Rawalpindi-Islamabad Metro Bus Project

Course: Project Management

MBA 4E

Group Members
Muhammad Zia Ul Shams
Hassan Abbas
Saad Zahid
Ch Hassan Saifullah

Shoaib Nadir
Muhammad Umair

Contents
BACKGROUND: ........................................................................................................................ 3
Brief about the company ........................................................................................................ 3
About the project .................................................................................................................... 3
Objective of the project........................................................................................................... 4
Feasibility Methodology .......................................................................................................... 5
Project Management office (PMO) ......................................................................................... 5
RAWALPINDI-ISLAMABAD METRO BUS SERVICE ROUTE ................................................... 6
WORK BREAKDOWN STRUCTURE ......................................................................................... 7
PHASES OF MBS RAWALPINDI-ISLAMABAD ......................................................................... 8
Phase-to-Phase Relationships ............................................................................................... 9
Enterprise Environmental Factors .......................................................................................... 9
ORGANIZATIONAL STRUCTURE:...........................................................................................10
PROJECT CHARTER ...............................................................................................................11
General Information ..............................................................................................................11
Executive Summary ..............................................................................................................11
Project Purpose.....................................................................................................................11
Assumptions ........................................................................................................................12
Project Authority ....................................................................................................................12
Project Manager ....................................................................................................................12
Project Organization Description ...........................................................................................12
Resources .............................................................................................................................13
SOME IMPORTANT STAKEHOLDERS ....................................................................................14
PROJECT SCOPE ....................................................................................................................15
SECTION 2: Project Scope ...................................................................................................17
Project Scope........................................................................................................................17
Section 3: project mile stones................................................................................................17
CHANGE MANAGEMENT ........................................................................................................18
COMMUNICATION MANAGEMENT .........................................................................................18
PROCUREMENT MANAGEMENT ............................................................................................18
RESOURCE MANAGEMENT ...................................................................................................19
OUTSTANDING ISSUE ........................................................................................................19
APPROVALS AND PAYMENT OPTIONS .............................................................................19
REFRENCES ........................................................................................................................19
PROJECT FEASIBILITY REPORT ...........................................................................................20
Background ...........................................................................................................................20
Market Viability ......................................................................................................................20

Target Market ........................................................................................................................20

Competitive Advantage .........................................................................................................20
Environment and climate feasibility .......................................................................................21
Positive and Negative Impacts of Project: .............................................................................21
Cost.......................................................................................................................................22
PROJECT HUMAN RESOURCE MANAGEMNET PLAN ..........................................................23
Purpose ................................................................................................................................23
Scope....................................................................................................................................23
Staff Management Process Flow ...........................................................................................23
Staff Planning .......................................................................... Error! Bookmark not defined.
Project Organization Chart ....................................................................................................23
Staff Estimates ......................................................................................................................23
Staff Acquisition ....................................................................................................................24
Internal Acquisition ............................................................................................................24
Staff Training .........................................................................................................................25
Ongoing Staff Training ......................................................................................................25
Staff Transition ......................................................................................................................25
Transition to other Projects ................................................................................................25
Transition at Project Completion........................................................................................25
Roles and Responsibilities ....................................................................................................25
Project Manager ....................................................................................................................25
COMMUNICATION MANAGEMENT PLAN ..............................................................................26
Communications Management Approach ..............................................................................27
SCHEDULE MANAGEMENT PLAN ..........................................................................................27
Introduction ...............................................................................................................................27
Purpose of the Schedule Management Plan .........................................................................27
Project Schedule ...................................................................................................................27
Potential Causes of Schedule Slippage .................................................................................27
Project Control Procedures ...................................................................................................28
Identification of Schedule Problems ..................................................................................28
Resolution of Schedule Problems .........................................................................................28
Appendix ...................................................................................................................................29

BACKGROUND:
Since the twin cities are hub of economic, political, and educational activities, significant commuting
takes place between the twin cities and adjoining areas.

The available public transport is dominated by the private sector, contributing to about 35 per-cent of
the share of overall modes of transportation. This share is now declining due to poor service and
widespread customer dissatisfaction with the available options. The people travelling by public
transport are passing through double agony because despite getting high fares, the transporters do not
finish their routes, thus making the commuters pay extra fare for reaching their destinations by changing
two vehicles from Saddar to Pak Secretariat. Moreover, during peak hours, vehicles are overloaded.

Therefore, the existing public transport system requires a major uplift in level of service and quality. In
order to tackle this problem and provide improved quality of public transport, Government of Punjab,
Rawalpindi Development Authority (RDA) decided to construct the Metro Bus System (MBS) in
Islamabad.
Brief about the company:
Rawalpindi Islamabad Metro Bus project has been divided into two parts i-e Rawalpindi and Islamabad.
Further the Rawalpindi part has been divided into three packages. Each package has been assigned to
three different companies. Package I (Flash man hotel to committee chowk) has been awarded to Zahir
Khan & Brothers pvt ltd. Zahir khan & Brothers As a preeminent infrastructure company established over
four decades ago, Zahir khan & Brothers has, over the years, strongly anchored itself to Pakistans
Development efforts. At the time of its conception the company operated solely within Baluchistan
region, but with the passage of time they have expanded the scope of their operations throughout the
country. Today it is acknowledged as a company that continues to empower Pakistan, enabling the
nation to surge ahead in different core sectors. At the heart of all development efforts is the attempt to
touch and improve the quality of lif
About the project
The Metro Bus service Rawalpindi-Islamabad consists of approximately 23 km that starts from flash man
hotel Rawalpindi and end at prime minster secretariat Islamabad. The project has been divided into two

parts i-e

Rawalpindi

Islamabad

The Rawalpindi part is further divided into three packages i-e

Package I (Flash man Hotel to committee chowk)

Package II (Committee Chowk to sixth road)

Package III (Sixth road to IJP road Rawalpindi)

The Islamabad Corridor of MBS starts from end of Faizabad interchange at IJP Road at this point. It
runs in between at-grade and takes right turn on 9th Avenue. Along Ninth Avenue (Islamabad) crosses
Kashmir Highway and turns to Jinnah Avenue and ends at Civil Secretariat. The total length of MBS
Islamabad will be 13.6 km. The Islamabad part has been further divided into five packages

Package I:

Faizabad to Peshawar Modr

4.4 km

Package II:

Interchange Peshawar Modr

1.1 km

Package III:

Peshawar Modr to Centaurus

2.9 km

Package IV:

Centaurus to Shaheed-e-Millat 3.1 km

Package V:

Shaheed-e-Millat to Secretariat 2.156 km

Objective of the project

The overall objective of the proposed project is to augment public transport services in the city with
provision of safe, efficient and comfortable traffic facility to the commuters of the area. The proposed
project will greatly benefit the commuters by providing better quality and environmental friendly public
transport, reducing number of vehicles on the road, thus reducing fuel consumption and consequent air
emissions from vehicular exhaust. Implementation of the project is envisaged having the following
specific objectives:

To facilitate intercity movement of passengers at low cost, high capacity and dedicated lanes
to avoid disruption on the existing flow of traffic;

To provide the public with environmental friendly public transport;

To provide transport safety, transport productivity, travel reliability, travel choices, and social
equity;

To reduce the traffic conflicts/accidents due to reduction in number of vehicles on road;

To help save the travelling time by reduction in traffic congestion;

To reduce the fuel consumption by reducing the demand of private vehicle etc;

To reduce the, noise and air pollution resulting from vehicular exhaust; and

To provide an opportunity to laborers and skilled/unskilled staff to work in the project area

Feasibility Methodology:
The methodology adopted to conduct this study was as follows:

Meetings and discussions were held among the members of the EIA consulting team, design
engineers and proponent. This activity was aimed at achieving a common ground of
understanding of various issues of the study.

Planning was carried out to assess data requirements and their sources; time schedules and
responsibilities for their collection; logistics and facilitation needs for the execution of the data
acquisition plan.

Primary and secondary data were gathered through observations during the field survey,
environmental monitoring in the field, concerned departments and published materials to
establish baseline profile for physical, biological and socio-economic environmental conditions.

The impacts of the project on the physical, biological and socio-economic environment
prevalent in the project area were visualized at the design, construction and operational phases.

The adequate mitigation measures and implementation mechanisms were proposed so that the
proponent could incorporate them beforehand in the design phase.

Project Management office (PMO)

Organizational body or entity assigned various responsibilities
related to the centralized and coordinated management of projects under its domain, For MBS the PMO
office is in F-11 Islamabad. The office is involved in managing the overall operations and resource
allocation.

RAWALPINDI-ISLAMABAD METRO BUS SERVICE ROUTE

WORK BREAKDOWN STRUCTURE

RawalpindiIslamabad MBS

Islamabad Phase

Rawalpindi Phase

Package I

Package I

Package II

Package II

Package III

Package III

Package IV

Package V

PHASES OF MBS RAWALPINDI-ISLAMABAD

Phase-to-Phase Relationships:
When projects have more than one phase, the phases are part of a generally sequential process
designed to ensure proper control of the project and attain the desired product, service, or result. For
MB project Phase to phase relationship is being used for example after the feasibility phase, land
acquisition phase, earth work, piers and then the bridge. In other words its a step by step sequential
process.
Enterprise Environmental Factors:

Disturbance in the daily routine activities of locals and the people visiting educational and
health facilities, like; Hamdard University, Virtual University, the University of Lahore, Allama
Iqbal Open University, Kulsoom International Hospital, Polyclinic etc. during construction;

Air and noise pollution due to the operating of construction machinery during construction
phase of the project;

Solid waste generation during construction and operation;

Generation of municipal waste water and wastewater from construction activities;

Accidental leaks/spills of hazardous chemicals from construction activities and machinery;

Health and safety issues of the workers;

Contamination of water body by construction activities;

Removal of vegetation;

Visual impact in cause of fenced dedicated MBS lane;

trash pooling resulting from improper drainage system and consequent Inconvenience to the
public;

Land Acquisition and Resettlement; and

Relocation of public utilities.

ORGANIZATIONAL STRUCTURE:
The Organizational structure is projectized in which the project manager has full
authority to assign priorities, apply resources, and direct the work of persons assigned to the project.

10

PROJECT CHARTER
General Information.
Project Title: Rawalpindi-Islamabad Metro Bus Project (Package I)
Points of Contact
Position

Title / Name / Organisation

Project Sponsor

Punjab-federal Government of

Phone

Authorization

Pakistan
Project Director

Zahid Saeed

Resource 1

Fahad Aslam

Executive Summary

The Metro Bus service Rawalpindi-Islamabad consists of approximately 23 km that starts from flash man
hotel Rawalpindi and end at prime minster secretariat Islamabad. The people travelling by public transport
are passing through double agony because despite getting high fares, the transporters do not finish their
routes, thus making the commuters pay extra fare for reaching their destinations by changing two vehicles
from Saddar to Pak Secretariat. Moreover, during peak hours, vehicles are overloaded. Therefore, the
existing public transport system requires a major uplift in level of service and quality. In order to tackle this
problem and provide improved quality of public transport, Government of Punjab, Rawalpindi
Development Authority (RDA) decided to construct the Metro Bus System (MBS) in Islamabad.
Project Purpose

The overall objective of the proposed project is to augment public transport services in the city with
provision of safe, efficient and comfortable traffic facility to the commuters of the area. The proposed
project will greatly benefit the commuters by providing better quality and environmental friendly public
transport, reducing number of vehicles on the road, thus reducing fuel consumption and consequent air
emissions from vehicular exhaust

11

Assumptions

The people travelling by public transport are passing through double agony because despite
getting high fares, the transporters do not finish their routes, thus making the commuters
pay extra fare
There is no pre existing quality transport facility in the twin cities
It will provide transport safety, transport productivity, travel reliability, travel choices, and
social equity;
To reduce the traffic conflicts/accidents due to reduction in number of vehicles on road;
To help save the travelling time by reduction in traffic congestion;
To reduce the fuel consumption by reducing the demand of private vehicle etc

Project Authority
Authorization

Zahir Khan & Brothers

According to the company policy, director North is the sole signatory for all project related
matters.
CEO : Mr. Zahir Khan

Project Manager

Project Manager: Mr. Mohabat khan

Role and Responsibilities: Overlook the entire project and assign responsibilities and tasks to
the relevant team members. Also involved in Intiating , planning , executing , monitoring and
controlling and closing phase of the project.

Project Organization Description

Quetta Based international company

Provides Construction and Engineering services

12

Resources
Resources

Allocation And Source

Funding

Sponsor Funded

Project Team

Project Manager: Overlook the entire project throughout its life cycle,
measuring project progress and conforming to the quality standards
(QA).

Project Team Lead: Supervising the project technical team, involved in

the monitoring and controlling phase of the project. Reporting all
changes, issues and progress to the Project Manager.

Project Team Members:

o

Member A : Responsible for procurement

Member B : Responsible for Building and Facilities

Member C : Human Resource Manager (Acquiring and Training)

Member D : Responsible for Feasibility and cost Analysis

Member E: Risk Manager( Handling Risks)

Facilities

Transportation, Accommodation , Food

Equipment

Machinery for Land , installation of equipment , tools and building material

Software Tools

CAD for designing , Microsoft Project , Microsoft Office

Other

13

SOME IMPORTANT STAKEHOLDERS

Project Sponsor
The project sponsor is the champion of the project and has authorized the project by signing the project
charter. The project sponsor for MBS is Punjab and Federal Government. This stakeholder is responsible
for the funding of the project and is ultimately responsible for its success. Since the Project Sponsor is at
the executive level communications should be presented in summary format unless the Project Sponsor
requests more detailed communications.
Project Manager
The Project Manager has overall responsibility for the execution of the project. The Project Manager
manages day to day resources, provides project guidance and monitors and reports on the projects
metrics as defined in the Project Management Plan. As the person responsible for the execution of the
project, the Project Manager is the primary communicator for the project distributing information
according to this Communications Management Plan.
Project Team
The Project Team is comprised of all persons who have a role performing work on the project. The
project team needs to have a clear understanding of the work to be completed and the framework in
which the project is to be executed. Since the Project Team is responsible for completing the work for
the project they played a key role in creating the Project Plan including defining its schedule and work
packages. The Project Team requires a detailed level of communications which is achieved through day
to day interactions with the Project Manager and other team members along with weekly team
meetings.
Performing Organization:
Zahir khan & Brothers has, over the years, strongly anchored itself to Pakistans Development efforts. At
the time of its conception the company operated solely within Baluchistan region, but with the passage
of time they have expanded the scope of their operations throughout the country.

14

PROJECT SCOPE
Project Overview

Since the twin cities are hub of economic, political, and educational activities, significant commuting
takes place between the twin cities and adjoining areas.

The available public transport is dominated by the private sector, contributing to about 35 per-cent of
the share of overall modes of transportation. This share is now declining due to poor service and
widespread customer dissatisfaction with the available options. The people travelling by public
transport are passing through double agony because despite getting high fares, the transporters do not
finish their routes, thus making the commuters pay extra fare for reaching their destinations by changing
two vehicles from Saddar to Pak Secretariat. Moreover, during peak hours, vehicles are overloaded.

Therefore, the existing public transport system requires a major uplift in level of service and quality. In
order to tackle this problem and provide improved quality of public transport, Government of Punjab,
Rawalpindi Development Authority (RDA) decided to construct the Metro Bus System (MBS) in
Islamabad.
About the project
The Metro Bus service Rawalpindi-Islamabad consists of approximately 23 km that starts from flash man
hotel Rawalpindi and end at prime minster secretariat Islamabad. The project has been divided into two
parts i-e

Rawalpindi

Islamabad

The Rawalpindi part is further divided into three packages i-e

Package I (Flash man Hotel to committee chowk)

Package II (Committee Chowk to sixth road)

Package III (Sixth road to IJP road Rawalpindi)

The Islamabad Corridor of MBS starts from end of Faizabad interchange at IJP Road at this point. It
runs in between at-grade and takes right turn on 9th Avenue. Along Ninth Avenue (Islamabad) crosses

15

Kashmir Highway and turns to Jinnah Avenue and ends at Civil Secretariat. The total length of MBS
Islamabad will be 13.6 km. The Islamabad part has been further divided into five packages

Package I:

Faizabad to Peshawar Modr

4.4 km

Package II:

Interchange Peshawar Modr

1.1 km

Package III:

Peshawar Modr to Centaurus

2.9 km

Package IV:

Centaurus to Shaheed-e-Millat 3.1 km

Package V:

Shaheed-e-Millat to Secretariat 2.156 km

Objective/ Purpose
The overall objective of the proposed project is to augment public transport services in the city with
provision of safe, efficient and comfortable traffic facility to the commuters of the area. The proposed
project will greatly benefit the commuters by providing better quality and environmental friendly public
transport, reducing number of vehicles on the road, thus reducing fuel consumption and consequent air
emissions from vehicular exhaust. Implementation of the project is envisaged having the following
specific objectives:

To facilitate intercity movement of passengers at low cost, high capacity and dedicated lanes
to avoid disruption on the existing flow of traffic;

To provide the public with environmental friendly public transport;

To provide transport safety, transport productivity, travel reliability, travel choices, and social
equity;

To reduce the traffic conflicts/accidents due to reduction in number of vehicles on road;

To help save the travelling time by reduction in traffic congestion;

To reduce the fuel consumption by reducing the demand of private vehicle etc;

To reduce the, noise and air pollution resulting from vehicular exhaust; and

To provide an opportunity to laborers and skilled/unskilled staff to work in the project area

16

SECTION 2: Project Scope

Project Scope

Fixed Price Contract

Procurement of land

Structural Dimensions

Architectural Designs and Maps

Casting Working Piles (Inset with reverse rotary system)

Piers Shafts ( Steel form work with batching plant concrete)

Transform (Steel form work with concrete pump & batching plant)

R.C.C Box Girder precast pre-stressed

Earth Work ( Approved Rollers

Marketing Strategy And Mix

Section 3: project mile stones

Composite Approval from authorities / NOC's

Architectural Drawings

Foundation excavation

Project Manager will maintain all project documents and schedule

In the event that the Project Manager subcontracts work, all subcontractors employees will be
verified by the Project Manager to be bonded and will hold trade licenses and credentials.

Project Manager has agreed to the terms of the fixed price contract and schedule.

During planned project execution, Project Manager will provide periodic progress reports to the
sponsor.

Following any schedule delay, Project Manager agrees to provide progress reports on a weekly basis
until the schedule has been caught up.

17

CHANGE MANAGEMENT

Change log maintained by the project manager.

Project manager will co-ordinate with the sponsor with the change request and business case
/justification.

Sponsor will approve the change.

Cost manager will verify the cost implications pertaining to the change.

The change will be updated in the project management plan and the update represented.

The change will also by verified by the risk manager.

COMMUNICATION MANAGEMENT

The sponsor will be notified by the Project Manager via e-mail or telephone of all the urgent issues.
Issue notification will include the time constraints and the impacts that shall notify the urgency of
the request.

The progress report will be presented by the Project manager to the management and the team
leaders.

Weekly meetings will be conducted between the Project Manager and the Managers.

Change will be communicated and implemented in a timely fashion.

PROCUREMENT MANAGEMENT
The Procurement Manager will maintain a Procurement Management Plan in accordance with the
Project Plan. The procurement plan will document the following:

How / when and by what means the resources(material, equipment, etc.) will be contracted

All procurements will be monitored by the procurement manager and project manager shall be kept
in loop at all times.

In an event of any change in the scope, it shall be the responsibility of the project manager to notify
the procurement manager in a timely manner and the procurement manager will acquire the
relevant resources.

All procurements shall be obtained through open bid in order to obtain the best quality in the least
possible price. (construction equipment)

18

Procurement process

Procurement of material required for the initial testing will be done by the project manager as per
the requirement provided by the sponsor.

In case of sub-contraction involvement, PM will be responsible for the monitoring and controlling of
the material and service.

RESOURCE MANAGEMENT
All materials and services to be delivered as part of the project along with cost estimates and quality
information.
OUTSTANDING ISSUE
Project manager will be responsible not only for workmanship but also for all reporting and report
related matters, change requests, Etc.

Any delay caused by the sponsor will be charged accordingly man hours, opportunity cost, time
delay cost.

Third party liability insurance by AA rated company.

All employee health and life insurance policy.

APPROVALS AND PAYMENT OPTIONS

As stated in the charter it is the responsibility of the sponsor to get all Initial Approvals pertaining to
the project such as NOC , CDA approval , WAPDA , etc.

All payments will be through cheques ( Postal Orders / Bank Drafts)

No payment shall be delayed more than one week from the date of invoice.

Project Manager will be part of all invoicing details.

REFRENCES

All CDA/RDA bylaws will be followed with prior approval.

All architectural designs and blue prints of the project will be submitted to CDA/RDA for approval
and record purposes.

19

PROJECT FEASIBILITY REPORT

Background:

The people of Twin cities travelling by public transport are passing through double agony because despite
getting high fares, the transporters do not finish their routes, thus making the commuters pay extra fare for
reaching their destinations by changing two vehicles from Saddar to Pak Secretariat. Moreover, during peak
hours, vehicles are overloaded.

Therefore, the existing public transport system requires a major uplift in level of service and quality. In
order to tackle this problem and provide improved quality of public transport, Government of Punjab,
Rawalpindi Development Authority (RDA) decided to construct the Metro Bus System (MBS) in
Islamabad. The total length of the route from Saddar to Pak Secretariat will be approximately 23 KM.
The route will consist of 24 Bus Stations, TEN bus stations will be established in Rawalpindi and Fourteen
in Islamabad. An 8.6 KM elevated track, consisting of 10 bus stops, would be constructed from
Flashmans Chowk in Saddar to Faizabad. From Faizabad it turns towards Islamabad using IJP Road and
enters Jinnah Avenue via 9th Avenue and continues towards Pak Secretariat.

Market Viability:
Since the twin cities are hub of economic, political, and educational activities, significant commuting
takes place between the twin cities and adjoining areas. The need of such quality transport system is
necessity.
Target Market;
The target audience for this project is the general population of Rawalpindi and Islamabad, travelling daily
between the twin cities.
Competitive Advantage
Metro bus service is one unique of its kind; it will provide quality and environmental friendly transport
facility to the public.

Will provide transport safety, transport productivity, travel reliability, travel choices, and
social equity;

Will reduce the traffic conflicts/accidents due to reduction in number of vehicles on road;

Will help save the travelling time by reduction in traffic congestion;

20

Will reduce the fuel consumption by reducing the demand of private vehicle etc;

Environment and climate feasibility

The physical environment includes topography, geology and soils, climate, hydrology and drainage, land
use, surface water and quality, groundwater and quality, ambient air quality, noise levels, floods and
seismicity.
The climate of the project area is hot in summer and moderate in winter. The coldest month is
December and the hottest is June. Flood discharges have also been reported at various locations along
the Nullah Lai. According to the Seismic Zoning Map (prepared by Pakistan Meteorological Department),
the proposed Project falls in Zone 2 B (Moderate), where 2B represents peak horizontal ground
acceleration from 0.16 to 0.24 g.
Positive and Negative Impacts of Project:
The proposed project will have both positive and negative impacts during the construction and
operational phases, for which proper mitigation measures are necessary. During the field survey,
significant efforts were made to identify the main social, cultural and environmental issues related to
the project. Various government departments and agencies were also contacted for obtaining salient
information along with area resident/ stakeholders. Most of the perceived impacts are during
construction phase. Following is the list of main concerns identified in the study:

Disturbance to the public movement during construction;

Excavation and Vibrations due to construction machinery may affect the structure stability of
the buildings during construction.

Disturbance in the daily routine activities of locals and the people visiting educational and
health facilities, like; Hamdard University, Virtual University, the University of Lahore, Allama
Iqbal Open University, Kulsoom International Hospital, Polyclinic etc. during construction;

Air and noise pollution due to the operating of construction machinery during construction
phase of the project;

Solid waste generation during construction and operation;

Generation of municipal waste water and wastewater from construction activities;

Accidental leaks/spills of hazardous chemicals from construction activities and machinery;

21

Health and safety issues of the workers;

Contamination of water body by construction activities;

Removal of vegetation;

Visual impact in cause of fenced dedicated MBS lane;

trash pooling resulting from improper drainage system and consequent Inconvenience to the
public;

Land Acquisition and Resettlement; and

Relocation of public utilities.

Cost:
The total cost of package I is expected to be Rs 4,701,404,017/. Break up of cost is given below

Sr No

Description

Amount in Rs.

Earth work & Allied Activities

21,470,780/-

Sub-base & base

194,537,100/-

Surface Courses & Pavement

120,413,600/-

4.1

Structure (Elevated flyovers for MBS)

3,752,640,590/-

4.2

Structure(NJB/Rigid pavement)

22,259,220/-

4.3

Structure( Pedestrian Bridges)

230,690,400/-

4.4

Structure (Bus Stations)

125,575,012/-

Drain and Drainage system

152,067,320/-

Ancillary works

117,673,005/-

General items

23,600,000/-

Electrical works

251,765,176/-

Total

5,012,692,20

LESS 6.21% (Rebate)

(311,288,185)

Total Contract Price

4,701,404,017

22

PROJECT HUMAN RESOURCE MANAGEMNET PLAN

Purpose
This document describes the Staff Management Plan for the Package I of the Project. The purpose of the
Staff Management Plan is to capture how the project manager will manage the project staff resources
throughout the life of the project. The Staff Management Plan will make certain the project has
sufficient staff possessing the correct skill sets and experience to ensure a successful project completion.
Scope
This Staff Management Plan identifies the process and procedures used to manage staff throughout the
projects life. The plan describes the planning and acquisition of staff, describes the responsibilities
assigned to each staff, and discusses transition of staff to other assignments.

Staff Management Process Flow

Project Organization Chart

Staff Estimates
This section describes the type of HR and their quantity that will be required for completion of the
project. Approximately 400 employees working on the package I, Employees include
Project Manager
Procurement and Logistics Manager

23

 Construction Manager
Construction Workers
Human Resource Manager
Finance and Accounts Manager
Budget Control Team Lead
Risk Manager
Chief Mechanical Engineer
Civil Engineers
Equipment Deployment Engineer
3rd Engineers
Lead Architect and Designers
Electrical Engineers
Security Guards

Staff Acquisition
Internal Acquisition
This section describes the procedure of internal acquisition of the project staff that will not be hired but
will be moved to this project from some other project. Project Manager will assign the existing resources
as and when required by the Project Manager during different phases of the project.
Selection/Recruitment
HR Manager will schedule interviews for the shortlisted candidates. The interviews will be conducted by
HR Manager, Project Manager and respective Manager of the concerned department. After the first
round of interviews, HR Manager will further shortlist the candidates and call the candidates for final
round of interviews

24

Staff Training
Ongoing Staff Training
At the start of the project, the direct or functional managers would review their staff skill sets against
any new roles or responsibilities needed for the phase. Each manager and their staff should discuss
where additional training might be needed to ensure staff has the necessary skills to execute the
activities for each project phase.
Staff Transition
Transition to other Projects
The project manager is responsible for ensuring any pending work is transferred to a remaining staff
member to ensure timely transition and completion of the work. If appropriate, the receiving staff may
request additional training to support the new responsibilities.
Transition at Project Completion
This section describes the process for transitioning staff once the project is completed. It also describes
how the project or department will help to place staff. This section indicates how staff will be released.
Roles and Responsibilities
This section describes the specific roles and responsibilities as they have been tailored for the project.
These are not meant to be job descriptions, but rather a summary of the responsibilities for each role.
Project Manager
The Project Manager is accountable to the Project Director for all the project office management related
activities. The Project Manager plans, guides, and oversees the day-to-day internal activities that support
the Project Office, and assists in the development of the master project schedule and all other project
work plans. The Project Manager is accountable for the development, maintenance, and adherence to
the Project Office infrastructure and supporting methodologies (e.g. processes, procedures, standards,
and templates) that are in compliance with organizations Best Practices and policies.

25

COMMUNICATION MANAGEMENT PLAN

The purpose of the Communications Management Plan is to define the communication requirements for
the project and how information will be distributed throughout the project. The Communications
Management Plan defines the following:

Communication requirements based on roles

What information will be communicated

How the information will be communicated (Mode of Communication)

Frequency of the distributed information

Who does the communication

Who receives the communication

This Communications Management Plan sets the communications framework for this project. It will
serve as a guide for communications throughout the life of the project and will be updated as
communication needs change. This plan identifies and defines the roles of persons involved in this
project. It also includes a communications matrix which maps the communication requirements of this
project. An in-depth guide for conducting meetings details the communications rules and how the
meetings will be conducted, ensuring successful meetings. A project team directory is included to
provide contact information for all stakeholders directly involved in the project.

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Communications Management Approach

The Project Manager will take a proactive role in ensuring effective communications on this project. The
communications requirements are documented in the Communications Matrix presented in this
document. The Communications Matrix will be used as the guide for what information to communicate,
who is to do the communicating, when to communicate it and to whom to communicate.

SCHEDULE MANAGEMENT PLAN

Introduction
Purpose of the Schedule Management Plan
The Schedule Management Plan has the following purposes:

To present the schedule of the project;

To identify factors that will tend to delay the schedule; and
To describe procedures that will be used to deal with schedule slippages.
Project Schedule
The detailed project schedule is provided in Appendix A.

Potential Causes of Schedule Slippage

Following is a list of the factors that could lead to a slippage in the schedule.
Project activities require more effort than planned;
Project staff requires more training or experience to meet the estimates;
Additional activities beyond those planned are required;
Specific technical skills were assumed in the plan that is not available;
Customer decision are not made in a timely manner; or
The review and approval of deliverables takes longer than planned.

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Project Control Procedures

Identification of Schedule Problems
Weekly review of activity status and estimates to complete work packages. Each current activity will
be reviewed and an estimate to complete (ETC) it will be made. The estimate to complete will be added
to the effort already spent. A potential slippage occurs when that total (EAC) exceeds the original
estimate.
Weekly (or other) review of unplanned requirements such as equipment, staff, or consulting
resources. The adequacy of current resources, human and equipment will be reviewed. A potential
schedule slippage occurs when the need for additional resources is identified.
Weekly (or other) review of customer activities and performance. The response of the customer team
will be reviewed, particularly for current activities. A potential slippage occurs when there are delays in
responsiveness or customer decisions.
Weekly (or other) review of risks and changes to risks. The current status of risks will be reviewed as
described in the Risk Management Plan.
Weekly (or other) review of changes to scope, approved or otherwise The current status of scope
compliance will be reviewed as described in the Scope Management Plan. A potential slippage occurs
when unapproved scope changes are being carried out.
Resolution of Schedule Problems
Resolve the slippage the schedule slippage will be resolved by (adding resources, authorizing overtime,
engaging consultants). The effect of this approach will be to increase costs.
Apply contingency See below for the procedure to apply contingency to a schedule slippage.

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Appendix

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