This document provides a project plan for the Purdys Demising & Renovation project. It includes sections on the project charter with background, goals, scope of work and deliverables, stakeholders, codes and regulations, and priorities. It also includes a communications plan, risk management plan, work breakdown structure dictionary, and budget. The project involves renovating and expanding an existing facility to allow for increased production capacity and additional office and amenity spaces through building additions and interior demolition and construction work.

1. PROJECT PLAN
Purdys Demising & Renovation
Donny Olson
OPMT- 3520
November 24th
, 2016

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Table of Contents
Project Charter ………………………………………………………………………………………..2-6
Communication Management Plan ………………………………………………………7
Risk Management Plan ……………………………………………………………………………8-9
Work Breakdown Structure & Dictionary …………………………………………..10-11
Project Budget ………………………………………………………………………………………….12-13
Appendices
Budget Summary & Breakdown
Gantt Chart

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1.1 Project Charter
1.1.1 Background
Streamline has been hired to provide project management services for
Purdys Chocolatier, for upcoming tenant improvements and warehouse demising
project. This project is needed because; increased web page sales has led to a need
for a new larger packing line area and they are planning for future growth, with the
addition of an office use mezzanine. Furthermore, because of the increase in sales,
additional staff must be hired as well. This has led to the need for: new bathrooms,
main floor office space, and a gym to help provide for valued workforce. Finally, we
will be using under-utilized space at 8330 Chester Street to move new tenants into
the building, this will provide a new revenue stream for Purdys. To make this
possible; a demising wall will be built, with accompanying exit corridors, and
wheelchair -accessible ramp.
The current situation for Purdys is a warehouse pack line that cannot meet
up with increased demand. Furthermore, space that could be generating an income
is sitting vacant. We will review all existing operations, review and oversee the
planning, engineering, construction, and closeout process while providing expert
project management experience, coupled with strong communication processes.
1.1.2 Goals
● Work in the best interest of the client and represent them throughout the
project life cycle.
● To maximize work efficiency and utilize cost-saving methods whenever
possible.
● Work closely with the engineering consultants and the General Contractor to
ensure as little disruption to Purdys daily work activities as possible.
● Deliver a product that is of high quality and value-added, completed on time
and meet or exceeds all client expectations.

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1.1.3 Scope of Work & Deliverables
PHASE 1:
1. Prepare site for construction (signage, equipment set-up, safety meetings,
and introductions)
2. Removal of existing pallet racking and other fixtures
3. Geotechnical testing of load bearing soils below the existing floor slab.
4. Cutting and coring concrete and preparing site for building demising wall
5. Demise 8330 & 8380 Chester Street (See Appendix A1 for dimensions)
6. Building 2 new interior exit corridors for shared space north and south of
demising wall, and 1 main exit corridor (exterior) exiting onto Kent Street (See B2
for details)
7. Trades will be managed by site contractor, and trades will be responsible
for ALL miscellaneous work related to their tasks (See work breakdown structure)
PHASE 2:
1. Construct 5 female and 5 male washrooms (These will have wheelchair
accessible washrooms inside)
Specs. Washrooms will be 3’ - 5
Handicapped Washroomswill be 5’ -5’ (All fixtures will be of commercial grade)
2. Construct new office space, lunchroom and first aid room
3. Building wheelchair accessible ramp for the new tenancy.
PHASE 3:
1. Remove north warehouse pallet racking for floor space
2. Demolition of existing washrooms and change rooms
3. Build new washrooms 7 male 7 female and 1 universal accessible (Specs. Will
remain the same as phase 2 washrooms)
4. Build new gym space (Gym equipment will not be provided or ordered)
5. Supply and install new mezzanine deck and pack line with adjoining coolers
this includes: Foundation, steel & concrete structure, walls & ceilings, l, and
equipment needed (humidity control unit, HVAC unit, new lighting etc.
 The mezzanine deck WILL NOT be built-out at this time but will be
available and built so future operations can be expanded as needed. This
will future build is not be in existing contract.

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1.1.4 Key Stakeholders
Client Purdys Chocolates
Sponsor Duncan Johnson (CFO) Available on request
Project manager Earl Vance 604-988-2322
Project team
members
Jim Prichard 778-563-4456
(Operations Manager)
Jesse Sengura 604-988-4511
(Floor Supervisors)
Donny Olson 604-842-5125
(Project Coordinator)
General Contractor: George Stevens 604-921-3342
Bynett Construction
Electrical Engineer: Joshua Merkel 778-651-4456
SML Electrical Consultants
Plumbing/HVAC: Hamid Rekashi 604-567-8932
Bycar Engineering
Sprinklers: Curtis Hayden 604-765-2232
Phaser Fire
Architect:
Edwin Wong 778-451-2311
Structural Engineer:
Bianco Wong 778-988-5678
Geotechnical Engineer:
Sarah Parry 604-229-4356

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1.1.5 Codes & Regulations
● Vancouver Building By-Law 2014 (VBBL 2014)
● British Columbia Fire Code 2012
★ ALL trades will be responsible for making sure their work is up to code, and
follows all by-laws. Any re-work that must be done; due to not following
code, the trade responsible will cover the cost from their contract. Contractor
will also oversee all daily operations and keep StreamLine updated.
★ A weekly project review meeting will be schedule
1.1.6 Project Priorities
● Demising 8380 Chester Street as quickly as possible. This will allow the client
to collect monthly rental income from the under-utilized space.
● Having PHASE 2 washrooms built and ready for use before December 1st,
2016. That is when the seasonal workforce arrives.
● Having the project completed on time and on budget
● Minimizing disruption to current operations.
● Minimising dust contamination of existing finished product.

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1.1.7 Project Milestones
Start Date: February 9th, 2016
Milestone 1: March 10th, 2016 - Permit Application
Milestone 2: July 28th, 2016 - Construction Starts
Milestone 3: November 1, 2016 – Occupancy granted for tenant space
Milestone 4: April 13th, 2017 – Completion of project Handover
1.1.8 Approval Signatures
Jim Pritchard,
Project Client
Duncan Johnson,
Project Sponsor
Earl Vance, Project
Manager

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1.2 Communications Plan
Clear and concise communication is what we strive for at Streamline. We will
be responsible for facilitating daily communications between the general contractor
and the client. Any decision or pertinent information regarding the project
deliverables will be followed by an e-mail, formal request for information or a
change order document. All information related to the project will be cc’d to all
stakeholders.
★ All e-mails that contain Request for Information (RFI’s) must be
answered with 72 hours. Failure to do so could cause delay in project
deliverables and increased costs.
1.2.1 Communication Matrix
Project Title: Purdy’s Demising & Renovation
Project Manager: Earl Vance
Project Coordinator: Donny Olson
General Contractor: George Stevens
Project Sponsor: Duncan Johnson
Date: February 9th
, 2016
Communication
Type
Purpose Recipients Delivery
Method
Frequency Who is
Responsible?
Kick Off Meeting Introduce the
project team, and
the project.
Review project
objectives, and
management
approach
Project
Sponsor
Project team
members
Stakeholders
Trades
Face to Face Once Project
Manager
Project Status
(Progress Report)
Report the project
status to the client
Project Team
Project
Sponsor
e-mail
Conference
Call
Once a week Project
Manager
Project
Coordinator
Project Team
Meetings
Review status of
the project with
team
Project Team Face to Face
Conference
Call
E-mail
Weekly Project
Manager
“Tool Box” talks Safety talks, areas
for concern, daily
tasks
General
Contractor
Trades
Face to Face Daily General
Contractor
Trades
Project updates
Action item Status
Weekly meetings
to deliver project
information and
“Weekly action
items”
Project
Manager
Meeting Weekly Project Team

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1.3 Risk Management Plan
Identifying, controlling, and mitigating risk is a key factor for any project. We
will be looking at all possible risks that can occur throughout the renovation. To do
this as effectively and efficiently as possible, we will be looking at past projects,
expert judgement, and consulting with stakeholders. We will also develop strategies
to mitigate, transfer, or avoid risks that we deem may affect the deliverables.
1.3.1 Risk Identification
Risk identification will be developed by: expert judgement, past projects,
discussions with trades, and client observations. Streamline will be building,
monitoring, and mitigating risks throughout the project to ensure effective risk
control. Below, are some the risks we have currently identified:
 City requirements & potential delays for building permit approval
 Materials not arriving on time
 Lack of communication between trades
 Washroomsnot being completed for seasonal influx of workers
 Trades not having enough workers to complete deliverables on time
 Disruption of Purdy’s operations
 Key resources not available
1.3.2 Probability & Impact
Level of Risk Probability Impact
High (4-5) The risk will likely
happen throughout
the project
The risk will cause
major disruption to
the schedule or
budget
Medium (3-4) The risk has a
moderate chance of
occurring
The risk will impact
the project
moderately
Low (2 or lower) The risk is unlikely to
occur
The risk will have
little impact on the
budget or schedule

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1.3.3 Risk Prioritization and Management
Level of risk Action to be taken Management of risk
Critical (25) Requires urgent action
Notify all stakeholders and sponsor
Avoid at all cost
Serious (15-20) Monitored and review during
planning stage
To be dealt with as quickly as
possible
Notify affected stakeholders and
client
Transfer or mitigate risk
Moderate (6-
12)
Notify project sponsor
Identify risk during planning,
monitor, and handle accordingly
Transfer or mitigate risk
Low (1-5) Review and monitor Accept
1.3.4 Risk Matrix
Risk Description Probability Impact Risk
Score
Action Risk Response
Permits not being
approved
3 4 12 mitigate Out of our control, be
prepared and have
documentation ready
Materials not arriving on
time
3 5 15 mitigate Order all fixtures and
materials well ahead of
schedule
Lack of communication
between trades
3 4 12 mitigate Have “tool box talks”
and remind trades of
communication
Washrooms not
completed
2 2 4 accept Work within schedule, if
not completed. Rent
washroom trailer
Disruption of daily
operations
2 4 8 avoid Operations will be shut
down while we work
Workplace injury 3 5 15 Transfer
avoid
WBC coverage, and
have safety officer go
over orientation with
ALL personnel

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1.4 Work Breakdown Structure Dictionary
 Architectural Drawings - Complete and have architectural drawings
stamped and approved.
 Soil Coring & Testing - Have soil cored and tested to ensure soil is feasible
to build on.
 Engineered drawings - Complete and have engineering drawings stamped
and approved.
 Permit Application - Submit permits for approval.
 Steel shop drawing & delivery - Have structural steel drawing submitted,
then deliver product.
 Site Preparation – This includes: site reviews, demolition of existing
structures, cutting out concrete for rough-ins, putting up signage, fencing,
toilets, dismantling racking for construction, running any temporary lines
(water, electricity, etc.)
 Demising wall and Exit Corridors – Cutting out masonry and steel for new
exit corridor on west wall, installing structural steel header and frame, and
installing new door.
 Finishing - This includes tasks that are involved with deliverable that will not
be broken down due to cost. This will include painting, millwork, and related
finishes for deliverables. They will be broken down for the budget and scope.
For Phase 1 handicap accessible ramp, this includes railings, painting and
anti-slip plating installation.
 Doors And Windows – Task involves all windows and doors for the project.
This task also includes the delivery, installation, caulking, and weather-
stripping.
 Equipment Delivery & Set up – Having all components shipped delivered
and organized for new pack-line and cooler
 Moving/Fixturing/Commissioning - This task involves assembling,
fixturing, and testing new pack-line.
 Contingency – Going through all contingency items and making sure
nothing is missed.
 Occupancy and Operational - Getting clients moved in and operational.

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1.5 Budget
Soft Costs
Planning and design
drawings
$54,106 $54,106 Incl.
below
Project Management Fee $46,376 $46,376 $60,860
Structural Engineering $10,500 $10,500 $8,035
Mechanical Engineering $13,500 $13,500 $13,500
Electrical Engineering $11,990 $11,990 $11,990
Geotechnical Consulting $9,933 $9,933 $9,933
Permits fees &
Disbursements
$7,500 $7,500 $7,500
Plots, Copies, Couriers,
other misc. charges
Incl. Above Incl. Above Incl.
Above
Total
Soft Costs:
$153,905 $153,905 $111,881
Contingency (10%):
$169,978 $87,834 $159,691 Equals Contingency, Less
Change Orders (below)
Total Construction & Soft
Costs:
$2,023,668 $1,644,761 $676,604
(GST Not Incl.)
Change Orders
Approved Invoiced
CO#1 Additional T-Bar/tile (shipping office area and
old washroom area): RSY
$6,250 Pending site
instruction/
pricing
CO#2 Electrical Addendum 1: Tytan $1,980 $1,890
C0#3 Mechanical Addendum M-1: MMC $4,500
CO#4 Credit – Door Removal (3) – openings, doors,
frames, hardware: Allmar
($1,345)
CO#5 Credit – Change to water pipe sizing and
insulate: MMC
($9,800)
CO#6 Credit – Change to toilets to wall hang ($618)
CO#7 Mechanical Engineering: Add web sales & Pack
Line to scope
$6,000
CO#8 Electrical Engineering: Addendum 1 Web sales
& Pack Line
$2,621 $2,602
CO#9 Geotechnical Consulting: New soil parameters &
foundation solution
$1,890 $1,890
CO#10 Structural Steel Re-design $3,836
CO#11 New sewer connection $66,900
Contractor Profit/Overhead (2%) $230
Total Change Orders: $82,443 $6,382

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Bynett Construction June 16th
Approved
Budget
Anticipated
or Approved
to date
Invoiced to
date Comments
Site Preparation &
Ground work
$10,882 $10,882
Demolitions $45,568 $45,568 $8,025 AMEC cutting and coring
Asphalt Paving $3,000 $3,000
Concrete + Formwork +
Finishing
$45,082 $45,082 $4,398 Drake/Yaat
Concrete Reinforcing
steel
$31,978 $31,978
Structural steel & metal
deck
$80,404 $91,619 Continental Steel
Misc. Metals $16,000 Incl. Above Continental Steel
Rough carpentry &
Framing
$10,000 $10,000
Finishing Carpentry $2,000 $2,000
Millwork $13,000 $13,489
Exterior Cladding $9,000 $9,000
Roofing $21,000 $17,136 Roofix
Caulking $2,550 $2,550
Doors & Frames $32,850 $21,000 $19,655 Allmar
Windows, Entrances, and
Glazing
$10,506 $10,506
Drywall $133,236 $82,100 $80,613 RSY Contracting
Acoustic Ceilings $19,592 $15,750 Incl. Above RSY Contracting
Floor Finishes $41,043 $28,981
Painting $43,229 $37,780
Specialties $27,000 $27,000
Mechanical $381,868 $555,470 $101,676 Humidity control
machine, Added to
Budget, MCM McGregor
Electrical $349,897 $160,370 $70,659 Tytan Electric
Credit/adjustment T5
Warehouse Lighting
$0 -$30,556
Cash Allowance/Other $25,000 25,000
Misc. Bynett site charges Incl. Above Incl. Above $14,052 Also pulling from General
Conditions
Contractor Profit- On
Sub Trade costs and site
expenses/Materials (2%)
$27,094 $24,391 $6,342
Construction
Management Fee
($20,900, 6 months)
$125,400 $125,400 $83,600
General Conditions (PM,
Accounting, Insur., Tel.,
First Aid, Etc.
$38,700 $38,700 $16,074
Total Construction: $1,545,879 $1,408,060 $405,095 (9.2%)

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Total Project Cost: $1,726,906
GST Not Incl.