<Unique Project ID>

<Unique Project Name>

Construction Management Plan

Date: dd/mm/yyyy

Version: 1/2/3, etc. <FOR THE PROJECT; NOT FOR THE TEMPLATE>

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Document Control

Document Information

Master Location: <Project ID>_Project Filing System

File Name: <Project ID>_CMP

Document History

Version Date Changes Author

1 dd/mm/yyyy First draft for internal approval NWC <Contractor’s Project
Manager name>

Approval

Name Position Signature Date

Supervising Consultant
Cluster Contracts
Manager
Cluster Projects Control
Manager
NWC Project Manager

Distribution

Name
<as identified in Section 11.2>
<as identified in Section 11.2>
<as identified in Section 11.2>
<as identified in Section 11.2>
<as identified in Section 11.2>
<as identified in Section 11.2>
<as identified in Section 11.2>
<as identified in Section 11.2>
<as identified in Section 11.2>
<as identified in Section 11.2>
<as identified in Section 11.2>
<as identified in Section 11.2>
Position
Business Unit Construction Director
NWC Project Manager
Cluster Engineering Manager
Cluster Risk Section Head
Cluster Value Engineering Section Head
Cluster Contracts Administration Section Head
Cluster Cost Control Section Head
Cluster Scheduling Section Head
Cluster Document Control Section Head
Contracts Administration Specialist
Cluster Senior Cost Estimation Engineer
Supervising Consultant <if/when applicable>

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 Construction Management Plan

Table of Contents

1 Introduction..............................................................................................................................................5
1.1 Purpose of this Construction Management Plan..............................................................................5
1.2 Site Layout Diagram(s) for this Project.............................................................................................5
2 The Construction Team.............................................................................................................................5
3 Integration Management for this Project.................................................................................................5
3.1 Responsibility for monitoring and controlling of construction work................................................5
3.2 Change Management.......................................................................................................................5
4 Scope Management for this Project.........................................................................................................6
4.1 Construction Work Breakdown Structure (WBS)..............................................................................6
4.2 Formal process for acceptance and handover..................................................................................6
4.3 Controlling the scope........................................................................................................................6
5 Schedule Management for this Construction Project...............................................................................6
5.1 Development of the construction schedule......................................................................................6
5.2 Controlling the construction schedule..............................................................................................6
5.3 Monitoring of progress against the construction schedule..............................................................6
6 Cost Management for this Construction Project.......................................................................................6
6.1 Cost estimating.................................................................................................................................6
6.2 Controlling the construction cost.....................................................................................................7
7 Quality Management for this Construction Project..................................................................................7
7.1 Quality planning of the construction................................................................................................7
7.2 Assuring the quality of construction.................................................................................................7
7.3 Controlling the quality of construction.............................................................................................7
8 Human Resource Management for this Construction Project..................................................................7
8.1 Construction resource planning........................................................................................................7
8.2 Acquisition of the construction team...............................................................................................7
8.3 Special training requirements for this construction project.............................................................8
8.4 Management of the construction team............................................................................................8
9 Communications Management for this Construction Project...................................................................8
9.1 Communications planning................................................................................................................8
9.2 Distribution of information...............................................................................................................8
9.3 Performance reporting.....................................................................................................................8
9.4 Management of stakeholders...........................................................................................................8

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10 Risk & Value Management for this Construction Project..........................................................................9

10.1 Risk & value management planning..................................................................................................9
10.2 Planning of risk responses & value improvements...........................................................................9
10.3 Monitoring and controlling of the risk & value action plans.............................................................9
11 Procurement Management for this Construction Project.........................................................................9
11.1 Administration of the contract.........................................................................................................9
11.2 Closure of the contract.....................................................................................................................9
12 Health, Safety & Environmental Management for this Construction Project...........................................9
12.1 HSE planning of the construction......................................................................................................9
12.2 Risk assessments of the construction.............................................................................................10
12.3 HSE control of the construction......................................................................................................10
13 Financial Management for this Construction Project..............................................................................10
13.1 Financial planning...........................................................................................................................10
13.2 Controlling the project finances......................................................................................................10
13.3 Financial reports for project stakeholders......................................................................................11
14 Claim Management for this Construction Project...................................................................................11
14.1 Formal identification of potential claims........................................................................................11
14.2 Evaluation of potential claims.........................................................................................................11
14.3 Decision basis for proceeding with potential claims.......................................................................11
14.4 Formal approval or rejection of claims...........................................................................................11
15 Appendices.............................................................................................................................................11
15.1 Construction team directory...........................................................................................................11
15.2 Table of change requests................................................................................................................11
15.3 Construction work breakdown structure (WBS).............................................................................11
15.4 Table of risk & value register entries assigned to the Contractor...................................................11

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 Construction Management Plan

1 Introduction
1.1 Purpose of this Construction Management Plan
The purpose of this Construction Management Plan (CMP) is to guide the construction team in the
performance of its duties, which are the construction and handover of the project to meet the required
specifications within the approved parameters of the contract budget and time schedule.
The CMP is intended to be concise, clear and consistent with all other contract documentation and terms of
engagement by Second-parties with National Water Company (NWC). The emphasis is upon identifying
policies, strategies and the lines of communication and key interfaces between the various parties involved
in the construction and handover phases of the project.
This CMP was initially prepared by the Contractor’s Project Manager upon his appointment to the project
and describes the general procedures to be adopted by the construction team. It comprises a set of ground
rules for the construction team.
This CMP is not a static document and it is anticipated that changes and amendments will be required in
accordance with the procedures described in the NWC Project Management Plan. Consequently, an
electronic master format will be used to facilitate its distribution and partial update, whenever required.
The Contractor’s Project Manager is the only person authorized to co-ordinate and implement revisions.
This CMP must be updated, as a minimum, at each interim time when there is an approved change
request.
A read-only copy of this CMP, including all pages updated under formal revision, is made available for
access via the Project Site in NWC’s SharePoint system (CONNECT).
<INSERT A HYPERLINK HERE TO THE CONNECT FOLDER CONTAINING THE UP-TO-DATE CMP>
This CMP is to be read in conjunction with the NWC Project Manager’s Project Management Plan (PMP),
reference <Project ID>_PMP.
1.2 Site Layout Diagram(s) for this Project
<INSERT DIAGRAM(S) HERE OR, IF THE DIAGRAM(S) ARE LARGER FORMAT SUCH AS A3 SIZE, THEN ADD THE DIAGRAM(S) AS AN
APPENDIX>

2 The Construction Team

<HERE INSERT AN ORGANIZATION CHART OF THE CONTRACTOR’S CONSTRUCTION TEAM OR, IF THE DIAGRAM(S) ARE LARGER
FORMAT SUCH AS A3 SIZE, THEN ADD THE DIAGRAM(S) AS AN APPENDIX>

A construction team directory is included as Appendix 15.1 to this CMP, giving full contact details of the
named construction team members, as shown in the above organization chart.
3 Integration Management for this Project
3.1 Responsibility for Monitoring And Controlling Of Construction Work
Refer to Section 6 of the NWC Project Management Plan.
3.2 Change Management
Refer to Section 6 of the NWC Project Management Plan.
3.2.1 Formal Variation Orders
A table of approved change requests is included as Appendix 15.2 to this CMP.
3.2.2 Updated Plans and Schedules

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For all approved change requests, the CMP and the construction schedule shall be updated and re-issued
by the Contractor to record and reflect the change.
The project’s risk and value registers must be reviewed as part of each change request impact analysis, and
must also be updated accordingly for each approved change request. Any modification of the risk and value
actions assigned to the Contractor, as a result of approved change requests, must also be documented in
updates to this CMP.
4 Scope Management for this Project
4.1 Construction Work Breakdown Structure (WBS)
The Construction WBS for this project is included as Appendix 15.3 to this CMP.
The master is held within the Primavera database, under the control of the Cluster Scheduling Section
Head.
The Consultant/Contractor may not make any structural changes to the WBS unless authorized to do so
through an approved Change Request.
4.2 Formal Process For Acceptance And Handover
Refer to Section 7 of the NWC Project Management Plan.
4.3 Controlling The Scope
Ad hoc scope changes will not be allowed at any time during the project’s construction and handover
phases.
4.3.1 Formal Scope Changes
Refer to Section 7 of the NWC Project Management Plan.
4.3.2 Records of Acceptance and Handover
Refer to Section 7 of the NWC Project Management Plan.
5 Schedule Management for this Construction Project
5.1 Development of The Construction Schedule
Refer to Section 8 of the NWC Project Management Plan.
5.2 Controlling the Construction Schedule
Refer to Section 8 of the NWC Project Management Plan.
5.3 Monitoring of Progress Against The Construction Schedule
Progress against the schedule will be monitored at two levels; site level and Cluster level.
5.3.1 Site-Level Progress Monitoring
Refer to Section 8 of the NWC Project Management Plan.
5.3.2 Cluster-Level Validation of Progress Reports
Refer to Section 8 of the NWC Project Management Plan.
6 Cost Management for this Construction Project
6.1 Cost Estimating
Refer to Section 9 of the NWC Project Management Plan.
All project cost estimates will be performed using the standard NWC methodology

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 Class 2 cost estimates (design-based rates and quantities) for change requests during construction.
The NWC-agreed methods of measurement and preambles must be used as far as practicable, and the
NWC cost estimate format must be used to build-up and record the estimate.
All cost estimate records shall be submitted to the Project Document Controller for retention in the project
file.
6.2 Controlling the construction cost
6.2.1 Build to the target budget
Refer to Section 9 of the NWC Project Management Plan.
7 Quality Management for this Construction Project
7.1 Quality planning of the construction
Refer to Section 10 of the NWC Project Management Plan.
7.1.1 Internal sources of quality requirements
Refer to Section 10 of the NWC Project Management Plan.
7.1.2 External sources of quality requirements
Refer to Section 10 of the NWC Project Management Plan.
7.2 Assuring the quality of construction
Refer to Section 10 of the NWC Project Management Plan.
7.2.1 Design reviews
Any designs produced by the Contractor must be subjected to formal design reviews, identifying
deliverables under review, scope and purpose of the review, planned date of the review and who shall
participate in the review.
All such reviews must be recorded using checklists and submitted to the Project Document Controller for
logging into the project file.
All change requests arising from such reviews, and at any other time by the project team members or
stakeholders, must also be submitted to the Project Document Controller for logging into the project file
and for impact assessment through the Change Management process (see Section 6 of the NWC Project
Management Plan).
7.3 Controlling the quality of construction
Refer to Section 10 of the NWC Project Management Plan.
7.3.1 Design acceptance
Refer to Section 10 of the NWC Project Management Plan.
7.3.2 Construction work acceptance
Refer to Section 10 of the NWC Project Management Plan.
8 Human Resource Management for this Construction Project
8.1 Construction resource planning
Refer to the ‘Construction Team’ section of this CMP (Section 2). This section includes the Contractor’s
organization chart for the project.

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8.2 Acquisition of the construction team

Any personnel changes made by the Contractor must be recorded in this CMP, together with name details
and effective date of the change. Wherever practicable, a period of handover between the incumbent
position holder and the new position holder must be allowed for by the Contractor, in order to ensure the
project’s objectives are not negatively impacted.
In the case of changing the Contractor’s Project Manager, a formal handover must take place using the
checklist provided in the Manual. The completed checklist must be submitted to the Project Document
Controller for retention in the project file.
8.3 Special training requirements for this construction project
<Describe here the details of any special training requirements for Contractor/Consultant/NWC staff
associated with the Contractor’s contractual scope of work>
8.4 Management of the construction team
The Contractor’s Project Manager will personally interact a minimum once-per-week with the NWC Project
Manager and the Supervision Consultant for the purpose of project performance reporting. More frequent
interactions may take place as required, instigated by either of the three aforementioned persons, or
through exception reporting.
All personal performance issues, etc. are to be treated professionally and constructively by all parties.
9 Communications Management for this Construction Project
9.1 Communications planning
Refer to Section 12 of the NWC Project Management Plan.
9.1.1 Control of project information to NWC
Refer to Section 12 of the NWC Project Management Plan.
9.1.2 Control of project information from NWC
Refer to Section 12 of the NWC Project Management Plan.
9.1.3 Monitoring of information-related actions
Refer to Section 12 of the NWC Project Management Plan.
9.1.4 Archival of the construction records at project closure
Refer to Section 12 of the NWC Project Management Plan.
9.2 Distribution of information
Refer to Section 12 of the NWC Project Management Plan.
9.3 Performance reporting
Refer to Section 12 of the NWC Project Management Plan.
9.3.1 Contractor progress reports
Refer to Section 12 of the NWC Project Management Plan.
9.3.2 Management reports
Refer to Section 12 of the NWC Project Management Plan.
9.4 Management of stakeholders
Refer to Section 12 of the NWC Project Management Plan.

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9.4.1 Identification and mapping of stakeholders

Refer to Section 12 of the NWC Project Management Plan.
9.4.2 Communication plans for individual stakeholders
Refer to Section 12 of the NWC Project Management Plan.
10 Risk & Value Management for this Construction Project
10.1 Risk & value management planning
10.1.1 Project risk & value registers
Refer to Section 13 of the NWC Project Management Plan.
A table of risk and value register entries, which have been assigned to the Contractor, is included as
Appendix 15.4 to this CMP.
10.2 Planning of risk responses & value improvements
Refer to Appendix 15.4 of this CMP for Contractor-assigned risk and value register entries.
10.3 Monitoring and controlling of the risk & value action plans
Refer to Section 13 of the NWC Project Management Plan.
11 Procurement Management for this Construction Project
11.1 Administration of the contract
11.1.1 Day-to-day checking of contract compliance
Refer to Section 14 of the NWC Project Management Plan.
11.1.2 Formal monthly report
Refer to Section 14 of the NWC Project Management Plan.
11.2 Closure of the contract
11.2.1 Finalize the contract
Refer to Section 14 of the NWC Project Management Plan.
11.2.2 Inform stakeholders
Refer to Section 14 of the NWC Project Management Plan.
12 Health, Safety & Environmental Management for this Construction Project
12.1 HSE planning of the construction
THE CONTRACTOR MUST USE THIS SECTION OF THE CMP TO DEMONSTRATE THAT HE WILL COMPLY WITH THE NWC HSE
GUIDELINE FOR CONSTRUCTION SITES – GENERAL (PMF-017-HSE-100), BY COMPLETING THE SUB-SECTIONS BELOW:

12.1.1 Coordination with local authorities

<CONTRACTOR TO INSERT DETAILS>
12.1.2 HSE-specific roles and responsibilities of the Contractor’s team
<CONTRACTOR TO INSERT DETAILS>
12.1.3 HSE-specific competency of the Contractor’s team
<CONTRACTOR TO INSERT DETAILS>
12.1.4 Site-based procedure for HSE induction

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<CONTRACTOR TO INSERT DETAILS>

12.1.5 Use of NWC’s formats for method statements, risk assessments and safe-working permits
<CONTRACTOR TO INSERT DETAILS>
12.1.6 Procedure for tool box talks
<CONTRACTOR TO INSERT DETAILS>
12.1.7 Site-based communications
<CONTRACTOR TO INSERT DETAILS>
12.1.8 Site boundaries and site access
<CONTRACTOR TO INSERT DETAILS>
12.1.9 Traffic management
<CONTRACTOR TO INSERT DETAILS>
12.1.10 Welfare facilities
<CONTRACTOR TO INSERT DETAILS>
12.1.11 Workplace lighting
<CONTRACTOR TO INSERT DETAILS>
12.1.12 Site fire safety
<CONTRACTOR TO INSERT DETAILS>
12.1.13 Emergency/evacuation plan
<CONTRACTOR TO INSERT DETAILS>
12.1.14 Housekeeping and waste management
<CONTRACTOR TO INSERT DETAILS>
12.1.15 Provision of qualified first aiders and first aid boxes
<CONTRACTOR TO INSERT DETAILS>
12.1.16 Accident/incident reporting
<CONTRACTOR TO INSERT DETAILS>
MAY ADD AS APPLICABLE TO THE CONTRACT SCOPE OF WORK

12.2 Risk assessments of the construction

12.2.1 Contractor actions associated with the HAZID, EIA, FMECA and HAZOP studies
<CONTRACTOR TO INSERT DETAILS>
12.2.2 NWC permit-to-work system
Refer to Section 15 of the NWC Project Management Plan.
12.3 HSE control of the construction
12.3.1 Acceptance of design carried out by the Contractor
Refer to Section 15 of the NWC Project Management Plan.
13 Financial Management for this Construction Project

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13.1 Financial planning

Refer to Section 16 of the NWC Project Management Plan.
13.2 Controlling the project finances
Refer to Section 16 of the NWC Project Management Plan.
13.2.1 Monthly progress payments
Refer to Section 16 of the NWC Project Management Plan.
13.3 Financial reports for project stakeholders
Refer to Section 16 of the NWC Project Management Plan.
14 Claim Management for this Construction Project
14.1 Formal identification of potential claims
Refer to Section 17 of the NWC Project Management Plan.
14.2 Evaluation of potential claims
Refer to Section 17 of the NWC Project Management Plan.
14.3 Decision basis for proceeding with potential claims
Refer to Section 17 of the NWC Project Management Plan.
14.4 Formal approval or rejection of claims
Refer to Section 17 of the NWC Project Management Plan.
15 Appendices

Section No. Title

15.1 Construction team directory
15.2 Table of change requests
15.3 Construction work breakdown structure (WBS)
15.4 Table of risk & value register entries assigned to the Contractor
15.1 Construction team directory
<INSERT HERE A TABLE OF CONSTRUCTION TEAM MEMBERS, SHOWING NAME, POSITION, COMPANY, TELEPHONE NUMBERS AND
EMAIL ADDRESS>

15.2 Table of change requests

<INSERT HERE A TABLE OF CHANGE REQUESTS, SHOWING UNIQUE REFERENCE, DATE OF REQUEST, DATE OF APPROVAL AND
SCOPE OF THE CHANGE>

15.3 Construction work breakdown structure (WBS)

< THIS IS AN OUTPUT OF THE PRIMAVERA SYSTEM>
15.4 Table of risk & value register entries assigned to the Contractor
<INSERT A TABLE SHOWING UNIQUE REFERENCE, DATE OF ASSIGNMENT, ACTION DETAILS, ACTION STATUS AND COMMENTS (E.G.
IF DELAYED OR OBSTRUCTED)>

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