Phase II Report 2 FINAL

Eng M 530 – Engineering Project Management
Laboratory Development Project
Final Report
Project Manager:
Shannon MacDonald
Team Members:
Luke Glistak
Sean Hodgson
Mk Nimesh
Anand Rohit
Phone: 780.235.0191 | Fax: 780.483.2519 | 6819-95 Avenue, Edmonton, AB, T6B 1A9
Comprehensive Project Plan - Summary of Subsidiary Plans
1. Detailed Scope Statement
The project scope statement details the project deliverables, objectives, boundaries,
constraints, assumptions, and milestones of the laboratory development project
Chrome Engineering has undertaken for Dr. Lipsett. This detailed scope statement
captures in very broad terms the product for this project. It outlines what is required
for approval, success and risks involved in taking this project. This scope statement
establishes an agreement between our team and Dr. Lipsett establishing what
fundamentally is involved in the management and delivery of this projects lab
development.
2. Work Breakdown Structure
WBS is a deliverable oriented hierarchical decomposition of work to be executed,

more specifically, the work to be executed by the project team. A comprehensive list
of deliverables outlined in the detailed scope statement is used to prepare the WBS.
WBS is a very important tool for the project and is used throughout the project
planning process. All the deliverables have been carefully analyzed to develop the
WBS. The project has been divided into different phases to minimize the disruptions
to ongoing work, with each phase having its own key deliverables. As can be seen
below, the WBS captures major deliverables of the project. The Lab migration
project is divided into six major deliverables, namely lab MEC E 1-38, MEC E 2-22,
infrastructure, transportation means, compliance documents and project
management documents. Each deliverable is then decomposed into smaller, more
manageable deliverables.
3. Detailed Statement of Work
The detailed statement of work describes deliverables which will be produced for
each major component of the project. It describes in detail, the work necessary to
perform and produce the project deliverables. If any scope changes occur in the
project, in alignment with the project charter, detailed statement of work will be
modified to reflect approved changes.
4. Work Package Dictionary
WBS dictionary documents the description of work packages within the WBS. The
project WBS dictionary contains descriptions of activities to be performed in all of
the work packages. The WBS dictionary contains details which include due date for
the work package, resources identified, interdependencies between various project
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activities, deliverable acceptance criterion and any assumptions made. If any scope
changes occur in the project, in alignment with the project charter, the WBS
dictionary will be modified to reflect approved changes.
5. Scope Management Plan
The scope management plan describes how the laboratory development project will
be defined, managed, controlled, verified and communicated to the project team,
Dr. Lipsett and the other associated stakeholders. It is established to ensure a
shared understanding of how the detailed scope statement and the WBS will be
created. It also establishes a formalized process for the handling of engineering
change requests. The scope management plan establishes the criteria for formal
verification and acceptance of scope and WBS changes.
6. Quality Management Plan
Due to the nature of the project, quality of services provided will be of paramount
importance. Quality will be measured in terms of safety of personnel while
performing the migration and the movement heavy machinery. The aim of the
movement is to safely transfer the machinery and other small pieces equipment
without disturbing the ongoing research projects & other professors, research
students and University students.
7. Human Resources Plan
The human resources which have been made available to the project team include
Dr. Lipsett, the project manager (Shannon MacDonald), the project team, laboratory
technicians, a cleaning service, and research students under Dr. Lipsett. Each
individual group of human resources has various constraints which were
considered. The constraints include: minimal available time, non-project related
commitments, labor agreements/regulations, and the need for advanced
notifications. The risk associated with the human resources from a management
perspective is small based on the nature of the project. Working conditions, risks,
work durations, and breaks all conform to the rules and regulations set by
Occupational Health and Safety as well as University of Alberta. To promote a
sense of ownership for the project, tasks have been delegated to those individuals
who volunteer for them. This allows individuals to work within their fields of interest
making the work more enjoyable. Sufficient human resources are available for the
project and all human requirements have been filled.
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8. Procurement Management Plan
The scope, regarding the procurement process, well defined and will require
minimal resources. As the material required will be provided by University facility
and needed in very small amounts. This project is a service based project. There is
ample manpower and all of the equipment is readily available. Research students
along with Roger Marchand and his team will be sufficient for the movement of the
lab. For the movement of any heavy material, the crane and roller tables are
available to Roger Marchand. The only service required through procurement is the
cleaning of the lab. This will be facilitated by Bee Clean Inc and will occur before the
move takes place and after the old laboratory is cleared of all the students’
possessions and equipment.
9. Risk Management Plan
The Risk Management Plan describes the methodology of the risk management
process that will be implemented for the duration of the project. The risks are
assessed both qualitatively and quantitatively. The Risk Owners consist of Dr.
Lipsett, Roger Marchand, AICT and the University of Alberta facilities. Dr. Lipsett
and Roger Marchand are responsible for risks generated by the project, while AICT
and University of Alberta Facilities are responsible for risks posed by the
environment wherein the project takes place. Any risk-related documentation
additions or adjustments will be made following the specified process. Any changes
made to the Execution Phase of the project may impose new risks, which will
require a complete iteration of the risk assessments in the specified area. Any
changes to the Risk Management Plan must be approved by Dr. Lipsett directly.
10. Risk Register
All risks that have been currently identified within the project have been compiled
into the Risk Register. The register specifies the types of risks, their probability of
occurring and the impact that an incident would have on the project. Each risk has
been assigned a Risk Owner who will be responsible for all aspects of that risk, as
well as a response plan for all possible incidents. As new risks are identified during
the life cycle of the project, the Risk Register is to be updated as per documentation
guidelines.
11. Communication Management Plan
Communication is crucial to the success of any project. For the lab movement
project we have set up the required management plan for communicating the
ongoing activities and progress to all the stakeholders utilizing feedback
mechanisms. We will be providing Dr. Lipsett with a detailed report to communicate
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our plans with the assumptions made and execution planning for the project. Layout
of the new lab as an engineering drawing in AutoCad was discussed with Dr. Lipsett
for approval. Face to face meetings were preferred over other means of
communication. Owing to the constraint that Research students have busy
schedules, they were contacted through a questionnaire. For communication in
between the team members and the project manager, Facebook & Scribd were
incorporated into the communication management plan along with weekly meetings
and discussions.
12. Gantt Chart
The Laboratory Development Project was initiated on January 31st, 2011, and the
initiation phase was completed on February 21st, 2011. The Planning Phase was
initiated on February 22nd, 2011. A draft of the Project Planning Report was
submitted to Dr. Lipsett for review on March 22nd, 2011 to acquire feedback about
the contents of the report, and to obtain any further recommendations that were not
already stated by the project team. The Planning Phase was closed on April 11th,
2011. The duration Execution Phase will be from May 1st, 2011 to May 30th, 2011.
At that point, and Dr. Lipsett will assess the completion and determine if any further
actions need to take place to satisfy the project requirements.
13. Cost Management Plan
Utilizing available human resources to the fullest extent is crucial to ensuring the
project is completed within schedule and budgetary requirements. Many human
resource assets have been provided through the University of Alberta at no cost to
the project. The total budget for the project is $10 000 dollars. This sum includes
contingency funds and is the absolute maximum available for this project. The cost
risks associated with this project are minimal due to the project team being provided
with adequate funds. The budget has been divided into two separate accounts, the
primary account and the contingency account. The primary account will amount to
$7500 leaving the remaining $2500 as a contingency which further mitigates the
cost risk. The project team will be utilizing bottom-up estimating due to the high
level of accuracy inherent to this method. Any work that has been completed which
has an associated budgetary expense is to be documented on an expense sheet.
The expense sheets will provide a clear picture when used to conduct an earned
value analysis.
14. Estimate for Entire Project
Due to the nature of the contracts between the project team, the University of
Alberta, and the client Dr. Lipsett, all labor expenses excluding the cleaning sub-
contractor have been obtained at no cost to the project. The total cost for the project
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has been determined to be $1,330.00. This estimate is good for 60 days after the
date the report has been accepted.
15. Simple Flow Diagram
This section shows the top-level view of the entire laboratory development project in
all five phases: Initiation, Planning, Execution, Monitoring and Controlling, and
Closing. This is illustrated using a flow diagram with phase respective colors for
ease of reference.
16. Project Charter Comparison
As the laboratory development project reaches completion of the planning phase

this section was developed to compare the current project plan with the project
charter. This comparison illustrates what project planning changes have been
implemented as well as what terms were required to meet consensus and approval
with Dr. Lipsett before being applied to the project scope.
Additional Plans
17. Proposed Laboratory Layout
A proposed layout of MEC E 1-38 has been created. Laboratory dimensions,

existing architecture, and electrical supplies have been included. Suggested
locations of furniture and equipment have been specified. The layout plan is subject
to change as per stakeholder requests during the Execution Phase.
18. Lessons Learned
Lessons Learned represents the internally reported body of knowledge learned over
the course of a projects development. The lessons learned report is an
organizational process asset and as such it typically does not enter the customer
deliverables. However the lessons learned by our team over the course of this
project is both informative and useful; and as such we wish to share our findings
with our instructor Dr. Sami Fahmy.
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19. Slurry-Pipeline Move Qualitative Analysis
In the original project charter for the Laboratory Development Project one of the
desirables was the relocation of the slurry pipeline in MEC E 2-14 to the new
laboratory. We were required to qualitatively analyze this desirable to determine its
feasibility. Our conclusion was that there isn’t enough space in the lab to facilitate
the slurry pipeline. The full details of this analysis are disclosed in this section.
20. Stakeholder Register
The stakeholder analysis conducted was crucial to the success of the project.
Missing stakeholders or neglecting to involve stakeholders in project management
can delay or cancel a project all together. The stakeholder analysis which was
conducted included identifying key stakeholders as well as determining what there
communication needs, preferences, and limitations were. Each stakeholder or
stakeholder group has had a S.W.O.T analysis was conducted to determine their
strengths, weaknesses, opportunities, and any potential threats they may pose. The
influence and expectations of the stakeholders were also assessed as well as their
priorities and detailed interests. It was also important to understand the
consequences of missing a stakeholder’s objectives and what impact it may have
on the project. A stakeholder template was designed to standardize this analysis
and to ensure all pertinent information is collected.
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Contents
Comprehensive Project Plan - Summary of Subsidiary Plans .............................. 2
1. Detailed Scope Statement ...................................................................... 2
2. Work Breakdown Structure ..................................................................... 2
3. Detailed Statement of Work .................................................................... 2
4. Work Package Dictionary ........................................................................ 2
5. Scope Management Plan ........................................................................ 3
6. Quality Management Plan ....................................................................... 3
7. Human Resources Plan .......................................................................... 3
8. Procurement Management Plan.............................................................. 4
9. Risk Management Plan ........................................................................... 4
10. Risk Register ........................................................................................... 4
11. Communication Management Plan ......................................................... 3
12. Gantt Chart.............................................................................................. 5
13. Cost Management Plan ........................................................................... 5
14. Estimate for Entire Project ...................................................................... 5
15. Simple Flow Diagram .............................................................................. 6
16. Project Charter Comparison .................................................................... 6
Additional Plans ................................................................................................ 6
17. Proposed Laboratory Layout ................................................................... 6
18. Lessons Learned..................................................................................... 6
19. Slurry-Pipeline Move Qualitative Analysis ............................................... 7
20. Stakeholder Analysis ............................................................................... 7
Contents ............................................................................................................... 8
List of Drawings .................................................................................................. 13
List of Figures ..................................................................................................... 13
List of Tables ...................................................................................................... 13
1. Detailed Project Scope Statement ............................................................... 15
1.1 General Project Information .................................................................. 15
1.2 Project Objectives ................................................................................. 15
1.3 Product Scope Description .................................................................... 15
1.4 Project Scope Description ..................................................................... 15
1.5 Project Boundaries ................................................................................ 16
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1.6 Project Deliverables .............................................................................. 16
1.7 Project Acceptance Criteria ................................................................... 17
1.8 Project Constraints ................................................................................ 17
1.9 Project Assumptions ............................................................................. 17
1.10 Initial Project Organizations................................................................... 17
1.11 Initial Project Risks ................................................................................ 17
1.12 Schedule Milestones ............................................................................. 17
1.13 Fund Limitation...................................................................................... 18
1.14 Cost Estimate ........................................................................................ 18
1.15 Project Configuration Management Requirements................................ 19
1.16 Approval Requirements ......................................................................... 19
1.17 Project Success Factors ....................................................................... 19
2. Work Breakdown Structure .......................................................................... 20
3. Detailed Statement of Work ......................................................................... 21
3.2 Layout Plan ........................................................................................... 21
4. Work Package Dictionary ............................................................................ 25
5. Scope Management Plan ............................................................................ 52
5.2 Scope Assumptions .............................................................................. 52
5.3 Scope Constraints ................................................................................. 52
5.4 Scope Risks .......................................................................................... 52
5.5 Production of a Detailed Project Scope Statement ............................... 52
5.6 Creation of Work Breakdown Structure ................................................. 53
5.7 Formal Verification and Acceptance...................................................... 53
5.8 Scope Control and Change Management ............................................. 53
5.9 Appendix: Engineering Change Request Form ..................................... 55
6. Quality Management Plan ........................................................................... 56
6.2 Quality Assumptions ............................................................................. 56
6.3 Quality Constraints ................................................................................ 56
6.4 Quality Risks ......................................................................................... 56
6.5 Setting Project Quality Standards ......................................................... 56
6.6 Quality Assurance Program .................................................................. 57
6.7 Quality Roles and Responsibilities ........................................................ 57
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7. Human Resources Management Plan ......................................................... 59
7.1 Project Information ................................................................................ 59
7.2 Human Resources Assumptions ........................................................... 59
7.3 Human Resource Constraints ............................................................... 59
7.3.1 Project Owner (Dr. Lipsett) ............................................................. 60
7.3.2 Project Manager and Project Team ................................................ 60
7.3.3 Laboratory Technicians .................................................................. 60
7.3.4 Research Students ......................................................................... 60
7.4 Human Resources Risk Issues ............................................................. 61
7.5 Project Human Resources Need ........................................................... 61
7.5.1 Initial Laboratory Cleanout .............................................................. 61
7.5.2 Secondary Detailed Cleaning ......................................................... 61
7.5.3 Infrastructure Setup ........................................................................ 61
7.5.4 Heavy Laboratory Equipment and Furnishing Relocation ............... 62
7.5.5 Small Equipment, Tools, Experiments, and Furnishings ................ 62
7.6 Time Table/Schedule ............................................................................ 62
7.6.1 Initial Laboratory Cleanout .............................................................. 62
7.6.2 Secondary Detailed Cleaning ......................................................... 62
7.6.3 Infrastructure Setup ........................................................................ 62
7.6.4 Heavy Laboratory Equipment and Furnishing Relocation ............... 63
7.6.5 Small Equipment, Tools, Experiments, and Furnishings ................ 63
7.7 Recognition and Awards ....................................................................... 63
7.8 Compliance with Human Resources Rules ........................................... 63
7.9 Team Building Effort.............................................................................. 64
7.10 Training Needs ...................................................................................... 64
8. Procurement Management Plan .................................................................. 65
8.2 Procurement Assumptions .................................................................... 65
8.3 Procurement Constraints ...................................................................... 65
8.4 Market Research and Conditions .......................................................... 65
8.5 Procurement of Products and Services ................................................. 66
8.6 Make-or-Buy Analysis ........................................................................... 66
8.7 Contract Type, Procurement Method and Project Delivery Method ...... 66
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8.8 Procurement Justification ...................................................................... 67
8.9 Roles and Responsibilities .................................................................... 67
9. Risk Management Plan ................................................................................ 68
9.1 Methodology.......................................................................................... 68
9.2 Risk Identification .................................................................................. 69
9.2.1 Documentation Review ................................................................... 69
9.2.2 Tools & Techniques ........................................................................ 70
9.2.3 Identified Risks ............................................................................... 70
9.3 Qualitative Risk Analysis ....................................................................... 70
9.3.1 Risk Probability & Impact Assessment ........................................... 70
9.3.2 Probability & Impact Matrix ............................................................. 70
9.3.3 Risk Data Quality Assessment ....................................................... 71
9.3.4 Risk Categorization ........................................................................ 71
9.4 Quantitative Risk Analysis ..................................................................... 71
9.5 Risk Monitoring, Control and Response Planning ................................. 72
9.6 Roles and Responsibilities .................................................................... 72
9.7 Budgeting .............................................................................................. 73
9.8 Reporting Format and Content .............................................................. 73
9.9 Risk Ownership ..................................................................................... 73
9.10 Risk Auditing ......................................................................................... 74
9.11 Risk Management Plan Approval .......................................................... 74
9.12 Appendix: Laboratory Relocation Safety Checklist................................ 75
9.13 Appendix: Probability and Impact Matrix ............................................... 77
9.14 Appendix: Risk Sources and Affected Project Areas............................. 78
9.15 Appendix: Accident / Incident Report Form ........................................... 79
9.16 Appendix: Risk Management Plan Approval ......................................... 81
10. Risk Register ............................................................................................... 82
11. Communication Management Plan .............................................................. 84
11.2 Objectives ............................................................................................. 84
11.3 Communication Constraints .................................................................. 84
11.4 Communication Assumptions ................................................................ 85
11.5 Communication Risks ........................................................................... 85
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11.6 Target Audiences .................................................................................. 85
11.6.1 Stakeholder’s requiring formal Communication .............................. 85
11.6.2 Team Responsibility ....................................................................... 86
11.7 Communication Tools and Format ........................................................ 86
11.8 Communication Matrix .......................................................................... 87
11.9 Communication Guidelines ................................................................... 87
11.10 Special Communication Events............................................................. 87
11.11 Budget ................................................................................................... 88
11.12 Evaluation ............................................................................................. 88
11.13 Appendix: Typical Project Meeting Minutes .......................................... 89
12. Gantt Chart .................................................................................................. 90
13. Cost Management Plan ............................................................................... 91
13.1 Project Information ................................................................................ 91
13.2 Cost Assumptions ................................................................................. 91
13.3 Cost Constraints.................................................................................... 92
13.4 Cost Risks ............................................................................................. 92
13.5 Budget Sources and Approvals / Cost Management Roles .................. 92
13.6 Project Estimation Techniques .............................................................. 92
13.7 Changes to the Budget ......................................................................... 93
13.8 Cost Expenditure Tracking .................................................................... 93
13.9 Cost Reporting ...................................................................................... 93
13.10 Cost Closeout........................................................................................ 94
13.11 Appendix: Expense Sheet ..................................................................... 95
14. Estimate for Entire Project ........................................................................... 96
14.1 Project Cost Estimate............................................................................ 96
14.2 Project Cost Incurrence ......................................................................... 97
16. Project Charter Comparison ........................................................................ 99
17. Proposed Laboratory Layout ..................................................................... 100
18. Lessons Learned ....................................................................................... 101
18.1 General Project Information ................................................................ 101
18.2 Process Methodologies ....................................................................... 101
18.3 Project Organization............................................................................ 101
18.4 Risk Management ............................................................................... 101
18.5 Scope and Time Management ............................................................ 101
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18.6 Communication ................................................................................... 102
19. Slurry-Pipeline Move Qualitative Analysis ................................................. 103
19.1 General Project Information ................................................................ 103
19.2 Problem Definition ............................................................................... 103
19.3 Constraints .......................................................................................... 103
19.4 Spatial Requirements .......................................................................... 103
19.5 Trade-off Analysis ............................................................................... 104
19.6 Conclusions......................................................................................... 104
20. Stakeholder Analysis ................................................................................. 103
Team #1 – Personnel Listing............................................................................ 117
List of Drawings
Drawing 1 – Laboratory Layout Plan ................................................................ 100
List of Figures
Figure 1 – Work Breakdown Structure ............................................................... 20
Figure 2 – ECR Process..................................................................................... 54
Figure 3 – Risk Management Process ............................................................... 68
Figure 4 – Cumulative Distribution Function for Move Completion ..................... 72
Figure 5 – Probability and Impact Matrix ............................................................ 77
Figure 6 – Typical Meeting Minutes................................................................... 89
Figure 7 – Earned Value, Planned Value and Actual Cost S-curve .................... 94
Figure 8 – Simple Flow Chart ............................................................................. 98
List of Tables
Table 1 – Quality Roles and Responsibilities ..................................................... 57
Table 2 – Procurement of Products and Services .............................................. 66
Table 3 – Procurement Roles and Responsibilities ............................................ 67
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Table 4 – Project Cost Assumptions .................................................................. 73
Table 5 – Risk Sources ...................................................................................... 78
Table 6 – Affected Project Areas ........................................................................ 78
Table 7 – Risk Register ...................................................................................... 83
Table 8 – Target Audiences ............................................................................... 85
Table 9 – Communication Matrix ........................................................................ 87
Table 10 – Project Cost Estimate ....................................................................... 96
Table 11 – Slurry-Pipeline Tradeoff Analysis ................................................... 104
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1. Detailed Project Scope Statement
1.1 General Project Information
Project Name: Laboratory Development Project

Location: Mechanical Engineering Building, University of Alberta,
Edmonton, Canada
Project Manager: Shannon MacDonald
1.2 Project Objectives
The objective of the Laboratory Development Project is to establish the plans for
setting up a new laboratory in room number MEC E 1-38 in Mechanical
Engineering building by migrating the equipment and infrastructure from room
numbers MEC E 2-22. This involves thoroughly inspecting laboratories affected
by the migration process for available furniture and equipment, and developing a
laboratory layout for the new lab in MEC E 1-38. Discussion with students,
researchers, faculty members and administrative staff who are going to be
affected has to be undertaken and feedback should be incorporated in the
project plan. Any replaced furniture or equipment must be serviceable (good
working order) however quality level can include second hand purchases.
1.3 Product Scope Description
The finished product will be a research facility or laboratory used by up to a total

of 12 students/researchers. This lab will include two separate lab sections: a
“clean area” environment for analytical work and a “dirty area” section for hands
on work.
The “clean area” environment will include space for 4 computer work stations as
well as other desks, tables and chairs for paperwork and studying. The “clean
area” environment will also require some shelving units.
The “dirty area” section will include the usage of heavy machinery including: a
mill, a foam cutter, a refrigerator with oil sand samples, a hydraulic shaker table
(already in lab), solder station as well as additional storage space for other oil
sands materials.
1.4 Project Scope Description
The project management team at Chrome Engineering will provide the planning,
scheduling, schedule coordination and procurement for the new MEC E 1-38
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lab. We are to obtain feedback from the various stakeholders to ensure their
opinions and knowledge have been utilized to benefit of the project. This will
also assist in the overall coordination of the project. These stakeholders include
Dr. Lipsett, the coordinator for the lab technicians Roger Marchand, as well as
the researchers for the current labs. Effectively planning for the development of
the lab will facilitate coordinated and optimized movement of lab resources. The
entire process will be executed in a manner that minimizes the disturbance to
the ongoing work/studies in the building.
1.5 Project Boundaries
The project management team at Chrome Engineering will be responsible for

facilities planning, furniture procurement, and resource allocation for students
and researchers at the new laboratory location. The migration of the current lab
facilities and resources in the MEC E 2-22 labs will be conducted after the winter
term of 2011 ends. The new lab space is expected to require 4-8 desks as well
as additional chairs and tables as well as the setup of personal space for
students – personal storage areas (drawers or lockers).
It is understood that not all researchers and equipment from MEC E 2-22 are
being moved. Only the resources associated with the 7 researchers working for
Dr. Lipsett are being relocated. We also accept that other labs will be
coordinating moves at the same time. We will schedule to work with these other
labs so that the usage of hallways and entrances does not clash; however we
are not responsible for their moves. Our project management team is
responsible for coordinating moves by producing a schedule. We are also
aware that the scheduled moves do not have to happen all at once. The move
should be scheduled to minimize impact on ongoing projects. As part of our
procurement we must ensure proper boxes and equipment are in place to
relocate everything safely. Our project management team is not responsible for
construction/structural changes. Our project management team is not
responsible for U of A responsible features (i.e. fire extinguishers). We must
ensure that the lab in question has functional campus Wi-Fi as well as a
functional phone must be setup.
1.6 Project Deliverables
Our project management team will deliver three deliverables. The first
deliverable is the Phase I report outlining the project definition. The second
deliverable is an intermediate report outlining the work in progress as well as
delivering the currently completed work for review by Dr. Lipsett. The final
deliverable is the Final Report containing our complete migration plan.
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1.7 Project Acceptance Criteria
Product acceptance will be based on an assessment by the new lab users. The
use of a post-move survey will provide the project team with insights as to how
well the project went from the perspective of stakeholders. Project acceptance
will be based on evaluation of the completed migration plan by Dr. Lipsett as
well as an independent third party Dr. Sami Fahmy.
1.8 Project Constraints
The work of moving the lab will be conducted mainly with the aid of lab
technicians, researchers and students. The scheduling of this project is
constrained with reference to their work schedules and by the fact that we must
minimize the impact / disturbance to current research work. Our project is also
constrained by a budget limitation and a project completion deadline.
1.9 Project Assumptions
It is assumed that the Wi-Fi is already available at the new location provided by
the Wi-Fi router in the lab. We also believe that the power supply in the new lab
location is functional and that we are not required to implement any
construction/structural changes.
1.10 Initial Project Organizations
The two main coordinators that have already conducted feasibility analysis on
this project would include Dr. Lipsett and Roger Marchand who will coordinate
the lab technicians.
1.11 Initial Project Risks
We do not currently have schedules for the other labs moving in the same time
frame as these labs. This uncertainty has associated risks with the move.
Other risks include any unexpected expense or schedule delay.
1.12 Schedule Milestones
• Project Definition (Mar. 7)
1. Project Environment
2. Preliminary Project Scope Statement
3. Project Charter
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4. Team Charter
5. Stakeholder Register
• Intermediate report outlining the work in progress (Mar. 23)
Format will be the same as the final report.
• Final Report containing the migration plan. (April. 11)
Comprehensive Project Plan – Summary of Subsidiary Plan

Subsidiary Plans
1. Detailed Scope Statement
7. Human Resources Plan
10. Risk Register (Type I or Type II)
12. Gantt Chart
14. Estimate for entire Project
15. Simple Flow Diagram
17. Laboratory Layout Plan
18. Lessons Learned
1.13 Fund Limitation
This project has been assigned a budget of $10,000 and the team has been
informed that this is a flexible amount. The team has been instructed to stay
close to this number so we will assume it is an upper limit. The impact of this
assigned budget will be the requirement to complete a cost estimate for the
entire Project.
1.14 Cost Estimate
The moving of equipment and materials will be conducted by students and lab
technician’s meaning additional paid movers will not be required. The cost of the
move itself is anticipated to be minimal. Therefore most of the expense
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expected will be in procurement and cleaning. We will be detailing a cost
estimate of the move.
1.15 Project Configuration Management Requirements
The scope is well defined, and any changes in the scope are expected to be
minimal. Researcher surveys may include a few new or unexpected
procurement provisions; however these are not expected to be large in size or
cost.
1.16 Approval Requirements
Dr. Lipsett has the final say in the approval of this project. All scope changes,
cost changes, quality changes, schedule changes require his approval.
1.17 Project Success Factors

This projects success is dependent on the careful considerate and
conscientious delivery of our three project deliverables. These deliverables
must be detailed, complete and functional. These deliverables will be assessed
by Dr. Lipsett and the first and final deliverable will be assessed by an
independent third party Dr. Sami Fahmy
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Figure 1 – Work Breakdown Structure 20

3.1 Clean and Move-in Ready Lab MEC E 1-38
Lab MEC E 1-38 will be cleaned to remove any equipment, material etc which is
not desired. The cleaning will be divided into two phases, namely – initial
laboratory cleanout and secondary detailed cleaning. The following is a
description of the deliverables produced:
̵ List of items to be kept in MEC E 1-38: A list indicating all the items in MEC E
1-38 which will be left there.
̵ List of items to be disposed / relocated: A list indicating all the items in MEC
E 1-38 which need to be relocated to any other location or disposed off.
̵ Lab MEC E 1-38 after initial laboratory cleanout: In the initial laboratory
cleanout phase, MEC E 1-38 will be cleared of all non-essential equipments,
furnishings, laboratory experiments, and infrastructure. This will require two
technicians with little skill due the nature of the items being moved. The
technicians will be provided by the University of Alberta.
̵ Lab MEC E 1-38 after secondary detailed cleaning: In the secondary detailed
cleaning phase mopping, dusting and wiping down tables along with various
other small activities will be performed. The work will require two individuals
with basic cleaning skills. The work is to be subcontracted to a cleaning
agency approved by the University of Alberta.
3.2 Layout Plan
A layout plan clearly showing proposed configuration of MEC E 1-38 will be

prepared using appropriate software tools such as AutoCAD, SolidWorks etc.
Following is a description of the deliverables produced:
̵ Layout plan: A layout plan prepared using software tools such as AutoCAD,
SolidWorks etc. The plan will be drawn to scale and will take all the structural
constraints into consideration.
3.3 Dirty Area
A dirty area will be created in the MEC E 1-38 for experimentation and materials
storage purpose. Following is a description of the deliverables produced:
̵ Oil sands experimentation setup: Oil sand experimentation equipment will be

shifted to MEC E 1-38 and commissioned in the dirty area at the location
specified in the layout plan. The commissioned experimentation setup will be
21
tested to ensure proper functionality. A storage area will be created to
temporarily store oil sands experimentation related materials.
̵ Solder station: Solder station will be shifted to MEC E 1-38 and

commissioned in the dirty area at the location specified in the layout plan.
The installed equipment must be tested to ensure proper functionality.
̵ Milling machine: Milling machine will be shifted to MEC E 1-38 and

commissioned in the dirty area at the location specified in the layout plan.
The installed equipment will be tested to ensure proper functionality.
̵ XYZ Platform: XYZ platform will be shifted to MEC E 1-38 and commissioned
in the dirty area at the location specified in the layout plan. The machine has
large dimensions; therefore appropriate care will be taken during its
migration. The installed equipment will be tested to ensure proper
functionality.
3.4 Clean Area
A clean area will be created in the MEC E 1-38 for student’s study, paperwork,
communal work and instruction delivery. Following is a description of the
deliverables produced:
̵ Student study area: A student study area will be created in MEC E 1-38 for
paperwork and studying of students at a location specified by the layout plan.
It will be equipped with workspace for four students with desks, chairs and
network enabled computers. The workspace will also have personal storage
space for students.
̵ Furniture: Required furniture will be moved to the clean area of MEC E 1-38
and placed at locations specified by the layout plan. Requirements of the
furniture will be thoroughly assessed. It will also be checked that whether
university can supply can any furniture. Procurement decisions will be taken
after getting response from the University about furniture.
̵ White board: A whiteboard will be placed in the clean area of MEC E 1-38 at
a location specified by the layout plan. The whiteboard will be placed in a
manner which gives sufficient space to students for comfortably following
instructor. It will be placed such that it does not create any obstruction in the
movement of personnel in the laboratory.
̵ Communal work table: A communal work table in the clean area of MEC E 1-
38 will be placed at a location specified by the layout plan. It will be used for
group based work and will be placed such that sufficient space is available to
allow people stand around it and / or placement of chairs.
22
3.5 Infrastructure Setup
Although lab MEC E 1-38 has most of the required infrastructure put in place, a
study of the infrastructure required will be made to assess shortcomings and
procurement requirements. Following is a description of the deliverables
produced:
̵ Electrical items: Electrical infrastructure will be setup in the lab MEC E 1-38.
Necessary electrical items such as switchboards, power outlets, extension
cords etc will be identified by studying layout plan and electrical requirements
of equipments, computers etc. Technicians with electrical certification will
complete activities in this work package.
̵ Network / Communication infrastructure: Network / Communication

infrastructure will be setup in the lab MEC E 1-38. Necessary network /
communication related items will be identified and procured. IT support
personnel will assess the requirements and guide the procurements. They
will install and configure any necessary software / hardware.
̵ Other miscellaneous infrastructure: Other necessary infrastructure required

for the lab MEC E 1-38 (for example water supply, gas supply, any other
equipment related special needs etc.) will be identified and procured. This
infrastructure then needs to be setup in the lab MEC E 1-38. Technicians
having expertise in these infrastructures will assess the requirements and
guide the procurements. They will install and configure the infrastructure.
3.6 Transportation Means
Equipments, personnel and various materials will be required for completing the
migration process. Following is a description of the deliverables produced:
̵ Packaging materials: Packaging materials required for covering the

equipments and materials which need to be migrated to MEC E 1-38 will be
procured. Different types of packaging materials will be needed for different
equipments. A comprehensive list of required packaging materials will be
prepared after assessing the form and structure of equipments and materials
to be shifted. The required packaging materials will then be procured.
̵ Equipments for facilitating movement: Equipments and materials required for

shifting the items in the lab MEC E 2-22 to MEC E 1-38 will be identified and
procured. Consultation with other departments and workshops of the
mechanical engineering department will be done to check which equipments
can be procured internally to accomplish the migration. If any equipment is
not available in the university, it will be procured from outside sources after
conducting buy or rent analysis.
23
̵ Personnel list: Personnel needed for shifting the items in the lab MEC E 2-22
to MEC E 1-38 will be identified. Their availability and schedule will be
carefully analyzed and the migration will be planned accordingly.
24
Name of Work Package WBS Number Due date
Clean and move-in ready lab MEC E 1-38 1.1.1 May 4, 2011
Responsible Organization or Individual Interdependencies

Before After
Chrome Engineering This should be the None
first activity in
project execution.
Resources Assigned Duration
Lab technicians, Bee-clean cleaners 3 Days
Work Package MEC E 1-38 should be cleaned to remove all non-essential

Description equipment, furnishings, laboratory experiments setup, and
infrastructure. The cleaning must include mopping, dusting,
and wiping down tables along with various other small
cleaning activities.
Work Package • Clean and move-in ready lab MEC E 1-38.
Deliverables
Acceptance Criteria • Approval of Dr. Lipsett.
Assumptions • Lab technicians and cleaners will not be absent during

the activity duration.
25
Layout plan 1.1.2 April 1, 2011

Before After
Chrome Engineering None None
Chrome Engineering 7 Days
Work Package A layout plan clearly showing proposed configuration of MEC

Description E 1-38 should be prepared using appropriate software tools
such as AutoCAD, SolidWorks etc. The plan must be drawn to
scale and should take all the structural constraints into
consideration.
Work Package • Layout plan clearly showing configuration of MEC E 1-
Deliverables 38.
Assumptions • Team has required skills to use software tools for

layout design.
• Team has access to the necessary software.
26
Oil sands 1.1.3.1.1 May 11, 2011

Before After
Chrome Engineering None Clean and move-in
ready lab MEC E 1-
38, Layout plan
1 Day
Lab technicians (One crane certified
technician), Laborers
Work Package Oil sand experimentation equipment should be shifted to MEC
Description E 1-38 and commissioned in the dirty area at the location
specified in the layout plan. The installed equipment must be
tested to ensure proper functionality. Any malfunction should
be immediately reported to Dr. Lipsett to take appropriate
actions.
Work Package • Commissioned oil sand experimentation machinery in
Deliverables the dirty area of MEC E 1-38.
Acceptance Criteria • Successful commissioning and operation of oil sand

experimentation equipment.
• Approval of Dr. Lipsett.
Assumptions • Power supply will be available uninterrupted during

testing of installed equipment.
27
Solder station 1.1.3.1.2 May 11, 2011

Before After
ready lab MEC E 1-
38, Layout plan
Lab technicians (One crane certified 1 Day

Work Package Solder station has to be shifted to MEC E 1-38 and
Description commissioned in the dirty area at the location specified in the
layout plan. The installed equipment must be tested to ensure
proper functionality. Any malfunction should be immediately
reported to Dr. Lipsett to take appropriate actions.
Work Package • Commissioned solder station in the dirty area of MEC E
Deliverables 1-38.
Acceptance Criteria • Successful commissioning and operation of solder

station.

28
Milling machine 1.1.3.1.3 May 11, 2011

Before After
ready lab MEC E 1-
38, Layout plan

Work Package Milling machine has to be shifted to MEC E 1-38 and
layout plan. The installed equipment must be tested to ensure
proper functionality. Any malfunction should be immediately
reported to Dr. Lipsett to take appropriate actions.
Work Package • Commissioned milling machine in the dirty area of MEC
Deliverables E 1-38.
• Electrical conduits to facilitate operation of the mill.
Acceptance Criteria • Successful commissioning and operation of milling
machine.

29
XYZ Platform 1.1.3.1.4 May 11, 2011

Before After
ready lab MEC E 1-
38, Layout plan

Work Package XYZ platform has to be shifted to MEC E 1-38 and
layout plan. The machine has large dimensions; therefore
appropriate care must be taken during its migration. The
installed equipment must be tested to ensure proper
functionality. Any malfunction should be immediately reported
to Dr. Lipsett to take appropriate actions.
Work Package • Commissioned XYZ platform in the dirty area of MEC E
Deliverables 1-38.
Acceptance Criteria • Successful commissioning and operation of XYZ

platform.
Assumptions • Doors of laboratories have sufficient height so that the

movement of XYZ platform is not obstructed.
30
Other small equipments 1.1.3.1.5 May 13, 2011

Before After
ready lab MEC E 1-
38, Layout plan,
Activities in WBS
number 1.1.3.1.1 to
1.1.3.1.4.
Lab technicians 1 Day
Work Package Other small equipments, which are not covered by the
Description activities in the above mentioned work packages, such as
remote controlled car, ancillary materials with equipments,
cables etc. has to be shifted to MEC E 1-38.
Work Package • Other small equipments shifted to the dirty area of MEC
Deliverables E 1-38.
Assumptions • None
31
Student study area 1.1.4.1 May 20, 2011

Before After
ready lab MEC E 1-
38, Layout plan,
Activities in WBS
number 1.1.3.1.1 to
1.1.3.1.5.
Lab technicians, Students, Laborers 1 Day
Work Package A student area within the clean area of MEC E 1-38 should be
Description created for paperwork and studying at a location specified by
the layout plan. It should be equipped with workspace for four
students with desks, chairs and network enabled computers.
The workspace should also have personal storage space for
students. Students will move their personal belongings
themselves. They will coordinate the movements of their work
desk etc with the laborers and lab technicians.
Work Package • Desks and chairs for four students in the clean area of
Deliverables MEC E 1-38.
• Fully functional computers in the clean area of MEC E
1-38.
• Personal storage space for students in the clean area
of MEC E 1-38.
• Approval of students.
32
Furniture 1.1.4.2 May 20, 2011

Before After
ready lab MEC E 1-
38, Layout plan,
Activities in WBS
number 1.1.3.1.1 to
1.1.3.1.5.
Lab technicians, Laborers 1 Day
Work Package Required furniture needs to be moved to the clean area of

Description MEC E 1-38 and placed at locations specified by the layout
plan.
Work Package • Properly placed furniture in the clean area of MEC E 1-
Deliverables 38.
Acceptance Criteria • Functional computers.
33
White board 1.1.4.3 May 20, 2011

Before After
ready lab MEC E 1-
38, Layout plan,
Activities in WBS
number 1.1.3.1.1 to
1.1.3.1.5.
Work Package A whiteboard should be placed in the clean area of MEC E 1-

Description 38 at a location specified by the layout plan. The whiteboard
should be placed in a manner which gives sufficient space to
students for comfortably following instructor. It should be
placed such that it does not create any obstruction in the
movement of personnel in the laboratory.
Work Package • Properly placed whiteboard in the clean area of MEC E
Deliverables 1-38.

34
Communal work table 1.1.4.4 May 20, 2011

Before After
ready lab MEC E 1-
38, Layout plan,
Activities in WBS
number 1.1.3.1.1 to
1.1.3.1.5.
Work Package A communal work table in the clean area of MEC E 1-38
Description should be placed at a location specified by the layout plan. It
will be used for group based work and should be placed such
that sufficient space is available to allow people stand around
it and / or placement of chairs.
Work Package • Communal work table in the clean area of MEC E 1-38.
Deliverables

35
Items to be migrated to new lab 1.2.1 May 6, 2011

Before After
Chrome Engineering Activities in WBS None
number 1.1.3.1.1 to
1.1.3.1.5 and
1.1.4.1 to 1.1.4.4.
Lab technicians, Chrome Engineering 1 Day
Work Package Items in the lab MEC E 2-22 which need to be migrated to
Description MEC E 1-38 should be identified. It should be ensured that
only the items that need to be migrated are chosen in this
activity. Their conditions should be inspected and decision of
their migration should be taken based on the found condition.
The decision will be taken by lab technicians and Dr. Lipsett.
Work Package • List of items showing items in the lab MEC E 2-22
Deliverables which would be migrated to the lab MEC E 1-38.

• Approval of lab technicians.
36
Items to be left 1.2.2 May 6, 2011

Before After
number 1.1.3.1.1 to
1.1.3.1.5 and
1.1.4.1 to 1.1.4.4.
Work Package Items in the lab MEC E 2-22 which need not to be migrated to
Description MEC E 1-38 and would be kept in MEC E 2-22 should be
identified. The conditions of items identified should be
inspected and decision of their disposal / repair / keep as such
should be taken based on the found condition. The decision
will be taken by lab technicians and Dr. Lipsett.
Deliverables which would not be migrated to the lab MEC E 1-38
and will be left in the MEC E 2-22.
37
Items to be disposed 1.2.3 May 6, 2011

Before After
number 1.1.3.1.1 to
1.1.3.1.5 and
1.1.4.1 to 1.1.4.4.
Work Package Items in the lab MEC E 2-22 which need not to be migrated to
Description MEC E 1-38 and are in a defunct condition should be
identified. The decision of their disposal / repair should be
taken based on the found condition. The decision will be taken
by lab technicians and Dr. Lipsett.
Deliverables which would not be migrated to the lab MEC E 1-38
and will be disposed or repaired.
38
Clean Lab MEC E 2-22 1.2.4 May 6, 2011

Before After
Chrome Engineering None Activities in WBS
number 1.2.1 to
1.2.3.
Lab technicians, Laborers 2 Days
Work Package Lab MEC E 2-22 should be cleaned once all the items which
Description need to be migrated to MEC E 1-38 and disposed have been
migrated and disposed.
Work Package • Clean Lab MEC E 2-22.
Deliverables

39
Electrical items 1.3.1 May 6, 2011

Before After
Chrome Engineering Activities in WBS Activities in WBS
number 1.1.3.1.1 to number 1.1.2 and
1.1.3.1.5 and 1.2.1.
1.1.4.1 to 1.1.4.4.
Lab technicians, Technicians from 2 Days

University of Alberta (With electrical
certification)
Work Package Electrical infrastructure needs to be setup in the lab MEC E 1-

Description 38. Necessary electrical items need to be identified by
studying layout plan and electrical requirements of
equipments, computers etc. Technicians with electrical
certification will be required to complete activities in this work
package.
Work Package • List of electrical items required for the lab MEC E 1-38.
Deliverables • Lab MEC E 1-38 ready with necessary electrical
infrastructure.
40
Network / Communication infrastructure 1.3.2 May 6, 2011

Before After
1.1.3.1.5 and 1.2.1.
1.1.4.1 to 1.1.4.4.
Lab technicians, Chrome Engineering, IT 2 Days

support personnel
Work Package Network / Communication infrastructure needs to be setup in
Description the lab MEC E 1-38. Necessary network / communication
related items need to be identified and procured. IT support
personnel will assess the requirements and guide the
procurements. They will install and configure any necessary
software / hardware.
Work Package • List of network / communication related items required

Deliverables for the lab MEC E 1-38.
• Lab MEC E 1-38 ready with necessary network /
communication infrastructure.
41
Other miscellaneous infrastructure 1.3.3 May 6, 2011

Before After
1.1.3.1.5 and 1.2.1.
1.1.4.1 to 1.1.4.4.
Lab technicians, Chrome Engineering, 2 Days

Technicians with special expertise
Work Package Other necessary infrastructure required for the lab MEC E 1-
Description 38 (For example water supply, gas supply, any other
equipment related special needs etc.) should be identified and
procured. This infrastructure then needs to be setup in the lab
MEC E 1-38. Technicians having expertise in these
infrastructures will assess the requirements and guide the
procurements. They will install and configure the
infrastructure.
Work Package • List of other miscellaneous infrastructure related items
Deliverables required for the lab MEC E 1-38.
• Lab MEC E 1-38 ready with other miscellaneous
infrastructure.
42
Packaging materials 1.4.1 May 10, 2011

Before After
1.1.3.1.5 and 1.2.1.
1.1.4.1 to 1.1.4.4.
Work Package Packaging materials required for covering the equipments and
Description materials which need to be migrated to MEC E 1-38 will be
procured. Different types of packaging materials will be
needed for different equipments.
Work Package • List of required packaging materials for packing
Deliverables equipments and materials to be migrated to the lab
MEC E 1-38.
• Packed equipments and materials to be migrated to the
lab MEC E 1-38.
43
Equipments for facilitating movement 1.4.2 May 10, 2011

Before After
1.1.3.1.5 and 1.2.1.
1.1.4.1 to 1.1.4.4.

technician), Laborers, Chrome
Engineering
Work Package Equipments and materials required for shifting the items in the
Description lab MEC E 2-22 to MEC E 1-38 should be identified.
Deliverables which would be migrated to the lab MEC E 1-38.

44
Personnel 1.4.3 May 10, 2011

Before After
1.1.3.1.5 and 1.2.1.
1.1.4.1 to 1.1.4.4.
Work Package Personnel needed for shifting the items in the lab MEC E 2-22
Description to MEC E 1-38 should be identified. Their availability and
schedule need to be carefully analyzed and the migration
should be planned accordingly.
Work Package • List of personnel necessary for migration.
Deliverables • Migration schedule of personnel.
45
Lab safety manuals and first aid guides 1.5.1 April 4, 2011

Before After
Lab technicians, Chrome Engineering, Winter 2011 academic term

Students
Work Package Laboratory safety manuals and first aid guide need to be
Description procured and appropriately placed at place where it is easily
accessible. Students and lab technicians who will work in the
lab should be made aware of first aid techniques and
laboratory safety manuals.
Work Package • Laboratory safety manual.
Deliverables • First aid guides.
• Students and lab technicians trained on lab safety and
first aid guidelines.
46
Alberta building codes documents 1.5.2 April 4, 2011

Before After
Lab technicians, Chrome Engineering Winter 2011 academic term
Work Package Alberta building codes documents need to be procured and

Description studied to identify the parameters which need to be kept in
mind during migration. Lab technicians should be made aware
of the building codes.
Work Package • Alberta building codes documents.
Deliverables • Lab technicians trained on Alberta building codes.

47
University regulations documents 1.5.3 April 4, 2011

Before After
Lab technicians, Chrome Engineering Winter 2011 academic term
Work Package University regulations documents need to be procured and

Description studied to identify the parameters which need to be kept in
mind during migration. Lab technicians should be made aware
of the University regulations (If they are not aware already).
Work Package • University regulations documents.
Deliverables • Lab technicians trained on University regulations (If not
already trained).
48
Project management courseware 1.6.1 April 4, 2011

Before After
Chrome Engineering Winter 2011 academic term
Work Package Various project documents compliant with Dr. Fahmy’s

Description instructions need to be produced. These are the documents
which may not be required by client and the stakeholders but
are necessary for the coursework.
Work Package • Project deliverables compliant with Dr. Fahmy’s
Deliverables instructions.
Acceptance Criteria • Approval of Dr. Fahmy.

• Approval of teaching assistant.
49
Client / Stakeholders specific documents 1.6.2 May 30, 2011

Before After
Chrome Engineering 5 Months
Work Package Various documents for the reference of client and

Description stakeholders need to be prepared. Feedback and opinion of
the stakeholders must be well documented in these
documents.
Work Package • Client / Stakeholders specific documents which are not
Deliverables part of documents required for coursework.

• Approval of other stakeholders
50
Internal project planning documents 1.6.3 April 4, 2011

Before After
Chrome Engineering 3 Months
Work Package Various project planning documents for the reference of team
Description members need to be prepared. These planning documents
will aid the team members in preparing deliverables and client
specific documents. PMI methodologies need to be studied
from PMBoK and appropriately applied to the project planning.
Work Package • Project planning documents.
Deliverables

• Approval of team members.
51

Edmonton, Canada
5.2 Scope Assumptions
It is assumed that all changes to the project scope will required notification to
the following stakeholders: The project owner Dr. Lipsett, Shannon MacDonald
Project Manager for Chrome Engineering, Researchers using the lab 1-38,
Mechanical Engineering Technician responsible for commissioning the lab (via
Roger Marchand).
5.3 Scope Constraints
It is assumed that creation, changes, updates to project scope will require

approval of the project owner Dr. Lipsett and the Project Manager for Chrome
Engineering Shannon MacDonald.
5.4 Scope Risks
We have found that some of the supporting stakeholder information such as

researcher surveys from the researchers require long periods of time to
respond. This may cause scope dependency risks.
5.5 Production of a Detailed Project Scope Statement
Upon receipt of client feedback and stakeholder feedback (researcher surveys)

we will update any new or improved details of the project and product scope into
the preliminary version. New details found from the development of the Work
Breakdown Structure into the production of the detailed Project Scope
Statement will also be added.
Creation of the Detailed Scope Statement Documentation and updates will be

primarily handled by team member Sean Hodgson. All additions, changes,
corrections, and updates are to be submitted in writing via an approved ECR
(see Appendix 5.9 for ECR form). This process will be described further in
section 5.8, but will require the involvement of the requesting stakeholder, the
52
Chrome Engineering Project Manager Shannon MacDonald, and the Project
Client Dr. Lipsett.
5.6 Creation of Work Breakdown Structure
The creation of the work breakdown structure for this project followed the
following steps. The project team for Chrome Engineering will evaluated the
detailed project scope statement, its deliverables and overall project work and
broke it down into smaller more manageable pieces. These pieces will be
illustrated and further broken down using a graphical representation via a
network diagram. The components of the network diagram will be further
expanded upon in the creation of a WBS dictionary. Creation of the WBS
documentation and updates will be primarily handled by team member Anand
Rohit. All additions, changes, corrections and updates are to be submitted in
writing via an approved ECR (see Appendix 5.9 for ECR form). Any team
member or the client can submit a completed ECR to Anand Rohit, however it
must have signed approval from both the Project Manager and the Client Dr.
Lipsett.
5.7 Formal Verification and Acceptance
The final product produced for Dr. Lipsett by Chrome Engineering will be the
planning documents for the Laboratory Development Project. Our completion
and success in this project is dependent on the quality of these documents.
The minimum required level of detail of these documents is listed in the Detailed
Project Scope Statement.
Assessment from the client on the quality regarding the project deliverables will
be based on the completeness of the project management and planning details
in the final project deliverable. This assessment will be completed with a written
review provided by an independent third party (Prof. Sami Fahmy) who will
evaluate the quality of the project management documentation provided by
Chrome Engineering and will assign a grade for this documentation.
5.8 Scope Control and Change Management
The Detailed Project Scope Statement will continue to develop with the progress
of the project. To implement a scope change new requirements/needs to be
updated and approved. All additional unexpected details must be recorded and
as such the Project Scope Statement should be updated in a formal manner. It
should be understood that additional requirements added on by the client can
and most likely will impact the overall schedule and cost of the project which is
why all changes to Project Scope require formal approval of both the project
manager and the client.
53
Figure 2 – ECR Process
Any major change to the scope of a project requires the submission of an ECR
by a Stakeholder. This ECR is evaluated by both the project manager and the
Client Dr. Lipsett in terms of feasibility. To approve the scope change the client
must come to some understanding of the impact of the scope change to both
time and cost and approve these impacts. If the ECR is approved, the scope
documents are updated and the Project Manager notifies the appropriate
stakeholders. If the ECR is not approved the scope documents are not
approved and the Project Manager notifies the appropriate stakeholders.
54
5.9 Appendix: Engineering Change Request Form
ECR# Chrome Engineering ECR Form Date Page 1 of

To: From:
Title of Change:
Priority: (Low, Medium, High) Need Date:
Project: Laboratory Development Project

Configuration Items Affected:
Justification for change
Description of Change (if necessary continue on next page)
Signature of Originator:
____________________________
Signature of Project Manager:
____________________________
Signature of Client:
____________________________
55
Project Name: Laboratory development project

Location: Mechanical Engineering Department, University of Alberta Edmonton
6.2 Quality Assumptions
Quality of furniture would be assessed only on their strength, not outward

appearance. As per owner’s expectations, the furniture’s purpose will only be for
their functionality.
Research students will comply with the safety norm and quality transportation.
6.3 Quality Constraints
Research students will not be experienced in transportation services, so it will be

a constraint on both the quality and time required for the services.
Materials especially electrical appliance or wiring should be certified.
6.4 Quality Risks
As most of the material will be coming from the University facility, there will be
limited choice and quality of material which can be an issue. Risk of using
second hand material can be a problem in future.
Services provided by research students might lack in terms of quality and

punctuality.
6.5 Setting Project Quality Standards
Quality of all the material to be procured will be set by Dr. Lipsett as he will be
inspecting the material and give approval for purchase.
Quality of services, movement of machines, material and cleaning will be set

here. For the movement of heavy machinery, desired quality is the safety of
these heavy machineries. Transporting them will require great amount of effort
and control for successful transfer without any damage.
56
For the movement of small equipments by research students, it is desired that
they should comply with the safety norms. Safety of research students and
anyone passing by the corridors is the quality standard for this process.
For the cleaning services by Bee clean, cleaning the lab without disturbing the
electrical systems and existing machinery will be the quality standard.
6.6 Quality Assurance Program
For assuring the quality of movement, the path for the movement of machines
(path of crane) will be closed for all passerby peoples and at each entry,
signboards will be displayed to inform about the movement and alternate path to
pass.
Roger will personally monitor the move of heavy machinery to ensure the safety
of personnel and machines.
Research students will be provided with presentation on safe methods for

transferring material.
Dr. Lipsett will have a first aid kit ready in case of any minor accidents.
6.7 Quality Roles and Responsibilities
Table 1 – Quality Roles and Responsibilities

Personnel Roles Responsibilities
Dr. Lipsett will be
Safety In charge responsible for providing
first aid if required.
Dr. Lipsett Dr. Lipsett will approve the
quality standards of
Quality in charge
material and monitor the
quality of movement.
Roger will approve and
procure all new material
Quality Officer
for lab infrastructure
Roger required.
Marchand
Roger will aid Dr. Lipsett in
Safety Officer
case of accident.
57
6.8 Appendix: Safe Lifting Procedures
 Before lifting a load, think of other means of moving it using a device that can
help you to pull, push or roll the load.
 Have firm footing and make sure the standing surface that you are on is not
slippery.
 Determine the best way to hold the load using handles, gripping areas or special
lifting tools. Get a firm grip on the load.
 Keep your back straight by tucking your chin in.
 Tighten your stomach muscles and lift with your legs.
 Lift the load slowly.
 Hold the load as close to the body as possible; be sure you position the load
close to the body before lifting.
 Do not twist during your lift or when moving the load. Turn with your feet rather
than your back.
 Set the load down gently, using your legs and keeping your back as straight as
possible.
 Be sure your fingers are out of the way when putting the load down and when
moving the load through tight spaces.
 Ask for help if you need it and use lifting tools and devices whenever they are
available.
58
7. Human Resources Management Plan
7.1 Project Information
Project Name: Laboratory Development Plan

Location: Mechanical Engineering Building at the University of Alberta
7.2 Human Resources Assumptions
Assumptions made during the development of the Human Resource Plan

Include:
I. The schedules of the laboratory technicians will remain available as was

communicated to the project team by the technicians themselves.
II. The laboratory technician certified, experienced, and responsible for

operating the crane will be available as promised.
III. The laboratory technicians who have been contacted by the project team
will remain employees of the University of Alberta during the entire span of
the project.
IV. The researchers involved and working under Dr. Lipsett will not take any
extended leaves of absence or permanently relocate during the relocation
phase of the project.
V. Researchers have accurately catalogued their needs, equipment, and

availability.
7.3 Human Resource Constraints
The human resources that will be utilized during the course of the project will
include Dr. Lipsett, the project manager (Shannon MacDonald), the project
team, laboratory technicians, a cleaning service, and research students under
Dr. Lipsett. Each individual group of human resources has various constraints
which need to be considered.
59
7.3.1 Project Owner (Dr. Lipsett)
The project owner, Dr. Lipsett, has a flexible schedule. The constraint lies
in quantity of time he is able to spend with the project team on a weekly
basis which is limited to a few hours. This requires the team to be
prepared with concise questions resulting in high efficiency low duration
meeting.
7.3.2 Project Manager and Project Team
The project manager as well as the project team have considerable

commitments to academic pursuits; work related responsibilities, as well
as other personal commitments. The project manager as well as the
project team will be unavailable after April 13, 2011. The project manager
and the project team are limited by the amount of face to face meeting
times available.
7.3.3 Laboratory Technicians
The laboratory technicians are available to the project team within regular
work hours and are not permitted to work overtime at the University of
Alberta. The laboratory technicians are also unavailable during weekends
and on statutory holidays. Lunch breaks as well as regularly scheduled
coffee breaks will also be taken at designated times for predetermined
durations. These policies are set by and comply with the Canadian labour
code as well as University of Alberta employee policies. Laboratory
personnel handle a wide range of projects at the University of Alberta and
so advanced notice of requirements is necessary. The demanding
schedules of the laboratory technicians limit their work contribution. The
laboratory technician’s work is primarily based on a batch work structure
and so the project team will need to schedule and utilize the technicians
accordingly.
7.3.4 Research Students
Research students directly affected will require advanced notice of all

migration related activities. Researchers will require windows of allocated
time in which they are able to relocate their materials and tools. The
laboratory space allocated to a researcher is to be work ready upon that
student’s relocation window. This is required to ensure minimal disruption
to the researchers schedule and provides appropriate accommodations for
the researcher to work.
60
7.4 Human Resources Risk Issues
It has been found necessary to address issues such as human resource

shortages, employee transfers, and employee promotions. The project team,
working with the University of Alberta, has been assured that staff will be made
available regardless of the aforementioned. These reassurances have
minimized the associated human resource risk. The labour intensive phase of
the migration process has been scheduled to occur after the end of the
semester. This is advantageous as the amount of constrains and demands on
the laboratory technicians is lowered during this period time. The risk has also
been minimized through the allocation of funds to a reserve dedicated for short
term labour subcontracting in the event University assets are unavailable. The
project team members as well as the project manager have all signed an
agreement stating that the project will be completed before any member is
released of his or her responsibilities.
7.5 Project Human Resources Need
The human resources required have been divided into the categories. Each
category summarizes the number of individuals required, the skills of the
individuals, and how to acquire the right people.
7.5.1 Initial Laboratory Cleanout
During this phase of the project the primary laboratory which the
researchers are being relocated to will be cleared of all non-essential
equipment, furnishings, laboratory experiments, and infrastructure. This
will require two technicians with little skill due the nature of the items being
moved. The technicians will be provided by the University of Alberta.
7.5.2 Secondary Detailed Cleaning
Secondary cleaning will involve mopping, dusting, and wiping down tables
along with various other small activities. The work will require two
individuals with basic cleaning skills. The work is to be subcontracted to a
cleaning agency approved by the University of Alberta.
7.5.3 Infrastructure Setup
The laboratory has most of the required infrastructure in place. The

additional infrastructure will be installed by the laboratory technicians.
Electrical certification is required as well as experience with wall mounting
61
shelving and various other fixtures to brick. The technicians will be
provided by the University of Alberta.
7.5.4 Heavy Laboratory Equipment and Furnishing Relocation
A few pieces of heavy equipment are being relocated. The heaviest piece
of equipment will require five laboratory technicians with at least one
technician who is certified to operate the mechanical engineering crane.
The remainder of the large equipment can be transported with pallet jacks.
University of Alberta will supply the crane as well as the operator.
7.5.5 Small Equipment, Tools, Experiments, and Furnishings
The researchers themselves will be responsible for relocating small

furnishings and their own experiments and possessions. This will involve
all eight current researchers and will require basic skills, dolly usage, and
the ability to lift 45 kilograms.
7.6 Time Table/Schedule
The activity schedule is as follows and includes the duration of the activities
along with human resource release times.
7.6.1 Initial Laboratory Cleanout
Once all of the marked and or indicated items have been removed from
the laboratory and relocated to their designated locations both human
resources can released. The duration of the task will require 8 hours from
both technicians.
7.6.2 Secondary Detailed Cleaning
The sub-contractors (Bee-Clean) will be required to supply two individuals

to perform detailed cleaning amounting to 4 hours of work for each cleaner
in the new laboratory. An additional 2 hours from each cleaner will be
required in the old laboratory leaving the space move in ready. After both
laboratories have been cleaned, both human resources will be released.
7.6.3 Infrastructure Setup
62
Infrastructure setup will require two laboratory technicians, one with
electrical certification. The duration of work will require 8 hours, or a full
working day to complete. The assets can then be released.
7.6.4 Heavy Laboratory Equipment and Furnishing Relocation
The large and heavy equipment relocation will require a total of five
technicians and labourers. One crane certified technician to operate the
crane and the rest of the individuals to support the safe relocation of
equipment. The laboratory technicians will also be relocating all of the
large furniture such as desks. All five assets will be required for one full
working day and can be released thereafter.
7.6.5 Small Equipment, Tools, Experiments, and Furnishings
A total of eight researchers are being relocated. Each researcher will be

relocating their own pieces of small equipment, tools, experiments, and
furnishings. The relocation will be done in groups of two researchers.
Each individual will assist the other with oversized objects. The duration of
time to move both researchers’ items will consume 8 hours. After
completion both researchers will be released.
7.7 Recognition and Awards
Work shall be recognized at the laboratory commissioning. The event will

provide each member who voluntarily attends pizza and refreshments and will
also highlight the accomplishments of those involved. Recognition will be given
to work which has been completed within the allotted time and a safe manner.
7.8 Compliance with Human Resources Rules
All human resource rules have been assessed and will be adhered to. Working
conditions, risks, work durations, and breaks all conform to the rules and
regulations set by Occupational Health and Safety as well as University of
Alberta. A detailed list of expectations will be provided to each human resource
and will be monitored throughout the project. These expectations includes
prioritizing the safety of both human resources and the public. Work being
completed is to be done so in a manner that satisfies the project manager and to
the best ability of the human resource. Any incidents, deficiencies and other
events will be promptly brought to the attention of the project manager. Unsafe
work practices will not be tolerated and work that is unsafe work is not to be
undertaken.
63
7.9 Team Building Effort
To promote a sense of ownership for the project, tasks have been delegated to
those individuals who volunteer for them. This allows individuals to work within
their fields of interest as much as possible making the work more enjoyable.
Work has also been distributed in a manner which allows pairs of team
members to work together towards common milestones. This promotes an
atmosphere of teamwork and cooperation.
7.10 Training Needs
Basic lifting techniques will be briefly reviewed with the researchers to ensure all
lifting in done in a safe manner. This training will not add any significant cost to
the project. The remainder of the human assets have been certified and trained.
64

Contracting Officer: Roger Marchand
8.2 Procurement Assumptions
Most of the furniture and other material required for the laboratory will be
available in university facilities, other labs or store. The exact extent of
availability of material is not available but there is high probability of finding the
right furniture within the university campus.
All procurement if any will be done through University authorities. Our team will
not directly deal with the supplier. The University will have its own supplier with
earlier contracts, thus benefiting in terms of price.
The market will be stable during the procurement cycle. It is assumed that
furniture market is one of the stable businesses and there should not be much
fluctuation in the price of required material.
8.3 Procurement Constraints
Procurement will be done by university authorities, so there will not be much

control over this activity from project manager. This lack of authority might delay
the procurement process in total.
Quality of material to be purchased by university authority might also be a

constraint as they can differ in quality standard expected by project team.
8.4 Market Research and Conditions
All the need for furniture demand will be met through university facilities. There
is plenty of furniture available. And above all the owner require the material to
be functionally superior to aesthetics, thus with enhanced options due to this
fact will help in material procurement.
Requirement of furniture can be easily met from the current market conditions.
Delivery of material from university facility to our location will be fast owing to
close vicinity but the paper work requirements can be an issue.
65
8.5 Procurement of Products and Services
Table 2 – Procurement of Products and Services

Product/Service Source Lead Time
Furniture University facilities 1 week
Electrical utilities University facilities 1 week
Cleaning Bee Clean Services 1 week
Electrician Services University facilities 1 week
Crane for transport University facilities 3 days
Crane operator University facilities 3 days
Research students;
Transport of small equipments 3 days
University of Alberta
Safety officer/ Quality In charge Dr. Lipsett 3 days
8.6 Make-or-Buy Analysis
As per the deliverables of the project, required material, furniture and electrical
accessories will be purchased either from University facility or local market.
Reason for purchase is the small requirement and manufacturing these items
will be a costly affair.
Other than above mentioned deliverables, quality services are required to fulfill
the expectations of stakeholders. These services will be delivered by research
students with Dr. Lipsett and Roger Marchand and his team. There will be no
requirement for extra manpower.
For cleaning the premises Bee clean services will be used as the only quality
option available.
8.7 Contract Type, Procurement Method and Project Delivery Method
Lump sum project (fixed fee contract) will be best to meet the demand of the
customer as scale of the project is small and our team will be involved in
planning phase of the contract only. Rest of the project, execution, monitoring,
control and completion would be done by owner. Specifically all other phases of
project will be done with the movement of all machinery and equipments.
Procurement will be done by Dr. Lipsett himself and Roger through

communication with University facilities. Thus procurement will be a simple
process.
66
Dr. Lipsett and Roger will go and inspect the required material with the
University facilities. The material selected would be delivered to new facility by
University personnel as required.
Project delivery is completion of movement of machinery and material into new

facility safely within the stipulated amount of time.
8.8 Procurement Justification
Only services from Bee Clean for cleaning up the premises before moving in
would be used from resources other than University. This is a common practice
so it is justified.
8.9 Roles and Responsibilities
Table 3 – Procurement Roles and Responsibilities

Personnel Roles Responsibility
Dr. Lipsett will approve and
Procurement
procure all new Research
Officer
equipments required.
Dr. Lipsett will approve and
Dr. Lipsett
Finance Officer finance all the payment for
procurement.
Dr. Lipsett will approve the quality
Quality In charge
standards of material.
Roger will approve and procure all
Roger Procurement
new material for lab infrastructure
Marchand Officer
required.
67
9.1 Methodology
For the initial risk assessment, the project manager and the team have
brainstormed and collaborated in identifying all possible risks within the current
known elements of the project. These identified risks will be reviewed in the
presence of Dr. Lipsett and Roger Marchand as early as their schedules allow
the review.
To ensure that the risk environment is being assessed sufficiently, Dr. Lipsett
will act as the risk management expert. Other risk-related inquiries will also be
made to the laboratory equipment experts (Roger Marchand and his team).
The following risk management process (described in Figure 2) will be

implemented throughout the duration of the project. If any changes are made to
the project plan during the execution phase of the project, a risk assessment will
be carried out to determine if any new risks are present.
Doing Planned
Reviews
Identification of
Hazards
Reduce the Risk
Risk Assessment/
Analysis
Yes
Yes
Can the Risk Be Is the Risk
Reduced? Acceptable?
No Yes
Discontinue the Manage the

Activity Residual Risk
Figure 3 – Risk Management Process

Doing Planned Reviews: Risk reviews will take place during weekly meetings to
discuss the current state of risks within the project.
68
Identification of Hazards: Throughout the project lifetime, new processes and
actions may be implemented that pose new risks which had not been identified
in earlier planning stages. During the planned reviews, these risks will be
identified. (See Section 9.1.1 for further details)
Risk Assessment/Analysis: A risk assessment/analysis will be carried out for any

new identified risks. (See Sections 9.1.2 to 9.1.4 for analyses)
Is the Risk Acceptable?: Risks are deemed acceptable only once they have
been rated using a risk matrix (see Sections 9.1.2.1 and 9.1.2.2). Low level risks
are “acceptable,” without any further management involvement. Medium level
risks are “acceptable with certain conditions.” These risks must be closely
monitored, and the project manager must be present to ensure the risk is kept
under control. High level risks are “unacceptable” and any actions producing
such risks will be halted immediately.
Manage the Residual Risk: Once a risk is determined to be acceptable, it must

be managed in the way that is most appropriate for that risk. Methods for
managing each risk will be discussed by the project manager, the team, and the
Dr. Lipsett. (See Section 9.1.4 for further details)
Can the Risk be Reduced?: Further controls, management systems, protective

features, etc. may be added to reduce risks to an acceptable level. (See Section
9.1.4 for further details)
Reduce the Risk: If the risk can be reduced, the necessary changes must be
implemented to decrease it (see Section 9.1.4). It is important to note that if a
change is made to reduce the risk present in a process or action, a full risk
analysis must be redone on the newly implemented process or action. This will
reveal possible new risks that may have been added to the project. (See
Sections 9.1.1 to 9.1.4)
Discontinue the Activity: If a risk has been identified as unacceptable, any

processes or actions that pose that risk will be stopped. This is important to
protect all people involved in the project, people of the community, personal and
university assets, as well as the sustainability of Chrome Engineering as an
enterprise with favourable public opinion.
9.2 Risk Identification
9.2.1 Documentation Review
Risks have been identified by the project manager and the team by first
reviewing the following project documentation:
1) Activity cost estimates

2) Activity duration estimates
69
3) Scope baseline
4) Stakeholder register
5) Cost management plan
6) Schedule management plan
7) Quality management plan
8) Project documents
9) Enterprise environmental factors
10) Organizational process assets
9.2.2 Tools & Techniques
Brainstorming: At weekly meetings, the team has undergone a

brainstorming session to assess the possibility of risks that were
overlooked earlier in the project Planning Phase. As well, origins of new
risks have been considered as any changes to the project plan have been
made.
Interviewing: Aside from the project team members, Dr. Lipsett has been
interviewed on his perception of possible risks.
Checklist Analysis: A checklist for the duration of the Execution Process

has been created to ensure essential safety and risk management
processes are not overlooked. Refer to the Laboratory Relocation Safety
Checklist in Appendix 9.21.
9.2.3 Identified Risks
All identified risks have been documented in the Risk Register. (See
Section 10). As any further risks become apparent, a full risk analysis will
be performed on each new risk, and the Risk Register will be updated
accordingly.
9.3 Qualitative Risk Analysis
9.3.1 Risk Probability & Impact Assessment
Each identified risk has been assessed for the potential effects on
schedule, cost, and scope by the project manager and the project team.
Incident probabilities have been documented through brainstorming
between the project manager and project team, as well as through
interviewing Dr. Lipsett (See the Risk Register in Section 10).
9.3.2 Probability & Impact Matrix
70
A probability and impact matrix has been used to identify incident impacts
on project objectives (time, cost, and scope). The matrix can be found in
Appendix 9.22.
9.3.3 Risk Data Quality Assessment
Risk data will be reviewed on a weekly basis. The data collected from
individuals interviewed for their opinions on risk probabilities have been
carefully reviewed for consistency. Any variations larger than ±0.20 have
been reassessed by the project manager, project team and Dr. Lipsett to
attain values whose variation is equal to or less than ±0.20 for a set of
ratings describing a single risk.
9.3.4 Risk Categorization
All documented risks have been categorized by the sources of risk and the
area of the project affected. This methodology illustrates the areas of the
project that have the greatest exposure to uncertainty. Related
documentation can be found in Appendix 9.23.
9.4 Quantitative Risk Analysis
The variable X was defined as the total number of working days required by the
technicians to complete the lab setup and heavy equipment move. For this
estimate of 4.75 days +/- 20% it can be modeled as a normal distribution with a
mean of 4.75 days and a standard deviation of 0.95 days.
The variable Y was defined as the total number of working days required by the
students to move their desk possessions and personal items to the new lab. For
this estimate of 5 days +/- 40% it can be modeled as a normal distribution with a
mean of 5 days and a standard deviation of 2.21 days.
The total number of working days to complete the move should take (X+Y) days.
This total does not include delays to start of move or any other variable
occurrences.
We can model the resultant move time as follows:
71
Figure 4 – Cumulative Distribution Function for Move Completion
Therefore there is a high degree of certainty (> 95%) that if the move is
uninterrupted it will take less than 3 weeks. To allow time for any unforeseen
delays it would be recommended to schedule a larger amount of time.
9.5 Risk Monitoring, Control and Response Planning
With respect to the Probability and Impact Matrix shown in Appendix 9.22, and
the Risk Register in Section 10, activities posing a risk rating between 8% and
17% will be closely monitored and controlled by the risk owner during the activity
to ensure safe completion. Emergency services offered by the University of
Alberta will be utilized in the event of an injurious or facilities-related incident.
There are no current activities with a risk rating of 18% or higher. If any risks
arise with this rating, they will be avoided by changing the method of execution.
During the weekly risk assessments, any new risks that are identified will be
added to the risk register.
9.6 Roles and Responsibilities
72
The Risk Owners consist of Dr. Lipsett, Roger Marchand, AICT and the
University of Alberta facilities. Any risk-related activities or processes relevant to
Dr. Lipsett or Roger Marchand will be supervised by them accordingly during the
time that the risk is present. If any incidents occur, these individuals are to
handle them according to the risk responses listed in the Risk Register. Any
incidents relevant to AICT or the University of Alberta facilities will be
documented and the corresponding departments will be contacted.
9.7 Budgeting
Project costs have been estimated with the following breakdown:
Table 4 – Project Cost Assumptions

No. Item Low Most High
Likely
1 Small Tool Box $11.50 $25.00 $55.00
2 Coat Rack $17.00 $20.00 $25.00
3 Shoe Rack $15.00 $25.00 $35.00
4 Basic Shelving $20.00 $30.00 $40.00
5 Ergonomic Chair $100.00 $150.00 $350.00
6 Desk Lamps $15.00 $25.00 $40.00
7 Power Bars $6.50 $15.00 $50.00
8 Storage Bins (Under Tables) $5.00 $12.00 $15.00
9 Cleaning Sub-Contractor $350.00 $400.00 $500.00
TOTAL $540.00 $702.00 $1,110.00
9.8 Reporting Format and Content
In the event of an incident, the Accident / Incident Report Form is to be filled out
and returned to the Risk Owner. In the event that the risk was previously
unforeseen, and there is no Risk Owner dedicated to the incident, this
correspondence is to be given directly to Dr. Lipsett. This form can be found in
Appendix 9.24.
9.9 Risk Ownership
All risks identified in the Risk Register have been assigned a Risk Owner. Any
actions, processes or events posing a risk to the project will be closely
monitored and dealt with accordingly by the Risk Owners in the event where the
risks are present. In the event that a risk was previously unforeseen, and there
is no Risk Owner dedicated to a risk, Dr. Lipsett will act as the designated Risk
Owner.
73
9.10 Risk Auditing
Upon the completion of the Execution Phase of the Laboratory Development

Project, the new laboratory set-up in MEC E 1-38 will be assessed a final time
for possible risks present within the new layout. Any new risks will be
documented in the Risk Register found in Section 10, and a risk analysis will be
carried out. (See Section 9.1)
9.11 Risk Management Plan Approval
The Risk Management Plan is to be approved by Dr. Lipsett and Roger

Marchand. Relevant documentation can be found in Appendix 9.25, and is to be
read, understood and signed by both individuals prior to the start of the
Execution Phase.
74
9.12 Appendix: Laboratory Relocation Safety Checklist
Building: Mechanical Engineering Room #:
Client: Dr. Michael Lipsett Department: Mechanical Engineering
Person Completing this Form:

Name: Title:
Date:
Completed? Date Notify

Completed
A. Administrative
1. Meet with risk management expert. Know
his/her telephone number and e-mail
address. Yes
Name:
Phone:
E-mail:
2. Meet with lab technician. Know his/her
telephone number and e-mail address.
Yes
Name:
Phone:
E-mail:
3. Meet with movers. Know the managers
telephone number and e-mail address.
Yes
Name:
Phone:
E-mail:
4. Meet with custodial supervisor. Know
his/her telephone number and e-mail
address.
Name:
Phone:
E-mail:
B. Fire/Life Safety & Emergency Preparedness
5. Place evacuation maps at all entrances
within the new lab space. Yes
6. Place first aid maps (locations of first aid
kits, eyewash stations, etc.) Yes
7. Place maps with locations of fire
extinguishers and pull alarms at all Yes
entrances within the new lab space.
75
8. Affix warning labels in necessary vicinities
(warnings for hazardous materials, Yes
dangerous equipment, etc.)
9. Provide lab emergency contact information
to the faculty of mechanical engineering. Yes
10. Determine if there will be any emergency
backup systems (emergency power,
temperature alarm response, etc.)
C. Inventory
11. Complete inventory of hazardous goods
that will be relocated. Yes
12. Complete inventory of lab equipment with
value greater than $2500 Yes
D. Chemical Safety & Waste Management
13. Ensure that lab personnel know where lab-
specific Material Safety Data Sheets
(MSDS) are readily found on paper or Yes N/A
online.
14. Ensure that there are sufficient waste bins
for all necessary waste types (garbage, Yes
recycle, chemical, biological, etc.)
E. Storage
15. Ensure that all elevated storage is
minimum 18” from the ceiling Yes
F. General
16. Arrange for Dr. Lipsett to review
Laboratory Relocation Safety Checklist Yes
17. Order appropriate personal protective
equipment (PPE) for the range of hazards
found in this lab (gloves, splash goggles, Yes N/A
aprons, etc.)
76
9.13 Appendix: Probability and Impact Matrix
Probability Threats Opportunities
0.90 0.05 0.09 0.18 0.36 0.72 0.72 0.36 0.18 0.09 0.05
0.70 0.04 0.07 0.14 0.28 0.56 0.56 0.28 0.14 0.07 0.04
0.50 0.03 0.05 0.10 0.20 0.40 0.40 0.20 0.10 0.05 0.03
0.30 0.02 0.03 0.06 0.12 0.24 0.24 0.12 0.06 0.03 0.02
0.10 0.01 0.01 0.02 0.04 0.08 0.08 0.04 0.02 0.01 0.01
0.05 0.10 0.20 0.40 0.80 0.80 0.40 0.20 0.10 0.05
Impact on an Objective (Cost, Time, or Scope)
Figure 5 – Probability and Impact Matrix
Legend
Low Level Risk (Acceptable)
Medium Level Risk (Acceptable with Conditions)
High Level Risk (Unacceptable)
77
9.14 Appendix: Risk Sources and Affected Project Areas
Table 5 – Risk Sources Table 6 – Affected Project Areas

Risk Risk Affected
Risks Risk
No. Sources Risks Project
No.
Power failure during Areas
3 lab equipment Physical injury
commissioning 1 (during moving or
Failure of UWS installation)
4
connectivity Power failure during
8 Failed drainage University of 3 lab equipment
10 Pipe burst Alberta commissioning
Fire alarm pulled Facilities Damaging equipment
13 5
during move during move
Building codes 6 Movers are absent
14 change for regulatory Damaging
items 7
experiments Migration
15 Elevator fails 8 Failed drainage Process
Physical injury 9 Exploding equipment
1 (during moving or 10 Pipe burst
installation) Power outlets don't
Damaging equipment 12
5 match layout
during move Movers Fire alarm pulled
6 Movers are absent 13
during move
Damaging Building codes
7
experiments 14 change for regulatory
9 Exploding equipment items
2 Late arriving furniture 15 Elevator fails
Available inventory 2 Late arriving furniture
11 matches
Vendors
Available inventory
requirements 11 matches
Procurement
Power outlets don't requirements
12
match layout
Layout Plan
Failure of UWS Stakeholder
4
connectivity Satisfaction
78
9.15 Appendix: Accident / Incident Report Form
(This form is to be completed for all employee, patron and visitor accidents /incidents)
INSTRUCTIONS: All venue-related accidents/incidents (employee, patron, visitor, etc) require Sections I and II of this
Accident/Incident Report to be completed by management or another employee of the venue. The injured person should
not complete this report. Management is required to complete Section III on the reverse side, review the report for
completeness and accuracy, sign and log this report in the accident/incident log book within 24 hours of the
accident/incident. Note: the report (and pictures if any) should then be filed together in a safe and secure location of the
venue. Any copies of this report and any other related materials in conjunction with this report cannot be obtained without
the authorization of management.
SECTION I PLEASE PRINT OR TYPE ALL INFORMATION
NAME: ___________________________________________________ _____________________________________

(Brief Physical Description)
HOME ADDRESS:
___________________________________________________________________________________________________
Number/Street City State Zip
TELEPHONE NUMBER: ( )_____________________ AGE: ________ DATE OF BIRTH ______________
(required by insurance agency)
_____ EMPLOYEE _____ PATRON _____ VISITOR (reason for being on premises)___________________________________
SECTION II ACCIDENT DATA

____ Accident/Injury ____ Theft/Burglary
NATURE OF INCIDENT: ____ Physical Altercation ____ Verbal Confrontation
____ Property Damage ____ Other
DATE OF Accident /Incident: __________ TIME of Accident /Incident: _____________ ____AM ____PM
Accident /Incident occurred at: __Inside Venue__ Outside Venue __ Other Location (Specify Location) ________________________
Specific Location of Accident: __________________________________________________________________________________
(Address / Vicinity / Actual Location)
Briefly explain what happened: (if an injury, (1) explain activities occurring when injury or illness occurred and what tools, machinery, chemicals, weapons,
were involved, (2) what happened to cause this injury or illness (3) what was the injury or illness (i.e., state the part of body affected and how it was affected) Use
additional paper if needed.
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
What action was taken: Check all actions taken. If more than one, indicate which occurred 1st, 2nd, etc.
_______ First Aid – administered by _____________________________________________
_______ Sent to Hospital/Physician (Name of Hospital/Physician) ____________________________________________________
_______ Pictures Taken (Number of Pictures Taken) _________________________________
_______ Sent Home
_______ Continued Activity (no action taken)
Venue Contact/Management: __________________ Name of Witness (if applicable) _______________ Phone: __________
Person Completing the Report _________________________________________________________ Date: ____________
Reviewed by Venue Owner/Risk Manager _____________________________________________ Date: ____________
Return form same day (or within 24 hours) of accidents/incident for employee, patron, or visitor to the
corresponding Risk Owner, or Dr. Lipsett.
79
Accident/Incident Report Form page 2
SECTION III MANAGEMENT/SUPERVISOR REPORT ON THE ACCIDENT/INCIDENT

What action has been taken to prevent such an accident/incident from recurring? Include specific details on how it was
mediated, how the incident can be avoided in the future. (Note that photos are highly recommended immediately following an
incident, if at all possible.)
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
Management/Supervisor’s Account of Incident which supplements and/or clarifies information provided by injured party: (if an
injury, (1) explain activities occurring when injury or illness occurred and what tools, machinery, chemicals, were involved, (2) what happened to cause this injury or
illness (3) what was the injury or illness (i.e., state the part of body affected and how it was affected)
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
Section III Completed by: ____________________________________________ ___________________

Signature Date
SECTION IV- FOR INVESTIGATION/REVIEW ONLY - DO NOT WRITE BELOW THIS LINE:
Investigation Comments: Photos are highly recommended immediately following an incident, if at all possible.
Required Action:
Location Code: ____
Section IV Completed by: ____________________________________________ ___________________

Signature Date
Date sent to management: ________________ other ___________________________
4/11/11 Courtesy of BouncerOnline
80
9.16 Appendix: Risk Management Plan Approval
I have reviewed the information contained in this Risk Management Plan and agree:
_______________________________ _______________________________
Dr. Michael Lipsett Roger Marchand
_______________________________ _______________________________
Date Date
The signatures above indicate an understanding of the purpose and content of this
document by those signing it. By signing this document, they agree to this as the formal
Risk Management Plan document.
81
10. Risk Register
Probability Probability Cost Schedule Risk Risk

# Risks Risk Type Impact Rating
Level Rating Impact Impact Owner Response
Roger
Physical injury
Marchand /
1 (during moving Safety 0.10 0.80 8.0% Medium $10,000 2 days Call 911
Mike
or installation)
Lipsett
Late arriving Mike
2 Equipment 0.30 0.05 1.5% Low $0 7 days Call vendors
furniture Lipsett
Power failure
during lab Roger Reschedule
3 Equipment 0.10 0.05 0.5% Low $0 1 day
equipment Marchand move
commissioning
Contact IT
Failure of UWS department for
4 Equipment 0.10 0.05 0.5% Low $200 4 days AICT
connectivity placement of
wireless router
Order
Damaging replacements
Roger
5 equipment Equipment 0.10 0.20 2.0% Low $1,000 14 days from Vendors
Marchand
during move (inform
Students too)
Movers are Roger Reschedule
6 Personnel 0.10 0.10 1.0% Low $500 2 days
absent Marchand move
Order
replacements
Damaging Mike
7 Research 0.10 0.05 0.5% Low $1,000 7 days from Vendors
experiments Lipsett
(inform
Students too)
Reschedule
Roger
8 Failed drainage Facility 0.10 0.05 0.5% Low $4,000 21 days move, assess
Marchand
damage
Exploding Mike Call 911,
9 Facility 0.10 0.80 8.0% Medium $20,000 31 days
equipment Lipsett evacuate
82
Probability Probability Cost Schedule Risk Risk
# Risks Risk Type Impact Rating
Level Rating Impact Impact Owner Response
Roger
10 Pipe burst Facility 0.10 0.40 4.0% Low $10,000 31 days Reverse move
Marchand
Available
inventory Mike
11 Equipment 0.10 0.10 1.0% Low -$1,000 -7 days Don't order!
matches Lipsett
requirements
Update move
Power outlets
Mike map, update
12 don't match Facility 0.20 0.10 2.0% Low $50 4 days
Lipsett schedule
layout
accordingly
Roger
Fire alarm
Marchand / Reschedule
13 pulled during Facility 0.10 0.10 1.0% Low $0 1 day
Mike move
move
Lipsett
Update
Building codes requirements
change for Roger for
14 Facility 0.10 0.20 2.0% Low $2,000 14 days
regulatory Marchand procurement
items and move
schedule
Reschedule
15 Elevator fails Facility 0.10 0.05 0.5% Low $0 4 days Facilities
move
Table 7 – Risk Register
83

11.2 Objectives
To keep all the stakeholders well informed in advance regarding any project
progress and future activities. The dissemination of knowledge through proper
communication channels will give confidence to all stakeholders. A prompt and
accurate communication will ensure any change in expectations of a
stakeholder or alteration in working environment, thus enabling the project
manager to take necessary action to mitigate any risk.
It will be essential to communicate all the planning processes to Dr. Lipsett

keeping him aware as he is the most influential stakeholder in this project.
In the absence of a good communication management plan not only important

things can be missed but also there is high probability of miscommunication
which may lead to grave problems in the course of project.
11.3 Communication Constraints
To read and understand the safety codes for research facility layout will be a
cumbersome task, safety codes are written in very general manner and often
prone to misinterpretation. This area requires an expert advice to avoid any risk
possible.
Dr. Lipsett has a very demanding work schedule and his availability for direct
face to face meetings is a big constraint which pushes the project manager to
use other mediums. Dr. Lipsett is not only the owner of the project but he is the
most influential stakeholder in the project, so we have to manage his
expectations carefully.
Dr. Lipsett has deemed communication with the research students as optional
because of their busy schedule and honouring their will to participate in this
project. They will be using the new facility but their influence is minimal.
Internal communication among project manager and team member will face
hurdles due to varying schedules of all members. For a successful project,
healthy communication between team members is the key.
84
11.4 Communication Assumptions
The responsibility of project members and the project manager is to put every
effort for healthy and fruitful communication without bias and in good taste. In
the event of some error or change, the correct communication via the
appropriate medium should be circulated.
From the owner’s side, it is assumed that Dr. Lipsett will notify the project
manager in case of any changes in his expectations or the projects
environment.
11.5 Communication Risks
Communication lapse with the stakeholders is the biggest risk, as the number of
stakeholders is small; everyone requires a good amount of attention.
Communication with research students is restricted to their choice which might

hinder the project managers understanding of their expectations. As they will be
using the new facility, their opinions matters.
Dr. Lipsett’s busy schedule poses as a risk due to communication delay in the
project.
A communication gap among project team can hamper the project integrity.
Slow communication or approval from University authority can delay the project
schedule.
11.6 Target Audiences
Table 8 – Target Audiences

Internal Stakeholder External Stakeholder
Dr. Michael Lipsett The Project Team Mechanical
Engineering
Students
Dr. Glen Thomas University of Alberta Vendors
Roger Marchand Bee Clean Inc.
Research Students
Lab Technicians
11.6.1 Stakeholder’s requiring formal Communication
• Dr. Michael Lipsett

• Dr. Glenn Thomas
85
• Roger Marchand
11.6.2 Team Responsibility
For all formal communication, the project manager is responsible. All the
outgoing formal communication must pass via project manager only.
Team members are not required to contact any stakeholders.
It is the responsibility of the team to provide each stakeholder with the

right kind of information and appropriate time.
11.7 Communication Tools and Format
Dr. Lipsett will receive full fledged reports on the project progress, status, project
issues, project risks, project deliverables and project resources as promised in
the project charter. Reports will be given in the standard format via email. For
the progress face to face meetings would be arranged with him as per his
availability.
The layout planned for the new lab will be conveyed in an engineering drawing
in standard format of Chrome engineering via hard copies and auto-cad
drawing.
Meetings with Roger Marchand will be used to fully understand the process of
moving the heavier equipment. Schedule planning will depend upon this activity.
Reports on the moving schedule will be provided to Roger for execution

activities and reminders through email.
Team members will have weekly meetings or more for discussing the progress
and scheduling their activities.
Online conference through “skype” will be used as and when required for team
communication. The team will be using a facebook group in combination with
scribd (www.scribd.com) for sharing documents and internal team updates.
86
11.8 Communication Matrix
Table 9 – Communication Matrix
Stakeholder Need Type of report Frequency Medium

Owner of the project Detailed Report Bi-Weekly E-mail
Dr. Michael
need to know report
Lipsett Progress Report Weekly Meeting
of all activities
Dr. Glen Thomas Execution Schedule Once E-mail
Responsible for Execution
Roger Marchand heavy equipment Schedule, Bi-Weekly Meeting, E-mail
movement Execution Planning
Responsible for
Research
movement of light Execution Schedule Once E-mail
Students
stuff
Meeting,
Responsible for
Project Team All reports Weekly Facebook,
project management
Scribd, Skype
11.9 Communication Guidelines
All the reports should be in standard format.
The project manager is responsible for communication with all the stakeholders.
The team members are \not responsible to any stakeholders.
Team communication is open.
11.10 Special Communication Events
Special communication events comprises of imparting information to a group of

stakeholders effectively in two way communication process.
• Before actual movement of equipments, all lab technicians involved would
be explained the activities to be executed by presentation.
• All research students involved in the movement of smaller objects would
be addressed for safe working and activity order with checklist.
• Pizza break after movement will be used for taking feedback.
87
11.11 Budget
A total budget of $350 will be allocated to the communication management plan,

$250 as direct expenditure. The sums will be utilized if needed form the
contingency set aside as they are not set.
• For all communication via hard copy reports, $50.

• Communication via email & meeting will only consume time.
• $50 for pizza break event.
All these expenditure can be covered through existing project budgets
11.12 Evaluation
Feedback from all the stakeholders will be evaluated for measuring the
effectiveness of communication management plan.
Team satisfaction after completing the project and level of motivation during
project is a good indicator of a healthy communication plan.
Feedback from Dr. Lipsett will be a key indicator of this project’s success and
further down the line efficiency of utilizing best management practices
(communication management plan being one of them).
88
11.13 Appendix: Typical Project Meeting Minutes
Documentation or agreed upon report formats
• Typical project meeting minutes.
Figure 6 – Typical Meeting Minutes
89
ID Task Name Duration Start Finish Predecessors an 30 Jan 06 Feb 13 Feb 20 Feb 27 Feb 06 Mar 13 Mar 20 Mar 27 Mar 03 Apr 10 Apr 17 Apr 24 Apr 01 May 08 May 15 May 22 M
T S W S T F M T S W S T F M T S W S T F M T S W S T F M T S W S T F M T S W S T
1 Project Initiation Phase 22 days Mon 31/01/11 Mon 21/02/11
2 Project Charter 7 days Mon 31/01/11 Sun 06/02/11
3 Stakeholder Register 7 days Mon 07/02/11 Sun 13/02/11 2
4 Preliminary Project Scope 7 days Mon 14/02/11 Sun 20/02/11 3
5 Team Charter 11 days Mon 31/01/11 Thu 10/02/11
6 Project Environment 11 days Fri 11/02/11 Mon 21/02/11 5
7 Submission of Phase I 1 day Tue 22/02/11 Tue 22/02/11 1 22/02
8 Project Planning 40 days Wed 23/02/11 Sun 03/04/11 7
9 Collect Requirements 4 days Wed 23/02/11 Sat 26/02/11
10 Detailed Scope Statement 4 days Sun 27/02/11 Wed 02/03/11 9
11 Scope Management Plan 8 days Thu 03/03/11 Thu 10/03/11 10
12 Simple Flow Diagram 4 days Fri 11/03/11 Mon 14/03/11 11
13 Project Charter Comparison 7 days Tue 15/03/11 Mon 21/03/11 12
14 Work Breakdown Structure 8 days Sun 27/02/11 Sun 06/03/11 9
15 Detailed Statement of Work 7 days Mon 07/03/11 Sun 13/03/11 14
16 Work Package Dictionary 8 days Mon 14/03/11 Mon 21/03/11 15
17 Quality Management Plan 7 days Sun 27/02/11 Sat 05/03/11 9
18 Procurement Management Plan 8 days Sun 06/03/11 Sun 13/03/11 17
19 Communication Management Plan 8 days Mon 14/03/11 Mon 21/03/11 18
20 Risk Register 5 days Sun 27/02/11 Thu 03/03/11 9
21 Risk Management Plan 12 days Fri 04/03/11 Tue 15/03/11 20
22 Gantt Chart 6 days Wed 16/03/11 Mon 21/03/11 21
23 Human Resources Plan 9 days Sun 27/02/11 Mon 07/03/11 9
24 Cost Management Plan 9 days Tue 08/03/11 Wed 16/03/11 23
25 Estimate for Entire Project 5 days Thu 17/03/11 Mon 21/03/11 24
26 Submission of Intermediate Report 1 day Tue 22/03/11 Tue 22/03/11 22/03
27 Review of Report Suggestions 2 days Wed 23/03/11 Thu 24/03/11 26
28 Make relevant changes to Intermediate Report 10 days Fri 25/03/11 Sun 03/04/11 27
29 Submission of Phase II 1 day Mon 04/04/11 Mon 04/04/11 8 04/04
30 Project Execution Phase 19 days Mon 02/05/11 Fri 20/05/11 29
31 Clean and Move-In Ready Lab MEC E 1-38 2 days Mon 02/05/11 Tue 03/05/11
32 Items to be Migrated to New Lab 3 days Wed 04/05/11 Fri 06/05/11
33 Items to be Left 3 days Wed 04/05/11 Fri 06/05/11
34 Items to be Disposed 3 days Wed 04/05/11 Fri 06/05/11
35 Clean Lab MEC E 2-22 3 days Wed 04/05/11 Fri 06/05/11
36 Electrical Items 3 days Wed 04/05/11 Fri 06/05/11
37 Network / Communal Infrastructure 3 days Wed 04/05/11 Fri 06/05/11
38 Other Miscellaneous Infrastructure 3 days Wed 04/05/11 Fri 06/05/11
39 Packaging Materials 2 days Mon 09/05/11 Tue 10/05/11
40 Equipments for Facilitating Movement 2 days Mon 09/05/11 Tue 10/05/11
41 Personnel 2 days Mon 09/05/11 Tue 10/05/11
42 Oil Sands 2 days Tue 10/05/11 Wed 11/05/11
43 Solder Station 2 days Tue 10/05/11 Wed 11/05/11
44 Milling Machine 2 days Tue 10/05/11 Wed 11/05/11
45 XYZ Platform 2 days Tue 10/05/11 Wed 11/05/11
46 Other Small Equipments 2 days Thu 12/05/11 Fri 13/05/11
47 Student Study Area 5 days Mon 16/05/11 Fri 20/05/11
48 Furniture 5 days Mon 16/05/11 Fri 20/05/11
49 White Board 5 days Mon 16/05/11 Fri 20/05/11
50 Communal Work Table 5 days Mon 16/05/11 Fri 20/05/11
51 Acquire approval of Project success from Dr. Lipsett 1 day Fri 20/05/11 Fri 20/05/11 20/0
Project: 12 Gantt Chart (as distributed- Task Progress Summary External Tasks Deadline
Date: Sun 10/04/11 Split Milestone Project Summary External Milestone
Page 1
13.1 Project Information
Project Name: Laboratory Development Plan

Location: Mechanical Engineering Building at the University of Alberta
13.2 Cost Assumptions
Utilizing available human resources to the fullest extent is crucial to ensuring the
project is completed within schedule and budgetary requirements. Many human
resource assets have been provided through the University of Alberta at no cost
to the project owner. These specific assets will be heavily relied upon due to
their inherent financial advantages.
Assumptions made during the development of the Cost Management Plan:
I. The laboratory technicians will remain available and free of cost as was
communicated to the project team by the University of Alberta.
II. The budget approved by the project owner will remain the same
throughout the project subject to no minimization.
III. The laboratory technicians who have been contacted by the project team
will remain employees of the University of Alberta during the entire span
of the project. This ensures that no additional labour will need to be
brought in at additional cost.
IV. The researchers involved and working under Dr. Lipsett will not be
compensated for moving their own possessions to the new laboratory.
V. The researchers will not take any unplanned extended leaves of

absence or permanently relocate during the relocation phase of the
project. This will ensure no sub-contractors will be required to move their
possessions.
VI. Researchers have accurately catalogued their needs, equipment, and

availability.
VII. The durations of the tasks will not exceed the estimated durations by a
factor of 30% as that is the reserve allocated to the project budget.
VIII. The reserve will be owned by Dr. Lipsett.
91
IX. No structural, chemical, or electrical deficiencies will arise during the lab
migration process which will need to be absorbed by the project team’s
budget.
13.3 Cost Constraints
Dr. Lipsett has set the budget at $10 000. This sum includes contingency funds
and is the absolute maximum available for this project. These funds are to be
allocated according to the project team’s discretion and are to be utilized only
when necessary and in a conservative manner.
13.4 Cost Risks
Under the proposed plan the cost risks associated with this project are minimal.
In addition, the majority of the work will be conducted through utilizing the
University of Alberta’s assets at no cost to the project. These assets, such as
laboratory technicians, will be heavily relied upon and will greatly reduce the
cost of this project. The budget has been divided into two separate accounts,
the primary account and the contingency account. The primary account will
amount to $7500 leaving the remaining $2500 as a contingency which further
mitigates the cost risk.
13.5 Budget Sources and Approvals / Cost Management Roles
The project has one source of funding which has been provided by the project
owner Dr. Lipsett. All changes as well as approvals are to be discussed with Dr.
Lipsett. The projects organizational constraints are minimal limited to contacting
Dr. Lipsett to release the required funds to the project team. The project
manager must approve all funding requests prior to bringing them to the
attention of Dr. Lipsett. The project team is not faced with any fiscal year
constraints and funding will be spent on an “as needed” basis.
13.6 Project Estimation Techniques
The project team will be utilizing bottom-up estimating due to the high level of
accuracy inherent to this method. Each phase of the project will be analysed at
the work package level to develop the greatest level of specified detail. This
method is ideal for this project as the complexity of the costs, expenses, and
budget in general is low.
Online catalogues have provided detailed costs for the materials which will be
acquired. These and all other costs will be review by the project manager and
then submitted for approval by Dr. Lipsett. The nature of the project and the aid
92
of the owner Dr. Lipsett for expert cost advice has resulted in a comprehensive
cost estimation.
13.7 Changes to the Budget
Budget reviews as well as changes are initially brought to the attention of the
project manager. Prior to addressing the project manager, documentation
outlining the need as well as associated research regarding the budgetary
change must accompany the change request. If the budgetary change is
approved by the project manager it is then through the project manager brought
to the attention of the project owner Dr. Lipsett for final approval.
Supporting material required to accompany a change request includes a formal

quotation from a supplier or written requests received for a stakeholder group.
Cost changes to approved materials, services and or products after the initial
estimation will require supporting documentation such as catalogue references
or formal quotations. The approved budget changes will be reflected in the cost
baseline immediately after final approval.
13.8 Cost Expenditure Tracking
Any work that has been completed which has an associated budgetary expense
is to be documented on an expense sheet. Expense sheets can be found in
Appendix 13.11. The expense sheet includes an area which specifies the
estimated baseline cost and an area which indicates if the work completed has
been done on, below, or above budget. These expense sheets are to be
completed by the project team member overseeing that particular area of work.
13.9 Cost Reporting
Earned value analysis, planned value analysis, as well as actual cost will be
used as tools to help identify and quantify completion of the project. The cost
reporting tools along with the layout in the form of an s-curve diagram can be
seen in Figure 7.
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Figure 7 – Earned Value, Planned Value and Actual Cost S-curve
Cost variance will be analyzed as a performance measure and will determine
the cost performance of the project. The cost variance threshold will be kept in
the positive and will not fall below -10% of the baseline. This threshold will apply
to all aspects of the project. The project team member who was selected to
complete and compile the cost reports is Lukasz Glistak. The reports will be
submitted on a weekly basis to the project manager for review who will then
address and update the project owner Dr. Lipsett.
The weekly reports will be reviewed by the project manager and if necessary a
budgetary change request may be filed. The project documents will be updated
and will include a new cost baseline. This process allows the project team to
closely monitor the budget and inform and update the project owner of the
projects status. The information contained in the report will help to ensure the
project is on track and proceeding as planned while also being used as an early
warning system for budgetary problems. The reports will also provide the project
manger measure against which to judge the financial health of the project.
Reserve spending will also be conducted based on these cost reports.
13.10 Cost Closeout
The final cost summary will include a comparison of the actual cost vs. the initial
baseline cost estimated at the beginning of the project. The baseline S-curve will
be plotted with the actual cost S-curve. Graphically this will help to illustrate
areas in which the project preformed the best as well as poorest. This
comparison will provide the project team and the project manager valuable
information as to which areas of future projects will require greater attention to
detail or a more substantial allocation of the project reserve. The resulting data
will be archived as a collection of images in succession illustrating the
development of the project form a cost perspective. Below each image will be a
table which will display the Earned value analysis, planned value analysis,
actual cost, and Cost variance.
94
Appendix: Expense Sheet
Name: WBS I.D: Project: Date:
WBS Level: Laboratory
Development
Project
Labor Expenses Description: Budgeted Cost: Cost Incurred: Signature:
Hours Worked:
Hourly Rate:
Material Expenses Description: Budgeted Cost: Cost Incurred: Signature:
Equipment Expenses Budgeted Cost: Cost Incurred: Signature:

Description:
Other Expenses Description: Budgeted Cost: Cost Incurred: Signature:
Note: Staple all receipts to the back of the expense sheet.
95
14. Estimate for Entire Project
14.1 Project Cost Estimate
Project costs have been determined using the mean cost of each item. Item cost
research has been conducted in a manner that ensures each item is readily
available for the anticipated project window. The items listed in Table 9 are
available locally and can be acquired within 24 hours. Cost estimates for the
project are good for 60 days after the date the report is accepted. Due to the
nature of the contracts between the project team, the University of Alberta, and
the client Dr. Lipsett, all labour expenses excluding the cleaning sub-contractor
have been obtained at no cost to the project. The total cost for the project has
been determined to be $1,380.00.
Table 10 – Project Cost Estimate

No. Item Quantit Item Total Per Item
y Price
1 Small Tool Box 4 $25.00 $100.00
2 Coat Rack 2 $20.00 $40.00
3 Shoe Rack 2 $25.00 $50.00
4 Basic Shelving 6 $30.00 $180.00
5 Ergonomic Chair 1 $150.00 $150.00
6 Desk Lamps 6 $25.00 $150.00
7 Power Bars 6 $15.00 $90.00
8 Storage Bins (Under
10 $12.00 $120.00
Tables)
9 Cleaning Sub-
1 $400.00 $400.00
Contractor
10 Commissioning Food
1 $50.00 $50.00
and Beverages
11 Communication Cost 1 $50.00 $50.00
Total $1,380.00
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14.2 Project Cost Incurrence
The anticipated costs and expenses will be incurred largely at the onset of the
project. The sub-contracting as well as all of the procurement will occur in the
opening phase of the project. This will provide the project team with a clear
indication of the accuracy of the project cost estimates as well as ample time to
address any discrepancies. The project budget provided by the client was
$10,000.00 and of that sum a contingency of $2,500.00 was set aside. Based on
Table 9, it is highly unlikely that the contingency belonging to the client will need
to be used. Of the $7,500.00, only %17.7 is anticipated be required to complete
the project. Note, this cost estimates is subject to change requests.
97
15. Simple Flow Chart
Figure 8 – Simple Flow Chart

98

Edmonton, Canada
16.2 Gaps in the Deliverables
All required deliverables were met. However one of the desirables in the project was
not met. The desirable our team was unable to implement was the move of the slurry
pipeline located in MEC E 2-14
16.3 Project Charter Differences
In the project desirables of the project charter was the movement of a slurry pipeline
from MEC E 2-14 into the new lab. This was proposed by Dr. Lipsett with the
understanding that this may not be a feasible move. We added it to our list of
desirables to analyze its practicality.
We did a quantitative analysis (see Section 19) of the spatial requirements of the slurry
line vs. the space available in the new lab as well as the other projects requirements in
terms of lab space and found that it was not feasible to move this item into the new lab.
This was the only proposed movement from MEC E 2-14 thus if we removed the slurry
pipeline from documentation we were no longer required to include this room in our
plans for the move.
16.4 Gap Negotiated Terms
We met with the client and discussed the situation. We described the options available
to him. It was suggested that removing the slurry line would also lead to improvements
to time and cost of the schedule and budget. The client was amenable to the situation
and approved the change to the project scope.
16.5 Corrective Actions
This change led to an update of the following project deliverables: the Intermediate
report and the Final Report.
99
18. Lessons Learned

Edmonton, Canada
18.2 Process Methodologies
The guiding principles behind this project were organized using the fundamental
methodologies of PMI. PMI provides excellent tools and techniques for project
management. We have found however that PMI is more of a guideline. It is important
to judiciously decide what applies to our specific project environment. To be more
specific, every project has its own intricacies that may not be optimally handled by one
size fits all solution.
18.3 Project Organization
For our project we included an 'intermediate' project report deliverable. This was not a
customer specific requirement however we found this to be an excellent method for
dividing the project into smaller segments. This made the project easier to manage
and simpler to understand and work with. This also allowed us to have more feedback
from Dr. Lipsett on the direction of the project development. Breaking these larger
tasks into smaller task makes their completion crucial in meeting the projects final
deadline.
18.4 Risk Management
The risk management plan may be written by a single person, but it is important to
include the project team, the stakeholders, the client, as well as an expert to ensure
that all necessary risks have been identified, and that all necessary measures are
being put into place to mitigate and control these risks throughout the duration of the
project.
18.5 Scope and Time Management
Every project will encounter unforeseen difficulties and unexpected project

requirements. It is important therefore during the planning stages to recognize that
101
scope creep can occur in the later stages of the project and so additional time should
be allocated to address the creep.
18.6 Communication
To communicate with a larger base of stakeholders we used surveys over e-mail.

However we found that e-mail can be an inefficient means for interacting with
Stakeholders. They won't necessarily respond right away. It easily gets lost. Even
when it is successfully received it tends to lead to miscommunication. It may be
difficult at times to reach various stakeholders and at times e-mail may be a necessary
means to reach stakeholders. However it is far more preferable to meet with
stakeholders face to face whenever possible.
102
19. Slurry-Pipeline Move Qualitative Analysis

Edmonton, Canada
19.2 Problem Definition
In the original project charter one of the desirables was the relocation of the slurry-
pipeline in MEC E 2-14 to the new laboratory. We were required to qualitatively
analyze this desirable to determine its feasibility. This section includes the details of
that analysis.
19.3 Constraints
The shaker table is already in the lab and its equipment panels cannot be physically
moved. The hydraulic cabling for the Shaker Table limit how far it can be moved away
from the equipment Panel (3-5ft at best). This limits where the slurry pipeline could
theoretically be placed.
The slurry-pipeline cannot block major exits as this would create a safety hazard in the
lab.
Given these constraints only a few positions and orientations of the slurry-pipeline are
possible in the lab space.
19.4 Spatial Requirements
Analysing the spatial requirements for 12 researchers, including a “clean area”

environment for analytical work and a “dirty area” section for hands on work we find
that given the dimensions of the slurry pipeline there simply isn’t enough space
available to meet this desirable in addition to all other project requirements. The cause
of this limitation is in part the volume of space needed for these requirements and also
in part because of the constraints on “useable space” dictated by section 19.3.
103
19.5 Trade-off Analysis
In this section we explore the possibility of including the slurry pipeline in the lab by
examining possible locations and seeing what requirements would have to be removed
to fit the slurry-pipeline in the lab.
Table 11 – Slurry-Pipeline Tradeoff Analysis

Option Description Failed Requirements as a result Percentage of
# Failed
Requirements
1 Middle of Lab - Equipment Shelving *2
- 2 Tables
- XYZ Machine
- Whiteboard 43%
- 6 Tables
- Working Space for 7
researchers
2 Middle of the “work - Mill
benches/dirty area” - XYZ Machine
(against the wall) - Equipment storage space
- Organic waste Storage
- 2 Workbenches 40%
- 1 Soldering Station
- Fridge
- Working Space for 4
researchers
19.6 Conclusions
Moving the slurry-pipeline into the new lab will lead to a failure to meet 40% of project
requirements. Since this has been presented to our project team as a desirable and
not a project requirement we recommend against the move of the slurry pipeline into
the new lab space.
104
20. Stakeholder Analysis
Stakeholder Name: Dr. Lipsett (Project Owner/client) Key Stakeholder (Y/N): YES
Interests: Dr. Lipsett (the client) needs a smooth transition to the new laboratory. He needs the complete plan for
the new laboratory to be finished by the end of the winter term. He expects no disruption to existing research
projects.
Stakeholder Communications Strategy:

Communication Needs: Meeting Preferences: Communication Limitations:
Updates upon completion of Meetings are to be scheduled well Stakeholder has a busy schedule
milestones and consultations in advance and should, preferably, limiting availability for meeting.
regarding any major problems or take place at the University of
difficulties Alberta
Avenues For Communication:
Meeting (Y/N): YES Telephone (Y/N): YES E-mail (Y/N) : YES
SWOT Analysis
Valuable knowledge regarding laboratory and researcher needs as well as experience dealing
Strengths:
with the University of Alberta and its administrations.
Weaknesses: Has a busy schedule and requires advanced notice.
Stands to benefit from project primarily through the reusability of the plan slated for
Opportunities:
development
Missing the relocation deadline could hinder other University research programs as well as Dr.
Threats:
Lipsett’s own research.
Stakeholder Influence On Project:

The stakeholder, being the project team’s client, has the greatest influence on this project. Schedule, cost,
objectives, requirements and virtually all other project aspects have and continue to be developed around the
client’s needs.
Stakeholder Expectations Management (Key Stakeholders only):

The stakeholder requires a relocation plan and laboratory layout plan. These requirements put major emphasis on
scheduling. Scheduling must be completed precisely and with significant time allocated for last minute changes,
unforeseen stakeholder needs, and relocation time slot flexibility. The project scope needs to be wide enough to
accommodate a potential large amount of needs from Dr. Lipsett’s researchers.
Detailed Interests/Priorities Analysis (Key Stakeholders only) :

Key Stakeholder Interests: Efficiency, safety, functionality, organization and schedule adherence.
Key Stakeholder A well devised plan that meets the needs of himself, his researches and
Priorities: colleagues.
Principal Objective: To relocate and setup a new laboratory with the use of the teams plan and strategies.
Consequences Resulting From Missed Principal Objective: Interruption to research, colleagues and the daily
activities at the University of Alberta.
105
Stakeholder Name: Shannon MacDonald (Project Manager) Key Stakeholder (Y/N): NO
Interests: Project manager needs timely achievement of project goals within the approved budget. She expects
improvement in her professional growth as well as to gain project management experience.

Updates upon completion of tasks Team Meetings take place every Stakeholder has a busy schedule
and advanced notice of difficulties Monday at 5:00 pm. Any additional limiting availability for meeting
and prompt circulation in new meeting must scheduled well in making efficiency a priority.
information. advance and take place at the
University of Alberta (ETLC).
In Person Meeting (Y/N): YES Telephone (Y/N): YES E-mail (Y/N) : YES
SWOT Analysis
Strengths: Experience with project management, efficient, and has great organizational skills
Weaknesses: Has a busy schedule and requires advanced notice to address issues.
Stands to benefit from project primarily through the gaining experience and expanding her
Opportunities:
references.
Threats: Failure to accomplish goals will lead to loss or reputation and academic standing.

The stakeholder, being the project manager, has the final say on project direction as well as facilitates
communication between the client (Dr. Lipsett) and the teams Supervisor (Dr. Sami Fahmy). The stakeholder
defines the team’s culture and takes responsibility for the projects deliverables.
Stakeholder Expectations Management (Key Stakeholders only): N/A
Detailed Interests/Priorities Analysis (Key Stakeholders only) : N/A

Key Stakeholder Interests:
Key Stakeholder Priorities:
Principal Objective:
Consequences Resulting From Missed Principal Objective:
106
Stakeholder Name: The University of Alberta and Administration Key Stakeholder (Y/N): YES
Interests: The University of Alberta’s interests lay in the commissioning a fully functional laboratory compliant to
relevant technological and safety standards. It expects introduction of a new laboratory to provide more
experimentation options to the professors, students and researchers. Thus, the University is interested in a well
developed laboratory relocation and layout plan.

No communication initiation from Stakeholder’s representatives have
the project team is required. In the a busy schedule limiting availability
event the university is needed it can N/A for meeting making.
be contacted through its
representatives
SWOT Analysis
Stakeholder represents a great deal of knowledge and experience. The stakeholder will also
Strengths:
provide infrastructure, personnel, furnishings, supplies and various other pieces of equipment.
Weaknesses: Contact and consultation will be difficult.
The University will benefit from as a result of the research yielded from students who have
Opportunities:
benefited for the laboratory design.
Threats: Failure to accomplish goals could lead to loss of research time and quality.

The University of Alberta will provide many of the resources needed for the project to be completed and will, in
some areas, control the scope of the project. The project must also meet and adhere to all of the Universities
policies, rules, and regulations.

The stateholder requires a plan that does not affect operations of its other research projects, departments, and
personnel. The University has allocated laboratory space currently being occupied by Dr. Lipsett’s researchers to
another research team. In order for the other research team to move forward Dr. Lipsett’s must vacate his current
laboratory. University students must not be affected by the move ether.

Key Stakeholder Interests: Laboratory is vacated and a new one is setup.
Key Stakeholder
Safety is a priority and also scheduled deadlines are met.
Priorities:
Principal Objective: The lab Space is available and new research can begin while Dr. Lipsett’s research
continues.
Consequences Resulting From Missed Principal Objective: Loss of research time and potential losses in
research due to experimentation alterations and or delays.
107
Stakeholder Name: The Project Team Key Stakeholder (Y/N): NO
Interests: Project team is interested in completing this project to the satisfaction of the client (Dr. Lipsett) and the
team’s supervisor (Sami Fahmy). The team is also looking to gain experience in the field of project management
and to further develop each member’s skills.

Updates upon completion of tasks Team Meetings take place every Stakeholders have a busy schedule
and advanced notice of difficulties Monday at 5:00 pm. Any additional limiting availability for meeting
and prompt circulation in new meeting must scheduled well in making efficiency a priority.
information. advance and take place at the
University of Alberta (ETLC).
SWOT Analysis
Together, the teams represents a great deal of knowledge and experience and are proficient
Strengths:
communicators and problems solvers
Weaknesses: Varying schedules make holding additional meetings difficult.
The team stands to benefit from this project primarily through the acquiring experience and
Opportunities:
expanding our references.
Threats: Failure to accomplish goals will lead to loss or reputation and academic standing.

The stakeholders, being the project team, collectively control the quality of work that is done. Our experiences,
thoughts, and ideas will shape every aspect of this project in an attempt to provide a high quality finished product.
The project team members are all held accountable to each other and the project manager to meet the needs of
the team and client.
Stakeholder Expectations Management (Key Stakeholders only):N/A

Consequences Resulting From Missed Principal Objective:
108
Stakeholder Name: Undergraduate Mechanical Engineering Students Key Stakeholder (Y/N): NO
Interests: The undergraduate mechanical engineering student’s interest in this project revolves around their
productivity remaining unencumbered. The students are to be minimally affected by the move and in no way is
their safety to be compromised. The new laboratory must not create any noise that may affect students learning in
class room or study areas.

None of the undergraduate students This stakeholder group represents a
have expressed any need or desire large number of individuals, it is
N/A
to be informed of the about planning nearly impossible to all of them..
progress or direction
In Person Meeting (Y/N): YES Telephone (Y/N): NO E-mail (Y/N) : NO
SWOT Analysis
Students represent a great deal of knowledge and can be polled for ideas, concerns, and
Strengths:
constraints.
Weaknesses: Their numbers will make them difficult to survey.
Opportunities: Future labs in which they can utilize for their research.
Threats: Disruption to the students can hinder their productivity.

The stakeholder group must be affected as little as possible. The arrangement of the lab must ensure that the
limited study and classroom space in the Mechanical Engineering building is not affected by laboratory noise.
Students must also be able to access the laboratory in the event teachers or researchers are T.A’s for their
respective courses.

Consequences Resulting From Missed Principal Objective
109
Stakeholder Name: Researcher’s/Professors Using the Laboratory Key Stakeholder (Y/N): YES
Interests: This stakeholder group requires a well equipped laboratory which allows them to experiment and
conduct analysis in a comfortable atmosphere. They expect that the new laboratory will not be unfamiliar to them
and that it is a safe place to work and study. This stakeholder group must also not be greatly affected by the
migration. The plan must accommodate their schedules and experiments.

They require no updates or This stakeholder group is extremely Stakeholders have a busy schedule.
communications on a regular basis. busy and do not require meetings.
They need only to be given
specifics.
In Person Meeting (Y/N): YES Telephone (Y/N): NO E-mail (Y/N) : YES
SWOT Analysis
Stakeholder group represents a great deal of knowledge and experience. The stakeholder will
Strengths:
also provide details regarding their needs to help successfully plan the move and laboratory.
Weaknesses: Contact and consultation will be difficult.
Opportunities: A laboratory and migration which accommodates their schedule and research needs.
Threats: Failure to accomplish goals could lead to loss of research time and quality.

This stakeholder group’s requirements must be met as they work for the project team’s client Dr. Lipsett. Their
needs will help to define the true project scope as well as every aspect of both the laboratory layout plan and
migration plan.

The stakeholder group requires a plan that does not affect their research projects or education. Their equipment
must be moved safely and securely during a research phase that allows for it to be moved.

Key Stakeholder Interests: A smooth transition into the new laboratory
Key Stakeholder
A fictional ergonomic laboratory
Priorities:
Principal Objective: Plan a functional laboratory and migration that meets the needs of the researchers
Consequences Resulting From Missed Principal Objective: Loss of research time and potential losses in
research due to experimentation alterations and or delays. Long term research inefficiency.
110
Stakeholder Name: Mechanical Engineering Technicians Key Stakeholder (Y/N): NO
Interests: The provide the team with an idea of what assistance and resources will be made available and can be
used during both the planning and actual moving portions of this project.

No communication is needed. In person during working hours at Stakeholder has a busy schedule
Details regarding the schedule and the University of Alberta. limiting availability for meeting
plan will need to be communicated. making efficiency a priority.

SWOT Analysis
Strengths: Experience with similar laboratory relocation will allows for better planning.
Stakeholder group has a busy schedule and requires advanced notice to address
Weaknesses:
questions/concerns.
Opportunities: Stands to benefit from project primarily through the gaining experience.
Threats: N/A

This stakeholder group will affect the scheduling of the project. They will, from a technical and equipment
perspective, inform the project team of what can and can’t be done with the resources available to them.

111
Stakeholder Name: Dr. Glen Thomas Key Stakeholder (Y/N): NO
Interests: Dr. Glen Thomas is interested in minimizing the impact of the laboratory and migration and the
individuals that us the Mechanical Engineering building. He also interested in what is required from him so he can
find time to assist the team in the planning process. Dr. Thomas would be interested in dealing with any
discovered deficiencies with respect to infrastructure to meet the needs of the researchers and professors.

No communication is needed. In person Thursdays during working Stakeholder has a busy schedule
Details regarding the schedule and hours at the University of Alberta. limiting availability for meeting
plan will not to be communicated. making efficiency a priority.

SWOT Analysis
Strengths: Experience with similar laboratory relocation and with administration at the University of Alberta.
Weaknesses: Bust Schedule.
Opportunities: N/A
Threats: N/A

This stakeholder will have a minimal effect on the project provided that the rules and regulations outlined in the
University Calendar are adhered to. He is willing to address any infrastructure deficiencies that the project team
encounters to provide researchers with the best possible lab.

112
Stakeholder Name: Roger Marchand Key Stakeholder (Y/N): NO
Interests: Roger Marchand interests include knowing well in advance specifics relating to the logistics and scheduling of
the movement of the large mill. He expects the scheduling will not affect his ongoing commitments and activities.

No communication is needed. Some In person during working hours at Stakeholder has a busy schedule
Details regarding the schedule and the University of Alberta. limiting availability for meeting
be communicated. making efficiency a priority.

SWOT Analysis
A great Deal of experience with similar laboratory relocation and with administration at the
Strengths: University of Alberta. Roger Marchand will also be able to provide attritional resources in the
form of advice, personnel and equipment.
Weaknesses: Bust Schedule.
Opportunities: N/A
Threats: N/A

This stakeholder will not affect the scheduling of the project. The scope of the project may deviate somewhat
based on the experience and recommendations of Roger Marchand. His advice will determine some specific
details regarding the organization of the new laboratory.

113
Stakeholder Name: Professors Allocated Dr. Lipsett’s Old Laboratory Key Stakeholder (Y/N): YES
Interests: The professors which need Dr. Lipsett’s old laboratory space are primarily concerned with scheduling.
The space is to be provided according to the date agreed upon. The lab space is also to be usable; it should
retain its entire infrastructure and be “ready to move”.

No communication for the
stakeholder has been requested. N/A N/A

Meeting (Y/N): NO Telephone (Y/N): NO E-mail (Y/N) : YES
SWOT Analysis
Strengths: N/A
Weaknesses: N/A
Opportunities: Stands to benefit from project by being provided with a clean ready to use lab.
Missing the relocation deadline could hinder other University research programs as well as
Threats:
the stakeholders’

The stakeholder influence on the project is minimal. The only affect is the state the old laboratory must be left in
as well as the delivery date of the old laboratory.

Key Stakeholder Interests: The old lab space is clean and has all preexisting infrastructure
Key Stakeholder
Schedule adherence.
Priorities:
Principal Objective: To relocate and setup a new laboratory according to the agreed upon schedule
Consequences Resulting From Missed Principal Objective: Interruption to research, loss of research time,
and possible experimentation damage.
114
Stakeholder Name: Guests/Visitors To The Mechanical Engineering Building Key Stakeholder (Y/N): NO
Interests: This stakeholder group represents future students and their families as well as potential investors and alumni.
They are interested in viewing the building without being hindered by the move. Visitor safety is paramount and will not be
compromised.

No communication is needed.
Details regarding the schedule and
N/A N/A
plan will not need to be
communicated.
In Person Meeting (Y/N): YES Telephone (Y/N): NO E-mail (Y/N) : NO
SWOT Analysis
Strengths: N/A
Weaknesses: Stakeholder group may slowdown or interfere with migration.
Opportunities: N/A
The migration involves heavy equipment and Guests/Visitors present a liability when in the
Threats:
vicinity.

This stakeholder group will affect the scheduling of the project. I there is a major open night or alumni function the
move will need to be conducted around those events.

115
Stakeholder Name: Vendors and Suppliers Key Stakeholder (Y/N): NO
Interests: This stakeholder group will be provide various materials and services and will need to be informed of the
schedule well in at advance to provide them with organizational time.

No communication is needed.
Details regarding the schedule and N/A N/A
plan will be communicated.

In Person Meeting (Y/N): NO Telephone (Y/N): YES E-mail (Y/N) : YES
SWOT Analysis
Strengths: They will be able to provide suggestions and estimates for certain aspects of the project.
Weaknesses: Associated cost may be outside of our working budget.
Opportunities: To provide the mechanical engineering staff with future services
Threats: Schedule threatens this stakeholder group, advanced notice is required by them.

This stakeholder group will affect the scheduling of the project. Some of the services and materials needed during
the migration and lab setup may affect laboratory commissioning. The scope may also be affected as their
services may provide many of the new labs requirements.

116
Team #1 – Personnel Listing
Shannon MacDonald
Project Manager
MEC E
Mk Nimesh
Devil’s Advocate
Engg. Mgmt.
Luke Glistak
Team Member
MEC E
Sean Hodgson
Team Member
ECE
Anand Rohit
Team Member
ECE
117

Phase II Report 2 FINAL

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Phase II Report 2 FINAL

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Eng M 530 – Engineering Project Management

Laboratory Development Project

1. Detailed Scope Statement

2. Work Breakdown Structure

WBS is a deliverable oriented hierarchical decomposition of work to be executed,

3. Detailed Statement of Work

4. Work Package Dictionary

5. Scope Management Plan

6. Quality Management Plan

7. Human Resources Plan

9. Risk Management Plan

10. Risk Register

11. Communication Management Plan

12. Gantt Chart

13. Cost Management Plan

14. Estimate for Entire Project

15. Simple Flow Diagram

16. Project Charter Comparison

As the laboratory development project reaches completion of the planning phase

17. Proposed Laboratory Layout

A proposed layout of MEC E 1-38 has been created. Laboratory dimensions,

18. Lessons Learned

20. Stakeholder Register

Project Name: Laboratory Development Project

1.2 Project Objectives

1.3 Product Scope Description

The finished product will be a research facility or laboratory used by up to a total

1.4 Project Scope Description

1.5 Project Boundaries

The project management team at Chrome Engineering will be responsible for

1.6 Project Deliverables

1.8 Project Constraints

1.9 Project Assumptions

1.10 Initial Project Organizations

1.11 Initial Project Risks

1.12 Schedule Milestones

• Project Definition (Mar. 7)

• Intermediate report outlining the work in progress (Mar. 23)

Format will be the same as the final report.

• Final Report containing the migration plan. (April. 11)

Comprehensive Project Plan – Summary of Subsidiary Plan

1.13 Fund Limitation

1.14 Cost Estimate

1.15 Project Configuration Management Requirements

1.16 Approval Requirements

1.17 Project Success Factors

Figure 1 – Work Breakdown Structure 20

3.2 Layout Plan

A layout plan clearly showing proposed configuration of MEC E 1-38 will be

3.3 Dirty Area

̵ Oil sands experimentation setup: Oil sand experimentation equipment will be

̵ Solder station: Solder station will be shifted to MEC E 1-38 and

̵ Milling machine: Milling machine will be shifted to MEC E 1-38 and

3.4 Clean Area

̵ Network / Communication infrastructure: Network / Communication

̵ Other miscellaneous infrastructure: Other necessary infrastructure required

3.6 Transportation Means

̵ Packaging materials: Packaging materials required for covering the

̵ Equipments for facilitating movement: Equipments and materials required for

Responsible Organization or Individual Interdependencies

Lab technicians, Bee-clean cleaners 3 Days

Work Package MEC E 1-38 should be cleaned to remove all non-essential

Acceptance Criteria • Approval of Dr. Lipsett.