Project Implementation Plan

PROJECT IMPLEMENTATION PLAN

This document includes:
1. PROJECT ACTIVITIES
2. PROJECT IMPLEMENTATION SCHEDULE
3. HR MANAGEMENT PLAN
4. MONTIRING AND EVALUATION PLAN (M&E PLAN)
5. RISK MITIGATION PLAN
6. COMMUNICATIONS MANAGEMENT FRAMEWORK
Project management consultant will provide independent and regular management support
to. All project activities will be managed and monitored in accordance with the PMBOK
project management approach and framework and the Project Management Plan. The
associated consultant team, task assignments, and project organizational chart correspond
to the WBS for the project duration of 12 months for the timely execution of deliverables
and efficient project management.
Project Activities
1- Prequalification of Contractors
Description of Activity
The first step in the procurement process is the prequalification of contractors. To start the
prequalification process, PMC worked with EMC, PMU on developing and issuing the
prequalification advertisements in local and international newspapers, and on finalizing
and uploading the Prequalification (PQ) document for eight contracts in 78 tehsils onto
PMU’s website. EMC produced a first draft and PMC worked on revising and refining the
document—each in line with its scope of work; FMC focused on the financial aspects
of the document, and PMC worked more on the technical as well as on the general aspects
of the document. A final revision of the document was issued after PMU Project Director
final review.
The PQ document consists of the following sections:
1. Prequalification procedures—including instructions to applicants; datasheet with
specific provisions specific to this prequalification; qualification criteria and
evaluation methods; application forms; and eligible countries.
2. Requirements—including scope of contract and information on major contract
components, quantities, construction methods, key personnel and equipment
requirements, and implementation timeframe.

1|P age
 Project Implementation Plan

2- Selection of Sites
Description of Activity
PMC will support the EMC in selecting the villages/sites in each tehsils through working
together on a selection process that entails the following:
1. Screening through available PHED functional RWSS data including water quality
data for 78 tehsils for 1,743 schemes. Due to the short implementation timeframe,
the EMC is also referring to UNICEF water quality data. The latter includes
chemical, physical and biological quality, and yield/availability parameters. PMC’s
hydro geologist, water quality expert and water treatment expert will examine
all data and advise on the best approach to using them in the site selection process,
taking into consideration their level of accuracy, and the types of economic and
livelihood activities that might have negative impacts on water quality parameters
and potential contamination.
2. Another set of data that the EMC will refer to for the selection process involves
environmental and socioeconomic parameters in every scheme. Previous
experience and available schemes is another aspect that provides insights on land
acquisition requirements and possible resettlement issues, the sustainability of
schemes, and the challenges and lessons learned in specifying selection criteria.
PMC’s environmental specialist and community engagement specialist will work
with the EMC on verifying and examining the information. This will require a
number of visits to the sites by PMC’s local team. They will also examine
active environmental and other relevant legislation, and identify pertinent
international guidelines to ensure that they are all taken into consideration.
3. Based on the said data and information, PMC, in coordination with PMU and other
stakeholders as required, will support EMC in specifying site selection criteria in a
consultative and participatory process.
4. Once the scheme and sites are selected, the EMC will carry out environmental and
social screening and impact assessments to ensure that a proper Environmental and
Social Management Plan (ESMP) is developed to guide the environmental and
social requirements in the tender documents. PMC’s environmental team will
review the ESMP and ensure that all such guidelines are ready for the tender
documents. This will require the local environmental specialist to carry out a
number of field visits to validate the work of the EMC.

2|P age
 Project Implementation Plan

3- Engineering Design and Tender Documents

Description of Activity
PMC’s role with regard to engineering design will require the water quality and treatment
team to work closely with the EMC on reviewing the design parameters, the proposed water
sources and treatment options and advise on their suitability in terms of technology,
potential economies of scale, O&M requirements and associated costs.
As an approach to simplify and expedite the design and construction processes, modular
and standardized on-site water dispensing units designs are proposed such that a Bill of
Quantities (BOQ) is prepared by the EMC to cover groundwater sources/wells and the type
of treatment technology required in each scheme, taking into consideration capacity
requirements, and avoiding pipe networks. This covers all treatment options for sweet,
water, brackish water, water with high fluoride, and/or water with chemical contaminants
such as Arsenic. A preliminary cost-effectiveness analysis will also be carried out for
possible options per site, to inform the financial viability analysis and support the decision
on types of treatment and modular solutions required. Ultimately, Reverse Osmosis (RO),
Ultrafiltration (UF), de-fluoridation, Electro dialysis Reversal (EDR), ion exchange and
other treatment modules will be the bases for modular BOQs identified based on water
quality, capacity information and cost-effectiveness analysis for each site, and covering
civil, electrical and mechanical design aspects. Those along with geographical,
environmental, social and other factors will be taken into consideration in packaging the
tehsils into contracts.
PMC will also ensure that local acceptance of proposed solutions is taken into
consideration during the design phase, such that sustainability factors are instituted at the
onset.
In terms of O&M requirements, the EMC will take into consideration that contractors will
be responsible for operating and managing the schemes for at least five years after
commissioning. The conditions of contract and O&M contracting templates will be
prepared by EMC and reviewed by PMC’s sustainability and institutional transformation
experts. A key consideration will be the potential to engage local entrepreneurs in O&M
activities. This assessment will also identify required O&M costs and ensure that they are
commensurate with the proposed solutions. PMC’s team will also propose financial options
related to credit, finance, tariff structure and cost recovery, generally - to advise on longer
term sustainability (beyond the five year O&M period).

With all pertinent capital and O&M costs identified and vetted over the short, medium and
long term, PMC’s water economist will develop a model to assess the financial viability of
3|P age
 Project Implementation Plan

proposed solutions based on relevant indicators such as the financial internal rate of return
(FIRR) and the Net Present Value (NPV) of the different options. To complement this,
a cost-benefit analysis will be done to assess the welfare change. The analysis will take
into consideration opportunity costs; long-term perspectives; and monetized economic
performance indicators, in order to inform the choice of implementation options.

The EMC will also assist in preparing the tender documents in parallel with working on the
engineering design, O&M requirements and cost-benefit analyses. PMC will ensure that
the EMC is preparing the documents in line with applicable Pakistani procurement
guidelines, rules and regulations, and international best practice. The proposed approach
to procurement is based on a “single envelope” tender in which bidders will not need to
submit a separate technical bid, which is intended to ensure the procurement process is
quicker and more transparent. The basis of selection of preferred bids will be the lowest
price that complies with the tender requirements. PMC will ensure that tender documents
include technical specifications, engineering drawings and BOQs, environmental and
health and safety requirements as applicable, contract templates based on applicable
FIDIC standards, provisions for bid security, performance guarantee and advance payment
security, and clear requirements for scheduling of works, implementation plan and
penalties for non-conformance in each works package, and funding requirements and
associated expenditure schedules.
4- Bidding and Contracting
Description of Activity
With the tender documents ready for issuance, PMC will work closely with the EMC to
ensure that they carry out the tendering process according to schedule. This includes:
1. Issuing the invitations to tender and tender documents to shortlisted contractors;
2. Holding pre-bid conferences;
3. Responding to requests for clarifications;
4. Preparing bid evaluation criteria;
5. Carrying out bid evaluations for every contract.
PMC’s procurement team will support the EMC in carrying out all the above listed
processes, review and validate bid evaluations, and prepare a final bids evaluation report
to reaffirm the selection of preferred contractors for each contract. Based on the outcomes
of the evaluation, PMC will also recommend implementation work plans and schedules
and establish performance criteria for the EMC. Such work plans and performance
criteria will take into consideration the strict timeline proposed for the project.

4|P age
 Project Implementation Plan

PMC’s procurement specialist and project management specialist will support the
contracting process ensuring that each group of tehsils and associated FIDIC contract
template is setup and covers at least the following elements:
1. Civil, electrical and mechanical aspects of the works, including automation
requirements related to installation of wells; treatment plants; disposal of plant waste;
other miscellaneous structure such as walls/fences/etc.; water distribution points; etc.;
2. Timeframe for completion of works and successful operation of the wells, water
treatment plants and water distribution pints (O&M period of five years);
3. Implementation of ESMP and obtaining the necessary permitting and licensing from
the
Punjab EPA.
4. Preparing an O&M manual and training the client’s staff and other relevant stakeholders.
5- Construction, Supervision, Commissioning, and Defects Liability
Description of Activity
A standardized system for supervising construction, works measurements, and quality
control will be established. Specifically, PMC’s team of project management,
procurement and construction supervision engineers will carry out the following tasks:
1. Procurement Plan:
a. Support PMU and EMC in updating the procurement plan(s);
and
b. Advise on the procurement of goods and services in general.
2. Construction Supervision:
a. Support the process of reviewing and approving the contractors’ construction
schedules after the EMC and ensuring their continuous updating to cover all steps
of construction including mobilization of drilling and other equipment, materials
and workers; pump tests, water sample testing and selection/verification of water
treatment options; capping; purchasing and installation of water treatment units;
construction of pump house and other works; and construction of water dispensing
units; and associated works; etc;
b. Review and advise on the contractors’ and EMC’s quality assurance/control program;
c. Support PMU in ensuring that construction supervision activities are carried
out in conformance with good practices and using agreed upon templates and
protocols;
d. Carry out random visits and spot checks to the different construction sites to
validate information provided by the contractors and EMC including construction
5|P age
 Project Implementation Plan

progress; contract compliance; possible slippage; potential adverse conditions and

delays; potential variation claims and supporting payment claims/certificates; and
adherence to environmental and social management plans and safety and health
requirements including and not limited to social inclusion, child protection and
human trafficking prevention measures;
e. Optimize the flow of submittals between the contractors, EMC and PMU, and
support the process of improving the quality of contractors’ submittals;
f. Support PMU in deciding on additional investigations requested by contractors
and/or EMC and whether they are warranted technically, financially and in terms
of timeline;
g. Report on construction progress and status on a regular basis and develop associated
procedures, templates, checklists and protocols;
h. Assess the possibility of using remote technology to conduct rapid, on-time
evaluation of quality monitoring.
3. Contract Management:
a. Support PMU in ensuring proper contract management on the part of the
EMC including contract administration, settlement and processing of claims,
dispute resolution, and verification and recommendation of payment or non-
payment of Interim Payment Certificate (IPC), streamlining the IPC process,
establishing prices of new items not included in contract agreements, and
processing time extensions and/or variation orders;
b. Ensure that performance based evaluation criteria are used for monitoring the
progress and quality of services/goods—having direct impact on payment.
4. Commissioning and Defects Liability Period:
a. Support PMU in making sure that the contractors have completed construction and
testing according to contract and specifications;
b. Ensure that EMC is overseeing commissioning of facilities including testing,
flushing and disinfection of pipes, reservoirs, wells and pumps as well as
preparation of manuals and as-built drawings and specifications;
c. Ensure that proper provisions are being undertaken by EMC for a six-month
defect liability period for defect rectification, including payment holdbacks until
the period passes, according to contractual terms and conditions.
6- Sustainability and Institutional and Sector Reform
The key challenge in successfully providing rural water supplies lies in ensuring their long
term sustainability. By this is meant 20 to 30 years of continuous reliable water service.
6|P age
 Project Implementation Plan

Normally this requires a combination of support from both the community AND local
government or water department. International practice has demonstrated that the essential
ingredients are (1) the community taking responsibility for small repairs and maintenance,
(2) continued government monitoring and support for major repairs, (3) low energy
technology that is simple in design and operation while not requiring imported spare parts,
and (4) community need for the clean water.
This project is unique in many respects. Punjab’s desperate need for clean potable water is
widespread but its availability across the province is uncommon. Most available water
is brackish and/or contaminated and thereby unfit for drinking. Its salts and other
contaminants require complex treatment processes to remove. PMU as an implementing
agency is new, in its nascent stage of development and inexperienced in rural water
program delivery. For scheme sustainability it is having to depend on its contractors
providing O&M during the first year of scheme operation.
The demand for services is as urgent as it is overwhelming. Some 23% of Punjab’s 8.1
million rural population are to be supplied under extremely tight deadlines. This
procurement rounds are to complete construction of 100% of schemes in seventy eight
tehsils within 12 months. To achieve this, the program is relying on modular stand-alone
schemes that can be replicated across hundreds of villages within months, not years.
Meaningful productive community engagement will be extremely difficult to achieve.
Strengthening PMU as an institution that can provide the necessary monitoring and support
will also be difficult. All of this points to early scheme failure soon after government tires
of providing for O&M of the thousands of schemes and decides that that it can no longer
afford it.
Yet there are measures that can be taken that can lead to sustainability. They
are:
1. Choice of the least complex technical options that achieve adequate treatment but
are still appropriate in the rural village context;
2. Strengthening community engagement early in the project cycle and continue it
through construction thereby establishing ownership and creating a sense of
responsibility that will eventually lead to acceptance of paying tariffs for the water;
3. Designing and implementing an effective long-term O&M capability that involves a
combination of PMU, local government and the community;
4. Using local entrepreneurs as the base of a private sector O&M system that are
contracted by local government or directly by the community organization itself;

7|P age
 Project Implementation Plan

5. Establishing and supporting a sustainable rural water strategy and policy as distinct
from the urban water supply sector;
6. Recognizing that for most of the Punjab providing 5 l/c-d is a necessary but
short-term solution to the water problem but ultimately will have to be augmented
with up to 20 l/c-d for multiple uses in what may become a dual or parallel quality
water supply;
7. Recognizing that in the long term, institutions will be need to be built and systems put
in place that will provide for at least self-sustaining O&M;
8. While political expediency calls for replicable modules across the Punjab, the
PMU model will need to evolve to incorporate technology and essential sustainability
components that ensure stain ability in the long term.

8|P age
 Project Implementation Plan

PROJECT IMPLEMENTATION SCHEDULE

Proposed Construction Dependent Activity Schedule
The work schedule comprises the following primary activities:
1. Prequalification documentation and shortlisting of contractors
2. Environmental Assessment and Selection of sites
3. Engineering Design and Tender Documents
4. Bidding and Contracting
5. Construction, Supervision, Commissioning, and Defects Liability Period.
6. Capacity Building
7. Institutional and Sector Development for Sustainability
8. Support to Establishing Water Quality Laboratories
9. Project Management
Noteworthy is that the schedule is very tight with no provisions for contingencies or delays.
It is therefore critical that all deadlines are respected by all involved parties. The factors
impacting the successful implementation of the schedule are presented below:
1- EMCs
1. The schedule is based on the assumption that EMCs will be on board, active,
mobilized and start working in September.
2. It is necessary to clarify the EMCs scope of work, especially in what is related
to construction supervision, as this will lead to further delays if EMCs are not
already set to be responsible for construction supervision.
2- PQ Evaluation
1. In the work schedule, there are 10 days allocated to the evaluation of
prequalification applications, and five days to the review and approval of
prequalification evaluations and shortlisting. As the allocated time is very tight
it is essential that the approval process is streamlined and should not extend
beyond the proposed timeline by any of the involved parties. Thus it is
essential that proper planning for that is carried out in advance.
3- Site Selection
1. The schedule is based on the decision to proceed with site selection without
EMCs carrying out specific water quality testing within the selected villages,
rather depending on secondary sources of information.
2. However, this decision may result in risks and delays later on during installation
and construction when actual water testing indicates the needs for treatment units
are substantially different than what was already identified in the feasibility
9|P age
 Project Implementation Plan

studies and engineering design documents. This might lead to redundant

treatment units that remain unused after the completion of all works.
4- Environmental Impact Assessment
1. It is expected that the best way to handle environmental permitting is through
one umbrella EIA (one per contract) instead of a large number of initial
environmental examinations (IEEs) (one for each water supply scheme)..
2. Typically, such a large project will require at least 90 days for an EIA to take
place, especially taking into consideration of the 30 days of consultations with
local communities required. It is important to take the 90 days into consideration
in the implementation plan and schedule.
3. It remains unclear as to who is carrying out the EIA, whether it is the EMC, or
if PMU will separately hire an EIA firm. This should be resolved, either through
including this in the scope of work of the EMC or by taking measures to procure
an EIA firm to avoid any delays in the work schedule. Noteworthy is that if this
requires a new contract, it will definitely mean schedule delays.
4. The proposed schedule is based on the assumption that the EIA will take place
within 90 days as per Pakistani law. It should be noted that, in practice, the
EIA process typically takes longer, presenting risks and delays to the
implementation schedule.
5. The schedule is based on the assumption that the EMCs will be able to finalize
the environmental compliance section for the bidding documents before the EIA
process is completed.
6. It is also assumed, as indicated by the Project director, that PMU will be able
to proceed with the project and engage the contractors and that they will begin
construction prior to obtaining the Pakistan Environmental Protection Agency
(EPA).
5- Review of Submitted Bids
1. In terms of reviewing submitted bids, the above work schedule is based on the
timeline of 15 days for the review process—a tight timeframe that requires strict
adherence.
2. The review and approval timeline therefore needs to be strictly monitored and
enforced to ensure that there are no delays in the approval process and subsequent
construction dependent activities.
3. It is assumed that contract negotiations will not exceed five days for all contracts.

10 | P a g e
 Project Implementation Plan

6- Construction and Installation of Units

In terms of steps for the construction and installation of units, the timeframe is also very
tight. It is therefore essential that there are enough resources— institutional, technical and
financial that allow for carrying out drilling, procurement and installation activities for a
large number of schemes in each contract to take place concurrently.
The proposed schedule for PMC deliverables has been designed to correspond with
the work schedule of PMU and ensure the timely and effective delivery of project
management support to PMU.

11 | P a g e
 Project Implementation Plan

HR MANAGEMENT PLAN:
Human Resource is one of the key elements in implementation of development projects. There
are three major factors, which have pivotal role in execution of schemes under road sector.
These are discussed here under.
a. CONTROLLING AUTHORITY
The Project Management Unit (PMU) will monitor the execution of project as a whole and will
take all necessary decisions to resolve problematic issues, which hindering the implementation
of the project. PMU will take punitive actions against the lower formation if administrative
lapses are occurred during execution phase.
b. EXECUTING AGENCY
This includes the contracting firm, which has been awarded the work and it is fully responsible
for provision of all types of material such as construction material, pipes, equipment, labor and
the machinery at site. The firm is also responsible for development of its technical staff in such
a manner that all construction activity is carried out as per approved work schedule and to
complete the project within the gestation period and as per standard specifications laid down
in the contract agreement. The firm will also be responsible for maintaining de-tour for the
general public/ commuters for their convenience so that construction activity may not suffer.
c. RESIDENT SUPERVISION
PMU will hire the services of consultants for resident type of supervision. The main objectives
of the consulting services would be:-
i. Carry out construction supervision as per best engineering standards.
ii. Monitor project performance and preparation of project completion report.
d. The consultant shall be required to perform the following functions:-
i. The consultants shall be responsible for resident supervision of the work through
qualified gradate Engineer /(s) and other supervisory staff in the respective discipline
with sufficient experience who shall perform their duties with due diligence, efficiency
and in accordance with the sound Engineering practices and consulting standards.
ii. The consultants shall maintain a site office fully equipped.
iii. Monitor the contractor's setting out of the works and verify the accuracy of his work.
iv. The consultants shall assure and certify that the construction materials brought at
site by the contractor and incorporated into the work are properly tested from the
recognized laboratory and comply with the specifications.
v. Ensure that the works are executed according to the plans and specifications and that
all rules and regulations applicable to the work are followed and issue all necessary
instructions to the contractor on behalf of the Engineer lncharge.
12 | P a g e
 Project Implementation Plan

vi. The consultants shall certify each work / bill of the contractor and shall ensure that
the works have been executed In accordance with established standards, criteria and
procedures and as per approved design, drawings, standards specifications, technical
sanctioned estimate and within the provision of contract agreement.
vii. The consultants shall supervise the contractors in all matters concerning safety and
care of work and to advise concerned GM Project on any problem arising in
construction work during its execution.
viii. The consultants shall maintain up to date progress schedules in the form of bar
charts and other appropriate systems indicating the major items of work performed
according to work schedule provided with the contract agreement and approved by the
Engineer lncharge. The consultants shall submit monthly progress report to Senior
Engineer, GM Projects, Deputy Project Director and Project Director pointing out the
deficiencies in the work besides recommending/ suggestion remedial measures.
ix. Assess, keep and regularly update a list of the contractor's construction equipment
and also to ensure compliance with the list of equipment, which the contractor
submitted with his bid or committed subsequently.
x. The consultant shall be 100% responsible for the accuracy of the measurements made
on the work quantities executed by the contractor, certified for payment, and shall
maintain permanent records of all such measurements.
xi, The consultants shall maintain a permanent record of the results of all test made on
materials used in the project utilizing forms as approved by the Engineer lncharge /
Employer.
xii. The consultants shall certify and recommend under his seal, the contractors running
payment and final payment clearly indicating that the quantities of work executed /
recommended are according to specifications , design, drawing, technical sanctioned
estimates and contract agreement.
xiii. The consultant shall keep the record of daily inspection reports and hand them over
to Senior Engineer on fortnightly basis.
xiv. The consultant shall inform the employer / Senior Engineer lncharge of
problems or potential problems, which might arise in connection with the construction,
contract and make recommendations for possible solutions.
xv. Carry out any required revisions in plans and specifications as required by the
Engineer lncharge and prepare all change orders and assist Engineer lncharge in the
negotiation necessary for the execution of the changes. Revision shall only be
encouraged where it can be seen that it improves the project performance.
13 | P a g e
 Project Implementation Plan

xvi. Assist Employees / engineer lncharge with interpretation of drawings and contract
documents, particularly with respect to any disputes with the contractor or other
affected parties.
xvii. Evaluate and make recommendations to the Engineer lncharge for actions to be
taken against all contractors' claims, disputes, time extensions and other changes
outside the scope of work. The consultants shall also provide necessary assistance to
the HUD & PHE in processing of the contractors. Claims even after the completion of
the consultancy agreement.
xviii. Furnish timely assistance and directions to contractors in all matters relating to
ground survey controls, quality control, testing and other matters relating to contract
compliance and progress of the project.
xix. Assurance the receipt of and maintain permanent record of all warranties required
under terms of the contract documents for materials including their sources and
equipment accepted and incorporated in the project.
xx. The consultants shall carry out detailed final inspection of the work and shall
recommend to the GM Projects for issuance of completion certificate stating that the
work has been completed as per design, drawings, standard specifications and contract
agreement.
xxi. Make arrangements for inspection of sites and project office for Employees staff
and ensure that all relevant information is available and up to date progress reports are
provided before site inspections are made
xxii. One month prior to the expiry of the maintenance period of the work, the
consultants shall carryout a detailed final inspection of the work and submit a report to
PMU pointing out the defects, if any, in the work.
xxiii. If subsequently at any stage after expiry of the maintenance period and during the
service lift of the work, the quality of any item of work passed by the consultant is
found substandard or defective, the consultant shall also be liable to pay compensation
to the Government for the defective work not exceeding the consultancy charges
payable under the contract.
xxiv. Prepare and submit list of all office equipment, laboratory equipment, survey
equipment, furniture, vehicles, assets inventory and all other items provided by the
contractor under the contract and which is the property of the Employer.
xxv. Prepare and submit project completion report giving all details of the project in
chronological order.

14 | P a g e
 Project Implementation Plan

MONTIRING AND EVALUATION PLAN (M&E Plan):

Monitoring is a continuous function that uses for collection of data on specified indicators to
provide management and the main stakeholders of any ongoing development intervention of
the extent of progress and achievement of objectives and progress in the use of allocated funds.
Evaluation means systematic and objective assessment of an ongoing or completed project,
program or policy, its design, implementation and results. The aim is to determine the relevance
and fulfillment to objectives, development efficiency, effectiveness, impact and sustainability.
An evaluation should provide information that is credible and useful, enabling the
incorporation of lessons learned into the decision making process of both recipients and donors.
Evaluation also refers to the process of determine the worth or significance of an activity, policy
or programme. An assessment, as systematic and objective as possible, of a planned, ongoing
or completed development intervention.
PMU being the client for employed consultants on all development schemes requiring
consultancy supervision. The consultants are not only performing resident supervision for the
work components yet to be executed but also carrying out third party validation for
development projects.
• Evaluating one daily operational activities.
• Utilizing internal audit personnel or other similar personnel who are performing a
wide range of procedures throughout various departments of a service organization. ·
• Automated system checks and balance such as batch processing, reconciliations,
quality assurance checks, system error checks.
• Correspondence with any third party entities.
• Any additional processes, procedures, and safeguards as necessary.
Services of consultants will be hired approval for monitoring of the project during
executing of work as per implementation plan, physical and financial plans. In this
regard, following actions will be taken:
• Expression of interest (EOI) will got published in the national dailies and on PPRA
website.
• EOI will be opened in consultant’s selection committee (CSC) meeting.
• Technical and Financial bids will be opened in the meeting of CSC.
• Thereafter, financial bids will be opened after evaluation of technical bids.
• Consultants will be engaged securing higher marks for resident supervision and
monitoring purposes.
• Consultants will prepare and submit project Completion Report giving all details of
the project in chronological order.
15 | P a g e
 Project Implementation Plan

RISK MITIGATION PLAN:

Risk mitigation planning is the process of developing options and actions to enhance
opportunities and reduce threats to project objectives. The risk mitigations steps involve
development of mitigation plans designed to manage, eliminate or reduce risk to an acceptable
level. Once a plan is implemented, it is continuously monitored to assess its efficacy with the
intent of revising the course of action, if needs.
It is also an attempt to identify and analyze the threats associated with the project that could
severely damage the projects. These steps may involve.
a. EARLY WARNING SYSTEM:
HUD & PHED shall inform about the water source conditions and shall raise flag in
advance to avoid the delay in execution of work.
b. PREPAREDNESS FOR RISK MITIGATION·
Under this arrangement, field staff is well equipped to coup with any problem so as to
minimize the risk by deploying the concerned staff through concerned quarter.
c. MOBILIZATION OF CONCERNED QUARTERS:
In this arrangement, responsibility has been fixed for mobilization of field staff to fulfill
their assignments as per risk management plans.
Environmental Impact Analysis:
It will be provided after approval of scheme. There will be no adverse environmental effect by
the implementation of this scheme.

16 | P a g e
 Project Implementation Plan

COMMUNICATIONS MANAGEMENT FRAMEWORK

Communications planning activities identify the appropriate level of communication for each
project stakeholder, what information should be distributed, the frequency of
communications, and the vehicle of communications (email, face to face meetings, etc).
The project communications management framework defines the methods of information
collection, screening, and distribution of project information. It also outlines understanding
among project teams regarding the actions and processes necessary to facilitate the critical
links among people, ideas, and information that are necessary for project success.
As a project with a very broad scope of coverage and a large number of stakeholders involved,
the project will require continuous, high quality communication and cooperation among all of
them.
The project’s key stakeholders will be continuously exchanging mandatory (contractual),
technical, management monitoring, and/or discretionary informational updates from the start
of the project to its end. The purpose of this section of the Inception Report and PIP is to
provide an outline of the types of communication and information flows that will be expected
during implementation. Much of the communication flows described here are based on the
roles and responsibilities of key stakeholders outlined in the Stakeholders Responsibility
Matrix attached here.

The matrix outlines the different stakeholder groups (represented by the organization name)
that will be involved in all project activities. It also lists and different activities and sub-
activities in line with the project implementation schedule above. For each activity and sub-
activity, the role of each stakeholder is described.

To set the necessary guidelines for all project communications table below includes the project
communications matrix. It lists all anticipated communication items/events with associated
purpose, responsibility, audience, frequency, authority to release, vehicle of communication,
and time to respond.
The communications management framework will be circulated among all stakeholder
groups. It will be continuously revised and updated and re-circulated in cases of any
changes/updates on the contents.

17 | P a g e
 Project Implementation Plan

Communications Matrix

Item/Event Purpose Responsibility Audience Frequency Sign-off authority Vehicle Time to Respond

To define technical At the onset of

criteria, scope, Refer to technical work in each Face-to face, and
Design Area, refer to technical area, as participatory
workshops approach, process PMC PMU N/A
details and communication needed workshop report
requirements map

Refer to Refer to technical In accordance with TL for PMC; TL for Per contract
To meet stakeholders Area, refer to deliverables EMCs; Resident stipulations,
Draft deliverables contractual responsibility communication schedule in Engineer Email attachments otherwise five
obligations responsible party
matrix map Contractors working days
contract

To provide reviews Refer to Refer to technical TL for PMC; TL for

Technical necessary to amend stakeholders Area, refer to In response to draft EMCs; Resident
reviews/ deliverables sent Email attachments Five working days
comments and finalize responsibility communication Engineer
deliverables matrix map Contractors

In accordance with
To meet Refer to Refer to technical deliverables PMU for Email attachments, Per contract
contractual stakeholders Area, refer to PMC; PMU for EMCs; soft/hard copies stipulations,
Final deliverables schedule in EMCS, PMU for
obligations responsibility communication responsible party per contract otherwise five
matrix map Contractors requirements working days
contract

To define changes
Contractors to scope and obtain Contracto EMCs, PMC, Resident Engineer Email attachments,
Variances/claims necessary approvals for rs PMU As needed for Contractor soft/hard copies per Five working days
revised contract requirements
requirements

18 | P a g e
 Project Implementation Plan

To define changes Email attachments,

EMCs Variances to scope and obtain EMCs PMC PMU As needed TL for EMCs soft/hard copies per Five working days
necessary approvals for contract requirements
revised requirements

To define changes Email attachments,

PMC Variances to scope and obtain PMC PMU As needed Project Director for soft/hard copies per Five working days
necessary approvals for PMC contract requirements
revised requirements

To review and
Progress review discuss progress and/or EMCs EMCs, PMC, First week of every Resident Engineer Face-to face N/A
of Contractors outstanding issues on a PMU month for Contractor
monthly basis

To review and
discuss progress
Review of EMCs and/or outstanding PMC PMC, PMU First week of every xxx for EMCs Face-to face N/A
Progress issues on a monthly month
basis

To review and
discuss progress
Review of PMC PMU PMU First week of every PMC TL, Additional Face-to face N/A
Progress and/or outstanding month TL
issues on a monthly
basis

To document all
Minutes of meeting
Initiating entity participants As needed Initiating entity Email attachments Two working days
Meeting proceedings and
follow up

19 | P a g e