Southern Edge

<Southern Edge>
Project Initiation Document (PID)

Contents
Project Initiation Document
History...........................
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Revision History........................................
Approvals.....................................................
Distribution................................................
Project Initiation
Document...........................................
1.Purpose of
Document................................................
2.Background.....................................................
3.Project Definition.........................................
4.Assumptions....................................
5. Project Organization
Structure.............................
6. Communications Plan......................................
7. Project Quality Plan.........................................
8. Initial Project
Plan................................................
9. Project Controls..............................................
10. Exception Process....................................
11. Initial Risk Management
Plan........................................
12.Project Filing Structure............................

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Project Initiation Document History

Revision History
Date of this revision:

Revision Previous Summary of Changes Author Chang

date revision es
date marke
d

Approvals
This document requires the following approvals.

Signed approval forms are filed in the Management section of the project files.

Name Signature Title Date of Versio

Issue n

Distribution
This document has been distributed to

Name Title Date of Version

Issue

1.Purpose of the Document:

The purpose of this document is to define ``Southern Edge’’ project in

order to form the basis for the management and assessment of the
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success of the project. This document will allow the Project Board to
ensure the project has a sound basis before allowing major decisions to
be made which may alter significantly the overall aims of the project. It
will act as a base document against which the Project Board and
Project Manager can assess progress, change management issues, and
on-going viability issues.

Information included in the PID will answer the following questions:

• What is the project aiming to achieve?

• Why it is important to achieve it?
• Who will be involved and what are their responsibilities?
• How and when will it happen?

It is essential to obtain a clear view of the final objectives and

outcome, as well as constraints and assumptions that impact on those
responsible for the project. This document outlines all of the essentials
to form a firm foundation for the project, including objectives, business
benefits and risks.

2.Background:
After acquiring the feasibility studies of two lands from Mutual Property
Ltd, a business case was prepared. The business case clearly showed that
undertaking the Gulshan project will add more benefits in long-term than
undertaking Uttara project.

The PID will define the project, to form the basis for its management and
assessment of overall success. The ultimate delivery of the project is in
the responsibility of our course instructor; Mr. Monwar Hossain.

 The project ``Southern Edge’’ is a construction project for luxurious

apartment.
 The 7 storied apartment will consists of 14 flats with high quality
fixtures & fittings.
 The quality of delivery is depended on the consumer expectations.

It is logical to believe that consumer should get what they have paid for.
Since the price of the apartment is usually kept higher than the normal, it is
a must requirement to build a high quality/ upper grade apartment. Along
with the attractive location like Gulshan, it will be easy for the company to
target upper class families.
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3.Project Definition
3.1Project Objectives

The project is completed successfully with Rajuks rules and

regulation.
The project meets the demands of its stakeholders.
The company will receive all payments from previously registered
customers during 3 months after completion.
The company will be able to pay all the debts and liabilities of the
project.
The apartment will reflect the most attractive and modern
architect marvels in Bangladesh

3.2Project Scope
The scope of the project is identified in the table below.

Project Includes:

Project Includes
Review of the issues relating to the project by conducting a meeting with the
Land owners (Mr. Burns)
Involvement of stakeholders

The architect’s design review and acceptance.

Prepare construction drawings
Begin construction process
Complete construction
Close the project after conducting the full inspection

Project Excludes
Arranging a public meeting to present the project and receive public output
Participation in the current REHAB fair to popularize the project
Publishing tender for purchasing the Lift. (In this case the existing company will be
considered to purchase the Lift )

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3.3Method of approach
The approach to this study involves assessing the construction of the
apartment and to assess the constraints, implications and opportunities
surrounding such a project.

The following key tasks will be carried out:

○ Consultation with Stakeholders

○ Discussions with service provider.
○ Collect and review municipality data of the land
○ Land survey report
○ Review and analyze engineering issues/constraints – including land
space, existing structures and road crossing/road space

3.4Constrains

 Project scope – to be agreed at Officer meeting

 Project fee – to be agreed at Office meeting
 Key dates – to be agreed at Office meeting
 Change in government rules and regulations
 Change in the price of apartment.
 Change in internal management decision.
 Price of raw materials may increase. (New budget policy)
 Political uncertainty. ( May affect time schedule)

3.5Interfaces
The project board

T he project manager

The client manager

4.Assumptions
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○ The stakeholders are the project board and the land owner.
○ Water connection issues are carried out by WASA.
○ There will be no political strikes take place in the country during the project.
○ The market for raw materials will remain moderate for some time.

5.Project Organization Structure

Project Management Structure

The project management structure for the ``Southern Edge’’ project is identified
below.

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Role Name Organization
M.D Md. Aminul Islam Mutual Property Limited
D.M.D Md. Bhuyian Mutual Property Limited
Senior Mr. Robiul Islam BSRM
Supplier
Project To be conformed
Manager

6.Communication Plan

Frequency of Method of
Interested Communicati Communication
party Info Required Info Provider on
All Current project activities Project Weekly Status report
stakeholders manager
All Changes or updates to Project As required. Post updates to
stakeholders project plan/schedule manager Maximum extranet & notify
frequency 1 by email
once a week.
Meeting Contact reports/minutes Meeting After all Email
participants organiser meetings
Project board Highlight report Project board, Weekly on Meeting
Project Thursday
manager
MPL project Project review: Project Weekly on Meeting
manager accomplishments & status, manager Thursday
issues, risks, assumptions,
changes, planned activities
for coming week, planned
movements for team
members.

SR Project review: Project Weekly on Meetings & Status

management accomplishments & status, manager Tuesday report
issues, risks, assumptions,
changes, planned activities
for coming week, budgets,
resource usage &
requirements, estimates to
complete.

7.Project Quality Plan

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The quality plan outlines the activities that are to be undertaken to ensure that
MPLs quality standards are met.

Quality Control Processes

Quality of the engineers work required to construct the apartment will be
managed through organised quality review meetings. A record of these
meetings and their outcomes will be kept in the project’s Quality Log
document.
MPL’s quality assurance system aims to detect and eliminate errors as early
as possible.

Quality Responsibilities
Project Manager
• Plan and organise the quality review ensuring that appropriate
reviewers are involved and that they understand their responsibilities.
• Check the product is ready for review.
• Control the review procedure and chair the review meeting, ensuring it
achieves its aims.
• Determine the quality review outcome with the reviewers and ensure
actions and required results are agreed.
• Keep relevant people informed of quality review status.
• Provide final sign-off.
• Plan to overcome any project issues raised through as a result of the
review.
Quality Reviewers
• This role provides an independent and objective view of the product
and measures it against its agreed quality criteria.
• Prepare for the quality review and assess the product against quality
criteria specified in the product description.
• Sign off follow up list of actions and ensure that errors are fully
understood and resolved satisfactorily.
Producer, Technical Team Manager and Design Consultant
• This role is responsible for the professional delivery of a specific
product that meets its stated quality criteria.
• Plan quality reviews in detail.
• Identify quality review resources.
• Monitor quality review progress against the plan.
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• Report progress to the project manager.

Project Board
• Set the quality criteria within the product descriptions created through
the blueprint stage of the project.

Standards
All products and deliverables produced, including documentation, must
conform to the specification and quality criteria set for them.
Product descriptions, such as the Technical Specification, Functional
Specification, Design Document etc. will include outlines of the specific
quality criteria to be met for the products being developed during the build
stage of the project.
All management products (such as the PID, Risk Log, Status Reports, etc.)
must have consistent presentation and be version controlled.

8.Initial Project Plan

The project plan outlines how and when the project activities will occur.

Timeframe Estimates
Phased Delivery Plan
This section outlines the plans for phasing delivery of the full scope of
features and functionality outlined in this document.

Project Milestones Resource Names

Obtaining final approvals
Long Lead Procurement
Mobilize on Site G.C. general management

Site Grading and Utilities "G.C. project management,G.C. general

management[25%]"

Foundations "G.C. project management[25%],G.C. scheduler"

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Steel Erection "G.C. general management[10%],G.C. project

management"

Form and Pour Concrete - Floors and Roof "G.C. project management[50%],G.C.
procurement[50%]"

Carpentry Work "G.C. project management[50%],G.C.

procurement[50%]"

Masonry Work
Roofing
Window Wall and Store Front Closures
Building Finishes
Elevators
Plumbing
Electrical
Heating and Ventilating - AC
Final Clean-up and Occupancy
Complete Final Inspections

9.Project Controls

Controls are about ensuring informed decision-making. The purpose of

controls is to ensure;
• Products produced meet the identified acceptance criteria
• The project maintains its alignment to the Business case
• Work is being carried-out in accordance to the schedule, cost and
resource plan

10.Exception Procedure

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Tolerances are the permissible deviation above and below the project plan’s
estimate of time and cost without escalating the deviation to the next level
of management. If there are indications at any point that that the project is
going to deviate outside of the tolerances outlined below, an Exception
Report will be created and the exception will be raised to the project board.
Project risks and issues will be closely monitored by the project manager to
ensure potential deviation is observed and reported as early as possible.

10.1 Change Management Procedures

It is anticipated that changes may be requested to the scope of the end
products outlined in this document. It must be borne in mind that the
schedule for delivery is extremely tight and that there is no room for
slippage. Change requests may impact upon both the delivery date and the
budget.
All requests that XYZ Plc may have for changes must first be raised
immediately as project issues to the SR project manager, who will log the
issue, and to D.M.D Mr. Bhuyian. He will then review and, if approved,
forward a completed change request forms to the SR project manager. The
SR project manager will carry out an impact assessment, review this with Mr.
Bhuyian, and if it is agreed then that the change will be beneficial to the
project and business outcome, the SR project manager will plan the change
into the schedule and reassess the projects original cost estimates.
To ensure change requests being raised do not impact upon the project
manager’s and development team’s ability to carry out scheduled work, due
to the effort required to carry out impact assessments and to plan in the
work, it is sensible to agree a limit to the number of change requests that
can be raised in any one week. To this end, no more than two change
requests may be raised in any one week.

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11.Initial Risk management Plan

Key to Severity and

Key to Risk Types Likelihood Key to Owners
B – Business H – High
P – Project M – Medium
T – Technical L – Low
S – Security
Content/Creative

Re R Description Probabilit Sever Response O

f. isk y ity of wner
Typ Impa
e ct
1. P Final approval H H MPL to ensure
timeframes too long follow up as
carefully as
possible.
2. P Project being delivered H H Ensure all
late/project going over timeframes are
budget kept to, change is
kept to a
minimum,
resources are
available as
required, scope is
not increased.
3. P Not enough time to M H XYZ Plc to ensure
deliver full scope within preparation and
required timeframes. sign off of
content internally
according to
schedule
4. P Not enough time to M De-scoping and
deliver full scope within the application of
required timeframes. sound
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business/project
management
processes and
components.
5. P Government approval H H Finalize architect
may be time- design very early.
consuming. Start gathering
government
documents
immediately
thereafter.
6. P Schedule has no room H ○ Adhere to
for slippage. all
deadlines
including
deliverabl
es and
review
cycles.
○ Maintain
constant
communic
ation
between
MPL and
SR.
○ Receive
commitme
nt from all
parties to
adhere to
deadlines.
○ Maintain
sound
business
/project
managem
ent
processes

12. Project Filing Structure???

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