Road Construction Project

PROJECT PROFILE
Section of Constant Spring Road between Long Lane and Dunrobin

Avenue
Introduction
Kingston is the capital city of Jamaica and also the main hub for commerce and transportation on
the island. All the nation’s leading banking institutions are either based in downtown Kingston or
New Kingston. However, the transportation sector also plays a major economic role within
Kingston. Newport West along the western shore of Kingston Harbour, one of the region’s
highest capacity container terminals, and the Norman Manley International Airport highlight
extent of importance the Government of Jamaica has placed on transportation infrastructure
within Kingston.
The improvements made to Kingston’s port and airport facilities however must be complemented
by the upgrading and enhancement of land-based transport infrastructure. While the restoration
of the rail network is being contemplated the road infrastructure most be maintained at first
world standards for Jamaica to fully benefit from its air and sea transport facilities.
Constant Spring Road is the main north to south corridor linking the residential communities of
St Andrew to the important business districts of Half Way Tree and New Kingston. This corridor
also serves as the gateway into Kingston for motorist traveling from the parishes of St Mary and
Portland.
The implementation of this project can be viewed as a continuation of the previous expansion
which saw that segment of Constant Spring Road between West Kings House Road and
Dunrobin Avenue being widened as well as the construction of an additional 2 lane bridge over
the Sandy Gully.
PROJECT SELECTION CRITERIA
Constant Spring Road (between Long Lane and Dunrobin
Avenue)
National Works Agency Directorate of Planning and Research

.
140 Maxfield Avenue

Kingston 10 Jamaica, W.I
26-02-2018
Assuming that no cash payback will be generated from this road widening exercise, besides its
positive deliverables.
The selection criteria was based on a comparison on similar local road projects in Jamaica.
The information below was obtain from local research conducted where we learnt how road
improving project are selected.
The Major Infrastructure Development Program (MIDP) select roads based on the following
criteria:
 Regional importance
 Connectivity of route
 Traffic Volume
 Condition/ in need of critical intervention
 Critical infrastructure affected
 Corridors that will support the Government’s development objectives.
The National Works agency selects roads on a prioritization methodology that has been shared
with the Ministry of Transport, Works and Housing. Assumptions were required to develop a
workable model, matched with availability of data. The ranking methodology culminated with
the development of an index through which competing projects are ranked.
Below are the ranking criteria:
 Roads that have Tourism Product based attractions were given a score based on the total
number of rooms along the road section
Tourism Rank
0 No Hotels/Attraction accessed along this route
1 SMALL HOTELS - Hotels or attraction accessed along this route < 10 rooms
2 MEDIUM HOTELS - Hotels or attraction accessed along this route 10 - 50
rooms
3 LARGE HOTELS - Hotels or attraction accessed along this route > 50 rooms
 Roads that provide access to active agricultural producing and or processing facilities
Agriculture Rank
0 No farms
1 Small Farms accessed along this route - Total of all farms less than 100 acres
2 Medium Farms accessed along this route - Total of all farms accessed 100 - 500
acres
3 Large Farms accessed along this route - Total of all farms accessed > 500 acres
 Roads that provide access to manufacturing facilities

Manufacturing Facilities Rank
0 No facilities accessed along this route
1 Small Facilities accessed along this route (total employ of all facilities less than
50 persons)
2 Medium Facilities accessed along this route (total employ of all facilities 50 100
persons)
3 Large Facilities accessed along this route (total employ of all facilities > 100
persons)
 Roads that provide access to schools, police stations, emergency shelters and other
emergency facilities or critical government institutions.
School/Hospital/Emergency Shelter Rank
1 Any one
3 Any two
5 More than two OR Large Schools < 1000 students
3 Large schools > 1000 students
 The last factor is the class assigned to each road in the network management system with
‘A’ roads receiving the highest ranking, primarily since they tend to have the highest
miles driven.
Road Class Rank

5 A
3 B
2 C
1 PC
1 Farm
Weighting
Weighting factors are introduced to complete the formula.
Weighting
OVERALL RANKING CRITERIA (ORC)
(W)
3 Tourism Rank
2 Agriculture Rank
0.0002 Traffic Factor
1 School/Hospital/Emergency Shelter Rank
2 Road Class Rank
1 Manufacturing Facilities Rank
The ranking formula is as follows:

Rank = (Tourism * Tourism W) + (Agriculture * Agriculture W) + (Manufacturing * Manufacturing W) + (School *
School W) + (Road Class * Road Class W) + (Traffic Volume * Traffic W)
The above formula is computed for each road section in the project and a value determined which provides a direct
comparison between the different roads.
Authorization
Approved by the Project Sponsors and Executive Appointees:
___________________________________________ Date:____________________
Naoyuki Long
CHEC Representative
___________________________________________ Date:____________________
Steve Byfield
GOJ Representative
___________________________________________ Date:____________________
Sanford Williams
Project Manager
PROJECT SELECTION CRITERIA

Avenue)

.
140 Maxfield Avenue

26-02-18
Assuming that no cash payback will be generated from this road widening exercise, besides its
positive deliverables.
The selection criteria was based on a comparison on similar local road projects in Jamaica.
The information below was obtain from local research conducted where we learnt how road
improving project are selected.
The Major Infrastructure Development Program (MIDP) select roads based on the following
criteria:
 Regional importance
 Connectivity of route
 Traffic Volume
 Condition/ in need of critical intervention
 Critical infrastructure affected
 Corridors that will support the Government’s development objectives.
The National Works agency selects roads on a prioritization methodology that has been shared
with the Ministry of Transport, Works and Housing. Assumptions were required to develop a
workable model, matched with availability of data. The ranking methodology culminated with
the development of an index through which competing projects are ranked.
Below are the ranking criteria:
 Roads that have Tourism Product based attractions were given a score based on the total
number of rooms along the road section
Tourism Rank
0 No Hotels/Attraction accessed along this route
1 SMALL HOTELS - Hotels or attraction accessed along this route < 10 rooms
2 MEDIUM HOTELS - Hotels or attraction accessed along this route 10 - 50
rooms
3 LARGE HOTELS - Hotels or attraction accessed along this route > 50 rooms
 Roads that provide access to active agricultural producing and or processing facilities
Agriculture Rank
0 No farms
1 Small Farms accessed along this route - Total of all farms less than 100 acres
2 Medium Farms accessed along this route - Total of all farms accessed 100 - 500
acres
3 Large Farms accessed along this route - Total of all farms accessed > 500 acres
 Roads that provide access to manufacturing facilities

Manufacturing Facilities Rank
0 No facilities accessed along this route
1 Small Facilities accessed along this route (total employ of all facilities less than
50 persons)
2 Medium Facilities accessed along this route (total employ of all facilities 50 100
persons)
3 Large Facilities accessed along this route (total employ of all facilities > 100
persons)
 Roads that provide access to schools, police stations, emergency shelters and other
emergency facilities or critical government institutions.
School/Hospital/Emergency Shelter Rank
1 Any one
3 Any two
5 More than two OR Large Schools < 1000 students
3 Large schools > 1000 students
 The last factor is the class assigned to each road in the network management system with
‘A’ roads receiving the highest ranking, primarily since they tend to have the highest
miles driven.
Road Class Rank
5 A
3 B
2 C
1 PC
1 Farm
Weighting
Weighting factors are introduced to complete the formula.
Weighting
OVERALL RANKING CRITERIA (ORC)
(W)
3 Tourism Rank
2 Agriculture Rank
0.0002 Traffic Factor
1 School/Hospital/Emergency Shelter Rank
2 Road Class Rank
1 Manufacturing Facilities Rank
The ranking formula is as follows:

Rank = (Tourism * Tourism W) + (Agriculture * Agriculture W) + (Manufacturing * Manufacturing W) + (School *
School W) + (Road Class * Road Class W) + (Traffic Volume * Traffic W)
The above formula is computed for each road section in the project and a value determined which provides a direct
comparison between the different roads.
Authorization

___________________________________________ Date:____________________
Naoyuki Long
CHEC Representative
___________________________________________ Date:____________________
Steve Byfield
GOJ Representative
___________________________________________ Date:____________________
Sanford Williams
Project Manager
Stakeholder Management Plan

Avenue)
.
140 Maxfield Avenue

26-02-2018
Stakeholder Management Strategy

This will be used to categorise the project stakeholders and to determine their level of interest and power
that can negatively or positively affect the project. This will allow us to identify key stakeholders with
specific input that may or may not affect the project plan. This should help to gain support as the project
progresses. This will benefit the project by minimizing the likelihood of encountering competing
objectives and maximizing the resources required to complete the project.
The Stakeholder Management Strategy is to foster a relationship of trusting with the surrounding
community and other business partners the supply of timely information and open discussion.
The following criteria will be used to develop the stakeholder registry:

a) Will this project affect the person or their organization in any way?
b) Can the project be influenced by the person of their position held in their organisation?
c) Does the person have any control or influence on the project’s resources?
d) Does the person or their organization have any special skill set that the project will require?
e) Is the person in a position to resist this change or will they benefit from the project?
Stakeholders from the same organization will be grouped in order to simplify communication plan and
stakeholder management strategy.
Key stakeholders
The project team will identify key stakeholders who have the most influence on the project or who may
be affected the most. They will be communicated to the most as their role in management will dictate.
The Project Manager will obtain their feedback on the level of participation they desire via the
communication.
Based on the feedback gathered by the project manager, the determination may be made to involve key
stakeholders on steering committees, focus groups, gate reviews, or other project meetings or milestones.
Thorough communication with key stakeholders is necessary to ensure all concerns are identified and
addressed and that resources for the project remain available.
Stakeholder Analysis
The purpose of this analysis is to determine the stakeholders’ level of power or influence, plan the
management approach for each stakeholder, and to determine the appropriate levels of communication
and participation each stakeholder will have on the project.
Stakeholder Registry
Project Name: Constant Spring Road (between Long Lane and Dunrobin Avenue)
Key Stakeholder Key interests or Level of Present Stakeholder Key points for
Name/Group: stake in the influence attitude to the management Stakeholder
change and over the change (in strategies Engagement and
degree of impact change (H, favour, neutral Management Plan
(H, M or L?) M or L?) or opposed?)
A JA Government High H F Consult and Mutual

Impact / High keep up to engagement
Interest date necessary
B Project committee High H F Keep up to Mutual

Impact / High date / Consult engagement
Interest necessary
C Project Sponsors High H F Keep up to Mutual

Impact / High date engagement
Interest necessary
D The motoring High L F Keep up to Keep up to date
public Impact / High date
Interest
E Public Media Medium H N Keep up to Consultation /
Houses Impact / Medium date mutual
Interest engagement
necessary
F Impacted Business High M N Consult / Consultation /
Users Impact / High Inclusion and Mutual
Interest Support engagement
G Suppliers High L N Consult and Unilateral
Impact / Low keep up to communication
Interest date
H Project Team High H F Consultation / Mutual
Impact / High mutual engagement
Interest engagement necessary
necessary
I Surrounding Medium M N Keep up to Mutual
Communities Impact / Medium date engagement
Interest
J External Customers low L N Keep up to Unilateral
/ Commuters Impact / low date communication
Interest
Stakeholder Influence / Interest

Stakeholder Power / Interest
High
Keep satisfied Manage closely

Power
Low
Monitor Keep informed
Low high
Influence
From the stakeholder registry and power/ influence analysis above, stakeholder are dealt with based on
how their identified in the quadrant. Stakeholders A, B, C and H will require close managing as the fall in
the upper right region of quadrant. Stakeholder D need to be kept informed the fall in the lower right
region of quadrant. Stakeholder E will have to be kept satisfied as power and interest falls in the upper
left quadrant. Stakeholder F, G, I and J will need to be monitored as they fall within the lower left
quadrant.
The stakeholder analysis matrix will be used to capture stakeholder concerns, level of involvement, and
management strategy based on the stakeholder analysis data above. These data maybe updated as new
concerns arise during the project life cycle.
Stakeholder Matrix
Stakeholder Concerns Quadrant Strategy
A Policy makers and environmental Mange Ensure that procurement guidelines

organization can impose sanctions Closely are followed and all permits
and restrictions on the project. approved
B To have all members in one Mange Appoint specific persons to execute
place in a timely manner for Closely reminders for these meetings.
important status meetings
C Timely allocation of financial Mange Ensure that each project mild stone is
resources that can stall project Closely met in a timely manner in order to
facilitate smooth financial resource
disbursements.
D Navigating of vehicles through Keep Use detour signs and Flag Personnel to
and around project area. Informed modulate traffic flow during daily work
session.
E Insufficient relating of public Keep Provide frequent status reports and

information satisfied updates regarding any change that
affects commuters.
F Logistical challenges for the Monitored To use temporary signage to indicate

motorised business customers. changes as they progresses.
G Timely deployment of material Monitored Establish a lead time between the

resources suppliers and project site.
H Resource and scheduling Mange Request that stakeholder be part of

constraints for production when Closely steering committee for project
project kicks off planning feedback.
I Dust nuisance affecting Monitored Deploy water trucks that will carry
community members during out daily wed-down to smother dust.
construction
J Unfamiliar with alternative Monitored Provide frequent status reports and
route through surrounding updates regarding alternative route
communities. changes via media houses.
______________________________________________ Date:______________________
Naoyuki Long
CHEC Representative
______________________________________________ Date:______________________
Steve Byfield
GOJ Representative
______________________________________________ Date:______________________
Sanford Williams
Project Manager
Risk and Quality Management Plan
Avenue)

.
140 Maxfield Avenue

26-02-2018
Introduction
This is the Quality Management Plan for the Corridor between Long Lane and Dunn Robin Avenue Road
Rehabilitation. This project will establish the following activities, processes, and procedures for effecting
and ensuring a qualitative product upon the conclusion of the said project. The purpose of this plan is to:
 Ensure quality is planned for

 Define how quality will be managed throughout the project life
 Define quality assurance activities
 Define quality control activities
 Define acceptable quality standards
QUALITY MANAGEMENT APPROACH
The quality management approach for the Corridor between Long Lane and Dunn Robin Avenue Road
Rehabilitation (NWA) project will ensure quality is planned for both the product and processes. In order
to be successful, this project will meet its quality objectives by utilizing an integrated quality approach to
define quality standards, measure quality and continuously improve quality.
Product quality for this project will be defined by the NWA Quality Assurance department. The focus is
on the project’s deliverable and the standards and criteria being used will ensure the finish product meets
established quality standards and stakeholder’s satisfaction.
Process quality for the project will focus on the processes by which the project deliverable will be met.
Establishing process quality standards will ensure that all activities conform to set standard which will
result in a successful product.
The contractors will work with the NWA Quality Assurance team to define and document all
organizational and project specific quality standards for both product and processes. All quality
documentation will become part of the Long Lane and Dunn Robin Avenue Road Project Plan. This will
then be transitioned to operations and maintenance upon the successful completion of the project.
Metrics will be established and used to measure quality throughout the project life cycle for the product
and processes. The NWA Quality Assurance department will be responsible for working with the project
team to define these metrics, conduct measurements, and analyze results. These product and process
measurements will be used as one criterion in determining the success of the project and must be
reviewed by the Ministry of Transport and Mining. Metrics will include:
 Schedule
 Resources
 Cost
 Process performance
 Material waste
 Product performance
 Asphalt thickness
 Asphalt strength
 Concrete quality and strength
Quality improvements will be identified by any member of the project team or quality group. Each
recommendation will be reviewed to determine the cost versus benefit of implementing the improvement
and how the improvement will impact the product or processes. If an improvement is implemented the
project manager will update all project documentation to include the improvement.
QUALITY REQUIREMENTS / STANDARDS
Product Quality:
The product quality standards and requirements will be determined by the National Work Agency
(NWA). These standards will primarily be based on international standards. There may be product-
specific quality standards identified that is not currently part of the documented organizational standards.
In this case, the quality group will review these newly identified standards and incorporate them into
organizational documentation if approved. The project team will also document any newly identified
international quality standards into the Corridor between Long Lane and Dunn Robin Avenue Road
project plan and ensure communication with all stakeholders.
Process Quality:
The process quality standards and requirements will be determined by the National Works Agency
(NWA) group. Many of these standards will be based on existing local and international standards.
However, it is anticipated that China Harbour Engineering Company will be implementing several unique
steps in the construction of the Corridor between Long Lane and Dunn Robin Avenue Road product
which will require new quality standards. The CHEC project team will work with the NWA quality
group to establish acceptable standards and document these standards for incorporation into both
organizational process documents as well as the Corridor between Long Lane and Dunn Robin Avenue
Road project plan. These standards will be communicated to all project stakeholders.
QUALITY ASSURANCE
For us to ensure quality, an iterative quality process will be used throughout the project life cycle.
Therefore, this iterative process includes measuring process metrics, analysing process data, and the
continuous improvement the processes.
The NWA is responsible for the Quality Assurance monitoring of the project. This will include routine
monitoring, random testing, and project examination auditing and reporting on works and their
conformance to contract authoritarian requirements. These activities will be done as per the established
NWA Quality Assurance department procedures.
QUALITY CONTROL
The Contractor is predetermined in work contracts and is responsible for quality control testing in
accordance with the NWA group specifications. Therefore, any subcontracts let under the main contractor
it remains the contractor’s responsibility to ensure that the works are executed in accordance with the
specification.
Each provisional payment certificate must be accompanied by the requisite test results in support of the
works for which claims are being made. Upon substantial completion of an activity, a “Take–over”
exercise will be conducted to confirm the execution of the works in accordance with the scope and terms
of the contract.
Subsequent to the issue of the taking over certificate the defect liability period commences, during which
time the contractor is obliged to remedy all outstanding defects noted in the certificate together with any
on other defects which may arise during the defects liability period resulting from material and
workmanship. These in addition to any other instructions by the design engineer for which he/she will be
compensated.
At the end of the defects liability period a final inspection will be conducted and where works are found
to be satisfactory, the contractor is relieved of all further responsibility with the issue of a Defect Liability
Certificate.
QUALITY CONTROL MEASUREMENTS

All Project products and processes must be measured and fall within the established standards and
tolerances set by the (NWA) group. All log templates used by contractors must be approved by the NWA
Quality Assurance department. All logs used by Contractor and Quality Assurance teams in conducting
these measurements should be maintained for use as supporting documentation for the project’s
acceptance.
Authorization
______________________________________________ Date:______________________
Naoyuki Long
CHEC Representative
______________________________________________ Date:______________________
Steve Byfield
GOJ Representative
______________________________________________ Date:______________________
Risk Management
Introduction
As organizations begin new projects they begin operating in an area of uncertainty that comes along with
developing new and unique products or services. By doing so, these organizations take chances which
results in risk playing a significant part in any project. The purpose of the risk management plan is to
establish the framework in which the project team will identify risks and develop strategies to mitigate or
avoid those risks. However, before risks can be identified and managed, there are preliminary project
elements which must be completed. These elements are outlined in the risk management approach.
This project is considered a medium risk project as it has an overall risk score of 24 on a scale from 0 to
100. The project risk score is the average of the risk scores of the most significant risks to this project. A
risk score below 16 is low risk project, a score between 16 and 45 is a medium risk project and a score
above 45 is a high-risk project.
It is important that a foundation is established for providing structured project information before risk
management; therefore, the following project elements were completed and defined prior to developing
this Risk Management Plan:
 Define work scope, schedule, resources, and cost elements

o Develop project WBS/WBS dictionary
o Develop master schedule and detailed schedules
o Estimate project cost and finalize budget
o Identify required and available resources
o Establish performance measurement metrics
 Define minimum and maximum baseline thresholds

o Schedule
o Resources
o Cost
 Baseline reporting requirements

o Format
o Frequency of distribution
o Distribution list
 Define Risk Management Roles and Responsibilities

o Project Manager chairs the risk assessment meetings
o Project team participates in risk assessment meetings and members serve as meeting
recorder and timekeeper
o Key stakeholders participate in risk assessment meetings
o Project Sponsor may participate in risk assessment meetings
TOP THREE RISKS
The top three high probability and high impact risks to this project are:
 Perpetual Rain Fall/Flooding/Thunder storm
Due to the immanent Hurricane Season which begins on the first of June and continues through to
the end of November
 Commuting Public
Due to construction delays may occur during peak hours for reasons under consideration, that this
corridor is a major thoroughfare and is also a major link for two parishes of the North Coast of
the Island.
 Protesting stakeholders
Due to delay and lost times that can be associated with the relocation of residents, Business
places, one pubic market. These people may be losing revenue during this process and once there
is a delay there will be serious repercussion
RISK MANAGEMENT APPROACH
The approach we have taken to manage risks for this project included a methodical process by which the
project team identified, scored, and ranked the various risks. The most likely and highest impact risks
were added to the project schedule to ensure that the assigned risk managers take the necessary steps to
implement the mitigation response at the appropriate time during the schedule. Risk managers will
provide status updates on their assigned risks in the bi-weekly project team meetings, but only when the
meetings include their risk’s planned timeframe. Upon the completion of the project, during the closing
process, the project manager will analyze each risk as well as the risk management process. Based on this
analysis, the project manager will identify any improvements that can be made to the risk management
process for future projects. These improvements will be captured as part of the lessons learned
knowledge base.
RISK IDENTIFICATION
For this project, risk identification was conducted in the initial project risk assessment meeting. The
method used by the project team to identify risks was the Crawford Slip method. The project manager
chaired the risk assessment meeting and distributed notepads to each member of the team and allowed 10
minutes for all team members to record as many risks as possible.
Expert Interview
Expert Interviews were held for this project. The interviews revealed several risks which were then
mitigated by making changes to the project plan. The remaining risks are included in the Risk Register.
Risk Assessment Meeting

A risk assessment meeting was held with key team members and stakeholders. The risks identified
during this meeting were added to the project plan and Risk Register.
Historical Review of Similar Projects

The project team reviewed the history of similar projects in order to determine the most common risks
and the strategies used to mitigate those risks.
RISK QUALIFICATION AND PRIORITIZATION

In order to determine the severity of the risks identified by the team, a probability and impact factor was
assigned to each risk. This process allowed the project manager to prioritize risks based upon the effect
they may have on the project. The project manager utilized a probability-impact matrix to facilitate the
team in moving each risk to the appropriate place on the chart.
Once the risks were assigned a probability and impact and placed in the appropriate position on the chart,
the recorder captured the finished product and the project manager moved the process on to the next step:
risk mitigation/avoidance planning.
RISK MONITORING
The most likely and greatest impact risks have been added to the project plan to ensure that they are
monitored during the time the project is exposed to each risk. At the appropriate time in the project
schedule a Risk Manager is assigned to each risk. During the bi-weekly project team meeting the Risk
Manager for each risk will discuss the status of that risk; however, only risks which fall in the current
time period will be discussed. Risk monitoring will be a continuous process throughout the life of this
project. As risks approach on the project schedule the project manager will ensure that the appropriate
risk manager provides the necessary status updates which include the risk status, identification of trigger
conditions, and the documentation of the results of the risk response.
RISK MITIGATION AND AVOIDANCE
The project manager has led the project team in developing responses to each identified risk. As more
risks are identified, they will be qualified and the team will develop avoidance and mitigation strategies.
These risks will also be added to the Risk Register and the project plan to ensure they are monitored at the
appropriate times and are responded to accordingly.
The risks for this project will be managed and controlled within the constraints of time, scope, and cost.
All identified risks will be evaluated in order to determine how they affect this triple constraint. The
project manager, with the assistance of the project team, will determine the best way to respond to each
risk to ensure compliance with these constraints.
In extreme cases it may be necessary to allow flexibility to one of the project’s constraints. Only one of
the constraints for this project allows for flexibility as a last resort. If necessary, funding may be added to
the project to allow for more resources in order to meet the time (schedule) and scope constraints. Time
and scope are firm constraints and allow for no flexibility. Again, the cost constraint is flexible only in
extreme cases where no other risk avoidance or mitigation strategy will work.
RISK REGISTER
The Risk Register for this project is a log of all identified risks, their probability and impact to the project,
the category they belong to, mitigation strategy, and when the risk will occur. The register was created
through the initial project risk management meeting led by the project manager. During this meeting, the
project team identified and categorized each risk. Additionally, the team assigned each risk a score based
on the probability of it occurring and the impact it could potentially have. The Risk Register also
contains the mitigation strategy for each risk as well as when the risk is likely to occur.
Based on the identified risks and timeframes in the risk register, each risk has been added to the project
plan. At the appropriate time in the plan—prior to when the risk is most likely to occur—the project
manager will assign a risk manager to ensure adherence to the agreed upon mitigation strategy. The each
risk manager will provide the status of their assigned risk at the bi-weekly project team meeting for their
risk’s planned timeframe.
The Risk Register will be maintained as an appendix to this Risk Management Plan.
SPONSOR ACCEPTANCE
Approved by the Project Sponsor:
______________________________________________ Date:______________________
<Project Sponsor>
<Project Sponsor Title>
Human Resource Management Plan

Avenue)

.
140 Maxfield Avenue

26-02-2018
Introduction
Human resources management is an important part of the Road Rehabilitation Project between the
Corridor Long Lane and Dunn Robin Avenue. The human resources management plan is a tool which
will aid in the management of this project’s human resource activities throughout the project until closure.
The human resources management plan includes:
 Roles and responsibilities of team members throughout the project

 Project organization charts
 Staffing management plan to include:
i. resources will be acquired
ii. How Timeline for resources/skill sets
iii. Training required to develop skills
iv. How performance reviews will be conducted
v. Recognition and rewards system
The purpose of the human resources management plan is to achieve project success by ensuring the
appropriate human resources are acquired with the necessary skills, resources are trained if any gaps in
skills are identified, team building strategies are clearly defines, and team activities are effectively
managed.
Staffing of the project, site office and to include all supportive staff
There will be an official site office at a designated location; this office will be equipped to serve the
Project Operation Manager, and all the Supportive staff related to the project
The Road Rehabilitation Project between the Corridor Long Lane and Dunn Robin Avenue project will
consist of the following:
Names Role
 Roger Whyte Project Manager

 Michael Gordon Chief Engineer
 Steven Shaw Communication Manager
 Erick Walker Documentation Control Coordinator
 Derrick Richards Storm Water Coordinator
 Functional Managers
 O’Neil Grant Full-time Project Inspectors
 Design Engineers Salmon Walker
 Civil Engineer Rook Anderson
 Contractors Robertson and Fletcher
ROLES AND RESPONSIBILITIES: The roles and responsibilities for the Road Rehabilitation
Project between the Corridor Long Lane and Dunn Robin Avenue are essential to project
success. All team members must clearly understand their roles and responsibilities in order to
successfully perform their portion of the project. For this Project, the following team roles and
responsibilities have been established
Project Manager (PM), (1 position): responsible for the overall success of the Software Upgrade
Project. The PM must authorize and approve all project expenditures. The PM is also responsible for
approving that work activities meet established acceptability criteria and fall within acceptable variances.
The PM will be responsible for reporting project status in accordance with the communications
management plan. The PM will evaluate the performance of all project team members and communicate
their performance to functional managers. The PM is also responsible for acquiring human resources for
the project through coordination with functional managers. The PM must possess the following skills:
leadership/management, budgeting, scheduling, and effective communication.
Chief Engineer: Chief engineer works with the other managerial staff to make sure project
completion in an efficient way. The Chief engineer has the over sight of each phase of the
Project whether it be mechanical/machinery layout, equipment maintenance or product
development that are all in keeping with the company and Government Expectations and
specifications and compliances.
Roles and responsibilities includes
 Develop plans for each phase of the project

 Identify the goals of the organization
 Identifies and secure the necessary resources
 Engage engineering staff
 Carry out quality control Activities,
 Evaluates the costs within a specific time frame.
 Manage the installation of the
 Delegates tasks as necessary to engineering team
 Carry out conflict resolutions of staff
The Chief engineer must demonstrate excellent problem-solving skills as well as dedicated and analytical
abilities. They must have strong leadership qualities, as well as excellent communication skills. He/she
should be able to negotiate with team members.
Design Engineer (DE), (4 positions): The DEs will assist the implementation lead in the distribution and
monitoring of the software upgrades throughout the network infrastructure. The DEs will be responsible
for timely status reporting to the PM as required by the communications management plan. The DEs may
not authorize any project expenditures nor allocate any resources without PM approval. DE’s
performance will be managed by the PM and communicated to the Design Technology Group Manager
(DE’s Functional Manager). DEs must be proficient in programming html, C++, and Java programming
languages. Des are alos responsible for gathering coding requirements for the Software Upgrade Project.
The DEs are responsible for all upgrade design, coding, and testing of the upgraded software.
Operation Manager (OM), (1 position): The Operation Manager (OM) is responsible for the ongoing
activities on the site working in tandem with the WBS. The OM is responsible for working with the Des
to ensure all tasks are. The OM will report status to the PM in accordance with the project.
Training Lead (TL), (1 position): The TL is responsible for training all network users on the features
provided by the upgrades to the existing software. The TL will coordinate training times/locations with
each department’s training advocate. The TL will provide training status to the PM in accordance with
the project communications management plan.
Communication Manager (CM), (1 position): Responsible for overall communication across all
audiences, including customers, journalists, suppliers and the community at large.
Functional Managers (FM): While not part of the project team, functional managers are responsible for
providing resources for the project in accordance with the project staffing plan. Functional managers are
responsible for working with the PM to determine skill sets required and approving resource assignments.
Functional managers are also responsible for conducting performance appraisals of assigned resources
based, in part, on the PM’s feedback regarding project performance.
Project Controls Specialist

The Project Controls Specialist is generally responsible to Project Construction Manager for overall
project controls; scheduling, cost trending, cash flow projections, cost to date and cost to completion
reporting, and consolidating inputs from all parties into a single monthly report.
Field Inspectors
The National Work Agency (NWA) will designate a Field Inspector as an authorized representative of the
National Work Agency and will be assigned to observe and inspect the project and the materials to be
used their in. Specific duties during construction include the following:
 Observe Contractor and subcontractors during construction activities in accordance with NWA
directives, ensuring completion of the project according to the Contract Documents.
 Observe implementation of the Contractor’s Safety and Health Plan.
 Coordinate initial survey meeting onsite to ensure proper turnover of Design Engineer’s survey
data to Contractor and advise Project Construction Manager as surveying occurs.
 Advise Project Construction Manager when the Design Engineer is required to witness special
field tests.
 Maintain mark-up of drawings to reflect as-built conditions and review Contractor’s red-lined and
as-built drawings. Review Contractor’s final red-lined drawings on a monthly basis and ensure
proper submittal of these documents to Design Engineer for development of Record Drawings.
 Review field progress against approved schedule and document/report variations.
 Document construction activities by taking photos and preparing Daily Inspection Report.
 Review progress payment applications with Contractor and make recommendations on
percentage complete for pay items to Project Construction Manager.
 Monitor weather delay days during each month.
NWA Safety Representative
NWA Safety Representative will make periodic site visits for safety compliance.
Administrative Support
Specific duties during construction include the following:

 Answer the telephones.
 Manage NWA System for field efforts.
 Ensure proper maintenance of field office equipment.
 Word processing.
 Prepare the minutes of construction meetings.
 Date stamp incoming mail, log it in, and provide proper distribution.
 Oversee construction filing system.
 Produce monthly construction progress reports.
 Maintain logs.
 Monitor Contractor submittals and upload final version to NWA Data Base.
 Assist Project Operation Manager in human resource issues.
Project Organization Chart
The following responsible assign matrix shows the relationship between project tasks and team members.
Any proposed changes to project responsibilities must be reviewed and approved by the project manager.
Changes will be proposed in accordance with the project’s change control process. As changes are made
all project documents will be updated and redistributed accordingly.
Responsible Assignment Matrix
Project Chief Design Operatio Financia Communicatio Functiona

Manage Enginee n l Leads n l
Engineer
r r Managers
s Lead Manager
Requirements A R C R C C C
Gathering
Design A R C C C C
Quality A R C
Assurance
Monitoring & A R C C I I
Testing
Site Activities A C R I I
Implementatio A C R C C C
n
Financial A R C C
Constraints
Key:
R – Responsible for completing the work
A – Accountable for ensuring task completion/sign off
C – Consulted before any decisions are made
I – Informed of when an action/decision has been made
Project Organization Structure
Staffing Management
Staff Acquisition:
The recommendation is made that these works be implemented by the contractor. This means that
meetings will be held by the engineer to the contractor indicating requirements and expected outcomes.
The contractor will then price in accordance with the requirements and negotiations will ensue to
determine the final cost for each of the major projects. The contractor is responsible for the performance
of the project delivered for a period to be determined by the engineer. These would be implemented based
on drawings which are provided by the engineer and the contractor is asked to price accordingly. In all
instances, the standard pricing schedules for civil engineering works developed by the NWA shall form
the basis for project prices. The Project Manager will negotiate with functional and department managers
in order to identify and assign resources in accordance with the project organizational structure. All
resources must be approved by the appropriate functional/department manager before the resource may
begin any project work.
Resource Calendars:
The Carriage Way upgrade Project will last for 18 months. All resources should be source before the
project can begin.
Performance Reviews:
The project manager will review each contractor assigned work activities at the onset of the project and
communicate all expectations of work to be performed. The project manager will then evaluate each
contractor throughout the project to evaluate their performance and how effectively they are completing
their assigned work. The project manager will update the National Contract Commission data base
regarding contractor’s performance.
Authorization
______________________________________________ Date:______________________
Naoyuki Long
CHEC Representative
______________________________________________ Date:______________________
Steve Byfield
GOJ Representative
______________________________________________ Date:______________________
Sanford Williams
Project Manager
Procurement Management
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140 Maxfield Avenue

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Introduction
The aim of the Procurement Management Plan is to lay out the procurement structure for this project; this
will serve to act as a guide for managing the procurement process right through the life of the project it
will serve to update as acquirement needs arise. The plan will identify and defines all the items to be
procured; the types of contracts which will be used in the support of this project are as follows
 The contract approval process

 Decision criteria
 The importance of coordinating procurement activities
 Establishing firm contract deliverables
 Metrics in measuring procurement activities
 Procurement management plan
 Procurement risks and procurement risk management considerations
 Costs to be determined
 Standard procurement documentation
 Procurement constraints
PROCUREMENT MANAGEMENT APPROACH
This will be the roll of the Project Manager who will offer direct supervision and management for all
procurement activities under this project. The Project Manager along with the project team will work
together to identify all items to be procured for. The aim is for a successful completion of the project.
The Project Management Office (PMO) will then play a key role in the procurement list subsequent to
submitting it to the contracts and purchasing department. The contracts and purchasing department will
evaluate the procurement matter, to decide whether it is helpful to make or buy the items, and begin the
vendor contracting selection and, purchasing process. All procurement is guided by the Government hand
book.
TYPE OF CONTRACT TO BE USED
The NWA Procurement department will provide all the necessary services for this project. The project
team along with the contracts and purchasing department will work to define the item types, quantities,
services, and required delivery dates. The contracts and purchasing department will then solicit bids from
various vendors in order to procure the items within the required also at a given time period. Also at a
reasonable cost which is stipulated under the Government Procurement guideline this is done once the
vendor is identified.
PROCUREMENT DEFINITION
The following procurement items and/or services have been determined to be essential for project
completion and success. The following list of items/services, justification, and timeline are pending PMO
review for submission to the contracts and purchasing department:
Item/Service Justification Needed By

Subgrade Material Existing Soil (The sub-grade material should be clean
and free from organic matter and should be able to be
compacted by roller, to form stable sub-base).
Pavement Structure It is the layer immediately under the wearing
Base Course Material surface (Applied whether the wearing surface is
bituminous or cement concrete and whether it’s a
thick or thin bituminous layer).
Surface Course The top layers of pavement which is in direct contact
Material with the wheel of the vehicle. Usually constructed of
material in which bitumen is used as binder materials.
Drainage Material Use to construct water ways
Embankment Use to construct side-walks and cycle tracks
Material
The following individuals are authorized to approve purchases for the carriageway upgrade project:
Name Role
Roger Whyte Project Manager

Michael Gordon Chief Engineer
Christopher Gordon Lead Financial Officer
PROCUREMENT RISKS
Project risk management plan is necessary because all procurement processes carry some possible risk,
therefore this must be managed in such manner to ensure the success of the project. While all risks will be
managed in accordance with the project guidelines, there are specific risks which relate particularly to
procurement which should be considered.
 Impracticable timetable and expected cost for the vendors

 The likelihood in delays which can cause the cost to escalate and also the timetable
 The vendors capabilities in supplying the quality manufactured goods
 Uncertain expectation due to vendors past performance
 The likelihood of inferior product
These risks are not comprehensive and hence it is necessary in applying the standard risk management
process of identifying, documenting, analyzing, mitigating, and managing all the risks factures.
PROCUREMENT RISK MANAGEMENT
The project risks will be managed directly by the project’s risk management plan. The risks that are
related specifically to procurement, has to have additional deliberation and participation from all the stake
holders. Project procurement efforts involve external organizations. Project team will include the project
sponsor and a selected agent from the contracting department in all project meetings and status reviews.
Procurement proceedings are to be approved by the NWA before execution. However, if there are any
issue relating to procurement events or any newly recognized risks it should be immediately pointed out
to the project’s contracting department also to the project sponsors.
COST DETERMINATION
Request for Tender will be issued in order to seek proposals from the vendors. We will therefore identify
the cost and requirement. The proposals will include vendor shore up for the items. The vendors will also
outline how they will carry out the work, who will execute the work, the qualification of employees
expected to execute the work, and a breakdown of all costs involved in the work.
The vendors will also be required to submit a work breakdown structures (WBS) and a work schedules to
establish their knowledge of the work to be performed and their capability to achieve the project’s
schedule.
The proposals will be used as the foundation of our selection criteria. Therefore, all information must be
included in the proposal. However, any proposals which omit requested information or inadequate
information will ultimately not be held up for considered.
STANDARDIZED PROCUREMENT DOCUMENTATION
The overview process provides the necessary guideline to Procuring Entities, on methods for the
procurement of all goods, works, general and consulting services. The choice of the procurement method
depends on the following, the nature of the goods, services and works to be procured, the value of the
procurement, the probability of interest by overseas Bidders, which is a role of the local availability,
capacity costs and critical dates for delivery; and, transparency of procedures proposed.
International Competitive Bidding

Ideally is the procurement opportunity that is open to any interested local or overseas contractor.
All contractors should be registered with the National Contracts’ Commission (NCC) preceding the award
of the contract. The rules of procurement are that, procurement offered through International Competitive
Bidding must be advertised in a local newspaper prior to.
In addition, there should also be advertisement internationally in the United Nations Development
Business (UNDB) which can be done Online, or in some form of publication. This gives rise to a fair
opportunity for all appropriate and competent potential Bidders to participate for contracts.
Local Competitive Bidding
This is restrictive only to local Competitive Bidding where by procurement opportunities are release to all
suitably registered and competent contractors. However, all contractors must be registered with the
National Contracts’ Commission (NCC) Procurement offered through Local Competitive Bidding
therefore shall be advertised in a local newspaper.
PROCUREMENT CONSTRAINTS
There are a number of constraints that must be well thought-out as part of the project’s procurement
management plan.
These constraints will be included in the RFP and communicated to all vendors in order to determine their
ability to operate within these constraints. These constraints apply to several areas which include
schedule, scope, resource, cost, and technology:
Schedule:
 The objective is that the procurement activities, contract management, and contract execution
must be done within the establish project timetable.
Scope:
 All procurement activities and also contract awards must maintain the agreed project scope
statement, and should any procurement activities or contract awards which identify work which is
not in direct support of the project’s scope statement will not be approved.
Resources:
 All procurement activities shall be carried out and managed with only the approved present staff
arrangement on project
Cost:
 Project budget has some flexibility or contingency which is a management reserve built into it
however reserves are only to be used in the event of an approved change in project scope or at the
manager’s good judgment.
Technology:
 Parts specifications have already been identified and will be included in the statement of work as
part of the RFP, therefore parts specifications should not deviate from those provided in the
statement of work (SOW).
CONTRACT APPROVAL PROCESS
The initial stage in the contract approval process is to establish what items or services will require
procurement from outside vendors.
Therefore a cost analysis is conducted on products or services this can be done within and then be
compared with the purchase prices from vendors. However when the cost analyses are complete and the
list of items and services which are to be procured externally is finalized, the next step is for the
purchasing and contracts department to send out and solicit outside vendors.
When this process is completed and proposals have been received by all vendors, here the approval
process begins. The first step of this process is to conduct a review of all vendor proposals to determine
which meet the criteria established by the project team and the purchasing and contracts department.
Purchases less than $500 000.00 only require the approval of the Project Manager; whereas, purchases
greater than $500 000.00 must be approved by the Contract Review Board. For these larger purchases the
contract review board will meet to determine which contract will be accepted. The Contract Review
Board consists of representatives from the project team, purchasing and contracts department, finance,
and the PMO.
DECISION CRITERIA
The criteria for the selection and award of procurement contracts under this project will be based on the
Government of Jamaica Handbook of Public Sector Procurement Procedures. Contractors and named sub-
contractors participating in Public Sector procurement opportunities shall provide a valid National
Contract Commission (NCC) Registration Letter at the time of bid submission. With the exception of
Local Competitive Bidding, registration is not a requirement for foreign Bidders to participate in the
Government Procurement process. However, if a foreign Bidder is successful and any aspect of the
contract is to be executed in Jamaica, the Bidder shall be required to register with the NCC before the
contract is awarded. For those contracts with a value of up to $500,000.00, NCC Registration is not
required.
These criteria will be measured by the NWA contracts review board and the Project Manager. The
ultimate decision will be made based on these criteria as well as available resources.
Ability of the vendor to provide all items by the required delivery date, Quality, Cost, Expected delivery
date, Comparison of outsourced cost versus in-sourcing, Past performance
VENDOR MANAGEMENT
The Project Manager is at the end of the day is responsible for managing the vendors of the project. The
Project Manager in order to ensure the timely delivery and high quality of products from vendors are
observed, the Project Manager, will meet weekly with the contract and purchasing departments and each
vendor are expected to discuss the progress for each procured item. The purpose of these meetings will
be to review all documented specifications for each product as well as to conduct reviews.
This medium will provide the opportunity to review each item, development or the service provided in
order to ensure it complies with the requirements established in the project specifications. It also serves
as an opportunity to ask questions or change contracts or requirements further in order to prevent delays
in delivery and timetable. These meetings will be on a continuation basis by the Project Manager. This is
his responsibility.
PERFORMANCE METRICS FOR PROCUREMENT ACTIVITIES
This will be determined by the NWA procurement department NCC templates. In addition to rate each
vendor, an actual evaluation is conducted for future procurement activities.
Authorization
______________________________________________ Date:______________________
Malay Jefferson
CHEC Representative
______________________________________________ Date:______________________
Steve Baker
GOJ Representative
______________________________________________Date:
Salmon Williams
Project Manager
Budget and Cost Management Plan

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140 Maxfield Avenue

26-02-2018
Introduction
The Project Manager will be responsible for managing and reporting on the project’s cost throughout the
duration of the project. During the monthly project status meeting, the Project Manager will meet with
management to present and review the project’s cost performance for the preceding month. Performance
will be measured using earned value. The Project Manager is responsible for accounting for cost
deviations and presenting the Project Sponsor with options for getting the project back on budget. The
Project Sponsor has the authority to make changes to the project to bring it back within budget.
COST MANAGEMENT APPROACH
Costs for this project will be managed at the fourth level of the Work Breakdown Structure (WBS).
Control Accounts (CA) will be created at this level to track costs. Earned Value calculations for the CA’s
will measure and manage the financial performance of the project. Although activity cost estimates are
detailed in the work packages, the level of accuracy for cost management is at the fourth level of the
WBS. Credit for work will be assigned at the work package level. Work started on work packages will
grant that work package with 50% credit; whereas, the remaining 50% is credited upon completion of all
work defined in that work package. Costs may be rounded to the nearest dollar and work hours rounded
to the nearest whole hour.
Cost variances of +/- 0.1 in the cost and schedule performance indexes will change the status of the cost
to cautionary; as such, those values will be changed to yellow in the project status reports. Cost variances
of +/- 0.2 in the cost and schedule performance indexes will change the status of the cost to an alert stage;
as such, those values will be changed to red in the project status reports. This will require corrective
action from the Project Manager in order to bring the cost and/or schedule performance indexes below the
alert level. Corrective actions will require a project change request and be must approved by the Project
Sponsor before it can become within the scope of the project.
MEASURING PROJECT COSTS
Performance of the project will be measured using Earned Value Management. The following four
Earned Value metrics will be used to measure to projects cost performance:
 Schedule Variance (SV)
 Cost Variance (CV)
 Schedule Performance Index (SPI)
 Cost Performance Index (CPI)
 Schedule Variance (SV) = EV – PV when SV < 0 is bad

 Schedule Performance Index (SPI) = EV / PV when SPI < 1 is bad
 Cost Variance (CV) = EV – AC when CV < 0 is bad
 Cost Performance Index (CPI) = EV / AC when CPI <1 is bad
 Estimated at Completion (EAC) = (Total Project Budget) / CPI
If the Schedule Performance Index or Cost Performance Index has a variance of between 0.1 and 0.2 the
Project Manager must report the reason for the exception. If the SPI or CPI has a variance of greater than
0.2 the Project Manager must report the reason for the exception and provide management a detailed
corrective plan to bring the projects performance back to acceptable levels.
Performance Measure Yellow Red

Schedule Performance Index (SPI) Between 0.9 and 0.8 or Less Than 0.8 or Greater
Between 1.1 and 1.2 than 1.2
Cost Performance Index (CPI) Between 0.9 and 0.8 or Less Than 0.8 or Greater
Between 1.1 and 1.2 than 1.2
REPORTING FORMAT
Reporting for cost management will be included in the monthly project status report. The Monthly
Project Status Report will include a section labelled, “Cost Management”. This section will contain the
Earned Value Metrics identified in the previous section. All cost variances outside of the thresholds
identified in this Cost Management Plan will be reported on including any corrective actions which are
planned. Change Requests which are triggered based upon project cost overruns will be identified and
tracked in this report.
COST VARIANCE RESPONSE PROCESS
The Control Thresholds for this project is a CPI or SPI of less than 0.9 or greater than 1.2. If the project
reaches one of these Control Thresholds a Cost Variance Corrective Action Plan is required. The Project
Manager will present the Project Sponsor with options for corrective actions within five business days
from when the cost variance is first reported. Within three business days from when the Project Sponsor
selects a corrective action option, the Project Manager will present the Project Sponsor with a formal Cost
Variance Corrective Action Plan. The Cost Variance Corrective Action Plan will detail the actions
necessary to bring the project back within budget and the means by which the effectiveness of the actions
in the plan will be measured. Upon acceptance of the Cost Variance Corrective Action Plan it will
become a part of the project plan and the project will be updated to reflect the corrective actions.
COST CHANGE CONTROL PROCESS
The cost change control process will follow the established project change request process. Approvals for
project budget/cost changes must be approved by the project sponsor.
PROJECT BUDGET
The budget for this project is detailed below. Costs for this project are presented in various categories.
Summary Budget – List component project costs
Project Component Component Cost
(USD)
 Personnel Resources $7 000 000
 Licenses and Permits $2 000 000
 Land Acquisition $4 000 000
 Material and Equipment $5 000 000
 Management Reserve $2 500 000
Total USD$20.5Million
Authorization
______________________________________________ Date:______________________
Naoyuki Long
CHEC Representative
______________________________________________ Date:______________________
Steve Byfield
GOJ Representative
______________________________________________ Date:______________________
Sanford Williams
Project Manager
Change Management

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1 Introduction
1.1 Purpose of The Change Management Plan

The Change Management Plan documents and tracks the necessary information required to effectively
manage project change from project inception to delivery.
The Change Management Plan is created during the Planning Phase of the project. Its intended audience
is the project manager, project team, project sponsor and any senior leaders whose support is needed to
carry out the plan.
2 Change management Process

The Change Management process establishes an orderly and effective procedure for tracking the
submission, coordination, review, evaluation, categorization, and approval for release of all changes to
the project’s baselines.
2.1 Change Request Process Flow Requirements

Step Description
Generate CR A submitter completes a CR Form and sends the completed form to the Change
Manager
Log CR Status The Change Manager enters the CR into the CR Log. The CR’s status is updated
throughout the CR process as needed.
Evaluate CR Project personnel review the CR and provide an estimated level of effort to
process, and develop a proposed solution for the suggested change
Authorize Approval to move forward with incorporating the suggested change into the
project/product
Implement If approved, make the necessary adjustments to carry out the requested change
and communicate CR status to the submitter and other stakeholders
Generate CR Evaluate CR Authorize CR Implement CR
Log Updated Status
Report Status
2.2 Change Request Form and Change Management Log
Element Description
Date The date the CR was created
CR# Assigned by the Change Manager
Title A brief description of the change request
Description Description of the desired change, the impact, or benefits of a change should also
be described
Submitter Name of the person completing the CR Form and who can answer questions
regarding the suggested change
Phone Phone number of the submitter
E-Mail Email of the submitter
Product The product that the suggested change is for
Version The product version that the suggested change is for
Priority A code that provides a recommended categorization of the urgency of the
requested change (High, Medium, Low)
2.3 Evaluating and Authorizing Change Requests

Change requests are evaluated using the following priority criteria:
Priority Description
High High impact on the overall project scope, which will affect the time to completion
and the budget
Medium Small impact on the budget, no impact of completion time
Low Impacts the scope of the project with very like change to time and budget.
Change requests are evaluated and assigned one or more of the following change types:
Type Description
Scope Change affecting scope
Time Change affecting time
Duration Change affecting duration
Cost Change affecting cost
Resources Change affecting resources
Deliverables Change affecting deliverables
Product Change affecting product
Processes Change affecting process
Quality Change affecting quality
Change requests are evaluated and assigned one of the following status types:
Status Description
Open Entered/Open but not yet approved or assigned
Work in Progress CR approved, assigned, and work is progressing
In Review CR work is completed and in final review prior to testing
Testing CR work has been reviewed and is being tested
Closed CR work is complete, has passed all tests, and updates have been released.
2.3.1 Change Control Board
Role Name Contact Description
Project Engineer Judon Kerr 956-6679 -Engineer in charge of overseeing the
project meets the recommended
standards
Sponsor John Doe 876-2213 -Approve or deny scope change
requests as appropriate
-Evaluate need for scope change
requests
-Accept project deliverables
Team Leader Bob Jones 965-3040 -Project Management support staff
responsible for controlling the
execution of the project.
Quantity John Smith 876-3348 -Calculates the amount of materials
Surveyor needed for building work, and how
much they will cost.
3 Responsibilities
Role Name Contact Description
Project Manager
Change Manager
Change Request Form
1.) SUBMITTER - GENERAL INFORMATION
CR#
Type of CR Enhancement Defect
Project/Program/Initiative
Submitter Name
Brief Description of Request
Date Submitted
Date Required
Priority Low Medium High Mandatory
Reason for Change
Other Artifacts Impacted
Assumptions and Notes
Comments
Attachments or References Yes No
Link:
Approval Signature Date Signed
2.) PROJECT MANAGER - INITIAL ANALYSIS

Hour Impact
Duration Impact
Schedule Impact
Cost Impact
Comments
Recommendations
3.) CHANGE CONTROL BOARD – DECISION

Decision Approved Approved with Rejected More Info
Conditions
Decision Date
Decision Explanation
Conditions
Authorization
______________________________________________ Date:______________________
Naoyuki Long
CHEC Representative
______________________________________________ Date:______________________
Steve Byfield
GOJ Representative
______________________________________________ Date:______________________
Sanford Williams
Project Manager
SCOPE MANAGEMENT
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140 Maxfield Avenue

26-02-2018
INTRODUCTION
The Scope Management Plan provides the scope framework for this project. This plan
documents the scope management approach; roles and responsibilities as they pertain to project
scope; scope definition; verification and control measures; scope change control; and the
project’s work breakdown structure. Any project communication which pertains to the project’s
scope should adhere to the Scope Management Plan.
This project is to reduce traffic congestion and travel time along the corridor and connecting
roadways and communities. It is also intended to minimize the usage of community roads as
alternatives and other undesirable results of congested trunk routes. Main benefits of this project
will be a reduction in travel time along the corridor, increased capacity, reduction in congestion
and improvement in safety and ride comfort. Adjoining communities can look forward to a
reduction in traffic and thus enhance safety and quality of life, particularly during the peak
periods.
SCOPE MANAGEMENT APPROACH

For this project, scope management will be the sole responsibility of the Project Manager. The
scope for this project is defined by the Scope Statement, Work Breakdown Structure (WBS) and
WBS Dictionary. The Project Manager, Sponsor and Stakeholders will establish and approve
documentation for measuring project scope which includes deliverable quality checklists and
work performance measurements. Proposed scope changes may be initiated by the Project
Manager, Stakeholders or any member of the project team. All change requests will be
submitted to the Project Manager who will then evaluate the requested scope change. Upon
acceptance of the scope change request the Project Manager will submit the scope change
request to the Change Control Board and Project Sponsor for acceptance. Upon approval of
scope changes by the Change Control Board, Project Sponsor and the Project Manager will
update all project documents and communicate the scope change to all stakeholders. Based on
feedback and input from the Project Manager and Stakeholders, the Project Sponsor is
responsible for the acceptance of the final project deliverables and project scope.
ROLES AND RESPONSIBILITIES

The Project Manager, Sponsor and team will all play key roles in managing the scope of this
project. As such, the project sponsor, manager, and team members must be aware of their
responsibilities in order to ensure that work performed on the project is within the established
scope throughout the entire duration of the project. The table below defines the roles and
responsibilities for the scope management of this project.
Name Role Responsibilities
John Doe Sponsor - Approve or deny scope change requests as
appropriate
- Evaluate need for scope change requests
- Accept project deliverables
Jane Doe Project Manager - Measure and verify project scope
- Facilitate scope change requests
- Facilitate impact assessments of scope
change requests
- Organize and facilitate scheduled change
control meetings
- Communicate outcomes of scope change
requests
- Update project documents upon approval of
all scope changes
Bob Jones Team Lead - Measure and verify project scope
- Validate scope change requests
- Participate in impact assessments of scope
change requests
- Communicate outcomes of scope change
requests to team
- Facilitate team level change review process
John Smith Team Member - Participate in defining change resolutions
- Evaluate the need for scope changes and
communicate them to the project manager as
necessary
Tom Brown Team Member - Participate in defining change resolutions
- Evaluate the need for scope changes and
communicate them to the project manager as
necessary
Table 1.1, Scope Management Roles and Responsibilities
SCOPE DEFINITION
The scope for this project was defined through a comprehensive requirements collection process.
First, a thorough analysis was performed on the existing road to include the Traffic Count,
Grade, Design Speed, Wearing Surface, Sidewalk Width, Lane width, Right of Way and
Horizontal. From this information, the project team developed the project requirements
documentation, the requirements management plan, and the requirements traceability matrix for
what the Constant Spring Road improvement work should accomplish.
The project description and deliverables were developed based on the requirements collection
process and input from subject matter experts on road construction and civil engineering. This
process of expert judgment provided feedback on the most effective ways to meet the original
requirements of providing reduce traffic congestion and travel time along the corridor and
connecting roadways and communities. Also, to minimize the usage of community roads as
alternatives and other undesirable results of congested trunk routes
PROJECT SCOPE STATEMENT

The project scope statement provides a detailed description of the project, deliverables,
constraints, exclusions, assumptions, and acceptance criteria. Additionally, the scope statement
includes what work should not be performed in order to eliminate any implied but unnecessary
work which falls outside the of the project’s scope.
This project includes the design and construction of road starting at the intersection of Constant
Spring Road and Norbrook Drive in the north and runs southward for approximately 4 km to Red
Hills/Eastwood Park Road intersection, with spot improvements at Long Lane/ Old Stony Hill
Road and Stillwell Road. The improvements will entail an increase from 2 lanes to 4 lanes
between Norbrook Drive and Dunrobin Avenue, the widening of the Long Lane/Old Stony Hill
Road intersection to accommodate turning lanes and design changes to Manor Park. The
improvements will include:
 Intersection geometry improvements with upgraded traffic signals at:
o Red Hills Road and Eastwood Park Road,
o Constant Spring Road and West Kings House Road,
o Constant Spring Road and Dunrobin Avenue,
o Constant Spring Road and Shortwood Road
o Constant Spring Road and West Avenue
o Constant Spring and Tax Office/Immaculate Conception High;
 Installation of new traffic signals with geometric improvements to include turning lanes
at:
o Stony Hill Road and Stilwell Road
o Stony Hill Road and Old Stony Hill Road
o Constant Spring Road and Mannings Hill Road
o Constant Spring Road and Constant Terrace/Hillman Road
o Constant Spring Road and Clifton Boulevard
o Constant Spring Road and Manor Centre
o Constant Spring Road and Grosvenor Terrace bridge
o Constant Spring Road and Norbrook Drive
 Pedestrian phases and associated signal equipment at all existing and proposed signalized
intersections to facilitate safe road crossings for pedestrians
 Installation of 1.8 m wide sidewalks on both sides of the road
 Relocation of utility poles to the back of sidewalks (making at least 1.5m of sidewalk free
of obstruction) to provide accessible pedestrian walkways that can accommodate
wheelchairs and the visually impaired
 Upgrading of storm water drainage system and installation of sewerage
 Construction of bus laybys
WORK BREAKDOWN STRUCTURE

In order to effectively manage the work required to complete this project, it will be subdivided
into individual work packages which will not exceed 40 hours of work. This will allow the
Project Manager to more effectively manage the project’s scope as the project team works on the
tasks necessary for project completion. The project is broken down into three phases: the design
phase; the programming phase; and the testing phase. Each of these phases is then subdivided
further down to work packages which will require no more than 40 hours of work and no less
than 4 hours of work (see WBS structure below).
WBS Task Name

1 Constant Spring Road Project
1.1 Initiation
1.1.1 Evaluation & Recommendations
1.1.2 Develop Project Charter
1.1.3 Submit Project Charter
1.1.4 Project Sponsor Reviews Project Charter
1.1.5 Project Charter Signed/Approved
1.2 Planning
1.2.1 Create Preliminary Scope Statement
1.2.2 Determine Project Team
1.2.3 Project Team Kickoff Meeting
1.2.4 Kickoff meeting held
1.2.5 Develop Project Plan
1.2.6 Submit Project Plan
1.2.7 Project Plan Submitted
1.3 Execution
1.3.1 Project Kickoff Meeting
1.3.2 Corden off road section
1.3.3 Clearing and Grubbing
1.3.4 Excavation
1.3.5 Drainage and Channel Excavation
1.3.5.1 Marking of Alignment
1.3.5.2 Digging/Excavation
1.3.5.3 Concrete Blinding
1.3.5.4 Blinding Done
1.3.5.5 Reinforcement Steel Work
1.3.5.6 Concrete Base on the Blinded Surface
1.3.6 Position the Side Wall Panel Form
1.3.6.1 Concrete Casting
1.3.6.2 Casting Done
1.3.6.3 Back Fill and Compaction
1.3.7 Road Construction
1.3.7.1 Pavement Layers
1.3.7.1.1 Improved Subgrade
1.3.7.1.2 Sub-Base
1.3.7.1.3 Aggregate Base
1.3.7.2 Bituminous Layers and Mixes
1.3.7.2.1 Bituminous Prime Coat
1.3.7.2.2 Bituminous Tack Coat
1.3.7.2.3 Primer Seal
1.3.7.2.4 Bituminous Surface Treatment
1.3.7.2.5 Dense Bituminous Surfacing (Asphalt)
1.3.7.2.6 Asphalt layer laid
1.3.7.3 Installation of new Traffic lights
1.3.7.3.1 Erect Traffic Light Poles
1.3.7.3.2 Traffic Poles Erected
1.3.7.3.3 Install Traffic Lights
1.3.7.3.3.1 Carry out upgrades to existing lights
1.3.7.3.3.2 Install New Street Lights
1.3.7.3.4 Install Control Station
1.3.7.3.5 Test and Fine Tune Installation
1.3.8 Installation of sidewalks
1.3.9 Installation of curb blocks
1.3.10 Relocation of utility poles
1.3.10.1 Dig Holes for Utility Poles
1.3.10.2 Install Utility Pole
1.3.10.3 Connect Utility wires to Pole
1.3.10.4 Paint
1.3.10.4.1 Paint Road Markings on Road
1.3.10.4.2 Paint Pedestrian Crossing
1.3.10.4.3 Paint Curb Blocks
1.3.10.4.4 Painting Complete
1.4 Clean road way and side walks
1.5 Test Traffic Lights
1.6 Close Project
Figure 1.1, Work Breakdown Structure (WBS)
SCOPE VERIFICATION
As this project progresses the Project Manager will verify interim project deliverables against the
original scope as defined in the scope statement, WBS and WBS Dictionary. Once the Project
Manager verifies that the scope meets the requirements defined in the project plan, the Project
Manager and Sponsor will meet for formal acceptance of the deliverable. During this meeting
the Project Manager will present the deliverable to the Project Sponsor for formal acceptance.
The Project Sponsor will accept the deliverable by signing a project deliverable acceptance
document. This will ensure that project work remains within the scope of the project on a
consistent basis throughout the life of the project.
SCOPE CONTROL
The Project Manager and the project team will work together to control of the scope of the
project. The project team will leverage the WBS Dictionary by using it as a statement of work
for each WBS element. The project team will ensure that they perform only the work described
in the WBS dictionary and generate the defined deliverables for each WBS element. The Project
Manager will oversee the project team and the progression of the project to ensure that this scope
control process if followed.
If a change to the project scope is needed the process for recommending changes to the scope of
the project must be carried out. Any project team member or sponsor can request changes to the
project scope. All change requests must be submitted to the Project Manager in the form of a
project change request document. The Project Manager will then review the suggested change to
the scope of the project. The Project Manager will then either deny the change request if it does
not apply to the intent of the project or convene a change control meeting between the project
team and Sponsor to review the change request further and perform an impact assessment of the
change. If the change request receives initial approval by the Project Manager and Sponsor, the
Project Manager will then formally submit the change request to the Change Control Board. If
the Change Control Board approves the scope change the Project Sponsor will then formally
accept the change by signing the project change control document. Upon acceptance of the
scope change by the Change Control Board and Project Sponsor the Project Manager will update
all project documents and communicate the scope change to all project team members
stakeholders.
Authorization
______________________________________________ Date:______________________
Naoyuki Long
CHEC Representative
______________________________________________ Date:______________________
Steve Byfield
GOJ Representative
______________________________________________ Date:______________________
Sanford Williams
Project Manager
LESSONS LEARNT
Avenue)

.
140 Maxfield Avenue

26-02-2018
INTRODUCTION
The purpose of the lessons learned document for the Constant Spring Road Improvement Project
is to capture the project’s lessons learned in a formal document for use by other project managers
on similar future projects. This document may be used as part of new project planning for
similar projects in order to determine what problems occurred and how those problems were
handled and may be avoided in the future. Additionally, this document details what went well
with the project and why, so that other project managers may capitalize on these actions. Project
managers may also use this document to determine who the project team members were in order
to solicit feedback for planning their projects in the future. This document will be formally
communicated with the organization and will become a part of the organizational assets and
archives.
LESSONS LEARNED APPROACH

The lessons learned from the Constant Spring Road Project are compiled from project journal
entries throughout the project lifecycle. Lessons learned were also be gathered from both
realized and unrealized risks in the project risk register as well as through interviews with project
team members and other stakeholders as necessary. The lessons learned from this project are to
be used as references for future projects and contain an adequate level of detail so that other
project managers may have enough information on which to help base their project plans. The
lessons learned in this document are categorized by project knowledge area. These knowledge
areas consist of: procurement management, risk management, integration management, quality
management, time management, cost management, scope management, human resource
management, and communications management. NOTE: some knowledge areas may not contain
lessons learned if none were documented throughout the project lifecycle.
LESSONS LEARNED FROM THIS PROJECT

The following chart lists the lessons learned for the Constant Spring Road project. These lessons
are categorized by project knowledge area and descriptions, impacts, and recommendations are
provided for consideration on similar future new construction projects. It is important to note
that not only failures or shortcomings are included but successes as well.
Category Issue Name Problem/Success Impact Recommendation
Procurement Contract The PM was not fully All requirements were PM must be fully
Management Requirements engaged in the not included in the engaged in all
contract process. initial contract award. contract processes.
A contract This must be
modification was communicated to
required which added both PM and
a week to the project. contract personnel.
Scope Scope Creep Stakeholders The PM did not have a The PM must have
Management continuously tried plan for addressing an approval process
adding to the project scope creep and for any proposed
scope throughout the allowed some scope changes and
project lifecycle. requirements to be communicate this
added until the process to all
sponsor stopped it. stakeholders.
Overall project delay
of 3 weeks was the
result.
Quality Building A process for This allowed the Always plan quality
Management Material determining project team to work standards and
acceptable building with the contractors to allowances into the
material quality was smoothly ensure all project plan. This
planned into the materials were of helps avoid delays
project. acceptable quality and and cost overruns.
avoided any re-work
and delays associated
with substandard
material.
Risk Zoning A risk was identified Impact was minimal Always consider
Management Approval that there may be because the PM external impacts on
delays in receiving included potential the project cost and
approval from the zoning delays into the schedule. This must
county zoning board. project schedule. be continuous
This was a success throughout the
because it was project lifecycle.
identified early and
planned for.
Traffic Poor Planning The PM was not able This resulted in Provisions in the
Management to adequately control lengthy delays for planning stages
the flow of traffic motorist and longer should be taken to
around some areas on that normal traffic provide motorists
the road construction periods. with alternative
sections to drive on
the road while
construction is
underway. Also peek
work hours should
be scheduled as
much as possible
during off peak
traffic hours.
LESSONS LEARNED KNOWLEDGE BASE / DATABASE

The lessons learned for the Constant Spring Road Project will be contained in the organizational
lessons learned knowledge base maintained by the project management office (PMO). This
information will be catalogued under the project’s year (2018) and the type of project (Road
Construction) for future reference. This information will be valuable for any project manager
assigned to a new construction project in the future.
LESSONS LEARNED APPLIED FROM PREVIOUS PROJECTS
The Constant Spring Road Project utilized several lessons learned from past projects:
1. The addition of a risk associated with planning cost and schedule based on external
dependencies (i.e. zoning approvals) was determined during the planning process by
consulting the lessons learned from the Mandela Highway Expansion Project from 2012.
2. The planning of acceptable quality standards was based on lessons learned from the Start-
up Site Construction Project of 2009. By planning for quality standards, the project team
was able to avoid schedule and cost overruns by clearly communicating acceptable
quality standards to all contractors involved with the project.
PROCESS IMPROVEMENT RECOMMENDATIONS

As indicated in the lessons learned chart above, the NBC Project did not have a process for
reviewing and approving requested changes in requirements or project scope. Not only is this a
lesson learned for similar future projects; but the organization must ensure that all project
managers are aware of the need for this process to be included in the planning of all future
projects. Therefore, it is recommended that prior to work beginning on any new project, the
project manager must brief the project sponsor on the process for requesting and approving
changes to project scope.
Authorization
______________________________________________ Date:______________________
Naoyuki Long
CHEC Representative
______________________________________________ Date:______________________
Steve Byfield
GOJ Representative
______________________________________________ Date:______________________
Sanford Williams
Project Manager

Road Construction Project

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PROJECT PROFILE

Section of Constant Spring Road between Long Lane and Dunrobin

National Works Agency Directorate of Planning and Research

140 Maxfield Avenue

Below are the ranking criteria:

 Roads that provide access to manufacturing facilities

Road Class Rank

The ranking formula is as follows:

PROJECT SELECTION CRITERIA

National Works Agency Directorate of Planning and Research

140 Maxfield Avenue

Below are the ranking criteria:

 Roads that provide access to manufacturing facilities

The ranking formula is as follows:

Approved by the Project Sponsors and Executive Appointees:

Stakeholder Management Plan

140 Maxfield Avenue

Stakeholder Management Strategy

The following criteria will be used to develop the stakeholder registry:

A JA Government High H F Consult and Mutual

B Project committee High H F Keep up to Mutual

C Project Sponsors High H F Keep up to Mutual

Stakeholder Influence / Interest

Keep satisfied Manage closely

Monitor Keep informed

A Policy makers and environmental Mange Ensure that procurement guidelines

E Insufficient relating of public Keep Provide frequent status reports and

F Logistical challenges for the Monitored To use temporary signage to indicate

G Timely deployment of material Monitored Establish a lead time between the

H Resource and scheduling Mange Request that stakeholder be part of

Approved by the Project Sponsors and Executive Appointees:

National Works Agency Directorate of Planning and Research

140 Maxfield Avenue

 Ensure quality is planned for

QUALITY MANAGEMENT APPROACH

QUALITY REQUIREMENTS / STANDARDS

QUALITY CONTROL MEASUREMENTS

 Define work scope, schedule, resources, and cost elements

 Define minimum and maximum baseline thresholds

 Baseline reporting requirements

 Define Risk Management Roles and Responsibilities

TOP THREE RISKS

RISK MANAGEMENT APPROACH

Risk Assessment Meeting

Historical Review of Similar Projects

RISK QUALIFICATION AND PRIORITIZATION

RISK MITIGATION AND AVOIDANCE

Approved by the Project Sponsor:

Constant Spring Road (between Long Lane and Dunrobin

National Works Agency Directorate of Planning and Research

140 Maxfield Avenue

 Roles and responsibilities of team members throughout the project

 Roger Whyte Project Manager

Roles and responsibilities includes

 Develop plans for each phase of the project

Project Controls Specialist

NWA Safety Representative

Specific duties during construction include the following:

Responsible Assignment Matrix

Project Chief Design Operatio Financia Communicatio Functiona

140 Maxfield Avenue

 The contract approval process

PROCUREMENT MANAGEMENT APPROACH