DESIGN AND CONSTRUCTION OF KASANA DAM

PROJECT MANAGEMENT PLAN

Submitted By:

Ezzah Shaukat MPM183083

Wafa Shaukat MPM173028
Jalal Anwar MPM191046

Submitted To:

Dr Rizwan Ahmad Khan

October 5, 2019

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 Project Charter

1.1 Introduction to Project

This project has a title of “Design and Construction of Kasana Dam”. The purpose of this
project is to fulfill the water needs of New Islamabad Airport. Initially, Shahpur dam was
planned to be the source of water supply for Islamabad Airport but due to delays in the
completion of project and increase in the water needs of the airport, it was decided that it will be
better to have a dedicated water source for the Airport which will cater for its water needs in
many years to come, so this resulted in the foundation of Kasana Dam. So after multiple
feasibility studies, this dam was built to a capacity that it is enough to fulfill water needs of
Islamabad Airport and surrounding areas for next 20 years. For successful planning, execution
and completion of such a mega project, it was very important that the best practices of managing
a project should be followed which will then result in successful completion of the project.

1.2 Introduction to Sponsor

The sponsor of this project is Civil Aviation Authority. Civil Aviation Authority is a
public sector organization which works under the Government of Pakistan. Prime objective of
Civil Aviation Authority is to provide quality services in all the aviation related activities in
Pakistan. The goal of this project is directly in line with the organizational goal of Civil Aviation
Authority which is whether it is about one passenger or multiple airlines, it is Civil Aviation
Authority’s objective to provide quality services and ensure safe and high standard air travel
services all across Pakistan.

1.3 Project Purpose/Justification:

Initially, the Punjab Small Dams Organization (PSDO) had pledged to provide water to the
airport from Shahpur Dam, which is in the same area. In 2008, the Punjab government also signed an
agreement with the Civil Aviation Authority (CAA) for the provision of two million gallons of water per
day (MGPD) to the new airport from Shahpur Dam. Later, PSDO changed its stance, terming the idea
unworkable due to technical constraints and low water availability in the dam. This forced the CAA to
explore new water sources for the New Islamabad International Airport.

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1.4 Scope Statement:
The Kasana dam project will include the design layout of the dam, civil works, Electrical
works, Mechanical works and delivery of the finished structure to CAA Pakistan. All personnel,
mechanical, hardware, and software resources will be managed by the project team. All project
work will be independent. All project funding will be managed by the project manager up to and
including the allocated amounts in this document. Any additional funding requires approval from
the project sponsor. This project will conclude when the final report of water supply to the
Airport in terms of MGPD is submitted after the monsoon season of 2018.

1.5 Project Manager:

Mr. Nouman Azhar is named Project Manager for the duration of the Kasana Dam
project. Mr. Nouman Azhar’s responsibility is to manage all project tasks, scheduling and
communication regarding the Kasana Dam project. Mr. Nouman Azhar will coordinate all
resource requirements through the functional managers. Mr. Nouman Azhar is authorized to
approve all budget expenditures up to, and including, the allocated budget amounts. Any
additional funding must be requested through the Project Sponsor. Mr. Nouman Azhar will
provide weekly updates to the Project Sponsor.

1.6 Project Description:

The Kasana dam project will be a source of continuous water supply to New Islamabad
International Airport. It will also be the source of irrigation for the nearby areas. It will act as a secondary
source of revenue for the CAA. It will cater for all types of present water needs and according to
feasibility studies, this dam will be enough to fulfill the water needs of NIIA for almost 25 years in future.

1.7 Project Objectives:

The objective of Kasana dam is to provide 2 million gallons of water per day (MGPD) to
Islamabad airport after 2 years of completion and 6 MGPD after 5 years. Another objective of
this project is to avoid flash flooding during monsoon season at the airport and surrounding areas

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1.7.1 Project Success Criteria:
The project will be considered successful if the Kasana dam is able to provide 2 MGPD
after 2 years of completion and 6 MGPD after 5 years.

This project must meet the following list of requirements in order to achieve success.

 The construction works should be completed within the operational year of Airport
 Solution must be implemented without disruption to Airport operations

1.8 Constraints:
The following constraints pertain to the Kasana Dam project:
 All material must meet current building criteria
 All the labor must use PPE (personal protective equipment) while working on site
 All hardware and software must be purchased in accordance with the allocated budget
and timeline

1.9 Assumptions:
The following are a list of assumptions. Upon agreement and signature of this document,
all parties acknowledge that these assumptions are true and correct:

 This project has the full support of the project sponsor, stakeholders, and all departments
 The purpose of this project will be communicated throughout the company
 The HR manager will provide additional resources if necessary
 Land acquisition for the Dam will be done by CAA

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 RISK MANAGEMENT PLAN
2.1 Introduction:
The purpose of this risk management plan is to act as a guideline whenever there is a risk
in the project. This plan will tell us how to mitigate or enhance the effect of the risk. Who will be
responsible and accountable if a specific risk occurs and who will be the owner of that risk. The
whole process of risk management from identification, evaluation, improvement, mitigation,
monitoring and controlling of any risk will be done under the light of this risk management plan.

This plan establishes a framework in which the project team will identify risks and
develop strategies to mitigate or avoid those risks. However, before risks can be identified and
managed, there are preliminary project elements which must be completed. These elements are
outlined in the risk management approach.

2.2 Roles and Responsibilities:

Before the start of risk management, it is important that clear roles and responsibilities
are defined regarding all the risk management related activities.

o Project Manager chairs the risk assessment meetings

o Project team participates in risk assessment meetings and members serve as
meeting recorder and timekeeper
o Key stakeholders participate in risk assessment meetings
o Project Sponsor may participate in risk assessment meetings

2.3 Risk Management Approach:

The approach which will be opted for risk management in this project is that the project team
will first identify all the risks related to Kasana Dam project. The identified risks will then be
awarded a score depending upon their criticality. The scored risks will then be ranked according
to their scores. The risks with highest scores will be considered most critical risks and it will be
the responsibility of project manager and project team to pay extra attention in the monitoring of
these risks and if those risks occur, it will be the responsibility of assigned risk manager to
implement all the necessary steps devised in the management plan of that risk.

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Risk managers will provide status updates on their assigned risks in the bi-weekly project team
meetings, but only when the meetings include their risk’s planned timeframe. Upon the
completion of the project, during the closing process, the project manager will analyze each risk
as well as the risk management process. Based on this analysis, the project manager will identify
any improvements that can be made to the risk management process for future projects. These
improvements will be captured as part of the lessons learned knowledge base.

2.4 Risk Identification:

For this project, risk identification is going to be conducted in multiple sessions of the
project risk identification meetings. The project manager will chair the risk identifications
meetings. Brainstorming technique will be used to identify all the possible risks related to this
project. Stakeholder register, requirement documentation, schedule and cost baselines are going
to be kept into consideration while identification of risks. Other techniques which will be used
for risk identification are as follows:

Expert Interviews:
Multiple sessions of expert interviews will be scheduled for the risk identification related
to this project. The interviews will disclose many risks which might go unnoticed in risk
identification meetings.

Historical Review of Similar Projects:

Documentation of dam construction projects previously completed will be thoroughly
reviewed and risks which occurred in those projects are going to be added in the risk register of
Kasana dam project and the strategies used to mitigate those risks are also going to be
incorporated in this project.

2.5 Risk Qualification and Prioritization:

In order to determine the severity of the risks identified by the team, a probability and impact
factor will be assigned to each risk. This process will allow the project manager to prioritize risks
based upon the effect they may have on the project. The project manager will use a probability-
impact matrix to facilitate the team in moving each risk to the appropriate place on the chart.
Once the risks are assigned a probability and impact and placed in the appropriate position on the

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chart, the recorder will capture the finished product and the project manager will move the
process on to the next step: risk mitigation/avoidance planning.

The probability and impact matrix will have following form:

SERIOUSNESS
Very Low Low Medium High Very
High
Very R001
High
PROBA High
BILITY Medium R002,
OF
OCCUR R003
RENCE Low R004
Very
Low

Legend:

High Any risk which has a high probability of occurrence or has a potential to have
a high effect on the project is categorized in this box
Medium Any risk which has a 50-50 % of probability or has a medium effect on the
project is categorized in this box.
Low Any risk which has a very low probability of occurrence or a low effect on the
project is categorized in this box.

2.6 Risk Monitoring:

The most likely and greatest impact risks will be added to the project plan to ensure that
they are monitored during the time the project is exposed to each risk. At the appropriate time in
the project schedule a Risk Manager is assigned to each risk. During the bi-weekly project team
meeting the Risk Manager for each risk will discuss the status of that risk; however, only risks

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which fall in the current time period will be discussed. Risk monitoring will be a continuous
process throughout the life of this project. As risks approach on the project schedule the project
manager will ensure that the appropriate risk manager provides the necessary status updates
which include the risk status, identification of trigger conditions and the documentation of the
results of the risk response.

2.7 Risk Mitigation and Avoidance:

The project manager has led the project team in developing responses to each identified
risk. As more risks are identified, they will be qualified and the team will develop avoidance and
mitigation strategies. These risks will also be added to the Risk Register and the project plan to
ensure they are monitored at the appropriate times and are responded to accordingly. The risks
for this project will be managed and controlled within the constraints of time, scope, and cost.
All identified risks will be evaluated in order to determine how they affect this triple constraint.
The project manager, with the assistance of the project team, will determine the best way to
respond to each risk to ensure compliance with these constraints. In extreme cases it may be
necessary to allow flexibility to one of the project’s constraints. Only one of the constraints for
this project allows for flexibility as a last resort. If necessary, funding may be added to the
project to allow for more resources in order to meet the time (schedule) and scope constraints.
Time and scope are firm constraints and allow for no flexibility. Again, the cost constraint is
flexible only in extreme cases where no other risk avoidance or mitigation strategy will work.

2.8 Risk Register:

The Risk Register for this project is a log of all identified risks, their probability and
impact to the project, the category they belong to, mitigation strategy, and when the risk will
occur. The register was created through the initial project risk management meeting led by the
project manager. During this meeting, the project team identified and categorized each risk.
Additionally, the team assigned each risk a score based on the probability of it occurring and the
impact it could potentially have. The Risk Register also contains the mitigation strategy for each
risk as well as when the risk is likely to occur. Based on the identified risks and timeframes in
the risk register, each risk has been added to the project plan. At the appropriate time in the plan
—prior to when the risk is most likely to occur—the project manager will assign a risk manager
to ensure adherence to the agreed upon mitigation strategy. The each risk manager will provide

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the status of their assigned risk at the bi-weekly project team meeting for their risk’s planned
timeframe. The Risk Register will be maintained as an appendix to this Risk Management Plan.

Project Name: Design, construction and Operation of Kasana Dam

Start Date: 16th October, 2017
End Date: 25th November, 2018
Sr Description Risk Risk Risk Contingenc Risk
# Probability Impact Response y Plan Owner
(L,M,H) (L,M,H)
R01 Soil H H Mitigate Yes Project
Slippage Manager
during land
preparation

R02 Change in M H Avoid Yes Project

dam design Manager
specification

R03 Delay in M H Enhance No Project

Airport Manager
Inauguration

R04 Project L H Avoid Yes Project

Team Manager
turnover