
the Drainage
gates
-Radio Reporting
Rain Gages
-AFWS software
that enables the
users flood alerts
with text
information
The warning
information will be
given to the public
just in time
Modifying
Drainage Gates
The corrugated
steel pipe
products
-Flat gates and
slide gates
-Controlling the
exceed water
within the
Catchment
Water level
Sensors
Installation of
water level
sensors at the
Stamford
Catchment
-Water Framework
Directive (WFD;
2000/60/EC) is
used.
-LTA road
cameras
-Estimate the
rainfall and stream
flow patterns at
the Catchments
Underground
drainage
developments
-Installing the filter
media (400mm)
-Transition layer
-Gravel layer
-Emergency
overflow gates
-Using the ABC
waters design
retention of
surface runoff
(Planter Box, Bio-
retention Swale
and Basin)
-Helping to slow
down the flow of
rainwater
Raising Road level -“Humps” are
created to raise
the road level.
-Food barriers and
gates
-Alternative flood
protection design
approach
-Minimum platform
level of 300mm
above ground

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4. Organizational Structure
Figure 2: Program Structure (Created by XLite Software)
The first sub-program approached to prevent the effect of the climate changes
and plan the future uncertainty of the flood risks. Some natural disasters such as
extreme storms, water scarcity, resource scarcity and land scarcity shall be
prevented in advanced. Project 1 (Rainfall analysis) based on the survey of
specific rainfall events and analysis of drainage control measures. Project 2
(Rescue Operation) focused on the action responses especially risk managing
and rescue operation.
The second sub-program involves evaluating the drainage design, improving the
drainage control capabilities and its performance with new systems-level
involvements by the engineering aspects of roads and drainage systems. Project
3 (Drainage design) and Project 4 (Construction) mainly implement the flood
control, constructing and developing the drainage structures.

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Figure 3: Organizational Structure of Redevelopment Program (Created by XLite software)
For this flood and drainage development program, the PUB and Land Safety
Authority will corporate together with Environmental Agency and ABC water
program. This institutional framework will help to minimize the flood damage and
optimize the process of redevelopment program

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Figure 4: The Institutional Framework of Redevelopment Program (PUB 2014)
This organization structure will impact on the programme deliverable as follow:
Table 3: Programme Deliverable (PUB 2011)

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5. Cost control, time and Quality managementof Programme
For this drainage redevelopment program, the control and monitoring of cost, time
and quality management are part of the important role to deliver the expected
outcomes.
The program manger will have to face with the most critical path of the program
responsibilities that need to estimate the program timeframe, scope, and cost.
This is the most challenging path of the PUB as well. The program manger must
be extremely careful to estimate the realistic expectations of the flood
management program. Estimating with the low expectations of the program scope
can mislead the project teams to be diverted from the program’s objectives.
Estimating with the high expectations of the program scope can cause the
problems in launching the program proposal (Hamilton 2004).
5.1 Cost control Management
For Flood management Program’s cost control, the drainage system
redevelopment plan and the related cash flow approximations can specify the
standard reference for following projects control and monitoring. For the purpose
of the control and monitoring program, the original specified cost appraisal is
normally changed to a program budget and this program budget is used
continuously as a reference for program management (Halpin 1985).
In this flood management program, costs are reported in five categories;
Budgeted Cost: the PUB and Land Safety Authority prepared the specified cost
approximation at the beginning of the program. The sample formula will be using;
Cf =Wct (whereas Cf is estimate total cost, W is the total units of work, ct is
the average cost per unit work to time t)
Estimated Total Cost: Program development team (the Expert Panel) estimated
the total cost of the flood management program based on the projects’ activities
and any change process. The formula will be using for this estimated total cost:

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Cf =Ct / Pt (whereas Cf = forecast total cost, Pt = Proportion of activities
completed at time t ).
Cost Committed and Cost Exposure: this is the total cost to completion in the
activities.
Cost to date: the finance audit of this program will make the financial record
keeping accounts that the actual cost incurred to date.
Over or (Under): this is the standard of the amount of variance from the program
budget whether the amount over or under the budget for each project’s activities.
The formula will be using below;
Cf = Ct + (W – Wt )ct
There are inputs, outputs and method to have the accurate process of cost
estimate. For this flood management program, many input processes are needed
to estimate the cost by the Expert Panel.
Inputs of the cost estimate process – Program scope baseline, program
schedule, the work breakdown structure (WBS) and WBS dictionary that will
describe about the activities and components of the projects as well as the
program constraints.
Method of Cost estimate process – the program manager can use the Cost
Variable or Cost fixed method as well as the cost variance method (CPI method)
to analyze the depreciation of the cost within the program lifecycle.
Outputs of the cost estimate process – the reliable cost estimate can be used
in the control thresholds for the program. It will support for the change control
process to track back the performance overview (Tedero 2011).
5.2 Schedule Management
Schedule and time management are involved in the essential part of the program
success. The accurate timeframe is the required proficiency for the program
management. There are two reasons why the schedule management is important
to use in this flood management program.

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1. The exact estimated timeframe can push the project teams to deliver the
project’s outcomes within the limited set of defined timeframes. In case of any
changes happen, the program manger can adjust the given timeframe to
complete the assigned tasks and can implement the contingency plan. It can
encourage the capabilities of the program manager.
2. For the construction phase, the program manager will have to deal with the
contractors and suppliers; he can speculate the cost variance in terms of
timeframe that represents the program’s profitability.
The schedule of this flood management program will be shown as below
Figure 5: The Gantt Chart of Flood Management Program

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The critical path analysis will be shown as below;
Table 4: Precedence for the Flood Management Program
Activities
Description Predecessors Duration
A Rainfall Analysis ----- 2 Months
B Rescue Operation ----- 3 Months
C Collection Data A 2 Months
D Evaluate Drainage system
design
A 1 Months
E Structure Design and
simulation
B, C 3 Months
F Landscape clearing and
grading plan
D, E 3 Months
G Construction Process F 6 Months
H Quality Assurance G 1 Months
I Program Closure I 1 Months
Figure 6: Arrow-on-node for Flood Management Program
According to the Figure 5, the critical path analysis can be calculated as below,
Path 1= B + E + F + G + H + I = 3+3+3+6+1+1= 17 Months
Path 2= A + C + E + F + G + H + I = 2+2+3+3+6+1+1= 18 Months
Path 3 =A + D + F + G + H + I = 2+1+3+6+1+1= 14 Months
Based on this result, Path 2 is the critical path of the flood management Program.

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5.3 Quality Management plan
The PUB will assess the quality control and monitoring the overall program
activities. There are three key elements of quality management that the PUB will
implement: Planning, Assurance and Control. The Panel is recommended to use
the software project management tools to improve the reporting, estimating and
allocating of the project resources.
The PRINCE2 will help the program manager to make the detailed planning of
each project’s activities. Then the planning will require the approval and
commitment from the Panel. The PRINCE2 will provide the framework preparing
and maintaining plans at an appropriate stage of the lifecycle. This methodology
will enable the greater degree of control for the PUB through the resources and
cost planning.
Figure 7: Quality Management of Flood Managemnt Program (Created by XLite software)

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6. Effective Teamwork
Since this flood management program is expected to be done by co-operating
with different organizations (PUB, Land Transport Authority, Ministry of
Environment and Water Resources, ABC Water Program and Environment
Agency), the success of this flood management program is directly related to how
the program’s goals can be executed by project teams. To execute the program’s
goals, the Expert Panel will justify how the project’s tasks and activities will be
assigned to the projects teams that should be matched to the specific
competencies. The program manager can support to the project team to work on
the right tasks and encourage the team members for their commitment (Cross
2014)
Figure 8: Understanding of Teamwork development (Radigan 2013)
According to Figure 7, the program manager will approach all the team members
and stakeholders with these four stages;
1. Forming: the first stage of the teamwork, forming, is the foundation of the further
procedures. The PUB, Land Transport Authority and Ministry of Environment will
support the manpower and technical experts dealing with the approach of
knowledge-based management. In this stage, roles and responsibilities are not
quite clear due to the initial analysis of the program characteristics. The program

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manager will manage the team members closer with high degree of guidance
and started to have the recruitment stage.
2. Storming: the second stage of the teamwork process, Storming, is one of the
critical stage within these four stages. The program manager established the
teams’ goals and objectives with the regulation of the PUB’s corporate
management strategy. This stage is the momentum of conflict moment that will
result in the better ideas development or team destructions. The program
manager will focus on the conflict management and supervised the team
members closer whether they are on the right track of the program objectives.
But, the communication channels between PUB and Program Board (the Expert
Panel) are not well established.
3. Norming: this’s the third stage of the teamwork process, the program manager
will initiate the project’s objectives and assigned the right person whom to
contact for access rights. Communication channel and relationships are well
established between the operational team and the Expert panel (PUB and Land
Transport Authority).
4. Performing: this is the complete stage for effective teamwork process, all the
team progresses are guided with the program’s strategic and Performance Audit
Division that is organized by PUB will assess the quality of the program’s
progress.
Based on this flood management program, the Teamwork Quality (TWQ)
method will be used to identify the important role of teamwork in this scenario.
According to this TWQ, there are some components followed to describe: they
are Cohesion, Communication, Mutual support, Balance of Member
Contributions, Coordination and Effort.
6.1 Communication
In this program, the government bodies like PUB and Ministry of water and
resources need to co-operate to redevelop the drainage system. During a
program’s lifecycle, communication can flow in different directions depending on
who is communicating. It is important to consider participation as a strategy on
different levels and a connection to other responsibilities and processes
(European Union, 2010).

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Table 5: Communication Matrix for all Stakeholders (Elliot 2001)
Based on the communication matrix, all the Stakeholders from the Program
Board (the Expert Panel) will be reported monthly by the program manager.
Wherever the emergent changes encountered, the PUB will have the
videoconference meetings and will instruct directly as needed. Moreover, all the
project team members need to know the weekly progress via team meeting or
communication matrix.
6.2 Coordination
The coordination between the stakeholders are the key milestones of the project
success and the programme manager needs to implement the effective
communication for this 3P program. All the project team members must
understand the current progress of the each activity. The team members must
work together on a common task and parallel subtasks and the task process will
be assigned to individual members (Hoegl 2001). For instance, the team
members of drainage construction project can coordinate for installation of water
level sensors while modifying the Stamford Catchment.

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6.3 Balance of Mutual Support
Before starting the program initiative, the program manager has to carry out the
training plan to full up the team members’ capabilities. For this scenario, there are
four different projects and complicated assigned activities, which are important to
the quality of teamwork. The program manager must seek out the team members’
expertise that is dominating the decision making process. Especially, the team
members’ expertise like environmentalists will support to the drainage system
design experts and drainage construction engineers. Their expertise will plus in
implementing of the drainage design. Moreover, by contributing the team
members’ knowledge and experience, teamwork quality will be balanced to their
assigned tasks (Hoegl 2001).
6.4 Mutual support
This is the component of the teamwork quality (TWQ). In this effective teamwork
system, mutual support is more effective than the force competitions. The team
leaders must cultivate the mutual respect between team members (Hoegl 2001).
And this will help grant assistance when the other team members need help by
developing the ideas and contributions. Though there are four different projects,
team members from other projects like IT and communication engineers can
support to the design team with establishing the data center to have the back-up
information while the design team members create the drainage design. All of
these mutual supports will eventually push the program progress better.
6.5 Effort
Team performance can be established by the effort of all team members. Before
that, the team members must understand clearly the common goal of the tasks
and their obligations (Hoegl 2001). To avoid the conflict and clash of the idea, the
team members must know and accept the work norms related to the sufficient
efforts.
6.6 Cohesion
The term cohesion referred to the obligation to the team assignment and group
pride-team spirit. Without cohesion, high level of teamwork quality cannot be

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achieved. If the team member has no desire to remain on the team, there will be
lack of engagement in collaboration (Hoegl 2001). For this flood management
scenario, there can have unnecessary political barriers to have the access rights
or to access the required information. Then, this can push to have less desire to
collaborate with the team.
7. Quality Planning
Quality, the standard of the requirements is that needs to be fulfilled by the
project planning. The programme manager will have to execute the quality
policies and procedures that have to imply in deliverables and processes. The
Programme manager will define for who is responsible in each tasks for quality
controlling process (Vanhoucke 2013).
7.1 Quality Assurance
For the program manager of the environment agency, the responsibility of the
quality standards of the flood management program is important part of the
program. In addition to the 3P network program, the government body and the
private sector will have to take any quality measures stages by the following
divisions.
Table 6: Quality Assurance
Divisions Descriptions Responsibility
Public Utilities Board Program Leader Programme Quality
The Expert Panel Program Representative Quality Auditing
Land Transport Authority Drainage design planning Design Quality
Land Transport Authority Program safety Construction Site Safety
Environment Agency Public safety Quality Policy
ABC Water Programme Program planner Testing Facilities

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The key elements of the quality management will be identified as follow:
Table 7: Quality Control for Program management
Quality review
Quality Measure Using Methods
Projects Deliverables
 The standard quality
of deliverables
 Response from PUB
and Land Transport
Authority
Imply Quality Control
Activities
Projects Processes
 The Standard Quality
of processes
 Stakeholder
Expectations
Imply Quality Assurance
Activities
7.2 Quality Control
Table 8: Projects quality Standards
Projects
Deliverables
Applicable Standards
Environmental
Requirements
In the matter of health and safety requirements, project 4
(Drainage construction project) will be executed under the
contract and compliance with Environmental Protection Act.
The following activities will be worked according to the given
standards.
 Fire protection
 Site Activities
 Disposal of wastes
 Cargo space on Site
 Dust and Noise Control

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Site
Preparation
 Trees To be retained
-as for the environmental protection, the trees from the site
need to be marked protecting from injury and required to
retain after site completion.
 Site Clearing
-Clear the limited areas to be engaged by construction and
landscaping. Vibration Suppression
-Reduce the noise from rotating and transmission of vibration
- Minimize the transmission of vibration and noise from
rotating.
Site
Establishment
and footings
 Termite protection
-Chemical barriers not permitted
 Ground Slab vapor barrier
 Reinforcement
 Concrete
-Ready mixed supply
 Joints
 Concrete bearer supports
8. Conclusion
The flood management program will be accomplished by providing the required
elements of the program management. The Program manger will carefully
manage by assessing the quality planning to deliver the required standard of
program outcomes. The PUB and Land Transport Authority will overview the
directing of the program and change control process.

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9. References
Soemartopo, S. (2013) Inputs Tools and Techniques & Output of 47 Project
Management Processes [online] available from:
<https://guozspace.wordpress.com/2013/11/19/input-tools-and-techniques-
output-of-47-project-management-processes-pmbok-guide-5th-edition/> [3
December 2014]
Eikenberry, K. (2014) Nine ways to Contribute to Project Team Success [online]
available from:
<http://www.projectsmart.co.uk/nine-ways-to-contribute-to-project-team-
success.php> [2 December 2014]
Jack, L and Mundy, J. (2013) “Routine and Change: the role of management
accounting and control”. Journal of Accounting & Organizational Change 9(2), pg-
112-118
Halpin, D. W., Financial and Cost Concepts for Construction Management, John
Wiley & Sons, New York, 1985.
Tedero (2011) Project Cost Management [online] available from:
< http://www.cram.com/flashcards/pmbok-chapter-7-project-cost-management-
1846193 > [1 January 2015]
Cross, V. (2014) Teamwork in a Project [online] available from:
< http://smallbusiness.chron.com/teamwork-project-20957.html > [27 December
2014]

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Radigan, D. (2013) How Atlassian does it: 3 tips for remote teamwork [online]
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