This document provides a project management plan for the construction of a condominium building project in Montreal. The plan outlines the initiation, planning, execution, monitoring and control, and closing phases of the project. Key elements of the plan include defining the project requirements and scope, developing a schedule and budget, establishing quality and communication plans, and identifying and mitigating risks. Regular progress reporting and oversight of costs, schedule, risks and procurements will help ensure the project is delivered as planned over its scheduled 18 month timeframe.

1. PROJECT
MANAGEMENT PLAN
DEVELOPMENT
CONDOMINIUM BUILDING
CONSTRUCTION PROJECT IN
MONTREAL
Group 20
“PROJECTS FAIL AT THE BEGINNING Ali Masri ID# 6084494
Amer Alamer ID# 9734929
THEY DON’T FAIL AT THE END” Ammar Abdallah ID# 9168370
Khalid Alaseeri ID# 9737006
Saad Alamri ID# 5273315
Sherif Hafez ID# 9787143

2. INSE 6230 - Project Fall 2011 - Group 20
AGENDA
I. Introduction
II. Business Case
III. Initiation
IV.Planning
V. Executing
VI.Monitoring and Controlling
VII.closing
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3. INSE 6230 - Project Fall 2011 - Group 20
I. INTRODUCTION
•NII is a non profit charity organization.
•NII mission is providing assistance to new
immigrants to Montreal area.
•Housing is a strenuous issue that faces
immigrants upon arrival.
•NII decision of implementing a project to
address the housing problem.
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4. INSE 6230 - Project Fall 2011 - Group 20
II. BUSINESS CASE
Ease the immigration process for
Vision immigrants and increase the probability of
their success
Mission Providing Assistance to immigrants
Business Overcome and address the complex
Need housing problem faced by new comers
Business A viable solution for the immigrant housing
Outcomes problem
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5. INSE 6230 - Project Fall 2011 - Group 20
II. BUSINESS CASE
NII owns a land in Montreal area eligible
Opportunities for a divided co-ownership residential
building
NII has available $5,700,000 cash fund
Building a condominium building to provide
Proposed
a short term immediate housing upon
Project
arrival
NII is missing the relevant expertise in
Constraints
managing construction projects
•Projects aligns with business goals
Strategic Fit
•Addresses the desirable outcome 5

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II. BUSINESS CASE
Financial Analysis - CMHC
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III. INITIATION
• NII lack of experience in construction industry fosters
the need for a consultant or a professional PM.
Sponsor
PM/Advisor
/Agent
Principal
Engineer Contracto
r
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8. INSE 6230 - Project Fall 2011 - Group 20
III. INITIATION
• PM professional firm is hired and start working with
project in charge from within the organization.
• Project team is to be selected.
• Stakeholder Registry.
Name Position Internal / External Project Role Contact Information
John Smith NII CEO Internal Sponsor j.smith@nii.com
Ahmad NII Project Internal Sponsor Project ahmad.zahran@nii.com
Zahran Manager Manager
Loic Leclerc Project Manager at External Contractor Project L-leclerc@pmc.com
PMC Manager
Kyle Hoover Partner at LFC External Legal Consultant K_hoover@lfc.com
Marco Financial Advisor External Financial Advisor Marco.delvicio@rbc.co
Delvicio at RBC m
Steve Project Manager at External Architecture S.macdonald@edf.com
McDonald ADF Design Firm
Project Manager
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9. INSE 6230 - Project Fall 2011 - Group 20
III. INITIATION
• Project Charter Elements. Treasury Board of Canada
Secretariat
1. Budget.
2. Preliminary designs and drawings.
3. Preliminary cost estimate and source of funding.
4. Project Objective.
5. Project Milestones.
6. Project duration.
7. Project goals, business outcomes, and objectives
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10. INSE 6230 - Project Fall 2011 - Group 20
III. INITIATION
• Stake Holder Registry
Name Position Internal / External Project Role Contact Information
John Smith NII CEO Internal Sponsor j.smith@nii.com
Ahmad NII Project Internal Sponsor Project ahmad.zahran@nii.com
Zahran Manager Manager
Loic Leclerc Project Manager at External Contractor Project L-leclerc@pmc.com
PMC Manager
Kyle Hoover Partner at LFC External Legal Consultant K_hoover@lfc.com
Marco Financial Advisor External Financial Advisor Marco.delvicio@rbc.co
Delvicio at RBC m
Steve Project Manager at External Architecture S.macdonald@edf.com
McDonald ADF Design Firm
Project Manager
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IV. PLANNING
1. Project requirements
2. Scope definition
3. WBS development
4. Define and sequence activity
5. Estimate activity resources and durations
6. Develop project schedule
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12. INSE 6230 - Project Fall 2011 - Group 20
IV. PLANNING
8. Project cost estimate
9. Determine budget
10. Develop a quality plan
11. Human resources plan
12. Plan communications
13. Develop risk management plan
14. Develop procurement plan
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13. INSE 6230 - Project Fall 2011 - Group 20
IV. PLANNING
Project Scope Statement
This project is carried out to construct an
economic condominium building on the land
owned by NII. The available ascribed budget
for this project is $6,658,500. The duration of
the project is estimated to be 18 months
starts April 2012.
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IV. PLANNING
Project cost estimate – RS Means
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15. INSE 6230 - Project Fall 2011 - Group 20
IV. PLANNING
Project Human Resources Plan
•Accountability = Responsibility + Authority
•Developing a human resources plan
enunciates the accountability, responsibility,
and authority of organizations representatives.
•Organizations should have their own internal
organizational HR plan.
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16. INSE 6230 - Project Fall 2011 - Group 20
IV. PLANNING
Project Human Resources Plan
•Accountability = Responsibility + Authority
Name Position Project Role
John Smith NII CEO Sponsor
Ahmad Zahran NII Project Manager Sponsor Project Manager
Loic Leclerc Project Manager at PMC Contractor Project Manager
Kyle Hoover Partner at LFC Legal Consultant
Marco Delvicio Financial Advisor at Financial Advisor
RBC
Steve McDonald Project Manager at ADF Architecture Design Firm Project
Manager
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17. INSE 6230 - Project Fall 2011 - Group 20
IV. PLANNING
Project Quality Plan
Quality assurance plan development
•Quality Checkpoints
•Methodologies and standards
•Quality assessment and reviews
•Quality assurance milestones
•Contractor control
•Quality checklist
•processes
•products
•preventive measures
•Corrective actions
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18. INSE 6230 - Project Fall 2011 - Group 20
IV. PLANNING
Project Communication Plan
•The goal of project communications management is to ensure timely
and appropriate
•Generation, collection, dissemination, storage and disposition of
project information.
There are four main processes project communications
management:
1. Identify stakeholders
2. Plan communications
3. Distribute information
4. Manage stakeholder expectations
5. Report performance
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19. INSE 6230 - Project Fall 2011 - Group 20
IV. PLANNING
Project Risk Management Plan
•Identify Risk
•Expert Interview (Interviewing):
•Risk Team Meeting (Brainstorming
•Historical Review of Similar Projects:
•SWOT Analysis
•Risk Registration
•Risk breakdown structure
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20. INSE 6230 - Project Fall 2011 - Group 20
IV. PLANNING
Project Risk Management Plan
Risk Breakdown Structure
Our Construction
Project
Manufacturing Financial Onsite Advertisement
Delay in equipments from Loans Cost Lack of Immigrants does not
manufacturing overrun experience know the existence of
the project
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21. INSE 6230 - Project Fall 2011 - Group 20
IV. PLANNING
Project Risk Management Plan
Risk Registration
N Desc Impact Impact Prob. Risk Management Contingency Owner
. % approach
1 R4 Not able to pay 10% 20% Plan to pay Bankruptcy Organization
2 R1 Drain the existence 20% 30% Manage before request. Conduct Manager
equipments Schedule for it procurement
3 R5 Could stop the 70% 10% Manage cost for every Stop project Manager
project task
4 R2 Could cause 25% 50% Hire experts Contract with Manager
quality non experts
satisfactions
5 R3 No turnout 60% 70% Conduct Conduct Manager
announcements before intensive
starting project announcemen
ts
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22. INSE 6230 - Project Fall 2011 - Group 20
IV. PLANNING
Project Procurement Plan
Project Delivery System: Design-Contract-Build Project Delivery
Sponsor
PM/Advisor
/Agent
Principal
Engineer Contracto
r
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IV. PLANNING
Project Procurement Plan
Lump sum Contracts
Organization
Sponsor
Lump-Sum
Consultant Contract Project
Manager
Principal
Contractor
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V. EXECUTING
• Project management plan is a document
that guide the project execution
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V. EXECUTING
1. Direct and manage project – Project
Management Plan
2. Perform quality assurance – Quality
Assurance Plan
3. Acquire, develop and manage project
team – Human Resources Plan
4. Distribute information – Communication
Plan
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26. INSE 6230 - Project Fall 2011 - Group 20
V. EXECUTING
5. Distribute information – Communication
Plan
6. Manage stakeholder expectations –
Communication Plan
7. Conduct procurement – Procurement
Plan
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VI. MONITORING AND CONTROLLING
Monitoring and controlling project work
1. Verify and control scope
2. Control schedule
3. Control cost
4. Perform quality control
5. Report performance
6. Monitor and control risks
7. Administer procurements
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28. INSE 6230 - Project Fall 2011 - Group 20
VI. MONITORING AND CONTROLLING
1. Verify and control scope
• Verify the project is moving towards the
predefined objectives
• Identify and prevent scope creep
• Follow the change management plan in
order when addressing a project creep
issue
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29. INSE 6230 - Project Fall 2011 - Group 20
VI. MONITORING AND CONTROLLING
• Controlling cost, schedule and reporting
performance –
EV Analysis Cost/schedule Control System
Criteria (C/SCSC), US DOD
• Inputs:
1. Labor and resources
2. Wages, $/work hour
• Outputs
1. Quantities produced
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30. INSE 6230 - Project Fall 2011 - Group 20
VI. MONITORING AND CONTROLLING
• EV Analysis Cost/schedule Control System Criteria (C/SCSC),
US DOD
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31. INSE 6230 - Project Fall 2011 - Group 20
VI. MONITORING AND CONTROLLING
• EV Analysis Cost/schedule Control System Criteria (C/SCSC),
US DOD – Base Line
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32. INSE 6230 - Project Fall 2011 - Group 20
VI. MONITORING AND CONTROLLING
Quality Control
Setting Quality Standards Principal contractor submit
and design needed by client invoices against work to project
manager before starting installation
Project manager & Eng/Design control and
manages materials used to test technically
quantities and qualities
Principal contractor is asked to No
correct any quality deficiencies Accepted
according to standards. Otherwise no
need to be called to correct actions
Yes
Continue progress and work
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33. INSE 6230 - Project Fall 2011 - Group 20
VI. MONITORING AND CONTROLLING
Risk Control
•add identified risks with the highest scores to the project schedule
with an assigned risk manager.
•During project team meeting the Risk Manager for each risk will
discuss the status of that risk.
•Risk monitoring will be a continuous process throughout the life of
this project.
•Identification of trigger conditions, and the documentation of the
results of the risk response.
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34. INSE 6230 - Project Fall 2011 - Group 20
VI. MONITORING AND CONTROLLING
Monitoring and controlling procurements
•Contracts between the parties involved in the work for our project is
very important to consider.
• Project managers and there teams must verify the compliance of
type to select with specifications.
•The risk impact for the buyer is very small because the price is
predefined with no any incentive recorded as it is lump sum contract.
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35. INSE 6230 - Project Fall 2011 - Group 20
VII. CLOSING
1.Project Commissioning and Testing
2.Project Hand Over
3.Project Final Report
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36. THANK YOU
QUESTIONS ?