Building of a new department of University

Sh Fahad Ahmed

CMS: 26067

Riphah University G7 Campus

 Building of a new department of University

Project Title & description

Project Title: Building of a new department of University

Project Description: The design and construction of a double story department with two labs and 10
rooms for lectures. There would be an additional corridor for the staff rooms. This entire department
building is to handle the students increasing number.

Client & Project objectives

The main objectives include:

 The fulfillment of the university demand for increasing number of students.

 To enhance the profitability through capacity increase.
 Provide a new resource for research and development.

Project Scope

The main scope of this project is to enhance profitability and improve research and
development of the University for the Enhancement of the credibility of the university.

Team members and their roles & responsibilities

S. No. Team Member Roles and Responsibilities

1 Project Manager
2 Contractor
3 Supervisor
4 Civil Engineer
5 Planning Engineer
6 Electrical Engineer
7 Supply chain Manager
8 Warehouse keeper
9 Quality Inspector
10 Coordinator
11 Technical Staff
12 IT staff
13 Operational Staff
Would work for the management of the processes of the project.
Would handle the contracts of the project.
Would supervise the entire project activities.
Would help with design and manufacturing.
Would help in the planning of the project activities.
Would help with the electricity installment
Would manage the shipment order and receive.
Would secure the shipment.
Would check the quality of the work and the material used.
Would facilitate with the information sharing.
Would perform the technical work of the project
Would perform the network installation in the building
Would help with the entire project’s construction and other works.

Major phases of the project

Planning

Project charters and tenders

 Hiring of the field experts

Project working started

Designing

Design of the project proposed

Design of the project reconsidered/revised

Design of the project approved

Construction

Foundations

Pillars

Roofs

Walls

Furnishing and furbishing

Ceiling and floors-

Walls Furbishing

Furniture

Final fittings

Approvals

Final submission

Minor/major revisions

Approved
 Gantt chart

Risk Monitoring Strategy

Planning

The project manager is monitoring in this phase.

He will be collectinsg information through which the work could be proceeded.

There would be a daily basis report generated for maintaining the log.

Designing

The project supervisor under the strict eye of project manager would be responsible for the
monitoring of the phase.

He will be observing the detailed tasks and eliminate the risk with his experiences.

The regular reports would be made for the maintaining of risk logs.

Construction

The project manager is entirely monitoring this phase.

There would be no or very less flaws left with the help of proper implementation of the designs.
 The project manager will generate reports on daily basis which will be an addition in the risk
register.

Furnishing and furbishing

The project manager and the interior designer will be responsible for the monitoring of this
phase entirely.

The work will be completed effectively and efficiently.

The hourly report will be generated to meet the strict deadlines.

Approvals

The PM will be responsible for the monitoring of this phase of the project.

The work will be completed effectively with the help of proper documentation and submissions.

The risk register will be completed at the end with the help of final sign off reporting.

Allied Information

In order to identify and manage risks, you need to know the types of risks inherent in
construction projects. These can be financial, contractual, operational and environmental and can be
caused by both internal and external sources.

 Common risks include:

 Safety hazards that lead to worker accidents and injuries
 Managing change orders
 Incomplete drawings and poorly defined scope
 Unknown site conditions
 Poorly written contracts
 Unexpected increases in material costs
 Labor shortages
 Damage or theft to equipment and tools
 Natural disasters
 Issues with subcontractors and suppliers
 Availability of building materials
 Poor project management

When risks come to fruition, they can have a serious impact on costs, schedules, and
performance of your project which will lead to delays and disputes down the road. The good news is
most of these risks can be managed and mitigated with proper planning and good project management.

Identifying Risks

Now that we’ve discussed some of the risks common on construction projects, it’s time to
identify the risks unique to your project. This should be done as early as possible during the
preconstruction phase of the project. Remember, if you fail to identify and manage a potential risk you
are basically accepting it should it present itself during your project.

Hold brainstorming sessions with the project team and stakeholders to identify risks. At this
point, you aren’t looking to solve any problems. The goal here is to identify as many possible scenarios
that could negatively impact the project. Be sure to rely on the expertise, experience and knowledge
base of your team. Review past projects with similar size, scope, and location you’ve completed to
better understand the risks your current project is facing.

A good way to prevent risks from sneaking up on you as the project progresses is to hold regular
meetings with your project team and stakeholders. In addition to reviewing your current risk
management efforts, you can also use that time to identify any other issues that may pop up in the
foreseeable future.

Managing Risks

Once you’ve identified the potential risks to your project, you now need to sit down and assess
each risk based on the probability of becoming reality and the impact they will have on the project if
they occur. Rank the impact and probability of each risk as high, medium or low. High impact, high
probability risks should be handled first, while risks with a low probability and low impact can be tackled
last. Factor in the amount of time, money and work each risk will require to effectively manage.

Now that you’ve ranked each risk, carefully review each one and determine if you can avoid,
eliminate, reduce, transfer or accept each risk. Avoid the risks. This may mean turning down a project or
negotiating the contract to remove the risks. There’s no shame in walking away from a project if the
risks outweigh the potential rewards.

Transfer the risks. Your company might not be the right fit to manage a particular risk. Work
with the other stakeholders to determine who on the project team is best suited to assume each risk.
Discuss with the client what risks they will assume and which ones you will be responsible for managing.
Work with your insurance provider to determine which risks are covered under your current policies
along with other options for protecting your company against risks.

Mitigate the risks. Eliminating, reducing and accepting risks takes careful planning. Break down
each risk into actionable items. Don’t overcommit your resources to handling multiple risks. You may
need to bring in additional resources, such as hiring more workers or renting additional equipment, to
manage all your risks effectively.

Accept the risks. Agreeing to accept a risk is a decision that shouldn’t be taken lightly. It might
be fine to accept a few low probability, low impact risks. Agreeing to accept a high probability, high
impact risk without any type of management or mitigation could be detrimental to the project and your
bottom line.

Good risk management requires a high level of collaboration and communication with all parties
involved. Keeping everyone on the same page and working together will allow you to identify and
manage risks before they become a problem. Remember, risks can lead to great rewards when
effectively managed.