PROJECT CHARTER

Project Title: ARRABIS Investments Ltd – St. Augustine Townhouse Project

Project Start Date: 13th February 2014 Project End Date: 8th May 2014
Budget Information:

The company has allocated US $7,000,000 for this project. This cost will cover material costs and
labour costs.
Project Manager: Jenelle Skeete Contact Info: j.s.@arrabisinvestments.com; 868-
765-4321
Project Objectives:

1. Clear land to construct townhouses

2. Design modern 15 unit, 3 bedroom, 2 ½ bathroom townhouse complex
3. Construct townhouses
4. Market townhousesC1
5. Organize sale of townhouses
Success Criteria:
The project will be successful if it meets all requirements such as, it should be completed on time, the
architectural design is pleasing to the sponsor and all 15 units are sold.
Approach:

 The software stages of the development will be done at our office and final architectural
designs will be approved by the sponsor
 All clearing of land will be done during day time only with clear weather conditions
 All aspects of construction will be done during day time only with clear weather conditions
 Security services will be hired to secure premises, and equipment and machinery on the site
Roles and Responsibilities:
Name and Role Position Email Address
Signature
Project Manager Project Manager j.s@arrabisinvestments.com
Jenelle Skeete

Arrabis Smith Project Sponsor Owner of Arrabis a.s.@arrabisinvestments.com

Investments
Fayola White Team Leader Coordinator f.w.@arrabisinvestments.com

Angela Mc Burnie Team Member Asst. Coordiantor a.m.@arrabisinvestments.com

Kathleen Francis Team Member Asst. Coordinator k.f.@arrabisinvestments.com

Comments:

1
 BUSINESS CASE:
ARRABIS Investments Ltd – St. Augustine Townhouse Project

1.0 Introduction/Background
On November 16th 2011 ARRABIS Investments Limited was incorporated as a limited
liability company. The sole purpose of the company is to seek out opportunities which will
produce high returns for its shareholders. Within 2 years and 3 months, an initial capital
investment of $6.45M has grown to $45.15. This was made possible due to the shrewd
investment and money-management skills of the company’s directors, and a buoyant local and
overseas financial market. A recent capital injection of $38.7M has left the company in a very
liquid position, with cash assets now standing at $83.85M.

2.0 Business Objective

At the board meeting held in December 201, the directors agreed that the company would
invest in the development of the land it owns at the corner of Scott and Smart Streets in St.
Augustine. Approvals were granted from the Town and Country Planning Department and the
other relevant agencies for the development of fifteen (15) 3-bedroom, 2½-bathroom
townhouses. Our project management team headed by Jenelle Skeete will manage all aspects
of the townhouse project from procurement to implementation for necessities such as land
clearing, architectural design, construction as well as marketing and sale.

3.0 Opportunity Statement

St. Augustine is one of the larger upscale communities in Trinidad, located next to the
shopping area of Tunapuna and the home of the prestigious University of the West Indies.
This location has become a very interesting point for investors that are very keen on capturing
business opportunities. Hence the growth of the St. Augustine population has risen from 2010
to 2013 at 15.8%. This population growth has created a demand for housing leaving a gap
between available housing and the amount of families seeking to raise their children in a
secure and suburban area as St. Augustine. According to our research property sales in St.
Augustine have exceeded the initial target of 15% and property growth opportunities are
projected to become even higher in the coming years.

4.0 Critical Assumptions and Constraints

The concept of townhouse living has rapidly grown in Trinidad and Tobago over the past
decade. The townhouse target market is the middle class to upper class residents, due to the
prices to own or rent a townhouse. Nevertheless persons who have the financial means and
seek a level of safety, comfort and prestige in their current lives are making townhouses their
ultimate choice. The fact that over 35% of the population of Trinidad is middle to upper class,
the consideration for investing in townhouses seems very feasible. The Trinidad and Tobago
Chamber of Commerce released data that the number of middle class consumers in Trinidad is
projected to reach over 60% by 2020; this statistics auger well and is a positive signal about
the potential market for this project.

2
5.0 Analysis of Options and Recommendations
Arrabis Investments Limited was incorporated in November 2011. The company has managed
to acquire tremendous growth over the years via general trading and construction services.
We highly recommend:
 The company to move their main focus into housing development as its business
strategy, as the research conducted about residential project-proposal with the
townhouse concept shows it will be most economically beneficial.

6.0 Preliminary Project Requirements

The main requirements for this project include the following:
 All plans shall be drawn by a registered architect as indicated by his registration
number.
 A detailed final landscape plan and final site improvement plan shall be submitted and
approved by both the planning official and building official prior to the issuance of a
building permit.
 The approval of the townhouse project shall be restricted solely to the townhouse
development in the approved area only.

7.0 Budget Estimate and Financial Analysis

The total cost of construction of the projects is approximately US $7M for labour and material.
The location is very strategic and this area is in accordance with the governmental city plan
map for residential areas. The value per square meter of the land is $2,000 but the market
price can go as high as $5,000. A resale price of one unit at US $500,000. If the company
wants to take 50% for margin in adjusted average selling price of similar homes in nearby
locations, also include tax chargers and ownership transfer fees, will increase the sale of each
to $5M per unit, yielding an overall total of $75M.

8.0 Schedule Estimate

The sponsor will like this project to be completed within twelve weeks (3 months).
9.0 Potential Risks
The risk of new entrants is low because for residential development the entry barrier is quite
low as there is a need for larger capital to enter into this industry. When it comes to threats of
substitute products, for a townhouse the substitute an apartment is a high rise building, this
threat is also minimal as the land on an apartment high rise offers no opportunity for recreation
and family living atmosphere.
The major risks to this project is factors such as:
 Delay in construction process
 Design and quality regarding development
 Increasing material price
 Infrastructure risk around the location

3
4
ect Name ARRABIS Investments Limited: St. Augustine Townhouse Project Date Created 2014 – 02 – 15

ect Number 2560453 Date Last Modified 2014 – 04 – 11

ared By Fayola White  
 
Development and construction of new townhouses at the corner of Scott and Smart Streets in St. Augustine. These facilities would consist of fifteen (1
ect 3-bedroom and 2½-bathroom townhouses.
mary

STAKEHOLDER REGISTER
Influence
e of Type
Position Role in Project Contact Information Requirements Expectations on Project
eholder Stakeho
outcome
 House built on time

Phone: 375-435-8954  House meets

Sponsor of all
ha George Executive Director specifications Very High Internal
homes built
Email: sisds@sdhfsjks.org
 Costs remain within
budget

 House built on time

Phone: 400-578-1111 Only competent
n Sookraj Architect Project Champion members work on Very High Internal
Email: swjsru@efdbjdst.org  House meets house construction
specifications
  Certificate of
Occupancy
 Phone: 335-442-8279
a Wellinton Homeowner Customer House meets specifications Low Internal
 Homeowner
Email: owkftif@yahoo.com
selected fixtures,
etc.

 Phone: 317-462-2250
Homeowner Advises Keep updated on
cca Joseph   Very Low Internal
Partner Homeowner construction status
Email: rjdnjd@gmail.com
 Team members scheduled
in advance

Builder contractor / Executes Phone: 415-492-2230  Materials to arrive on time

y Gangalal construction Construction   High Internal
manager Project Email: hjkfh@syfyjight.abc  Pre-build permits and
other required documents
completed prior to
construction start

Schedules & Phone: 215-422-2430 Keep updated on

To work with the
othy Oswal  HR manager coordinates team construction and High Internal
construction manage
members Email: sdjfh@sgrhghat.org employee status
 Executive board Phone: 315-422-000
Board of Director House meets specifications Keep updated on
n Winsale monitors all project Very Low Internal
Secretary Costs remain within budget construction status
related business Email: sfhfh@sgfdgat.com

 Written invoices with due To receive copies of

dates clearly stated all pertinent
Phone: 315-462-2345
Administrative Administrative documentation for
Gobin Very Low Internal
Assistant support as needed.  Construction Manager / inclusion in
Email: saers@syggat.org
assistant approves homeowner / house
invoices construction files

Authorities who Construction meets code of

Phone: 353-422-2230
approve Approve the city and does not
  Very High Externa
construction construction phases obstruct any resource
Email: shfh@dfhbitat.org
(e.g WASA) related elements.

Provide Phone: 315-437-2230

Invoices paid according to
Vendors/ Supplier construction   High Externa
negotiated terms
materials Email: shfh@syracat.org
 ARRABIS Investments Limited
St. Augustine Townhouse Project
KICK OFF MEETING
February 13th 2014
Meeting Objective: To ensure resource optimization and project success with the provision of
informational context to all team members; by introducing key stakeholders, reviewing project
goals, and discussing future plans
Agenda:
Introduction of Personnel
Description of meeting to be conducted
Review of the project background (project scope, time, and cost goals)
Identification of the key project Stakeholders
Review of project-related documents
Presentation of project schedule and plans
o Project Milestones
o Work breakdown structure and dictionary
Establish project organization standards
o Discussion of project organizational structure
o Review and confirm project goals and objectives
o Discussion of project deliverables
o Discussion of project interdependencies
o Critical success factors
Establish project management Standards
o Construction Methods and Safety Procedures (Comply with OSHA)
o Meetings & Inspections
o Quality Control
o Job Site Record Keeping
o Modifications and/or Changes
o Job Site Noise & Dust Control
o Testing & Inspections
o Project Constraints
 Establish project communication standards
o Scheduling / Coordination
o Design Intent / Contract Documents
o Contractor shall have competent Superintendent on site at all times when work is
taking place.
o Use of the Site - Contractor will be in charge of the site inside the project limits.
Request for Payment
Commissioning
Concerns of the Facility User
Questions & Clarification
Final Acceptance / Closeout

Action Item Assigned to Due Date

 
Seek Approval for Work breakdown Structure
 Angela Mc Burnie  2014-02-20
(WBS)

 
Seek Approval WBS Dictionary  Angela Mc Burnie  2014-02-20

Date and Time of Next Meeting: February 20th 2014

 T EAM C ONTRACT

Project Name: ARRABIS Investments Ltd – St. Augustine Townhouse Project

Project Team Members Name and Sign Off

Date
Name Signature

Jenelle Skeete Jenelle Skeete 13th February 2014

Angela Mc Burnie Angela Mc Burnie 13th February 2014

Kathleen Francis Kathleen Francis 13th February 2014

Fayola White Fayola White 13th February 2014

1. PLAN FOR REVIEW AND AGREEMENT

This team contract will be distributed via email and reviewed by all team members. An
email stating agreement should be sent to the Project Manager no later than Wednesday
12th February, 2014.

2. TEAM MISSION
Our team mission is to provide a report on the procurement and implementation of the
required services necessary for the clearing, the architectural designs, and the construction,
marketing and sale of the fifteen town houses that the team has been contracted by
AABRIS to project-manage.
 3. RULES OF BEHAVIOUR

3.1.1. CODE OF CONDUCT

As a project team, we will:
(a) Work proactively, anticipating potential problems and try to prevent these
problems
(b) Keep other team members informed of information related to the project
(c) Focus on what is in the best for interest for the everyone involved in the
project team
(d) See the team project through to completion
(e) Work to provide a quality deliverable to our sponsor
(f) Respect other team member’s ideas
(g) Work together to create the project schedule and related information and enter
actual, issues, risks, and other information into our system by 4pm every
Wednesday

3.1.2. PARTICIPATION
As a project team, we will:
(a) Be honest and open during all project activities
(b) Encourage diversity in team work
(c) Provide the opportunity for equal participation
(d) Encourage feedback on ideas and deliverables
(e) Present new ideas or approaches that will benefit the team
(f) Communicate status to the project manager
(g) Inform team members in advance if you will miss a meeting or project
deadline

3.1.3. COMMUNICATION
As a project team, we will:

(a) Include the entire team on all email correspondance related to the project.
(b) Respond to correspondance in a timely matter
(c) Focus on solving problems, not blaming people
(d) Present ideas clearly and concisely
(e) Ask questions when instructions or ideas are not clear
(f) Keep discussions on track
(g) Have one discussion at a time
 3.1.4. PROBLEM SOLVING

As a project team, we will:

(a) Encourage everyone to participate in solving problems
(b) Only use constructive criticism
(c) Provide feedback when requested and suggest solutions to problems
(d) Strive to build on each other’s ideas
(e) Seek outside expert advice where necessary

3.1.5. MEETING GUIDELINES

As a project team, we will:

(a) Participate in face to face weekly team status meetings of the entire project
every Wednesday mornings
(b) Record meeting minutes and make them available via email within 24 hours
of all project meetings focusing on decisions made and action items and issues
from each meeting
(c) Develop an agenda before all meetings with our project sponsor
(d) Document major issues and decisions related to the project and send them out
via e-mail to all team members and the project sponsor
(e) Distribute meeting minutes and important documents to the team both on hard
copy and soft copy.
 PROJECT MANAGEMENT PLAN
February 13th, 2014
Project Name: ARRABIS Investments Ltd – St. Augustine Townhouse Project

INTRODUCTION/OVERVIEW OF THE PROJECT

ARRABIS employs approximately 3,000 full-time employees in four Caribbean countries and in
US state. Their sole purpose is to seek out opportunities which will yield high returns for it
shareholders. With just over two years within the construction industry ARRABIS has shown
significant growth within the industry. The company recently had a capital injection of US
$6,000,000 pushing them into a very liquid position. ARRABIS has decided to invest US $7M
into the St Augustine townhouse project with an aim of making a 120% profit. The main goal of
this project is to develop fifteen 3 bedroom 2 ½ bathroom townhouses not exceeding the allotted
amount of US $7,000,000.
PROJECT ORGANIZATION
The basic organization of the project is provided in figure below. The project sponsor, Arrabis
Smith, will have the final say on major decisions, with consultation from the project steering
committee and project champion, Jason Sookraj. The project sponsor should have time to
thoroughly review important project information and provide timely feedback to the project
manager. The project manager in this case reports to the project sponsor; and the team leaders
and supplier project manager’s report to the project manager.

Project Sponsor

Project Steering Project Champion

Committee

Project
Manager

Supplier Project
Team Leader
Manager

MANAGEMENT AND TECHNICAL PROCESSES

MANAGEMENT PROCESSES:

1. Management Review Process: The project steering committee will meet at least weekly
to provide inputs and review progress on this project.

2. Progress Measurement Process: The project steering committee will review project
progress during project review meetings, in addition to reviewing information as needed
by viewing reports on the ARRABIS Investments Ltd – St. Augustine Townhouse
Project. Post project progress will also be measured to see if the project met its goals.
These goals include sale of all fifteen townhouses within a six months period,
townhouses were built within allotted budget and all construction meet building
regulations.

3. Change Approval Process: See Attachment 1 for more details per ARRABIS
Investments Ltd standards.

4. Supplier Management Process: See Attachment 2 for more details per ARRABIS
Investments Ltd corporate standards.

TECHNICAL PROCESSES:

1. ARRABIS Software: All tasks, costs, resources, issues, and risks will be tracked for this
project using the project software supplied by the Project Sponsor.. Data must be entered
on a weekly basis, at a minimum, to provide timely information.

2. Supplier Evaluation: The project team will coordinate with the purchasing department to
follow our standard procedures for selecting and working with suppliers. See Attachment
2 for more details per ARRABIS Investments corporate standards.

WORK TO BE PERFORMED

Summary: Clearing of the land, architectural designs, construction, marketing and sale of fifteen
3 bedroom, 2 ½ bathroom town houses at the corner of Scott and Smart Streets, St Augustine.
See the scope statement, WBS, and other scope documents for further detail
SCHEDULE INFORMATION:

The entire project will be completed in twelve weeks (three months) with a project completion
date of 08th May, 2014. See the project schedule and other time management documents for
further detail.
BUDGET INFORMATION:

The total budget for this project is US $7,000,000. This includes salaries for team member,
project manager and both labour and building cost for the fifteen 3 bedroom, 2½ bathroom
townhouses to be constructed at the corner of Scott and Smart Streets in St Augustine
REFERENCES TO OTHER PROJECT PLANNING DOCUMENTS:

All current project plans created for this project are provided in Appendix A. Initial documents
and revisions will be made available via email.

.
 S COPE S TATEMENT
Project Title: ARRABIS Investments Ltd – St. Augustine Townhouse Project
Project Justification: (Refer to Business Case)
PROJECT OBJECTIVE

This project is being undertaken to establish fifteen new 2½-bath, 3-bedroom, townhouses at
corner Scott and Smart Streets, St Augustine. The project is due to commence on Thursday 13 th
February, 2014 and will complete no later than Thursday, 08 th May, 2014. These town houses are
being constructed to take advantage of the latest building materials and codes and will employ
emerging technology to minimize energy consumption. Construction will be overseen and
managed by ARRABIS whom subcontracted us the team as the components of the construction
effort. All labor will be bonded and all materials will meet or exceed local building code
guidelines.

The new residence is scheduled for completion in May and it is expected that various families
move in during the last two weeks of May, 2014. The townhouses must be completed by May
08th, 2014.
DELIVERABLES

 15, 2½-bath, 3-bedroom, townhouses.

 Completed and handed over on May 08th 2014
 Clearing of land
 Architectural designs
 Construction of fifteen 3 bedroom, 2 ½ bathroom townhouses
 Marketing and sale of these townhouses
 Team contract, project charter, project management plan, requirements management
plan, scope statement, WBS, activity list and attributes, quality management plan,
milestones list, etc.
TECHNICAL REQUIREMENTS

1. Home must meet local building codes.

2. Exterior wall insulation must meet building requirements.
3. Structure must pass stability codes.
LIMITS AND EXCLUSIONS

1. The home will be built to the specifications and design of the original blueprints
2. Owner responsible for landscaping.
3. Air conditioning is not included but pre-wiring is included.
4. Contractor responsible for subcontracted work.
5. Site work limited to Monday through Friday, 8:00 A.M. to 6:00 P.M.
 WORK BREAKDOWN STRUCTURE
Project Name: ARRABIS Investments Limited: St. Augustine Townhouse Project
Start: 13th February, 2014. End: 8th May, 2014. Cost: US $7,000,000

5. Sale of
1. Clearing of 2. Architectural
3. Construction 4. Marketing Town Houses
the Land Designs

1.1 Machinery 2.1 Blue Prints 3.1 Foundation 4.1 Advertising 5.1 Realtor
$100,000 $100,000 $750,000 $50,000 $1,500,000

2.2
1.2 Employees Landscaping 3.2 Machinery
$100,000 $150,000 $1,000,000

1.3 Soil Testing 3.3 Steel Erection

$20,000 $100,000

3.4 Masonry
1.4 Pest Control $3,000,000
$50,000

3.5 Plumbing
& Electrical
$1,200,000

3.6 Fixtures &

Finishes
$3,000,000
 WORD BREAKDOWN STRUCTURE DICTIONARY

Level WBS
WBS Word Definition
Code
A negative image reproduction having white lines on a blue
background and made either from an original or from a
positive intermediate print. Today the term almost always
2 2.1 Blue Prints
refers to diazo prints, which are architectural or
working having blue or black lines on a white background.

To improve the appearance of an area of land by planting tr
ees, shrubs, grass or altering the contours of the ground or
2 2.2 Landscaping
land.

The act or process of building something.

3 3 Construction
A construction below the ground that distributes the load of 
a building, wall, etc
Or
3 3.1 Foundation The lowest division of a building, wall, or the like, usually 
of masonry and partly or wholly below thesurface of the gr
ound.

The construction, alteration or repair of steel within

buildings, bridges and other structures, including the
3 3.3 Steel Erection installation of metal decking, columns and all planking
used during the process of erection.

Construction composed of shaped or molded units, usually

small enough to be handled by one man and composed
of stone, ceramic brick, tile, concrete (block), glass, adobe,
3 3.4 Masonry or the like. The term masonry is sometimes used to
designate cast-in-place concrete.

Arrangements of pipes, fixtures, fittings, valves, and traps,

in a building which supply water and remove liquid-
3 3.5 Plumbing
borne wastes.

Work relating to or concerned with electricity and the

3 3.5 Electrical assembly of electrical equipment and wiring supplied by a
common source to fulfill a specific purpose
 Leveling, smoothing, compacting, and otherwise treating
surfaces of fresh or recently placed concrete or mortar to
3 3.6 Finishing’s
produce the desired appearance and service. See also
float and trowel.
Tangible goods that are permanently attached to or embedded
into a house or apartment building so that they are considered
3 3.6 Fixtures
to be part of the property or building.
 ACTIVITY LIST AND ATTRIBUTES
13th February, 2014.

ARRABIS Investments Ltd – St. Augustine Townhouse

Project Name Project

WBS Item Number 1.0

WBS Item Name Clearing of the Land

Predecessors None

Successors Architectural Designs

Logical Relationships Finish-to-Start

Leads and Lags None

Resource Requirements Machinery, Employees, Soil Testing and Pest Control.

Constraints None

Start no later than 13th February, 2014.

Imposed Dates
Finish no later than 19th February, 2014.

Assumptions :-

The Clearing of Land can be done quickly in a timely manner and fashion and this should only
take a minimum of three day or maximum of six days to be completed. This commencing part of
the project is essential and should flow smoothly as it kicks off the project and as all of the
required necessities such as; Machinery, Employees, Soil Testing and Pest Control are in place to
ensure that this occurs.
 ACTIVITY LIST AND ATTRIBUTES
17th February, 2014.

ARRABIS Investments Ltd – St. Augustine

Project Name Townhouse Project

WBS Item Number 2.0

WBS Item Name Architectural Designs

Predecessors Clearing of the Land

Successors Construction

Logical Relationships Finish-to-Start

Leads: 3days
Leads and Lags
Lags: 4days

Resource Requirements Blue Prints and Landscaping.

Constraints None

Start no later than 17th February, 2014.

Imposed Dates
Finish no later than 5th May, 2014.

Assumptions :-

The Architectural Designs of the project is very vital and would be completed with an
exceptionally professional and timely approach. The Project sponsors (ARRABIS Investments
Limited), Project Managers, Stakeholders, Contractor and Architects have already worked
closely together to choose the best suited Blue Print layout for the Construction to be done. The
Architects also has purposed various different Landscaping layouts for the completed
townhouses to best fit the external surrounding and exemplify its environment.
 ACTIVITY LIST AND ATTRIBUTES
17th February, 2014.

Project Name ARRABIS Investments Ltd – St. Augustine

Townhouse Project
WBS Item Number
3.0

WBS Item Name Construction

Predecessors Architectural Designs
Successors Marketing
Logical Relationships
Finish-to-Start

Leads and Lags

Leads: 73 days
Lags: 4 days

Resource Requirements Foundation, Machinery, Steel Erection,

Masonry, Plumbing and Electrical and Fixtures
and Finishes.
Constraints Inter-Project Technical: If anything from the
Foundation, Machinery, Steel Erection,
Masonry, Plumbing and Electrical and Fixtures
and Finishes goes off track or is not properly
executed it can offset the entire project and
time. The Weather can as well be a time
constraint as it can at times be unpredictable
even how well prepared the project is.
Imposed Dates
Start no later than 17th February, 2014.
Finish no later than 24th April, 2014.

Assumptions :-

The Planning, Executing and Monitoring and Controlling of the Construction part of this project
is the most substantial and crucial as it is the largest part of this project and it needs the most
amount of time, effort and thought to be done. The Construction would progress and flow as
competently and efficiently as possible. There is also float time allocated for ambiguity and
contingency and fall back plans, in case of an incident occurring. Everyone was already briefed
and notified on their specific role in this part of the project, of which they have agreed upon to do
to the best of their abilities, professionally and will abide by the rules and regulations of
ARRABIS Investment Limited, OSHA and all of the Stakeholders. Likewise the Construction
would be done in an efficient and effective, SMART systematic approach.
 ACTIVITY LIST AND ATTRIBUTES
6th March, 2014.

Project Name ARRABIS Investments Ltd – St. Augustine

Townhouse Project
WBS Item Number
4.0

WBS Item Name

Marketing

Predecessors
Construction

Successors
Sales

Logical Relationships
Start-to-Start

Leads and Lags

Leads: 49 days
Lags: 17 days

Resource Requirements
Advertising

Constraints
None

Imposed Dates
Start no later than 6th March, 2014.
Finish no later than 8th May, 2014.

Assumptions :-

The Marketing of this project will be performed in the most interesting and actionable tactic, of
an All-Rounder method. The agency employed to do so is expected to fully deploy the
Positioning, Pricing and Promotional and Privatized Personal aspects to produce potential buyers
in The Townhouse Development Project for ARRABIS Investment Limited. The Advertising
will be creating and communicating a widespread feeling for potential buyers to need and want
to live in one of these town houses by using its central placement and modern style of completed
product, the townhouse to entice, motivate and captivate them.
 ACTIVITY LIST AND ATTRIBUTES
24th April, 2014.

Project Name ARRABIS Investments Ltd – St. Augustine

Townhouse Project.
WBS Item Number
5.0

WBS Item Name

Sales of Town Houses

Predecessors
Marketing

Successors None
Logical Relationships
Finish-to-Start

Leads and Lags

Leads: 14 days
Lags: 49 days

Resource Requirements
Realtor or Real Estate Agency

Constraints
None

Imposed Dates
Start no later than 24th April, 2014.
Finish no later than 8th May, 2014.

Assumptions :-

The Realtor or Real Estate Agency would know exactly what their clients are looking for in a
house, to make it their own home and would bring them to The Townhouse Development Project
for ARRABIS Investment Limited to interest and eventually sell them one of luxury townhouses.
The Realtor or Real Estate Agency would work closely with the Marketing team and Mortgagers
to get clients enthusiastic and quite knowledgeable about This Townhouse Development Project
and purchasing a house. The Realtor or Real Estate Agency, Marketing team and Mortgagers
should know and accept that on the May 8th, 2014 in the Closing of The Townhouse
Development Project for ARRABIS Investment Limited the Project Champion- Sponsors,
Project Managers and Stakeholders would like to start handing out keys to the townhouses to
their New Perspective Owners.
 MILESTONES LISTING

Project Name: ARRABIS Investments Ltd – St. Augustine Townhouse Project.

Milestones Initial Estimated Initial Estimated Completion

Commencement Date Date & Duration
(13th February, 2014.) (8th May, 2014.3 Months)
1. Clearing of the Land 13th February, 2014. 19th February, 2014.(6 Days)

1.1 Machinery 13th February, 2014. 19th February, 2014. (6 Days)

1.2 Employees 13th February, 2014. 19th February, 2014. (6 Days)
1.3 Soil Testing 13th February, 2014. 19th February, 2014. (6 Days)
1.4 Pest Control 17th February, 2014. 19th February, 2014. (3 Days)
2. Architectural Designs 17th February, 2014. 5th May, 2014. (11 weeks)

2.1 Blue Prints 17th February, 2014. 17th February, 2014. (1 Day)
2.2 Landscaping 1st May, 2014. 5th May, 2014. (5 Days)
th
3. Construction 17 February, 2014. 24th April, 2014. (73 Days)

3.1 Foundation 20th February, 2014. 25th February, 2014. (5 Days)

3.2 Machinery 20th February, 2014. 24th April, 2014. (73 Days)
3.3 Steel Erection 17th February, 2014. 25th February, 2014. (9 Days)
3.4 Masonry 20th February, 2014. 17th April, 2014. (8 Weeks)
3.5 Plumbing & 6th March, 2014. 17th April, 2014. (6 Weeks)
Electrical
3.6 Fixtures & 3rd April, 2014. 24th April, 2014. (3 Weeks)
Finishes
4. Marketing 6th March, 2014. 8th May, 2014. (9 Weeks)

4.1 Advertising 6th March, 2014. 8th May, 2014. (9 Weeks)

5. Sale of Town Houses 24th April, 2014. 8th May, 2014. (2 Weeks)

5.1 Realtor 24th April, 2014. 8th May, 2014. (2 Weeks)

 QUALITY MANAGEMENT PLAN
March 01st 2014

Arrabis Investments Ltd – St. Augustine Townhouse Project

Project Name
Introduction
The main goal of this plan is to ensure resource optimization and project success through the
implementation of quality assurance measures and strategies used in the development and
construction of the townhouses.
Quality Standards
This document provides the minimum level of quality expected from the construction team. And
follows the standard outlined in the RFP.
Each Contractor is required to;
 Update and this manual and any forms, procedures, and processes
 Modify the manual on each project.
Internal Audit
The Quality Manager is responsible for planning and carrying out the audits. The audits will
focus on conformance to the quality requirements established by Arrabis.

Internal audits to be completed during the Project include the following:

 Audits of deliverables to the Arrabis or other stakeholders before they are delivered
 Audits of quality activities
 Audits of the document control system

All audits will be documented

Measuring and Monitoring Construction
All team members are required to identifying quality problems during construction and bring
such problems to the attention of the Quality Manager, Construction Quality Manager, or any
other relevant stakeholders. The deficiencies will be noted, assessed and resolved, by the Quality
Manager.

All records will be kept in an electronic form on the project's electronic documentation system.
Non-conformances
Through the Quality Management System; documents, materials and products that do not
comply with the requirements of the project will be identify and documented.

Any individual working on the project is required to; identify and bring non-conforming
problems to the attention of the Quality Manager, or any other quality assurance team member
Problem Reporting and Corrective Action Processes
The responsibility of the implementation of corrective and preventative action is that of the
Project/Design and Quality Manager. They are also responsible for the determination of the
action plan’s effectiveness. This plan will be focused on preventing of correcting non-
conformances.

The Quality Manager will analyse, evaluates and determines the gravity, significance and
impact to the construction for the project.
Supplier Quality and Control

The project manager will monitor work performed by suppliers.

 QUALITY CHECKLISTS
March 03rd 2014

Project Name Arrabis Investments Ltd – St. Augustine Townhouse Project

Checklist Purpose:

Ensure the Houses are built according to design

 Allot land to lay foundation

 Erect concrete floors

 Construct frames

 Mantel the roof

 Mount windows

 Wiring and plumbing

 Insert Doors

 Input interior designs

 Paint house

 Lay floor covering

 PROJECT ORGANIZATIONAL CHART

Project Sponsor
Eastern Regional Health Authority
Nama

Project Manager
Randal Durham

Supplier Project Manager

Engineering Team Leader
TBD
 RACI Chart
ARRABIS Investments Ltd – St. Augustine Townhouse Project

February 13th, 2014

Task Project Project Project Steering Supplier

Sponsor Manager Team Committee

Project Carter A R C A I

Communication Management Plan A R I C I

Business Requirements A R C I

Status Report I R C I I

Business Case A A

Project Management Plan A R C A

Stakeholder Communications R,A C C C C

 STAFFING MANAGEMENT PLAN
Project Name:
Arrabis Investments Ltd – St. Augustine Townhouse Project

Introduction:

The purpose of the staffing management plan is to provide the project with a clearly defined set of
human resources. Whether this is with work done on the project itself, or guidance given to the project
team, all roles within the project contribute to its completion.

Staff Requirements:

Project Sponsor

The project sponsor is responsible to provide the team with all requirements and consultation on any
relevant and subsequent project issues.

Project Manager

The project manager is responsible to provide the team with guidance and give deadlines on
deliverables.

Project Stakeholders

The project stakeholders are responsible to provide the project team with feedback.

Project Team

Jenelle Skeete - Project Manager

Arrabis Smith - Project Sponsor - Owner of Arrabis Investments
Fayola White - Team Leader
Angela Mc Burnie - Team Member
Kathleen Francis - Team Member

Project Team

The project team is responsible for all research, deliverables, and all work done on the project. They
are also expected to possess full knowledge of the following definitions and guidelines:

 Density
The overall density in a townhouse project shall not exceed the maximum density permitted
within the zoning district in which the development is located, unless otherwise provided for.

 Dwelling unit access.

No two townhouse dwelling units shall be served by the same interior or exterior stairway or
by the same exterior door.

 Height

The maximum height for any townhouse shall not exceed that allowed in the district in which
the development is located.

 Lot Area for Each Townhouse Unit

No townhouse lot shall contain an area of less than one thousand six hundred square feet and a
minimum lot and building width of not less than twenty feet. The difference in lot area
normally required in the specific zoning district per dwelling unit, exclusive of efficiency units,
and the net land area per townhouse unit shall be incorporated into usable and accessible
common open space and/or private or common vehicular or parking area.

 Size of Development Site

The minimum size of the site to be developed for townhouse units shall be five thousand
square feet.

 Townhouses

This is a one-family dwelling unit which is part of a group of two or more such units separated
by a common party wall, having no doors, windows, or other provisions for human passage or
visibility. Each one-dwelling unit shall be attached by not more than two party walls. Where
units are offset from or another and a common party wall is used, the wall may be placed
equidistant on each side of the plot line not exceeding the length of the offset.

 Townhouse Group

Townhouse group means a cluster or grouping of townhouse units containing not less than two
but more than six individual townhouse dwelling units contiguous to one another.

 Townhouse project site

This is the entire parcel of land for which individual townhouse units are proposed prior to the
creation of any townhouse lots.

 Unit Size
 Every townhouse dwelling unit shall have a minimum gross floor area equal to that required in
the specific zoning district in which the townhouse unit is proposed (excludes efficiency units).

Staff Assignments:

The project team members should all have a detailed final landscape plan and final site improvement
plan, which shall be submitted and approved by both the planning official and building official prior to
the issuance of a building permit.

Final approval shall include but not be limited to the following:

 Conformance to the approved site plan

 Inclusion of appropriate plant materials
 All other requirements

Training, Rewards and Reassignment:

Resource Staffing Plan

Team members will be assigned and work will be divided among the team as is appropriate to their
levels of knowledge and skills.

Resource Constraints

The project team is not limited to the four members.

Staffing Reports

Documents will be submitted by team members to report on progress, exchange relevant information,
and exchange project documents.

Training Requirements

Project team members are required to conduct research to gain knowledge on a number of specific
topics in order to be able to complete the project. Areas include camera technology, sensor technology,
wireless communications technology, and video surveillance law.
 COMMUNICATION MANAGEMENT PLAN

February 13th 2014

Project Name:
Arrabis Investments Ltd – St. Augustine Townhouse Project

1. Stakeholder Communication Requirements

The project team will use surveys, interviews, checklists, and other tools and techniques to
determine the communications requirements for various stakeholders. Employees will have
specific communication. Suppliers will have communications needs to ensure that they are
developing courses that will meet our organization’s needs.
2. Communications Summary

The following tables summaries various stakeholders, communications required, the delivery
method or format of the communications, who will produce the communications, and when it
will be distributed or the frequency of distribution. If it arises and more communications items
are defined, they will be added to this list. The project team will use various templates and
checklists to enhance communications. The team will also be careful to use the appropriate
medium (that is, face-to-face meeting, phone, email, hardcopy, website, and so on) and follow
corporate guidelines for effective communications.

Delivery
Communication Due Date /
Stakeholders Method / Producer
Type Frequency
Format
Project
Weekly Status Meeting and Wednesday
Steering Jenelle Skeete
Report hard copy morning 10am
Committee
Monthly Status
Email attached
report -
Email attached 24 hours prior
including
Sponsor and 24 hours prior to face to face
schedule, Jenelle Skeete
Champion to face to face meeting on the
budget,
meeting last Thursday
variances,
of the month
issues
Project Team Weekly Status Face to Face All Team Wednesday
Report meeting Members evenings 2pm
3. Guidelines

 Communication is of utmost importance. Everything being communicated must

be understood by the other party therefore we will implement the use of simple
common sense techniques to check comprehension, such as explaining what you
mean in your own words. Don’t overuse/misuse email or other technologies.
Short meetings or phone calls can be very effective.
  Templates will be use for all written updates and entries of the project progress.
The project sponsors website will include a link to all project-related templates.

 The title and dates of documents will be included in all email headings and
recipients will have to acknowledge receipt.

 All post meeting minutes will be available for distribution in 24 hours thereafter.

4. Escalation Procedures for Resolving Issues

All issues that arise must be dealt with immediately and at the lowest level possible. If it cannot
be reached to a resolution the affected parties should alter their immediate supervisor. If it is
critical to the project or extremely time-sensitive, the issue should be brought directly to the
project manager. If the project manager cannot resolve an issue, he or she should bring it to the
project steering committee or appropriate senior manager, as required.
5. Revision Procedures for this Document

Revisions to this plan will be approved by the project manager. The revision number and date
will be clearly marked at the top of the document.
6. Glossary of Common Terminology

 Actual cost - the total direct and indirect costs incurred in accomplishing work on
an activity during a given period.
 Budgeted cost – the amount budgeted to complete the project
 Baseline – the original project plan plus approved changes.
 Appendices – all original and changes to the project forms
 RISK MANAGEMENT PLAN

Project Name: Arrabis Investments Ltd – St. Augustine Townhouse Project

Methodology:

The Risk Management Plan provides a systematic method of identifying and analyzing the effects of
uncertainties in the project and to plan for minimizing or containing the consequences of any undesired
event that may influence the success of the project.

There are three major categories of risks defined as such: Technical, which relates to risks in the
capabilities and availability of intended hard- and software for all computer systems and machinery
being used; Personnel, which relates to risks foreseeable with stakeholders; and System, which relates
to risks on the project as a whole.

Roles and Responsibilities:

Project Sponsor
Understands and identifies with risks that may impact customer requests or changes to specifications.

Project Manager
Assists with understanding and anticipating potential risk; assists with risk mitigation and avoidance.

Project Team
Submits risks and updates on risk triggers to the Risk Manager for review.

Project Stakeholders
Understand and assist in the control of risks by and large.

Risk Manager
Conducts weekly review of risks, triggers, and current status.

Budget Schedule:

As specific risk-related and deliverables are determined, budget and schedule information will be
provided.
Risk Categories:
Technical Risks

 Failure of computerized systems

 Utility providers unable to work within timeframe
 Required machinery exceed available budgetary constraints
 Machinery failure or malfunction

Personnel Risks

 Cannot contact sponsor for critical information

 Cannot contact project manager for critical information
 Team member becomes ill and cannot work temporarily
 Team member leaves the team
 Team member is not meeting mini-milestones

Project Risks

 Loss of critical information and details

 Delay in necessary procurements to continue project
 Machinery breaks down or is tampered with

Risk Probability and Impact

Risk probability and impact will initially be estimated as high, medium, or low based on expert advice.
If more advanced scoring is needed, the project team will determine an appropriate approach.

Risk Documentation

All risk-related information will be summarized in a risk register. Detailed documentation will be
available in a secure area on the project website.
 RISK REGISTER

Potentioal Risk
No Rank Risk Description Category Root Cause Triggers Probability Impact Status
Responses Owner
Shortage of Source from Event has
Possible shortage of Strike by Port Bhagwansinghs is Jenelle
R10 H construction Supplies MNR H H not
construction materials workers unable to clear Skeete
materials Hardware occurred

Dispute between Event has

Shortage of Possible shortage of Human Negotiate Arrabis
R15 H Management and Workers query pay H H not
labour labour Resource pay Smith
workers occurred

Event has
Injury to Failure to adhere to Human Failure to adhere Possibilty of job not Overtime Arrabis
R25 M L H not
worker OSHA rules Resource to OSH Rules completing on time work Smith
occurred

Shortage in
Event has
Shortage of Possible shortage of country due to Not available in Import from Jenelle
R7 H Supplies H H not
cement cement unavailabilty of hardwares Barbados Skeete
occurred
products

Workers are unable Event has

Construction Construction delay Consistent rain Overtime Jenelle
R1 M to do any L H not
delay due to rain fall work Skeete
construction occurred
 REQUEST FOR PROPOSALS
13th February, 2014

Project Name: Arrabis Investments Ltd St Augustine Townhouse

– St. Augustine RFP Name: Project for Market Research and
Townhouse Project Results Company

Purpose of RFP: St. Augustine is one of the larger upscale communities in Trinidad,
located next to the shopping area of Tunapuna and the home of the
prestigious University of the West Indies. This location has become a
very interesting point for investors that are very keen on capturing
business opportunities. Hence the growth of the St. Augustine population
has risen from 2010 to 2013 at 15.8%. This population growth has
created a demand for housing leaving a gap between available housing
and the amount of families seeking to raise their children in a secure and
suburban area as St. Augustine. According to our research property sales
in St. Augustine have exceeded the initial target of 15% and property
growth opportunities are projected to become even higher in the coming
years. The purpose of the RFP is to hire an expert marketing company to
help us sell these 15 townhouses and at the same time gain marketing
skills for future projects.

Background On November 16th 2011 ARRABIS Investments Limited was

Information: incorporated as a limited liability company. The sole purpose of the
company is to seek out opportunities which will produce high returns for
its shareholders. Within 2 years and 3 months, an initial capital
investment of $6.45M has grown to $45.15. This was made possible due
to the shrewd investment and money-management skills of the
company’s directors, and a buoyant local and overseas financial market.
A recent capital injection of $38.7M has left the company in a very liquid
position, with cash assets now standing at $83.85M.

The basic requirements for this work include the following:

Basic
Requirements : 1. Develop a list of qualified marketing companies / agents to
develop a proper market approach as described in Appendix A.
2. Provide a summary description and detailed evaluation of each
marketing agent. Provide company brochures, websites, annual
reports, and other appropriate information.
3. Work with ARRABIS Investments Ltd to develop an evaluation
system to evaluate each marketing agent.
 4. Provide an objective evaluation of each seller using this
evaluation system.
5. Complete the above work no later than 20th April, 2014.

RFP Process : Interested marketing agent/companies will send written proposals to

ARRABIS Investments Ltd no later than March 10, 2014. To prepare
your proposal, use the outline in Appendix D, and examine Appendix F
for our evaluation criteria. We expect to award the contract no later than
April 22nd 2014.

Statement of Work See Appendix B for a statement of work. The work must be completed no
and Schedule later than 20th April, 2014.
Information :

Appendices : Appendix A: Market Research and Results Company Project Documents

Appendix D: Proposal Outline
Appendix F: Evaluation Criteria
Appendix B: Statement of Work
 CONTRACT STATEMENT OF WORK
13th February, 2014.

Project Name : Arrabis Investments Ltd – St. Augustine Townhouse Project

Contract Name : St Augustine Townhouse Project

This project is being undertaken to establish fifteen new 2½-bath, 3-

Scope of Work : bedroom, townhouses at corner Scott and Smart Streets, St
Augustine. The project is due to commence on Thursday 13 th
February, 2014 and will complete no later than Thursday, 08 th May,
2014. These town houses are being constructed to take advantage of
the latest building materials and codes and will employ emerging
technology to minimize energy consumption. Construction will be
overseen and managed by ARRABIS

Location Of Work : Scott and Smart Street, St. Augustine. Trinidad.

Period of Performance : 13th February, 2014 – 08th May, 2014

The team will prepare a detailed schedule for all work required,
Deliverables Schedule : included dates for all deliverables and meetings. After all meetings
the project manager will meet with a representative from the project
sponsor to review and update the schedule, the project manager will
agree to the schedule for this work.
The project sponsor will only use products that meet the
Applicable Standards :
international building ISO Codes.
The seller will work closely with the project manager, Jenelle
Acceptance Criteria : Skeete, to clarify all expectations and avoid problems in providing
acceptable work. Jenelle will provide written acceptance/non-
acceptance of all deliverables

Special Requirements :
 DELIVERABLE ACCEPTANCE FORM

Project Name: Arrabis Investments Ltd – St. Augustine Townhouse

Project

Deliverable Name: Clearing of the Land

Project Manager: Jenelle Skeete

Project Sponsor: Arrabis Smith

Date: 13th February 2014

We the undersigned acknowledge and accept the delivery of the work completed for this
deliverable on behalf of our organization. Our signatures attest to agreement that this
deliverable has been completed. No further work should be done on this deliverable. If the
deliverable is not acceptable, reasons are sated and corrective actions are described.
Name: Title: Signature: Date:
19th February 2014
Jenelle Skeete Project Manager Jenelle Skeete
19th February 2014
Arrabis Smith Project Sponsor Arrabis Smith
19th February 2014
Fayola White Team Leader Fayola White
19th February 2014
Angela Mc Burnie Team Member Angela Mc Burnie
19th February 2014
Kathleen Francis Team Member Kathleen Francis
1. Was the deliverable completed to your satisfaction? Yes__X___ No______

2. Please provide the main reason for your satisfaction or dissatisfaction with this
deliverable.
Checks with local government as well as regional officials were done. This work crews
were efficient and there was a notable maintenance of control of time frames. The
removal of unwanted vegetation and disposal of trees, mulch, rocks and boulders, as
well as soil testing and pest control was done by industry standards.

3. If the deliverable is not acceptable, describe in detail what additional work must
be done to complete it.

Contact’s signature for resubmission of deliverable if found unacceptable:

Kathleen Francis
 DELIVERABLE ACCEPTANCE FORM

Project Name: Arrabis Investments Ltd – St. Augustine Townhouse Project

Deliverable Name: Architectural Designs

Project Manager: Jenelle Skeete

Project Sponsor: Arrabis Smith

Date: 17th February 2014

We the undersigned, acknowledge and accept the delivery of the work completed for this
deliverable on behalf of our organization. Our signatures attest to agreement that this
deliverable has been completed. No further work should be done on this deliverable. If the
deliverable is not acceptable, reasons are sated and corrective actions are described.

Name: Title: Signature: Date:

5th May 2014
Jenelle Skeete Project Manager Jenelle Skeete
5th May 2014
Arrabis Smith Project Sponsor Arrabis Smith
5th May 2014
Fayola White Team Leader Fayola White
5th May 2014
Angela Mc Burnie Team Member Angela Mc Burnie
5th May 2014
Kathleen Francis Team Member Kathleen Francis
1. Was the deliverable completed to your satisfaction? Yes__X___ No______

2. Please provide the main reason for your satisfaction or dissatisfaction with this
deliverable.
The designs incorporated the use of the laws and elements to serve the aim and visual
goals. The design elements achieved harmony between the elements that were expected
such as unity, repetition in patterns, emphasis with a focal point, proportion and scale,
functionality and lighting coloration.

3. If the deliverable is not acceptable, describe in detail what additional work must
be done to complete it.

Contact’s signature for resubmission of deliverable if found unacceptable:

Kathleen Francis

DELIVERABLE ACCEPTANCE FORM

Project Name: Arrabis Investments Ltd – St. Augustine Townhouse Project

Deliverable Name: Construction

Project Manager: Jenelle Skeete

Project Sponsor: Arrabis Smith

Date: 17th February 2014

We the undersigned, acknowledge and accept the delivery of the work completed for this
deliverable on behalf of our organization. Our signatures attest to agreement that this
deliverable has been completed. No further work should be done on this deliverable. If the
deliverable is not acceptable, reasons are sated and corrective actions are described.

Name: Title: Signature: Date:

24th April 2014
Jenelle Skeete Project Manager Jenelle Skeete
24th April 2014
Arrabis Smith Project Sponsor Arrabis Smith
24th April 2014
Fayola White Team Leader Fayola White
24th April 2014
Angela Mc Burnie Team Member Angela Mc Burnie
24th April 2014
Kathleen Francis Team Member Kathleen Francis
1. Was the deliverable completed to your satisfaction? Yes__X___ No______

2. Please provide the main reason for your satisfaction or dissatisfaction with this
deliverable.
Requirements and all phases of the construction process particularly the laying of the
foundations, use of appropriate machinery, steel erection and masonry were done
strictly in accordance with industry guidelines.

3. If the deliverable is not acceptable, describe in detail what additional work must
be done to complete it.

Contact’s signature for resubmission of deliverable if found unacceptable:

Kathleen Francis

DELIVERABLE ACCEPTANCE FORM

Project Name: Arrabis Investments Ltd – St. Augustine Townhouse Project

Deliverable Name: Marketing

Project Manager: Jenelle Skeete

Project Sponsor: Arrabis Smith

Date: 6th March 2014

We the undersigned acknowledge and accept the delivery of the work completed for this
deliverable on behalf of our organization. Our signatures attest to agreement that this
deliverable has been completed. No further work should be done on this deliverable. If the
deliverable is not acceptable, reasons are sated and corrective actions are described.

Name: Title: Signature: Date:

8th May 2014
Jenelle Skeete Project Manager Jenelle Skeete
8th May 2014
Arrabis Smith Project Sponsor Arrabis Smith
8th May 2014
Fayola White Team Leader Fayola White
8th May 2014
Angela Mc Burnie Team Member Angela Mc Burnie
8th May 2014
Kathleen Francis Team Member Kathleen Francis
1. Was the deliverable completed to your satisfaction? Yes__X___ No______

2. Please provide the main reason for your satisfaction or dissatisfaction with this
deliverable.
Townhouses were featured in high-end lifestyle magazines that showcased exclusive
real estate properties in the country. In addition, a website was launched to stage the
newly built functional and stylish features, as well as to give relevant purchasing
information.

3. If the deliverable is not acceptable, describe in detail what additional work must
be done to complete it.

Contact’s signature for resubmission of deliverable if found unacceptable:

Kathleen Francis

DELIVERABLE ACCEPTANCE FORM

Project Name: Arrabis Investments Ltd – St. Augustine Townhouse Project

Deliverable Name: Sale of Townhouses (15)

Project Manager: Jenelle Skeete

Project Sponsor: Arrabis Smith

Date: 24th April 2014

We the undersigned acknowledge and accept the delivery of the work completed for this
deliverable on behalf of our organization. Our signatures attest to agreement that this
deliverable has been completed. No further work should be done on this deliverable. If the
deliverable is not acceptable, reasons are sated and corrective actions are described.
Name: Title: Signature: Date:
th
8 May 2014
Jenelle Skeete Project Manager Jenelle Skeete
8th May 2014
Arrabis Smith Project Sponsor Arrabis Smith
8th May 2014
Fayola White Team Leader Fayola White
8th May 2014
Angela Mc Burnie Team Member Angela Mc Burnie
8th May 2014
Kathleen Francis Team Member Kathleen Francis
1. Was the deliverable completed to your satisfaction? Yes__X___ No______

2. Please provide the main reason for your satisfaction or dissatisfaction with this
deliverable.
The team of real estate agents was notably good at determining how best to stage the
townhouses to improve buyer interests and were particularly savvy at closing final
sales.

3. If the deliverable is not acceptable, describe in detail what additional work must
be done to complete it.

Contact’s signature for resubmission of deliverable if found unacceptable:

Kathleen Francis

CUSTOMER ACCEPTANCE / PROJECT COMPLETION FORM

Project Name:
Arrabis Investments Ltd – St. Augustine Townhouse Project

Jenelle Skeete
Project Manager:

I the undersigned acknowledge and accept the delivery of the work completed for this project
on behalf of our organization. My signature attests to my agreement that this project has been
completed. No further work should be done on this project.

Title: Signature: Date:

Name:

Project Manager Jenelle Skeete 8th May 2014

Jenelle Skeete
1. Was the deliverable completed to your satisfaction? Yes__X___ No______

2. Please provide the main reason for your satisfaction or dissatisfaction with this
project.

The project included passive and active community recreation spaces in the design and
struck the right balance between privacy and community interaction. There was
evidence of careful consideration for usable spaces between the street and the front
door of each townhouse, which some other designs may have overlooked.
 TRANSITION PLAN
May 03rd 2014

Project Name: Arrabis Investments Ltd – St. Augustine Townhouse Project

Introduction

The main goal of this plan is to ensure resource optimization and project success through the

implementation of quality assurance measures and strategies used in the development and

construction of the townhouses.

Assumptions

 Support for the project will be handled by staff in affected operational departments.

 Funding for the required support will be used to pay staff in the operational departments

 House owner will be request deliverables

Organization

The head of the construction team will be in charge of all works being carried out by on the

project, and will be responsible to oversee and engage all problems or obstacles.

Work Required

The main work required to support the training developed from this project includes:

 Reporting information to senior management on a monthly basis

 Communicating with relevant authorities

 Coordinating with suppliers for all materials needed

 Planning and managing both internal and external support

 LESSONS LEARNED REPORT
May 15th 2014

Project Name: Arrabis Investments Ltd – St. Augustine Townhouse Project

Project Sponsor: Arrabis Smith

Project Manager: Jenelle Skeete

Project Dates: February 13th to May 08th, 2014

Final Budget: US $7 million

1. Did the project meet scope, time, and cost goals?

The project did meet its scope, cost and time goals

2. What was the success criteria listed in the project scope statement?

The following statement outlined the project success criteria:

 If the project is completed within its allotted time frame

 If it is completed on budget or under-budget

 If the customer/house owner is satisfied.

3. Reflect on whether or not you met the project success criteria.

The projects was completed on budget, on time and the expectations of the customer fully

met and exceeded.

4. In terms of managing the project, what were the main lessons your team learned

from this project?

The main lessons we learned include the following:

 Communication amongst the stakeholders was critical to the project success.

 Breaking the projects into phases proved very effective.

 The development of team-member meetings provided the team unity.

 Intermit supplier relation was essential.

 Promotion of creativity and innovation provided a more effective and efficient means to

complete the project.

5. What will you do differently on the next project based on your experience working
on this project?

For future project we will ensure that proper conflict management strategies are
implemented.