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PROJECT MANAGEMENT PLAN

REFURBISHMENT AND FITTING OUT OF THE NORTH READING ROOM PROJECT REF: NLW/NRR/08-002

LLYFRGELL GENEDLAETHOL CYMRU NATIONAL LIBRARY OF WALES

PREPARED BY

CBEN PARTNERS (PROJECT MANAGEMENT CONSULTANTS)

NOVEMBER 2011

CBEN Partners

CBEN Partners Project Management Plan for Refurbishment & Fitting Out of North Reading Room, National Library of Wales

TABLE OF CONTENTS 1.0 INTRODUCTION........................................................................................................................3 CBEN PARTNERS IS A PROJECT MANAGEMENT FIRM WHICH ATTRACTS PROFESSIONALS FROM THE VARIOUS FIELDS OF CALLING IN THE CIVIL ENGINEERING AND CONSTRUCTION INDUSTRIES GLOBALLY. WE ARE PLEASED TO PRESENT THIS PROJECT MANAGEMENT PLAN (PMP) AS PART OF OUR BID TO MANAGE THE PROJECT FOR THE PROPOSED REFURBISHMENT AND FITTING OUT OF THE NORTH READING ROOM...........3 2.0 PROJECT SCOPE........................................................................................................................4 3.0 PROJECT ORGANISATION AND STAFFING........................................................................7 3.5 WORK BREAKDOWN STRUCTURE AND SCHEDULE BASELINE .................................................................8 5.0 CHANGE MANAGEMENT PLAN.........................................................................................12 5.1 CHANGE MANAGEMENT APPROACH.................................................................................................13 5.2 DEFINITIONS OF CHANGE................................................................................................................13 5.3 CHANGE CONTROL BOARD ............................................................................................................14 SINCE THIS IS A RELATIVELY SMALL PROJECT, A CHANGE CONTROL BOARD WILL NOT BE NECESSARILY REQUIRED. HOWEVER, ROLES AND RESPONSIBILITIES REGARDING CHANGE MANAGEMENT AND CONTROL ARE DISCUSSED BELOW.................................................................................................................................14 5.4 ROLES AND RESPONSIBILITIES.........................................................................................................14 5.5 CHANGE CONTROL PROCESS...........................................................................................................14 6.0 STAKEHOLDER MANAGEMENT PLAN.............................................................................15 7.0 COMMUNICATIONS MANAGEMENT PLAN.....................................................................19 7.3 ROLES..........................................................................................................................................19 7.4 GUIDELINES FOR MEETINGS............................................................................................................20 9.0 PROCUREMENT MANAGEMENT PLAN............................................................................23 9.2 PROCUREMENT MANAGEMENT APPROACH.........................................................................................23 9.3 PROCUREMENT DEFINITION.............................................................................................................23 9.4 SUGGESTED TYPE OF CONTRACT ....................................................................................................23 9.5 CONTRACT APPROVAL PROCESS......................................................................................................23 9.6 DECISION CRITERIA.......................................................................................................................24 9.7 VENDOR MANAGEMENT.................................................................................................................24 9.8 PERFORMANCE METRICS FOR PROCUREMENT ACTIVITIES....................................................................24 10.0 SCOPE MANAGEMENT PLAN...........................................................................................26 FIG 10A SCOPE MANAGEMENT ROLES AND RESPONSIBILITIES MATRIX..................................................27 11.0 SCHEDULE MANAGEMENT PLAN...................................................................................28 12.0 QUALITY MANAGEMENT PLAN......................................................................................30
14.0 OCCUPATIONAL, HEALTH & SAFETY MANAGEMENT PLAN...............................42 14.1 Scope of OH&S Plan......................................................................................42 14.2 OH&S Policies................................................................................................42 14.3 OH&S Roles & Responsibilities.......................................................................43 1. Contractors General Manager ...........................................................................43
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2. Contractors Superintendent..............................................................................44 3. Safety Manager..................................................................................................44 14.4 OH&S Communication, Consultation and Competence..................................45 1. Communication..................................................................................................45 2. Consultation......................................................................................................45 14.5 Risk Management..........................................................................................46 14.6 Incident Management....................................................................................47 Emergency Evacuation..........................................................................................47 14.7 Engagement of Subcontractors.....................................................................47 Before engagement:.............................................................................................47 During engagement:.............................................................................................47 14.8 Audit, Non-Compliance and Corrective Action................................................48 14.9 Management Review.....................................................................................48

15.0 RISK MANAGEMENT PLAN...............................................................................................49 15.8 RISK REGISTER...........................................................................................................................51 CLIENT ACCEPTANCE ...............................................................................................................52

APPENDIX E: SAFETY RISK MANAGEMENT PROCESS...............................................59

CBEN Partners manages its risk using a Hazard and Effect Management Process (HEMP), the hazards are identified, assessed and appropriate controls put in place to prevent unwanted events. Risk Identification, Assessment, Control and Management procedure is set out in Appendix F.1 to F.3 below.............................59 APPENDIX F.1: ASSESSMENT OF THE RISK ............................................................60 APPENDIX F.2:RISK ASSESSMENT CALCULATOR.....................................................60 APPENDIX F.3: HAZARD AND EFFECT REGISTER ...................................................62

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1.0

INTRODUCTION

CBEN Partners is a Project Management firm which attracts professionals from the various fields of calling in the Civil Engineering and Construction Industries globally. We are pleased to present this Project Management Plan (PMP) as part of our bid to manage the project for the proposed REFURBISHMENT AND FITTING OUT OF THE NORTH READING ROOM. As outlined in your invitation to treat (ITT), we are given to understand that the purpose of the project is to upgrade the Reading Room and ancillary areas to provide modern services within a space that reflects the character, history and beliefs of the Library and improves the Readers experience within the space. As such, the Library Management has invited us to submit a bid for project management services, including, among others, meeting the Project Client to elicit the initial Brief, expressing this initial Brief in written form, stating the Project aims and objectives therein as given by the Client, obtaining the Clients sign off of the Brief, undertaking, monitoring and controlling the design works to the Clients Brief, submitting Building Regulations application, Listed Building Consent and Planning Permission applications, preparation of Tender Documents, Tender evaluation, supervision of works to practical completion and issuance of certificate at end of 12 months defect period. This will include the provision of all Structural, Architectural Mechanical and Electrical design services, as well as schedule and budget forecasts, earned value management, quality assurance and control, safety of work, personnel and environment. The services shall include for Outline Design through to Operations on Site and Completion.

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2.0

PROJECT SCOPE

Based on the information provided, The Project Scope includes: 2.1 General Works 1. New lighting, new small power electrical installation, computer networking throughout the room (hard wired and Wi-Fi), revised heating, new carpet, balcony railing improvement, re-decoration and furniture improvements. 2. Relocation of the balcony collections into normal storage areas. 3. Decision on the use and look of the shelves in the balcony to ensure the room does not look empty and abandoned on the balcony levels. 4. Re-design of the balcony railing to a different simpler type. 5. Incorporation of a Prayer Room in the North West corner of the Reading Room. 6. Removal of the second balcony level walk ways and brick piers connecting North to South balconies subject to being acceptable to all relevant authorities (i.e. Fire and listed Building). 7. Creation of a new access between the Reading Room and Reprographics to ensure that Readers do not leave the Reading Room confines when obtaining photocopies. 8. Improving the visual impression of the Reading Room by giving cladding or plastering to the columns at least up to the second balcony level. 9. Replacement of the entrance door into the Reading Room. 2.2 Furniture, Fittings and Fixtures

The furniture layout is to form part of the design. The existing tables and chairs are of historic value and some need to be retained, however to give a modern feel to the room it is expected that new furniture will be required. The new tables shall include the provision of both small power and task lighting, individually switched, at each seat location. The design shall include consideration of locations where blinds on windows would be beneficial. The use of the empty bookshelves shall be considered and the possibility of their removal considered, as shall the acoustics of the room if this option is adopted. The open access of books will be reduced by the scheme, it is however important to maintain as much of the shelving as possible, however it may be necessary to adapt some of the shelving units to accommodate the works as well as provide access for users with restricted mobility. 2.3 Self Issue and Self Return

The Library is investigating the use of the Self Issue and Self Return of books by Readers and this possibility needs consideration within the scheme. 2.4 Mechanical & Electrical Services
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All Mechanical and Electrical Services as detailed hereunder: 2.4.1 Electrical

All Electrical Installations including (Lighting and Small Power), Mains Distribution cabling, Computer Network Installations. Lighting It is envisaged that the lighting will be a combination of up and down lighting highlighting and enhancing the room features. It is further envisaged that the lighting will be by combination of lights located on a suspended track system and wall mounted lights. The light level shall be adjustable via dimmers but capable of attaining 500 lux at reading level. The lighting shall be of a type and design that is suitable for use of display screen equipment in all areas of the room. The existing fluorescent lighting shall be removed but the 3 suspended light clusters will remain. Small Power Small power shall be taken to all fixed furniture and shall generally be available to all Reader seats as well as supplies for general purposes. Fire Alarm and Detection The works shall include the provision of Fire detection throughout the scheme. In the Reading Room the use of the Protec Cirrus IFD system shall be considered. The system in all area shall comply with BS 5839 type P1. Computer Network There shall be a hard wired computer network with outlets at all Reader seats. This shall be Cat 5 E capable of operating at 1 Gigabit speed. There shall be a double cable and outlet to each location that is anticipated as having a Library Terminal and a double cable and outlet on all Readers Tables. The cables to from each outlet shall be able to take to a suitably located router that shall be connected by fibre optic to the main network at a location to be determined. There shall also be a Wi-Fi network in addition to the hard wired network.

CCTV
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The existing CCTV system will need extending to provide a higher security coverage. This will entail reassessing and possible relocation of the existing CCTV cameras as well as the provision of additional cameras both within the Reading Room and ancillary areas. 2.4.2 Mechanical

Heating Where possible the existing radiators shall be retained. However, the refurbishment of the Reading Room will entail the possible relocation or removal of existing radiators. All radiator valves shall be replaced and the flow shall be of the thermostatic type. To supplement any removed radiators and add additional heat output, it is envisaged that radiant panels similar to Frengerstrip will be installed in the approximate location of the existing florescent lighting. Ventilation It is not envisaged that the Reading Room will require ventilation however some of the ancillary areas will require mechanical ventilation. The Erina Morris area will be a small seminar room and will require ventilation. Consideration of installing ventilation shall be given for the Reprographics area and adjacent self service /circulation area. Asbestos The voids below ground level of the Service Duct system are likely to be contaminated with asbestos and this must be taken into account when selecting service routes. At present these voids are sealed off. Sustainability The Library is an Environmentally aware client body and all aspects of environmental impact shall be considered at all stages of the design and construction. The architect shall ensure that, wherever possible environmentally, acceptable methods are used. These shall include consideration of energy usage, waste generation and disposal, use of materials with high-recycled content etc. Budget The Budget for the works is 650,000 and the scheme, whilst of high quality, shall be designed to be accommodated within this budget.

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3.0

PROJECT ORGANISATION AND STAFFING Project Management Approach

3.1

At CBEN Partners, we see projects as a vehicle for change. We therefore believe firmly that project management is a value adding undertaking. As a result of this, we are committed to management by objectives. Hence, we work closely with the Project Owner and all other stakeholders in order to identify the project objectives, and thereafter, work towards the accomplishment of the said objectives. All stakeholders (including the Client, the end users, the project participants Consultants, Principal Contractor, Subcontractors, Suppliers, etc) are viewed by us as customers, and we always strive to satisfy all our customers. Having realized that the project duration as indicated in the invitation to treat (ITT) is aggressive, we suggest the use Concurrent Engineering (CE) approach to project management. This allows the project development and construction phases to develop and run concurrently, thereby saving considerable time. We appreciate the level of risks involved if this approach is adopted, but we are consoled that the major source of risks (lack of clear information from Client) has been addressed and is still being addressed , based on the quality of information included in the ITT, CBEN starts its methodology with the organisation of a project integrated multi-disciplinary team that is briefed on the requirements of the Client. The team will have the required competence in management, planning, engineering design, any specialist input and the most appropriate technology to aid the whole process. The project team concept is based on organising a team of highly qualified personnel supported by other specialists, in order to meet the specific and unique needs of the project. The team will be headed by a strong leader who will be the Project Manager to co-ordinate and direct the overall activities of each discipline in the project. This PMP has been a coordinated effort with the delivery team Heads of Sections so as to attain as quickly as possible a high degree of familiarity with the project and its fundamentals even the preparation of the PMP. All members of the team, whilst responsible to the Project Manager for all matters relating to the project, remain responsible to their Section Heads for Quality Assurance and conformity to standards and practices. Personnel from other firms understand that having to work with our head office is part of CBENs Quality Assurance Policy. 3.2 Project Management Team

The Project Manager, Mr. Christopher James A.D., shall have the overall authority and responsibility for managing and executing this project according to this Project Plan and its Subsidiary Management Plans. Due to the volume of works being handled by the practice currently, there is need to engage team members that are external to the practice. However, the external team members that are being proposed for the project shall come from firms/companies with whom we have had long years of teamwork, shared values and success stories. As highlighted by Sanvido et al. (1992, quoted in Nguyen et al., 2004), of the Critical Success Factors were a series of contracts that allows and encourages the various specialist to behave as a team without
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conflicts of interest and differing goals. We are therefore confident of the workability of this Consortium. The core project team will consist of personnel from CBEN Partners, James Jenkins Thomas, STRUCTENG Associates, SMART QS and PLUMEL. Table 3A gives the list of proposed team members. 3.3 Task Responsibility Matrix

Clear responsibility and accountability are necessary to sweep away what Clarke (1999) called the counter-productive effects of individualism, Nguyen et al (2004). Due to the high level of sentience and multi-disciplinary nature of construction projects, it is particularly expedient to clearly define individual roles and responsibilities. The Task Responsibility Matrix drafted to take care of the unwanted effects of individualism is given in Appendix A. Table 3 List of Proposed Team Members Name Position C. James Project Manager (PM) B. Adesugba CDM Coordinator (CDM) K. Ellis Planning Supervisor (PS) J. Moor Architect (ARC) E. Kingston Structural Engineer (SE) N. Badru Quantity Surveyor (QS) A. Tayyib Electrical Engineer (EE) A. Stone Mechanical Engineer (ME) 3.4 Project Organisation Structure for Construction Firm/Company CBEN Partners CBEN Partners CBEN Partners James Jenkins Thomas STRUCTENG Associates SMART QS PLUMEL PLUMEL

Fig. 1 below gives the graphical representation of the proposed Project Organisation Structure for the Construction Stage. 3.5 Work Breakdown Structure and Schedule Baseline

The Project Work Breakdown Structure and Schedule Baseline are provided in Appendix B, Project Work Breakdown Structure and Appendix C, Schedule Baseline. 3.6 Method Statement

Our aims are To provide a high quality design


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To create a pleasant and attractive working space for staff and readers To minimise lifecycle costs by giving priority to low energy designs and low maintenance costs To accept an environmentally responsible approach to all aspects of design To consider cost implications throughout all stages of the project to ensure a financial outcome within an agreed budget

At the design stage Develop of a brief, in conjunction with the clients representatives, clearly identifying the projects objectives Establish a realistic programme Develop a scheme design in conjunction with the other consultants Review the design with the client and amend the design as necessary. Control of the financial outcome starts at the design stage. Liaise with the cost manager during the preparation of cost plans. Liaise with the planning authority and CADW on matters related to listed buildings. Prepare and submit applications for planning and listed building consent

To tender stage Prepare fully detailed production drawings and specifications Review and revise cost plans with the cost manager Liaise with the building inspector and fire officer Advise on the selection of tendering contractors Appoint a contractor and prepare contract documents During construction Visit site to inspect the quality of work and review progress Initiate valuations and report to the client on contract expenditure Certify completion of works Arrange handover of CDM health and safety files

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Fig. 1 Project Organisation Structure NLW Senior Management Team

Director of Corporate Services (Project Client)

Project Manager

CBEN Office Support Team (Architects, Engineers, QA/QC, AutoCAD Operators, Planners, Quantity Surveyors, Document Controller, etc.

CDM Coordinator

Planning Supervisor

Architect

Structural Engineer Contractors Superintendent

Quantity Surveyor

Electrical Engineer

Mechanical Engineer

Subcontractors and Suppliers


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4.0 4.1

CONFIGURATION MANAGEMENT PLAN Configuration Management Approach

According to PMI(2008), project-wide application of the configuration management system, including change control processes, accomplishes three main objectives: Establishes an evolutionary method to consistently identify and request changes to established baselines, and to assess the value and effectiveness of those changes; Provides opportunities to continuously validate and improve the project by considering the impact of each change; and Provides the mechanism for the project management team to consistently communicate all approved and rejected changes to the stakeholders. At CBEN Partners, we appreciate the importance of applying efficient Configuration Management which provides a comprehensive change control and management system. References may be made to project documents according to the work package they belong to as identified in the Work Breakdown Structure (WBS). Alternatively, items may be organized into Divisions and sections using the CSI/CSC (2010) Master Format numbering system. CBEN proposes this latter option to ensure an effective change control and management system. With the adoption of the CSI/CSC (2010) Master Format numbering system, the Specifications and other project documents shall use section numbers and titles to help crossreferencing in the project documents. Sections in the project manual shall be of numeric sequence. However, the sequence will be incomplete because all available section numbers need not be used. All project stakeholders shall be referred to the table of contents at the beginning of the project manual which shall be prepared to determine numbers and names of sections in the contract documents. The project manager shall put in place procedures to provide for the configuration management of Contractor RFCs and the Clients VOs in order to: Document the different types of change that occur during construction, describe the changes nature and justification, and indicate whether the contractor merits additional compensation. Documentation shall include the RFC, change notice, Variation Orders, supporting correspondence, cost/schedule/scope impacts, meeting minutes, and negotiation records. 2. Track and expedite the change resolution process beginning with raising the RFC forms and tracking the RFCs progress through the review/approval process. Configuration management tracks the party responsible for the next action in the resolution process, such as who is responsible when additional information needs to be prepared and/or analyzed. 3. Update project documents to reflect a contract change, including amendments to contracts, drawings and specifications, schedules and budgets, and design documents.
1.

The project manager shall also put in place procedures to provide for the configuration management of Contractor RFIs and submittals to:
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Document receipt of RFIs from the contractor, expedite response, and coordinate information from the designer of record where design issues are involved. 2. Document the timely receipt of contractor submittals called for in the contract specifications and ensure their prompt review/acceptance. Submittals include: contractors schedule, safety plan, quality plan, shop drawings, progress reports, invoices, record drawings and documents, and operations and maintenance manuals.
1.

4.2

Document Control

Document Control is the management of records generated during construction. In addition to the records associated with changes, RFIs, and submittals discussed above, document control procedures shall be put in place to handle reporting of construction progress including:
1. 2.

3.

4. 5. 4.3

Site records that include a daily log of site activities, occurrences, weather, equipment, personnel, and communications. Inspection Report of contractors work and practices observed by the CDM Coordinator and other Consultants during inspection of construction work performed, instructions given or received, unsatisfactory conditions, delays encountered, manpower and equipment, or other problems. Regular weekly Construction Report of all items of importance, conferences with the contractor or other parties, agreements made, special notes regarding equipment or organization, labour conditions, weather or other causes of possible delays, and other matters that have a bearing on the history of the job. Safety management and accident reports. QA/QC reports. Progress Payments

Management of progress payments begins with the contract specifications clearly stating how the contractors work progress is to be measured, how payments are determined based on the measured progress, and what documents and reports are required to be submitted by the contractor to justify the payment request. The project manager would authorize payment only when the contractors progress payment request is in full compliance with the contract requirements and the progress claimed has been independently verified by the CDM Coordinator.

5.0

CHANGE MANAGEMENT PLAN


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The essence of Change Management Plan is to set expectations on how the approach to changes will be managed, what defines a change, the purpose and role of the change control board, and the overall change management process. All stakeholders will be expected to submit or request changes to this Project in accordance with this Change Management Plan and all requests and submissions will follow the process detailed herein. 5.1 Change Management Approach

The Change Management approach for the Project will ensure that all proposed changes are defined, reviewed, and agreed upon so that they can be properly implemented and communicated to all stakeholders. This approach will also ensure that only changes within the scope of this project are approved and implemented. The Change Management approach is not to be confused with the Change Management Process which will be detailed later in this plan. The Change Management approach consists of three areas: Ensure changes are within scope and beneficial to the project Determine how the change will be implemented Manage the change as it is implemented The Change Management process has been designed to make sure this approach is followed for all changes. By using this approach methodology, the Project Team will prevent unnecessary changes from occurring and focus its resources only on beneficial changes within the project scope. 5.2 Definitions of Change

There are several types of changes which may be requested and considered for this Project. Depending on the extent and type of proposed changes, changes in project documentation and the communication of these changes will be required to include any approved changes into the project plan and ensure all stakeholders are notified. Types of changes which have to go through the change management system include:

Scheduling Changes: Changes which will impact the approved project schedule. These changes may require fast tracking, crashing, or re-baselining the schedule depending on the significance of the impact. Budget Changes: Changes which will impact the approved project budget. These changes may require requesting additional funding, releasing funding which would no longer be required, or adding to project or management reserves. They may also require changes to the cost baseline. Scope Changes: Changes which are necessary and impact the projects scope which may be the result of unforeseen requirements which were not initially planned for. These changes may also impact budget and schedule. These changes may require revision to WBS, project scope statement, and other project documents as necessary.

The project manager shall ensure that any approved changes are communicated to the project stakeholders. Additionally, as changes are approved, the project manager shall ensure that the changes are captured in the project documentation where necessary. These document updates shall then be communicated to the project team and stakeholders as well.
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5.3

Change Control Board

Since this is a relatively small project, a Change Control Board will not be necessarily required. However, roles and responsibilities regarding change management and control are discussed below. 5.4 Roles and Responsibilities

The following are the roles and responsibilities for all change management efforts related to this Project: Director of Corporation Services (DCS): Approve all changes to budget/funding allocations. Approve all changes to schedule baseline. Approve any changes in project scope. Project Manager: Receives and log all change requests from project stakeholders. Conducts preliminary risk, cost, schedule, scope analysis of change prior to escalation to the Senior Management Team, if necessary. Seeks clarification from change requestors on any open issues or concerns. Makes documentation revisions/edits as necessary for all approved changes. Approves change requests that do not impact on budget, schedule and project scope. Escalates change requests above his delegated authority to the DCS. Project Team/Stakeholders: Submit all change requests on standard organizational change request forms. Provide all applicable information and detail on change request forms. Be prepared to address questions regarding any submitted change requests. Provide feedback as necessary on impact of proposed changes. 5.5 Change Control Process

The Change Control Process for this Project will follow the organizational standard change process for all projects. The Project Manager has overall responsibility for executing the change management process for each change request.
1)

2)
3)

4) 5)

Identify the need for a change (Stakeholders) Change requestor will submit a completed change request form to the Project Manager. Log change in the change request register (Project Manager) The project manager will keep a log of all submitted change requests throughout the projects lifecycle. Evaluate the change (Project Manager, Team, Requestor) The Project Manager will conduct a preliminary analysis on the impact of the change to risk, cost, schedule, quality and scope, and seek clarification from team members and the change requestor. Escalate change request to the DCS (Project Manager) The project manager will submit the change request, as well as the preliminary analysis to the DCS for review. Obtain Decision on change request (DCS) The DCS will discuss the proposed change with the NLW Senior Management Team and decide whether or not it will be approved based on all submitted information.
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6)

Implement change (Project Manager) If a change is approved by the DCS, the project manager will update and re-baseline project documentation as necessary.

6.0 6.1

STAKEHOLDER MANAGEMENT PLAN Introduction

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The stakeholders are defined as identified parties with an interest in or impacted by the project. The Stakeholder Management Plan is a living document which shall be updated regularly as the scheme evolves and stakeholders change or increase in number. 6.2 Objectives of the Stakeholder Management Plan

The objectives of the Stakeholder Management Plan are to identify and document: 1. 2. 3. 4. Who the stakeholders are; The interest/stake of each stakeholder group; The level of interest of each stakeholder; The level of importance of each stakeholder; 5. The requirements of each stakeholder; and 6. The roles and responsibility of the Project Team in implementing the Stakeholder Management Plan. The table below gives the Stakeholder Analysis for this Project as perceived by CBEN Partners for now. Table 6A - Stakeholder Analysis Stakeholder Interest/Stake Senior Management Team, National Library of Wales Project Financier and Customer; Provision of modern services within a space that reflects the character, history and beliefs of the Library and improves the Readers experience within the space. Project Client; Chief Initiator and promoter of the project; Responsible to the Project Financier. Project Managers; Overall project success; Contractually liable to the Project Client and vicariously liable for the other members of the project management team. Consultant Architects; Design and Supervision; Contractually responsible to the Project Manager and tortuously liable to other project stakeholders. Interest Level High Level of Importance High

Director of Corporate Affairs (DCS), National Library of Wales CBEN Partners

High

High

High

High

James Jenkins Thomas

High

High

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Stakeholder STRUCTENG Associates

Interest/Stake Consultant Structural Engineers; Design and Supervision; Contractually responsible to the Project Manager and tortuously liable to other project stakeholders Consultant Quantity Surveyors; Cost monitoring and reporting; Contractually responsible to the Project Manager and tortuously liable to other project stakeholders Electromechanical Engineering Consultants; Design and Supervision; Contractually responsible to the Project Manager and tortuously liable to other project stakeholders Contractually liable to the Project Client and vicariously liable for Nominated Subcontractors and Suppliers Contractually liable to the Principal Contractor Contractually liable to the Principal Contractor End users; Want the facility to be ready as early as possible Issue of project-related permits Provision of public services related to the works

Interest Level High

Level of Importance High

SMART QS

High

High

PLUMEL Consultants

High

High

Principal Contractor

High

Low

Nominated Sub-contractors Nominated Suppliers General Public Local Authorities Statutory Bodies

High High Low Low Low

Low Low Low High High

Having analysed and categorized the stakeholders as above, and based on the Power/Interest matrix tool proposed by Johnson and Scholes (1999), the Project Manager shall relate with the Stakeholders as shown in Table 6B below. Table 6B Stakeholder Management Strategy Management Strategy Stakeholder List Engage Closely NLW Senior Management Team, DCS, CBEN Partners, James Jenkins Thomas, STRUCTENG Associates, SMART QS, PLUMEL Consultants Keep Satisfied Local Authorities, Statutory Bodies Keep informed Principal Contractor, Nominated Subcontractors, Nominated Suppliers Monitor (minimum effort) General Public

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6.3

Contract Management

By entering into a contract agreement with the Client and subsequently executing individual subsidiary contracts with the design and project management team members, CBEN Partners shall provide the Client with a single point of responsibility for the design and project management team. The Principal Contractor shall also be bound by contractual provisions to the Client in order to afford the Client a single point of responsibility with regards to execution of the project work as planned and designed. However, the Clients right to choose preferred vendors shall also be protected contractually such that it can nominate subcontractors and suppliers while being freed of the burden of multiple contractual agreements.

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7.0 7.1

COMMUNICATIONS MANAGEMENT PLAN Introduction

Intensive communication is a central factor in leading and integrating people and taking decisions to create a successful project (Laufer et al., 1996, quoted in Nguyen et al., 2004 ). This Communications Management Plan documents and communicates how information will be disseminated to, and received from all stakeholders connected with this project. The Communications Management Plan shall identify: The communication requirements of each stakeholder; The requirements of the project to receive information and/or obtain approvals from stakeholders; The means of communication with each stakeholder; The frequency and duration of communication; and The roles and responsibilities of the project team in the implementation of the plan. This Communications Management Plan sets the communications framework with Stakeholders on this project. It will serve as a guide for communications throughout the life of the project and will be updated as Stakeholder and communication needs change. This plan identifies and defines the roles of persons involved in this project. It also includes a communications matrix which maps the communication requirements of this project. 7.2 Communications Management Approach

The Project Manager will take a proactive role in ensuring effective communications on this project. The communications requirements are documented in the Communications Matrix presented in Appendix D of this document. The Communications Matrix will be used as the guide for what information to communicate, who is to do the communicating, when to communicate it and to whom to communicate. 7.3 Roles

Director of Corporate Services (Project Client) The project Client is the champion of the project and shall authorize the project by signing the project brief. This person is responsible for the funding of the project from the contractual viewpoint and is ultimately responsible for its success. Since the Project Client is at the executive level, communications shall be presented in summary format unless the Project Client requests more detailed communications. Key Stakeholders Normally Stakeholders include all individuals and organizations who are impacted by or who impact the project. For this project we are defining a subset of the stakeholders as Key Stakeholders. These are the stakeholders with whom we need to communicate and are not included in the other roles defined in this section. The Key Stakeholders include executive management with an interest in the project and key users identified for participation in the project.
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Customer The customer for this project is the NLW Senior Management Team. As the customer who will be accepting the final deliverable of this project, they will be informed of the project status including potential impacts to the schedule for the final deliverable or the product itself. Project Manager The Project Manager has overall responsibility for the execution of the project. The Project Manager manages day to day resources, provides project guidance and monitors and reports on the projects metrics as defined in the Project Management Plan. As the person responsible for the execution of the project, the Project Manager is the Leads communicator for the project, distributing information according to this Communications Management Plan. Project Team The Project Team is comprised of all persons who have a role performing work on the project. The project team needs to have a clear understanding of the work to be completed and the framework in which the project is to be executed. Since the Project Team is responsible for completing the work for the project, they play a key role in creating the Project Plan, including defining its schedule and work packages. The Project Team requires a detailed level of communications which is achieved through day to day interactions with the Project Manager and other team members along with weekly team meetings. 7.4 Guidelines for Meetings

Meeting Agenda Meeting Agenda will be distributed three (3) business days in advance of the meeting. The Agenda would identify the presenter for each topic along with a time limit for that topic. The first item in the agenda should be a review of action items from the previous meeting. Meeting Minutes Meeting minutes will be distributed within 2 business days following the meeting. Meeting minutes will include the status of all items from the agenda along with new action items and the Parking Lot list. Action Items Action Items are recorded in both the meeting agenda and minutes. Action items will include both the action item along with the owner of the action item. Meetings will start with a review of the status of all action items from previous meetings and end with a review of all new action items resulting from the meeting. The review of the new action items will include identifying the owner for each action item. Meeting Chair Person The Meeting Chair Person shall be the Project Manager or anybody among the Project Team members duly delegated by him. He is responsible for distributing the meeting agenda,
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facilitating the meeting and distributing the meeting minutes. The Chair Person will ensure that the meeting starts and ends on time and that all presenters adhere to their allocated time frames. Note Taker The Note Taker shall be the CDM Coordinator and is responsible for documenting the status of all meeting items, maintaining a Parking Lot item list and taking notes of anything else of importance during the meeting. The Note Taker will give a copy of their notes to the Chair Person at the end of the meeting as the Chair Person will use the notes to create the Meeting Minutes. Parking Lot The Parking Lot is a tool used by the facilitator to record and defer items which are not on the meeting agenda; however, merit further discussion at a later time or through another forum. A parking lot record should identify an owner for the item as that person will be responsible for ensuring follow-up. The Parking Lot list is to be included in the meeting minutes.

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8.0 8.1

COST MANAGEMENT PLAN Introduction

The Cost Management Plan clearly defines how the costs on a project will be managed throughout the projects lifecycle. It sets the format and standards by which the project costs are measured, reported and controlled. The Cost Management Plan: 8.2 Identifies who is responsible for managing costs Identifies who has the authority to approve changes to the project or its budget How cost performance is quantitatively measured and reported upon Report formats, frequency and to whom they are presented Cost Management Roles

Although always to be assisted by the Quantity Surveyor, the Project Manager will be ultimately responsible for managing and reporting on the projects cost throughout the duration of the project. During the monthly project status meeting, the Project Manager will meet with management to present and review the projects cost performance for the preceding month. Performance will be measured using earned value. The Project Manager is responsible for accounting for cost deviations and presenting the Project Client with options for getting the project back on budget. The Project Client has the authority to make changes to the project to bring it back within budget. 8.3 Cost Management Approach

Costs for this project will be managed at the fourth level of the Work Breakdown Structure (WBS). Control Accounts (CA) will be created at this level to track costs. Earned Value calculations for the CAs will measure and manage the financial performance of the project. Although activity cost estimates are detailed in the work packages, the level of accuracy for cost management is at the fourth level of the WBS. Credit for work will be assigned at the work package level. Work started on work packages will grant that work package with 50% credit; whereas, the remaining 50% is credited upon completion of all work defined in that work package. Costs may be rounded to the nearest pound sterling and work hours rounded to the nearest whole hour. Cost variances of +/- 0.1 in the cost and schedule performance indexes will change the status of the cost to Cautionary; as such, those values will be changed to yellow in the project status reports. Cost variances of +/- 0.2 in the cost and schedule performance indexes will change the status of the cost to an Alert Stage; as such, those values will be changed to red in the project status reports. This will require corrective action from the Project Manager in order to bring the cost and/or schedule performance indexes below the alert level. Corrective actions will require a project change request and be shall be approved by the Project Client before it can become within the scope of the project.

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9.0 9.1

PROCUREMENT MANAGEMENT PLAN Introduction

The Procurement Management Plan identifies and documents the procurement requirements for the project and how it will be managed from developing tender documents through contract closure. 9.2 Procurement Management Approach

The Project Manager will provide oversight and management for all procurement activities under this project. The Project Manager will work with the Project Management Team to identify all items to be procured for the successful completion of the project. A list of these items will then be forwarded to the DCS for review. On DCSs approval, the vendor selection process will be embarked upon by the Project Management Team. 9.3 Procurement Definition

Services of the following have been determined to be essential for project completion and success: Table 9A Procurement List Item/Service Justification Principal Contractor Required to provide the desired single point of responsibility for the construction team; will also be typically responsible for the civil works. Services Subcontractor(s) Needed for electromechanical and HVAC services. Networking Specialist Needed for computer networking. Interior Decorator Needed for furniture works. 9.4 Suggested Type of Contract

We suggest that all items and services to be procured for this project, other than consultancy services, should be solicited under firm-fixed price contracts. We offer time and material consultancy services with preset labour and material rates. The main construction contract shall be solicited based on selective competitive bidding. The successful bidder shall be made to enter into a main contract arrangement with the Client. Specialist works as identified above shall following a similar bidding process. However, nominated subcontractors and suppliers would be required to negotiate their individual contracts with the Principal Contractor, each within the required time frame and at a reasonable cost under the firm fixed price contract. 9.5 Contract Approval Process

The first step of the contract approval process is to conduct a review of all vendor offers to determine which meet the criteria established by the project team. The Quantity Surveyor shall conduct examination of the tenders and report on the same. The project team shall sit to review and approve the report as a form of quality assurance before passing the same to the Client for
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comments and ratification. All contracts and subcontracts agreements shall require the approval of the Client. 9.6 Decision Criteria

The criteria for the selection and award of procurement contracts under this project will be based on the following decision criteria: -

Ability of the vendor to provide all items by the required delivery date Quality (in terms of conformity with project specifications and recognized standards) Cost Expected delivery date Past performance

These criteria will be measured, in the first instance, by the Quantity Surveyor and then the project team headed by the Project Manager. After such analysis, recommendations will be made to the Client for his ultimate decision based on these criteria. 9.7 Vendor Management

Although the Principal Contractor is contractually and primarily responsible for the activities and workmanship of the subcontractors and suppliers, the Project Manager shall be ultimately responsible for managing all vendors as a way of ensuring good interface management. In order to ensure the timely delivery and high quality of products from vendors the Project Manager, or his/her designee from amongst the project team members will meet weekly with the Principal Contractor and nominated subcontractors and suppliers to discuss the progress for each procured item. The meetings can be in person or by teleconference. The purpose of these meetings will be to review all documented specifications for each product as well as to review the quality test findings. This forum will provide an opportunity to review each items development or the service provided in order to ensure it complies with the requirements established in the project specifications. It also serves as an opportunity to ask questions or modify contracts or requirements ahead of time in order to prevent delays in delivery and schedule. The Project Manager will be responsible for scheduling this meeting on a weekly basis until all items are delivered and are determined to be acceptable. In addition to the above, there will be contract provisions to ensure that no items or materials are incorporated into the project without prior approval from the Project Manager which shall be in writing. This will be accomplished through standard material submittal process. Work authorization scheme will also be implemented as part of quality measures. Specimen Material Submittal and Work Inspection Request Forms are attached as Appendices E and F respectively. 9.8 Performance Metrics for Procurement Activities

The following metrics are established for vendor performance for this projects procurement activities. Each metric is rated on a 1-3 scale as indicated below:
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Table 9B Performance Metrics for Procurement Activities Vendor Product On Documentation Development Development Cost Transactional Quality Time Quality Costs Time per Efficiency Delivery Unit Vendor #1 Vendor #2 1 Unsatisfactory 2 Acceptable 3 - Exceptional In addition to rating each vendor, actual values will be noted in order to build a pastperformance data base for selecting vendors for future procurement activities.

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10.0 10.1

SCOPE MANAGEMENT PLAN Introduction

The Scope Management Plan provides the scope framework for this project. This plan documents the scope management approach; roles and responsibilities as they pertain to project scope; scope definition; verification and control measures; scope change control; and the projects work breakdown structure. Any project communication which pertains to the projects scope should adhere to the Scope Management Plan. 10.2 Scope Management Approach

The Project Manager shall be solely responsible for scope management in this project. The scope for this project shall be defined by the Scope of Work Statement and the Work Breakdown Structure (WBS. The Project Manager, Client and Stakeholders will establish and approve documentation for measuring project scope which includes deliverable quality checklists and work performance measurements. Proposed scope changes may be initiated by the Project Manager, Stakeholders or any member of the project team. All change requests will be submitted to the Project Manager who will then evaluate the requested scope change. Upon acceptance of the scope change request, the Project Manager will review the scope change request together with the project team. Recommendations will thereafter be made to the Project Client. Upon approval of scope changes by the Project Client, the Project Manager will update all project documents and communicate the scope change to all stakeholders. Based on feedback and input from the Project Manager and Stakeholders, the Project Client is responsible for the acceptance of the final project deliverables and project scope. 10.3 Roles and Responsibilities

Since the Project Manager, Client and team will all play key roles in managing the scope of this project, the team members must be aware of their responsibilities in order to ensure that work performed on the project is within the established scope throughout the entire duration of the project. Table 10A defines the roles and responsibilities for the scope management of this project.

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Fig 10A Scope Management Roles and Responsibilities Matrix Role Responsibilities Client 1. Approve or deny scope change requests as appropriate. 2. Evaluate need for scope change requests. 3. Accept project deliverables. Project Manager 1. Measure and verify project scope. 2. Facilitate scope change requests. 3. Facilitate impact assessments of scope change requests. 4. Organize and facilitate scheduled change control meetings. 5. Communicate outcomes of scope change requests. 6. Update project documents upon approval of all scope changes. CDM Coordinator 1. Measure and verify project scope. 2. Validate scope change requests. 3. Participate in impact assessments of scope change requests. 4. Evaluate the need for scope changes and communicate them to the project manager as necessary. Planning Supervisor 1. Evaluate the need for scope changes and communicate them to the project manager as necessary. 2. Participate in impact assessments of scope change requests. Architect 1. Evaluate the need for scope changes and communicate them to the project manager as necessary. 2. Participate in impact assessments of scope change requests. Structural Engineer 1. Evaluate the need for scope changes and communicate them to the project manager as necessary. 2. Participate in impact assessments of scope change requests. Quantity Surveyor 1. Evaluate the need for scope changes and communicate them to the project manager as necessary. 2. Participate in impact assessments of scope change requests. Electrical Engineer 1. Evaluate the need for scope changes and communicate them to the project manager as necessary. 2. Participate in impact assessments of scope change requests. Mechanical 1. Evaluate the need for scope changes and communicate them to the Engineer project manager as necessary. 2. Participate in impact assessments of scope change requests. Principal Contractor 1. Evaluate the need for scope changes and communicate them to the and Subcontractors project manager as necessary. 2. Participate in impact assessments of scope change requests.

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11.0 11.1

SCHEDULE MANAGEMENT PLAN Introduction

Project schedules will be created using MS Project 2007 starting with the deliverables identified in the projects Work Breakdown Structure (WBS). Activity definition will identify the specific work packages which shall be performed to complete each deliverable. Activity sequencing will be used to determine the order of work packages and assign relationships between project activities. Activity duration estimating will be used to calculate the number of work periods required to complete work packages. Resource estimating will be used to assign resources to work packages in order to complete schedule development. Once a preliminary schedule has been developed, it will be reviewed by the project team and any resources tentatively assigned to project tasks. The project team and resources shall agree to the proposed work package assignments, durations, and schedule. Once this is achieved the project Client will review and approve the schedule and it will then be baselined. 11.2 Milestones

The following will be designated as milestones for the project schedule: Initial Briefing Identifying the project objectives Commissioning the design team Concept design Sketch scheme design Submitting statutory applications and obtaining permissions Issuance of tender documents Submission of tenders Evaluating and reporting on tenders Construction contract award Contractors possession of site Practical completion/provisional handing over Acceptance of final project deliverables Releasing the Project Management team members 11.3 Roles and Responsibilities

Roles and responsibilities for schedule development are as follows: The project manager will be responsible for facilitating work package definition, sequencing, and estimating duration and resources with the project team. The project manager will also create the project schedule using MS Project 2007 and validate the schedule with the project team, stakeholders, and the project Client. The project manager will obtain schedule approval from the project Client and baseline the schedule. The project team is responsible for participating in work package definition, sequencing, and duration and resource estimating. The project team will also review and validate the proposed schedule and perform assigned activities once the schedule is approved.
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The project Client will participate in reviews of the proposed schedule and approve the final schedule before it is baselined. The project stakeholders will participate in reviews of the proposed schedule and assist in its validation.

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12.0 12.1

QUALITY MANAGEMENT PLAN Introduction

The quality management plan sets out the quality assurance procedure of the project at hand. It aims to assure that the deliverables and results of the project are of high quality and meet the specifications set in the description of works. Once accepted by the Client, this quality plan becomes an official document which should govern the project execution. 12.2 Scope of the Quality Management Plan

This plan is to be used by all parties involved in the design, execution and completion of the project. 12.3 Quality within The Project

This section specifies the activities to be implemented, including their sequence, in order to ensure that the project and its deliverables confirm to the project requirement. The quality plan includes explanations necessary to show how quality requirement for the activities are met. A list of such activities is given below: 12.4 Responsibilities for Quality Assurance. Quality system review Document and data control Project quality control board Internal communication strategies Corrective and Preventive action. Control of quality records Project reporting and monitoring Quality Management Approach

The purpose for managing quality is to validate that the project deliverables are completed with an acceptable level of quality. Quality management assures the quality of the project deliverables and the quality of the processes used to manage and create the deliverables. The quality management plan identifies these key components: Table 12A Project Quality Metrics Objects of quality Quality Measure review Project Deliverables Deliverable Quality Standards Completeness and Correctness Criteria Project Processes Process Quality Standards
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Quality Evaluation Methods Quality Control Activities Quality Assurance


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Stakeholder Expectations

Activities

The following is a brief explanation of each of the components of the quality management plan. Table 12B Definitions of Key Quality Management Terms Project Deliverables The key project deliverables and processes subject to quality and Processes review. Deliverable Quality Standards and Completeness and Correctness Criteria Process Quality Standards and Stakeholder Expectations Quality Control Activities Quality Assurance Activities Stakeholder expectations describe when a project process is effective as defined by the project stakeholders. An example is the expectation to be regularly informed monthly of project status. The quality control activities that monitor and verify that the project deliverables meet defined quality standards. The quality assurance activities that monitor and verify that the processes used to manage and create the deliverables are followed and are effective. The completeness and correctness criteria describe when each deliverable is complete and correct as defined by the customer. Deliverables are evaluated against these criteria before they are formally approved. The quality standards that are the measures used to determine if project work processes are being followed. The quality standards that are the measures used to determine a successful outcome for a deliverable.

12.5

Quality Policy

CBEN Partners quality policy is based on the fundamental concept that the control of quality is a teamwork. CBEN Partners recognizes that quality has to be built into the product and that quality should be the primary factor in selecting main and subcontractors. Our team will provide works that will meet or exceed the required quality standards, delivered safely, on time and within budget. Quality work will be the responsibility of everybody working on the project. Quality work will be attained through appropriate planning and control of work operations and by specific quality control activities such as reviewing, checking, inspecting, testing and quality audit. 12.6 Project Quality Partnering Charter

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As members of the project quality organization team, we agree and commit to team values that will guide our behavior and help us to establish solid working relationships throughout the project. These ground values are: Honesty with each other Trust Quality minded Earned Respect Pride in Professionalism Responsive and expeditious team work Listen Understand Integrity Do what you say Partner at all Levels Resolve all issues at the lowest possible level

Together, through partnering and team work, using our ground values as the foundation, it is our aim to successfully achieve the goals listed below: Meet milestone as shown in the project proposal Quality work No environmental violation Safe Project Accident free Profitable for all Team work Timely response A proud finish

12.7 Quality Management Key Positions We have identified four key Quality Management positions for this project and these are as follows:
1. Project Manager Responsible for overall management and implementation of the

project including quality management plan


2. CDM Coordinator Responsible for quality assurance of the project design and

construction. Also responsible for materials approval in accordance with BS Standards.


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3. Contractors Superintendent Responsible for quality control and testing of the

construction works.
4. Quality Testing Supervisor Responsible for overseeing all material testing issues on

the project.

The last two positions shall be filled by the successful bidder for the construction phase. 12.8 Roles and Responsibilities

The entire quality management organization has the responsibility and authority to contribute to the achievement of quality objectives. The responsibilities of all personnel who manage, perform, and ensure the quality of the work include:

Initiate action to prevent the occurrence of non-conforming work Identify, evaluate, and document quality problems Recommend or initiate quality improvement solutions Stop the work when non-conforming work is identified, until the deficiency is corrected. The primary roles and responsibilities of the individuals that comprise the Quality control are summarized below.

1. Project Manager Responsible for organization and maintenance of a document control system for all quality data. Review and certify progress payments for the quality management team. Ensure reviews coordinated with outside entities. Coordinate quality check point reviews. Review and sign off Non-conformance Reports. Assist in developing a plan for process change to eliminate non-conformance trends.

2. CDM Coordinator The CDM Coordinator will be on site during all construction activities and shall be available or on the Project within two hours of being notified of a problem regarding the quality assurance of any Work.
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Develop, implement, and manage quality management plan for the construction. Oversee Quality Assurance testing and inspection. Coordinate and schedule resources to provide appropriate Quality Assurance inspection and testing for all construction efforts on a daily and weekly basis.

3. Contractors Superintendent Coordinate with CDM Coordinator on the schedule for work elements to ensure adequate staff is available for Quality Control inspection, sampling, and testing. Cooperate in the development of strategies to correct quality issues. Perform work in accordance with an approved quality control plan. Submit and require subcontractors and suppliers to each submit a quality plan appropriate for their scope of work to the Project Manager for approval. Control the quality of deliverables by monitoring and verification against the quality criteria specified in the design documents. The quality control activities include construction site activity, installation, inspection, test, and documentation. Results of inspections and tests are retained by the contractor as objective evidence of acceptability. The contractor turns over the records to the Project Manager as required by the contract documents. Where quality problems are revealed, document these in non-conformance reports (NCRs) Personnel Training

12.9

All the personnel on the project will be made aware of the quality requirement of their positions. Personnel will be trained in their job duties and the skills necessary to complete right the first time. Training exhibition list and type of training attached below. Table 12C - Staff Training Requirement Staff Level Safety Environment Design Quality Control Project Yes Yes Yes Manager CDM Yes Yes Yes Coordinator Contractors Yes Yes Yes Superintendent Quality Testing Yes Supervisor Yes Yes Construction Quality Control Plan Yes Yes Yes Yes Work Element Training No Yes Yes Yes Specifications & Construction Requirements Yes Yes Yes Yes

12.10 Document Control

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Documents will be filled and controlled in accordance with the project document control plan. All documents will be controlled and organized for the duration of the contract. Files will be maintained in an organized and controlled manner at the office of CDM Coordinator. The quality management will establish and maintain its own document control system for reference purposes. 12.11 Schedule of Audit Audit exhibit specifies a series of periodic audits to determine the effectiveness of Quality management Plan. 12.12Audit Personnel CBEN Partners will designate appropriate quality trained personnel from the head office to perform the required audit for the project. These individuals are not involved in either the actual design or construction processes and will only perform audit in accordance with the written procedures or checklist. The audit of the construction process will be performed via the quality points. Table 12D - Audit Exhibit Item Design plans and previous Provisions Audit date or Frequency The CDM Coordinator works with CBENs QA/QC Section to audit each preliminary design, final design and submit for conformance for quality management plan The CDM Coordinator audits all documents developed as a result of field design, changes or notice of design of conformance quality management plan The CDM Coordinator will audit construction works as performed through the use of quality check points established in conjunction with CBENs QA/QC Section throughout the duration of the project. Audit plan operation and in-house quality control programme every 2 months during construction programme Audit equipment and personnel every 3 months during construction season.

Design Changes

Construction

Offsite Plant Testing Labs

12.13 Non-Conformance Identification Report The design and construction teams and Quality control staff are responsible for identifying nonconforming work. Any completed work not meeting the plans, specifications and contract requirements is to be deemed non-conforming. The concerned designer of records shall prepare this report which must detail the specifications or contract, and how or why the work does not conform.
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12.14

Non Conformance Report for The Quality Process

The contractor is responsible for determining the cause of non-conformance reports (NCRs) and taking appropriate corrective action. If the quality problem continues, the Project Manager, having been duly informed by the CDM Coordinator, will raise the corrective action request to the contractors senior management using the partnering concepts agreed to at the project outset. Further actions the Project Manager may take include recommending to the Client nonpayment for the nonconforming work and ultimately issuing a stop work order until the contractor implements proper disposition of the quality problem. 12.15 Manufacturers Certificate of Compliance A manufacturers certificate of compliance shall be required for acceptance of the materials to prove compliance of materials to acceptable standards. This requirement shall be stated on the Request for Approval of Materials (RAM) form and in applicable sections of the construction manual.

12.16 Quality Control Report The quality control management team will maintain and post digital records showing that all the required activities and all the test have been performed including the following: Type, number and result of all current quality management activities, including reviews, inspection and materials analysis test, monitoring have been performed.

Closely related data such as the qualification of personnel and the procedures and equipment used. Identity of the inspector or data recoder, type of the test or observation used the result and the acceptability of the works. Munities of all quality management meetings held. The nature of any non-conforming work, cause for rejection of works, etc by maintaining a non- conforming log. Proposed corrective actions to be taken.

12.17 Quality Control Checking Field notes will be checked before incorporation into the quality management plan. A Checker will check the as-built information, with the field books, to confirm the accuracy of the As-Built drawings, following the procedures for checking design drawings. The Quality control personnel will provide periodic audits of the As-Built drawings to evaluate conformance with this Quality Management Plan.
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12.18 Construction This section outlines the quality organization system designed to ensure that specified materials are used and that the installation of acceptable to produce the required end product/objectives. The implementation of the construction quality plan procedures is fundamental to the success of the project and this will ensure that the objectives meet their original requirement. 1. Quality Planning Quality planning involves identifying which quality standards are relevant to the project and determining how to satisfy them. It is one of the key facilitating processes during project planning and should be performed regularly and in parallel with the other project planning process. The quality planning techniques discussed here are those used most frequently on projects. 2. Construction Quality Quality management is involved in every aspect of the project, from specification review through construction and start-up. Our commitment to maintaining strict quality controls not only results in a superior product, but also minimizes costly delays and expenses on a project. The Quality Control System is comprised of two manuals. The Quality Systems Manual establishes and describes the Quality Control System for construction activities. The Quality Control Manual contains procedures and instructions that implement the requirements established in the Quality Systems Manual. The documents contained in these manuals control and assure construction activities are performed in accordance with approved drawings and specifications, applicable codes and standards and contract requirements. Through this system, it is assures that all contractual commitments are identified and implemented. Management promotes and encourages customer involvement in the development of project-specific quality criteria. 3. Working Condition Workers in this industry need physical stamina because the work frequently requires prolonged standing, bending, stooping, and working in cramped quarters. They also may be required to lift and carry heavy objects. Exposure to the weather is common because much of the work is done outside or in partially enclosed structures. Construction workers often work with potentially dangerous tools and equipment amidst a clutter of building materials; some work on temporary scaffolding or at great heights. Consequently, they are more prone to injuries than workers in other jobs. Data show that many construction trades workers experienced a work-related injury and illness rate that was higher than the national average. Hence, CBEN Partners emphasizes safe working conditions and habits that reduce the risk of injuries. To avoid injury, employees must wear safety clothing, such as gloves, hardhats, and devices to protect their eyes, mouth, or hearing, as needed.

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4. Production Plants The concrete batch plant for the production of Portland Cement Concrete (PCC) will be a National Ready Mix Concrete Association approved plant. For production of PCCP, and structural concrete, the CDM Coordinator will review the testing data for conformance with the plans and specifications. 5. Investigation and Testing The CDM Coordinator inspects all materials brought to the job site. He documents the type of material, the general visual condition of the material, and indicates that the material is being stored and handled according to manufacturers recommendations and specifications. The He examines the bill-of-lading, the certificate of compliance, and the on-site material to document that certifications are complete for the material and performs testing as necessary. A copy of the materials compliance certification is included with the inspectors daily report. The CDM Coordinator uses the Materials Receiving Report form for this documentation. All of the documents for this inspection are filed under the activity number as outlined in the document control section of this plan All materials and products delivered to the job site are marked and tracked in accordance with this Section to ensure only acceptable materials are used and any rejected materials are removed from the job site. The CDM Coordinator verifies and documents that materials incorporated into the project are from the approved list developed by him for material application. The CDM Coordinator documents in his daily inspection reports any issues with the acceptability, handling, or storage of materials and notifies the Project Manager immediately.

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13.0 13.1

ENVIRONMENTAL MANAGEMENT PLAN Environmental Policy

CBEN Partners will: Protect the environment Effectively manage its resources and minimize waste Reduce Atmospheric emission, solid wastes and pollutant discharges into its surroundings Ensure all employees and contractors demonstrate personal commitment to protect the environment 13.2 Environmental Management Partners will ensure conduct of an impact assessment before commencement of work. The basis of the impact assessment is the identification of environmental, social and health hazards. Hazards are defined as project elements, activities, operations and processes that have the potential to cause harm to the projects natural and social environment.
CBEN

An Environmental, Social and Health Management Plan (ESHMP) will be developed which details the management responsibilities, actions, and timing required to ensure that there are only minimal negative impacts from the project.

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One of the key elements in impact assessment is stakeholder analysis. For effective stakeholder consultation, one needs to identify all those people and groups who are likely to be affected by, or have a legitimate interest in, the project. These include those directly affected (primary stakeholders) such as the members of the project organisation and secondary stakeholders such as the library users, etc. Parallel to the identification of hazards, sensitivity analysis will be carried out to identify key aspects of the receiving physical, natural and social environment, considered to be most sensitive. Sensitivities are defined as products and services of the natural or human environment that support and sustain people and nature. Once affected, their disruption could lead to a disturbance of the stability or the integrity of the natural or social environment. 13.2.1 Impact Assessment Matrix The impact assessment matrix (IAM) is a crucial part of the impact assessment process. It is used to compare the likelihood of occurrence for each impact against its potential consequence to produce the degree of significance of each impact. The degree of significance will determine later on whether mitigation is needed and if so, to what level. The rating of positive impacts is not further detailed based on likelihood or potential consequences, but just ranked positive.

Potential consequences Likelihood


H h ig M d mh h e iu ig Md m e iu M d mlow e iu Low
P osit e iv H rd a a ly ny Lit le t Con e b sid ra le Gre t a Ext m re e

Posit e iv Posit e iv Posit e iv Posit e iv Posit e iv

M e t od ra e M or in M or in N g ib e lig le N g ib e lig le

M e t od ra e M e t od ra e M or in M or in N g ib e lig le

M jor a M e t od ra e M e t od ra e M or in M or in

M jor a M jor a M e t od ra e M e t od ra e M or in

M jor a M jor a M jor a M e t od ra e M e t od ra e

Table 13A - Impact Assessment Matrix (IAM) Once the degree of significance of an impact has been assessed, a decision must be made about the need for mitigation. This depends on the impact acceptance or impact tolerance 13.2.2 Procedures Relevant procedures will also be available to ensure effective environmental management. The procedures will activities such as: 1. Waste Management 2. Chemical Management
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3. 4. 5. 6. 7. 13.3

Environmental Monitoring Reporting Personal Protective Equipment (PPE) Emergency Management Hazardous materials Management

Employee Facilities and Waste Control

The Contractors Superintendent will be required to arrange the provision of employee facilities for each project work site which comply with the Code of Practice and are adequate for the number of personnel using them at each stage of the project. The Contractors Superintendent will be required to arrange for waste and refuse to be stored in suitable containers at the work site and to be disposed of regularly in order to maintain the work site in a hygienic, clean and tidy condition. 13.4 Environmental Awareness Training

All Principal Contractor and subcontractors personnel MUST attend an environmental awareness training prior to commencement of work. Any other relevant environmental issues which become apparent during the project will be discussed during the committee meetings. 13.5 Audit, Non-Compliance and Corrective Action

Environmental non conformances, for example those arising from: Audit and Surveillance conducted by CBEN Partners or the Client Incident, accident or injury , Application of the Checklist, Application of the Environmental Management process, Safety or health issues being encountered on work sites, Annual Review of Training, will be reported and documented. 13.6 Review

The planned target dates (or frequencies) at which the EMP will be subject to formal review and the personnel who will participate in the review are CBEN Partners General Manager, Engineering Director and CDM Coordinator. CBEN Partners CDM Coordinator will maintain records of any review.
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The review shall ensure the plan is appropriate and is being implemented effectively. Changes may arise from a change of scope, internal audits, clients audits, comments or from opportunities for improvement. The Plan shall then be updated to reflect any changes which have occurred. The revised document and the input which led to the revisions shall be reviewed by the Principal Contractor, approved by her senior management and then forwarded to the Project Manager for approval.

14.0 14.1

OCCUPATIONAL, HEALTH & SAFETY MANAGEMENT PLAN Scope of OH&S Plan

This document defines the occupational health and safety processes and practices CBEN Partners requires for the upgrade of the Reading Room and Reprographics areas on the Main Floor of the Main Building of the National Library of Wales. Services which have different OH&S risks or hazards will be addressed by Safe Work Method Statements. 14.2 OH&S Policies

14.2.1 Health and Safety Policy CBEN Partners will require the Principal Contractor: Assess risks and plan work activities to eliminate or control foreseeable hazards or risks, Comply with relevant Occupational Health & Safety, workplace injury management and workers compensation legislation and regulations, Establish measurable objectives and targets for continuous improvement, Consult with employees and subcontractors and disseminate OH&S information, Make this Safety Management Plan available to all employees. Make available relevant parts to subcontractors working at the site during construction/maintenance activities , Maintain the workplace in a safe condition,

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Provide appropriate instruction and training for employees and subcontractors to assist them in avoiding unsafe situations, unsafe work practices and the use of defective equipment, Achieve continuous improvement in HSE performance Establish objectives and targets; measure, appraise and publicly report HSE performance Provide adequate facilities for outdoor staff and Provide sufficient resources to achieve all the above. 14.2.2 Drug & Alcohol Policy CBEN Partners has an alcohol and drug policy to which the Principal Contractor is required sign an agreement. This states that: No one under the influence of alcohol and /or drugs will be permitted to work, Alcohol or illicit drugs will not be consumed during working hours People adversely affected by alcohol or drugs will be directed to leave the premises and work sites. A person whose work performance or behaviour is impaired by drugs or alcohol will be considered a risk to the health and safety of themselves and others. A person reasonably suspected to be impaired by drugs or alcohol will be directed to leave the workplace until the commencement of the next working day and that person is unimpaired by drugs or alcohol. The immediate supervisor (or if not, another available supervisor) will make the decision on a persons impairment. A staff safety representative, (or if not, another staff representative) will verify this decision. On the first and second occasions, the person will, on their return to duty, be counselled on their behaviour, receive a written warning and be given information on the availability of treatment/counselling. If there is a third breach in any single period of 12 months disciplinary proceedings will commence - this may result in dismissal. Warnings issued for breaches of this policy will lapse after 12 months. Lawful use of prescription medicines under medical supervision will be treated separately under this policy where advice is provided to the relevant supervisor. 14.3 OH&S Roles & Responsibilities

The principal responsibilities and authorities required by CBEN Partners of the Principal Contractor with respect to OH&S are:
1.

Contractors General Manager The General Manager has responsibilities to ensure the health, safety and welfare of all employees, visitors and contractors in its workplaces. Accordingly, the General Manager will sign this Health and Safety Management Plan and all Safe Work Method Statements.

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The General Manager can delegate the authorities and concomitant responsibilities listed below as is appropriate to Councils organisation.

2. Contractors Superintendent Encourage the active involvement of all staff in the management of OH&S

Regular safety reviews, periodic safety audits and monitoring compliance with Councils Site Specific Safety Management Plan Authorise, when appropriate, any special skills (e.g. electrical) required to conduct Audits and Work site Safety Inspections Ensure that the design of works addresses safety both during the work and when the works are in use Determine the OH&S requirements for the selection of subcontractors and suppliers Provide health and safety resources, services and facilities on work sites to comply with the Code of Practice Procure, when appropriate, any special skills (eg electrical) required to conduct Audits and Work site Safety Inspections Authorise and co-sign SWMS Review safety control measures while work is in progress to ensure that construction hazards or risks are adequately addressed Address safety non-conformances as they arise Arrange the supply and installation or use of protective clothing and equipment (PPE), fire extinguishers, warning sign. Purchase and arrange for a first aid kit to be placed in a prominent accessible position on each work site for treating minor injuries. (As required by the OH&S Regulations)

3. Safety Manager He / she is particularly responsible for communicating with the Project Manager on all OH&S related issues.

Hazard/risk assessment of activities and work areas Preparing safe work method statements (when required) in consultation with departments. Developing site specific Emergency Procedures Obtaining Site Specific Safety Management Plans and Safe Work Method Statements (or equivalent) from subcontractors and determining how the Principal Contractor will monitor safety performance of subcontractors

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14.4

Ensuring that work site personnel, including those of subcontractors, have appropriate OH&S qualifications for construction activities and that they are kept up-to-date. Implementing a plan for the regular circulation OH&S information to promote OH&S awareness and understanding Keeping a register of hazardous substances on work sites, including those used by all service providers Conducting a hazard assessment on any hazardous substances proposed to be brought onto the work sites (including any special protection and handling required Keeping safety records in accordance with Councils Records Management Plan OH&S Communication, Consultation and Competence

1. Communication OH&S issues will be communicated to all personnel through e-mails, posters, safety alerts, engagement sessions and meetings.
2.

Consultation

CBEN Partners is committed to maintaining sound OH&S consultative arrangements with its staff, contractors and visitors to the work sites. Principal Contractor will be required to ensure that his OH&S representatives are selected and regularly briefed as to outcomes of each work site management team meeting and consulted with at appropriate intervals OH&S Committee(s) shall be established according to OH&S legislation and will take into account factors such as hours of work, number and grouping of employees, sub-contractors and service providers, geographical location, specific occupational hazards etc. 3. Competence CBEN Partners has a training and assessment program for its employees. Employees skill levels are assessed against the standards of competency required and remedial training is provided where necessary. Nonetheless, all personnel of CBEN Partners, Design Consultants, Principal Contractor and subcontractors MUST attend a Safety Induction prior to commencement of work. The Principal Contractors Safety Manager is required to arrange and conduct this meeting. CBEN Partners will combine Environmental and other competency training with Safety Induction. Other HSE Trainings shall be conducted to ensure adequate competence of all project participants, be they consultants, contractors or subcontractors. 4. Safety Training Records Records of safety training conducted, annual reviews of safety training and of the qualifications of trainer will be maintained in accordance with CBEN Partners Records Management Plan.
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14.5

Risk Management

CBEN Partners will collaborate with the Principal Contractor and other stakeholders to ensure that all hazards associated with each work activity are identified, the associated risks assessed and measures for eliminating or minimising and monitoring the risk are developed, documented and implemented. The process used for managing the hazards and the associated risks is the Hazard and Effect Management Process (HEMP). The OH & S risk management methodology adopted by Council is detailed in the risk management procedure. This procedure is documented in E. 1. Safe Work Method Statements (Procedures) All work activities assessed as having OHS risks require the preparation and implementation of Safe Work Method Statements (SWMS). These SWMS will be developed in consultation with the personnel who will be involved with the work. All SWMS will be documented, authorised by Management. It is the responsibility of the Principal Contractors Safety Manager to monitor the control measures adopted in both their implementation and also for their continuing adequacy for the activity. The Safe Work Method statements will cover activities such as: 5. Incident Management 6. Traffic Safety 7. Scaffolding/Lifting Rigging activities 8. The Safe Work Methods and other measures adopted to respond to the hazards. 9. Personal Protective Equipment (PPE) 10. Emergency procedures including emergency evacuation 11. Fire Prevention, Location of fire extinguishers, 12. Identity of first aiders, 13. Hazardous materials location and control, 14. Construction activities 15. Manual Handling 2. Personal Protective Equipment All personnel will wear and use the personal protective equipment (PPE) appropriate to the task while delivering the Services. All parties, including Contractor and Subcontractors, will not be allowed to deliver any Services unless their personnel are clothed and protected in accordance with standards and legislation. PPE should be supplied by the Principal Contractor to Consultants and Client representatives, and should meet the requirements of standards and legislation.

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14.6

Incident Management

All incidents will be managed in accordance with the Incident Management Procedure. CBEN Partners will, through the instruments of contract, require the Principal Contractor to provide properly equipped and manned responses to safety Incidents and Accidents and to requests for assistance from emergency services within the response times set out in the emergency response documents. CBEN Partners has prepared an Emergency Response Plan and all emergencies will be managed following the emergency response process. The Principal Contractor will be required to do the same after which the two documents will be harmonised into a single whole as deemed necessary. We believe that all accidents and near-misses can be prevented and we will investigate incidents (according to the incident management procedure) to establish the direct and underlying causes to prevent a reoccurrence. The management representative called out to the incident/accident will ensure: The Incident/Accident Report is completed and All necessary actions are taken to bring the situation under control as soon as possible. The hazard control and risk management process will then be applied to determine whether this OH & Safety Management Plan need amendment. Emergency Evacuation Emergency evacuation will be in accordance with the CBEN Partners Emergency Response Plan and Procedure. If evacuation is necessary this will be ordered by the Principal Contractors Safety Manager. The Safety Manager will determine a schedule for the testing of the emergency procedures. This must be at least on a six monthly basis. The outcomes of this testing will be examined and improvements made to the procedures, if required. 14.7 Engagement of Subcontractors Before engagement: Before engaging any subcontractor, the Principal Contractor should: 1. Document and keep copies of the duties of that subcontractor, 2. Audit that subcontractors Risk Assessment, Site Specific Safety Management Plan and/or SWMS to ensure they comply with OHS Regulation 3. Induct that subcontractors personnel in accordance with 13.4 Environmental Awareness Training, During engagement: Inspect, monitor and document the performance of each subcontractors to ensure compliance with the requirements OH&S Regulation. This includes conducting health and safety inspections to identify hazards associated with Services

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14.8

Audit, Non-Compliance and Corrective Action

CDM Coordinator will conduct audits, health and safety inspections weekly to identify gaps and hazards associated with the activities. Inspection of Services will include Services performed by Principal Contractor and Subcontractors and will verify they are complying with the activities SWMSs. Records of the inspections are to be kept in accordance with CBEN Partners Record Management Plan. 14.9 Management Review

The planned target dates (or frequencies) at which the SSSMP will be subject to formal review and the personnel who will participate in the review are CBEN Partners General Manager, Engineering Director and CDM Coordinator. CBEN Partners CDM Coordinator will maintain records of any review. The revised document and the input which led to the revisions will be reviewed by CBEN Partners Management, approved by the General Manager and then forwarded to the Project Manager for his/her record.

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15.0 15.1

RISK MANAGEMENT PLAN Introduction

As organizations begin new projects they begin operating in an area of uncertainty that comes along with developing new and unique products or services. By doing so, these organizations take chances which results in risk playing a significant part in any project. Chapman and Ward (2002) explained that risks are caused by a lack of certainty and that uncertainty is especially prevalent in the early project phases. Since not all factors can be predicted at the onset of a project, yet decisions still have to be made, there is a risk that the outcome of these decisions is something other then what is expected. The purpose of the risk management plan is to establish the framework in which the project team will identify risks and develop strategies to mitigate or avoid those risks. 15.2 Top Three Risks

The top three high probability and high impact risks to this project identified so far are: 1. Inadequacy of Provisional Sums Provisional Sums themselves are a product of uncertainty. This is because they are included in estimates to cater for unforeseen circumstances. It is a financial risk. To mitigate this risk, it is proposed to design and firm up as soon as possible. 2. Demand of NRR Users are high Users expectations are high and need careful control against cost. This is also a financial risk which is mitigated by retaining the contingency sum. 3. Shelving Adaptation It is observed that the existing shelving may be incapable of relocating. This is a technical risk requiring serious consideration as its impacts may cut across all project constraints. The Project Manager will mitigate this risk by demanding early Mock up and trial from Contractor to determine shelving adaptation. Provisional Sum will also be enhanced to cater for the uncertainty. . 15.3 Risk Management Approach The approach we have taken to manage risks for this project included a methodical process by which the project team identified, scored, and ranked the various risks. The most likely and highest impact risks were added to the project schedule to ensure that the assigned Risk Owners take the necessary steps to implement the mitigation response at the appropriate time during the schedule. Risk Owners will be required to provide status updates on their assigned risks in the weekly project team meetings, but only when the meetings include their risks planned timeframe. Upon the completion of the project, during the closing process, the project manager will analyze
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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. 15.4 Risk Identification

For this project, risk identification was conducted in the initial project risk assessment meeting. The method used by CBEN Partners to identify risks was the Crawford Slip method. The project manager chaired the risk assessment meeting and distributed notepads to each member of the team and allowed 10 minutes for all team members to record as many risks as possible. 1. Expert Interview Two Expert Interviews were held for this project. The interviews revealed several risks which were then mitigated by making changes to the project plan. The remaining risks are included in the Risk Register. 2. Risk Assessment Meeting A risk assessment meeting was held with key team members and stakeholders. The risks identified during this meeting were added to the project plan and Risk Register. 3. Historical Review of Similar Projects The project team reviewed the history of similar projects in order to determine the most common risks and the strategies used to mitigate those risks. 15.5 Risk Qualification And Prioritization

In order to determine the severity of the risks identified by the team, a probability and impact factor was assigned to each risk. This process allowed the project manager to prioritize risks based upon the effect they may have on the project. The project manager utilized a probability-impact matrix to facilitate the team in moving each risk to the appropriate place on the chart. Once the risks were assigned a probability and impact and placed in the appropriate position on the chart, the recorder captured the finished product and the project manager moved the process on to the next step: risk mitigation/avoidance planning. 15.6 Risk Monitoring

The most likely and greatest impact risks have been added to the project plan to ensure that they are monitored during the time the project is exposed to each risk. As shown in the Risk Register at Appendix G, a Risk Owner has been assigned to each risk. During the weekly project team meeting the Risk Owner for each risk will discuss the status of that risk; however, only risks 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
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will ensure that the appropriate Risk Owner provides the necessary status updates which include the risk status, identification of trigger conditions, and the documentation of the results of the risk response. 15.7 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 projects constraints. To make informed trade-off decisions during the project, we still require sitting with the Client to determine prioritisation of the project constraints after clearer definition of scope. 15.8 Risk Register

The Risk Register for this project is a log of all identified risks, risk owner, timing, primary nature, mitigation action and likely cost implication. The register was created through the initial project risk management meeting led by the project manager. During this meeting, the team identified and categorized each risk. The Risk Register for this project is provided in Appendix G.

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CLIENT ACCEPTANCE Approved by: ___________________________________________ Director of Corporate Affairs National Library of Wales Date:_____________________

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APPENDIX A: TASK RESPONSIBILITY MATRIX


The following table gives the proposed task distribution to each project participant and/or stakeholder.
Task Description DCS Project Manager
Planning Supervisor

Architect

Elect. Engineer

Mech. Engineer

CDM Coordinator

Structural Engineer

Quantity Surveyor

Principal Contractor

1.1 1.2 1.3 1.4 1.4. 1 1.4. 2 1.4. 3 1.4. 4 1.4. 5 1.5 1.5. 1 1.5. 2 1.5. 3

Initial Briefing
Identifying the project objectives

Approves Approves

Leads Leads Assists Directs Reviews Directs Reviews Assists Leads Assists Assists Assists Assists Assists Assists Assists Assists Assists Assists Leads Leads Leads Assists Leads Assists Assists Leads Assists Assists Assists Leads Leads Assists

Commissioning Leads the Design Team Concept Design Preliminary Approves Drawings Environmental Reviews Impact Analysis High Level Approves Project Schedule Order of Approves Magnitude Estimate Obtaining Assists Statutory Permits (Concept Design Stage) Sketch Scheme Design Schematic Approves Designs Level 2/3 Approves Estimates Revised Project Approves Schedule
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Leads Assists Assists

Leads Assists Assists

Leads Assists Assists

Assists Assists Assists

Leads Assists Assists

Assists Leads

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Task

Description

DCS

Project Manager

Planning Supervisor

Architect

Elect. Engineer

Mech. Engineer

CDM Coordinator

Structural Engineer

Quantity Surveyor

Principal Contractor

1.6 1.6. 1 1.6. 2 1.6. 3 1.6. 4 1.7 1.8 1.9 1.10 1.11 1.12

Detailed Design Detailed Drawings Level 4 Estimate Revised Project Schedule Obtaining Statutory Permits (Detailed Design Stage) Issuance of Tender Documents Reception of Tender Evaluation and Reporting on Tenders Award of Construction Contract Possession of Site (by Contractor) Construction

Approves Approves Approves Assists

Reviews Reviews Directs Assists Assists Leads

Leads Assists Assists Assists

Leads Assists Assists Assists

Leads Assists Assists Assists

Assists Assists Assists Leads

Leads Assists Assists Assists

Assists Leads

Approves

Leads Leads Reviews

Assists

Assists

Assists

Assists

Assists

Assists

Assists

Leads Assists Assists Assists Assists Assists Assists Assists

Leads

Assists Directs Directs/ Reviews/ Reports

Leads

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Task

Description

DCS

Project Manager

Planning Supervisor

Architect

Elect. Engineer

Mech. Engineer

CDM Coordinator

Structural Engineer

Quantity Surveyor

Principal Contractor

1.13 1.13 .1 1.13 .2 1.13 .3 1.13 .4

Close-out Testing & Commissioning Provisional Handing Over Issuance of Certificate of Completion Releasing the Project Management Team members Leads

Directs/ Reviews/ Reports Directs/ Reviews/ Reports Assists Leads

Assists Assists Assists

Assists Assists Assists

Assists Assists Assists

Assists Assists Assists

Assists Assists Assists

Assists Assists Assists

Assists Assists Assists

Leads Leads Assists

KEY S/N 1 2 3 4 5 6 7 Responsibility Approves Directs Leads Assists Assists Reviews Reports Definition of Responsibility Responsible for timely review and approval. Responsible for providing necessary action and/or direction on what is required. Responsible for initiating, leading, managing, coordinating and/or providing activity or item. Responsible for attending and coordinating the works of Leads responsible party. Responsible for assisting the Leads responsible party Responsible for timely review and appropriate action and/or comment. Responsible for timely reporting of specific project action.

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APPENDIX B: WORK BREAKDOWN STRUCTURE


The following is the Work Breakdown Structure for the Construction Phase. 1.0 1.1 1.1.1 1.1.2 1.1.3 1.2 1.2.1 1.2.2 1.2.3 1.2.4 1.2.5 1.2.6 1.2.7 1.2.8 1.2.9 1.2.10 1.2.11 1.2.12 1.2.13 1.2.14 1.2.15 1.2.16 1.3 1.3.1 1.3.2 1.3.3 1.3.4 1.3.5 1.3.6 1.4 1.4.1 1.4.2 1.4.3 1.4.4 1.5 1.5.1 1.5.2 REFURBISHMENT AND FITTING OUT OF THE NORTH READING ROOM Set up Site Accommodation Services Protection Reading Room Remove Existing Balustrades Prepare Balconies Adapt Balconies Decorations High Level Ceiling Glazed Screens Balustrades Oak Capping Strips 2nd Fix Joinery Decorations Floor Finishes Floor Finishes Carpet Reception Desk, Canopy and Work Stations Manufacture Reception Desk, Canopy and Work Stations Shelving Adaptations Offsite Shelving Installations onsite Low Level Ground Floor Screens Ex Reading Room Stud Partitioning Plaster Joinery 1st Decorations Floor Finishes Joinery 2nd M&E Strip out Existing Services Mechanical & Electrical Services Risers 1st Fix Mechanical & Electrical Services 2nd Fix Mechanical & Electrical Services Completions Off Site Clean Site

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APPENDIX C: PROJECT SCHEDULE

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APPENDIX D: COMMUNICATION MATRIX


The following table identifies the communications requirements for this project. Communicatio n Type Kickoff Meeting Objective of Communication Introduce the project team and the project. Review project objectives and management approach. Review status of the project with the team. Discuss and develop technical design solutions for the project. Report on the status of the project to management. Report the status of the project including activities, progress, costs and issues. Medium Face to Face Frequen cy Once Audience Project Project Manager Project Team Stakeholders Project Team

Owner Project Manager

Deliverable Agenda Meeting Minutes Agenda Meeting Minutes Agenda Meeting Minutes Project Status Report

Project Team Meetings Technical Design Meetings Monthly Project Status Meetings Project Status Reports

Face to Face Conference Call Face to Face Face to Face Conference Call Email

Weekly

Project Manager

As Needed Monthly

Project Technical Staff

Technical Lead Project Manager

PMO Project Project Manager Project Team Stakeholders PMO

Monthly

Project Manager

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APPENDIX E: SAFETY RISK MANAGEMENT PROCESS CBEN Partners manages its risk using a Hazard and Effect Management Process (HEMP), the hazards are identified, assessed and appropriate controls put in place to prevent unwanted events. Risk Identification, Assessment, Control and Management procedure is set out in Appendix F.1 to F.3 below. High risk hazards or sources of hazards requiring particular attention in OHS systems include Manual handling Use, installation, inspection and/or repair of plant and equipment Working at heights Working in confined spaces, including identifying and sign posting of confined spaces Vehicle movement on site Hazardous substances and dangerous goods Electrical work Traffic control Underground utilities Overhead utilities Noise Lead processes and lead risk work Asbestos Confined Spaces Cranes and Piling Rigs Blasting Abrasive blasting Spray painting Welding Pre stressing Post tensioning

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APPENDIX F.1:

ASSESSMENT OF THE RISK

APPENDIX F.2:RISK ASSESSMENT CALCULATOR LIKELIHOOD HOW LIKELY IS IT TO HAPPEN AND HOW OFTEN? CONSEQUENCES HOW BAD IS IT LIKELY TO BE?
Extreme - Kill or cause permanent disability or ill health Very Likely could happen at any time Likely could happen some time Unlikely could happen, but rare Very Unlikely could happen, but probably never will

The risk of a hazard is related to the severity of a single incident, and the frequency and duration of exposure. Also, the more hazards that you identify the greater the risk. STEP 1: To assess risk, consider the following:

HOW LIKELY How many times in a day/week is the task/activity performed? How many people would be exposed? How long is the exposure? Are engineering controls preventing exposure? Does the layout and condition of the workplace affect exposure? Are abnormal conditions reasonably foreseeable, resulting in a greater exposure? What are the results of any biological or atmospheric monitoring? Do workers have the appropriate skills and knowledge to perform their tasks? Do current work practices expose workers to a hazard? Are there other contributing factors?

HOW BAD

What are the consequences of exposure in the short term? What are the consequences of exposure in the long term? What is the history of injuries related to exposure of that hazard? How close is the worker to the hazard? What is the energy level of the hazard (ie weight, voltage, volume, amplitude, height above ground, concentration, aggressive state)? If the substance is hazardous, what are the health effects associated with: o ingesting it; o inhaling it, or o absorbing it through the skin or the eyes.

VL

VU

1 1
2
3

1
2
3

2
3

K
Major Long term illness or serious Injury

S
Moderate Medical attention and several days off work

4
5

4
5

M
Minor First aid needed

STEP 2: Use the risk assessment calculator to rate the risk to an individual staff member or group doing work that involves the identified hazards. The rating then forms the basis for what level of action is required.

There will be times when risk assessments will need to be reviewed: When a hazard is identified; When a risk assessment is no longer valid;
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When injury or illness results from exposure to a hazard, and When a significant change is proposed in the place of work, or in work practices or procedures.

STEP 3: Complete the worksheet overleaf to develop effective control measures. Refer to Appendix E in selecting control measures.

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APPENDIX F.3:
Hazards/ Risk
Sources

HAZARD AND EFFECT REGISTER


Top Event Worst Case Credible Potential Consequences
Cuts, abrasion/amputation

Credible Potential Threats

Risk Potential

Current Controls

Action Party

Note

DISMANTLING, PACKING, LOADING, UNLOADING, UNPACKING AND ASSEMBLING ACTIVITIES Use of hazardous hand tools Site activities Grinders Operator error Equipment failure Loss of separation/ guarding 2 Design Operating procedures Maintenance Training and competence of personnel Work at height procedures, PTW, JHA. Maintenance and asset integrity management

Personnel at height

Moulds & Respiratory disease infections

Manual materials handling

General work at activity round site: -refurbishment activities Scaffolding Mast decommissioning Exposure to contaminated books, air conditioning, dusts, and environmental sources Workstations, cabinets, safe etc

Work at height

Fall

Injury/fatality

Cold Flu Asthma Tuberculosis

Occupational Exposure

Illness/death

Pre-employment health screening Post employment health screening Continuous medication Medical facilities at Lagos and Intels camp Paramedic resources at Intels

Lifting, pushing, pulling, -Lifting


heavy items - Using poor lifting techniques -Conveying materials in awkward places e.g. stairs -Conveying akward shaped materials

Occupational Injury

Injury

Manual Handling Procedures, PPE Training and Competence

Use of mechanical aids for any item/load above 25kg ( trolley, pallet trucks) Team Lifting

Cellulosic materials

Offices (paper)

Ignition of paper, wood etc

Fire

Injury

House keeping procedures,

Diesel fuel

Bulk storage: Vehicles, Mobile plant/cranes/gener ators

Inhalation of fumes, ingestion, contact with skin, eye contact

Occupational Exposure Fire

Dermatitis

fire protection (detection system) / fighting arrangements. Building risk audits Building design Routine waste disposal Correct handling procedures. PPE e.g. goggles, gloves

Long/irregular working hours

High demands on staff & contractors Decreases in staff levels

Human error

Fatigue/Stress/ injury

Shift Rotation pattern Medical Rest periods Monitoring of employee work hours

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CBEN Partners Project Management Plan for Refurbishment & Fitting Out of North Reading Room, National Library of Wales Hazards/ Risk Sources Credible Potential Threats Top Event Worst Case Credible Potential Consequences Risk Potential Current Controls Action Party Note

REFURBISHMENT & RESTORATION ACTIVITIES Dust (wood, concrete and other nonspecific- fibre etc.) Sharp objects Wooden partitions; Concrete Cutting and drilling of wooden partitions and concrete walls Removal of old ceiling boards -Stepping on sharp objects and work tools. -Poor house keeping following mechanical activity Dust cloud exposure Occupational illness (respiratory problems) 2 - Damping with water as appropriate (concrete ) - Appropriate work instruction - Appropriate respiratory protective Equipment

Nails, pins, drilling machines, etc

Puncture

Injury to personnel

Noise/Vibratio n

Drilling and cutting activities

- Using portable drilling - cutting machine. - Hammer.

High noise and vibration exposure

-Temporary NIHL - Hand Arm Vibration - Whole Body Vibration Injury resulting in Lost work days

-Denailing of woods -Use of trays/bags for tools and materials -Use of puncture resistant safety boots -Use of appropriate hand gloves -Reasonable housekeeping standards maintained -Housekeeping to be discussed and actioned during regular HSE walkabouts and meetings - Inspect and certify all equipment before use. - Execute noisy job after close of business and weekend - Provison of warning sign - Job rotation for jack hammering. --Use appropriate PPEs (ear muffs). -Use of mechanical aids for any item/load above 25kg ( trolley, pallet trucks) -Team Lifting -Manual handling training

Manual material handling

Partition boards, portable tools and equipment - Portable electrical appliances - Power distribution system Paints and thinners

Electricity (Low Voltage) < 440 Volt

-Lifting heavy items - Using poor lifting techniques -Conveying materials in awkward places e.g. stairs -Conveying akward shaped materials -Expose electrical cables - Faulty electrical appliances - Human error - Maintenace activities

- Musculoskeletal disorder( back pain)

Contact with electrical voltage

Electrocution and burns

Chemicals

Mixing of paints Application to surfaces Disposal of cans

Occupational exposure (Inhalation & Direct skin contact) Slip,trip and fall

- Dermatitis - Respiratory difficulty

Wet floor and trailing cables Man made mineral fibre

Cleaning activity -Maintenance activity Insulation materials; Ceiling boards

- Poor house keeping - Floor cleaning - Cable layout for portable electrical equipment Ceiling boards HVAC New office building roofing insulation

Injuries resulting in lost work day Skin/lung irritant

Occupational Exposure

- Inspect and certification of all electrical appliance before deployment - Use of appropriate PPEs - Proper Isolation - Proper earthing - Use of PTW/JHA -Use of competent electrical personnel - Adhere to Material Safety Data Sheet. - Proper storage facillitiies - Good ventilation - Use of appropriate RPE/PPE -Proper disposal of waste cans - Housekeeping - Use of cable trail and ramps -Use of appropriate barrier tapes (warning tapes). - Use of appropriate signages PTW,JHA, PPE Trained and competent personnel Shower decontamination units Eye baths MSDS

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CBEN Partners Project Management Plan for Refurbishment & Fitting Out of North Reading Room, National Library of Wales What are the Hazards/Risk Sources Credible Potential Threats Top Event Worst Case Credible Potential Consequences
Hijack/kidnap and armed attack

Risk Potential

Current Controls

Action Party

Target date

TRANSPORTATION ACTIVITIES Driving at night Driving at night Driving at night could expose the drivers and helpers to armed attack Contractor personnel 3 - Establish communication along the proposed routes - identify possible medical emergency centres that could handle emergencies

Long/irregular working hours

High demands on staff & contractors Decreases in staff levels -Materials and personnel transportat ion inside/outs ide site -Mobile machinery -Heavy Equipment Transporta tion Movement of oversized equipment on the public highway Vehicle failure/inadequate for road conditions Poor road conditions e.g. pot holes, animals, other vehicles Major weather event e.g. heavy rain

Human error

Fatigue/Stress/ injury

Shift Rotation pattern Medical Rest periods Monitoring of employee work hours Traffic/Journey management Plan in place Vehicle movement in operational area procedure. Competent drivers on site PTW

On land transport driving around and outside the old and new office locations.

Loss of Control leading to accident Vehicle collision

Injuries//Fatalities During Personnel Road Transport Operations and consequential losses

Professional driver error/fatigue/speeding Third party action/sabotage

Movement of Heavy Equipment

Bridge collapse Overhead obstructions Other road users Mechanical breakdown Driver fatigue due to silent hour movement Loss of control of vehicle due to heavy rain. Loss of load

Loss of Control leading to accident Vehicle collision

Loss of life Damage to equipment

Journey Management Plan (JMP) Loads moved during silent hours Local authorities and utility providers informed. Route surveyed

Joint survey of route before and after transportation in order to detect


potential damages Bridge reinforcement where necessary Constant communication provided during transportation Community informed by the Management team. Stakeholders notified Load fastenings before movement Hi-visibility vests will be worn

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What are the Hazards/Risk General


Living on the job/away from family

Sources

Credible Potential Threats

Top Event

Worst Case Credible Potential Consequences


Stress/injury

Risk Potential

Current Controls

Action Party

Note

Operation in new locations

-Poor quality and variety of food -Diet -Living in small, isolated community Previous accidents Loss of employment Violent incidents Working in poor illuminated area Night time working

Human error

Good food, living conditions Good communications with home Recreational facilities Limited tours of duty

Post traumatic stress

Third party activity Accident Poor Illuminatio n -Rotating Machinery -Venting -Tools -Power generation facilities Settling into office work at new locations Contamina ted food and water

Human error

Stress/injury/depr ession

Counselling Welfare/HR resources

Lighting

Occupational Exposure

Eye strain/Blindness

Design or working areas Health checks Awareness and training Design of equipment PPE Training and awareness PTW/JHA/ Health Monitoring Noise surveys VDU assessment Design of workstations and sitting facilities Health Awareness and training Audit Catering hygiene inspection HACCP Analysis of pipe-borne water for potability Water treatment

Damaging noise

Exposure to noise levels exceeding 85 db (A)

Occupational exposure

NIHL

Work stations

Poor design of workstation Repetitive strain injuries

Occupational Exposure

Illness

Viral and Bacterial Pathogens

Consumption of contaminated food and water

Occupational exposure

Food poisoning

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Hazards/ Risk

APPENDIX G: PROJECT RISK REGISTER

Sources

Credible Potential Threats

Top Event

Worst Case Credible Potential Consequences


Cuts, abrasion/amputation

Risk Potential

Current Controls

Action Party

Note

REFURBISHMENT & RESTORATION ACTIVITIES Use of hazardous hand tools Site activities Grinders Operator error Equipment failure Loss of separation/ guarding 2 Design Operating procedures Maintenance Training and competence of personnel Work at height procedures, PTW, JHA. Maintenance and asset integrity management

Personnel at height

Explosive gases

-Moving assets from higher floors of C&C building -Scaffolding Mast decommissioni ng -Bottled storage -Welding/ cutting gases _refurbishment -Restoration

Work at height

Fall

Injury/fatality

Uncontrolled release to the environment

Fire/explosion

Injury/fatality

Storage and handling of bottled gases procedures JHA & PTW Daily inspection of equipment integrity Regular inspection of hoses before use. Storage and handling of bottled gases procedures JHA & PTW Daily inspection of equipment integrity Regular inspection of hoses before use. Housekeeping procedures, fire protection (detection system) / fighting arrangements. Building risk audits Building design Routine waste disposal Correct handling procedures. PPE e.g. goggles, gloves

Flammable gases in bottles

Welding, cutting

Fire/explosion

Burn/Injury/death

Cellulosic materials

Offices (paper)

Ignition of paper, wood etc

Fire

Injury

Diesel fuel

Waste

Heat stress

Bulk storage: Vehicles, Mobile plant/cranes/ge nerators Decommission ed WEEE - Furniture -refurbishment -demolition waste Climate Machinery

Inhalation of fumes, ingestion, contact with skin, eye contact

Occupational Exposure Fire

Dermatitis

-Poor management of wastes during demolition -Poor management of wastes during refurbishment Heat stroke Dehydration

Solid waste pollution

Environmental exceedances

-Establish waste collection points -Identify waste stream, disposal routes and appropriate waste management contractors -Waste Management Plan

Occupational Exposure

Illness

Design of equipment Air conditioning / Adequate ventilation PPE Training and awareness PTW/JHA/ Health Monitoring

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Ref 1 2 3 4 5

Short Description Hidden nature of Works Live Building Special nature Statutory Approvals Ensure competition and good governance Tender is over budget Key element Mechanical Key Element Electrical Key Element Balustrade Second Stage Negotiations Flounder BWIC

Further Details Alteration works often bring unforeseen details to light Difficulties regarding access and disruption The rooms are of particular historic interest and must be carefully dealt with CADW, Planning Building Reg approvals may change NLW and WAG procedures to be followed If first stage or subsequent negotiations exceed budget Provisional Sum to be designed out Provisional Sum to be designed out Key material and supply Failure to create auditable detailed contract of quantities and rate Failure of BWIC to accommodate data and electric

Client or Contractor Client Client Client Tender Client

Timing Tender Tender Tender Design Tender

Primary Design Programme Design Close liaison. Probity

Mitigation Negotiate with early contractor involvement and investigation exercise Negotiate with early contractor involvement Experience of such work is a requirement of contractor. Close liaison with CADW

Cost Implication

6 7 8 9 10 11

Client Client Client Client Both Both

Tender Preferred bidder period Preferred bidder period Preferred bidder period Preferred bidder period Preferred bidder period

Financial Financial Financial Financial All All

Adopt a two stage approach with Contractor selected early tender then onwards. Achieve a JCT bofq contract before comment that relates to the first stage tender. PB Period close monitoring furniture and others to be used as ultimate contingency Design during PBD ,PB to tender openly with QS audit. Design during PBD ,PB to tender openly with QS audit. Seek value engineering proposals for this major and key and element. Minimise PBD commitment and hold construction commitment till satisfied Early resolution

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Ref 12 13 14 15 16 17

Short Description Nibs VAT Balconies Measurement issues Absence of Key Client staff Noise disruption

Further Details Removal of nibs Is the project liable for Value Added Tax The structure of the balconies to be repositioned is unknown Few items carry great portion of cost Key staff may be absent during key periods Noise during the demolition could cause disturbance and result in direction to contract to delay The features of the room demand high quality and expensive design Failure to appoint subcontractors Key element on long lead in

Client or Contractor Client Client Client Client Client Contractor

Timing Preferred bidder period Preferred bidder period Preferred bidder period Preferred bidder period Contract Contract

Primary All Financial Design Financial All Programme

Mitigation Early resolution Pursue decision with all haste Investigation shows not viable to move as too great a risk To be re-measured and agreed Forward planning with alternatives arranged Keep a close monitor

Cost Implication

2,000 Client Client Contract Contract Financial Design and firm up asap 10,000 Client and /or QS to attend all meetings

18 19

20 21 22 23 24

Provisional sums inadequate Architect and Engineers run away with design of provision sum M&E Material delay Balustrading Contractor Key Staff leaving Weather High Working Process

Contractor Contractor Contractor

Contract Contract Contract Contract Contract

Programme Programme Programme Programme Programme Assurance sought Generic not relevant

Cherry picker idea may not work


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Ref 25 26 27 28 29

Short Description Revelation of Historic features Demands of NRR Users Events Fee Demands Funding withdrawn

Further Details CADW call in and consequential Delay Expectations are high and need careful control against cost Events in the Library or visits to the NRR causing with disruption to works Fees, given the prolonged PBD Period could increase

Client or Contractor Client Client Client Client Client

Timing Contract Contract Contract Contract Contract

Primary Programme Financial Programme Financial

Mitigation Investigation during PBD has minimised Retain contingency

Cost Implication

10,000 Liaison meeting NLW staff

1,000 Financial Regular project discussions with Finance Director

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REFERENCES
1.

Long Duy Nguyen, Stephen O. Ogunlana and Do Thi Xuan Lan, A study on project success factors in large construction projects in Vietnam, Engineering, Construction and Architectural Management. Volume 11 Number 6 2004 404413 Welman, J. C., & Kruger, S. J. (1999), Research methodology for the business and administrative sciences. Johannesburg, South Africa: International Thompson Project Management Institute (2008), A Guide to the Project Management Book of Knowledge (PMBOK), 4th ed., Newtown Square, PA, Project Management Institute. Chapman, C., Ward, S. (2002), Managing Project Risk and Uncertainty, John Wiley & Sons, ltd., Chichester, 498 p.

2.

3.

4.

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