PROJECT MANAGEMENT PLAN

for the Design of the Proposed

Five (5) Storey AMH Office Building

Final Project in CE 297:

Engineering Project Development and Management

By:
Jenna Carmela C. Pallarca
Student No.: 2015-89881
 TABLE OF CONTENTS

I. INTRODUCTION .............................................................................................................................. 1
II. PROJECT MANAGEMENT APPROACH ............................................................................................. 1
III. PROJECT SCOPE .............................................................................................................................. 1
IV. MILESTONE LIST ............................................................................................................................. 2
V. WORK BREAKDOWN STRUCTURE .................................................................................................. 2
VI. CHANGE MANAGEMENT PLAN ...................................................................................................... 3
VII. COMMUNICATIONS MANAGEMENT PLAN .................................................................................... 3
VIII. COST MANAGEMENT PLAN ............................................................................................................ 3
IX. PROCUREMENT MANAGEMENT PLAN ........................................................................................... 4
X. PROJECT SCOPE MANAGEMENT PLAN ........................................................................................... 4
XI. SCHEDULE MANAGEMENT PLAN ................................................................................................... 4
XII. QUALITY MANAGEMENT PLAN ...................................................................................................... 5
XIII. RISK MANAGEMENT PLAN ............................................................................................................. 5
XIV. STAFFING MANAGEMENT PLAN..................................................................................................... 5

APPENDIX A - WORK BREAKDOWN STRUCTURE

APPENDIX B - PROJECT BUDGET
APPENDIX C - RISK REGISTER

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 PROJECT MANAGEMENT PLAN FOR THE DESIGN OF THE
PROPOSED FIVE (5) STOREY AMH OFFICE BUILDING

I. INTRODUCTION

AMH Philippines, Inc., an engineering consultancy firm operating since 1999, has been leasing on
several office spaces in Metro Manila. Since the early 2000s, AMH settled on renting rooms inside
Ang Bahay ng Alumni Building in the University of the Philippines Diliman. It started out with
renting one room for less than twenty people to about eight rooms for approximately one
hundred staff. On 2016, AMH expanded the number of engineers and leased a property for two
years in Teachers Village, which they envisioned to be acquired thereafter. This new office has
then been assigned to twenty engineers.

With the current physical and organizational setup AMH, the employees and principal engineers
are experiencing communication and mobilization problems since the opening of the new office
in Teachers Village. As proposed in several board meetings, the management is planning on
acquiring this property and converting it to an office for AMH. The envisioned office building shall
solve the facility and communication issues that rose from the different office locations.

Presented in this document is the project management plan for the design of the proposed Five
(5) Storey AMH Office Building in Teachers Village. This shall define how the design project shall
be executed, monitored, and controlled. This project management plan shall set the approach
used by the project team to deliver the design of the proposed AMH Office Building.

II. PROJECT MANAGEMENT APPROACH

The President shall serve as the project manager and shall have the overall authority and
responsibility in managing and executing the project in line with this Project Management Plan.
The project team shall consist of lead professionals that would design the building, and its
subsequent facilities: architect, structural engineer, sanitary, electrical, mechanical engineers and
an IT professional. The lead professionals shall be further supported by several engineers in AMH;
they shall be reporting to their corresponding lead professional throughout the duration of the
project. The lead professionals shall then be reporting to the President regarding the progress,
performance, and costing of the project. The President shall report the overall progress to the
Board Members. The funding decisions shall be made by the Board Members.

III. PROJECT SCOPE

The scope of the project includes the planning and design of the office building. It involves the
project team meeting with the stockholders for the conceptualization of the office building. The
project team shall then prepare several design options for stockholders approval. The design shall
include architectural, structural, plumbing, sanitary, electrical, and mechanical design of the
building, as well as proposed construction schedule and cost.

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IV. MILESTONE LIST

The table below presents a summary of the major milestones for the design of AMH Office Building
project. A more detailed timeline is presented on the Project Schedule and Work Breakdown
Structure part of this Project Management Plan. In cases of delays that may affect the milestone
date, the President must be informed immediately in order to create measures and adjustments
to mitigate further delays.

Table 1. Milestone List

Milestone Description Date
Project Start The project shall start on the first meeting of the project 1 June 2017
team with the stockholders.
Conceptual Design The project team shall prepare several design schemes for 7 June 2017
presentation to the stockholders.
The stockholders shall choose the final design among the 7 July 2017
schemes presented.
Detailed Design The project team shall prepare the detailed design for the 14 July 2017
building.
Scheduling and Once the design has been finalized, the team shall prepare 14 October
Costing the proposed scheduling and costing for the construction of 2017
the building.
Final Presentation The detailed design, schedule, and cost shall be presented 14 November
to the stockholders for final approval. 2017
Finalization of Design After the final approval of the stockholders, the project 21 November
Drawings and team shall prepare the final design drawings and other 2017
Documents documents for construction.
Turnover to The project team shall turnover the design drawings and 1 December
Construction Team construction documents to a separate team for the 2017
construction phase of the building. This also signifies the
closure of the design project.

V. WORK BREAKDOWN STRUCTURE

The Work Breakdown Structure (WBS) for the proposed AMH Office Building project is comprised
of work packages with a total of six (6) months of work. The work packages were discussed among
the project team members and stockholders. The project schedule was derived from the WBS with
inputs from all team members. The schedule was reviewed and approved by the stockholders. The
project schedule shall be recorded electronically in the Management Information System (MIS)
database, and shall be updated by the lead professionals.

Any proposed change in schedule shall follow the change control process. The President shall
determine the impact of the change on the schedule, cost, resources, scope, and risks. Should the
change exceed the boundary conditions, it shall then be forwarded to the stockholders for review
and approval. Once the change has been approved, it shall be documented and updated by the
lead professionals.

The Project Work Breakdown Structure is shown in Appendix A.

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VI. CHANGE MANAGEMENT PLAN

The following steps should be taken if a project team member proposes a change:
1. The team member shall send out a formal letter to his/her lead professional regarding a
change. All other members of the team should be sent a copy of the letter.
2. The lead professional shall review the change request and shall log it in the change request
register in the MIS.
3. The lead professional together with the president shall review the impact of the change in the
schedule, cost, quality, and risk.
4. The President may either approve or disapprove the change.
5. The change shall be implemented once approved. The lead professional shall update the
schedule.

VII. COMMUNICATIONS MANAGEMENT PLAN

This communications management plan shall set the structure and guidelines for communications
throughout the project. Below is the communications matrix that maps the communication
requirements of the project among team members and stockholders.

Table 2. Communications Matrix

Communication Description Frequency Format Participants / Deliverable Owner
Type Distribution
Initial Meeting Meeting to One time In President, None President
inform the Person Stockholders,
project team of Project Team
the Leaders (Lead
requirements of Professionals)
the stockholders
Weekly Project Meeting to Weekly In Project Team Weekly Project
Team Meeting update of Person Leaders, Status Team
project status Project Team Report Leaders
Members
Stockholder Review of As needed In President, Design President
Review conceptual Person Stockholders, Drawings
design, detailed Project Team
design, final Leaders
design

VIII. COST MANAGEMENT PLAN

The President shall be responsible for managing the project cost throughout the duration of the
project. He shall be reporting to the stockholders on the cost performance during the monthly
Board Meeting. The stockholders shall approve any cost deviations.

The projected budget for the project is attached as Appendix B.

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IX. PROCUREMENT MANAGEMENT PLAN

The President shall be responsible for the approval of the suppliers/consultants selected by the
project team leads. Once approved, the suppliers shall undergo accreditation through the
Administrative Office of AMH.

X. PROJECT SCOPE MANAGEMENT PLAN

The scope is defined in the Scope Statement, and WBS. The scope management shall be the
responsibility of the President. The President shall monitor and measure the project scope
including the quality and work performance. Scope changes shall follow the change management
plan.

The stockholders shall formally approve the projects final deliverable which include the design
drawings and documents.

XI. SCHEDULE MANAGEMENT PLAN

The project schedule shall be created by the President together with the project team leaders.
They shall set the deadlines for the activities and deliverables identified in the WBS. Activity
sequencing shall be developed to determine the critical path of the project.

Once set, the preliminary schedule shall be inputted in the MIS, regularly reviewed, updated, and
monitored by the project team. The stockholders shall review and approve the schedule for base
lining.

The following are the roles and responsibilities of the project team members:
1. The Project Team Leaders shall prepare the activities, sequencing, estimate of duration and
resources with the project team.
2. The President shall discuss with the Project Team Leaders, and review and approve the
preliminary schedule. The President shall also present the schedule to the stockholders.
3. The rest of the Project Team shall participate in the preparation of the project schedule by the
Project Team Leaders. They shall validate the proposed schedule and perform the assigned
activities once the schedule is approved.
4. The stockholders shall review the schedule and approve the schedule.

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XII. QUALITY MANAGEMENT PLAN

The quality of the deliverables is ensured through the standard review process of AMH:
1. Peer review. After completing a draft of the deliverable, the project team member shall have
it reviewed by another team member.
2. Lead review. The lead professional shall then check the reviewed deliverable.
3. Technical Review Board (TRB). The project team member and lead professional shall ask for a
review from another individual/party outside the team. He/she/they are then assigned as the
TRB.

4. After undergoing the reviews, the team shall revise the deliverable as commented by the Peer,
Lead, and TRB. The revised deliverable shall then be presented to the President.

XIII.RISK MANAGEMENT PLAN

The risk management approach for this project includes the identification of the risks involved,
and the scoring and ranking of these risks according to their impact on AMH and on the project.
The team shall proactively identify risks ahead of time in order to adjust and mitigate any delays
or issues that may arise due to these risks.

The Risk Register for this project is provided in Appendix C.

XIV. STAFFING MANAGEMENT PLAN

The table below shows the project team members roles and responsibilities.

Table 3. Project Roles and Responsibilities

Role Responsibilities Participant(s)
Stockholders - ultimate decision makers Board Members
- provide requirements for the project AMH Shareholders
- review final design, construction
budget, and timeline
- approves allocation of funds
Project Manager - over-all manager for the project President
- liaison to the stockholders
- obtain updates from team leaders
- manage project budget
- approve changes/variations in the
project
- approve the final output prior to
stockholder presentation

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 Role Responsibilities Participant(s)
Team Leaders - report progress and issues to the Lead Architect
President Lead Structural Engineer
- direct the team members Lead Sanitary Engineer
- supervise technical work Lead Electrical Engineer
- review draft design Lead Mechanical Engineer
- lend expertise and guidance to team
members
Design Team - prepare the calculations, design, and Support Architect
Members drawings Support Structural Engineer
- provide initial review of team Support Sanitary Engineer
members work Support Electrical Engineer
- report progress and issues to the team Support Mechanical Engineer
leaders CAD Operator

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APPENDIX A WORK BREAKDOWN STRUCTURE

AMH BUILDING DESIGN

1. Initial Meeting 2. Conceptual Design 3. Detailed Design 4. Costing 5. Construction

1.1 2.1 3.1 4.1

Statement of Conceptualization Finalization of Preparation of 5.1
stockholders of design schemes architectural cost estimates Preparation of
requirements drawings For Construction
Drawings
2.2 4.2
Preparation of 3.2 Stockholder
architectural Preparation of presentation
drawings engineering
designs 4.3
Stockholder
2.3 approval
3.3
Technical review
Preparation of
design drawings
2.4
Stockholder 3.4
presentation Technical review

2.5
Stockholder
decision on final
design

JCCPallarca (2015-89881) Appendix A | WBS

APPENDIX B PROJECT BUDGET

TOTAL COST
NO. DESCRIPTION UNIT UNIT COST QTY.
(PHP)
Professional Fees

1 Lead Architect Lot 80,000.00 1 80,000.00

2 Lead Structural Engineer Lot 80,000.00 1 80,000.00

3 Lead Sanitary Engineer Lot 80,000.00 1 80,000.00

4 Lead Electrical Engineer Lot 80,000.00 1 80,000.00

5 Lead Mechanical Engineer Lot 80,000.00 1 80,000.00

6 Support Architect Lot 50,000.00 1 50,000.00

7 Support Structural Engineer Lot 50,000.00 1 50,000.00

8 Support Sanitary Engineer Lot 50,000.00 1 50,000.00

9 Support Electrical Engineer Lot 50,000.00 1 50,000.00

10 Support Mechanical Engineer Lot 50,000.00 1 50,000.00

11 CAD Operator Lot 30,000.00 1 30,000.00

Miscellaneous

1 A3/A4 Printing Lot 2,000.00 1 2,000.00

2 A1 Printing Lot 3,000.00 1 3,000.00

3 Blue Printing Lot 5,000.00 1 5,000.00

4 Communication Lot 6,000.00 1 6,000.00

5 Transportation Lot 3,000.00 1 4,000.00

GRAND TOTAL 700,000.00

JCCPallarca (2015-89881) Appendix B | Project Budget

APPENDIX C Risk Register

RISK LEVEL LIKELIHOOD

RISK MITIGATION STRATEGY
(L / M / H) OF EVENT
Exceed amount of work High Certainty - Weekly meetings
hours allotted - Proper work supervision
- Quality management through
reviews
Exceed project schedule High Certainty - Review timeline on weekly
meetings
- Risk management
Physical location of High Certainly - Collocate team members
team prevents effective - Communications plan
communication - Weekly meeting
Delayed submission of Moderate Likely - Hire more competent
subcontractors subcontractors based on AMH
(Mechanical and subcontractor evaluation
Electrical Engineers) records
No proper Moderate Likely - Prepare standard forms to be
documentation (MOM, recorded
review made, timeline,
budget, etc.)
No proper review of Moderate Likely - Allot enough time for review
designs process
- Weekly meetings
Project Team availability Moderate Likely - Weekly meeting time and
venue should be fixed
Incompetent team Low Unlikely - Check HR competency
member assessment and performance
evaluation records before
forming team

JCCPallarca (2015-89881) Appendix C | Risk Register