58 S C I E N T I F I C A M E R I C A N M I N D J a n u a r .docx

58 S C I E N T I F I C A M E R I C A N M I N D J a n u a r y/
F e b r u a r y 2 0 1 4
I
magine sitting in an of� ce located near the railroad tracks.
Trains rattle by several times an hour. As you try to
concentrate,
the rumble of every train pulls you away from what you are do-
ing. You need time to refocus, to collect your thoughts. Worse,
just when you have settled back in, another train hurtles by.
This description mirrors the conditions of a school in New Ha-
ven located next to a noisy railroad line. In the early 1970s two
re-
searchers decided to measure the impact of this noise on
students.
They noted that only one side of the school faced the tracks, so
the
students in classrooms on that side were particularly exposed to
the noise but were otherwise similar to their fellow students.
Adapted from Scarcity: Why Having Too Little Means So Much,
by Sendhil Mullainathan and Eldar Sha� r, by arrangement with
Times Books, an imprint of Henry Holt and Company, LLC
(North America), and Allen Lane (UK). Copyright © 2013 by
Sendhil Mullainathan and Eldar Sha� r. All rights reserved.
A preoccupation with scarcity diminishes IQ and self-control.
Simple measures can help us counteract this cognitive tax
By Sendhil Mullainathan and Eldar Sha� r
ILLUSTRATION BY STUART BRIERS

I N T E L L I G E N C E
FREEING
UP
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M i n d . S c i e n t i f i c A m e r i c a n . c o m S c i e n t i f i
c A M e r i c A n M i n d 59
i n t e l l i g e n c e
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60 s c i e n t i f i c a m e r i c a n m i n d J a n u a r y/ f e b r u
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They found a striking difference between the
two sides of the school. Sixth graders on the train
side were a full year behind their counterparts on the
quieter side. Prompted by this study, the city in-
stalled noise padding. This intervention erased the
difference, the researchers found: students on both
sides of the building now performed at the same
level. These results mirror many laboratory studies
that have documented the powerful effects of even
slight distraction.
Now picture yourself working in a pleasant,
quiet office: no disruptions, no trains. Instead you
are struggling with your mortgage and the fact that

freelance work is hard to come by. Your spouse and
you are living a two-earner life with only one-and-
a-quarter earners. You sit down to focus on your
work. Soon your mind is wandering. Should we sell
the second car? Should we take out another loan?
These noisy trains of thought are every bit as hard
to ignore. Although the room seems quiet, it is full
of disruptions— ones that come from within.
Such internal disruptions stem from scarcity.
An unrealized need can capture our attention and
impede our ability to focus on other things. Scarci-
ty in one walk of life means we have less attention,
“less mind,” in the rest of life. The concept of less
mind is well studied by psychologists. Although
careful research in psychology employs several fine
distinctions to capture this idea, we use the single
umbrella term “bandwidth” to cover them all.
Bandwidth refers to our cognitive capacity and our
ability to pay attention, make good decisions, stick
with our plans and resist temptations. It correlates
with intelligence and SAT performance, impulse
control and success on diets. Scarcity creates a pow-
erful goal— dealing with pressing needs—that in-
hibits other considerations. We argue that by con-
stantly drawing us back to that urgent unmet goal,
scarcity taxes our bandwidth and our most funda-
mental capacities.
Bandwidth Blues
We use the term “bandwidth” to refer to two
broad, related components of mental function. The
first might be referred to as cognitive capacity, the
psychological mechanisms that underlie our ability

to solve problems, retain information, engage in log-
ical reasoning, and so on. Perhaps the most promi-
nent in this category is fluid intelligence, the ability
to think and reason abstractly and solve problems.
The second is executive control, which underlies our
ability to manage our cognitive activities, including
planning, attention, and initiating and inhibiting ac-
tions. Cognitive capacity and executive control are
multifaceted. And scarcity affects both.
A prominent and universally accepted measure
of fluid intelligence is the Raven’s Progressive Ma-
trices test, named after British psychologist John
Raven, who developed it in the 1930s. With our
graduate student Jiaying Zhao, we used this test to
observe the effect of scarcity on the fluid intelli-
gence of people in a New Jersey mall. First, half the
subjects were presented with simple hypothetical
scenarios, such as this one:
Imagine that your car has some trouble,
which requires a $300 service. Your auto in-
surance will cover half the cost. You need to
decide whether to go ahead and get the car
fixed or to take a chance and hope that it
lasts for a while longer. How would you go
about making such a decision? Financially,
would it be an easy or a difficult decision for
you to make?
We then gave them a series of Raven’s matrices
problems. Using self-reported household income,
we divided subjects into rich and poor.
For the remaining subjects, we ran the same
study with a slight twist—we made the service cost

$3,000 rather than $300. Remarkably, this change
affected the two groups differently. Coming up with
half of $300 or $3,000 was easy for those who were
well-off. They could just pay out of savings or put it
on a credit card. For the less well-off, finding $150
for an important need was not too hard either.
Not so for the $3,000 car expense: finding
$1,500 would be harder for those with low in-
FAST FACTS
A ScArcity Mind-Set
h
as a shortage of money or time, can capture our atten-
tion and impede our ability to focus on other things.
executive control, thus diminishing intelligence and
impulse control, among other things.
recurring demands into one-time actions.
noiSy TrAinS oF ThoughT Are
hArd To ignore. AlThough
The room SeemS quieT, iT iS
full of disruptions—oneS
ThAT Come From WiThin.
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t
h
in
k
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o
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k
comes. A 2011 study found that close to half of all
Americans reported that they would be unable to
come up with $2,000 in 30 days even if they really
needed it. Of course, the question we gave the mall
respondents was hypothetical. But it was realistic,
and it very likely got them thinking about their own
financial concerns. They may not have a broken car,
but experiencing money scarcity would mean they
had monetary issues close to the top of mind. Once
we tickled that part of the brain, the all too real
nonhypothetical thinking about scarcity would
come spilling out.
And this mental racket affected performance.
The better-off subjects, with no distractions, did
just as well here as if they had seen the easy scenar-
io. The poorer subjects, on the other hand, did sig-
nificantly worse. Preoccupied by scarcity, they had
lower fluid intelligence scores.
In our numerous replications of this study, the

effects have been consistent and big. To understand
the size of these effects, consider the impact of sleep
deprivation on performance on Raven’s matrices. In
one study, a group of subjects went to bed at a nor-
mal time. Another group was forced to stay awake
all night. The next morning all the subjects were giv-
en a Raven’s test. Not surprisingly, those deprived of
sleep did much worse. By comparison, our effect at
the mall was even bigger.
Another way to understand the size of our find-
ings is in terms of IQ. Because the Raven’s test is
used to measure fluid intelligence, it has a direct an-
alogue with IQ. Our effects correspond to between
13 and 14 IQ points. A gain of that many points can
lift you from the category of “average” to “superi-
or” intelligence. Or, if you move in the other direc-
tion, losing 13 points can take you from “average”
to a category labeled “borderline-deficient.” In our
studies, the same person has fewer IQ points when
he or she is preoccupied by scarcity than when not.
This cognitive penalty is the key to our story.
The second component of bandwidth is executive
control, a kind of central processor for the brain.
One of the many important functions to which it
contributes is self-control. Because executive control
helps to direct attention and modulate impulses, re-
duced executive function will hamper self-control.
A number of experiments have vividly illustrat-
ed this connection. One such study gave subjects a
memory task. Some people were asked to remember
a two-digit number; others were given a seven-digit
figure. The subjects were then led to a lobby to wait
for further testing. In front of them in the waiting

area were slices of cake and fruit. The real test was
which food they would select while rehearsing
those numbers in their head. The subjects with the
two-digit number chose the fruit most of the time.
Those whose mind was busy rehearsing the seven-
digit number chose the cake 50 percent more often.
The cake is the impulsive choice. When our mental
bandwidth is used on something else, such as re-
hearsing digits, we have less capacity to prevent
ourselves from eating cake.
In another study, white Australian students
were served food, but in this case it was something
they found disgusting: a chicken foot cooked in a
Chinese style that preserved the entire foot intact,
claws included. The dish was served by a Chinese
experimenter, creating some pressure to act civi-
lized. As in the cake study, some subjects’ minds
were loaded: they were asked to remember an eight-
digit number. Those whose mind was not taxed
managed to maintain composure, keeping their
thoughts to themselves. The cognitively loaded sub-
jects did not. They were more likely to blurt out
rude comments, such as “This is bloody revolting,”
despite their best intentions. Whether it is eating
cake we would rather resist or saying things we do
not mean to say, a tax on bandwidth makes it hard-
er for us to control our impulses.
To explore whether scarcity reduces executive
control, we returned to the mall in New Jersey. We
The AuThors
SENDHIL MULLAINATHAN, a professor of economics at

harvard university, is a recipient of a MacArthur Foundation
“genius grant” and conducts research in behavioral eco
nomics and development economics. ELDAR SHAFIR is
William stewart Tod Professor of Psychology and Public
Affairs at Princeton university. he conducts research in
cognitive science, judgment and decision making, and
behavioral economics.
recurring distractions
can substantially
diminish intelligence,
thereby affecting
performance at
school and on the job.
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62 s c i e n t i f i c a m e r i c a n m i n d J a n u a r y/ f e b r u
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t
t
y
i
m
a
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e

s
repeated our earlier design—with the hypothetical
financial scenarios—but then tested our participants
on their impulse control rather than fluid intelli-
gence. The results were the same. After the finan-
cially easy questions, the poor and the well-off
looked similar. Yet the financially hard questions
made our poorer subjects significantly more impul-
sive, whereas the well-off subjects were unaffected.
scarcity in the field
These experiments tested our hypothesis. Our
interest, though, is in people’s everyday lives outside
the confines of an experiment. Around this time, we
were doing fieldwork on farming in India with
economist Anandi Mani of the University of War-
wick in England, and we noticed something inter-
esting. Farmers get their income in a big lump, all
at once at harvest time. This system means the
farmer has a very different financial life from most
workers, who get paid regularly.
Now picture a farmer who gets paid in June.
The next few months are quite good. Yet even if he
is prudent and tries hard to smooth his spending
during this period, by the time the following April
or May rolls around, he will be tight on cash. So the
same farmer is rich in the months after harvest and
poor in the months before harvest.
This was quite close to what we needed: we
could examine the same farmers’ bandwidth in the
months before harvest and after harvest. Instead of

comparing rich and poor people, we would see how
the same person’s behavior might vary when tight
on money and when flush with cash. But there was
one wrinkle. Might not harvest months impose dif-
ferent obligations than ordinary months did? For
example, festivals and weddings are common dur-
ing harvest months— exactly because people are
cash-rich. So instead of seeing the effects of scar-
city, we might just see the effects of celebrations.
To get around this, we used sugarcane farming,
which has a peculiar feature. Sugarcane requires an
enormous factory to crush the cane and extract the
juice (which, once evaporated, forms sugar). The
factories can process only so much, and the crop
cannot sit for long after harvesting. So sugarcane is
harvested during a four- to five-month window.
Neighboring plots are often on very different har-
vest cycles. One farmer may be in the process of har-
vesting, whereas a neighbor might have sold his crop
several months earlier. This rather obscure fact gave
us the break we needed. We could now study the
same farmers when they are poor and rich and know
that there is nothing specific about the preharvest
and postharvest months.
As we expected, the data showed that the farm-
ers were more financially strapped preharvest. In
the month before harvest, 78 percent of them had
pawned something (and 99 percent took some kind
of loan), but in the month after harvest only 4 per-
cent pawned something (and only 13 percent took
any kind of loan). Before harvest, they were also 11
percent more likely to report having trouble coping
with ordinary bills.

We again measured fluid intelligence and exec-
utive control. We gave the farmers a Raven’s matri-
ces task, and for executive control we chose the
Stroop task. In this task, subjects see strings of
items, such as A F F F, and must quickly say how
many items are in the string. When you see 2 2 2 2,
quickly saying “four” is quite hard. We found that
farmers performed much worse on both these tests
before harvest than after harvest. Much like our
subjects in the mall, the same person looked less in-
telligent and more impulsive when he was poor. Yet
in this case, it was not us who triggered scarcity-
related thoughts or even tried to bring them to the
surface—those thoughts were there naturally.
Again the magnitudes were large. The posthar-
vest farmers got about 25 percent more items cor-
rect on a Raven’s test. Put in IQ terms, this percent-
a parent preoccu-
pied with work may
appear to be an
unskilled caregiver,
yet that person’s
cognitive bandwidth
may simply be
heavily taxed.
whether it is eating cake
we would rather resist
or saying things we
do not mean to say,

a tax on bandwidth makes
it harder for us to
control our impulses.
miq114Mull3p.indd 62 11/5/13 4:51 PM
t
h
in
k
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c
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age corresponds with about nine or 10 IQ points. It
is not as big a gap as in the mall, but that is to be ex-
pected. After all, here we had not induced them to
think about money. We simply measured their men-
tal state at an arbitrary point. On the executive-
control task, they were 11 percent slower in re-
sponding and made 15 percent more errors while
poor, quite comparable to the mall study.
Returning to where we started, we see that the
results suggest a major twist in the debate over the

cognitive capacity of the poor. We would argue
that the poor do have lower effective capacity than
those who are well-off. Not because they are less
capable but rather because part of their mind is
captured by scarcity.
Give Yourself a Break
Tight finances are just one kind of scarcity;
dieting is another. Across a variety of cognitive
tests, psychologists find that people simply perform
worse when they are dieting. And when they inter-
view the respondents, they find a common pattern:
concerns related to dieting are top of the mind for
these dieters and interfere with their performance.
Other research has identified a similar effect from
loneliness—a social form of scarcity.
What, then, is so special about scarcity? Scarci-
ty is a clustering of several important concerns. Un-
like a marital spat that can happen anywhere and
to anyone, preoccupations with money and time
cluster around the poor and the busy, and they per-
sist. Whereas only some people who experience
abundance will be preoccupied, everyone experi-
encing scarcity will fixate on their state.
The size of these effects suggests the bandwidth
tax has a substantial influence on a full array of be-
haviors, even those such as patience, tolerance, at-
tention and dedication, that usually fall under the
umbrella of personality or talent. When she snaps at
her daughter, the harried sales manager looks like a
bad parent. The financially strapped student who
misses some easy questions on a test looks incapable
or lazy. Yet these people are not unskilled or uncar-

ing, just heavily taxed. The problem is not the per-
son but the context of scarcity.
The deeper lesson is the need to focus on man-
aging and cultivating bandwidth, despite pressures
to the contrary brought on by scarcity. Increasing
work hours, working people harder, forgoing vaca-
tions, and so on are all tunneling responses, as is
borrowing at high interest. They ignore the long-
term consequences. Psychiatrists report an increas-
ing numbers of patients who show symptoms of
acute stress: “stretched to their limits and beyond,
with no margin, no room in their lives for rest, re-
laxation and reflection.”
There is nothing magical about working 40 or
50 or 60 hours a week. But there is something im-
portant about letting your mind out for a jog—to
maximize bandwidth rather than hours worked. M
Further reading
■ Distracted and Confused?: Selective Attention under
Load. nilli Lavie in Trends in Cognitive Sciences, Vol. 9,
no. 2, pages 75–82; February 1, 2005.
■ “That Is Bloody Revolting!”: Inhibitory Control of
Thoughts Better Left Unsaid. W. von hippel and
K. gonsalkorale in Psychological Science, Vol. 16,
no. 7, pages 497–500; July 2005.
■ Some Consequences of Having Too Little. a. K. Shah,
S. Mullainathan and e. Shafir in Science, Vol. 338,
pages 682–685; november 2, 2012.

■ Poverty Impedes Cognitive Function. a. Mani,
S. Mullainathan, e. Shafir and J. Zhao in Science,
Vol. 341, pages 976–980; august 30, 2013.
From Our Archives
■ Building Better Brains. John Jonides et al.; September/
October 2012.
■ Treating a Toxin to Learning. Clancy Blair; September/
October 2012.
TIPS FoR MAnAgIng SCARCITy
Convert tasks that demand constant vigilance
into one-time actions.
Finances: enroll in an employer’s
401(k) plan so that saving for the
future becomes automatic. Sign up
for automatic bill payment.
Exercise: Set up appointments with
a personal trainer or friend to work out
together or make a bet with a friend.
these measures raise the stakes
of sticking with your exercise plan.
Work: Schedule breaks for walks and
stick to a regular bedtime. Sacrificing
health to put in longer hours takes a toll
on us mentally, physically and emotion-
ally, which diminishes performance.
Family time: Sign up for a weekly
activity together, to ensure that even
at your busiest you have quality time

once a week.
Food: Knowing that stress compels us to
make unhealthy choices, plan ahead for
tough times by stocking your pantry with
nutritious items. Being health-conscious
while shopping rather than at every
meal frees up cognitive bandwidth.
miq114Mull3p.indd 63 11/5/13 4:51 PM
Project Management Plan
Burnaby – Sperling Avenue Connector Upgrade
Prepared by: Vahideh Aghaei
Sheila Nguyen
Baran Najafi
Sanjot Kaur

Harman Sandhu
Mansi Sharma
<Burnaby – Sperling Avenue Connector Upgrade> Project
Management Plan
1
TABLE OF CONTENTS
1- PROJECT CHARTER
...............................................................................................
................... 2-5
2- IDENTIFICATION OF CUSTOMER
...............................................................................................
. 6
3- IDENTIFICATION OF SPONSOR
...............................................................................................
... 6
4- STAKEHOLDERS ANALYSIS
...............................................................................................
......... 7
5- PROJECT SCOPE STATEMENT

...............................................................................................
. 8-10
5-1 INTODUCTION
…………………………………………………………………………
…………………………………………8
5-2 OBJECTIVES
…………………………………………………………………………
……………………………………………..8
5-3 HIGH KEY DELIVERABLES
…………………………………………………………………………
………………………....8
5-4 PROJECT SCOPE
…………………………………………………………………………
……………………………………….9
5-5 TECHNICAL REQUIREMENTS
…………………………………………………………………………
…………………….9
5-6 EXCLUSION
…………………………………………………………………………
……………………………………………...9
5-7 CONSTRAINTS
…………………………………………………………………………
………………………………………...9
5-8 ASSUMPTIONS
...............................................................................................
.................... 10
6- STATEMENT OF WORK
...............................................................................................

........ 11-13
7- WORK BREAKDOWN STRUCTURE
...................................................................................... 14 -
15
8- WORK ACTIVITIES EXPLAINED
............................................................................................
16-21
9- PROJECT COST
...............................................................................................
.................... 22-24
10- PROJECT SCHEDULING
...............................................................................................
........ 25-27
10-1 MILESTON
…………………………………………………………………………
…………………………………………..25
10-2 PROJECT GATES
…………………………………………………………………………
………………………………….25
10-3 GANTT CHART
…………………………………………………………………………
……………………………….26-27
11- RISKS ANALYSIS
............................................................................................ ...
................... 28-30
12- PROJECT TEAM
...............................................................................................
................... 31-32

13- PROJECT COMMUNICATION
...............................................................................................
.... 33
14- KEY PERFORMANCE MEASUREMENTS
.................................................................................... 34
15- QUALITY CONTROL
...............................................................................................
............. 35-40
16- PROJECT PROCUREMENT
...............................................................................................
.... 41-44
Management Plan
2
Project Charter
A. General Information
Project Title: Burnaby – Sperling Avenue Connector Upgrade
Brief Project
Description:

The Sperling Connector Upgrade is a comprehensive plan built
to enhance the
Burnaby Lake/Deer Lake community in a wide variety of ways
by implementing
improvements to the park’s trails, city sidewalks and the Trans-
Canada highway.
This project is located along Sperling Avenue-one of the major
streets and runs
north/south through central Burnaby. The avenue is mostly
continuous except
for the areas around Deer Lake and Burnaby Lake. This project
will create a
bike/pedestrian overpass directly above the Trans Canada
Freeway and create
sidewalks equipped with lighting throughout these sections to
fully connect the
road. In addition, this project will also improve trails in the
park areas around
each lake.
Prepared By: Vahideh, Baran, Sanjot, Harman, Mansi, Sheila
Date: Feb. 06, 2020 Version: 1
B. Project Objective:
More people are choosing to walk, cycle or transit to get to
work, college and move around the
city. This project improves the corridor by making it more
convenient, safe, and comfortable for
people of all ages and abilities to walk and cycle. Sperling Ave
bikeway and sidewalk extend from
Burnaby Lake and Deer Lake, linking many key destinations
such as Burnaby Centre, Sperling sky

train station, and BCIT. Also, implementing this project gives
the access to people in this area to
use trails around Burnaby Lake and Deer lake and improve
safety for pedestrians. This project
impacts to transit, traffic flow, and neighborhood livability.
Deliverables of this project are:
• Sperling stairs area Deer Lake- install wheelchair/bike ramp
and lighting to connect the
roadway
• Widen Sperling Avenue and install sidewalks and lighting –
5300-6000 blocks
by the firehall and across
freeway to Kensington ice area and up to the train overpass at
Sperling sky train station
• Build and install a bike/pedestrian overpass over the freeway
• Pave the Deer Lake trail loop 3km and install lighting
• Pave the Burnaby Lake trail loop 10km and install lighting
Management Plan
3

C. Project Approval Requirements
Project approval requirements of this project are:
By-Laws:
• Bylaw Number: 7332 BURNABY NOISE OR SOUND
ABATEMENT BYLAW 1979
• Bylaw Number: 10482C - Tree Bylaw 1996: Consolidated for
Convenience
• Bylaw Number: 12657C - Bylaw Notice Enforcement Bylaw
2009
• Bylaw Number: 12875C - Solid Waste and Recycling Bylaw
2010
• Bylaw Number: 13952C - Engineering Fees Bylaw 2018
• Bylaw Number: 7288C - Gas Bylaw 1978
• Bylaw Number: 11148C - Plumbing Bylaw 2000
• Bylaw Number: 4299C - Street and Traffic Bylaw 1961
Additional Approval:
• Fortis Gas Approval
• BC hydro Approval
• Burnaby Parks, Recreation, and Culture Commission Approval
• Building Department of Burnaby plan approval
(Electrical/plumbing and gas/plan checking)
• Approval from the Mayor of Burnaby
Project success will be measured by timely and on budget
deliverables. The engineer manager
and Project manager will be contacted frequently throughout the
project to ensure that all phases
of construction alongside the preliminary approval process are
executed exactly as planned. They
will report the progress of the project in a timely manner
including weekly and monthly reports
to ensure the project is on the budget and schedule. All project

reports will be signed by project
manager and engineer manager that will be reviewed and signed
off by the project sponsor.
D. Project Scope
This project will consist of design and construct sidewalks
through Sperling Ave throughout the
5300-6000 blocks, bike/pedestrian overpass above the Freeway,
and trails around Burnaby Lake
and Deer Lake for a total of 13 KM. The project will be
completed by the end of Feb. 2022 with a
duration of 24 months. The budget has been considered for this
project is $34,000,000 including
engineering, procurement, construction, and operational
services including demolition, clearing,
grubbing, crushing, first aid, and janitorial services.
Exclusions:
Items excluded of this project are:
• Landscaping in the project area
• Maintenance after project final result
• Comprehensive public consultation processes
Management Plan
4

E. Project Milestones
Milestones Deliverables Date
Begin Project Kick off meeting Feb. 30, 2020
Complete Planning Project Plan Apr. 30, 2020
Complete Design and
Engineering
Approved Geographic description, Plan
and Topographic Map
Jul. 30, 2020
Complete Procurement - Procurement documents
(Such as RFQ, PO, …)
- Required material and equipment
Sep. 30, 2020
Complete Sidewalk Sidewalks completed through Sperling Ave
for 6,000 blocks
Feb. 30, 2021
Complete Bike/Pedestrian
Corridor
Bike/pedestrian corridor completed
overpass of the freeway
Oct. 30, 2021

Complete Trails and install
wheelchair/bike ramp and
lighting
Trails completed around Burnaby Lake and
Deer Lake for 13 KM and wheelchair/bike
ramp and lighting in Deer Lake
Feb. 10, 2022
Finish Project Deliver the Project and sign off Feb. 30, 2022
F. Project Exit Criteria
The project manager needs to measure cost and schedule of the
project during initiation,
planning and design, executing, monitoring and controlling, and
closing phases to ensure that
we are on the planned cost and on schedule. Quality is another
important parameter, and
project manager also needs to measure the quality of the project
during these five phases to
meet quality and requirement defined by city of Burnaby.
G. Roles and Responsibilities
Sponsor:
Name Email / Phone
Mike Hurley- Mayor city of Burnaby [email protected] / 604-
294-7340
Customer:

Name Email / Phone
Dion Doepker- Engineering Development
Manager of City of Burnaby
[email protected]
604-294-7475
Project Manager:
Name Email / Phone
Vahideh Aghaei [email protected] / 778-123-1234
Project Manager Responsibilities:
Planning and defining scope, activity planning and sequencing,
resource planning, developing schedules,
time estimating, cost estimating, developing project budget,
documentation, creating charts and
schedules, scope control and change management, risk analysis,
managing risks and issues monitoring
and reporting progress, team leadership, strategic influencing,
business partnering, controlling quality,
benefits realisation, and communicate project status to
stakeholders.
.
Management Plan
5

H. Project Budget and Financial Resources
The total budget has been allocated to this project is
$34,000,000.
Defined financial resources for this project are:
• Federal Tax Fund: $9,000,000
• Potential Funding from TransLink: $1,500,000
• Active Transport Infrastructure Grant: $1,000,000
• Gas Tax Fund: $500,000
• Contribution of Burnaby City: $22,000,000
I. Key Stakeholders
• Project Sponsor: Mayor city of Burnaby
• Project Customer: Engineering development manager of city
of Burnaby
• Key Contributor: MP and MLA
• Project investor: TransLink
• Project Manager
• Neighbors around the project site
J. Project Risks
Risk Mitigation Strategy
Unexpected increases in material
costs

Add a cost-plus term to the contract
Unknown site condition Add additional terms to the contract to
cover unknown
cost by customer and transfer risk to the customer
Safety hazard that lead worker
accidents and injuries
Training workers, Follow BC safety regulation
Labor shortage/Productivity Issues Contract with recruiting
agency
Damage to equipment and tools Using a good coverage
Insurance
K. Signatures
Project Sponsor:
Name Signature Date
Mike Hurley- Mayor city of Burnaby
Customer:
Name Signature Date
Dion Doepker- Engineering development
manager of city of Burnaby
Project Manager:
Name Signature Date
Vahideh Aghaei

Management Plan
6
Customer
Dion Doepker- Engineering Development Manager of City of
Burnaby
The Engineering Department is responsible for ensuring the
operation and continued service
delivery of the City’s programs relating to Infrastructure,
Environment and Transportation.
These services include constructing and maintaining roads,
sidewalks, surface drainage, snow
removal; providing high quality drinking water to homes and
businesses by installing and
maintaining hundreds of kilometers of water mains, water
connections and fire hydrants
throughout the City; and providing an effective and reliable
sanitary sewage collection system by
installing and maintaining sewer mains. The Engineering
Department is also responsible for the
maintenance of various City buildings such as fire halls,
libraries, community centers, rental
properties and the City Hall complex with a continued focus on
energy conservation.
Dion Doepker is responsible for making decisions on

development projects and other items that
would affect the overall division. These decisions range from
policy, practice, rezoning/subdivision,
construction permits and construction practices. Acts as the
Development Team Leader that
includes several other professionals. He works with the Finance
Department to ensure funds are
available for the fiscal year expenses. He requests funding from
Council for future development
bylaw expenditures, if required. He analyzes and distributes
budgets through thorough planning. He
is responsible for updating division by-laws and policies.
The customer provides the finances required, obtains applicable
permissions and approval, grants
authorizations, signs off on deliverables, maintains stakeholder
engagement, accepts and takes
ownerships of the completed project/handover.
Sponsor
Mike Hurley- Mayor city of Burnaby
The Mayor is the head and chief executive officer of the City.
The Council is the governing body of
the City and is responsible for seeing that City resources are
used for the benefit and protection of
its citizens.
The project sponsor will work closely with the project manager
to legitimize the projects

objectives and participate in high-level project planning. He
will not only be signing off on all key
business decisions including the budget, but he will also ensure
the availability of resources and
communicate the projects goals throughout the organization.
The sponsor is responsible for securing the financing and
overall resource budget approval and
owns the opportunities and risks related to the financial
outcome of the project.
Management Plan
7
Stakeholder Analysis
Stakeholder
Name Role Position
Level of
Influence
Level of
Interest
Contact Information
Mike Hurley Sponsor Mayor of

Burnaby city
High High [email protected]
Dion Doepker Customer Engineering
Development
Manager of
city of
Burnaby
High High [email protected]
Terry Beech Key
Contributor
MP High High [email protected]
Anne Kang Key
Contributor
MLA High High [email protected]
Tony
Gugliotta
Investor Board Chair
Of TransLink
High Low [email protected]
Leon Goud Project
consultant
Director
engineering
of city of
Burnaby
Low High [email protected]

Dave
Ellenwood
Project
consultant
Director
(parks,
recreation
and cultural
service)
Chirs Plagnol Project
consultant
Corporate
officer (Metro
Vancouver
parks)
Residents of
Burnaby
Resident
NA
Low High NA

Management Plan
8
Project Scope Statement
Introduction:
Burnaby lake and Deer Lake are two of the most popular parks
in Burnaby, BC. Burnaby Lake
occupies 3.11 square kilometers of land and is home to a large
variety of wildlife. The lake was
created by a glacier 12,000 years ago and about a century ago it
was also a bustling sawmill. It’s also
popular for its canoeing, kayaking and rowing training. Deer
Lake though a little smaller with a trail
of just 3KM offers a variety of Burnaby arts and heritage
amenities such as the Burnaby Art Gallery,
Shadbolt Centre for the arts, Burnaby Village Museum and Hart
House Restaurant. It was created in
the 20th century and is a highly altered habitat.
The burst in demand for more accessible, safe and eco-friendly
travelling conditions has reached an
all-time high. With the surge of cyclists and local patrons
choosing to transit, walk, or cycle to their
daily activities, the city has recommenced an overpass be added
above the trans-Canada highway
and additional bike ramps also be added to the trails around

Deer Lake and Burnaby Lake, the
overpass, Sperling stairs and up to the Sperling SkyTrain
platform. The importance of recognizing
the handi-accessible community has also urged the city to
recommend installing accessible ramps
to both lakes, the overpass, Sperling stairs, and leading up to
the SkyTrain platform as well. All above
mentioned areas will also be accompanied by wider, better
paved sidewalks and trails with newly
installed lighting.
Objectives:
The Sperling Connector Upgrade is a comprehensive plan built
to enhance the Burnaby Lake/Deer
Lake community in a wide variety of ways by implementing
improvements to the park’s trails, city
sidewalks and the Trans-Canada highway. Our end goal is to
promote the core values of health,
safety, sustainability, and community. By implementing these
recommended improvements, we aim
to increase environmental awareness and build on the cities
strengths to become a more vibrant
and sustainable community, integrated with healthy ecosystems.
In combination of our
environmental efforts these improvements will also make the
lives of all handi-accessible patrons
and cyclists easier and enhance all transit users travelling
experience. The importance of safety
throughout the community is always top priority and will be
supported with better paved, better lit
trails and sidewalks throughout.
High key deliverables:
• Sperling stairs area Deer Lake- install wheelchair/bike ramp

and lighting to connect the roadway
5300-6000 blocks
by the firehall and across freeway
to Kensington ice area and up to the train overpass at Sperling
sky train station
• Build and install a bike/pedestrian overpass over the freeway
• Pave the Deer Lake trail loop 3km and install lighting
• Pave the Burnaby Lake trail loop 10km and install lighting
Management Plan
9
Project Scope:
This project consists of design and construct sidewalks through
Sperling Ave throughout the 5300-
6000 blocks and widen Sperling Avenue and install sidewalks
and lighting from firehall and across
freeway to Kensington ice area and up to the train overpass at
Sperling sky train station total of 15
km, build a bike/pedestrian overpass above the Freeway, and
trails around Burnaby Lake and Deer
Lake for a total of 13 KM. The project will be completed by the
end of Feb. 2022 with a duration of
24 months. The project budget is $ 35,832,326 including
engineering, procurement, construction,

and operational services including demolition, clearing,
grubbing, crushing, first aid, and janitorial
services.
Technical Requirements:
- Fortis Gas Approval
- BC hydro Approval
- Burnaby Parks, Recreation, and Culture Commission Approval
- Building Department of Burnaby plan approval
(Electrical/plumbing and gas/plan checking)
- Approval for all technical design and drawing from city of
Burnaby
- Ecological and environmental assessment of both parks
- Past land records assessment
Exclusions:
- Facilitate comprehensive public consultation processes with
landowners and residents
- Create a land use map for surrounding communities
- Landscaping in the project area
- Maintenance of added improvements and overpass
Constraints:
- All deliverables and tasks have to be accomplished according
to project schedule, and this
project is not subject to any change to the schedule. The
duration of this project is 24 months
and will have to be completed by the end of Feb. 2022.

- The budget for this project has been fixed for $ 35,832,326.
- The original scope of this project is final and approved by the
project sponsor.
Management Plan
10
Assumptions
- All deliverables of the project will be completed in high
quality and on budget and
schedule.
- The quality of the project in all sectors will according to
quality matrix of city of Burnaby.
- The project scope will not change, if it should; the project will
follow a change control
approval process.
- Project will follow team governance guidelines and

requirements.
- All design will be done according to project approved
requirements and BC code and
standards.
- All design will be considered public health and safety.
- Full construction funding is available prior to advertising any
Design-Build and/or
Construction contracts.
- All permits will be obtained.
- Project requirements are accurately identified, documented
and confirmed with all
stakeholders and that these are communicated to all parties
involved.
- Patrons of the park will obey safety indicators/signs to follow
safely through alternative
routes.

Management Plan
11
Statement of Work
Project Deliverables:
1- Install wheelchair/bike ramp and lighting in Sperling stairs
area Deer Lake
The Sperling stairs at Deer Lake is an important part of many
nearby patrons and park users. It
provides a fast more efficient route either up/down the hill of
Sperling Avenue into Deer Lake park.
Without this staircase patrons would have to go around the
entire block towards Dover then left
around Canada Way. With this staircase in place patrons are
able to cut adjacent through the
neighborhood and directly towards the main map and start of the

trail.
To make this staircase a more comfortable, accessible and safe
alternative to the longer alternative
route, we will be installing a ramp on the right side of the
stairs. This ramp not only allow handy-
accessible patrons to improve their travels but also alleviate
cyclists. The trees and landscaping will
be removed, and a cement ramp will be poured in place. Upon
completion of the ramp we will be
installing lamp posts to light up the stairs when it is dark to
keep all patrons safe. An existing
electricity box will be rewired to provide electricity to the lamp
posts.
2- Widen Sperling Avenue and install sidewalks and lighting –
5300-6000 blocks
Sperling Avenue connects patrons in the area to Deer Lake
Park, it stretches 800 Meters in length
and is paved for cars to easily pass through but has no
pedestrian walkways that connect safely to
Deer Lake Park. To successfully make these blocks more
accessible and more well-lit we will need to
widen the street to make room for the sidewalks.
Sperling Avenue will be widened by removing existing
blockades and trees along the sides of the
street. Once a proper frame is made concrete will be poured to
create sidewalks on both sides of
the street. Upon completion of the newly added sidewalks we
will be installing lamp posts to light
up the streets when it is dark to keep all patrons safe. The
sidewalk will stretch 4ft wide with added
curb extensions of 3 ft for a total of 7ft. This extension will
serve as the foundation for the lamps.
The length of the sidewalk will be 800 m. An electricity box

will be added to the neighborhood to
provide electricity to the lamp posts.
3- Widen Sperling Avenue and install sidewalks and lighting –
by the firehall and across freeway
to Kensington ice area and up to the train overpass at Sperling
SkyTrain station
From the Burnaby firehall leading towards Burnaby Lake past
the Kensington ice area and up to
Sperling station, there is a lack of sidewalks and sufficient
lighting for pedestrians to safely commute
through this path. There is lots of traffic along Kensington
avenue not only from all users of the
amenities available in the area such as the Forties sports center
or the Burnaby Lake sports complex,
but also from the Scandinavian center. Needless to say, this area
consists of mainly families with
children and young teens, which makes it even more of a
priority to provide them safe and well-lit
options to get around the area or across the highway to the
station.
Management Plan
12
Sidewalks will be installed on both sides of Sperling Avenue
merging into Kensington Avenue and up
to the Skytrain platform. The areas installed have little to no
landscaping around and will make for

an easy excavation and concrete pour. Traffic activity in
mentioned areas is high and will require
traffic control and flagging to be introduced throughout the
duration of construction within
approved working times. Alternate routes on the platform will
be introduced to continue daily
commuting for transit users. The sidewalk will stretch 4ft wide
with added curb extensions of 3 ft
for a total of 7ft. This extension will serve as the foundation for
the lamps. The length of the sidewalk
will be 3km long. 2 Electricity boxes will be added to provide
direct wiring and power to the lamp
post throughout.
4- Build and install a bike/pedestrian overpass over the freeway
The trans-Canada highway serves as a giant pathway with
thousands of cars passing by in …
Daylighting
Guichon
Creek
Project Management Essentials
OPMT 1187 — BCIT
Scenario #3
March 2020
Emme Lee
Erina Lo
Imogen Pettyfer
Sandra Pham
Maegen Tan

“ We are pushing the envelope
and bringing concepts of
sustainability and green
initiatives into the classroom.”
— Sustainability at BCIT
March 2020 | pg. 3
Daylighting of Guichon Creek
Table of Contents
Executive Summary 5
Figure 1: Proposed creek pathway
Project Background 8
Figure 3: Guichon Creek in 1935
Project Team 10
Project Management Team 12
Project Stakeholders 14
Project Scope 18
Assumptions 21
Statement of Work 22
Figure 4: Already restored part of Guichion Creek
Project Procurement 26
WBS 31
Schedule 32
Project Gates 35

Work Activities Explained 36
Project Risks 40
Contingency Plans 42
Project Budget 44
Project Communications 46
Communications Management Plan 47
Key Performance Measurements 49
Quality Control 50
Additional Factors for Consideration: 54
Project Close Out 55
Appendix 56
pg. 4 | OPMT 1187
March 2020 | pg. 5
Figure 1: Proposed creek pathway
Executive Summary
Guichon Creek is an important waterway that runs directly
through (and underneath)
BCIT’s Burnaby campus. It is a significant tributary to Still
Creek, which, after decades of res-
toration activities, has finally seen the return of salmon in
recent years. In 2001, an MOU
(Memorandum of Understanding) agreement was signed between
the City of Burnaby and

BCIT with the objective of protecting, restoring, and eventually,
daylighting the underground
culverted portion of Guichon Creek. Daylighting the
underground piped portion of the creek
is now considered essential in supporting BCIT’s sustainability
goal of ecological restoration
as it will transform the creek into a functional aquatic
ecosystem. The 700 meters of creek
that remains culverted is currently preventing trout and salmon
navigating their way further
upstream to spawn. This project will also provide significant
“campus as a living lab” learning
opportunities for students, staff, and programs throughout the
BCIT community.
The project outlined in this Project Management Plan aims to
daylight the entirety of Guichon
Creek from Deer Lake Parkway to Canada Way. Daylighting
and restoration work will make the
700 meters of underground creek accessible through BCIT’s
north-east quadrant of the cam-
pus, and should restore the creek to its once flourishing fish-
bearing environment. Restoration
activities will require careful design and construction of an
urbanized salmon-friendly habitat
that both supports the natural environment (including flora,
fauna, fish) and BCIT’s diverse
communities and users. Careful planning will be undertaken to
manage environmental im-
pacts, and minimize negative impacts on students, staff, and
faculty throughout construction
and installation.
CA
N

A
D
A
W
AY
WAYBURNE AVE.
WILLINGDON AVE.
pg. 6 | OPMT 1187
As the project will require significant environmental leadership
in sustainable development and con-
struction, this project will be overseen by the Project Sponsor,
Dr. Jennie Moore, Director, Institute
Sustainability at BCIT.
An initial Scope of Work has been outlined by the Project
Management Team. The Scope of Work will
include the following deliverables:
1. BCIT Involvement
2. Creek Pathway Design
3. Environmental Impact and Minimization
4. Creek Installation

5. Creek Diversions and Remediation
6. Landscaping Installation
7. Project Management Activities
An initial Project Budget has been provided by the Project
Management Team. The overall Budget is
$995,650.00, and includes contingency and management reserve
amounts.
Creek Construction (41.7%)
Environmental Impact
Minimization (12%)
BCIT Involvement (6.2%)
Creek Pathway Design (6.7%)
Creek Diversion
& Remediation (14.7%)
Landscaping (8.1%)
Project Management (10.5%)
Cost Breakdown by Deliverable
March 2020 | pg. 7
An initial Project Schedule currently anticipates an overall

duration of 327 days or 10.75
months (46.7 weeks). If this project is to proceed starting in
June 2020, completion would be
anticipated for August 2021.
An initial Risk Register has been developed. Major risks
include the following:
• Environmental contamination/disturbance to the natural
ecosystem due to
construction
• Subsurface pipeline ruptures or damage during excavation
• Creek diversion failure due to faulty design or installation
• Schedule delays due to site unknowns
• Environmental sensitivity and extreme weather concerns
during installation
• Disruption to regular campus activities (traffic, parking,
pedestrian paths)
• Shortage of qualified subject matter experts that can meet the
schedule
• Meeting regulatory/technical requirements and approvals
• Product unavailability or defects
• Unanticipated concerns from external stakeholders
More details on the risks can be found in the Risk Register.
Deliverable Cost

BCIT Involvement $53,000
Creek Pathway Design $57,800
Environmental Impact Minimization $103,500
Creek Construction $358,500
Creek Diversion & Remediation $126,500
Landscaping $70,000
Project Management (includes insurance) $90,000
The overall Budget can be broken down by deliverable:
pg. 8 | OPMT 1187
Project Background
Guichon Creek is one of the most significant tributaries of Still
Creek and runs directly through BCIT’s
Burnaby campus. The project described in this Project
Management Plan aims to restore and renew the
entirety of Guichon Creek to its once flourishing fish-bearing
environment.
An MOU (Memorandum of Understanding) agreement was
signed in 2001 between the City of Burnaby
and BCIT to protect and restore the portion of Guichon Creek
that runs underneath BCIT campus, and
actively pursue options to daylight the underground piped

portion of the creek. Through the MOU,
BCIT agreed to meet or exceed regulations set out in the City of
Burnaby’s Stream-side Protection and
Enhancement Areas Bylaw. In addition, BCIT committed to
using best practices and site design to both
improve the watershed and support the efforts of the BCIT
community (students, staff and programs) in
working towards improving the creek ecosystem.
In September 2014, BCIT’s President Kathy Kinloch renewed
BCIT’s commitment to explore the daylight-
ing of Guichon Creek across the campus. As the project will
require sustainable development and signifi-
cant construction, this project will be overseen by Dr. Jennie
Moore, Director of Institute Sustainability at
BCIT, and formerly the Associate Dean of Building Design and
Construction Technology and Director of
Sustainable Development and Environmental Stewardship at
BCIT.
Previous studies conducted by the BCIT community (students,
staff and programs) show that the under-
ground section of the culvert (approximately 700 meters of
creek) is currently inaccessible to trout and
salmon migrating upstream towards Still Creek, of which
Guichon is a tributary.
Daylighting the underground portion of Guichon Creek is an
important objective in supporting BCIT’s
sustainability goal of ecological restoration of the creek into a
functional aquatic ecosystem. Daylighting
the culverted and inaccessible section of the creek is also a
“campus as a living lab” learning opportunity
for students, staff and, programs within BCIT.
History of the Creek

In the 1900s through the 1920s, Guichon Creek was known as a
natural, flourishing, fish-bearing tribu-
tary contributing to Still Creek. The creek had been a popular
fishing spot, and people could catch fish
along its banks. For four decades after (1930s through 1960s),
the land alongside the creek was urban-
ized, and large portions of the creek were culverted while paved
streets, roadways, and a built environ-
ment were developed. Since the 1970’s, the BCIT community
(students, faculty, programs such as the
BCIT Rivers Institute) and the City of Burnaby (through the
Stream-keepers program) have worked to
restore the creek along some stretches. However, the North end
of the creek, and the focus area of this
Project Plan, has remained untouched since it was culverted.
This section of the creek travels under-
ground through the Northeast quadrant of the campus towards
Canada Way.
March 2020 | pg. 9
Figure 3: Guichon Creek in 1935
pg. 10 | OPMT 1187
Project Team
Project Customer

Mark Dale
Director, Department of Facilities and Campus Development,
BCIT
Mark Dale is the Director for three main divisions in BCIT’s
Facilities Services, Project Services and
Campus Development. These 3 divisions are responsible for
overseeing the completion of building
repairs, landscaping, capital projects, and program-related
renovations, long-range facility and land-use
planning. Another key responsibility is for maintenance of all
current BCIT assets, including building and
infrastructure, such as roadways, and utilities.
BCIT’s Facilities, Project Services, and Campus Development
departments will ultimately be responsible
for maintenance and future improvements of the creek area.
Customer requirements and specifications
are therefore essential in the site design and planning for
construction. Operational costs and mainte-
nance plans will also need to be considered.
Mark’s role in the project will be to confirm and consolidate all
of the customer requirements from a
BCIT Facilities, Project Services, and Campus Development
perspective. Compiled feedback and input
from these departments will be critical in capturing a design
that meets the needs of BCIT Facilities as
the Project Customer.
As the Project Customer, Mark’s input will help to shape the
design that ensures an environmental lega-
cy that is also durable, operable, and affordable for decades to
come.

March 2020 | pg. 11
Project Sponsor
Dr. Jennie Moore
Director, Institute Sustainability, BCIT
Dr. Jennie Moore is the Director for Institute Sustainability at
BCIT, and formerly the Associate Dean
of Building Design and Construction Technology and Director
of Sustainable Development and
Environmental Stewardship at BCIT. One of her key
responsibilities is supporting BCIT’s sustainability
goal of ecological restoration of the creek into a functional
aquatic ecosystem.
Dr. Moore’s role in the project will be to act as the Project
Sponsor and oversee the daylighting of the
culverted and inaccessible section of the creek. Jennie’s role
will include reviewing and approving the
project at predetermined gates and giving authority for expenses
above and beyond the budget if need-
ed. She may also provide essential support in making contact
with key stakeholders, and getting certain
decisions reviewed by senior managers and key stakeholders.
As the Project Sponsor, Jennie will demonstrate environmental
leadership in sustainable development
and construction and will provide authority for decision making
throughout the project.

pg. 12 | OPMT 1187
Project Management Team
The project team is made up of 5 members, each of whom is a
subject matter expert (SME) in a specific
area. Following is a brief description of each of the team
members.
Internal Team
Project Manager - Emme Lee
Emme has certifications and experience in Urban Planning
and Project Management. She will be responsible for overall
coordination of the project management team, reporting to
the Project Sponsor and Customer, and high-level manage-
ment of the schedule, budget, and resources.
Design & Technical Oversight - Maegen Tan
Maegen has certifications and experience in Electrical
Engineering and Architecture. Maegen will be responsible
for overseeing and coordinating the Design and Engineering
team.
Costing & Estimating - Sandra Pham
Sandra is certified in financial planning, estimating and man-
agement with extensive background in developing budgets for
urban land development projects. She will oversee the com-
pletion of the project budget and ensure the accuracy of all
work activity cost estimates.
Supply Chain & Quality Assurance - Erina Lo

Erina has an educational background and working experience
in Business Supply Chain Management & Procurement. She
will oversee the streamlining of goods and materials for the
project and will be inspecting all deliveries upon receiving for
quality control and output.
Visuals & Engagement - Imogen Pettyfer
Imogen is a communications and graphic design specialist. Her
key responsibilities will be creating graphics and visuals, and
coordinating the Engagement team and BCIT Communications
on the engagement activities.
March 2020 | pg. 13
External Team
The following 3 teams will be procured using a fair and
transparent procurement process. For
further description of the desired scopes of work, please see the
Procurement section below.
• Design & Engineering Team
• Construction Team
• Engagement Team
The following diagram shows how members of the project team
will report to each other.
Engagement

Project Manager
Design & Technical
Oversight
Costing
Quality
PROJECT MANAGEMENT TEAM
Design & Engineering Team
TBD (procurement required)
Project Customer
Engagement Team
Communications Team - BCIT Staff
Construction Team
Project Sponsor
Direct Reporting Relation
Coordination Reporting
Project Team Reporting Diagram
Project Stakeholders
Stakeholder Register

BCIT is a multi-layered and diverse community with many
stakeholders internal to and external to the
campus. An initial stakeholder register has been developed and
once the Engagement team has been
procured, further development of the register can be completed.
Key Players
Stakeholder
Group
BCIT Board of Governors BCIT Student Association BCIT
Rivers Institute BCIT Applied Research BCIT Greening
Operations and
Green Team
City of Burnaby - Environment
Review Committee
Brunette Basin Coordinating Committee - is
a partnership that includes City of Burnaby,
Metro Vancouver, BC Ministry of Water, Land,
and Air Protection, Fisheries and Oceans
Canada
Primary
Contacts
Judy Shandler - Faculty and
Staff Representative
“Justin Cervantes - President
Adam Nguyen - VP Eequity &
Sustainability”
DR Ken Ashley - Rudy North

Chair in River Ecology
BCIT Centre for Applied
Research and Inno-
vation, Learning and
Teaching Centre
BCIT Greening Operations -
volunteer staff and faculty group
- Green Team
Dipak Dattani - Director
Heather Edwards - Manager,
Parks Planning, Design & De-
velopment “
Simone Rousseau - Environmental Engineer,
City of Burnaby - Engineering
Goals and
Motivations
Oversees the long term
stewardship of BCIT, and
are actively involved in
strategic planning, prioritiz-
ing objectives, succession
planning, and risk manage-
ment.
Student services and advocacy
organization with a mandate
to enhance student life.
Teaches the theory and
practice of aquatic ecosystem

restoration through Ecological
Restoration Degree Program,
and provides guidance and
expertise for community
based restoration initiatives,
conducts applied research,
and mentors the next gener-
ation of ecological restoration
professionals.
Conducts research activ-
ities with industrial and
commercial relevance,
where partnerships lead
to benefits for the insti-
tution, business, indus-
try, and students.
Reducing BCIT’s ecological foot-
print in all campus operations
without compromising service
levels. Developing a bottom-up
approach to broad level staff
engagement in sustainability
practices and environmental
stewardship.
Advises Council on environ-
mental issues, including policy
recommendations to meet en-
vironmental targets and goals.
The Committee is also respon-
sible for reviewing applications
for development in environ-
mentally sensitive areas, which
will include the daylighting of

Guichon Creek.
A partnership of governments and public
institutions: City of Burnaby, Vancouver, Port
Moody, Coquitlam, New Westminster, Metro
Vancouver, the BC Ministry of Water, Land
and Air Protection, Fisheries and Oceans
Canada, UBC, and BCIT. The committee works
closely with several local environmental stew-
ardship groups and is responsible for coordi-
nating the implementation of initiatives from
the Brunette Basin Watershed Plan.
Key Interests Capital costs, short and
long term benefits, im-
pacts, and potential risks
to BCIT. There may be
some interest in faculty
and student involvement
throughout BCIT’s Guichon
Creek daylighting project.
Fostering a culture that en-
courages diversity, inclusion,
equity, and social justice.
Sustainability is recognized
as an important value. Traffic
and transportation impacts
may be a concern. There may
be some interest in student
involvement throughout BCIT’s
Guichon Creek daylighting
project.
They are focused on the
protection and restoration

of rivers, streams, estuaries,
lakes, and wetlands in BC. They
have been involved in previ-
ous restoration and research
work related to Guichon Creek,
and will be very interested in
supporting the project and in-
corporating “campus as a living
lab” learning opportunities for
students, staff, and faculty.
Involvement and inclu-
sion, bringing together
faculty and staff from
different disciplines and
departments to identity
common and emerg-
ing areas of research
expertise and interest
for BCIT’s Guichon Creek
daylighting project
Ensuring waterways are safe
for wildlife, and reducing
contaminants in wastewater
and throughout watershed.
Engaging staff in sustainability
practices and environmental
stewardship through events,
commitments to sustainable
practice in the classroom, and
environmental success stories.
Dovetailing current and future
environmental projects and
plans that are adjacent to or

close to BCIT’s Guichon Creek
initiative.
Conducting and coordinating in-stream
enhancement work throughout the region
to protect existing habitat and reduce runoff
from new development, provide in-stream
enhancements, such as establishing riparian
protection zones, and rehabilitating corridors
for aquatic habitat.
Influence High High High High High High High
Interest High High High High High High High
March 2020 | pg. 15
Meet their Needs
Stakeholder
Group
Local First Nations -
Squamish Nation
Local First Nations -
Tsleil-Waututh
Ministry of Environment Fisheries and Oceans
Canada (DFO)
Primary

Contacts
Chief Ian Campbell or
Chief Richard Williams
and Council
Chief Maureen Thomas
and Council
Ministry of Environ-
ment, Water Steward-
ship Division, Region 2
- Lower Mainland
Fisheries and Oceans
Canada office - Van-
couver
Goals and
Motivations
Burnaby is located
on the ancestral and
traditional territories of
Squamish Nation whose
office is located across
the Burrard Inlet from
Burnaby and BCIT
Burnaby is located
on the ancestral and
traditional territories of
Squamish Nation whose
office is located across
the Burrard Inlet from
Burnaby and BCIT

Oversees British Colum-
bia’s Water Act, the Fish
Protection Act, and the
Riparian Areas Regula-
tion
Has authority over
fish habitat through
the Fisheries Act, the
federal legislation
affecting all fish, their
habitat, and water
quality.
Key Interests Minimizing environmen-
tal impacts and en-
hancing ecosystem and
biodiversity approaches
on lands and waterways.
Possible interest in eco-
nomic development.
Minimizing environmen-
tal impacts and enhanc-
ing ecosystem and bio-
diversity approaches on
lands and waterways.
Possible interest in eco-
nomic development.
Application and ad-
herence to relevant
sections of the Ministry
of Environment’s best
management practices

document: Standards
and Best Practices for
Instream Works
Application and
adherence to key sec-
tions in the Fisheries
Act Regulation
Influence High High High High
Interest Low Low Low Low
Stakeholder
Group
Fraser Basin Council - Salmon
Safe BC Program
Silva Forest Foundation Burnaby Stream-keepers Pro-
gram - community-based volun-
teer stream stewardship
Primary Contacts Theresa Fresco - Regional Man-
ager, Fraser Basin Council
Herb Hammond - Professional
Forester and forest ecologist,
and President of Silva Forest
Foundation
City of Burnaby - Planning
Goals and

Motivations
Non-profit organization that
reviews and inspects lands and
waterways using professional
inspectors.
Community interest group
(charitable society) dedicated
to research and education in
ecosystem-based conservation
planning, including daylighting of
creeks in the Vancouver/Burna-
by area.
Environmental stewardship vol-
unteer groups that help protect
and restore Burnaby’s waterways
and watershed throughout the
City.
Key Interests Ecosystem and biodiversity
enhancements for salmon, other
wildlife, and natural vegetation.
Have been heavily involved
in previous creek daylighting
projects, such as Still Creek and
Hastings Creek. Will be interest-
ed in ecosystem-based per-
spectives and approaches being
used throughout BCIT’s project.
Playing a role in monitoring, en-
hancing, and speaking on behalf
of Burnaby’s watercourses and

stream-side riparian areas. Will
also be involved with Planning
staff on numerous initiatives,
events, and activities.
Influence Low Low Low
Interest High High High
Show Consideration
Stakeholder Group Local First Nations - Katzie,
Kwantlen First Nation,
Kwikwetlem First Nation,
Musqueam Nation
Primary Contacts Chief and Council through
Admin office or Protocol
Coordinator
Goals and
Motivations
Burnaby is located on the
ancestral and traditional
territories of these local First
Nations whose offices are
located farther away from
BCIT.
Key Interests “Minimizing environmen-
tal impacts and enhancing
ecosystem and biodiversity
approaches on lands and
waterways.
Possible interest in econom-

ic development. “
Influence Low
Interest Low
Least Important
March 2020 | pg. 17
Stakeholder Identification and Analysis
Based on the initial stakeholder register that’s been developed
so far, the identified stake-
holders have been mapped onto an Influence/Interest grid. The
placements of the stakehold-
ers onto the grid is based on initial research, and this work will
need to be refined once the
Engagement team has been procured.
City of Burnaby
Environmental
Committee
BCIT Board
of Governors
Brunette Basin
Committee
BCIT Green
Operations and

Green Team
BCIT Student
Association
BCIT Applied
Research
BCIT Rivers
Institute
Fisheries and
Oceans Canada
(DFO)
Ministry of
Environmental
Water
Stewardship
Division
Squamish Nation
Tsleil-Waututh
Fraser Basin
Council Salmon
Safe BC
Silva Forest
Foundation
Burnaby

Streamkeepers
Program
Local First Nations:
– Katzie
– Kwantlen
– Kwikwetlam
– Musqueam Nation
Interest of Stakeholders
In
fle
nc
e
of
S
ta
ke
ho
ld
er
s
pg. 18 | OPMT 1187

Project Scope
The following section outlines the deliverables, exclusions,
constraints and other considerations and
technical requirements.
Deliverables
The project will require the following deliverables to be
completed in order for the project to be consid-
ered successful. Any changes will need to undergo a formal
change control process.
1. BCIT Involvement
2. Creek Pathway Design
3. Environmental Impact and Minimization
4. Creek Installation
5. Creek Diversions and Remediation
6. Landscaping Installation
7. Project Management Activities
Exclusions
The below listed products and/or services are excluded from the
project Scope of Work, and therefore
considered to be outside of project boundaries. Thus, the Project
Management Team is not responsible
for performing, procuring, nor managing the following products
and/or services, and will not discuss
them in this Project Management Plan.
• BCIT Communications will provide support with campus
communications, public relations, and

media requests. Specific promotional marketing activities
targeted to students, staff, and faculty
will be delivered through BCIT Communications established
channels. This may include student
engagement, such as student awareness campaigns, website
announcements, and social media
management.
• BCIT Traffic Communications and updates to the student,
staff, and faculty bodies. This includes
providing ongoing communications to the BCIT community
leading up to and throughout the
construction process. This may also include administering
Impark fees, and providing additional
signage and traffic notices.
• Typically, a 1-year warranty might be provided on any
construction of new infrastructure. Any
site damages, yearly inspections, maintenance upkeep, or
defective materials identified after the
1-year warranty has passed will be excluded.
• Redevelopment of areas not specified in the project Scope of
Work or deliverables.
• Significant environmental remediation requirements and costs
(greater than $25,000) that were
unforeseen (site unknowns)
March 2020 | pg. 19
Constraints

Limitations and constraints for this project will be highly
dependent on technical require-
ments, design, available resources, overall project cost, and the
customer’s needs.
• Materials selection and availability may be limited by market
issues (COVID-19 is having
impacts on stock availability and pricing). The team may be
limited to working with a smaller
selection of vendors and suppliers.
• Educational opportunities may be limited as student research
opportunities for “cam-
pus as a living lab” learning is semester based. The project team
may require research out-
comes in times when the courses are not running.
• Weather and cold temperatures may limit the capacity to start
excavation. Currently,
the schedule has excavation starting in January 2021; however,
cold temperatures can lead
to “snow days” and possible schedule delays.
• Due to the highly specialized requirements for the project,
there may be a limited
number of vendors and suppliers that will be able to supply
materials. Additionally, it will
be difficult to inspect the materials in advance, which
constrains the team’s ability to ensure
quality control prior to delivery.
• It is of the utmost importance to the sustainability goals of the
project that environ-
mental impact be kept to an absolute minimum. The team’s
actions may be limited in the
event that accidental environmental contamination occurs. For

example, a “stop work” plan
may be implemented in the event of an accident, and the
schedule could be delayed.
• The amount of traffic impact may be limited by BCIT’s
parking demand. For example,
phased construction may be required - If the parking demand
from students, staff, and
faculty exceeds the amount of parking closures due to
construction, there may be a need
for completing the construction in phases, and allowing for
additional temporary parking
spaces.
pg. 20 | OPMT 1187
Considerations
As BCIT has a considerable built environment and a healthy
population of students, faculty, and staff,
there will be some considerations for the daylighting of
Guichon Creek. The following additional points
should be considered by the project team:
• Salmon protection and ecological considerations for promoting
salmon habitat
• Salmon habitat regulations and migration schedules
• Soil quality and slope stability for preventing slides or damage
to the surrounding ecology
• Water quality and hydrological assessments

• Culvert and water channel factors and design requirements
• Constructibility
Technical Requirements
The main technical requirements, which includes provincial
(Riparian Areas Regulation) and federal
(Federal Fisheries Act) regulations, are compiled in the City of
Burnaby’s Stream-side Protection and
Enhancement Areas (SPEA) Bylaw. This Bylaw outlines setback
requirements, and is administered by the
City Planning Department. The Environmental Review
Committee (ERC) consists of City staff and reviews
applications for development in environmentally sensitive areas,
including applications for variances to
the setbacks defined in the Bylaw.
The Project Management team will work with the other SMEs,
especially the salmon specialist, to ensure
that the project will comply with all technical requirements and
overarching governmental regulations.
March 2020 | pg. 21
Assumptions
1. Assume connection point exists between new and existing
creek at Canada Way
2. Assume existing creek is continuous and that there are no
extenuating blockages.

3. Assume constant slope and elevation throughout the creek
path.
4. Assume that materials are in stock and remain readily
available, and prices remain stable.
5. Assume the natural …
Project Charter Template
www.ProjectManagementDocs.com
Project Charter
Expand Discovery Park High Tech Hub
Prepared by:
TABLE OF CONTENT
PROJECT
PURPOSE/JUSTFICATION…………………………………………
……………….2
Business Case
…………………………………………………………………………
………….2
Project Objective
…………………………………………………………………………
……....2
Project
Success………………………………………………………………
……………………2
Project
Scope…………………………………………………………………
…………………...2

RISK
…………………………………………………………………………
…………………...2
PROJECT DELIVERABLES
…………………………………………………………………….3
SUMMARY MILESTONE SCHEDULE
………………………………………………………..3
SUMMARY BUDGET
…………………………………………………………………………
..3
PROJECT APPROVAL REQUIREMENTS
……………………………………………………4
PROJECT MANAGER
…………………………………………………………………………
..4
PROJECT STAKEHOLDERS
…………………………………………………………………...4
EXIT
CRITERIA……………………………………………………………
……………………4
AUTHORIZATION
…………………………………………………………………………
…...5Project PurposeBusiness Case
The Discovery park expansion project has been created in order
to to expand the site area of Discovery Park, along with
widening of lanes and road construction between Willingdon

Ave. and Canada Way.Project Objectives
This project aims to enhance the environment by expanding the
park site area of Discovery Park, along with construction of
sidewalks, roadways, in-ground infrastructure and pedestrian
overpass; in order to make commuting easier and comfortable
for people of all ages and at most benefiting the BCIT family.
Implementation of this project would allow commuters to use
overpass and sidewalk around willing don ave. and Canada way
and improve pedestrian safety. This project would be affecting
and impacting its surrounding neighborhood, traffic flow and
transit.
Project Success
This project focuses on environmental benefits by providing
ecological footprints. The management team will play an
effective role by providing analysis of the project so to run the
project on a high pace and efficiently achieve the targeted goal.
The progress of the particular project will be checked uniformly
to make sure the direction of the project. The analytical report
would be circulated among the project manager and engineering
team so to take action if any default.
Project Scope
The project would consist of a dynamic design and building of
sidewalks so to make the travelling convenient and welcoming
people effectively. It aims to enlarge the onsite area of
discovery park, construct roadway ,sidewalks ,pedestrian
overpass, widen the existing lanes of Willingdon Ave, and
Canada way ,ie. Approx.3 blocks area. The project will be
completed by the end of December 2022 with an overall
duration of approx. 24 months. The project budget is being
considered around $65,500,00 inclusive of all construction
services with safety and security.Risks
· Labor shortage and productivity issues
· Health and safety hazards

· Subcontractor Default
· Amendments in contract
· Unexpected increase in material cost
· Unknown site conditionsProject Deliverables
· Create a large park on site (you determine where this will be)
and on a greenway on both sides of the creek
· Construct roadways, sidewalks, lighting, traffic signals
· Construct in-ground infrastructure; electricity, natural gas,
water and sewer
· Widen/upgrade Willingdon and Canada Way roads with
traffic-controlled turn lanes and access
· roads into site
· Construct a pedestrian overpass over Willingdon near BCIT
SW1
· Set up an office on site and on-line web-site to market this
new development to high-tech
· businesses
· Project Management activities
Summary Milestone Schedule
Summary Milestone Schedule
Project Milestone
Target Date (mm/dd/yyyy)
Initiate project
05/01/2020
Create blueprint and complete planning
06/30/2020
Complete designing and engineering
09/25/2020

Complete sidewalk and roadway construction
02/10/2021
Complete pedestrian overpass
05/15/2021
Complete construction of in-ground infrastructure
11/20/2021
Set up office on site
03/15/2022
Finish project
12/22/2022Summary Budget
Summary Budget – TOTAL COST $65,500,00
Project Component
Component Cost
· Burnaby contribution
$50,000,000
· Translink Funding
$7,500,000
· Government Funding
$6,800,000
· Manufacturing Resources (Raw material)
$1,200,000
Total
$65,500,00Project Approval Requirements
· Attain street use permit
· Fortis gas approval
· BC hydro approval
· Land development permit
Project Approval Requirements as per By-Laws:
· Bylaw No. 4299C- Street and Traffic Bylaw 1961
· Bylaw No. 13952C- Engineering Fees Bylaws 2018

· Bylaw No. 12657C- Bylaw Enforcement Bylaws 2009
· Bylaw No. 10482C- Trees Bylaw 1996
· Bylaw No.7332 Burnaby noise or sound abatement bylaw
1979Project Manager
The project manager is the principal person of any project who
is responsible for execution or maintenance of the project by
allocating the resources and capital available in an efficient
manner, constant meeting with team members are held in order
to generate report and project updates .They are responsible to
constantly get in touch with project client and stakeholders in
order to discuss the project progress and updates.project
stakeholder
· Project sponsor
· Project manager
· Project customer
· Residents of Willingdon Ave. & Canada way
· BCIT commuters
exit criteria
The project manager would be creating a schedule and measure
the cost of project during all phases of the project namely
initiation, designing and planning, monitoring and executing
and closing phase, just in order to ensure that the project is
going as per the schedule and budget, meeting the baseline.
Quality assurance will be done meeting the standard quality
requirements.
Authorization
Approved by the Project Sponsor:

MikeHurley
Date: 04/24/2020
Mike Hurley
(Mayor, City of Burnaby)
This free Project Charter Template is brought to you by
www.ProjectManagementDocs.com
PAGE
1
Assignment # 2 -
Comprehensive Project Management Plan
Individual Student Assignment
Using the materials learned each week throughout this course,
create a comprehensive project management plan for the
selected scenario. Use the same scenario you selected for
Assignment 01.
The written report must be completed to a highly professional
level which could be provided to business executives in any
major firm. Clarity, appearance, content, spelling and grammar
are all important aspects.
Where information is not provided you may make assumptions
based upon business logic. These assumptions must be listed in
your proposal under a separate page titled: Statement of
Assumptions. You must receive instructor approval of your
assumptions no later than Week 05.
Required Content
Your report must contain ALL of the following, in this order.
Note that depending upon the scenario you choose some issues

will be of a higher concern than others and will require further
details.
1. Project Charter (3-4 pages) – include the updated Assignment
01 as an Appendix at the end of your project plan
2. Identification of who the Customer is (real person, title,
company) and what they value from this project – include their
picture
3. Stakeholder identification and analysis – include
power/interest grid and Stakeholder Register
4. Identification of who the Project Sponsor is (real person,
title, company) and why project matters to them – include their
picture
5. Scope of the project- including technical requirements,
limits, exclusions, constraints
6. Statement of Work – full detailed description of all project
deliverables identified in the scenario – two paragraphs for each
deliverable explaining what Deliverable will look like upon
completion. Include an additional Deliverable titled – Project
Management
7. Work Breakdown Structure (WBS) graphic –3 levels deep.
Minimum 8 work activities per deliverable, except for the
Project Management deliverable which needs only one work
activity
8. Work activities Explained (from WBS) – explain each work
activity in two sentences each
9. Project Costs – Cost estimates for each work activity, cost
contingencies for only the high-risk work activities. Identify
Cost Baseline, Management Reserve and Project Budget
10. Project Schedule – Gantt chart or MS Project, include all
work activities, identify Critical Path
11. Project Gates – how many, where in the project, acceptance
criteria each gate
12. Risks – Risk Matrix – risk identification, assessment,
prioritization and contingency planning for all high risks

13. Project Team – roles & responsibilities of each person
14. Project Communications – Matrix showing internal and
external, types and frequency
15. Key Performance Measurements (KPM’S) specific
quantifiable metrics to track success of the project (5-6 high-
level KPM’s).
16. Project Procurement – identify external resources, tendering
seller selection details (RFP evaluation grids) contract
management and seller performance monitoring
17. Quality Control – inspection (acceptance) criteria for each
work activity
18. Other issues important for your project – environmental,
government, societal or health/safety considerations
The report must begin with an Executive Summary followed by
the Statement of Assumptions, listing any assumptions you
make based upon the limited information presented in the
available project scenarios. Then each area discussed should
take into consideration your assumptions. Each category should
be based upon subject materials as presented within each week’s
class.
Report will include a title page followed by the Executive
summary, then a List of Assumptions (to be approved by the
Instructor) and then the body of the report.
Bibliography and references are not required.
Past typical reports have averaged anywhere from 40-50 pages
in length. Please note that it is the CONTENT of the report that
matters.
.
OPMT 1187 Assignment Two 2020 NET

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