PM Handbook Updated Edition 15 April 2016 PDF

PROJECT
MANAGEMENT
HANDBOOK
A Guide to Eptisa Project Managers
Released by the Project Management Office
Updated Edition: 15th April 2016
This manual presents the most important guidelines that EPTISA Project Managers
must follow when managing company projects, aiming to ensure a common
management approach and to comply with the required professional standards. All
changes to the contents of this manual must be approved by the PMO.
PROJECT MANAGEMENT HANDBOOK – A Guide to Eptisa Project Managers Updated Edition 14 Sep 15
EPTISA PROJECT MANAGEMENT HANDBOOK

LIST OF ABBREVIATIONS ................................................................................................................ 4
CHAPTER I - INTRODUCTION ......................................................................................................... 6
1.1 Purpose of the Project Management Handbook ................................................................ 6
1.2 Structure of the Project Management Handbook .............................................................. 7
1.3 Roles and Responsibilities in Project Management ............................................................ 8
1.4 EPTISA Project Manager Profile ........................................................................................ 11
1.5 Project Manager Conduct and Ethics ................................................................................ 13
CHAPTER II - PROJECT MANAGEMENT LIFE CYCLE AND ORGANIZATION ................................... 14
2.1 Project Life Cycle Overview ............................................................................................... 14
2.2 Project Organization in EPTISA .......................................................................................... 16
CHAPTER III - PROJECT MANAGEMENT PROCESSES AND KNOWLEDGE AREAS.......................... 18
3.1 Processes Overview........................................................................................................... 18
3.1.1 Initiating Process Group ............................................................................................. 19
3.1.2 Planning Process Group ............................................................................................. 19
3.1.3 Executing Process Group ............................................................................................ 22
3.1.4 Monitoring and Controlling Process Group ............................................................... 23
3.1.5 The Closing Process Group ......................................................................................... 24
3.2 Knowledge Areas Overview .............................................................................................. 26
3.3 Project Scope Management............................................................................................. 28
3.4 Project Time Management................................................................................................ 30
3.5 Project Financial Management ......................................................................................... 33
3.5.1 Development of Expenditure Verification Reports .................................................... 33
3.6 Project Quality Management ............................................................................................ 35
3.7 Project Human Resources Management .......................................................................... 39
3.8 Project Communications Management ............................................................................ 42
3.9 Project Risk Management ................................................................................................. 45
3.10 Project Procurement Management ................................................................................ 48
3.10.1 General procurement rules for procuring goods and services in Eptisa: ................. 48
3.10.2 Selection and Recruitment of External Consultants ................................................ 49
3.11 Project Stakeholders Management................................................................................. 51
CHAPTER IV - PROJECT MANAGEMENT PRACTICES PER TYPE OF CONTRACT AND CLIENT ........ 52
4.1 Types of service contracts: Global Price and Fee-Based Contracts................................... 52
CHAPTER V – IMPLEMENTATION GUIDE ..................................................................................... 55
For EPTISA internal use only – do not distribute without permission from the PMO 2
CHAPTER VI - APPENDIXES .......................................................................................................... 63

Appendix A – Project Manager Job Description...................................................................... 64
Appendix B – Project management Office Responsibilities and Organization ....................... 65
Appendix C – List of contacts for Project Management Support in EPTISA ............................ 67
Appendix D - Key metrics for project monitoring and control ................................................ 68
Appendix E – Corporate Information Systems Used in Project Management ........................ 70
Appendix F – Project Cost Structure ....................................................................................... 72
Appendix G – Structure for Classifying Project Information ................................................... 79
Appendix H – Health and Safety In Project Sites..................................................................... 81
Appendix I – Sustainability Principles Checklist ...................................................................... 84
CHAPTER VII - PROJECT TEMPLATES LIST .................................................................................... 85
Template T1 – Minute Meeting .............................................................................................. 85
Template T2 - Project Register ................................................................................................ 85
Template T3 – Project Scope Statement ................................................................................. 85
Template T4 - Risk Register ..................................................................................................... 85
Template T5 - Internal Progress Report Template .................................................................. 85
Template T6 – Scope Change Register .................................................................................... 85
Template T7 – Project Schedule.............................................................................................. 85
Template T8 – Project Cost Structure ..................................................................................... 85
Template T9 – Project Expenses Report ................................................................................. 86
Template T10 – Expenses Sheet.............................................................................................. 86
Template T11 – Sub-Consultant Contract Minute .................................................................. 86
Template T12 – Partner Contract Minute ............................................................................... 86
Template T13 – Comparative Table ........................................................................................ 86
Template T14 – Sheets of Health and Safety .......................................................................... 86
Template T15–Certificate of Completion ................................................................................ 86
CHAPTER VIII – PROJECT MANAGEMENT HANDBOOK CONTRIBUTERS AND REVISORS............. 87
CHAPTER IX - CHANGES MADE TO PREVIOUS EDITIONS ............................................................. 89
LIST OF ABBREVIATIONS
Abbreviation Definition
EVR Expenditure Verification Report
H&S Health and Safety
H&SC Health and Safety Coordinator/Company
H&SD Health and Safety Department of Eptisa
IE Incidental Expenditure
IFIs International Financial Institutions
IIC Engineering , Instrumentation and Control
P Project
PM Project Manager
PMBOK Project Management Body of Knowledge
PMI Project Management Institute
PMO Project Management Office
PPE's Personal Protective Equipments
QMS Quality Management System
RFQ Request for Quotation
ToR Terms of Reference
WBS Work Breakdown Structure
We are what we repeatedly do.
Excellence, therefore, is not an act, but a habit.
Aristotle
CHAPTER I - INTRODUCTION
1.1 Purpose of the Project Management Handbook

The main purpose of EPTISA Project Management Handbook (PM Handbook) is to establish the
fundamental principles of project management in EPTISA, providing project managers with the
set of processes, techniques and tools required to ensure good project management as well to
create awareness of the organizational aspects required for project success.
The purpose of the PM Handbook is not to present an extensive description of project
management and its concepts since for such purpose there is extensive and specialized
literature available.
The contents presented in the following chapters of this PM Handbook are the result of the
extensive experience of a group of EPTISA senior project managers, who have resumed their
knowledge in a structured and comprehensive document, aiming to make it available to the
overall project management community and specifically to all those who are taking their first
steps in EPTISA as project managers.
The incorporation of the lessons presented in this PM Handbook in the daily life of the project
management community, should contribute to achieve the following specific objectives:
• The clear definition of roles and responsibilities of all involved in project management;
• The definition of critical project management processes and knowledge areas;
• Standardization of project management best practices;
• Contribution to the creation of a project management common culture in EPTISA
• Project measurable success
• The creation of common repository
Although, as previously said, the purpose of this document is not to explain in detail project
management concepts, but to capture the practical essence of project management in EPTISA,
the authors have followed one of the most widely recognized project management
methodologies to structure the contents of this PM Handbook – the Project Management
Institute1 methodology.
The authors encourage all those that wish to evolve in the project management career to
pursue a certification in project management, allowing their full recognition by peers and
clients as project management professionals.
We hope you enjoy the reading. Feel free to send us any comments and suggestions to EPTISA
Project Management Office: <eptisa_pmo@eptisa.com>
1
To find out more about the Project Management Institute go to: http://www.pmi.org/
1.2 Structure of the Project Management Handbook
In the introduction chapter the Project Management Handbook describes the different roles
and responsibilities existing in a typical EPTISA project structure, aiming to clarify as best as
possible how the project implementation should be organized and how the project staff should
interact and deliver project products/deliverables.
In this initial chapter the typical profile of the Project Manager is also defined, including its
responsibilities, educational background, professional qualifications, languages proficiency and
experience. Such profile may be considered as a guideline for Project Managers aiming to
consolidate their professional career in EPTISA.
In chapter two a brief overview of the project management lifecycle is presented, as well as a
description on how project structures are organized in EPTISA companies – a general format is
presented taking into consideration that each Eptisa office may have its own specific structure.
Chapter three presents the most relevant contents for the common and proper understanding
of project management. It follows the methodology of the Project Management Institute,
aiming to prepare EPTISA project managers for the certification in project management.
In this chapter, five process groups and ten knowledge areas are presented and correlated
taking into consideration the five phases of project management. The way the information is
organized allows those involved in project management and specifically the project manager
to focus on the requisites and outputs of each process as progress is made in each project
phase.
Having completed the presentation of the fundamentals of project management the next
chapter is dedicated to explain the different types of service contracts (lump sum and fee
based) and the specificities of managing project for the international funding agencies, such as
the European Commission, one of the most important entities that finances projects
implemented by Eptisa. All these aspects are addressed in chapter four.
In chapter five, an implementation guide is proposed, aiming that Project Managers prepare a
common set of information to describe, plan, control and communicate projects’ status in a
standardized way.
Finally, the last three chapters refer to appendixes (chapter six), templates to be used (chapter
seven) and the people who make this manual possible (chapter eight).
1.3 Roles and Responsibilities in Project Management
It is of utmost importance to have a clear understanding of the roles and responsibilities of all
those involved in project organization and implementation. The following description of roles
and responsibilities takes into consideration the most complex projects implemented by
Eptisa, with all the different roles required. In simpler projects multiple roles are assumed by
the same person and therefore the project structure becomes flattened.
The following image illustrates a typical project structure:
Project Sponsor
Financial
Controlling
Project
Project Manager
Management Office
Administrative
Support
Team Leader
Experts Sub-Contractors
Within the above structure there will be the following roles and responsibilities:
Project Sponsor: The Project Sponsor is the ultimate responsible for the project and its results,
both operational and financial. He should approve project financial baseline, provide the
resources (financial, technical and human) and formally authorize the project within Eptisa.
For issues beyond the control of the Project Manager, the Sponsor serves as an escalation
path. The Sponsor should also be involved in important issues for project outcome such as
authorizing changes in scope and go/no-go decisions when project risks are particularly high.
Project Manager: The Project Manager (in certain projects also designated as Project Director),
is the person assigned by the Project Sponsor to achieve project objectives. Specifically in the
case of Eptisa, the Project Manager is responsible for the project gross margin and therefore
for all the actions that impact on such indicator.
The Project Manager´s main responsibilities are:
• Negotiate the main contract with the client (when applicable);

• Develop the project management plan
o Develop the project charter;
o Analyze and understand project scope;
o Estimate project cash-flow;
o Mobilize resources (human, technical and financial);
o Develop and communicate administrative procedures;
o Prepare the staffing schedule;
o Prepare the project chronogram;
o Prepare project commercial reference;
o Prepare Quality Plan for the project
o Prepare Risk Plan for the project (Risk Register Template)
• Direct and manage project execution
o Manage the project main contract;
o Negotiate contractual terms with sub-contractors;
o Manage the contracts with sub-contractors (either experts or companies);
o Ensure the delivery of project scope / products or deliverables as per
stakeholders requisites and Terms of Reference in time and within the budget
o Invoice the client;
o Approve sub-contractors’ invoices;
o Classify and archive all relevant project documentation;
o Procure goods and services required to carry out the project;
o Support project internal and external audits;
o Manage communications with client, partners and other stakeholders;
o Manage complaints;
o Enforce the application of project procedures;
• Monitor and control project work
o Report project progress;
o Register, approve and track all project costs;
o Update project management plan;
o Register project changes;
o Update information in all applicable systems;
o Approve the time-sheets of the project team;
o Evaluate the Team Leader;
o Track key performance indicators;
• Close the project
o Deliver all project deliverables;
o Solve administrative project pending issues;
o Demobilize project team;
o Request project completion certificate;
o Inform project sponsor on final project results;
Team Leader: The Team Leader is responsible for managing the technical team and ensuring
that project deliverables are delivered on-time, within budget and with the required quality.
The main responsibilities of the Team Leader are:
• Manage the technical team, including all sub-contractors;

• Update the staffing plan and the project chronogram;
• Prepare technical reports;
• Deliver project products on-time and within budget;
• Manage technical communications with the client;
• Approve technical team time sheets;
• Report project progress to the Project Manager;
• Classify and archive all project administrative and technical documentation;
• Evaluate the project technical team;
• Enforce the application of project procedures;
In any case the Project Manager should not allow the Team Leader to manage any contractual
issues with the client or to accept any changes to the agreed scope of work or any other
project critical variables (time, cost, resources and quality).
Project success requires a clear distinction between roles and responsibilities and only the
Project Manager is in position to communicate and enforce such distinction.
Technical Team (experts and sub-contractors): The technical team is responsible for executing
the activities assigned by the Project Manager and the Team Leader and to deliver project
products on-time, within budget and with the agreed and desired quality.
Administrative Support: The team that constitutes the administrative support must ensure
that all required administrative and logistic activities are performed as required, such as for
example:
• Managing the office;

• Documentation classification and organization;
• Communication classification and organization (inputs, outputs);
• Organizing travel and accommodation for experts;
• Custody of original documentation;
• Providing information about the project;
• Registering project expenses;
• Processing payments for project costs;
• Managing office suppliers;
• Managing attendance for all project staff
1.4 EPTISA Project Manager Profile

The Project Manager has a key role in Eptisa since, mandated by the Project Sponsor, he is the
main responsible for ensuring that the project work is performed as efficiently as possible and
the results of such work met the client best expectations, ensuring project estimated gross
margin is always achieved or exceeded. This is a demanding request and therefore the
professional that accepts such mission must master an important set of skills, that are
developed and fine tuned along time.
Eptisa Project Manager Profile can be summarized as a very proactive, versatile and
highly skilled professional with a proven track record in successfully delivering a diverse
range of projects
Although a Project Manager may have very different backgrounds and experiences he or she
should master three main areas of expertise: Technical, Management and Leadership.
Technical: The ability to understand the technical aspects of the work to be performed is
fundamental to ensure the full understanding of project scope, the activities to be developed
and the profiles to develop such activities. Although the Project Manager doesn’t have to be
able to produce project outputs (except in the cases where he not only is responsible for
managing the project but must also develop a work block or project activity), it is fundamental
that he has enough understanding to evaluate what has to be produced and with what
resources. A sufficient understanding of project technicalities will also grant the Project
Manager the respect of his technical staff and therefore help him in his mission.
Managerial: Running a project is like running a small company. The Project Manager must
focus on its product (project deliverables), the resources to produce them (technical, human
and financial), the organization of the work and the client and other stakeholders to whom he
reports. It requires good management expertise to make the project run smoothly and the
ability to communicate and interact positively with the team and project stakeholders is
probably the most important thing that the project manager should have in his mind.
Leadership: The third area that the Project Manager should develop is leadership, that is, his
ability to point the way forward to the team and to help them to solve project issues that may
prevent the team to do their technical work. It is not expected that the Project Manager has an
immediate answer to all problems that may appear but it is expected that he actively searches
for solutions within the project organization and provides support to the team at all times. It is
also expected that he evaluates such team and ensures it works smoothly even if difficult
decisions must be taken such as to replace a team member if he is unable to perform
adequately.
Although specific technical skills may be required depending on the nature of the project, the
above areas of expertise should be common to all Eptisa Project Managers, providing them the
ability to interchange between regions and sectors.
As per the soft skills required for good project management, it is expected that the Project
Manager is a very good communicator, is able to generate positive dynamics on the team and
has always a good attitude even in face of more complicated issues.
The Project Manager should always be seen as a problem solver (in opposition to a
problem maker)
The progression of the Project Manager in the project management career is achieved by
ensuring the proper soft skills as well as the continuous development of the main areas of
expertise – Technical, Managerial, and Leadership. There are currently four levels of Project
Management, depending on the complexity of the responsibilities developed:
• Junior Project Manager (entry level);

• Project Manager;
• Senior Project Manager;
• Head of Project Management (top level);
Promotion criteria includes the result of periodically evaluating dimensions such as “Merit and
Results”, Ability to Deliver” and “Attitude”.
The following figure illustrates the distribution of project management responsibilities by

Project Managers taking into consideration their job level:
Junior Project Senior Head

Sponsor
PM Manager PM of PM
Project Approval (Scope and Financial Baselines) x
Project Resources Approval (Technical, Financial, HR) x x
Monitoring and Control of Global Production P&L x
Contract Management x x x
Project Reporting (Financial and Operational) x x x
Project Scope Management under supervision x x x
Project Time Management under supervision x x x
Project Financial Management under supervision x x x
Project Gross Margin Management x x x
RELATED TO
Project Quality Management under supervision x x x
MANAGE A
Project Human Resources Management under supervision x x x
PROJECT
Evaluation of the Project Technical Team x x x
Project Communications Management under supervision x x x
Project Risk Management under supervision x x x
Project Procurement Management under supervision x x x
Project Stakeholders Management x x x
Client Technical Management x x x
Client Commercial Management x x
Project Partners Management x x x
Subcontractors Management x x x
Definition of PMs Functional and Technical Requirements x
Definition and Implementation of PMs Procedures x
OTHERS Preparation of PMs Training Programs x
Supervision and Coaching of PMs x x
Detection of Commercial Opportunities x x
Table – Job Level of Project Managers and the distribution of their responsibilities
1.5 Project Manager Conduct and Ethics

Interpersonal project team conflicts, challenges with project sponsors, vendor negotiations,
cultural differences, government regulations, etc. Project professionals interact with many
different types of people, and often are faced with various ethical dilemmas throughout their
careers.
Deciding what is ethical can be challenging, and the answers may differ depending on the
organization and culture.
Aiming to standardize decisions and provide guidance to the community of projects managers
and project management staff, Eptisa has set guidelines and prepared a code of ethics and
professional conduct.
The above referred code is founded on a set of values, constituting the basis of decision
making and guiding the actions of Eptisa project management community: responsibility,
respect, fairness, and honesty.
It is expected that project managers and all those involved in project management follow such
values and contribute to imbed them in Eptisa culture.
The following table shows the common understanding of each value (as per the Project
Management Institute Code of Ethics):
Value Description
Responsibility is the duty to take ownership for the decisions we make or
Responsibility fail to make, the actions we take or fail to take, and the consequences that
result.
Respect is the duty to show a high regard for ourselves, others, and the
resources entrusted to us. Resources entrusted to us may include people,
money, reputation, the safety of others, and natural or environmental
Respect resources.
An environment of respect engenders trust, confidence, and performance
excellence by fostering mutual cooperation—an environment where
diverse perspectives and views are encouraged and valued.
Fairness is the duty to make decisions and act impartially and objectively.
Fairness Our conduct must be free from competing self interest, prejudice, and
favoritism.
Honesty is our duty to understand the truth and act in a truthful manner
Honesty
both in our communications and in our conduct.
CHAPTER II - PROJECT MANAGEMENT LIFE CYCLE AND

ORGANIZATION
2.1 Project Life Cycle Overview
Projects and project management take place in an environment that is broader than that of
the project itself. Understanding this broader context helps the project manager to ensure that
the work is carried out in alignment with the goals of the company and managed in accordance
with the established practice methodologies of Eptisa and other stakeholders (such as for
example an international funding agency).
Projects vary in size and complexity but all projects can be mapped into the following life cycle
structure:
• Starting the project;
• Organizing and preparing;

• Carrying out the project work and
• Closing the project.
Such generic structure is usually used when communicating with upper management or
entities less familiar with the details of the project, providing a high-level common frame of
reference for comparing projects.
The following figures (1 and 2) illustrate the typical cost and staffing levels across the project
life cycle and the impact of stakeholders´ influence and changes on project as project time
increases, being clear of the need for the project manager to plan adequately focusing on
project objectives and to closely monitor project evolution, avoiding, for example, the need for
rework, one of the main causes for project cost derailment.
Figure 1: Typical Costs and Staffing Levels Across a Generic Project Life Cycle Structure. (Ref:
Project Management Body of Knowledge, PMBOK Guide, Fifth Edition)
Figure 2: Impact of Variable based on Project Time. (Ref: Project Management Body of
Knowledge, PMBOK Guide, Fifth Edition)
Such generic structure, sets the definition for the five categories known as Project
Management Processes, as adopted by the Project Management Institute and explained in
detail in Chapter III, point 3.1:
• Initiating Process Group;
• Planning Process Group;
• Executing Process Group;
• Monitoring and Controlling Process Group;
• Closing Process Group;
2.2 Project Organization in EPTISA

The next figure illustrates Eptisa organization, supported by five divisions and four territorial
main units. As per this model any project is registered both in one territorial unit and one
division. The last territorial unit – International Development, encompasses all remaining
regional offices as well as new territories where a regional office does not exist but systematic
commercial development is in place.
Chief Executive Officer
Corporate
Departments
International
Spain Balkans Romania
Development
Institutional,
Economical and Social
Development
Transportation,
Infrastructures and
Laboratories
Industry, Energy and

Building
Projects
Water and Environment
Instrumentation,
Information and
Comm. Technologies
Project Management takes place both in the territories and the divisions and is supported by
corporative organizational units, such as:
• The Financial Department;
• The HR Department;
• The IT Department;
• The Purchasing Department;
• The Legal Department;
Additionally the Project Managers may be supported by specific units existing within Eptisa
regional offices.
Among other goals, the Project Management Office (PMO) (see Appendix B - PMO
Organization and Responsibilities) aims to simplify the interaction between the above
corporative departments and Eptisa Project Managers, providing a single point of contact for
any financial / administrative / legal issues related to the above corporative functions.
Regarding technical issues, related to project implementation, the Project Manager should
directly address the Division where the project is assigned.
The list of contacts of the PMO as well as Divisions and Territories is available in Appendix C –
List of contacts for Project Management Support.
Regarding reporting and communication (to be further developed in Chapter III, section 3.8),
any Project Manager, independent of his/her origin (a Division or a Territory) will directly
report to the Project Sponsor, the ultimate responsible for project outcome. Such Project
Sponsor will be either the Head of the Division or the Head of the Territory.
In certain cases the Project Sponsor may delegate such responsibility to someone, such as, for
example, the Head of the Project Management Department in the case of the Territories or the
Area Directors, in the case of the Divisions.
The Project Manager will always report to a Territory and to a Division, directly or indirectly,
depending on where the Sponsor is based. For example, if the Sponsor is in the Territory, then
the Project Manager will directly report to the Territory and indirectly to the Division. On the
other end, if the Sponsor is in the Division, the Project Manager will directly report to the
Division and indirectly to the Territory.
The Project Manager must provide to all Eptisa stakeholders involved in the project,
periodical project information, whenever requested and according to the agreed reporting
templates (see Template T5 - Internal Progress Report). Typically, such internal
stakeholders are:
• The Financial Controller;
• The Head of the Territory;
• The Head of the Division;
• The Project Management Office;
The PMO will keep all the above mentioned organizational information updated and available
for Project Managers, through the Operations Portal (Appendix E – Information Systems to be
used by Project Managers).
Eptisa has implemented a system aiming to review periodically the project management
practices of the company. For any suggestion to improve project management, in any of its
dimensions, please contact the head of the project management department of your office,
the head of office or the Project Management Office Coordinator.
CHAPTER III - PROJECT MANAGEMENT PROCESSES AND

KNOWLEDGE AREAS
3.1 Processes Overview

In order for a project to be successful, the project team must:
• Select appropriate processes required to meet project objectives;
• Use a defined approach that can be adopted to meet requirements;
• Comply with requirements to meet stakeholders’ needs and expectations;
• Balance the competing demands of scope, time, cost, quality, resources and risk, to
produce the specified product, service or result.
The reason for describing the Project Management Function in terms of process groups is that
these groups offer a simplified and idealized way of looking at project management that
minimizes the potential for misunderstanding, making the overall process easier to
understand.
As per the PMI methodology the different project management processes can be organized in
two different ways: by Process Group and by Knowledge Area (explained in point 3.2).
Process groups do not need to happen in sequence throughout the life of the project neither
are they the same as project phases or stages. They are guides designed to help the Project
Manager focus on what needs to be done at a particular point in a project phase, sub-phase or
work package.
The five process groups are:
1. Initiating: Those processes performed to define a new project or a new phase of an

existing project by obtaining authorization to start the project or phase.
2. Planning: Those processes required to establish the scope of the project, refine the
objectives, and define the course of action required to attain the objectives that the
project was undertaken to achieve.
3. Executing: Those processes performed to complete the work defined in the project
management plan to satisfy the project specifications
4. Monitoring and Controlling: Those processes required to track, review, and regulate
the progress and performance of the project; identify any areas in which changes to
the plan are required; and initiate the corresponding changes.
5. Closing: Those processes performed to finalize all activities across all Process Groups to
formally close the project or phase.
3.1.1 Initiating Process Group

This process group is defined by the PMBOK as:
“Those processes performed to define a new project or a new phase of an existing project by
obtaining authorization to start the project or phase. Within the initiating processes, the initial
scope is defined and initial financing resources are committed. Internal and external
stakeholders who will interact and influence the overall outcome of the project are identified.”
The Initiating process group answers the questions:
• What is the project going to do ?
• What is the project business case ?
• Who wants it to happen (and who may be opposed to it) ?
• How will the project be funded ?
• Who will manage the work ?
• Who will perform the work ?
The initiating process group is very straightforward since only has two processes:
P1. Develop Project Charter - This is the process of developing a document that formally
authorizes a project or a phase and documents initial requirements that satisfy the
stakeholder’s needs and expectations.
The Project Charter template is available on-line. The Project Manager is responsible to
fill it in and to keep it up to date.
Go to: https://eptinet.eptisa.com/apps/alta_proyecto_EPI/Default.aspx?LANG=en
P2. Identify project stakeholders - Identify stakeholders is the process of identifying all people
or organizations impacted by the project, and documenting relevant information regarding
their interests, involvement and impact on project success.
3.1.2 Planning Process Group

The planning process group provides guidelines for bringing together all of the different types
of planning needed to run the project. Planning processes are found in every one of the ten
knowledge areas (see point 3.2) defined by the PMBOK.
This process group is defined by the PMBOK as:
“The planning process group consists of those processes performed to establish the total scope
of the effort, define and refine the objectives, and develop the course of action required to
attain those objectives.”
The planning process can’t be done one single time at the beginning of the project when most
of the relevant information may not be immediately available and due to the uncertainty that
characterizes all projects.
The interactive nature of planning is essential because project follows an uncharted path
where new information is continuously becoming available as the project progresses. Part of
the skill of project management is to evaluate how much time and effort is required to be put
into each stage of the planning exercise.
To develop this process group, some decisions will need to be made, such as:
• How detail to make the plan;
• How far ahead to plan;
• How to involve stakeholders in planning;
• How to keep the planning process streamlined;
• How to manage the data that is being fed back into the planning process;
• How to determine the quality and reliability of this information;
• How often to re-plan;
• How to administer changes to the plan;
• How to minimize the effect of changes on work in progress;
The processes included in the planning process group are as follows:

P3. Develop the Project Management Plan - The project management plan is the major output
of this process. Developing it is the process of documenting the actions necessary to define,
prepare, integrate, and coordinate all subsidiary plans. It represents the primary source of
information on how the project will be planned, executed, monitored and controlled, and
closed.
A working version will need to be released to the project team at some point so that they
know what they are supposed to be doing. This plan should pass the following test:
• Does it include all known major project tasks?
• Is it in sufficient detail to generate all work packages?
• Are all activities in their chronological sequence?
• Are the task interdependencies clear?
• Is it easy to understand?
• Does it make clear to everyone involved what they are expected to do?
• Can everyone see what is being done in the next few weeks?
• Does it have broad acceptance amongst stakeholders?
• Is it flexible and able to take account of changes?
• Are the milestones shown?
• Is the duration estimated achievable?
• Are urgent and high priority tasks clearly highlighted?
• Can it be used to check day-to-day progress?
• Does it take account of other available resources?
P4. Plan Scope Management - The process of creating a scope management plan that
documents how the project scope will be defined, validated and controlled.
P5. Collect Requirements - This process is essential for clarifying and managing expectations as
adjustments are made through the project.
P6. Define Scope - This process produces a detailed description of the project and its products
and ensures the confidence and trust of stakeholders.
P7. Create Work Breakdown Structure (WBS) – This is the process where you break down the
project elements into manageable work packages, producing your WBS and dictionary – WBS
Components description, milestones, deliverables, activities, scope, dates, resources, costs,
and quality. Other outputs include the scope baseline that enables stakeholders and the
project manager to assess ongoing progress and the impact of necessary adjustments.
P8. Plan Schedule Management - The process of establishing the policies, procedures and
documentation for planning, developing, managing, executing and controlling the project
schedule.
P9. Define Activities, P10. Sequence Activities, P11. Estimate Activity Resources, P12.
Estimate Activity Durations – These four processes create the list of activities and their
attributes that are required for the project. These activities are then scheduled into network
diagrams along with estimates of the resources needed and the time it will take to complete.
P13. Develop Schedule – This process produces the schedule baseline and data needed to
complete the work.
P14. Plan Costs Management - The process that establishes the policies, procedures and
documentation for planning, managing, expending and controlling project costs.
P15. Estimate Costs – This part of the planning process produces the cost estimates for each
activity or phase.
P16. Determine Budget – This brings together all activity and work package cost estimates into
a complete project budget. This forms the documentation for the project funding that includes
contingency for potential issues that may arise and produces the cost performance baseline.
P17. Plan Quality Management – The quality management plan that this process produces
must define the quality metrics and checklists that take into account potential risks, cost
performance baseline and organizational and sustainability factors.
P18. Plan Human Resources Management – Each phase of the project plan must have the
correct resources and skills in the staff assigned to it. These individuals will form teams to
produce work packages or for phases. The resulting management plan details the skills, roles,
responsibilities, and reporting relationships that support the schedule of work and project
objectives.
P19. Plan Communications Management – Communicating the correct level of information in
a timely manner to all parties is essential for success. This management plan enables you to set
and manage stakeholder expectations through your regular updates on progress and project
changes. It also helps to create good working relationships within the project team, gaining
their support and cooperation.
P20. Plan Risk Management, P21. Identify Risks, P22. Perform Qualitative Risk Analysis, P23.
Perform Quantitative Risk Analysis, P24. Plan Risk Responses – If you want to complete your
project on time and within budget, the importance of assessing and planning for potential risk
is paramount. Your resulting risk register enables your communication with stakeholders to
keep them informed and make them aware of practical ground conditions.
P25. Plan Procurements Management – This management plan will define the approach your
project adopts towards procurement and identify potential suppliers you want to approach.
There will be detailed reports outlining procurement statement of work and decision-making
throughout the project life cycle.
P26. Plan Stakeholder Management – It is the process of developing appropriate management

strategies to effectively engage stakeholders throughout the project life cycle and ensuring
their commitment, based on the analysis of their needs, interests and potential impact on
project success.
As a minimum, the planning process should produce the following outputs:
• Define the detailed scope of the project;

• Define the products to be delivered;
• Define the work schedule (activities, dates, resources involved);
• Define the risk plan;
• Estimate project costs and budget (if required cash-flow estimate);
• Define critical metrics to be monitored (ex. working days expenditure);
• Define the communication plan;
• Define Quality Management Plan;
• Define Health and Safety Plan (If it is required).
The project management plan, including all the above in a comprehensive set of
information, should be periodically updated.
3.1.3 Executing Process Group

The third of process groups in the PMBOK Guide is the executing process, defined as:
“It consists of those procedures performed to complete the work defined in the project
management plan to satisfy the project specifications. This process group involves coordinating
with people and resources, as well as integrating and performing the activities of the project in
accordance with the project management plan.”
The overall goal of the Executing Process Group is to set the teams in place to get the work
done efficiently and effectively so that the project stays on target with regard to scope and
previously agreed goals. This process is where most of the work is carried out, and where
products and deliverables are created.
The following eight processes make up this group:

P27. Direct and Manage Project Execution – This process is concerned with performing and
delivering the work as defined in the project management plan so that objectives can be
attained. Project managers will spend the project budget during the execution process. This
includes the complete management of the change request procedure.
P28. Perform Quality Assurance – A key aspect of any project is ensuring that the quality of
products and deliverables meets the criteria set. Performing regular quality assurance checks
has several purposes:
• Ensures any necessary amendments can be incorporated in plan to maintain quality;
• Any quality issues highlighted can be incorporated into your organization’s processes
as required;
P29. Acquire Project Team – This process is simply concerned with ensuring the composition
of people and that the skills match the project’s needs. It also ensures the availability of the
required individuals by clearly communicating project expectations and timelines.
P30. Develop project Team – This process enables the project manager to ensure that the
interactions and competencies within the team match the required level of performance. It is
also the process responsible for building a cohesive team and conducting regular team
assessment.
P31. Manage Project Team – This process involves managing and monitoring team members’
performance. The project manager will give constructive feedback to individuals or groups to
ensure that issues and conflicts are avoided.
P32. Manage Communications – A major contributor to a project’s success is how well
pertinent information is routinely communicated to the relevant parties. Selecting the best
means of communicating plays a key role in this process. Knowing what issues warrant a call to
a stakeholder and those that don’t helps to create a positive working environment.
P33. Conduct Procurements – All projects need to acquire certain resources from external
suppliers and having the necessary procurement processes in place ensures the correct
distribution of resources.
P34. Manage Stakeholders Engagement – Since your stakeholders are a significant party in
any project, communicating appropriately with them is an essential skill to acquire. Such
communications need to assure that their needs are being met, their concerns are heard, and
that issues that occur are being properly addressed.
3.1.4 Monitoring and Controlling Process Group

The fourth process group of PMBOK can be described as:
“Those processes required to track, review, and regulate the progress and performance of the
project; identify any areas in which changes to the plan are required; and initiate the
corresponding changes.”
This is where the performance of the project is managed and action is taken based on analysis
of data. The results of the executing processes are compared against the plan and where
differences exist, corrective action is taken either to change the plan itself or the way in which
the plan is being executed.
The following processes are included in this process group:
P35. Monitor and Control Project Work – This process is concerned with tracking the progress
of the performance objectives as they have been defined in the project management plan.
Another aspect of this process is the reviewing, regulating and forecasting of these objectives.
P36. Perform Integrated Change Control – Changes are inevitable in any project and it is the
process that manages the reviewing, approving, documenting and then executing of the
proposed changes. The larger the project the greater the number of change requests. These
changes are most likely to alter the project deliverables and plan.
It is essential that the project manager documents and assesses each change against its
impact on timescales and budget. All changes must be authorized by the project sponsor
and formal evidence of the change (including contract addendums if applicable) should be
developed.
P37. Validate Scope – This process formally accepts project deliverables as being complete. To
attain this completed status all documentation relating to that phase or work package must be
included to be accepted as complete.
P38. Control Scope – Any changes to the scope baseline must be closely monitored and, once
accepted, reflected in the project scope and relevant work packages. These adjustments must
be communicated to the project stakeholders so that implications for the budget and
timeframes can be understood and agreed to.
P39. Control Schedule – The project schedule baseline is a critical document and it is essential
that any changes or adjustments that result from monitoring are properly incorporated and
communicated to all necessary parties. Careful and thorough monitoring will reduce instances
of major setbacks due to scheduling issues that have been poorly reported. It is also important
to monitor the project Critical Path, identifying the status of all those activities that impact
decisively on the overall schedule.
P40. Control Costs – Monitoring and controlling the costs of any project are critical aspects of
its success. It is essential that project status reports accurately current expenditure and
forecast spend, and highlight any variances from the cost baseline.
P41. Control Quality – Managing and controlling the quality of what is produced during a
project is vital to its success. This process monitors the quality of the executed activities,
assesses how well these match the required quality metrics and checklist, and recommends
any necessary changes.
P42. Control Communications – This is the process that defines and monitors the production
of performance status reports, measurements and forecasts. These reports form a key aspect
of the communication within the project team and stakeholders on how well progress maps
the project benchmark goals.
P43. Control Risks – This process plays a key role in project management and performance
because it documents identified risks, and monitors and evaluates any changes or responses to
this initial assessment. It also identifies, evaluates, and reports new risks, updating the risk
register as appropriate.
P44. Control Procurements – All projects require the procurement of some resources so that
their performance matches project timelines and budget. This process manages, monitors, and
documents the performance of suppliers against the contracted requirements. It also manages
these working relationships to ensure that any changes that occur during the contract period
are properly incorporated and delivered.
P45. Control Stakeholder Engagement – It is the process of monitoring overall stakeholder

relationships and adjusting strategies and plans for engaging stakeholders
3.1.5 The Closing Process Group

This is the final process group and is defined as:
“These processes are performed to terminate formally all activities of a project or project
phase, and the transfer of the completed product to others or to close a cancelled project.”
A carefully structured project closure phase should ensure that the project is brought to a
controlled end, which in practice means that:
• All of the project deliverables are formally transferred to the client and other
stakeholders;
• All of the lessons learned from the project are documented and archived;
• Any contracts established by the project are formally closed;
The processes included within the closing process group are the following:
P46. Close Project or Phase – This is the process of finalizing all activities across all of the
Project Management Process Groups to formally complete the project or phase. When closing
the project, the project manager will review all prior information from the previous phase
closures to ensure that all project work is complete and that the project met its objectives.
P47. Close Procurements – This is the process of formally closing any contract set up by the
project and involves verification that all work and deliverables were accepted. It also involves
administrative activities such as finalizing open claims, updating records to reflect final results,
and archiving such information for future use.
3.2 Knowledge Areas Overview

A project manager must be knowledgeable in all areas of expertise that are present in most
projects. This section provides an overview of these knowledge areas, each of which will be
explored in more depth in subsequent chapters.
According to the Project Management Institute methodology, there are 10 knowledge areas in
Project Management:
1. Project Integration Management: Project Integration Management includes the

processes and activities needed to identify, define, combine, unify, and coordinate the
various processes and project management activities within the Project Management
Process Groups.
2. Project Scope Management: Project Scope Management includes the processes
required to ensure that the project includes all the work required, and only the work
required, to complete the project successfully.
3. Project Time Management: Project Time Management includes the processes
required to manage the timely completion of the project.
4. Project Financial Management: Project Cost Management includes the processes
involved in planning, estimating, budgeting, financing, funding, managing, and
controlling costs so that the project can be completed within the approved budget.
5. Project Quality Management: Project Quality Management includes the processes and
activities of the performing organization that determine quality policies, objectives,
and responsibilities so that the project will satisfy the needs and objectives for which it
was undertaken.
6. Project Human Resource Management: Project Human Resource Management
includes the processes that organize, manage, and lead the project team.
7. Project Communications Management: Project Communications Management
includes the processes that are required to ensure timely and appropriate planning,
collection, creation, distribution, storage, retrieval, management, control, monitoring,
and the ultimate disposition of project information.
8. Project Risk Management: Project Risk Management includes the processes of
conducting risk management planning, identification, analysis, response planning, and
controlling risk on a project.
9. Project Procurement Management: Project Procurement Management includes the
processes necessary to purchase or acquire products, services, or results needed from
individuals or agencies outside the project team
10. Project Stakeholders Management: Project Stakeholder Management includes the
processes required to identify all people or organizations impacted by the project,
analyzing stakeholder expectations and impact on the project, and developing
appropriate management strategies for effectively engaging stakeholders in project
decisions and execution.
Each of the ten knowledge areas contains the processes that need to be accomplished within
its discipline in order to achieve effective project management. Each of these processes also
falls into one of the five process groups, creating a matrix structure such that every process
can be related to one knowledge area and one process group.
Table – Project Management Process Groups and Knowledge Areas Mapping
Project Management Process Groups
Knowledge Area
Monitoring and
Initiating Planning Executing Closing
Controlling
35. Monitor and

Control Project
Project 1. Develop 27. Direct and 46. Close
3. Develop Project Work
Integration Project Manage Project Project or
Management Plan 36. Perform
Management Charter Execution Phase
Integrated
Change Control
4. Plan Scope
Management
5. Collect Requirements
Project Scope 37. Verify Scope
6. Apply Sustainability
Management 38. Control Scope
Principles Checklist
7. Define Scope
8. Create WBS
8. Plan Schedule
Management
9. Define Activities
10. Sequence Activities
Project Time 39. Control
11. Estimate Activity
Management Schedule
Resources
12. Estimate Activity
Durations
13. Develop Schedule
14. Plan Costs
Project Financial Management
40. Control Costs
Management 15. Estimate Costs
16. Determine Budget
Project Quality 28. Perform Quality 41. Perform
17. Plan Quality
Management Assurance Quality Control
29. Acquire Project
Team
Project Human 18. Plan Human Resource
30. Develop Project
Resources Management
Team
Management
31. Manage Project
Team
Project
32. Manage 42. Control
Communications 19. Plan Communications
communications Communications
Management
20. Plan Risk

Management
21. Identify Risks
Project Risk 22. Perform Qualitative
43. Control Risks
Management Risk Analysis
23. Perform Quantitative
Risk Analysis
24. Plan Risk Response
Project 47. Close
33. Conduct 44. Administer
Procurement 25. Plan Procurements Procurem
Procurements Procurements
Management ents
Project 34. Manage 45. Control

2. Identify 26. Plan Stakeholder
Stakeholders Stakeholders Stakeholder
Stakeholders Management
Management Engagement Engagement
3.3 Project Scope Management

Project Scope Management includes the processes required to ensure that the project includes
all the work required, and only the work required, to complete the project successfully.
Managing the Project Scope is primarily concerned with defining and controlling what is and is
not included in the project2.
Project Scope Management includes, but may not be limited to the following:
• Plan Scope Management - The process of creating a scope management plan that
documents how the project scope will be defined, validated and controlled.
• Collect Requirements - Determine and document project stakeholder’s requisites and
sustainability principles to meet project objectives;
• Define Scope – Develop the detailed description of the project;
• Create the Work Breakdown Structure (WBS) – Subdivide project deliverables and
project work into manageable components;
• Validate Scope – Formalize the acceptance of the completed project deliverables;
• Control Scope – Monitor the status of the project scope and manage changes regarding
project scope baseline;
The correct understanding, definition and control of the Scope of Work can be considered as
one of the fundamental responsibilities of the Project Manager and the fact that in many cases
the Scope of Work as described in the Contract is not absolutely clear to both the client and
the consultant, makes it mandatory to revise it in detail and to clarify it immediately or in the
first weeks of the project.
In fact some organizations, such as International Funding Institutions, incorporate in their

projects the Inception Period, during which there is the opportunity to revise Stakeholders’
requisites, sustainability principles, the Scope of Work and associated activities.
Not acknowledging such need will result in serious misunderstanding that will affect the
project outcome, resulting in additional work to be performed, rework of work already
completed, additional time to finish the project, additional resources, and ultimately client
dissatisfaction and the erosion of project gross margin.
The inception period is the opportunity to revise with the Client and other Project
Stakeholders the Scope of the Work, aiming to clarify project tasks, products and quality
requirements, and to confirm estimated project margin.
It is a major responsibility of the Project Manager to fully understand the Scope of Work and to
clarify with the Client what is within the agreed scope and what is not (scope exclusions).
2
As defined in the Project Management Body of Knowledge – Fifth Edition
The project should deliver the agreed Scope of Work, not less (contractual breach), nor more
(additional project costs).
The final, detailed and approved definition of the Scope of Work should be stated in the
Project Scope Statement (attached), constituting the scope baseline of the project. This
baseline scope is then monitored, verified and controlled throughout the lifecycle of the
project.
Any change to the agreed scope will require a formal approval by the Project Sponsor (the
Office or Division General Managers or whom they delegate the responsibility). This is the case
of changes that will impact on project variables such as: Quality, Schedule, Budget, Resources
or Risk.
Any change to the Scope of the Work that may impact on project gross margin (either
negatively or positively) requires the approval of the Project Sponsor.
The fact that the decision to accept any change to the scope belongs to the Sponsor (or
whomever he delegates), requires that the Project Manager provides him all relevant
information. The Scope Change Register (attached) should therefore be filled-in and sent to
the Project Sponsor for approval, aiming the authorization for proceeding with a contract
addendum.
As per the client acceptance of the project products (Verify Scope), the Project Manager
should always have evidence of such acceptance. Therefore, after the delivery of any project
product and taking into consideration the periods estimated in the contract for the client
review, it is imperative that the Project Manager formally requires the product acceptance,
allowing subsequent invoicing. Such requirement for product acceptance may be in the form
of a mail addressed to the person in the client in charge of monitoring deliverables or a more
formal letter, depending on the terms of the contract.
Although some clients disregard the need to provide the acceptance for project products
it is imperative the Project Manager has evidence of such request.
Applicable project templates

(available for download in the Operations Portal):
Project Scope Statement

Scope Change Register
Applicable project IT tools:
Project Register
MS Project (or similar)
3.4 Project Time Management

Project Time Management includes the processes required to ensure that the project is
completed on time. Project Time Management is primarily concerned with defining and
estimating the activities of the project, its schedule and controlling the status of the activities
according to the approved schedule baseline3.
Project Time Management includes, but may not be limited to the following (executed in
order):
• Planning
o Plan Schedule Management – Describe procedures and supporting documents to
be used during schedule management;
o Define Activities – Describe actions to be performed to produce the project
deliverables;
o Sequence Activities – Document the relationships among the activities;
o Estimate Activities Resources – Estimate the type and quantities of resources
needed to perform each activity (material, human resources, equipment or
supplies);
o Estimate Activities Durations – Estimate the number of work periods (hours, days,
weeks) needed to complete each activity according to the resources estimated
o Develop Schedule – create a schedule model according to the sequence of activities
and their estimations (resources and duration);
• Monitoring and control
o Control Schedule – Monitor the status of the project activities and manage changes
regarding project time baseline;
The project schedule is a key component of the Project Management Plan, and has a direct
impact, among others, on the cost of the project (cost needed to support the activities in the
project) and opportunity cost (the loss of potential gain from other projects that this company
could execute if resources wouldn’t be on this project).
Different iterations on the Planning activities (included time planning activities) are usually
executed, until the schedule is defined at the right level of detail, no conflicts are found with
the other project constraints (scope, quality, cost, risk, resources) and the project schedule is
included in the project management plan and approved.
It is important to make a difference between the project deliverables described in the WBS
(see Project Scope Management section) and the activities. Remember that it is common to
have different activities for a single work package.
When estimating resources for activities, the first question should always be “purchase or do”,
so that the Project Manager makes a decision about which activities will be executed by
internal resources and which would be subcontracted. This is an important decision, and both
the organization assets and the environmental factors of the project have to be taken into
account (remember an activity executed in a country might be totally different in other
3
As defined in the Project Management Body of Knowledge – Fifth Edition
country because of multiple reasons, like legal frameworks, cultural factors, labor calendars,
etc.)
Once the resources for each activity are clear, it is time to estimate durations.
Once activities, sequences among them, resource requirements, durations and schedule
constraints are available, the project schedule can be created. Once more, remember that
developing an acceptable project schedule is often an iterative process.
Although schedule constraints might be available in Terms of Reference, and a project

schedule is usually included in the offer, it is the responsibility of the Project Manager to
develop a realistic schedule. In projects financed by International Funding Institutions, it is a
good practice to incorporate the approved schedule in the Inception Report, but in any case,
as soon as the project schedule is available it has to be reviewed with the sponsor and the
client.
The inception period is the opportunity to revise with the Client and other Project
Stakeholders the Project Schedule, aiming to clarify project activities, milestones and
relationships among activities.
Thus, it is a major responsibility of the Project Manager to fully understand the Project
Schedule and to clarify with the Client relationships with external activities (such as
information or resources to be received prior to an activity).
Prior to the presentation for approval of the project schedule, resources should be optimized
and some schedule compression is recommended, but remember that highly compressed
schedules might mean more risky projects.
The final, detailed and approved schedule should be stated in the Project Schedule,
constituting the Schedule Baseline of the project. This schedule baseline is then monitored
and controlled throughout the lifecycle of the project.
Any change to the agreed Schedule Baseline will require a formal approval by the Project
Sponsor (the Office or Division General Managers or whom they delegate the responsibility).
This is the case of changes that will impact on project variables such as: Quality, Schedule,
Budget, Resources or Risk.
Any change to the Schedule Baseline requires the approval of the Project Sponsor,
including any change to the schedule of final deliverables or milestones linked to invoices
to be delivered.
The fact that the decision to accept any change to the schedule belongs to the Sponsor (or
whomever he delegates), requires that the Project Manager provides him all relevant
information. The Change Register (Template T6 – Scope Change Register) should therefore be
filled-in and sent to the Project Sponsor for approval, aiming to get the authorization for
proceeding with a contract addendum.
Finally, control schedule is the process of monitoring the status of the project activities to
update project progress and manage changes to the schedule baseline. At this process, the
Project Manager should be concerned about:
• Determining the current status of the project schedule and reporting it using the Project
Progress Report (Template T5 - Internal Progress Report Template). Frequency of
reporting must be approved by Sponsor;
• Analyzing the factors that result in schedule changes and influence on them;
• Managing the actual changes as they occur.

(Available for download in the Operations Portal):
Template T5 - Internal Progress Report
Template T6 - Scope Change Register
Template T7 – Project Schedule
Applicable project IT tools:

Project Register
MS Project (or similar)
3.5 Project Financial Management
This chapter will be further developed in updated editions of the PM Handbook, including a
more detailed description of the relevant procedures related to project financial management
and control.
New tools are currently being designed aiming to help the Project Managers managing and
monitoring the project costs (see Appendix D – Key metrics for project monitoring and control
and Template T8 – Cost Structure Table). Nevertheless, at this point of time, such new tools
have not yet been fully implemented and therefore will be further explained and developed in
a next edition of the Handbook.
3.5.1 Development of Expenditure Verification Reports

One of the requisites for invoicing to the Contracting Authority in some of Eptisa’s projects
(mainly the ones financed by the European Commission or by private companies) is the
delivery of an Expenditure Verification Report (EVR). Such report is to be issued by an external
auditor who meets the specific conditions determined in the main project contract and should
be in accordance with the model provided by the client.
The EVR is to be delivered to the client together with the invoice for the respective invoicing
period and the folder with supporting documentation (experts’ timesheets, amendments and
administrative orders, tables, copies of the invoices for incidental expenditures if required, etc)
and should be sent only after the prior approval of the Interim/Final Technical Report.
The payment to EPTISA of the invoice and of the fees and expenditure claimed is conditional
on the factual findings of the EVR.
The following table resumes the documents and the information required to develop the EVR
as well as the persons/authorities responsible for providing such information.
Documentation required for the preparation of the EVR
Nº Document Responsible
1 Main project agreement PMO
2 Amendments to the main agreement PMO
3 Contracts with partners and subcontractors PMO
4 Approval of the Interim/Final Report relevant to the period Project Director
5 Financial summary table Project Director/PMO
6 Table with Experts’ fees and inputs distribution per month Project Director
7 Timesheets with attached boarding passes or sworn statement Project Director

in case boarding passes are lost (ORIGINALS)
8 Copies of approvals (administrative orders/non-objection Project Director

letters)
9 List of approved IE Project Director
10 Excel table for Incidental Expenses Project Director
11 Original receipts related to IE (numbered) PMO/Project Director
12 Official exchange rate applied PMO
13 Calendar of official bank holidays Project Director
14 Terms of Reference for the Expenditure Verification Report PMO/Project Director
The Project Manager must understand the requisites for the preparation of the EVR,
ensuring from the early project beginning that all information is available and duly
classified, decreasing the administrative time required for the preparation of the reports
and for invoicing the client.
3.6 Project Quality Management

Project Quality Management includes the processes required to ensure that the project
reaches the levels of quality that are required by both, Eptisa through its certification and
Client through its requirements.
Sometimes the mandatory requirements per contract about application of a specific client
Quality Management System or a part of it, substitutes our system, but once this situation has
been discarded, it is necessary that the Project Manager leads the application of the Eptisa
Integrated Quality Management System throughout his project, to reach required quality level.
As first part of the action, it is necessary to have clearly under control all information of the
project related to contract, scope, parties involved and their responsibilities.
After this, the Eptisa Integrated Quality Management System (QMS) will be the main tool to
accomplish all aspects necessary to get a quality job.
The main person responsible for this assurance of Quality is the Project Manager, but all
the aims and objectives of a quality job must involve all employees and all workforce of
the project from the highest direction levels to all staff.
The essentials of the Eptisa QMS are widely explained in several procedures that Quality
Department has developed along the years, and they are focused to help to accomplish all
quality aspects that an UNE-EN-ISO 9001 certified enterprise like Eptisa needs in all its projects,
these aspects together with the particular specifications of the client will be assured by the
following procedures:
Sustainability Principles Checklist: this document provides a self-assessment survey of any

project during the design or offer stage, guiding project managers in the process of
incorporating additional services and quality standards in accordance to the main factors of
sustainable development. It doesn’t imply any additional costs for the project.
EPT-PG-016_ Quality Plans: This document states a method to deliver a quality project and
linked to all significant tasks involved in the project. Quality Plan is the key document of the
Quality System but needs to be particularized for project and shows how to control and assure
that Project is performing according to the requirements.
First revision of the Quality Plan is done before the start of work, but is a live document and is
updated frequently during the project.
Quality Plan has a standard structure that could be adapted to specific requirements of the
project if necessary. The expected index is shown below:
Description and scope

Organization
Planning
Regulations and standards
Contracts
Specific Procedures
Design control
Non Conformities
Corrective and preventive actions
Claims
The most important part of this procedure is widely developed in the following procedure EPT-
PG-02 _Design Control, where it is shown how to plan, review, verify and control the changes
of all design activities in order to meet the clients’ requirements, regulations and our own
specifications.
Records: Lists of baseline data. Proceedings of planning. Design reviews. Checklists. Change
Orders.
Evidences of reviews, verifications, planning, training sessions of staff, and monitoring

and control of deviations like Non Conformities and Claims, are some of useful tools to
demonstrate that a good Quality Management System is applied and that the quality of
the project is under control.
Other procedures affect to quality of the project in a similar way and its scope is explained in
the following documents:
EPT-PG-01_Contracts Revision: It states the way Eptisa has to make offers and contracts with
clients, to ensure that the requirements of the clients are clearly understood and that we have
the full capacity to satisfy them.
Records: Applications and notifications of bid acceptances, Notifications of new Contracts,

Evidences of reviews on contracts, orders and offers.
EPT-PG-03_Documentation Control: It states the mechanisms to control documentation of

activities involved in the Project, both internal (by Eptisa) and external (Regulations, laws,
specifications).
Records: Current document control list, Applicable documents control list.
EPT-PG-04 _ Acquisitions and contracting: It sets the actions to take in order to get products
and services that comply with the specified requirements.
Records: Evaluation of subcontractor reports. Approved subcontractor list. Acquisitions and

contracts documents.
EPT-PG-05 _Client satisfaction: It quantifies satisfaction of clients trying to find areas to

improve in the future.
Records: Work Certificates Satisfaction Questionnaires. General info about client satisfaction.
EPT-PG-10 _Non Conformities Control: It states the way to act when a deviation from an
expected result (Non Conformity) is detected on any of the activities affected by the Quality
System during the life of the project. The objective is to avoid a submission to client of a Non
Conforming product.
Records: Reports and lists of Non conformities
EPT-PG-11_Preventive and Corrective Actions: It sets the procedure to do to avoid the causes
that create Non conformity both real and potential, using with efficiency the corrective or
preventive actions.
Records: Corrective and Preventive actions and List.
EPT-PG-12 _Records Control It shows documents that are used as Quality System records and
the way to control them.
Records: Record register Charts
EPT-PG-15 _Claims: It states the way to act once a client claim is received.
Records: Claims records and List.
EPT-PG-18 _Legal Requirements: It describes the way to identify and to know legal mandatory
requirements in the Project, including aspects such as environmental regulations, and policies
of Eptisa, showing moreover the way to comply with them.
Records: Project Legal Requirements List
EPT-PG-19 _Internal and external communication It shows how Eptisa has to establish
communications, both internal and external necessary to control the development of the
Project and its quality aspects.
Records: External and internal communication records
These are the main procedures that directly affect the projects but Eptisa QMS has a very wide
scope reaching all aspects of the company, some of the most useful are:
EPT-PG-13 _Internal Audits: It describes how to plan, develop and monitor the internal audits
to check its efficiency, verifying systematically that all quality activities comply with the
established method.
Records: Audit programs. Audit Reports. Verification Checklists.
EPT-PG-14 _Training: It sets the method to assure and register the necessary competencies
training of the employees involved in the project.
Records: Records of training sessions, CV, Training needs, Certificates of staff education.
In the pursuit of a quality project, opinions and suggestions of involved employees can
help to achieve a high value improvement of the project quality.
EPT-PG-09 _Control of measuring equipment: It states how Eptisa guarantees control,

calibration, verification and maintenance of inspection, measurement and testing equipments.
Records: Entry and maintenance of equipment records, Calibration records, Verification

records.
As any major Management System, several procedures, templates and guidelines are
necessary to perform a good quality project and Project Managers always can rely on the
Quality Department of Eptisa to solve any issue and respond to all clarification requirements.
Full version of the related documents and templates, are available on the intranet,
(Spanish and English versions) for all departments of Eptisa and they are managed by the
Responsible of the Quality Department.
3.7 Project Human Resources Management

Project Human Resources Management includes the processes and tools required to ensure
the most effective use of the people involved in the project (Project Team).
The Project Team will be managed and led by the Project Manager, who will also have to be
able to influence and encourage the team, ensuring their ethical and professional behavior.
The processes for the management of Human Resources are:
a) Organizational Plan:
This is the process to identify and document the roles and responsibilities in the project, the
skills and abilities required, the way of communication and to define a Human Resources Plan.
The main components of the Organizational Plan are:
• Roles and responsibilities: A description of each role, level of authority, responsibility,

knowledge, skills and level of competency required for each individual or role on the
Project Team.
• Organization Chart: A structural graphic representation of the Project Team that shows the
authority and reporting lines within the project. It is often represented as a hierarchy chart
or a responsibility assignment matrix.
• Human Resources Plan: A plan that documents how, when and for how long resources will
be working in the project, including a schedule for the acquisition and release of the staff.
The Project Manager is responsible for defining the roles and providing the information on
what resources will be needed to complete the work on each of the activities within the
project. Every member of the Project Team is responsible for knowing his role and associated
responsibilities and level of authority (who designates resources, make decisions, sign
approvals, etc.).
An effective Organizational Plan has to take into account the availability and competence of
the team members, that can belong to Eptisa or not, the needs of the same resources in other
projects, etc. A bad plan can affect other important areas of the project like the quality, cost,
deliveries calendar, etc.
b) Project Team Acquisition:
This is the process to obtain the necessary team to develop every one according to the tasks
and specialties of the project.
Although the Project Manager cannot be involved, he should follow the process in order to
negotiate and influence on the people in charge of this recruitment, because not get the
adequate team, with the desired proficiency, could impact the success of the project.
When Eptisa cannot provide internal resources to develop the services, they will have to
obtain services from freelancers, subcontractors, etc.
The acquisition process must be carried out according to the Corporate Recruitment Rules of
Eptisa, and the selection criteria must be based on the availability, cost, experience,
competence, knowledge, skills, aptitude, international factors, etc., depending on the needs
within the project.
The result of this selection must be a Project Team with at least one resource assigned to each
role, and where each member (internal or external) have the right level of skill knowledge and
experience to perform the work within a given time frame.
Once the Project Team has been made up, it is important that the Project Manager reviews
and clarifies tasks and responsibilities with every member of the team, to make sure they
know their roles and they have the required knowledge and skills to carry out the work.
c) Project Team Development:
This is the process to improve the competencies, the team interaction and relationship, with
the aim of getting a better performance and development of the project.
The Project Manager must manage the resources, assess and improve the project team,
working on that early within the project, iteratively and interactively with other aspects of
planning such as time, cost and scope. To achieve success on that, good interpersonal and
people skills are keys for Project Managers.
It is well-known that the members of a team perform much better than just a group of
individuals, but nevertheless the individual development (technical and managerial) is the
basis of the team development. Development as a team is critical to the project´s ability to
meet its objectives: If the staff to be assigned is not expected to have competencies needed by
the project, those competencies will need to be developed as part of the project.
Eptisa Human Resources Department is developing several tools and techniques to assess the
employee performance, with the aim to establish a systematic way of evaluation, providing
constructive feedback and enabling Eptisa professionals to continually improve their
performances.
d) Project Team Management:
This process implies to follow the performance of the team, tracking the work carried out and
solving potential problems, managing changes, etc. to make sure that the team members
perform exactly according to the Project Management Plan.
This is probably one of the most complex areas as people can be unpredictable, can give rise to
an unexpected conflict, the level of their morale can go up or down, and also of course for
either personal or professional reasons, some may leave the project in an unplanned manner,
affecting on the project objectives such as the schedule, the budget, quality, etc.
For that, via this process, the Project Manager must keep the team working at their optimal
performance levels and must regularly assess the performance of the team, so that in case
there are any performance issues these can be acted on swiftly and managed so that the issue
is resolved.
There are three important skills for Project Managers in this process: leadership to establish
direction to the team, motivating and inspiring them, influencing skills as persuasion, listening,
and building trusting relationships, and effective decision-making based on the knowledge of
the goals and objectives to get in every stage of the project.
Project Managers must communicate to the team a clear vision of what must be accomplished
and how the team needs to contribute to achieve it, while the team members must trust that
the Project Managers have the appropriate leadership skills and abilities to make the project a
success, and also to have trust that they will empower them to perform as well as offering
support when and where needed.
Different techniques and tools can be used to manage the team, as observation and
conversation, performance appraisals to provide the staff with feedback on how they are
performing on their tasks, conflicts management to resolve issues that can be technical,
business, environmental or just about any aspect of the project, etc.
During the development of the project, the Progress Reports show how the objectives are
being reached against the baseline plan, using such elements as scope, time and cost, and how
effective the project team is being.
One of the consequences of this analysis or process could be the need to make changes in the
team, due to a person not having sufficient qualifications to carry out the work, is delayed on
his performance causing delays in the Project Schedule, has high hourly rates exceeding the
budget, etc. In that case actions must be taken in the form of a Change Request that can
conclude with the assignment of that person to another task, the replacement of some part of
the team, the need of subcontracting the work, etc.
3.8 Project Communications Management

Project Communications Management includes the processes required to ensure timely and
appropriate planning, collection, creation, distribution, storage, retrieval, management,
control, monitoring and the ultimate disposition of project information.
Project Communications Management includes, but may not be limited to the following:
• Plan Communications Management - The process of developing an appropriate

approach and plan for project communications based on stakeholder´s information
needs and requirements and available organizational assets.
• Manage communications: the process of creating, collecting, distributing, storing
retrieving and the ultimate disposition of project information.
• Control communications: The process of monitoring and controlling communications
throughout the entire project life cycle to ensure the information needs of the project
stakeholders are met.
It´s well known that the activities of Eptisa are very different, for this reason the scope of work
of a project and the necessary resources to complete it are completely different depending on
the project we are executing, but the way we communicate is very similar regardless of the
kind of project we are executing.
We distinguish two main types of communication:
• External Communications: communications between Project Team and other

stakeholders (client, subcontractors, other colleagues of Eptisa, etc).
• Internal Communications: communications between members of project team.
External Communications 1 (client and subcontractors):
We will use a typical organization chart to explain the previous points. (It´s a complex example,
some projects don´t require a breakdown so complicated).
PROJECT
ROJECT MANAGEMENT HANDBOOK – A Guide to Eptisa Project Managers Updated Edition 14 Sep 15
Communications Type A: Communications about changes related to scope of work, about

changes related to contractual terms and other communications that can modify project costs
and project outcome.
Communications Type B: Communications

Communicati related to technical issues (degree of progress of
deliverables, monthly reports, acceptance of a report,
report, technical requests, etc).
As a general rule, only employees included in green group can communicate the type A
communications. The Project Manager will decide when an employee included in orange
group can communicate the type A communications, for a specific issue.
The way the project team should communicate with the client (e-mail,
(e Skype meeting, etc)
Skype,
will be determined during kick off meeting, by project director.
As a general rule, we must communicate with our client at least once a month, to talk
about the main issues related to scope of project and the degree of progress of the
project.
The kick off meeting with our client is an essential point at the beginning of the project where
we must establish, with our client, the final scope and work plan of the project.
External communications 2 (EPTISA

EPTISA staff not assigned to a specific project)
The list of people involved in external communications is included in Appendix C – List of

contacts for Project Management Support.
Support
Internal Communications:
The project team can use different ways of communication depending on where the project
and the different members of the team project are located (videoconference, e-mail, phone
calls, meetings, etc).
The kick off meeting with project team is the most important communication tool at the
beginning of the project and will be used by Project Manager aiming to define and to inform
members of project team about the following points:
• Roles and responsibilities;

• Workflow and approval mechanism;
• Who needs what information and who is authorized to access that information;
• What Templates should be used by the project team;
• Where the information should be stored;
• What format the information should be stored in. (excel, cad, word, jpg, etc);
• How the information can be retrieved. (Appendix G. Structure for Classifying Project
Information).
Once the kick off meeting has finished, the members of project team should communicate
between them continuously.
The frequency of communications and the detail of these communications will change
depending on the project, but as general rule, the Project Manager and the rest of
members of project team should communicate between them, at least, every week. The
Project Manager and Team Leader should fill out the Internal Progress Report, once in a
month.
Project templates related to this chapter:
Template T5 - Internal Progress Report
3.9 Project Risk Management

Project Risk Management includes the processes required to ensure that the project team is
aware of the possible risks that might be encountered during the Project execution. Managing
the Project Risk is primarily concerned with defining as to what are the likely sources of risk,
categorizing the risk depending on its impact and identifying ways and means of avoiding or
controlling the risks. A small amount of risk management planning at the outset of every
project will help us reap huge benefits and enable us to manage our projects in a much better
way.
Risk is a function of two components:
The Probability of occurrence

The Consequences (what’s at stake)
Objectives to achieve
• Identify and monitor the probable risk sources

• Have better control on project timelines, effort and cost
• Improve Customer Satisfaction
• Improve Profitability
The Risk Management Process
The engineering risk management process involves five main components. In a project
management plan, each of these has its own significance. The components are:
1. Planning for risk

2. Identifying risks
3. Analyzing risks
4. Developing risk response strategies
5. Monitoring and controlling risks
Good Risk Management is proactive, not reactive and seeks to reduce the probability of
an adverse event occurring as well as the magnitude of its impact.
Planning for Risk
The project manager or engineer should develop a written risk management strategy which
includes the methods used to execute a project’s risk management plan. This should be
included as part of a larger project management plan. Adequate resources need to be
available to manage risk. The key to writing a good Engineering Risk Management Plan is to
provide the necessary information so the project team knows the objectives, goals, tools and
techniques, reporting, documentation, and communication roles and responsibilities.
Identifying Risks
Project risks should be examined to a level of detail that permits and evaluator to understand
the significance of the risk and its causes and to potentially examine the root causes. The
Sustainability Principles Checklist, as well as the use of surveys of customers, end users, and
other stakeholders could be useful inputs for the risks identification process. Some typical risk
categories include Cost, Schedule, Technical, Feasibility, Logistics, HR, Support, Contract,
Management, Political and Engineering, social and environmental impacts.
Analyzing Risks
Risk analysis is the systematic process to estimate the level of risk for identified and approved
risks. Normally, this involves the creation of a risk matrix which quantifies the probability and
consequence of the defined risks and a conversion to an overall risk level.
Qualitative Analysis
A commonly used qualitative risk analysis method involves risk scales for estimating
probability of occurrence and a risk mapping matrix. For each identified risk a probability and
a consequence is assigned, then a risk mapping matrix (see Template T4 - Risk Register) is
drawn up to categorize each risk and draw up a value for Risk Exposure.
Developing Risk Response Strategies
In the Risk Management Plan (within the Project Management Plan) strategies to deal with
each risk are normally placed into four basic categories:
1. Accept: Also known as retention, the project manager or organization is willing to live
with the risk without further mitigation.
2. Avoid: The project can avoid the risk by removing whatever requirement caused it to
appear. The risk is sidestepped.
3. Mitigate: Also called mitigation, this involves recognizing the risk is there and
performing actions to minimize it, developing contingency plans in case the risk comes
to pass, or developing fall-back provisions.
4. Transfer: Sharing of the risk with another party, or outright transfer.
Monitoring and Controlling Risks
Within the Risk Management Plan, provisions should be in place to systematically track and
evaluate the effectiveness of the risk response actions against established metrics. Some
techniques that can be used for monitoring and controlling risk are:
Risk Metrics: Formal, periodic assessments evaluating whether the risk management plan is
achieving its intended objectives – whether the probability of risk occurrence or the impact is
reducing, thereby reducing the Risk exposure value.
Risk Management should span across the entire life cycle of a project – starting from
bidding stage, continuing during transfer from bidding to execution, during execution
and even post execution
The Risk Management process should ideally start right from the bidding stage. While
responding to a Request for Proposal it would be prudent to look at some of the possible risk
factors like technical capability, availability of right resources, financial viability, availability
of funds and any history of poor / delayed payments of the Client.
Once the project is won and while the transfer is happening from the Business Development
Team to the Project Execution Team, the project team should look into the possible risk areas
like availability of planned resources, likelihood of meeting planned margin, availability of
contingency/provisional budget, possibility to cover overheads, likelihood of meeting
schedule, additional resource requirements, if any and any possible hidden costs.
Once the project is in execution, the Project Management Team should list down and detail
the possible risks with other relevant details in the ‘Risk Register’ for all those items that may
come up during project execution. An exhaustive list of possible risk sources is provided in the
‘Risk Register’. The same has to be monitored regularly and updated either on addition of a
new risk or at least on a monthly basis. The High-category risks need to be brought to the
notice of the Project Director and there should be a clear cut list of mitigation or contingency
measures to reduce the impact or probability of the risk.

(available for download in the Operations Portal)
Template T4 - Risk Register
3.10 Project Procurement Management

Procurement Management includes the development of the processes necessary to acquire
third parties goods and services required to deliver project scope. Since such good and services
usually represent in Eptisa a very significant part of project budget it is of utmost importance
to dedicate time to plan, execute and control such processes.
Project Procurement Management includes the following processes:
• Plan Procurement Management - The process of documenting project procurement

decisions, specifying the approach, and identifying potential sellers;
• Conduct Procurements - The process of obtaining seller responses, selecting a seller, and
awarding a contract;
• Control procurements - The process of managing procurement relationships, monitoring
contract performance, and making changes and corrections as appropriate;
• Close Procurements - The process of completing each procurement.
Although there is extensive literature regarding the good practices of procurement , there are
a few basic rules that should be enforced by all Project Managers, ensuring that i)
procurement processes are executed as efficiently as possible, ii) prices are optimized, iii)
processes are traceable and iv) full transparency applies at all times and there is evidence of it.
3.10.1 General procurement rules for procuring goods and services in Eptisa:
1. Clearly identify what activities must be outsourced / sub-contracted;
2. Identify the potential seller base, specifically companies or individuals with whom
Eptisa worked before. Identify how well previous sellers performed;
3. Review specific procurement rules issued by Eptisa client;
4. Send a formal “request for proposal” ensuring that the scope, requisites of the work
financial conditions and any other relevant conditions are clearly described;
5. Having received the different budgets and ensuring they are comparable, draw up a
comparative table, using the template T13. Comparative Table;
6. Per principle a minimum of three proposals should be received and compared;
7. Prepare a report explaining why the goods or services should be awarded to a specific
sub-contractor and get the approval of the project sponsor if he requires so (in case of
doubt ask him);
8. Ensure that you get the approval of your client for the service provider you intend to
award a contract. In many cases such approval or no-objection is mandatory:
9. Once the service provider has been chosen, a contract must be prepared, including all
relevant information such as the project internal reference and the relevant analytic
codes of the different concepts;
10. As the project is moving, monitor how the service provider is accomplishing the
requirements of the contract and act accordingly;
11. Once the subcontractor has finished his activity the procurement process must be
closed. Among other tasks the Project Manager must ensure that:
a. The subcontractor fully completed all his obligations;
b. There are no claims / disputes to be solved;
c. All invoices have been paid to the sub-contractor;
d. The sub-contractor is formally evaluated and the result is registered in the

available systems;
3.10.2 Selection and Recruitment of External Consultants

External consultants (Key Experts and Non-Key experts), may need to be procured during
project preparation or during implementation phase, for example, a new profile is required or
a current one must be replaced.
The following activities should be developed by the Project Manager (supported by Eptisa
organization), aiming to identify the best possible candidates for the job and ensuring finally
the full satisfaction of the client:
• Identify the job description according to the Terms of Reference and client requisites;
• Review Eptisa Expert Databases to find possible matches;
• If required, publish job post in the media or address specialized recruitment agencies;
• Evaluate in detail received CVs;
• Discuss with the project team the possible scenarios and candidates, aiming to promote
acceptance of the new incorporation;
• Prepare a short list of candidates (minimum three if possible) after confirmation of their
academic and professional experience;
• Interview the candidates, evaluating in detail the competence and suitability of the
consultants. Special consideration should be given to:
o Personal attributes: ethical, observant, tenacious, etc;
o Relevant education;
o Knowledge and skills necessary to meet the overall objectives for the project;
o Ability to work in team;
o Work experience;
• Ensure agreement on economical conditions and any other terms of the assignment;
• Request the client formal approval for the incorporation of the consultant;
• Prepare the contract and deploy the consultant.
Do not deploy the Consultant to the project without ensuring i) the formal approval of
the client and ii) the formal contract between Eptisa and the Consultant.
Additionally, specific control measures should be taken by the Project Manager, to ensure as
best as possible, that the candidates fully comply with the requirements of the position. Some
of these are:
• Requests directly to the consultant accurate information regarding his availability for the
project (i.e. if the consultant is not committed for a different project; if his current working
schedule is compatible with the new schedule project, etc). Written confirmation must be
requested;
• Revise Eptisa internal databases for consultant’s availability and performance evaluation. In
addition, requests information about consultant’s availability and feedback to PM in the
country of the consultant’s latest experience;
• Requests information about the consultant to former hiring companies about his
performance in previous experiences;
• Requests information to the client or beneficiaries.

(available for download in the Operations Portal)
Template T11 – Sub-Consultant Contract Minute

Template T12 – Partner Contract Minute
Template T13 – Comparative Table
3.11 Project Stakeholders Management

It is critical for project success to have the ability to identify all project relevant stakeholders,
their role in the project, expectations, interest and ability to influence its outcome.
Most projects will have a large number of stakeholders. As the project manager’s time is
limited and must be used as efficiently as possible, these stakeholders should be classified
according to their interest, influence and involvement in the project. This will enable the
project manager to focus on the relationships necessary to ensure the success of the project.
Be sure to identify as soon as possible who is responsible for the definition and approval
of the scope of the work. You will not want to be in a position where you find out that,
for example, after you deliver project products, you are meeting for the first time the
person in charge for reviewing them.
In the case of projects financed by third parties, that is, projects where the beneficiary of
project products isn’t the same as the one that finances the project, an adequate management
of stakeholders is even more critical in order to ensure that although in the beginning there is
a very diversified range of interests and expectations, as project progresses, they are all
funneled into the project´s best interest.
Typical project stakeholders include:

• Eptisa Project Sponsor;
• Eptisa Project Partners;
• Project Financier;
• Project Beneficiaries;
• Primary Client;
• Client Internal Departments;
• Other entities with any interest in the project.
A common way of representing the stakeholder management strategy is a stakeholder analysis

matrix, that resumes i) the key stakeholders who can significantly impact on the project and ii)
the level of participation in the project desired for each identified stakeholder.
Strategies for gaining

Stakeholder Name Interests in the project Assessment of impact
support
Stakeholder 1
Stakeholder n
CHAPTER IV - PROJECT MANAGEMENT PRACTICES PER TYPE OF

CONTRACT AND CLIENT
4.1 Types of service contracts: Global Price and Fee-Based Contracts
There are basically two types of service contracts:
i) Global price contracts and ii) Fee-based contracts;
Global price Contracts
Studies, evaluations, audits, organization of events, trainings are usually procured as global
price contracts. Studies include a variety of tasks such as the identification and preparation of
projects, feasibility studies, economic and market studies, technical studies, drafting a legal
document, evaluations and audits, etc.
In these types of project contracts scope and project deliverables are well defined and the
payment of the service will be based on the delivery of the agreed outputs in specific moments
of time. The client may withhold totally or partially such payments if he considers that
contractual results have not been reached.
The main advantage of Fixed Price Contract is that both parties know the scope of the work,
and the total cost of the task before the work is started.
The risk is that more time and costs are often involved with the activities than were first
estimated. Setbacks can also occur because certain information is not available or is not
available when it should be. Conversely, if the work is performed efficiently, the earning
capacity can be increased. With a well defined scope of work and schedule, additional services
can be identified and compensated for, thus limiting risks.
It is utmost critical that the project scope and project deliverables are fully understood and
clarified by both the Project Manager and the Client as soon as the project starts to ensure
that there is minimum possibility of non acceptance of the deliverables and the need for
additional work, that will increase project costs and therefore reduce project gross margin.
In the case there is the need to change the scope initially agreed, such change must be
properly managed. This fundamentally means that the proposed changed must be evaluated in
terms of its impact in project main variables (time, cost, quality and resources) and that any
decision must be supported by the formal approval of the Project Sponsor.
The Project Manager must take full advantage of the inception period to clarify with the
client the project scope and project deliverables, avoiding future rework and / or
additional scope, and, as result, eroded project margin.
In the case that the fulfillment of the contract depends on sub-contracted goods and services,
appropriate contracts should be made to ensure risk transfer to the sub-contractor. This may
be done, for example, ensuring that the sub-contractor fully covers certain work blocks and
that payments are made by Eptisa only after the client pays Eptisa. Obviously, as soon as
possible, the scope and project deliverables must be fully clarified so a proper contract can be
arranged.
In any case, within a global price contract, the project manager shouldn’t arrange fee based
contracts with sub-contractors. In such a case the project manager will be increasing the risk of
over paying the sub contractor and reducing project gross margin.
Fee-based Contracts
Fee based contracts are chosen whenever the output is unpredictable or when the workload
to achieve the specified output is impossible to quantify in advance. Therefore it is
economically more advantageous for the client to pay the services on the basis of time actually
worked.
Fee-based contracts typically include project supervision, resident technical assistance,

facilitation in a multi-stakeholder process, etc.
This type of contract provides for payment based on time spent, applying stipulated rates for
different categories of experts, and out-of-pocket expenses.
Risk arising from this type of project is usually limited and more related with the lack of
management skills from the side of the consultant that for different reasons may not be able
to deliver efficiently the expected range of activities.
In these types of contracts the Project Manager must be prepared for administrative
micromanagement from the client side. The client will require extensive proof of how working
days have been spent and procedures must be in place to ensure time sheets are well
prepared with requisite details, in line with the project activities plan.
It is crucial to control the experts´ work to ensure they deliver as planned, that is, they commit
with a certain number of days to complete their activities and that they comply with such
commitment. Otherwise the Project Manager may face a situation where he doesn’t have
enough man days left to complete the job and no valid excuses to request additional man days
to the client. In this case the completion of the work would be done at the expenses of Eptisa
since the additional days required to complete project activities would not be paid by the
client.
Due to the need of significant project administrative control it is also a key factor that the
Project Manager has at his disposal an administrative team with the time and skills required to
organize all administrative issues, fundamental for ensuring project revenue and margin.
Within the several factors in control for effective project delivery (Global price contracts or Fee
based Contracts), the following ones are most critical:
• Effective control of working days used and to be used;

• Development of good quality time-sheets, duly approved, that fully justify how project
time is being spent by experts;
• Knowledgeable team leader with real control on project technical team;
• Close contact with the client to ensure project progress and project difficulties are fully
understood;
• Preparation of sub-contracts with experts that minimize the possibility of the expert
not completing the agreed activities within the agreed period of time;
• Administrative team capable of dealing efficiently with all administrative tasks;
CHAPTER V – IMPLEMENTATION GUIDE

The following content illustrates in a practical manner some of the main topics that should be
covered by the Project Manager when implementing the project. The main purpose is to
ensure that all Eptisa Project Managers use common approaches and the same basic tools to
manage their projects.
I. Study your project thoroughly;

II. Ensure project approval by the project Sponsor;
III. Anticipate what can go wrong with the project (analyze risks);
IV. Plan the project and prepare the Project Management Plan;
V. Develop a project structure for classifying project information;
VI. Prepare and launch the project Kick-off meeting;
VII. Understand the impact of any change in the scope of work;
VIII. Estimate project financials and calculate project performance indicators;
IX. Report project progress internally;
X. Keep the Project Management Office updated;
XI. Ensure a clean project closure.
I. Study your project thoroughly
Project initiation is critical for project success and the actions taken by the Project Manager in
this initial stage will decisively influence project final gross margin. Although there are many
important issues to be led and managed as soon as the project is awarded (even before
contract signature), there are critical actions to be triggered that the Project Manager should
not forget:
# Action What if the PM does not do it?

Review the project scope (ToR, technical
proposal and contract) and identify those
incoherencies, needs for clarification and Scope will not be agreed between EPTISA
1 possible service improvements based on the and the client causing possible rework, cost
Sustainability Principles Checklist that have overrun and project delays.
not been solved during the negotiation of
the contract.
Starting date: If it is the same as the contract

date or a “short” period after, may not allow
If there is the possibility to review the
to mobilize the team;
contract with the client before its signature,
Advance payment, Invoicing and Payment
ensure most relevant terms are coherent
Terms: If not properly negotiated may result
2 and defend EPTISA´s best interest: advance
in the need for EPTISA to finance project
payment, payment schedule and terms,
activity in specific moments of time;
penalties, project starting date, schedule,
Schedule, scope and deliverables: If they are
scope and deliverables...)
not clear, the project will suffer delays and
additional resources will be spent;
Inability to provide the bank guarantees in

If bank guarantees are required (advance
due time may result in contract signature
payment, performance guarantee, etc),
3 cancellation. This will also delay the advance
initiate the process for its request to the
payment receipt, thereby affecting project
bank.
initiation activities.
Ensure that the key experts proposed in the

offer are available. In case some experts are Some experts may not be available, delaying
4 not available initiate the process for their project start up and progress. Penalties may
replacement taking into consideration apply for expert’s replacement.
applicable contractual clauses.
When working with in-house experts inform
5 about expected input requirements and Experts may not be available when needed.
reserve their time.
Identify the need for project support /
6 Staff may not be available when required.
administrative staff and initiate recruiting.
Find and negotiate the prices of office space
Inability to mobilize the team within the
7 and experts’ accommodation and plan
inception period causing project delays.
mobilization for experts for Inception Phase.
Fully clarify all tax and legal issues (example: Inability to understand how to invoice
8 taxes applied to invoicing, local contracting, properly or how to contract according to
etc.). country and project requisites.
Review EPTISA financial offer (re-estimate it

Project financial follow-up may not be
if necessary) and determine with the project
9 according to PM requisites making it more
controller the analytical structure to be used
difficult to understand.
for project financial monitoring.
Review and validate the economical Such issues will appear later, after the expert
10 conditions agreed with individual experts is involved in the project and when the PM
and companies. has less negotiating power.
Start mapping identified project risks

Inability to identify project risks and take
11 (financial, technical, operational, logistic,
proper action.
client ...) and draw a mitigation action plan.
Plan the project structure and develop / Inability to understand roles and
communicate fundamental project responsibilities as well as the procedures
12
procedures (ex. experts time control, invoice that regulate the interactions between the
approval, cash disbursements control, etc.). team and other projects stakeholders.
Plan a meeting with the team and start The PM will face the client without a clear
13 planning the project (work blocks, activities, understanding of the team and the project
resources, procurement, milestones, etc.). to be implemented.
Identify the base of suppliers and service

The procurement process will not be
providers to whom you will request
14 developed efficiently and optimal economic
proposals for the delivery of goods and
and service conditions will not be reached.
services.
Identify / develop the control system
needed to monitor project financial and
15 operational progress (ex: working days Absence of effective project control.
control, revenues and cost control, activities
and products progress, etc.).
Inability to know and understand
16 Plan a kick-off meeting with the client. fundamental project stakeholders and
requisites.
Prepare the sub-contracts with project It is not allowed that project service
17 service providers ensuring their scope of providers start to develop project activities
work is as clear as possible. without a signed contract.
Prepare consortium agreements with all It is not allowed that the project starts
18 project partners ensuring contractual terms without required agreements with
are as clear as possible. consortium partners.
II. Ensure project approval by the Project Sponsor

The Project Register and the Operations Portal information systems must be updated,
ensuring that the project has the authorization from the Project Sponsor to move on and that
an Eptisa internal project reference is given allowing project follow-up (see APPENDIX E –
Information Systems to be used by Project Managers). For any doubts regarding the use of
these systems please contact the Project Management Office.
III. Anticipate what can go wrong with the project
This should also be the moment to take into consideration some practical issues that if they
are not addressed properly will contribute significantly to the erosion of project gross margin.
Many of the complex issues that arise during project implementation could be mitigated if the
project manager is aware about the factors that resulted in such problems in the first place.
The following list aims to develop awareness regarding most common and expensive mistakes
to be avoided:
1. Ensure the full understanding of the project scope of work, dividing it into manageable
work blocks and activities, and that all sustainability principles have been considered in
the design of the project. In case of sub-contracting, ensure sub contracted activities
are clear to both parties and minimize the risk of additional payments;
2. Ensure you read and understand the contract: type of contract, contractual issues
(rights and obligations), scope of work (deliverables), program, change orders, price
breakdown or fee, way of payments, claims, penalties, etc., in order to know how to
proceed in case of a breach for one of the parties;
3. Review the budget considered during the offer process, ensuring that all expected
costs were included in it;
4. Do not allow service providers to start working without a formal contract4. In such
cases service providers will gain negotiable power and will decrease project manager´s
ability to negotiate adequate contractual, economical and financial terms;
5. At the beginning of the project, evaluate all the risks that could happen during the life
of it and their consequences, and review them with an adequate frequency, in order to
control them and solve them with the less possible impact (especially cost impact);
6. If you are managing a global lump-sum contract do not sub-contract project activities
on a fee basis. Such situation will increase the risk of not being able to complete the
scope within budget due to claims of additional money by service providers, claims
that in principle you can’t forward to your client;
7. Agree payment terms with sub-contractors in line with the ones of the main contract,
avoiding the need for EPTISA to finance the project;
8. Do not lose control on procurement processes for the purchase of goods and services,
especially if you delegate such processes. Always get a minimum of three proposals for
each service sub-contracted5;
9. If the client / beneficiary decides to change any project critical variables, for example
to decrease time for completion or increase scope, ensure you understand the full
impact of such scenario on project costs, quality or resources before you accept it. All
project relevant changes require the production of an Addendum (a mandatory
requirement);
4
It is mandatory that all service providers have a formal contract with Eptisa before start to performing
their work.
5
This is a mandatory requirement both for Eptisa as well as to clients such as International Funding
Institutions, in the case of incidental expenditures;
10. Ensure to evaluate your team leader as soon as possible (especially if he is a free
lancer) and if he is not up to the task replace him immediately. An incompetent team
leader has the potential to ruin the project and cause severe financial losses;
11. Don’t allow the team leader to gain control over your client. Maintain a periodic
presence with the client and ensure all non-technical issues are led by you;
12. In the case of fee based contracts ensure you keep control on used and planned
working days. If such control doesn’t exist you may face a situation where available
working days are not enough to the full completion of project scope;
13. Formalize all relevant contractual communications with the client and avoid at all cost
that any relevant meeting or agreement is not properly registered (minute meetings);
14. In the case you use freelancers on the project team, and especially in the case of team
leaders, keep in mind that their main professional goal is to maintain their good
relations with their current and future “true” employer, that is, the IFIs that evaluate
their CVs and consider them fit or not for the job. This may generate biased behaviors
not being clear that they will work for the full benefit of EPTISA;
15. Do not let your emotions interfere in your decisions or in your relation with the team.
All your decisions should be made based on facts and after careful study of the matters
you have to decide upon;
16. Ensure that you have adequate (in quantity and quality) administrative staff to deal
with the project, especially in the case of projects that require extensive administrative
wok such as the ones financed by IFIs that incorporate relevant budgets for incidental
expenditures;
IV. Plan the project and prepare the Project Management Plan
The actions taken in the previous phase will set the bases for proper project planning. Here the
project manager must develop a set of templates that will set the course of action and register
the baseline for project monitoring and control.
As a minimum, the documentation developed during this phase should result in a
comprehensive Project Management Plan, addressing the following:
• The detailed description of the scope of work, validated by the client (Template T3 –
Project Scope Statement);
• The definition and detailed description of the project products to be delivered (no specific
template available);
• Project team organization, including the description of roles and responsibilities of each
team member;
• The definition of the work schedule including activities, dates and resources involved. Such
document should be prepared in MS Project or in a similar format;
• The staffing plan (no specific template available);
• The risk matrix, as per the existing template (Template T4 - Risk Register);
• Estimation of project costs and revenues including a cash-flow estimate if required. In this
case the attached Table of Costs should be used (Template T8 – Cost Structure Table);
• The standard set of project key performance indicators, as per the existing table (Appendix
D – Key metrics for project monitoring and control);
• The communication plan (no specific format available).
All the above documentation constitutes the project baseline and should be updated
periodically in order to ensure the complete understanding of project status by the Project
Manager and relevant Project Stakeholders.
V. Develop a project structure for classifying project information
The project documentation generated during the project life cycle, should be organized,
following the structure presented in Appendix G – Structure for classifying project information.
All relevant documentation should be available in the company network, ensuring that
backups are made and that information is available at all times.
All contractual information (main contract between Eptisa and the client as well as
contractual amendments) should be made available to the Project Management Office.
VI. Prepare and launch the kick-off meeting

The kick-off meeting is the first formal event with the client and/or project beneficiary
immediately after the signature of the contract. This is the moment all stakeholders meet and
have their first encounter. It is imperative that Eptisa causes a good impression.
For that the kick-off meeting must be very well prepared and most of such preparation must
be done in the backstage, both with the project team as well as with the client representatives,
ensuring that the project presentation goes smoothly and without unexpected problems.
The project must be thoroughly discussed by the project manager with the project team, so
that the roles and responsibilities are clearly identified and understood, the project work plan
is defined and agreed and all relevant issues that may impact the project are discussed. During
this stage the content of the kick-off meeting presentation must be discussed and
responsibilities must be assigned regarding who is responsible for what content.
Having prepared the kick-off meeting contents with the project team the second step should
be discussing with the client or project beneficiary its expectations regarding the presentation,
ensuring that the produced contents are per client requisites and the meeting is properly
organized and all resources (room, projectors, entrance permits, etc.) are available.
The presentation to be communicated during the kick-off meeting should as a minimum

address the following points:
• Brief description of Eptisa;

• Presentation of the project team (both Eptisa and client);
• Description of the project scope, main work block and main project deliverables;
• Project organization, including team roles and responsibilities;
• Project work-plan and staffing plan;

• Project risks review (specifically the ones that require actions by the client);
• Main information requisites to be made available by the client;
• Activities to be performed in the next project period;
• Definition of formal project review meetings;
VII. Evaluate the impact of changes in the scope of work

In the case any changes to the scope / products delivered are required and if such changes
impact on any critical project variable such as time or cost, ensure that you register properly
such change requests and look for the approval from the Project Sponsor before incurring such
changes. The attached template should be fulfilled for any proposed change and presented to
the Project Sponsor for approval (see Template T6 – Scope Change Register).
VIII. Re-estimate project financials and calculate project performance indicators

The Project Manager must monitor project costs and calculate the key performance indicators
monthly. To support this activity the PMO makes available through the Operations Portal i) a
file containing all incurred revenues and costs in editable format and ii) a file with all the
automatic calculated key performance indicators. Both files are extracted from NAVISION,
Eptisa financial information system.
IX. Report project progress internally

Periodically and at a minimum every month, the Project Manager should report project
progress to the project Sponsor or to whom he delegates (for example the Head of Project
Management). Such report must be provided in Template T5 - Internal Progress Report and
should reflect project status as per the best knowledge of the Project Manager.
If required such information should also be provided to the Division Director. This should
typically be the case of projects that may have an exceptional contribution to business
revenues, projects that may present technical challenges or projects that may have specific
risks to be monitored.
X. Keep the Project Management Office updated

Beside other responsibilities (see Appendix B – PMO Organization and Responsibilities) the
PMO is responsible to maintain project critical documentation such as the main contract and
its addendums. The Project Manager should communicate and send to the PMO the following
information:
• The main contract;
• Contract addenda;
• Eptisa technical and financial offer;
• The name of the Project Manager;
• Contracts with sub-contractors and partners;
• Project technical team evaluation;
• Client satisfaction enquiry results;
• Certificates of completion issued by the client;
Such information should be uploaded to the Project Register and to the Operations Portal
whenever possible or sent directly to the PMO.
XI. Ensure a clean project closure
The following list of activities must be performed to ensure an appropriate project closure:
• Project products delivered with a certificate of acceptance by the client;
• Full project amount collected;
• Pending cost receipts classified and sent to the financial department for processing ;
• Payments to service providers completed;
• Bank guarantees collected from client and delivered to the corporate financial
department;
• Contracts and amendments with main client signed;
• Claims with main client and service providers settled;
• Any assets belonging to the client returned to the client (with certificate of
acceptance);
• Client satisfaction inquiry results issued to all internal relevant stakeholders;
• Project certificate of completion issued by the client / beneficiary;
• Final internal project report issued to all relevant internal stakeholders;
• Lessons learnt case prepared and issued to all relevant stakeholders;
• Project documentation classified and archived in appropriate systems;
• Information regarding project team performance updated in applicable systems;
CHAPTER VI - APPENDIXES
Appendix A – Project Manager Job Description
Appendix B – PMO Organization and Responsibilities
Appendix C – List of contacts for Project Management Support
Appendix D – Key metrics for project monitoring and control
Appendix E – Information Systems to be used by Project Managers
Appendix F – Project Cost Structure
Appendix G – Structure for archiving and classifying project information
Appendix H – Health and Safety in Project Sites
Appendix I – Sustainability Principles Checklist
Appendix A – Project Manager Job Description
To plan, direct and coordinate activities in all phases and processes of the designated project, to ensure that
GENERAL goals or objectives of the project are accomplished on time, within the budget, ensuring that the client´s
ROLEPM (*) requirement are met
JOB LEVELS 1- JUNIOR PM 2- PROJECT MANAGER 3- SENIOR PM 4- HEAD OF PM

- JUNIOR PM and PM may report to a Senior PM
- SENIOR PM may report to a Head of PM
REPORT TO - HEAD of PM may report to a Sponsor of PM
They also may report to a Functional Manager, Territory Manager or Division Manager.
Related to managing a project: 15-Project Stakeholders Management
1-Approval of Project Resources (Technical, Financial, HR) 16-Client Technical Management
2-Monitoring and control of Global Production (P&L) 17-Client Commercial Management
3-Contract Management 18-Project Partners Management
4-Project Reporting 19-Subcontractors Management
5-Project Scope Management
6-Project Time Management Others:
RESPONSIBILITIES
7-Project Financial Management - Definition of PMs Functional and Technical
(*) 8-Project Gross Margin Management Requirements
9-Project Quality Management - Definition and implementation of PMs
10-Project Human Resources Management Procedures
11-Evaluation of the Project Technical Team - Preparation of PMs Training Programs
12-Project Communications Management - Supervision and Coaching of PMs
13-Project Risk Management - Detection of Commercial Opportunities
14-Project Procurement Management
Educational requirements for PM vary greatly according to the type of project they manage. Typically
EDUCATIONAL
requires a Bachelor´s degree in Engineering, Architecture, Technology and/or Business, depending on the
BACKGROUND project field
- PM Certification from a recognized institution, and desirable Master Degree in Business, may be
PROFESSIONAL required to SENIOR PM and HEAD of PM levels
QUALIFICATIONS - Knowledge of PMBOK methodology and specific technical training, may be required to JUNIOR PM and
PM levels
- Fluent in English (written and spoken)
LANGUAGES - Other languages could be required (French, etc.)
Depending on the Job Level, it shall apply a minimum experience in PM activity:
EXPERIENCE JUNIOR PM (< 3 years), PM (3 - 10 years), SENIOR PM(> 10 years), HEAD of PM (> 15 years)
- Good technical background - Proven track record of commercial
- Knowledge of Project Management techniques and experience
tools - Knowledge of competitors
- Strong knowledge regarding EPTISA´s services and its - Strong awareness of market tends
USEFUL
organization - Greater understanding of wider business
KNOWLEDGE - High level of understanding of EPTISA financial control issues and practices
system - Management leadership training
- Excellent skills in the area of people and process
- Proficient in PM software
1- Commitment 2- Achievement Orientation 3- Customer Orientation,
CORPORATE
4- Spirit of Collaboration/Teamwork 5- Transparency
MANAGERIAL 1- Business Vision 2- Leadership and personal Development
1.1- Planning and Organization
1.2- Technical Management of Projects
1.3- Financial Management of Projects
COMPETENCIES 1- Project Management
1.4- Contractual Management of Projects
FUNCTIONAL 1.5- Managing Project Resources
1.6- Managing Problems
2- Ability to Manage and Influence Customers/Accounts
3- Knowledge and Innovation
4- Ability to Communicate
(*) See section 1.4 EPTISA Project Manager Profile. Table – Job Level of Project Managers and
their distribution of responsibilities
Appendix B – Project management Office Responsibilities and Organization
Develop, Collect project

Provide guidance Set PM standards
maintain and data and produce
and advice for and ensure they
provide support information for
project managers are followed
to PM Systems management
• Maintain an updated list of • Definition and mapping of • Provide Functional • Ensure availability and
PM staff; PM Processes; Support to PM regarding classification of project
• Provide information to • Update of the PM IT Systems: products;
project directors and other Handbook; - Project Register; • Evaluation of Project
PM staff: • Evaluation of the PM - Operations Portal; Managers;
- Project Financial function (questionnaire - Knowledge • Follow-up of project
Information preparation, analysis of Management System; periodical reviews (ex.
- Project Audits Information results, definition of action • Report and follow-up with update of KPIs / Project
- Projects References and plan); IT Department the Progress Reports);
Certificates • Develop project internal correction of systems • Evaluation of client
- Invoice / Payments project assessments and errors; satisfaction (development
Information audits; • Definition of requisites for of questionnaires and
- PM processes • Ensure fulfillment of all PM systems development; analysis of results);
- PM templates and requirements of project • Manage with IT • Keeping an up-to-date
documents closure; implementation of new register of projects
- Quality and Safety • Capture project functionalities; underway;
- Roles and responsibilities management best practices
within the company with and lessons learned
impact on PM • Keeping an up-to-date
• Project cost drivers and projects repositories /
unitary costs assets;
• Organize training sessions;
Global Project Management Community
PMO General
Coordination
Contractual and Legal IT Systems Functional

Financial Support Administrative Support
Support Support
Corporate Departments / Shared Services Centre
Appendix C – List of contacts for Project Management Support in EPTISA
Function Name Contact
Financial Support (Branches and Subsidiaries) Maria Barberan mbarberangonzalez@eptisa.com
Financial Support Daniela Dorovska; ddorovska@eptisa.com

(all financial issues related to Eptisa Servicios de Ingeniería S.L.)
Contractual Support
Rafael Durán rduran@eptisa.com
(contract with providers and clients)
Administrative Support
Olga Polukhina opolukhina@eptisa.com
(including payments to service providers)
EC Financial Audits Daniela Dorovska ddorovska@eptisa.com
PM Systems Functional Support Olga Polukhina opolukhina@eptisa.com

(operations management portal, project register)
IT Support Luis Piñero incidencias@eptisa.com
Quality System Support Maria Jose Barranco mbarranco@eptisa.com
Commercial References Nathalie Grenier ngrenier@eptisa.com
Sustainability Principles Luis Sánchez lsancheztorrente@eptisa.com
PMO General Coordination Daniela Dorovska ddorovska@eptisa.com

(including suggestions for improvement and complaints)
Appendix D - Key metrics for project monitoring and control
TABLE OF KPIs
Information from the

Budget (Monthly Information during the Type of
beginning to current UNITS DESCRIPTION WHERE IS STORED THIS INFORMATION? FORMULA SUPPORTING INFORMATION
Reassessment) current year Contract
day
1 2 3
Total Costs x (Reassessed

A Production Currency Expected value (revenue) of the work Values stored in Navision Revenues / Reassessed All
Costs)
B Labour cost Currency Total labour cost used to date Values stored in Navision All
Other Direct All costs directly related to project activity

C Currency Values stored in Navision All
Costs (except labour cost)
Total direct costs, the sum of labour cost and

D Total Costs 0,00 0,00 0,00 Currency Values stored in Navision (B+C) All
other direct costs
Gross Sales
E #¡DIV/0! #¡DIV/0! #¡DIV/0! % Generated gross sales margin as % Automatic Calculation ((A-D)/A)x100 All
margin (%)
Gross Costs
F #¡DIV/0! #¡DIV/0! #¡DIV/0! % Generated gross cost margin as % Automatic Calculation ((A-D)/D)x100 All
margin (%)
Margin Generated gross margin as value (Currency: €,

G 0,00 0,00 0,00 Currency Automatic Calculation (A-D) All
(Currency) $, etc)
Pending
H 0,00 Currency Production that we haven´t executed yet Automatic Calculation (A1-A2) All
Production
I Total Invoicing Currency Total value invoiced to date Values stored in Navision All
Value < 1: ahead invoicing and / or under planned

This item provides a measurement about the
costs
J Work in Progress 0,00 0,00 Currency costs charged to the project but haven´t Automatic Calculation (A-I) All
Value > 1: behind invoicing and / or over planned
invoiced yet.
costs
Outstanding Becareful. This item always includes withholding tax

K Currency Project revenues invoiced but not collected Values stored in Navision All
Receivable (IVA or similar)
Elapsed time to (days completed / total

L % Project time elapsed to date Manual. It must be filled out by PD. All
date project days) x 100
Over Planned Cost Over Planned Cost Manual. It must be filled out by PD, taking Over Planned Cost
Project Status - Quality evaluation of project costs to date
M On Planned Cost On Planned Cost Text account items D, I, J and his own knowledge On Planned Cost All
Costs regarding cost baseline
Under Planned Cost Under Planned Cost about the progress of the project Under Planned Cost
Ahead of Schedule Ahead of Schedule Manual. It must be filled out by PD, taking Ahead of Schedule
Project Status - Quality evaluation of project time to date
N On Schedule On Schedule Text account items H, L and his own knowledge On Schedule All
Time regarding time baseline
Behind Schedule Behind Schedule about the progress of the project Behind Schedule
Questionnaire to be issued by the PMO to the

Client 5: very satisfied; 4 satisfied, 3 moderately satisfied; 2
O 1 to 5 Numbers client as indicated by the PM and as minimum Manual. It must be filled out by PD. 1 to 5 All
Satisfaction dissatisfied; 1 very dissatisfied
in the middle of the project and at its end.
Available days Number of days available for scope Contracted days - Used
P Working days Manual. It must be filled out by PD. Fee based
(per profile) completion per technical profile days
Number of days available for scope

Available days ((Contracted days - Used
Q % completion per technical profile, as % of Manual. It must be filled out by PD. Fee based
(per profile) (%) days)/Contracted days)x100
contracted days
Appendix E – Corporate Information Systems Used in Project Management
Manag
There are currently available at Eptisa two
t main systems that provide information regarding
project implementation and therefore are used by Project Managers, as well as other internal
project stakeholders.
i. Operations Portal
ii. Project Register
All the above are corporative systems, supported by a technological platform developed and
maintained by Eptisa, aiming
iming to register project data and to produce accurate and timely
project information for the benefit of all Eptisa project stakeholders.
Between the several entities within Eptisa that benefit from the existence of such systems and
make their management decisions
ecisions based on the information provided by the systems we can
highlight, for example, the project sponsor, the heads of the project departments, the heads of
divisions, the heads of territories, the financial department, etc.
Therefore it is of utmost importance

mportance that the project manager maintains these systems with
the required data, contributing for the efficiency of information flow in Eptisa, fundamental for
the decision makers at all levels.
i) The Operations Portal
You can access the portal at:
https://eptinet.eptisa.com/ingenieria/areaInternacional/opmgnt/default.aspx
The Operations Portal is a web based platform that aggregates all contents that may be
required by Project Managers when implementing their projects.
There are several functionalities available, from which the most relevant are:
PROJECT
ROJECT MANAGEMENT HANDBOOK – A Guide to Eptisa Project Managers Updated Edition 14 Sep 15
• Project detailed information (including financial approved baseline);

• Project monthly financial status;
• Request of SWIFT documentation (proof of transfers to service providers);
• Status of paymentss to service providers;
• Request bank guarantees;
• Request insurance for freelancers;
• Announcements to Project Managers;
• Access to project register (new projects);
The functional support to the project managers and the project management staff is provided
by the Project Management Office.
ii) Project Register
You can access the portal at:
https://eptinet.eptisa.com/apps/alta_proyecto_EPI/Default.aspx?LANG=en
The Project Register aims to classify and register all relevant project data, allowing Eptisa staff
to quickly access the information without the need to request it to the Project Manager.
The Project Register also aims to ensure the formal authorization, from the Project Sponsor, to
start the project and to assign all required human, technical and financial
financial resources. The
Project Manager is responsible to keep the system up to date during project progress.
The system can be accessed through the Operations Portal, both for the project opening as
well as to future consulting and updating.
Appendix F – Project Cost Structure

The table of costs for bids is a guide that should be frequently read and consulted by
commercial staff and project directors of EPTISA.
COMMERCIAL STAFF: when a commercial employee is drawing up a bid for a client he firstly
must understand the scope of work and must estimate all the necessary costs to complete the
scope of the work.
This table has been elaborated to help the employees during the costs estimation. While we
are drawing up the bid, we have to consult the items of this table and we have to include all of
them that would be necessary to complete the scope of work.
As you can see, each item is linked to a code. In this way, everyone can draw up the bid using
their own files, but, once we have finished the quotation, we have to fill out the summary
sheet where we will include the total costs of each code.
This summary sheet will be used by Project Director to open a new “P” and will be used by
sponsor to validate the bid and to approve the new “P”.
Note 1: Table of costs, is a general table, drawn up thinking about the different and
multiple activities of EPTISA. You won´t probably need an important number of these items
when you are calculating a bid, but it´s essential to check this table each time you are
estimating a bid, because if you do it you won´t forget any cost necessary to complete the
scope of work.
Note 2: When you are drawing up a bid for a project located abroad, you have many ways
to obtain the information you need: looking up on the internet or asking your workmates.
Don´t forget there are many departments can help you to answer different questions
(Human Resources Department, Legal Department, and Financial Department).
Moreover, if Eptisa has a branch in that country, your workmates can give you important
information.
Note 3: Be careful if you are estimating a bid for a project placed abroad with a different
legal tender than yours, because the currency exchange may oscillate throughout the life
cycle of the Project. Therefore, you should negotiate this point with the requester or you
should add a financial cushion for this point.
PROJECT DIRECTORS: All costs incurred in performing the different project´s tasks, will be
recorded using the same code of the table of costs for bids. Therefore, Project Directors will be
able compare every recorded cost when the new “P” was opened and costs incurred in every
phase of the project life cycle.
Note 4: When we are managing the project we must ensure that our subcontractors,
manufacturers and suppliers, send us the invoices with two references: P reference
(PXXXXXX) and analytic code (code 2200X, 2300X, etc). This step is crucial if we want to
obtain an analytic sheet without mistakes and costs incorrectly recorded in the project.
BRIEF DESCRIPTION OF TABLE´S ITEMS
Group 10000: Labour Cost

10000. Employees (hourly rate): this item includes the hourly rate of the employees assigned
to the project multiplied by number of hours estimated. (managing, production, etc)
Group 22000: External Experts and Subcontractors
22001. External Experts: This item includes the hourly rate of external experts assigned to the
project multiplied by number of hours estimated.
22002. Subcontractors: this item includes costs of subcontractors that we need to achieve the
scope of work (e.g.: subcontracted driller machines, subcontracted specific studies,
subcontracted designs, etc).
Group 23000: Travel Expenses and Costs of Posted Workers
23001. Expense Allowance: This item includes the allowance for employees. The estimated
allowance will be different depending on where the project is located. The commercial
employee has to take into account the standard of living of the country when he is estimating
the cost of this item.
23002. Hotels and meals: this item is used when the employee doesn´t receive the expense
allowance and the company pays him the costs of hotels and meals.
23003. Rental Apartment: this item will be used when there is a special agreement between
company and employee. The company pays the costs of the apartment (rent, and costs of
heating, electricity and water). Therefore the employee receives a minor allowance related to
item 23001.
23004. Taxis: this item includes costs of employees travelling by taxi. (e.g. the way from office
to airport, etc).
23005. Car Rental: this item includes costs of car renting.
23006. Petrol and tolls: costs of petrol and tolls.
23007. Flight/train tickets: While the commercial employee is drawing up the bid, it’s
important to check the average costs of tickets.
23008. Km: this item includes the travel expenses, when the employee travels by his own car.
(“with withholding tax” is a special breakdown for Basque Country´s employees).
23009. Vehicles: Costs related to purchase of vehicles. (If project´s life is very long, it´ll be
more profitable to buy cars instead of renting cars during a long period of time).
23010. Maintenance of Vehicles: If we decide to buy cars we mustn´t forget annual costs
related to maintenance (insurance and inspection costs).
23011. Visa Facilitation: costs of visa facilitation for employees who will work abroad. The
commercial employee must consult this item with Human Resources Department.
23012. Travel Insurance/medical insurance: If it´s necessary to move workers abroad, the
commercial employee has to consult this item with Human Resources Department.
23013. Other travel Expenses: This item includes all of travel expenses that are not included in
items 23001 to 23012.
Group 24000: Procurement of Goods
24001. Materials or goods: costs related to purchase of materials, reading equipments, a new
software, 3G cards, a specific computer, etc, with the exception of costs included in items
25004, 25005 and 25006.
24002. Freight Transport Cost: This item includes costs of Seur, MRW, DHL or similar.
24003. Import/Export Costs: this item compiles all costs related to customs and taxes when
we are importing materials or equipments from other country or when we are exporting them
to another country. Some countries have high taxes, therefore, while we are drawing up the
bid we must check if it´s necessary to export / import something.
Group 25000: Costs of Technical Office
25001. Rental of Office Space: If the scope of project requires an Office in situ, we have to
estimate the cost of monthly rental. If we have no idea of the rental cost of this item and we
don´t know anyone who has knowledge about this item, we can look up on the internet the
average rental of office spaces.
25002. Costs of Office Space: All costs related to its maintenance. E.g.: monthly cost of
electricity, heating, cleaning and security (if would be necessary). Communication costs are not
included, because they are included in item 25003.
25003. Communications: costs of mobiles phones, internet and fixed line telephony services.
25004. Office Supplies and Equipments: costs related to purchasing of paper, pens,
mechanical pencils, printer cartridges, etc or costs related to purchasing or renting and
maintenance of printer photocopier or similar.
25005. Workplace: depending on the size of your human team, you will need more or less
workplaces. As an average term, a workplace will be constituted by a desk, an office chair, a
desktop computer or a laptop and a filling cabinet. Don´t forget the furniture for the meeting
room (a table and some chairs).
25006. Printing and binding expenses: Don´t underestimate this item. If the scope of project
makes you print several color copies of a large report (A3 sheets, A4 sheets and drawings)
periodically, and you have to bind it, this cost increases easily.
Group 26000: Financial Costs
26001. Financial expenses: costs of bank guarantees and similar. The commercial employee
must ask Financial Department about this cost.
26002. Assets Depreciation: Sometimes we buy equipments, machines etc, thinking about use
them during a long period of time. These equipments are assigned to a Project firstly and
when we don´t need them, we will assign them to other different Project. In this case, costs
recorded to different projects must be considered as costs of depreciation of the equipment
and not the total purchase cost. But it should also be taken into consideration whether the life
of project is very long (more than 7 or 10 years) or whether we won´t use those equipments in
others Projects, in that case, the total purchase cost of the equipment must be recorded to the
project.
26003. Other Financial costs: this item includes other financial costs not included in items
26001 and 26002. (E.g.: costs of recovering money coming from other country. This cost can be
very important depending on the country where project is located). The Commercial
employee must consult this item to Legal and Financial Departments of EPTISA.
Group 27000: Other Costs
27001. Audit Expenses: this item includes costs related to audits.
27002. Publication Costs: costs related to publish an awarding in Official Journals.
27003. Health and Safety Plan: costs related to draw up the Health and Safety Plan. (Most of
times we won´t write it because we´ll have to accept Main Contractor´s Health and Safety
Plan).
27004. Personal Protective Equipments. (PPE): costs related to purchasing of PPE. If the
Project needs a very specific PPE (climbing equipment or similar) they will be paid by the
project, but usual PPE (safety helmet + reflective jacket+ safety boots + safety gloves and
working clothes) should be charged as an overhead cost of the Company.
27005. Transfer from O to P: costs transferred from O to P.
27006. Transfer from P to P: costs transferred between Ps.
27007. Manufacturing internal costs: specific item for IIC Department.
27008. Productive Expenses not billable: specific item for IIC Department.
27009. Other Taxes: this item compiles all taxes not included in previous items.
27010. Other insurances: this item compiles all insurance costs not included in previous items.
27011. Other costs: this item compiles all costs not included in previous items.
Group 28000: Incidental Expenditures (It´s a specific group for some project funded by
International Institutions)
Some international projects financed by International Institutions (European Commission,

World Bank, etc) include a specific group of costs (Incidental expenditures). The way to invoice
these costs is different from the rest of costs shown on this table. For this reason, it´s very
important distinguish them from the rest of costs, when we are recording costs to the project.
28001. Audit Report – Expenditure Verification: costs related to expenditure verification.
28002. Other Incidental Expenditures.
Project templates related to the structure of costs:
Template T8. Cost Structure Table

Template T10. Expenses Sheet for employees (A)
Template T10. Expenses Sheet for employees (B) (costs paid through monthly wage)
Template T10. Expenses Sheet for employees (C) (costs related to Incidental Expenditures)
Template T10. Expenses Sheet for employees (D) (costs paid through monthly wage, but
related to Incidental Expenditures)
APENDIX – TABLE OF COSTS FOR BIDS AND ANALYTICAL CONTROL OF PROJECTS (SUMMARY SHEET)
Group for
Monthly Analytic Code DESCRIPTION COSTS (€) / Code COSTS (€) / Group
Reassessment
Employees (hourly rate):

LC -
10000 - Worker´s hours assigned to the project
(10000) - Hours of Project Management
22001 External Experts

E&S -
(22000) 22002 Subcontractors
23001 Expense allowance
23002 Hotels and meals (When an employee doesn´t use the expense allowance)
Rental Apartment (When the company pays the monthly rental cost of the
23003
apartment)
23004 Taxis
23005 Car Rental
23006 Petrol and toll
T&E 23007 Flight/Train Tickets

-
(23000)
23008 Km with or without withholding tax (if the worker drives his own vehicle)
23009 Vehicles (purchase of vehicles)
23010 Maintenance of Vehicles
23011 Visa Facilitation
23012 Travel insurance / medical insurance
23013 Other travel expenses (costs that are not included in items 23001 - 23012)
Materials or goods (purchase of materials, reading equipments, etc, with

24001
the exception of items 25004, 25005 and 25006)
PG -
24002 Freight Transport Costs (Seur, MRW, DHL, Moltrands or similar)
(24000)
24003 Import/Export Costs (Customs and Taxes)
25001 Rental of office space
Costs of office space:

- Electricity
- Gas
25002
- Cleaning
- Security
- Comunications are not included because are included in item 11
OT Communications:
-
- Mobile comunications
(25000) 25003
- Internet
- Fixed line telephony services
Office Supplies and equipments (eg: paper, pencils, pens, printer
25004
photocopier, etc)
Workplace (table, office chair, desktop computer or laptop and filing cabinet
25005
)
25006 Printing and binding expenses
26001 Financial expenses: bank guarantees
FC 26002
Assets Depreciation (e.g. reading equipments, machines, laptops, software,
-
vehicles, etc)
(26000)
Other Financial costs (e.g.percentage of costs for payment between
26003
different countries, etc)
27001 Audit Expenses
27002 Costs of Publication (BOE or similar)
27003 Health and Safety Plan
27004 Personal Protective Equipments (PPE)
27005 Transfer from O to P
OC Transfer from P to P -
27006
(27000)
27007 Manufacturing internal costs
27008 Productive expenses not billable
27009 Other Taxes
27010 Other Insurances
27011 Other Costs
28001 Audit Report. Expenditure Verification

IE -
(28000) 28002 Other Incidental Expenditures
TOTAL SALES (€)
TOTAL COSTS
-
(€)
GROSS SALES
#¡DIV/0!
MARGIN
GROSS COSTS
#¡DIV/0!
MARGIN
LC: Labour Costs
S&E: External experts and subcontractors
T&P: Travel expenses and costs of posted workers
PG: Procurement of goods
TO: Costs of Technical Office
FC: Financial Costs
OC: Other Costs
IE: Incidental Expenditures
Appendix G – Structure for Classifying Project Information

The project documentation generated during the project life cycle, should be organized in the
following presented structure. All relevant documentation should be available in the company
network, ensuring that backups are made and that information is available at all times.
All contractual information (main contract between Eptisa and the client as well as
contractual amendments) should be made available to the Project Management Office, as
soon as they are available.
1. Contractual Documentation
1.1. TOR: Tender Rules and RFQ
1.2. Technical and economic Offer
1.3. Adjudication and contract
1.4. Modifications to contract. Formal documents where are included the
different changes from the original contract, including postponements,
temporary cancellation, etc.
2. Planning
2.1. Organization. Including Organization Chart as well as tasks and
responsibilities of Project Team. If the project team is modified, this item will
be modified too.
2.2. Schedule. It must be updated and it should be as detailed as the project
requires.
3. Communications
3.1. Inputs. All communications received related to the project.
3.2. Outputs. All communications sent related to the project.
3.3. Meeting Minutes: including meetings with our client, our subcontractors
or Project Team´s internal meetings
3.4. Contacts related to the Project. Names, phone numbers and e-mails.
4. Monitoring and Control

4.1. Applicable law to the Project. We could record this information in this
folder or we could reference the law and indicate where is recorded and is
available for consultation.
4.2. Tracking Reports.
4.3. Deliverables: including partial or final deliverables
4.3.1. Information delivered. A summary related to the information
delivered to the client or a copy of the Delivery Charter.
4.3.2. Results of checking executed before the delivery
4.4. Claims issued by clients and corrective actions.
4.5. Satisfaction Surveys
5. Quality Control
5.1. Audits
5.2. Quality Plan
5.3. Templates filled out
5.4. Procedures
6. Economic Management
6.1. Opening Estimation (template of costs for bids).
6.2. Costs Control. Excel files with monthly analytic costs.
6.3. Reassessment. Excel Files with monthly reassessed revenues and monthly
reassessed costs.
6.4. Invoices sent to the client.
7. Service Providers and Sub-Contractors

7.1. Comparative Table. (Template T13. Comparative Table”)
7.2. Subcontracting Sheet. Excel file where are recorded the different
specifications of the subcontract, the reasons because a subcontractor has
been chosen and other relevant information for the subsequent follow up.
7.3. Timesheet Control.
7.4. Invoices sent by our subcontractors.
7.5. Evaluation of Suppliers.
8. Closure
8.1. Certificates of work finished.
8.2. Lessons learned.
At this moment this is the structure to be used for project management documentation,
although no system is still implemented, but it must be used as a way to organize information
in the same way through the whole organization. Once systems are available, documentation
should be uploaded to them in order to improve management.
Appendix H – Health and Safety In Project Sites
Health and safety procedures are an important part of our projects and we mustn’t
underestimate them.
All activities require compliance with health and safety procedures, regardless of the type of
activity. These procedures will be less demanding if the employees work at office and they
don´t have to visit the work on site. Nevertheless if employees have to work on site or they
have to visit the work on site (because is necessary to take photos, to collect samples, etc), the
procedure is more demanding and, in case of accident, if the project wasn´t following the
health and safety regulations it could end in a tricky situation for the company, the project
leaders and other employees (Sponsor, Project Director, Head of Division, Head of Territory,
Health and Safety Coordinator, etc). In fact, in severe cases, it would involve civil and criminal
liability.
Nowadays, the H&S Department of Eptisa, is responsible to draw up the main information
related to H&S. However Eptisa is growing abroad and our technicians aren´t used to deal with
health and safety regulations of other countries, yet. For this reason is necessary to coordinate
efforts between our technicians and new health and safety coordinators who will be
contracted or subcontracted, in those countries where we don´t have knowledge about health
and safety regulations.
HEALTH AND SAFETY DEPARTMENT OF EPTISA (H&SD)

Activities and Responsibilities
• Manage and update general database of Health and safety (training courses of H&S,
medical check-up, etc).
• Draw up the occupational risk prevention plans of different work centers.
• Draw up the risk assessments of different work centers.
• Draw up the prevention activities schedule of different work centers.
• Draw up the emergency measurements of different work centers.
HEALTH AND SAFETY COORDINATOR/COMPANY (H&SC)
Each territory should name/contract a health and safety coordinator or should subcontract a
company that is specialized in H&S who knows H&S regulations of the country where Eptisa is
going to work.
Those cases where the employees of Eptisa will work at office (consulting, drawing up
engineering projects, etc), the H&S procedure will be less demanding and it could be
developed by HSD.
Those cases where employees of Eptisa will work on site, continuously or intermittently, the
number of H&S documents, that it´s necessary to be filled out, will get increased, and the
complexity of these documents will be higher. For this reason, Eptisa should name/contract a
H&S coordinator or should subcontract these type of activities to a specialized company.
Activities and Responsibilities of H&SC
• Draw up H&S Plan or Risk Assessment (If it is necessary);

• Store all the Health and Safety information that has been drawn up, related to each
project developed in his country;
• Review and send all the H&S information required by our client;
• Report to PM about anomalies detected related to H&S documentation;
• Send updated information to H&SD of Eptisa (H&S training courses, Medical Review Pass
of employees, etc.).
Documentation that must be stored and sent by H&SC
• Health and Safety Plan or Risk Assessment or Adhesion to Client´s H&S Plan (It depends
on the type of work we are going to do);
• Template signed by the employee, where he declares he has received H&S plan and he
knows the risks related to his work;
• Certificates related to training courses that have been received by employees assigned
to the project;
• Template signed by each employee assigned to the project, where he declares he has
received his personal protective equipments (PPE´s);
• Medical Review Pass for each employee assigned to the project;
• Template signed by the employee where the worker is assigned as “Preventive Resource
on Construction Site” (this responsibility is a legal duty in Spain but it does not occur
other countries);
• Specific Diploma related to Health and Safety. (Those cases where it is necessary to have
a specific certificate beyond the certificates related to general training courses);
• Act of approval related to H&S Plan;
• Written notification related to Work Center opening;
• Subcontracting book;
• Authorization for construction machinery handling (It depends on the type of work).
Note 1: It´s important to keep in mind we will always need a health and safety procedure.
Depending on our activity or type of work, this procedure will be less or more demanding
and it will be solved by H&SD of Eptisa or by a H&SC or a subcontracted company,
respectively.
Note 2: If a project is being developed and anomalies related to Health and Safety are
detected, the Project Manager will have the authority to disrupt the project until those
anomalies are solved, regardless of the opinion of Head of Division/Territory or Sponsor.
ADVANCE NOTICE BETWEEN PM AND H&SD OR H&SC
If H&SD or H&SC has to draw up the H&S Plan or Risk Assessment they will need minimum
information and it will be will be notified by PM as follows:
1. Project name
2. Client name
3. Where the project is going to be performed.
4. Detailed description related to works.
5. Description about human and materials resources.
6. Number of workers and their roles.
7. Budget and deadline for implementation.
8. Any additional or complementary information requested by HSD or H&S Coordinator.
If our client has developed the H&S Plan, we will request it and our H&S technicians will review
it. Once the document has been checked, we only have to sign the Adhesion Charter to H&S
Plan and we won´t have to draw up a H&S Plan.
T14. Project templates related to H&S:
Internal Documentation control.

Documentation control of subcontractors.
Template related to H&S Plan.
Template related to PPE.
Template related to designation of “Preventive
Resource on Construction Site”.
Adhesion Charter to H&S Plan.
Authorization for construction machinery
handling.
Appendix I – Sustainability Principles Checklist
The Sustainability Principles Checklist is a document that provides a self-assessment survey of

any project during the design or offer stage, guiding project managers in the process of
reviewing the definition of activities or incorporating additional services and quality standards
in accordance to the main factors of sustainable development. These will include social,
environmental, economic, institutional and technological aspects. Through this checklist,
project managers will be able to identify aspects that can be incorporated in the project, not
previously considered by the client, which can enhance the quality of services by responding to
a general call for corporate responsibility on sustainability issues. This exercise can be
considered as a competitive advantage and a social and environmental contribution to society.
According to this methodology, each sustainability principle must be assigned one of the
following categories:
• Not incorporated due to technical-financial restrictions of the project
• Incorporated as a requirement by the client
• Incorporated as an improvement of the requirements of the client
• Partially incorporated, although not required by the client
• Fully incorporated, although not required by the client
The list of sustainability principles, as well as the results of the survey, will take part of the
technical offer of the project to be shared by the client. The list of sustainability factors to be
assessed by the Project Manager will be gradually adapted to each of the thematic areas of
activity.
The general checklist is already available, and has been adapted to the Water Management
Area as well. In addition, a training Module has been created, explaining the steps to be
followed in order to put the checklist into practice. All the documentation is available on our
Eptinet, following this path:
https://eptinet.eptisa.com/Paginas/Default.aspx → CENTRAL SERVICES → IMAGE AND

COMMUNICATION → Corporate Social Responsibility (click here to see the documents).
This exercise is expected, not only to be a mainstay of the quality assurance process of the
project, but also an important source of information across different knowledge areas,
including project scope management and project risk management. It shouldn’t imply any
additional cost for the project.
CHAPTER VII - PROJECT TEMPLATES LIST

The following set of templates is to be used by Project Managers during project
implementation. Other templates will be added in the next versions of the PM Handbook.
Template T1 – Minute Meeting

Aims to register the contents discussed during meetings, specifically the ones that result in
obligations for parties.
Template T2 - Project Register

The purpose of this template is to authorize the project implementation, to register all project
relevant information and to establish the scope and financial project baseline for future
monitoring and control. This template is available and can be filled-in on-line at the Operations
Portal.
Template T3 – Project Scope Statement

This template aims to describe in detail the project scope, as agreed by Eptisa, the client and
other project stakeholders. Should describe all work blocks, the activities to be performed and
the products to be delivered. This document should also, if required, explicitly refer what is not
within the project scope (exclusions).
Template T4 - Risk Register

The purpose of this template is to register and monitor project risks, ensuring they are
properly evaluated and that mitigation actions are developed to control or avoid the risks
impact in the project.
Template T5 - Internal Progress Report Template

The purpose of this template is to communicate to all relevant internal (Eptisa) project
stakeholders the project progress, including the activities performed in the last reporting
period, the activities to be performed in the next reporting period and the current status of the
main risks of the project (the ones that may impact the most in project gross margin).
Template T6 – Scope Change Register

The purpose of this template is to register any relevant change in project scope baseline,
measuring its impact on critical project variables (time, cost, or quality), and ensuring the
formal authorization by the project sponsor in case the added or revised scope is accepted.
Template T7 – Project Schedule

The purpose is to represent the project main activities to be performed, the persons
responsible for performing such activities, due dates, dependencies between activities and
milestones.
Template T8 – Project Cost Structure

Aims to define a common cost structure during offer preparation and project financial
monitoring and control.
Template T9 – Project Expenses Report

The purpose of this template is to register all project expenses during a specific project period
and its subsequent control.
Template T10 – Expenses Sheet

The purpose of this document is to register and classify all the expenses done by an Eptisa
employee or sub-contracted expert during a specific period of time.
Template T11 – Sub-Consultant Contract Minute

Aims to formalize the contractual obligations between Eptisa and Sub-Consultants (either
company or individual experts). It is available by request to the Project Management Office.
Template T12 – Partner Contract Minute

Aims to formalize the contractual obligations between Eptisa and project Partners. It is
available by request to the Project Management Office.
Template T13 – Comparative Table

Aims to facilitate the choice of the more suitable subcontractor.
Template T14 – Sheets of Health and Safety

Aims to facilitate the monitoring and control of health and safety procedures and documents
drawn up by HSD or H&S Coordinator.
Template T15–Certificate of Completion

Aims to formalize the final delivering of the project to the client.
CHAPTER VIII – PROJECT MANAGEMENT HANDBOOK

CONTRIBUTERS AND REVISORS
The following table indicates the name of all those that have contributed to the preparation
and / or revision of the current edition of the Project Management Handbook.
The Project Management Office takes the opportunity to thank them for all the effort required
to produce this manual, and at the same time ensuring their usual and demanding professional
activities.
Name Position Organization
Handbook Coordination Committee (the following group coordinated the preparation of the
Handbook and provided concepts and contents)
Luis Villarroya Alonso EPTISA CEO Eptisa Servicios de Ingeniería S.L.
Nuno Martins Fragoso Division Director Eptisa Servicios de Ingeniería S.L.
César Sanz Bermejo Head of Project Management Eptisa IIC
Laura Gorrachategui Tecedor Project Manager Eptisa Servicios de Ingeniería S.L.
Content providers (the following group has provided concepts and contents)
Emilia Linares Fortis PMO – Legal Area Eptisa Servicios de Ingeniería S.L.
Daniela Dorovska Head of the PMO Eptisa Servicios de Ingeniería S.L.
María José Barranco Plaza Head of Quality Management Eptisa Servicios de Ingeniería S.L.
Maria Barberán González PMO – Financial Area Eptisa Servicios de Ingeniería S.L.
Juncal Sánchez Fernández Corporate Services – HR Area Eptisa Servicios de Ingeniería S.L.
Pinaki Roy Head of Project Management Eptisa India Pvt Ltd
Juan Peralta Malvar Project Manager Eptisa Tecnologías Información
Luis Sanchez Project Manager Eptisa Servicios de Ingeniería S.L.
Content revisers (the following group has revised the Handbook)
Cristina Rocareanu Project Manager Eptisa Romania
Ignacio Hernandez
Head of Project Management Eptisa Servicios de Ingeniería S.L.
Aguirrebengoa
Branko Mikasinovic Head of Project Management Eptisa Regional Office for SEE
Serdar Hakkaçirmaz Head of Project Management Eptisa Mühendislik Ltd. Sti
Daniela Dorovska Head of the PMO Eptisa Servicios de Ingeniería S.L.
Pinaki Roy Head of Project Management Eptisa India Pvt Ltd
Eptisa Tecnologías de la
Juan Peralta Malvar Project Manager
Información
Fernando Varela Ugarte Division Director Eptisa Servicios de Ingeniería S.L.
Head of Corporate
Margarita Marticorena Blanco Eptisa Servicios de Ingeniería S.L.
Development
Corporate Director – Financial
Jose Maria Pascual González Eptisa Servicios de Ingeniería S.L.
Department
All rights reserved. No part of this

publication may be reproduced or
transmitted in any form or by any
means, including photocopying
and recording, without the
written permission of Eptisa. Such
written permission must also be
obtained before any part of this
publication is stored in a retrieval
system of any nature.
Applications for such permission

should be addresses to EPTISA
Project Management Office:
eptisa_pmo@eptsa.
CHAPTER IX - CHANGES MADE TO PREVIOUS EDITIONS
Regarding Edition 01 Sep 2015 the following changes were made:

The following paragraph on page 53:
In any case, within a global price contract, the project manager should arrange fee
based contracts with sub-contractors. In such a case the project manager will be
increasing the risk of over paying the sub contractor and reducing project gross
margin.
Is replaced by:
In any case, within a global price contract, the project manager shouldn’t arrange fee
based contracts with sub-contractors. In such a case the project manager will be
increasing the risk of over paying the sub contractor and reducing project gross
margin.
Regarding Edition 15 April 2016 the following changes were

made:
- On page 21, “environmental” factors are replaced by “sustainability” factors. The new
paragraph shall read:
P17. Plan Quality Management – The quality management plan that this process produces
must define the quality metrics and checklists that take into account potential risks, cost
performance baseline and organizational and sustainability factors.
- On page 27 in the area of Project Scope Management at the planning stage is included
point 6. “Apply Sustainability Principles Checklist”.
- On page 28 point 3.3 Project Scope Management, the sustainability principles are
included as one of the requisites to meet project objectives.
- On page 35, the following paragraph is added:

Sustainability Principles Checklist: this document provides a self-assessment survey of any
project during the design or offer stage, guiding project managers in the process of
incorporating additional services and quality standards in accordance to the main factors of
sustainable development. It doesn’t imply any additional costs for the project.
- On page 46, the paragraph related to Identifying Risks is changed as follows:
Project risks should be examined to a level of detail that permits and evaluator to understand
the significance of the risk and its causes and to potentially examine the root causes. The
Sustainability Principles Checklist, as well as the use of surveys customers, end users, and
other stakeholders could be useful inputs for the risks identification process. Some typical risk
categories include Cost, Schedule, Technical, Feasibility, Logistics, HR, Support, Contract,
Management, Political and Engineering, social and environmental impacts.
- On page 56, the text for Action plan 1 is modified as follows:
Review the project scope (ToR, technical proposal and contract) and identify those
incoherencies, needs for clarification and possible service improvements based on the
Sustainability Principles Checklist that have not been solved during the negotiation of the
contract.
- On page 58, the new paragraph shall read:
1. Ensure the full understanding of the project scope of work, dividing it into manageable work
blocks and activities, and that all sustainability principles have been considered in the design
of the project. In case of sub-contracting, ensure sub contracted activities are clear to both
parties and minimize the risk of additional payments;
- On page 67, the List of Contacts for Project Management Support in EPTISA is updated.
- On page 84, the following paragraphs is new:
The general checklist is already available, and has been adapted to the Water Management
Area as well. In addition, a training Module has been created, explaining the steps to be
followed in order to put the checklist into practice. All the documentation is available on our
Eptinet, following this path:
https://eptinet.eptisa.com/Paginas/Default.aspx → CENTRAL SERVICES → IMAGE AND

COMMUNICATION → Corporate Social Responsibility (click here to see the documents).

PM Handbook Updated Edition 15 April 2016 PDF

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

PM Handbook Updated Edition 15 April 2016 PDF

Uploaded by

Copyright:

Available Formats

PROJECT

Released by the Project Management Office

Updated Edition: 15th April 2016

EPTISA PROJECT MANAGEMENT HANDBOOK

CHAPTER VI - APPENDIXES .......................................................................................................... 63

We are what we repeatedly do.

Excellence, therefore, is not an act, but a habit.

1.1 Purpose of the Project Management Handbook

1.2 Structure of the Project Management Handbook

1.3 Roles and Responsibilities in Project Management

The Project Manager´s main responsibilities are:

• Negotiate the main contract with the client (when applicable);

• Manage the technical team, including all sub-contractors;

• Managing the office;

1.4 EPTISA Project Manager Profile

• Junior Project Manager (entry level);

The following figure illustrates the distribution of project management responsibilities by

Junior Project Senior Head

1.5 Project Manager Conduct and Ethics

CHAPTER II - PROJECT MANAGEMENT LIFE CYCLE AND

• Organizing and preparing;

2.2 Project Organization in EPTISA

Chief Executive Officer

Industry, Energy and

Water and Environment

CHAPTER III - PROJECT MANAGEMENT PROCESSES AND

3.1 Processes Overview

The five process groups are:

1. Initiating: Those processes performed to define a new project or a new phase of an

3.1.1 Initiating Process Group

3.1.2 Planning Process Group

The processes included in the planning process group are as follows:

P26. Plan Stakeholder Management – It is the process of developing appropriate management

As a minimum, the planning process should produce the following outputs:

• Define the detailed scope of the project;

3.1.3 Executing Process Group

The following eight processes make up this group:

3.1.4 Monitoring and Controlling Process Group

P45. Control Stakeholder Engagement – It is the process of monitoring overall stakeholder

3.1.5 The Closing Process Group

3.2 Knowledge Areas Overview

1. Project Integration Management: Project Integration Management includes the

Table – Project Management Process Groups and Knowledge Areas Mapping

Project Management Process Groups

35. Monitor and

20. Plan Risk

Project 34. Manage 45. Control

3.3 Project Scope Management

In fact some organizations, such as International Funding Institutions, incorporate in their

Applicable project templates

Project Scope Statement

Applicable project IT tools:

3.4 Project Time Management

Although schedule constraints might be available in Terms of Reference, and a project

Applicable project templates

Applicable project IT tools:

3.5 Project Financial Management

3.5.1 Development of Expenditure Verification Reports

Documentation required for the preparation of the EVR

1 Main project agreement PMO

2 Amendments to the main agreement PMO

3 Contracts with partners and subcontractors PMO

4 Approval of the Interim/Final Report relevant to the period Project Director