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Generic Project Execution Plan Template
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JAG SYNERGY ENGINEERING
PROJECT EXECUTION PLAN

TEMPLATE
Compiled and Edited

by
José Agustín González
Synergy
JAG2 PROJECT EXECUTION PLAN
Engineering
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JOSÉ AGUSTÍN GONZÁLEZ II

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TABLE OF CONTENT
1 INTRODUCTION ...................................................................................................................................... 13
1.1 INTRODUCTION ........................................................................................................................... 13
1.2 OBJECTIVE OF DOCUMENT ....................................................................................................... 13
1.3 RESTRICTIONS AND CONFIDENTIALITY .................................................................................. 14
2 PROJECT/PROGRAMME DETAILS ........................................................................................................ 15
3 PROJECT DOCUMENTS ......................................................................................................................... 15
3.1 PROJECT CHARTER ................................................................................................................... 15
3.2 PROJECT PLANS ......................................................................................................................... 16
4 PROJECT OVERVIEW ............................................................................................................................. 18
4.1 PROJECT INTRODUCTION, BACKGROUND AND HISTORY .................................................... 18
4.2 PROJECT OBJECTIVES .............................................................................................................. 18
4.3 PROJECT SCOPE ........................................................................................................................ 18
4.3.1 PROJECT ASPIRATIONS ............................................................................................... 18
4.3.2 SCOPE OF UNCERTAINTIES ......................................................................................... 18
4.3.3 CONTROL SCOPE .......................................................................................................... 19
4.4 PROJECT WORK BREAKDOWN STRUCTURE .......................................................................... 20
4.4.1 WORK BREAKDOWN STRUCTURE .............................................................................. 20
4.5 DEFINE ACTIVITIES ..................................................................................................................... 21
4.5.1 ACTIVITY LIST ................................................................................................................ 21
4.6 PROJECT INTERFACES .............................................................................................................. 22
4.6.1 INTERFACES WITH PROJECT´S EXTERNAL ENVIRONMENT ................................... 22
4.6.2 INTERFACES WITH THE REST OF THE (MATRIX) ORGANISATION .......................... 22
4.6.3 INTERNAL PROJECT INTERFACES .............................................................................. 22
4.7 PROJECT ASSUMPTIONS .......................................................................................................... 23
4.8 PROJECT PHASES PROCESS MAP ........................................................................................... 23
5 PROJECT ORGANISATION AND AUTHORITY ...................................................................................... 24
5.1 ESTABLISH PROJECT TEAM ...................................................................................................... 24
5.2 PROJECT GOVERNANCE ISO 21500:2012 ................................................................................ 24
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5.3 KEY ROLES AND RESPONSIBILITIES ........................................................................................ 25
5.4 PROJECT ORGANISATION CHART ............................................................................................ 26
5.5 PROJECT RESPONSIBILITY MATRIX......................................................................................... 27
6 PROJECT SCHEDULE MANAGEMENT .................................................................................................. 28
6.1 PROGRAMME MANAGEMENT PROCEDURES ......................................................................... 28
6.2 PROGRAMME MANAGEMENT ROLES AND RESPONSIBILITIES ............................................ 28
6.3 PROGRAMME OVERVIEW .......................................................................................................... 28
6.3.1 SCHEDULE HIERARCHY ............................................................................................... 28
6.3.2 PROJECT MILESTONES ................................................................................................ 29
6.3.3 MASTER PROGRAMME ................................................................................................. 30
6.4 PROGRAMME UPDATE PROCEDURE ....................................................................................... 30
6.5 PROGRAMME BASELINE REVIEW PROCEDURE ..................................................................... 30
6.6 PROGRAMME PROGRESS UPDATE AND REVIEW .................................................................. 30
6.7 PROGRESS REPORTING ............................................................................................................ 30
6.8 PROGRESS MEETINGS .............................................................................................................. 31
7 PROJECT BUDGET/COST MANAGEMENT ........................................................................................... 32
7.1 COST MANAGEMENT PROCEDURES ....................................................................................... 32
7.2 BUDGET/COST MANAGEMENT ROLES AND RESPONSIBILITIES .......................................... 32
7.2.1 BASELINE BUDGET........................................................................................................ 33
7.2.2 COST MANAGEMENT AND CONTROL ......................................................................... 33
7.2.3 PROJECT CASH FLOW .................................................................................................. 33
7.2.4 MANAGEMENT OF COMMERCIALLY SENSITIVE COST INFORMATION ................... 33
7.3 BUDGET UPDATE PROCEDURE ................................................................................................ 33
7.4 BUDGET/COST REPORTING ...................................................................................................... 34
7.5 BUDGET/COST MANAGEMENT MEETINGS .............................................................................. 35
8 RISK MANAGEMENT ............................................................................................................................... 36
8.1 RISK REGISTER DATABASE ....................................................................................................... 37
8.2 RISK MANAGEMENT PROCEDURES ......................................................................................... 38
8.3 RISK MANAGEMENT ROLES AND RESPONSIBILITIES ............................................................ 38
8.4 RISK MANAGEMENT OVERVIEW ............................................................................................... 38
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8.4.1 RISK CLASSIFICATION .................................................................................................. 39
8.4.2 RISK REPORTING .......................................................................................................... 39
9 ENGINEERING ........................................................................................................................................ 40
9.1 ENGINEERING STANDARDS AND SPECIFICATIONS............................................................... 40
9.2 ENGINEERING CHANGE MANAGEMENT .................................................................................. 40
9.3 ENGINEERING DELIVERABLES ................................................................................................. 41
9.4 ENGINEERING PROCEDURES ................................................................................................... 41
9.5 ENGINEERING ROLES AND RESPONSIBILITIES...................................................................... 41
9.6 ENGINEERING ASSURANCE ...................................................................................................... 42
9.7 VALUE ENGINEERING ................................................................................................................ 42
9.8 ENGINEERING REPORTING ....................................................................................................... 42
10 PROCUREMENT .......................................................................................................................... 45
10.1 SELECT SUPPLIERS ................................................................................................................... 45
10.2 PREFERRED SUPPLIERS LIST................................................................................................... 46
10.3 MAKE OR BUY DECISION LIST ................................................................................................... 46
10.4 PROCUREMENT PROCEDURES ................................................................................................ 46
10.5 PROCUREMENT ROLES AND RESPONSIBILITIES................................................................... 47
10.5.1 PROCUREMENT REPORTING ...................................................................................... 47
10.6 PROCUREMENT PROCESS OVERVIEW ................................................................................... 48
11 CONSTRUCTION ......................................................................................................................... 49
11.1 CONSTRUCTION METHOD STATEMENTS ................................................................................ 49
11.2 CONSTRUCTION ROLES AND RESPONSIBILITIES .................................................................. 49
11.3 CONSTRUCTION REPORTING ................................................................................................... 49
12 TESTING & COMMISSIONING ..................................................................................................... 50
12.1 SYTEMS TESTING ....................................................................................................................... 50
12.1.1 TESTING ROLES AND RESPONSIBILITIES ................................................................. 50
12.1.2 TESTING PROGRAMMED ............................................................................................. 50
12.1.3 TESTING REPORTING .................................................................................................. 50
12.2 COMMISSIONING ........................................................................................................................ 51
12.2.1 COMMISSIONING ROLES AND RESPONSIBILITIES ................................................... 51
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12.2.2 MASTER COMMISSIONING PROGRAMME ................................................................. 51
12.2.3 COMMISSIONING REPORTING .................................................................................... 51
12.3 PROJECT COMPLETION PROCEDURES .................................................................................. 52
12.3.1 RESPONSIBILITY ........................................................................................................... 52
12.3.2 CERTIFICATES .............................................................................................................. 52
12.3.3 CODES............................................................................................................................ 52
12.3.4 COMMISSIONING .......................................................................................................... 52
12.3.5 PERFORMANCE TEST .................................................................................................. 52
12.3.6 DEFECTS LIST ............................................................................................................... 52
12.3.7 RECORDS ...................................................................................................................... 52
12.4 PRE-HANDOVER TEST ............................................................................................................... 53
12.4.1 GUARANTEES AND PENALTIES .................................................................................. 53
12.4.2 APPROVALS .................................................................................................................. 53
12.4.3 STATUTORY .................................................................................................................. 53
12.4.4 INSURANCE ................................................................................................................... 53
12.4.5 SPECIALIST SERVICES ................................................................................................ 53
12.4.6 PERFORMANCE TEST .................................................................................................. 53
12.4.7 PROPERTY´S MAINTENANCE DEPARTMENT ............................................................ 53
12.4.8 COMMISSIONING PROGRAMME ................................................................................. 54
12.5 OPERATING AND MAINTENANCE MANUALS ........................................................................... 54
12.6 CERTIFICATE OF PRACTICAL COMPLETION ........................................................................... 54
13 HEALTH AND SAFETY AND ENVIRONMENT ............................................................................. 55
13.1 HEALTH & SAFETY ROLES AND RESPONSIBILITIES............................................................... 55
13.2 HEALTH AND SAFETY ................................................................................................................. 55
13.3 SITE SAFETY................................................................................................................................ 55
13.3.1 CLIENT’S SITE OBLIGATIONS ...................................................................................... 55
13.3.2 CONTRACTOR’S SITE OBLIGATIONS ......................................................................... 56
13.4 AUTHORITY COORDINATION ..................................................................................................... 56
13.5 SITE ORGANISATION .................................................................................................................. 56
13.5.1 ACCESS.......................................................................................................................... 56
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13.5.2 STORAGE ....................................................................................................................... 56
13.5.3 SITE FACILITIES ............................................................................................................ 56
13.5.4 SITE REGULATIONS AND SECURITY .......................................................................... 56
14 ENVIRONMENTAL STANDARDS ................................................................................................ 57
14.1 ENVIRONMENTAL PROCEDURES ............................................................................................. 57
14.2 ENVIRONMENTAL ROLES AND RESPONSIBILITIES ................................................................ 57
15 ISSUES MANAGEMENT .............................................................................................................. 58
16 QUALITY MANAGEMENT ............................................................................................................ 59
16.1 QUALITY PLAN ............................................................................................................................. 59
16.2 QUALITY MANAGEMENT PROCEDURES .................................................................................. 59
16.3 QUALITY MANAGEMENT ROLES AND RESPONSIBILITIES ..................................................... 60
16.4 QUALITY MANAGEMENT REQUIREMENTS .............................................................................. 61
16.4.1 GENERAL ....................................................................................................................... 61
16.4.2 LESSONS LEARNED ..................................................................................................... 61
16.4.3 TENDER DOCUMENTATION ......................................................................................... 62
16.4.4 QUALITY AUDIT ............................................................................................................. 62
16.4.5 CONTINUOUS IMPROVEMENT .................................................................................... 62
16.5 QUALITY CONTROL PHASES ..................................................................................................... 63
16.5.1 PRE-CONSTRUCTION PHASE ..................................................................................... 63
16.5.2 CONSTRUCTION PHASE .............................................................................................. 63
17 PROJECT ADMINISTRATION ...................................................................................................... 65
17.1 PROJECT ADMINISTRATION OVERVIEW ................................................................................. 65
17.2 PROJECT ADMINISTRATION ROLES AND RESPONSIBILITIES .............................................. 65
17.3 DOCUMENT CONTROL ............................................................................................................... 65
17.3.1 DOCUMENT NUMBERING............................................................................................. 65
17.3.2 DOCUMENT STORAGE AND VERSION CONTROL ..................................................... 65
17.4 CORRESPONDENCE CONTROL ................................................................................................ 66
17.4.1 CORRESPONDENCE CONTROL SYSTEM .................................................................. 66
17.4.2 INCOMING CORRESPONDENCE ................................................................................. 66
17.4.3 OUTGOING CORRESPONDENCE ................................................................................ 66
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17.5 MEETING MANAGEMENT ........................................................................................................... 67
17.5.1 MEETINGS SCHEDULE ................................................................................................. 67
17.5.2 MEETINGS MINUTES .................................................................................................... 68
17.6 STAFF BRIEFINGS ....................................................................................................................... 68
17.6.1 STAFF INDUCTION ........................................................................................................ 68
17.6.2 STAFF TRAINING ........................................................................................................... 68
17.7 SOFTWARE .................................................................................................................................. 68
18 STAKEHOLDER MANAGEMENT ................................................................................................. 69
18.1 STAKEHOLDER MANAGEMENT OVERVIEW ............................................................................ 69
18.2 STAKEHOLDER MANAGEMENT ROLES AND RESPONSIBILITIES ......................................... 69
18.3 IDENTIFICATION AND CLASSIFICATION OF STAKEHOLDERS ............................................... 69
18.4 STAKEHOLDER MANAGEMENT PHASES ................................................................................. 70
18.5 STAKEHOLDER MANAGEMENT PROCESS .............................................................................. 70
18.6 STAKEHOLDER COMMUNICATIONS PLAN ............................................................................... 70
18.7 STAKEHOLDER COMMITMENTS TO DATE ............................................................................... 70
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TABLE OF FIGURES
Figure 1 – Develop Project Charter – Section 4.3.2 ISO 21500:2012 ................................................................ 15
Figure 2 – Develop Project Plans – Section 4.3.3 ISO 21500:2102.................................................................... 16
Figure 3 – Project Scope – Section 4.3.11 ISO 21500:2012 ............................................................................... 18
Figure 4 – Control Scope – Section 4.3.14 ISO 21500:2102 .............................................................................. 19
Figure 5 – Work Breakdown Structure – Section 4.3.12 ISO 21500:2012 .......................................................... 20
Figure 6 – Define Activities – Section 4.3.13 ISO 21500:2012 ........................................................................... 21
Figure 7 – Project Phases Process Map ............................................................................................................. 23
Figure 8 – Established Project Team – Section 4.3.15 ISO 21500:2012 ............................................................ 24
Figure 9 – Project Governance as related to Project Organisation ..................................................................... 24
Figure 10 – Project Schedule Management – Section 4.3.23 ISO 21500:2012.................................................. 28
Figure 11 – Cost Management – Section 4.3.26 ISO 21500:2012 ..................................................................... 32
Figure 12 – Risk Management Overview – Section 4.3.31 ISO 21500:2012 ...................................................... 38
Figure 13 - Engineering Design Impact ............................................................................................................... 40
Figure 14 – Engineering Calculations Work Flow................................................................................................ 43
Figure 15 – Engineering & Procurement Interface .............................................................................................. 44
Figure 16 – Plan Procurement – Section 4.3.35 ISO 21500:2012 ...................................................................... 45
Figure 17 – Select Suppliers – Section 4.3.36 ISO 21500:2012 ......................................................................... 45
Figure 18 – Quality Management – Section 4.3.32 ISO 21500:2012 .................................................................. 59
Figure 19 – Identification and Classification of Stakeholders – Section 4.3.9 ISO 21500:2012 ......................... 69
Figure 20 – Stakeholders Management Process – Section 4.3.10 ISO 21500:2012 .......................................... 70
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LIST OF TABLES
TABLE 1 – PROJECT DETAILS.................................................................................................................................. 15
TABLE 2 - THIS PROJECT CHARTER SHOULD BE READ IN CONJUNCTION WITH THE FOLLOWING DOCUMENTS ................ 15
TABLE 3 – SUBSIDIARY PLANS LIST ......................................................................................................................... 17
TABLE 4 - PROGRAMME & PROJECT OBJECTIVES..................................................................................................... 18
TABLE 5 - ASSUMPTIONS ........................................................................................................................................ 23
TABLE 6 – APPROVING AUTHORITY AND REQUIRED APPROVALS ............................................................................... 25
TABLE 7 – DEPARTMENT OF FINANCE KEY PROJECT ROLES AND RESPONSIBILITIES .................................................. 25
TABLE 8 - PROJECT ADVISORY TEAM ROLES AND RESPONSIBILITIES ........................................................................ 25
TABLE 9 - THIRD PARTY ROLES AND RESPONSIBILITIES............................................................................................ 25
TABLE 10 – PROJECT RESPONSIBILITY MATRIX ....................................................................................................... 27
TABLE 11 – PROGRAMME MANAGEMENT PROCEDURES ........................................................................................... 28
TABLE 12 – PROGRAMME MANAGEMENT ROLES & RESPONSIBILITIES ....................................................................... 28
TABLE 13 – PROJECT MILESTONES KEY TASKS ....................................................................................................... 29
TABLE 14 – PROJECT MILESTONES ACTIVITIES ........................................................................................................ 29
TABLE 15 – PROJECT MILESTONES DELIVERABLES .................................................................................................. 29
TABLE 16 – PROGRESS REPORTS ........................................................................................................................... 30
TABLE 17 – PROGRESS MEETINGS ......................................................................................................................... 31
TABLE 18 – COST MANAGEMENT PROCEDURES ...................................................................................................... 32
TABLE 19 – MANAGEMENT ROLES & RESPONSIBILITIES ........................................................................................... 32
TABLE 20 - AUTHORITY TO VIEW COMMERCIALLY SENSITIVE INFORMATION ............................................................... 33
TABLE 21 – BUDGET/COST REPORTING .................................................................................................................. 34
TABLE 22 – BUDGET/COST MANAGEMENT MEETINGS .............................................................................................. 35
TABLE 23 – RISK REGISTER DATABASE ................................................................................................................... 37
TABLE 24 - RISK MANAGEMENT PROCEDURES......................................................................................................... 38
TABLE 25 – RISK MANAGEMENT ROLES AND RESPONSIBILITIES................................................................................ 38
TABLE 26 – ENGINEERING DELIVERABLES ............................................................................................................... 41
TABLE 27 – ENGINEERING PROCEDURES ................................................................................................................ 41
TABLE 28 – ENGINEERING ENABLING W ORK ROLES & RESPONSIBILITIES ................................................................. 41
TABLE 29 – PREFERRED SUPPLIERS LIST ................................................................................................................ 46

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TABLE 30 – MAKE OF BUY DECISION LIST ............................................................................................................... 46
TABLE 31 – PROCUREMENT PROCEDURES .............................................................................................................. 46
TABLE 32 – PROCUREMENT ENABLING W ORK ROLES & RESPONSIBILITIES ............................................................... 47
TABLE 33 – W ORKING GROUP CONTRACT FORM ..................................................................................................... 48
TABLE 34 – METHOD STATEMENTS ......................................................................................................................... 49
TABLE 35 – CONSTRUCTION ENABLING W ORK ROLES & RESPONSIBILITIES .............................................................. 49
TABLE 36 – SYSTEMS TESTING PROCEDURES ......................................................................................................... 50
TABLE 37 – TESTING ENABLING W ORK ROLES & RESPONSIBILITIES ......................................................................... 50
TABLE 38 – COMMISSIONING PROCEDURES............................................................................................................. 51
TABLE 39 – COMMISSIONING ROLES & RESPONSIBILITIES ........................................................................................ 51
TABLE 40 – HEALTH & SAFETY PROCEDURES ......................................................................................................... 55
TABLE 41 – H&S ROLES AND RESPONSIBILITIES...................................................................................................... 55
TABLE 42 – ACCESS MATRIX .................................................................................................................................. 56
TABLE 43 – ENVIRONMENTAL PROCEDURES ............................................................................................................ 57
TABLE 44 – ENVIRONMENTAL ROLES & RESPONSIBILITIES ....................................................................................... 57
TABLE 45 – INSPECTION & TEST PLANS .................................................................................................................. 60
TABLE 46 - QUALITY MANAGEMENT ROLES & RESPONSIBILITIES .............................................................................. 60
TABLE 47 - RELATED PROCEDURE/STANDARD:........................................................................................................ 61
TABLE 48 - LESSONS LEARNED GUIDELINES ............................................................................................................ 61
TABLE 49 – TENDER DOCUMENTATION.................................................................................................................... 62
TABLE 50 – PROJECT ADMINISTRATION ROLES AND RESPONSIBILITIES ..................................................................... 65
TABLE 51 - REGULAR PROJECT MEETINGS .............................................................................................................. 67
TABLE 52 – SOFTWARE USAGE............................................................................................................................... 68
TABLE 53 - STAKEHOLDER MANAGEMENT ROLES & RESPONSIBILITIES ..................................................................... 69

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1 INTRODUCTION
1.1 INTRODUCTION
This Project Execution Plan (P.E.P.) provides a clear and concise summary of the [Project Name]
Project for all parties involved in its delivery both internally and externally.
It provides a baseline position statement about the project as it enters the Detailed Design stage,
against which progress can be monitored and a clear audit trail through to final handover to Client´s
Operations Team.
This document describes The PMO´s intended execution plan for the Implementation Phase through
to and including commissioning of the full chain. The execution plan is the governing document that
establishes the means by which The PMO will execute, monitor and control the [Project Name] Project,
and will serve as the main communication vehicle to ensure that everyone is aware of project objectives
and the mechanisms by which they will be accomplished. It covers all The PMO´s full chain activities
including:
1. Project management, 8. Construction and

2. Organisation and staffing, 9. Commissioning management;
3. Governance and compliance; 10. Engineering, Procurement and
4. Environment, Health and Safety (EHS); Construction (EPC) Contractor
5. Quality management and assurance; management;
6. Full chain engineering, 11. Interface management, and
7. Procurement, 12. Project controls.
1.2 OBJECTIVE OF DOCUMENT
The purpose of this document is to initially identify the parameters and the priorities of the [Project
Name] Project. In addition this document will form the basis for the Monitoring, Evaluation & Co-
Ordination of the various actions and procedures throughout the life of the project.
The P.E.P.:
1. Sets out the objectives and targets for the project;

2. Links the project objectives to business objectives and company policies;
3. Defines the scope and context for the project;
4. Sets out the organisational design for the project;
5. Describes the agreed plans for project execution;
6. Outlines the key project management mechanisms and processes to ensure successful
delivery of project objectives;

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7. Allows consistent communication across the integrated team for the project’s plans and
processes to execute the required scope;
8. Provides a reference document for project team members.
This P.E.P. does not provide a full description of all the policies, procedures and work instructions that
will be required to execute the work. These will be developed separately and in line with the required
scopes of work defined in the P.E.P.
As this is The PMO´s P.E.P. it does not attempt to describe how The PMO´s EPC Contractors intend
to manage their elements of the work but it does define how The PMO will interface with and between
them, as well as describing how The PMO plan to execute their own work.
The P.E.P. is a living document and will be updated to describe current and future processes and
procedures, such as integrating safety into the design process. Updates will be prepared as the project
moves through the main project phases of engineering, construction and commissioning.
Any change to this P.E.P. or the Division of Work (DoW) schedule will be managed through The
PMO´s Management of Change (MOC) process.
1.3 RESTRICTIONS AND CONFIDENTIALITY
Contact with representatives from television, radio, newspapers, magazines can only be entered into
with the express approval of the Project Manager who will consult with the Client. Publishing of
material in relation to the project must likewise be approved by the Project Manager/Client.

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2 PROJECT/PROGRAMME DETAILS
Table 1 – Project Details
PROJECT/PROGRAMME NAME
PROJECT/PROGRAMME SPONSOR
PROJECT/PROGRAMME MANAGER
START DATE COMPLETION DATE

CRITICAL DATES
3 PROJECT DOCUMENTS
3.1 PROJECT CHARTER
PROJECT INPUTS PROJECT OUTPUTS
 Project statement of work  Project charter

 Contract
 Business case or previous phase documents
Figure 1 – Develop Project Charter – Section 4.3.2 ISO 21500:2012
The purpose of Develop project charter is to:
 Formally authorize a project or a new project phase;

 Identify the Project Manager and the appropriate project manager responsibilities and
authorities;
 Document the business needs, project objectives, expected deliverables and the economic
aspects of the project.
The project charter links the project to the strategic objectives of the organization and should identify
any appropriate terms of reference, obligations, assumptions and constraints. The primary inputs and
outputs are listed in Table 2, page 15.
Table 2 - This Project Charter should be read in conjunction with the following documents
No DOCUMENT TITLE DOCUMENT NUMBER
1. Stakeholder Communications Plan

2. Work Breakdown Structure

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3.2 PROJECT PLANS
PRIMARY INPUTS PRIMARY OUTPUTS
 Project charter  Project plan

 Subsidiary plans  Project management plan
 Lessons learned from previous projects
 Business case
 Approved changes
Figure 2 – Develop Project Plans – Section 4.3.3 ISO 21500:2102
This Project Execution Plan is the combination of the Project Plan and the Project Management
Plan and is developed to reflect the integration of:
1. Scope, 3. Cost and

2. Time, 4. Other subjects.
It also contains the baselines for carrying out the project, e.g. in terms of:
1. Scope, 4. Costs,
2. Quality, 5. Resources, and
3. Schedule, 6. Risks.
This Project Execution Plan is the document that defines how
1. The project is undertaken, 3. Controlled.

2. Monitored and
It defines
1. The roles, 3. Organization and

2. Responsibilities, 4. Procedures
For the management of
1. Risk, 7. Configuration management,

2. Issues, 8. Quality,
3. Change control, 9. Health,
4. Schedule, 10. Environment,
5. Cost, 11. Safety and
6. Communication, 12. Other subjects as needed.
All parts of this Project Execution Plan are consistent and fully integrated. The plan describes how
the management of the individual subsidiary plans are integrated and coordinated. The subsidiary
plans for this project are listed in Table 3, page 17.

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Table 3 – Subsidiary Plans List
No SUBSIDIARY PLANS DOCUMENT NUMBER
1.
2.
3.
This Project Execution Plan shall always be updated and communicated to appropriate stakeholders
throughout the project.

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4 PROJECT OVERVIEW
This project consists ……………
Comment / Statement prepared by Space Planning
4.1 PROJECT INTRODUCTION, BACKGROUND AND HISTORY
4.2 PROJECT OBJECTIVES
Table 4 - Programme & Project Objectives
No OBJECTIVE SUB-OBJECTIVE MEASURES
1.
2.
3.
4.3 PROJECT SCOPE
 Project charter  Scope statement

 Approved changes  Requirements
Figure 3 – Project Scope – Section 4.3.11 ISO 21500:2012
4.3.1 PROJECT ASPIRATIONS
“To deliver a ……………
Comment / Statement prepared by The PMO Planning
4.3.2 SCOPE OF UNCERTAINTIES
The delivery of the objectives listed above are constrained by the following e.g.:-
 …..
 .....
 …..

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4.3.3 CONTROL SCOPE
 Progress data  Change requests

 Scope statement
 Work breakdown structure
 Activity list
Figure 4 – Control Scope – Section 4.3.14 ISO 21500:2102
The purpose of Control Scope is to maximize positive and minimize negative project impacts created
by scope changes.
This process shall focus on determining the present project scope status, comparing the present scope
status to the approved baseline scope to determine any variance, forecasting scope and implementing
any appropriate change requests to avoid negative scope impacts.

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4.4 PROJECT WORK BREAKDOWN STRUCTURE
 Project plans  Work breakdown structure

 Requirements  Work breakdown structure dictionary
Figure 5 – Work Breakdown Structure – Section 4.3.12 ISO 21500:2012
4.4.1 WORK BREAKDOWN STRUCTURE

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4.5 DEFINE ACTIVITIES
 Work breakdown structure  Activity list

 Work breakdown structure dictionary
 Project plans
Figure 6 – Define Activities – Section 4.3.13 ISO 21500:2012
4.5.1 ACTIVITY LIST

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4.6 PROJECT INTERFACES
The individual programme and project interfaces are as per those identified below.
4.6.1 INTERFACES WITH PROJECT´S EXTERNAL ENVIRONMENT
1. Government 7. Competitors
2. Economic climate 8. Suppliers, sub-contractors, consultants
3. Finance 9. Owner (customer, client)
4. Community groups 10. Cultural interfaces
5. Media 11. Other external interfaces
6. Regulatory agencies
4.6.2 INTERFACES WITH THE REST OF THE (MATRIX) ORGANISATION
1. Other projects 7. Financial system

2. Top management 8. Technical support
3. Line management 9. Computer programmers
4. Line personnel 10. Customer or client
5. Social contacts 11. Sales and marketing
6. Personnel and training 12. Operations and maintenance
4.6.3 INTERNAL PROJECT INTERFACES
1. Major breakpoints between activity sub- 5. Time interfaces

systems within phases 6. Geographic interfaces
2. Change of responsibility interfaces 7. Technical interfaces
3. Information interfaces 8. Social interfaces
4. Material interfaces 9. Review points

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4.7 PROJECT ASSUMPTIONS
Timely delivery of the project within budget is based upon the following key assumptions.
Table 5 - Assumptions
1.
2.
3.
4.8 PROJECT PHASES PROCESS MAP
Figure 7 – Project Phases Process Map

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5 PROJECT ORGANISATION AND AUTHORITY
5.1 ESTABLISH PROJECT TEAM
 Resource requirements  Staff assignments

 Project organization chart  Staff contracts
 Resource availability
 Project plans
 Role descriptions
Figure 8 – Established Project Team – Section 4.3.15 ISO 21500:2012
5.2 PROJECT GOVERNANCE ISO 21500:2012
Figure 9 – Project Governance as related to Project Organisation
Governance, according ISO 21500:2012, is the framework by which an organization is directed and
controlled. Project governance includes, but is not limited to, those areas of organizational governance
that are specifically related to project activities. Project governance may include subjects such as the
following:
1. Defining the management structure;

2. The policies, processes and methodologies to be used;
3. Limits of authority for decision-making;
4. Stakeholder responsibilities and accountabilities;
5. Interactions such as reporting and the escalation of issues or risks.

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The responsibility for maintaining the appropriate governance of a project is usually assigned either to
the Project Sponsor or to a Project Steering Committee. Required approvals and approving
authorities are set out in Table 6.
Table 6 – Approving Authority and Required Approvals
No APPROVING AUTHORITY REQUIRED APPROVALS
1.
2.
3.
5.3 KEY ROLES AND RESPONSIBILITIES
Table 6, Table 7, and Table 8 list the key personnel, advisors and third parties associated with the
scheme and sets out their roles and responsibilities.
Table 7 – Department of Finance Key Project Roles and Responsibilities
No ROLE NAME RESPONSIBILITY
1.
2.
3.
Table 8 - Project Advisory Team Roles and Responsibilities
1.
2.
3.
Table 8 sets out the key approval authorities in relation to the project. The list is in no way exhaustive
and all necessary checks should be carried out in relation to third party approvals prior to any project
work commencing.
Table 9 - Third Party Roles and Responsibilities
1.
2.
3.

JAG2 PROJECT EXECUTION PLAN Synergy Engineering
5.4 PROJECT ORGANISATION CHART

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5.5 PROJECT RESPONSIBILITY MATRIX
Table 10, on page 27, summarises the key high level project tasks and deliverables and the member
of the project management team responsible for each task or deliverable.
It should be noted that existing line management and staff in each of the Working Groups will be
expected to take responsibility in each of their functional areas with regard to the performance of these
workgroup activities.
The role of the project team, with some exceptions, will not be to undertake the activities directly itself
but to ensure that the activities are
1. Planned, 3. Resourced and

2. Scheduled, 4. Implemented
Within the relevant line areas.
Table 10 – Project Responsibility Matrix
Tasks
Office (PMO)
Management
Lead Press
Manager
Manager
Planning
Project
Project
Office
1. Prepare, update and manage Project Programme at each
project phase

2. Prepare and update cost estimates at each project

phase

3. Update and distribute this Project Execution Plan 
4. Prepare, update and manage budget at each project

phase and annually

5. Record, report and manage project costs 
6. Administer all contracts with suppliers, consultants and

service providers.

7. Prepare and manage Public Relations/Project

Stakeholder Communication Plan


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6 PROJECT SCHEDULE MANAGEMENT
 Activity sequence  Schedule

 Activity duration estimates
 Schedule constraints
 Risk register
Figure 10 – Project Schedule Management – Section 4.3.23 ISO 21500:2012
6.1 PROGRAMME MANAGEMENT PROCEDURES
Table 11 – Programme Management Procedures
No DOCUMENT DOCUMENT NUMBER
1.
2.
3.
6.2 PROGRAMME MANAGEMENT ROLES AND RESPONSIBILITIES
The principal focus of the programme management process is vested in the roles and responsibilities
defined in Table 12 below:
Table 12 – Programme Management Roles & Responsibilities
1.
2.
3.
6.3 PROGRAMME OVERVIEW
6.3.1 SCHEDULE HIERARCHY
The project includes a hierarchy of sub-programmes, which can be rolled up into a master programme.

6.3.2 PROJECT MILESTONES
Table 13 – Project Milestones Key Tasks
KEY TASKS START COMPLETION KEY DEPENDENCIES OWNER

DATE DATE
1.
2.
3.
Table 14 – Project Milestones Activities
ACTIVITIES START COMPLETION KEY DEPENDENCIES OWNER

DATE DATE
1.
2.
3.
Table 15 – Project Milestones Deliverables
DELIVERABLES START COMPLETION KEY DEPENDENCIES OWNER

DATE DATE
1.
2.
3.

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6.3.3 MASTER PROGRAMME
The Master Schedule is available at the following location:
6.4 PROGRAMME UPDATE PROCEDURE
Programme changes shall be adopted or rejected through the Project Change Management process
which is currently under development. Any programme change shall be analysed for wider impacts to
the project in terms of, risk, programme, cost and quality. All changes shall be ratified by the Steering
Committee.
6.5 PROGRAMME BASELINE REVIEW PROCEDURE
On a monthly basis, or where an event arises which has a significant impact on the project programme,
a baseline review by the Project Management Office will take place and, if appropriate to do so, the
Master Programme will be re-baselined. Proposals to re-baseline the Master Programme shall be
submitted to the Steering Committee for information.
6.6 PROGRAMME PROGRESS UPDATE AND REVIEW
The Master Programme will be reviewed on a regular basis (normally monthly) and actual progress
will be updated and reviewed against planned (baseline) progress. The results of this review will be
reported in the Project Monthly [Bi-monthly] Steering Committee Report.
6.7 PROGRESS REPORTING
A series of Progress Reports shall be produced throughout the Project Life-Cycle to provide an up
to date and accurate report of actual progress against planned. Table 16 lists the progress reports that
shall be produced along with their frequency, circulation and owner:
Table 16 – Progress Reports
REPORT TITLE FREQUENCY CIRCULATION OWNER

1.
2.
3.
4.
5.

6.8 PROGRESS MEETINGS
A series of Progress Meetings shall be held throughout the Project Life-Cycle to provide a forum for progress review, resolution of key progress issues
and identification of key actions. Table 17 lists the progress meetings that shall be held along with their frequency, key attendees and chairperson:
Table 17 – Progress Meetings
No MEETING TITLE FREQUENCY ATTENDANCE CHAIR PERSON
1.
2.
3.

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7 PROJECT BUDGET/COST MANAGEMENT
 Work breakdown structure  Budget

 Cost estimates
 Schedule
 Project plans
Figure 11 – Cost Management – Section 4.3.26 ISO 21500:2012
7.1 COST MANAGEMENT PROCEDURES
The procedures for the development, management and update of the project budget are set out in the
following standards:
Table 18 – Cost Management Procedures
4.
5.
6.
7.2 BUDGET/COST MANAGEMENT ROLES AND RESPONSIBILITIES
The principal focus of the cost management process is vested in the roles and responsibilities defined
in Table 19 below:
Table 19 – Management Roles & Responsibilities
1.
2.
3.
4.
5.
6.
7.
8.

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7.2.1 BASELINE BUDGET
7.2.2 COST MANAGEMENT AND CONTROL
7.2.3 PROJECT CASH FLOW
7.2.4 MANAGEMENT OF COMMERCIALLY SENSITIVE COST INFORMATION
Table 20 - Authority to View Commercially Sensitive Information
No INFORMATION AUTHORISED TO VIEW
1.
2.
3.
4.
7.3 BUDGET UPDATE PROCEDURE
The budget may be updated from time to time as the project develops. Budget updates may be
required as a result of:
 Increase / decrease of project overall scope;

 Transfer of scope from one part of the project to another;
 Change to the approved design;
 Realisation of an identified risk;
 Change in the contract condition;
 Realisation of an unforeseen event;
 Modification in the project efficiency / inefficiency.
Budget changes shall be adopted or rejected through the Project Change Management process.

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Budget changes which involve transfers between budget line items with no change to the overall total
budget and no reallocation of the risk or contingency line items must be approved by the Project
Manager. The Project Manager however cannot transfer budget from capital contributions approved
by the Sanctioning Authority).
Budget changes which involve reallocation of the risk line item must be approved by the [Insert Title].
Budget changes which involve reallocation of the contingency line item must be approved by [Insert
Title].
Budget changes which result in an increase in the overall budget total as set out in the approved
Detailed / Final Business Case must be approved by the PPM Board.
On a quarterly basis, or where an event arises which has a significant impact on the project budget or
schedule, the Project Cash Flow Forecast will be updated and advised to the Project Manager.
7.4 BUDGET/COST REPORTING
Table 21 – Budget/Cost Reporting
REPORT TITLE FREQUENCY CIRCULATION OWNER
1.
2.
3.
4.
5.

7.5 BUDGET/COST MANAGEMENT MEETINGS
A series of Contract Review Meetings shall be held throughout the Project Life-Cycle to provide a forum for cost, budget and claims review, resolution
of key issues and identification of key actions. Table 22 lists the meetings that shall be held along with their frequency, key attendees and chairperson:
Table 22 – Budget/Cost Management Meetings
No MEETING TITLE FREQUENCY ATTENDANCE CHAIR PERSON
1.
2.
3.
4.

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8 RISK MANAGEMENT
It is fundamentally important that a sound and effective Risk Management philosophy and process is
followed. In combination with other aspects such as the management and engineering processes, Risk
Management enhances visibility into the project activities, strengthens decision making and facilitates
the project goals. Risk Management is already an integral part of the management of the project in
the Preparatory Phase and will continue to occupy a central position throughout the Project Life-
Cycle. As the project progresses, the nature of the risks and the context and environment in which
they will have to be managed, will change and therefore this Risk Management Process will be
reviewed and adapted on a regular basis.
The Risk Management Program will be established at all levels and within all domains of the project.
It will be maintained and managed by the Project Managers and System Engineers.
The integration of the Risk Management effort across the project will be the responsibility of the
Project Managers and Project/System Engineers. An overall and integrated Risk
Register/Database will be established and maintained and will be the central source of information on
the status of risks and will be utilised for management of the risks as well as internal and external
communication purposes.
Communication will form the backbone of a successful Risk Management structure and participants
will be encouraged to communicate freely, openly and regularly on these aspects.
Regular reporting and communication to external stakeholders will also be conducted. For this purpose
appropriately condensed and rolled up information from the centralised Risk Register/Database will
be utilised.
Regular risk focus events will be conducted. These events will include:
 Brainstorming sessions,
 Risk assessment workshops,
 Work sessions during Technical Design Reviews,
 External review(s) of risk register/database,
 Structured or semi-structured interviews with experts,
 Using knowledge, expertise and experience of team,
 Failure Mode and Effect Analysis (FMEA), and
 Fault Tree Analysis (FTA)

8.1 RISK REGISTER DATABASE
Table 23 – Risk Register Database
Id Description of Risk Impact on Change Date of Mitigation Actions Responsibility Cost Timeline Work
Grade (combined
(including any Project Review (Preventative or for mitigation for Breakdown
identified ‘triggers)
Assessment of
Assessment of
(Identify Contingency) action(s) mitigation
Likelihood and
Structure
Seriousness
Seriousness)
consequences) action(s)
Likelihood
1.
2.
3.
4.
5.
6.
7.
8.
9.

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8.2 RISK MANAGEMENT PROCEDURES
The procedures for the identification, assessment, and mitigation of project risks are set out in the
following standards:
Table 24 - Risk Management Procedures
1.
2.
3.
8.3 RISK MANAGEMENT ROLES AND RESPONSIBILITIES
The detailed project Risk Management structure, roles and responsibilities are defined in the Project
Risk Management Plan. The principal focus of the Risk Management process is vested in the roles
and responsibilities defined in Table 25 below:
Table 25 – Risk Management Roles and Responsibilities
ROLE NAME RESPONSIBILITIES
Project Manager
Project Controls
Manager
Planning Manager
Project/System
Engineers
Risk Owners
Action Owners
8.4 RISK MANAGEMENT OVERVIEW
 Risk register  Change requests

 Progress data  Corrective actions
 Project plans
 Risk responses
Figure 12 – Risk Management Overview – Section 4.3.31 ISO 21500:2012
The project includes a hierarchy risk classifications, which can be rolled up into a single risk register.

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8.4.1 RISK CLASSIFICATION
The Risk Register is key document which provides full details in relation to
1. The description, 3. Assessment, and

2. Classification, 4. Mitigation of all risks to the project.
The development of the Risk Register is an iterative process and requires sustained effort to fully
1. Capture, 4. Completion dates and

2. Clear actions, 5. Modelling outputs.
3. Action owners,
The register will remain as a live document, subject to regular amendment as new risks are
documented and current risks are managed out. Individual risks will be regularly reviewed with the risk
owners and the project team and updated as required. This process will provide an ongoing
assessment of the risks in the light of project development and the impact of control actions taken.
8.4.2 RISK REPORTING
The Risk Register will be reviewed on a monthly basis and actual progress in implementing mitigation
actions will be reviewed against planned progress. The results of this review and a summary of the
status of the top 3 project risks will be reported in the Project Monthly Report.

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9 ENGINEERING
9.1 ENGINEERING STANDARDS AND SPECIFICATIONS
All EPC Contractor scope will comply with the relevant codes and standards in force at Contract award,
and with safety, legal and other regulations (local and national), acts and legislation in force in the
country in which the project is being executed.
In addition, EPC Contractor scope will be required to comply with the particular codes and standards
specified in the Contract. Such codes and standards will be the latest editions with applicable addenda
and code cases in effect on the Contract award date. Application of subsequent addenda and code
cases published after Contract award will be subject to agreement between The PMO and respective
EPC Contractors.
Figure 13 - Engineering Design Impact
9.2 ENGINEERING CHANGE MANAGEMENT
The PMO Delivery Team will implement a formal Engineering Change Management process. The
process will manage Design Development Change to ensure that a safe and operationally robust
design is achieved that allows the project to be executed in accordance with
1. The project programme, 3. To meet its operational performance

2. Within budget and objectives.
Changes will be carefully assessed to ensure that they add value; following this the timing of
implementation will be assessed and a decision made on whether to implement.

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9.3 ENGINEERING DELIVERABLES
Table 26 – Engineering Deliverables
No DELIVERABLE DOCUMENT NUMBER
1.
2.
3.
4.
5.
6.
9.4 ENGINEERING PROCEDURES
The procedures for providing the engineering services, and works for all projects are set out in the
following engineering procedures listed in Table 27 below:
Table 27 – Engineering Procedures
1.
2.
3.
4.
5.
6.
9.5 ENGINEERING ROLES AND RESPONSIBILITIES
The principal focus of the engineering management process is vested in the roles and responsibilities
Table 28 – Engineering Enabling Work Roles & Responsibilities
1.
2.
3.
4.
5.
6.

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9.6 ENGINEERING ASSURANCE
The PMO Engineering Manager is accountable for assuring design quality for the design intent of the
final operating facility and interfaces across the full chain. The PMC will undertake assurance of the
operating facility on behalf of the PMO Engineering Manager. The PMO Engineering Team, reporting
to the PMO Engineering Manager, are responsible for assurance of the interfaces across the full chain.
Assurance activities will be risk based and derived through Criticality Assessment of all packages
and equipment. Criticality Ratings will be used to determine the required level of design verification,
procurement and construction Quality Requirements and will be included in the Project Assurance
Plan.
9.7 VALUE ENGINEERING
A Value Engineering process will be implemented with the Property´s Operations Team and
Interconnections with EPC Contractors targeting improved profitability.
The PMO Delivery Team, in conjunction with the PMO Project Sponsor, will define the value factors
to be used to assess any Value Engineering options that impact the project programme or operational
performance.
Value management will be managed on behalf of the PMO Engineering Manager by the PMC, with
changes that impact the project programme, budget or operational performance referred in the first
instance to the PMO Engineering Manager for approval/endorsement and subsequent elevation to
the PMO Project Sponsor if required.
9.8 ENGINEERING REPORTING
Engineering activity each month will be reported in the Project Monthly Report.

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Calculations Work Flow
Responsible Engineer Lead Discipline Engineer E&P Manager
Collects
Defines and Project
Sufficient and
2 Assigns Scope to Data and
Necessary
Engineer Specs
Data
Prepares
Calculation Input
Sheet
Yes
Validates
Comments?
Input Data
No
Yes
Automated Calculations
Soft Ware
Manual
No Selection and Comments?
Calculation?
Validation
Yes No
Validates
Proceed
Calculation Yes
Methodology
Comments?
1
Executes
No
Calculation
Discipline
Yes
Check
Comments? No Comments?
Yes
Engineering Doc
Issue for Design No
Execute
1 Automated 2 Yes Yes
Calculation
Discipline
Comments? No Comments?
Check
Engineering Doc
Issue for Design No
Figure 14 – Engineering Calculations Work Flow

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Engineering & Procurement Interface
Engineering Procurement Suppliers
Material Prepares
Requisition Solicitation
Documents
Solicitation Process
Documents to Project
Suppliers Specific
Requirements
Reply to
INPUT Yes Queries?
Queries
No
Prepares/Rev
Technical &
Commercial
Proposal
Technical Technical
Technical Bid
Proposal to Proposal
Analysis
Engineering
Technical Bid Commercial

Commercial
evaluation Report Proposal
Bid Analysis
Commercial Bid
COMPANY
evaluation Report
Approval
Award
Decision by
Award
Commitee
Prepare &
Final Material
Issue
Requisition
Purchase
Order
Purchase Order Manufacture

Inspection & Test Equipment /
Requirements Deliver
Goods
Coordinate
Inspections
INPUT No Compliance?
Certifications
Release
Vendor s RELEASE Yes

HANDOVER
Documents To
PROCESS
SITE
Figure 15 – Engineering & Procurement Interface

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10 PROCUREMENT
The purpose of Plan Procurements is to plan and document the procurement strategy and overall
process properly before procurement is initiated. This process is used to
1. Facilitate procurement decision-making,

2. To specify procurement approaches and
3. To develop procurement specifications and requirements.
 Project plans  Procurement plan

 In-house capacity and capability  Preferred suppliers list
 Existing contracts  Make-or-buy decision list
 Resource requirements
 Risk register
Figure 16 – Plan Procurement – Section 4.3.35 ISO 21500:2012
10.1 SELECT SUPPLIERS
The purpose of Select Suppliers is as follows:
1. To ensure that information is obtained from suppliers so that there is consistent evaluation of
proposals against stated requirements;
2. To review and examine all the submitted information;
3. To select the suppliers.
 Procurement plan  Request for information, proposal, bid, offer or

quotation
 Preferred suppliers list
 Contracts or purchase orders
 Supplier’s tenders
 Selected suppliers list
 Make-or-buy decision list
Figure 17 – Select Suppliers – Section 4.3.36 ISO 21500:2012

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10.2 PREFERRED SUPPLIERS LIST
Table 29 – Preferred Suppliers List
No SUPPLIER NAME SUPPLIER IDENTIFICATION NUMBER
1.
2.
3.
4.
5.
6.
7.
10.3 MAKE OR BUY DECISION LIST
Table 30 – Make of Buy Decision List
No EQUIPMENT DESCRIPTION MAKE BUY
1.
2.
3.
4.
5.
6.
7.
10.4 PROCUREMENT PROCEDURES
The procedures for the procurement of services, works and supplies for all projects are set out in the
following Procedures:
Table 31 – Procurement Procedures
1.
2.
3.
4.
5.
6.
7.

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10.5 PROCUREMENT ROLES AND RESPONSIBILITIES
The principal focus of the procurement management process is vested in the roles and responsibilities
Table 32 – Procurement Enabling Work Roles & Responsibilities
1.
2.
3.
4.
5.
6.
7.
10.5.1 PROCUREMENT REPORTING
Procurement activity each month will be reported in the Project Monthly Report.

10.6 PROCUREMENT PROCESS OVERVIEW
Contract Strategy
The form of contract to be used for each Working group is set out in the Table 33.
Table 33 – Working Group Contract Form
No CONTRACT PACKAGE FORM OF CONTRACT COMMENTS

1.
2.
3.
4.

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11 CONSTRUCTION
A Project Manager Construction PMC will be appointed to provide professional management

services to assist The PMO in the co-ordination of the various construction works during the
Implementation Phase.
11.1 CONSTRUCTION METHOD STATEMENTS
The method statements for executing the construction services, and works for all projects are set out
in the following method statements listed in Table 34 below:
Table 34 – Method Statements
No METHOD STATEMENT DOCUMENT NUMBER
1.
2.
3.
11.2 CONSTRUCTION ROLES AND RESPONSIBILITIES
The principal focus of the construction management process is vested in the roles and responsibilities
Table 35 – Construction Enabling Work Roles & Responsibilities
1.
2.
3.
4.
5.
6.
7.
8.
11.3 CONSTRUCTION REPORTING
Construction activity each month will be reported in the Project Monthly Report.

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12 TESTING & COMMISSIONING
All Testing and Commissioning should be undertaken after the Construction work has been completed
and cleaned within each phase.
12.1 SYTEMS TESTING
System Testing is performed on a complete integrated system to evaluate the compliance of the
system with the corresponding requirements. System Testing is basically performed by a testing team
that is independent of the development team that helps to test the quality of the system impartial. It has
both functional and non-functional testing.
Table 36 – Systems Testing Procedures
No SYSTEM NAME SYSTEM NUMBER TESTING PROCEDURE NUMBER
1.
2.
3.
12.1.1 TESTING ROLES AND RESPONSIBILITIES
The principal focus of the testing management process is vested in the roles and responsibilities
Table 37 – Testing Enabling Work Roles & Responsibilities
1.
2.
3.
12.1.2 TESTING PROGRAMMED
A master testing programme will be prepared for each system together with detailed programmes
indicating the testing stages and their requisite time duration and the dates when the system will be
available. The programmes will reflect the nature of the construction programme, the appropriate
method statements.
12.1.3 TESTING REPORTING
Testing activity each month will be reported in the Project Monthly Report.

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12.2 COMMISSIONING
Project Commissioning is the process of assuring that all systems and components of a building or
industrial plant are designed, installed, tested, operated, and maintained according to the operational
requirements of the owner or final client.
Table 38 – Commissioning Procedures
No SYSTEM NAME SYSTEM NUMBER COMMISSIONING PROCEDURE NUMBER
1.
2.
3.
12.2.1 COMMISSIONING ROLES AND RESPONSIBILITIES
The principal focus of the commissioning management process is vested in the roles and
responsibilities defined in Table 39 below:
Table 39 – Commissioning Roles & Responsibilities
1.
2.
3.
4.
5.
6.
7.
8.
12.2.2 MASTER COMMISSIONING PROGRAMME
A master commissioning programme will be prepared for each system together with detailed
programmes indicating the commissioning stages and their requisite time duration and the dates when
the service will be available. The programmes will reflect the nature of the construction programme,
the appropriate method statements.
12.2.3 COMMISSIONING REPORTING
Testing activity each month will be reported in the Project Monthly Report.

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12.3 PROJECT COMPLETION PROCEDURES
All Commissioning and Testing should be undertaken after the Construction work has been completed
and cleaned within each phase.
12.3.1 RESPONSIBILITY
The Main Contractor shall be responsible for the testing and commissioning of the Mechanical services.
The Engineer will, where appropriate, witness testing to ensure the results are satisfactory to allow
commissioning to commence.
12.3.2 CERTIFICATES
The test and inspection certificates shall be signed by the Engineer the Main Contractor once the test
and inspection is considered satisfactory.
12.3.3 CODES
All wires shall be inspected, tested and commissioned in accordance with all relevant Standard,
specifications, codes of practice and tender documents.
12.3.4 COMMISSIONING
The Main Contractor will ensure that the mechanical and electrical services are brought to a fully
operational status.
12.3.5 PERFORMANCE TEST
The Main Contractor will demonstrate to the Engineer the appropriate commissioning tests and on
satisfactory completion the tests results will be signed-off by the Main Contractor and the Engineer.
12.3.6 DEFECTS LIST
Details of outstanding defects will be prepared by the Engineer for action by the Main Contractor.
12.3.7 RECORDS
Complete and comprehensive records of the installation tests and commissioning must be maintained
by the Contractor.

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12.4 PRE-HANDOVER TEST
The Main Contractor and the Property´s representatives shall attend a Site meeting to undertake final
acceptance tests of all mechanical and electrical engineering services.
Where the final acceptance test does not meet the acceptable level of performance established in the
performance test, the system will be required to be reset and tested,
The system must be operated for a period of two weeks during which the system’s performance will be
monitored, recorded and compared with the performance criteria specified in the contract
documentation.
The item(s) listed on the defects list will be checked to ensure completion.
12.4.1 GUARANTEES AND PENALTIES
12.4.2 APPROVALS
12.4.3 STATUTORY
12.4.4 INSURANCE
12.4.5 SPECIALIST SERVICES
12.4.6 PERFORMANCE TEST
The testing and commissioning must be in accordance with current Standards and must be undertaken
in the presence of the Engineer, and must be completed to the satisfaction of the Property´s
representative(s).
The installation must meet the requirements of all applicable statutory legislation.
12.4.7 PROPERTY´S MAINTENANCE DEPARTMENT
The Property´s commissioning officer may be required to be in attendance.

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12.4.8 COMMISSIONING PROGRAMME
A master commissioning programme will be prepared for each service together with detailed
programmes indicating the commissioning stages and their requisite time duration and the dates when
the service will be available. The programmes will reflect the nature of the construction programme,
the appropriate method statements.
12.5 OPERATING AND MAINTENANCE MANUALS
The production of Operating and Maintenance Manuals should be the clear responsibility of the
Contractors. The requirement to produce such manuals will be a contractual requirement of all trade
contractors. Their submittals will incorporate:
1. Trade literature describing the materials used in the installation.

2. Details of suppliers.
3. Recommendations for maintenance of all materials used in the installation.
4. Details of any special plant required for maintenance or installation of materials.
5. Details of any special methods of access for replacing materials.
6. Details of cleaning requirements
7. Details of any design approvals by consultant designers
8. Specific Health and Safety requirements
The responsibility for ensuring that the sub-contractors produce this information is vested in the
contractor. In certifying Substantial Completion the Contract Administrator will need to be satisfied that
this documentation is available.
12.6 CERTIFICATE OF PRACTICAL COMPLETION
The certificate of practical completion for any phases of the works will be issued by the Engineer who
will examine the entire facility and will only issue the certificate of practical completion when he is
satisfied that:
1. All defects have been remedied.

2. The facility is fully functional.
3. All services are in working order and fully commissioned.
4. The maintainers and users have been fully trained in the operation of all services installations.
5. All facility and services manuals have been handed to the user.
6. All as built drawings have been issued.
7. All Health and Safety Documentation will be provided.
8. Completed Collateral Warranties
Details of the requirements for the above will be contained in the contract documents.

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13 HEALTH AND SAFETY AND ENVIRONMENT
Table 40 – Health & Safety Procedures
No H&S PROCEDURES DOCUMENT NUMBER
1.
2.
3.
13.1 HEALTH & SAFETY ROLES AND RESPONSIBILITIES
Table 41 – H&S Roles and Responsibilities
1.
2.
3.
4.
5.
6.
7.
8.
13.2 HEALTH AND SAFETY
The Contractor is committed to providing a ………..
The Contractor shall ensure that its obligations under the Health & Safety at Work Act and specific
Regulations are carried out.
13.3 SITE SAFETY
Site Address:
…………………
…………………
…………………
…………………
13.3.1 CLIENT’S SITE OBLIGATIONS
The Property should ensure that its obligations under the Health & Safety at Work Act and relevant
Health & Safety Regulations are carried out.

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13.3.2 CONTRACTOR’S SITE OBLIGATIONS
The Principal Contractor must ensure compliance with Specific Regulations and all relevant Health and
Safety legislation.
13.4 AUTHORITY COORDINATION
The Property will appoint a Health & Safety Coordinator under the Construction Design & Management
Regulations.
A pre-construction Health & Safety Plan will be prepared. Prior to commencement of the main contract
works the Principal Contractor will develop the Health & Safety Plan. The Property´s Coordinator will
confirm that this has been sufficiently developed before works can commence.
13.5 SITE ORGANISATION
13.5.1 ACCESS
Table 42 – Access Matrix
Personnel All visitors to the site must report to the site office with the route being clearly
delineated and clear of hazards. Underfoot conditions must be suitable for
pedestrians.
Vehicle Suitable access should be provided by the Contractor for heavy goods vehicles,
heavy plant and machinery, cranage, and skips etc.
Statutory Requirements All statutory requirements must be adhered to and all hardstanding’s must be
regularly cleaned.
13.5.2 STORAGE
The Contractor must provide adequate site storage for materials on site.
13.5.3 SITE FACILITIES
1. Name Board: The Contractor will, provide, maintain and take down a name board to display the
title of the contract, the names of the Employer, Employer’s representatives and the Contractor.
2. Use of Car Parks: Car Parking will be managed and controlled by the main contractor.
13.5.4 SITE REGULATIONS AND SECURITY
Access to site will be managed and controlled by the main contractor. The main contractor will ensure
the security of the site at all times. Security of the adjacent …………………………. must not be
compromised by the works.
Work out with normal working hours will require to be sanctioned and monitored by the Project Manager
and will be strictly controlled by The University of Strathclyde.

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14 ENVIRONMENTAL STANDARDS
14.1 ENVIRONMENTAL PROCEDURES
Table 43 – Environmental Procedures
No ENVIRONMENTAL PROCEDURES DOCUMENT NUMBER
1.
2.
3.
14.2 ENVIRONMENTAL ROLES AND RESPONSIBILITIES
Table 44 – Environmental Roles & Responsibilities
1.
2.
3.
4.
5.
6.
7.
8.
The Project Design Team and Principal Contractor must ensure compliance with the Property´s
standards in relation to the Environment and Sustainability. The Project stakeholders should refer to
the actual legislation on Management Sustainability Policy.
The effect of any environmental hazards will be addressed through the consideration of the treatment
and disposal of waste materials.
Contract documents should include clauses to accommodate the requirements of the project.
Waste control methods should be assessed and agreed with the trade contractors with consideration
being given to:
1. Waste transport 4. Storage areas

2. Containerisation 5. Site cleaning
3. Specialist collection 6. Access/egress route selection

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15 ISSUES MANAGEMENT
In order to ensure the success of the project, all key issues will be identified and reported through the
reporting process. Where appropriate issues arise they will be assigned a priority according to the
extent and severity of their impact.
These issues to be assigned to the appropriate personnel to ensure their resolution and take whatever
actions are necessary.
Issues will be proactively managed until resolved. An Issues Register of the key issues, describing:
1. Issue, 3. Action and

2. Possible impact, 4. Responsibility
Will be maintained and reported at the monthly Project Governance meeting.

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16 QUALITY MANAGEMENT
The purpose of Plan quality is to determine the quality requirements and standards that will be
applicable to the project, the deliverables of the project and how the requirements and standards will
be met based on the project objectives. This process includes the following:
1. Determining and agreeing with the project sponsor and other stakeholders as to the objectives
and relevant standards to be achieved;
2. Establishing the tools, procedures, techniques and resources necessary to achieve the relevant
standards;
3. Determining methodologies, techniques and resources to implement the planned systematic
quality activities;
4. Developing the quality plan which includes type of reviews, responsibilities and participants in
a timetable in accordance with the project overall schedule;
5. Consolidating all quality information in the quality plan.
 Project plans  Quality plan

 Quality requirements
 Quality policy
Figure 18 – Quality Management – Section 4.3.32 ISO 21500:2012
16.1 QUALITY PLAN
The Project Manager will, in conjunction with the Engineering Team, the Procurement Team, and
the Construction Team, establish a Project Quality Plan to ensure a clear understanding of the
required quality and performance standards both from the Engineering Team, Procurement Team,
and the Construction Team.
16.2 QUALITY MANAGEMENT PROCEDURES
The primary goal of the Quality Management Process for this project is to ensure business and
governance needs have been adequately satisfied. Ongoing quality management involves careful
evaluation and monitoring of objectives and deliverables, together the assessment of stakeholder
feedback and the implementation of changes to project methodology or management as appropriate.
Quality Control will therefore be an integral element of the Project Governance Process and will be
considered by the Project Governance Board at its monthly meetings. Specifically

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1. The project will be managed in accordance with the governance structure outlined at 5.2, page
24 above. Roles and responsibilities are also detailed.
2. This document provides an outline of the overall project objectives. The key milestones and
deliverables of the project are outlined in more detail in the accompanying Project Schedule
and will be subject to approval of the Governance Board.
3. In addition to the project/activity Quad Report that will form the basis for monthly reports a
consolidated Actions, Issues and Risk Log will be maintained which will provide oversight of all
such matters to the project Governance Board and team.
4. The full time project team will meet on a weekly basis to discuss progress and identify issues
which need to be progressed.
5. In relation to any system development, structured testing will take place including system test,
load & stress testing, User Acceptance Testing (UAT) and parallel run testing as appropriate.
6. A Change Control Process will be utilised to support agreed project objectives and scope.
Table 45 – Inspection & Test Plans
No INSPECTION & TEST PLANS DOCUMENT NUMBER
4.
5.
6.
16.3 QUALITY MANAGEMENT ROLES AND RESPONSIBILITIES
The principal focus of the quality management process is vested in the roles and responsibilities
defined in Table 8.1 below:
Table 46 - Quality Management Roles & Responsibilities
ROLE NAME RESPONSIBILITIES
Project Manager
Project
Management Office
Quality Manager
Quality Assurance
Manager
Quality Control
Manager

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16.4 QUALITY MANAGEMENT REQUIREMENTS
16.4.1 GENERAL
The quality requirements set out in this Project Execution Plan are applicable to the <name of project>
project in all phases. This section 16.4 describes essential aspects of quality on the project including:
 Quality Standards  Tender Documentation

 Lessons learned  Quality Audit
 Scope Design Management  Continuous Improvement
16.4.2 LESSONS LEARNED
Objective: Collect and communicate valuable lessons learned in different phases of the project from
previous projects both internal and external.
Continuously improve the quality of project management processes based on lessons learned and
ensure any strategy takes account of such lessons.
Responsibility: Project Manager
Quality Records: Lessons Learned database and reports
Table 47 - Related Procedure/Standard:
1.
2.
3.
4.
5.
6.
Table 48 - Lessons Learned Guidelines
1.
2.
3.
4.
5.
6.

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16.4.3 TENDER DOCUMENTATION
Table 49 – Tender Documentation
1.
2.
3.
4.
16.4.4 QUALITY AUDIT
The Quality Manager will perform internal and external quality audits at different stages of the Project.
The scope of any quality audit may cover the overall quality management system, quality assurance
system and/or quality management system on the project or any individual process in relation to quality
management.
A Project Quality Audit Programme will be prepared by the Quality Manager and audit reports
maintained as quality records.
Objective: Ensure compliance with all project quality requirements
Responsibility: Quality Manager
Quality Records: Quality Audit Programme and internal and external Quality Audit Reports.
Related Procedure/Standard: [Insert]
16.4.5 CONTINUOUS IMPROVEMENT
Continuous improvement is a principle of the project’s Quality Management criteria. The project quality
systems, plans and procedures will be reviewed regularly to ensure all lessons learned, suggestions
and discoveries from audits are taken into account to continuously improve The PMO Project Quality
Management processes and procedures.

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16.5 QUALITY CONTROL PHASES
16.5.1 PRE-CONSTRUCTION PHASE
Information requirements will be clarified between the Contractors and the Client’s representatives.
It is essential that the contractors are fully aware of requirements in respect of the scope, nature and
quality of the drawing information and specification details required, certificates and testing and quality
of workmanship in order that they can provide evidence of their suitability given the requirements of
the project.
Tender documentation will include provisions relating to control mechanisms for the testing, inspecting,
reporting and recording of the quality of work.
Contractors must submit in writing the proposed methods by which compliance with the specified
requirements will be achieved.
Samples of components and workmanship should be obtained prior to work commencing on site.
The Quality Plan will incorporate comments and procedures in relation to:
1. The scope and nature of the work.

2. Details of Project Participants.
3. Responsibilities for the construction supervision and quality control.
4. Records and retention periods.
5. Schedule of Reviews.
6. Project specific procedures.
7. Key Target Dates.
16.5.2 CONSTRUCTION PHASE
16.5.2.1 PROGRAMME AND PROCUREMENT SCHEDULE
Programme and Procurement Schedule will be produced which will identify the contractor’s intended
work patterns for the contract.
16.5.2.2 TENDER DOCUMENTATION
Tender Documentation will include descriptions in relation to scope of work, specification, workmanship,
quality assurance and programme.
16.5.2.3 SAFETY LEGISLATION
All equipment to be used in the project must meet safety legislation requirements and have the
necessary safety certificates. Equipment must be subject to appropriate controls and properly

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calibrated. The Contractor will be responsible for ensuring that all sub-contractors comply with this
requirement.
It should be particularly noted that where an item of equipment’s safety certificate expires the
equipment must be removed from the site or made inoperative.
16.5.2.4 WORKMANSHIP STANDARDS AND SUPERVISION
In order to achieve the appropriate workmanship standards reference and adherence should be made
to Industry Standards for procurement, testing and commissioning.
Sub-contractors and suppliers should be subject to stringent management to ensure compliance with
workmanship standards. Work should therefore be supervised and inspected by suitably qualified staff.
Progress will be reviewed at regular progress meetings with remedial action instructed where
appropriate. These measures will also include quality audits.
16.5.2.5 INSPECTION AND TESTING
Inspection and testing will be initiated by experienced members of the Project Team and remedial
action taken when required.
Remedial work to prefabricated components will be allowed only with the prior approval of the Project
Manager.
Records will be maintained of all inspections and tests which must all be witnessed by the main
Contractor and where appropriate by the Services Consultant. Standards and Codes of Practice by
which the inspection and testing procedures will be measured are to be included within the Contract
Documentation.
16.5.2.6 SELECTION OF CONTRACTORS
Sub-contractors and suppliers will be selected on criteria which include their proven ability to protect
and handle materials.
Method Statements should also be requested from sub-contractors and suppliers where required.

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17 PROJECT ADMINISTRATION
17.1 PROJECT ADMINISTRATION OVERVIEW
This section of the Project Execution Plan sets out the procedures for managing project
administration including:
1. Document control, 3. Meeting management, and staff

2. Correspondence control, 4. Briefings.
17.2 PROJECT ADMINISTRATION ROLES AND RESPONSIBILITIES
The principal focus of project administration is vested in the roles and responsibilities defined in Table
50 below:
Table 50 – Project Administration Roles and Responsibilities
1.
2.
3.
4.
5.
6.
7.
8.
17.3 DOCUMENT CONTROL
17.3.1 DOCUMENT NUMBERING
The document numbering system on the project is generated automatically in the correspondence
control package, [Insert]. All documents issued externally are also accompanied by a transmittal
generated through [Insert].
17.3.2 DOCUMENT STORAGE AND VERSION CONTROL
Reports and other documents shall be stored on the (to be decided by project sponsor). Reports are
issued and received via Expedition.

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17.4 CORRESPONDENCE CONTROL
17.4.1 CORRESPONDENCE CONTROL SYSTEM
All Contract correspondence should be received and issued via Expedition. All scanned documentation
shall be attached to the electronic correspondence log by the Document Controller. It should be noted
all contractual correspondence should be received and issued in hard copy following the procedures
within the <insert name of this project> Document Control Procedure. Documents, drawings and
sketches being submitted by post must be submitted in hard and CD copy format.
All Project Team members should obtain access onto the Expedition system and go through the
training related to the software; this training is provided by <designated entity> and should be requested
via the Document Controller. As a safeguard all incoming correspondence, once logged into Expedition,
should also be emailed to team members on the distribution list.
17.4.2 INCOMING CORRESPONDENCE
Received letters shall be recorded in Expedition by the document controller. All received letters are to
be reviewed and distributed or approved by the Project Manager.
17.4.3 OUTGOING CORRESPONDENCE
Letters should be generated through Expedition, the letter printed on Project Headed paper, signed by
the Project Manager, scanned and sent to the Document Controller for issue.

17.5 MEETING MANAGEMENT
17.5.1 MEETINGS SCHEDULE
Table 51 sets out the regular meetings to be held on the project.
Table 51 - Regular Project Meetings
FREQUENCY /
No MEETING CHAIR PURPOSE OUTPUT
TIMING
1.
2.
3.
4.

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17.5.2 MEETINGS MINUTES
Minutes should be recorded for all meetings. Minutes generated within Expedition record actions as
new, old or closed. All minutes, whether generated in expedition or not, should be printed on Project
headed paper, signed, scanned and given to the Document Controller for issue.
17.6 STAFF BRIEFINGS
17.6.1 STAFF INDUCTION
Induction briefings to all new staff working on the project shall be conducted by the relevant line
manager. The content of this induction shall include:
 Overview of the suite of procedural and project documents

 An explanation on the contents within the Project Execution Plan
 Project scope
 Organisation, roles and responsibilities
 Document hierarchy
 Change control
 Document control
17.6.2 STAFF TRAINING
Training courses that are required for the project:
 Insert
17.7 SOFTWARE
Table 52 describes software packages which have been authorised and licensed for use on the Project,
including versioning.
Table 52 – Software Usage
No FUNCTION APPROVED SOFTWARE PACKAGE VERSION
1.
2.
3.
4.

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18 STAKEHOLDER MANAGEMENT
18.1 STAKEHOLDER MANAGEMENT OVERVIEW
The purpose of Manage stakeholders is to give appropriate understanding and attention to

stakeholders’ needs and expectations. This process includes activities such as identifying stakeholder
concerns and resolving issues.
18.2 STAKEHOLDER MANAGEMENT ROLES AND RESPONSIBILITIES
The key stakeholders and their respective liaison manager are provided in Table 53 below:
Table 53 - Stakeholder Management Roles & Responsibilities
No STAKEHOLDER LEAD ROLE
1.
2.
3.
4.
18.3 IDENTIFICATION AND CLASSIFICATION OF STAKEHOLDERS
The stakeholder management process commences with identification of all stakeholders that can affect,
or be affected by the project, directly or indirectly. During the lifetime of the project; stakeholders may
come and go depending on the activities at any one time.
In identifying the stakeholders on the project, the following questions were considered:
 Who is affected by the plan?

 Who has an interest in the plan and its outcomes?
 Who can affect the plan’s adoption, implementation or execution?
 Who has expressed an opinion on the stakeholder issues involved?
 Who, because of demographic or other characteristics, ought to care or might care about the
plan?
 Project charter  Stakeholder register

 Project organization chart
Figure 19 – Identification and Classification of Stakeholders – Section 4.3.9 ISO 21500:2012

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18.4 STAKEHOLDER MANAGEMENT PHASES
All projects are split into distinct phases. This project is currently moving from the [insert] phase into
the [insert] phase.
18.5 STAKEHOLDER MANAGEMENT PROCESS
Any person looking to liaise with a stakeholder must firstly liaise with the person identified in Table 53
above to ensure that the particular stakeholder is being managed effectively. Issues raised during
stakeholder liaison must be fed back to the responsible person to ensure all issues are captured.
The responsible person co-ordinates all activities in relation to their stakeholder and must record all
stakeholder issues. Issues involving changes are dealt with using the Change Management
Procedure.
A stakeholder register will be kept that can be accessed by all relevant members of the Project Team,
and it is the responsibility of all team members to keep the register updated as consultation progresses
by forwarding any updated information to the appointed editor which requires inclusion in the Register.
The project will maintain a register of all commitments made to Stakeholders. The register shall track
progress in implementing the commitments.
Regular internal meetings will be convened between the persons responsible for stakeholder liaison to
discuss and agree the best course of action for each stakeholder where applicable. Stakeholder issues
will also feed into project development through the series of meetings.
 Stakeholder register  Change requests

 Project plans
Figure 20 – Stakeholders Management Process – Section 4.3.10 ISO 21500:2012
18.6 STAKEHOLDER COMMUNICATIONS PLAN
The Project has developed a Stakeholder Communications Plan; the purpose of this plan is to ensure
effective communications with stakeholders in relation to the development and implementation of plans
for the delivery this project.
 The plan covers the period from
18.7 STAKEHOLDER COMMITMENTS TO DATE
 Insert
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Generic Project Execution Plan Template

Method · November 2020

Jose Agustin Gonzalez

Power Boilers Efficiency Improvement View project

The user has requested enhancement of the downloaded file.

PROJECT EXECUTION PLAN

Compiled and Edited

REV UPDATES SIGN OFF DATE

JOSÉ AGUSTÍN GONZÁLEZ II

Date of Creation Sunday, November 29, 2020

JOSÉ AGUSTÍN GONZÁLEZ III

1.1 INTRODUCTION ........................................................................................................................... 13

1.2 OBJECTIVE OF DOCUMENT ....................................................................................................... 13

1.3 RESTRICTIONS AND CONFIDENTIALITY .................................................................................. 14

2 PROJECT/PROGRAMME DETAILS ........................................................................................................ 15

3 PROJECT DOCUMENTS ......................................................................................................................... 15

3.1 PROJECT CHARTER ................................................................................................................... 15

3.2 PROJECT PLANS ......................................................................................................................... 16

4 PROJECT OVERVIEW ............................................................................................................................. 18

4.1 PROJECT INTRODUCTION, BACKGROUND AND HISTORY .................................................... 18

4.2 PROJECT OBJECTIVES .............................................................................................................. 18

4.3 PROJECT SCOPE ........................................................................................................................ 18

4.3.1 PROJECT ASPIRATIONS ............................................................................................... 18

4.3.2 SCOPE OF UNCERTAINTIES ......................................................................................... 18

4.3.3 CONTROL SCOPE .......................................................................................................... 19

4.4 PROJECT WORK BREAKDOWN STRUCTURE .......................................................................... 20

4.4.1 WORK BREAKDOWN STRUCTURE .............................................................................. 20

4.5 DEFINE ACTIVITIES ..................................................................................................................... 21

4.5.1 ACTIVITY LIST ................................................................................................................ 21

4.6 PROJECT INTERFACES .............................................................................................................. 22

4.6.1 INTERFACES WITH PROJECT´S EXTERNAL ENVIRONMENT ................................... 22

4.6.2 INTERFACES WITH THE REST OF THE (MATRIX) ORGANISATION .......................... 22

4.6.3 INTERNAL PROJECT INTERFACES .............................................................................. 22

4.7 PROJECT ASSUMPTIONS .......................................................................................................... 23

4.8 PROJECT PHASES PROCESS MAP ........................................................................................... 23

5 PROJECT ORGANISATION AND AUTHORITY ...................................................................................... 24

5.1 ESTABLISH PROJECT TEAM ...................................................................................................... 24

5.2 PROJECT GOVERNANCE ISO 21500:2012 ................................................................................ 24

JOSÉ AGUSTÍN GONZÁLEZ IV

5.3 KEY ROLES AND RESPONSIBILITIES ........................................................................................ 25

5.4 PROJECT ORGANISATION CHART ............................................................................................ 26

5.5 PROJECT RESPONSIBILITY MATRIX......................................................................................... 27

6 PROJECT SCHEDULE MANAGEMENT .................................................................................................. 28

6.1 PROGRAMME MANAGEMENT PROCEDURES ......................................................................... 28

6.2 PROGRAMME MANAGEMENT ROLES AND RESPONSIBILITIES ............................................ 28

6.3 PROGRAMME OVERVIEW .......................................................................................................... 28

6.3.1 SCHEDULE HIERARCHY ............................................................................................... 28

6.3.2 PROJECT MILESTONES ................................................................................................ 29

6.3.3 MASTER PROGRAMME ................................................................................................. 30

6.4 PROGRAMME UPDATE PROCEDURE ....................................................................................... 30

6.5 PROGRAMME BASELINE REVIEW PROCEDURE ..................................................................... 30

6.6 PROGRAMME PROGRESS UPDATE AND REVIEW .................................................................. 30

6.7 PROGRESS REPORTING ............................................................................................................ 30

6.8 PROGRESS MEETINGS .............................................................................................................. 31

7 PROJECT BUDGET/COST MANAGEMENT ........................................................................................... 32

7.1 COST MANAGEMENT PROCEDURES ....................................................................................... 32

7.2 BUDGET/COST MANAGEMENT ROLES AND RESPONSIBILITIES .......................................... 32

7.2.1 BASELINE BUDGET........................................................................................................ 33

7.2.2 COST MANAGEMENT AND CONTROL ......................................................................... 33

7.2.3 PROJECT CASH FLOW .................................................................................................. 33

7.2.4 MANAGEMENT OF COMMERCIALLY SENSITIVE COST INFORMATION ................... 33

7.3 BUDGET UPDATE PROCEDURE ................................................................................................ 33