PROJECT

PLAN
SUMMARY

EMANON COLLEGE LAB

BUILD PROJECT

Project ID: 2009-19

Prepared By: Rebecca Brown
Position: Project Manager
Company: Emanon College
Date: 27 Feb 2009
Table of Contents
Project Overview 3
Background 3
Need/Requirement 3
Objectives 3
Project Scope 3
Deliverables 3
Scope Exclusions 5
Updated Detailed Assumptions 6
Constraints 6
Project Approach/Phases 6
High Level Tasks: 6
Project Resources 7
Key Personnel Responsibilities 7
Labour 8
Material 8
Project Schedule 9
Schedule 9
Key Project Milestones 9
Project Budget 10
Task Expense Summary 10
Resource Expense Summary 11
Project Cash Flow Summary 12
Project Risk Management 13
Risk Planning Process 13
Risk Register 13
Communication Plan 13
Project Manager Communications Responsibilities 13
Project Team Communications Responsibilities 14
Reporting 14
Meetings 15
Key Contact Information 15
Change Control 16
Process 16
Project Plan Approval 17
PROJECT OVERVIEW
Background
Emanon College’s strategic direction is to promote itself as a top-tier, state-of-the-
art business and technical college. There has been a significant shift in the need to
use computer systems, even in non-technical subject areas. There are currently only
five computer labs on campus, with a total of 100 workstations that are all more
than five years old. These labs are all used 14 hours per day; some classes have two
students per system, and the intent in the Fall term is to increase course offerings
that will require extensive use of computer lab facilities.

Need/Requirement
The college does not have sufficient computer lab space to handle the increased
demand, and the systems in the labs are rapidly becoming obsolete. A feasibility
study was conducted to determine the computer lab needs of the college in more
measurable terms. The result of this study was a recommendation to undertake a
project to double the number of computer labs and computers in the college, and
update all of the lab equipment to current technology.

Objectives
The objective of this project is to build ten computer labs at Emanon College to
increase the lab capacity by 100% and equip the labs with technology that is no less
than one year old before Fall classes start this year.

PROJECT SCOPE
Deliverables
Deliverable 1: Project Documentation
Description:
Project administration documentation includes the project plan, project reports,
quality control and assurance documents, change control documents, project closing
documents, and other project information.

Acceptance Criteria:
For project documentation to be acceptable, all specifications must be met.

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Deliverable 2: Lab Design Documents
Description

The design documents are comprehensive room drawings and specifications for all
computer labs. They must include detailed, scaled information on all labs, including
all furniture, equipment, and hardware to be in each room, furniture specifications,
equipment specifications including software, layout/floor plan of the room, and
construction specifications.

Acceptance Criteria
For the design documents to be acceptable, all specifications must be met, and the
following criteria must also be achieved:
» Each room will have its own package of design drawings, and files.
» All drawings will include the scale, drafter, designer, building, room number,
symbols, and other key information to provide the user with exact
information to be able to follow the drawing to build the facility.
» All construction specifications must meet generally accepted engineering
standards as defined in the Project Resource Manual produced by the
Construction Specifications Institute.

Deliverable 3: Ten Computer Labs

Description
The primary deliverable of this project is ten new computer labs. Each of these labs
will include student workstations, at least one instructor workstation, and at least
one digital projector and screen.

Acceptance Criteria
For each computer lab to be acceptable, all specifications in its design documents
must be met.

Deliverable 4: Lab Maintenance Documents

Description
The lab maintenance documents are complete as-built documents and preventative
and corrective maintenance procedures for all computer labs. They must include
detailed drawings and specifications that reflect the actual facility conditions after
completion.

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Acceptance Criteria
For the maintenance documents to be acceptable, all specifications must be met, and
the following criteria must also be achieved:
» Each room will have its own package of maintenance documents.
» All construction specifications must meet generally accepted engineering
standards as defined in the Project Resource Manual produced by the
Construction Specifications Institute.
» Hard copy of all drawings and digital documents complying with
requirements detailed above.
» A minimum of two (2) printed & bound sets of all maintenance manuals and
one (1) set in digital form are provided.

Scope Exclusions
The following deliverables and tasks are excluded from the project:
Excluded from project: Reason:
Developing and administering a college It is a function of the operations of the
computer usage policy is out of scope for Information Systems (IS) Department
this project.
Software licensing is out of scope for this The IS department procures enterprise
project. licenses for most software, and faculty-
specific software is managed through IS.
Loading the software on the systems will
be the responsibility of IS, yet it will be
coordinated during installation of the
computers in each lab.
Disposal of old furniture and equipment It is a function of the operations of the
is out of scope for this project. Facilities Department. The Facilities
Department will remove old equipment
and furniture from the existing labs, but
the project team will be required to
perform any demolition required for the
project.
Promotion and communication of the It is the responsibility of the college
new facilities is out of scope for this administration.
project.

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Updated Detailed Assumptions
It is assumed that: This will be validated by:
» the existing lab rooms have the » conducting a site review during
electrical, cooling, and network development of the design
capacity for the new lab equipment. specifications for each lab.
» the existing labs already have » conducting a site review during
security systems installed. development of the design
specifications for each lab.

Constraints
The following restrictions apply to the project:
Constraint imposed on project: Reason:
The project must be completed no later Because classes begin the following
than August 28 this year. week in the labs.
The project must only use approved Because the college must comply with all
vendors in accordance with the college’s government procurement and
procurement policies and standards. competition regulations.

Project Approach/Phases
The project will be conducted in three major phases:
1. Design – the overall lab requirements will be analysed and the labs will be
designed.
2. Construction – the labs will be built.
3. Commissioning – the labs will be tested and operations and maintenance
procedures will be established.

High Level Tasks:

Phase or Summary Task Work
Lab Build Project - Sample 2,864h
Project Management 792h
Design 808h
Construction 1,040h
Borlaug Building 208h
Marquez Library 208h
Salam Center 320h
Sen Building 304h
Commissioning 224h

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PROJECT RESOURCES
Key Personnel Responsibilities
The following resources will be required to complete this project:

Name Role Responsibilities

Kazaki Mikami Client/Sponsor Responsible for defining the need for the
project and for authorizing the project,
defining the project objective, and
approving the plan and any changes.
Rebecca Brown Project Manager Responsible for successful achievement of
the project objectives.
Dev Nilsson IS Director Responsible for providing technological
information, and overseeing technical
activities as necessary.
Dan Woodrum Facilities Director Responsible for overseeing facility
department personnel.
Len Powell Facilities Manager Responsible for providing facility-related
information, and enabling completion of
construction work within the facility.
Milena Galvá n Senior Purchaser Responsible for providing guidance and
documentation required for the
procurement of contractors and materials.
Csenger Interior Designer Responsible for designing interior of the
Szatmá ri labs
Liesbeth Brandt Architect Responsible for developing architectural
and structural drawings and specs for the
labs.
Saara Harila Mechanical Responsible for developing mechanical
Consultant drawings and specs for the labs.
Ming Ku Electrical Responsible for developing electrical
Consultant drawings and specs for the labs.
Alterio Lugo Security Responsible for developing security
Consultant drawings and specs for the labs.
Max Jaeger Communications Responsible for developing communications
Consultant drawings and specs for the labs.
Jennifer Lane General Responsible for building the labs.
Contractor

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Labour
Personnel Work
Project Manager 368 hrs
Information Systems Director 208 hrs
Facilities Manager 168 hrs
Procurement Manager 112 hrs
Interior Designer 240 hrs
Architect 216 hrs
Mechanical Consultant 128 hrs
Electrical Consultant 128 hrs
Security Consultant 88 hrs
Communications Consultant 128 hrs
General Contractor 1,080 hrs

Material
Material Amount
Chairs 260 chairs
Student workstations 250 desks
Instructor workstations 10 desks
Whiteboards 40 boards
Screens 20 units
Tables 20 tables
Projectors 20 units
PC systems 239 PCs
Displays 239
monitors
Mac systems 21 Macs
Scanners 10
scanners
Printers 10 printers

For detailed resource assignments see the master MS Project file (Lab Build
Project.mpp) located in the main project folder.

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PROJECT SCHEDULE
Schedule
The project started on 5 January 2009. It is expected to take 8 months to complete
on 28 August 2009.

ID Task Name Qtr 4, 2008 Qtr 1, 2009 Qtr 2, 2009 Qtr 3, 2009 Qtr 4, 2009
Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
0 Lab Build Project - Sample Jan 5 Aug 28
2 2 Proj ect Management Jan 5 Aug 28
7 4 Design Mar 2 May 4
26 8 Construction Jul 6 Aug 4
42 9 Commissioning Apr 21 Aug 21

Summary Task Duration Start Date Finish Date

Lab Build Project 166 days Jan 5 '09 Aug 28 '09
Project Management 166 days Jan 5 '09 Aug 28 '09
Design 45 days Mar 2 '09 May 4 '09
Construction 21 days Jul 6 '09 Aug 4 '09
Commissioning 86 days Apr 21 '09 Aug 21 '09

Key Project Milestones

Milestone Date
Project approved 05 Jan '09
Project plan approved 27 Feb '09
Lab requirements complete 13 Mar '09
Furniture & Equipment specs complete 03 Apr '09
Designs complete 04 May '09
Lab construction started 06 Jul '09
Labs construction complete 31 Jul '09
Project complete 27 Aug '09

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PROJECT BUDGET
The total budget for this project is $1,665,000. This includes a 10% contingency
reserve amount and only reflects the direct costs associated with this project. This
budget specifically does not include the overhead costs associated with labour or
materials.

Task Expense Summary

The following is a breakdown of the estimated costs by project phase including
labour and material costs and contingency reserves:

Summary Tasks Costs

Project Management $38,001
Design $101,120
Construction
Borlaug Building $271,400
Marquez Library $271,400
Salam Center $407,100
Sen Building $407,100
Commissioning $17,600
Sub-total $1,513,721
Contingency $151,279
Total $1,665,000

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Resource Expense Summary
The following table and chart represent the project baseline costs by resource type:

Resource Group Costs

Administration $29,521
Design $127,200
Equipment $958,000
Furniture $199,000
General Contractor $200,000
Sub-total $1,513,721
Contingency $151,279
Total $1,665,000

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Project Cash Flow Summary
The following table and chart represents the project expenses over time.

Tasks Jan Feb Mar Apr May Jun Jul Aug

Project Management $4,100 $17,700 $2,097 $2,002 $1,907 $2,065 $1,985 $6,143
Design $40,016 $59,664 $1,440
Construction $1,357,000
Commissioning       $1,120 $1,680 $0 $0 $14,800
Sub-total $4,100 $17,700 $42,113 $62,786 $5,027 $2,065 $1,358,985 $20,943
Cumulative total $4,100 $21,800 $63,913 $126,700 $131,726 $133,792 $1,492,777 $1,513,721
Total with contingency $1,665,000 $1,665,000 $1,665,000 $1,665,000 $1,665,000 $1,665,000 $1,665,000 $1,665,000

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PROJECT RISK MANAGEMENT
Risk Planning Process
This project followed a systematic, proactive approach to risk planning, which
involved as many stakeholders as feasible. The processes for risk planning was:
1. Risk identification – identified possible risk events that could occur on the
project, the triggers that could precipitate the risk, and the symptoms that
would indicate that the risk occurred.
2. Risk qualification – determined the qualitative probability and impact of the
risks, based on stakeholders’ input, to prioritize the risks for further planning
actions.
3. Risk quantification – high score risks were analysed further to quantify their
probability in percentage and their impacts in cost, time or quality measures.
The result of quantification is the risk exposure, which is the product of the
probability and impact values.
4. Risk response development – proactive risk response strategies were
developed reduce, transfer or eliminate unfavourable risks and exploit,
enhance or share favourable risks. Some risks had contingency plans and
fallback plans developed in case the risks occur.

Risk Register
The following table represents only the highest exposure risks on this project.

Risk Event Exposure Response Strategy Responsibility

Project funding is reduced by $75,000 Establish full project Sponsor
more than 25% during project funding approval as early
planning. as possible, with
commitment to contracts
as top priority.

COMMUNICATION PLAN
Project Manager Communications Responsibilities
The project manager will manage all project communications, including any internal
and external communications. The project manager will provide templates for
reports to the appropriate project team members to report their progress.

The project manager will also provide task assignment lists to each of the resources
with the upcoming tasks assigned to each resource.

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The project manager will communicate any critical changes and risks impacting
project scope, cost, and schedule, to the project sponsor. The project manager will
meet the project sponsor monthly, or as needed. The project manager will
communicate to the sponsor via monthly progress reports and variance reports.

The project sponsor and the project manager will communicate any changes
requiring approval and any impacts related to changes to the Steering Committee.
The sponsor will also communicate project status to the committee via quarterly
reports presenting progress, variance, trends and forecast as required.

Project Team Communications Responsibilities

The project team will ensure the project status is reported to the project manager on
a weekly basis, or immediately for critical issues. The project team will be critical in
assisting the project manager with the development, maintenance, and final closing
of the Communications Management Plan. They will be responsible for providing
the project manager input towards the Communications Management Plan.

Each project team member will be responsible for communicating the status of his
or her assigned tasks within the project on a weekly basis. Each team member will
be assigned tasks from the project schedule depending on their expertise from the
project manager. Any issues or requests must be communicated to the project
manager as soon as possible.

Teams will meet bi-weekly with project manager and/or project sponsor (as
appropriate) and present information related to assigned tasks and present any new
related identified tasks.

The Team members will communicate via their weekly status reports, and verbally
during status meetings any issues that may impact project cost, schedule, scope,
and/or quality.

Reporting
The following table outlines the reports to be generated and distributed throughout
this project:

Report Type Timing Recipients Responsible

Periodic Task Progress Bi-weekly Project Manager Team, Sub-
Reports contractors
Project Performance Monthly Management Project Manager
Reports
Upcoming Activity Weekly Team, Sub- Project Manager
Report contractors

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Project Closeout Report On Close Management Project Manager
Lessons Learned Report On Close All Stakeholders Project Manager

Meetings
The following table outlines the meetings to be held throughout this project:

Meeting Type Timing Participants

Initiating/Planning meetings As necessary PM, IS Director, Fac. Mgr.,
Procurement Mgr., Consultants
Project Kick-off meeting Execution Start PM, Management, Team
Project Progress meetings Bi-weekly PM, Team
As necessary
Project Status meetings Monthly PM, Sponsor
Closeout meetings On Phase close PM, Team, Management
On Project close

Key Contact Information

The following table outlines the key contacts on this project:

Contact Role E-mail Telephone Urgent

Kazaki Mikami Sponsor kmakami@emanon.edu 604-555-4321 778-555-4321
Rebecca Brown Project Manager rbrown@emanon.edu 604-555-7625 778-555-7625
Dev Nilsson IS Director dnilsson@emanon.edu 604-555-7633 778-555-7633
Dan Woodrum Facilities Director dwoodrum@emanon.edu 604-555-7651 778-555-7651
Len Powell Facilities Manager lpowell@emanon.edu 604-555-7653 778-555-7653
Milena Galvá n Senior Purchaser mgalvan@emanon.edu 604-555-7646 778-555-7646
Csenger Szatmá ri Interior Designer csenger@idesign.fic 604-126-3953 778-126-3953
Liesbeth Brandt Architect liesbeth.brandt@arch.fic 604-124-4222 778-124-4222
Saara Harila Mech. Consultant s.harila@mechanical.fic 604-123-5627 778-123-5627
Ming Ku Electrical Consultant mku@electriciansrus.fic 604-125-5511 778-125-5511
Alterio Lugo Security Consultant alterio@secureicon.fic 604-129-6134 778-129-6134
Max Jaeger Comm. Consultant mjaeger@comcom.fic 604-127-8945 778-127-8945
Jennifer Lane General Contractor jlane@laneconstruction.fic 604-128-9407 778-128-9407

CHANGE CONTROL
Process
The following process will be used to manage change and change requests/orders:
1. Any potential change that impacts the project’s scope, schedule, cost, or
resulting deliverables will be documented on a Change Control Form.

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 2. The change Initiator or Discoverer prepares the Change Control Form and
documents the impact the change will have on the project.
3. The Project Manager and Sponsor review the Change Control Form and
decide if the change is in or out of the agreed project scope. The Sponsor
determines if the scope revision should be approved and seeks additional
funding if required.
4. Approved changes will be grouped into a formal Contract Amendment as
needed.
5. Once accepted, the Project Manager will revise the project plan baseline to
reflect the accepted change. Any deliverable content that is expected to
change will be documented in the Change Control Form. The contents of the
Change Control Form (and any related documentation) will signify an official
amendment to the relevant sections of the plan or charter.

PROJECT PLAN APPROVAL

The following signature indicates approval of the information, terms and conditions,
and specifications presented in this document and all supporting documents. This
document is supplemental to the contract and will be considered part of the
agreement between the parties. Any amendments to the services provided under
this project plan must be documented and accepted by both parties using change
control.

13 March
Kazaki Mikami 2009
Kazaki Mikami Date
President, Emanon College

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