Construction of Ecologically Friendly Workplace at 78 Waterloo Road, Macquarie Park

The project involves the construction of an ecologically friendly workplace at 78 Waterloo Road, Macquarie Park. The project includes a 286 space underground car park, podium level, and two seven storey commercial office towers with a common lift lobby and atrium. The scope of the project includes design of an ecologically friendly facility, on-site work, safety management, project completion criteria, and project assumptions. The scope management plan includes project charter, project requirements, control scope, monitoring progress, controlling progress, scope definition, and work breakdown structure.

Contents
Project Description................................................................................................................................4
The intended hours of work for construction are;...........................................................................5
Saturdays and Sundays and public holidays – No work................................................................5
*These hours are in-line with the NSW EPA. Environment Noise Control Manual the hours
as specified by DIPNR in the DA Conditions..................................................................................5
Scope.....................................................................................................................................................6
Design of an ecologically friendly facility...........................................................................................6
On-Site work......................................................................................................................................6
Project Completion Criteria................................................................................................................7
Project Assumptions......................................................................................................................7
Scope Management Plan.......................................................................................................................9
Introduction.......................................................................................................................................9
Project Charter...................................................................................................................................9
Project Requirements.........................................................................................................................9
Control Scope...................................................................................................................................10
Monitoring progress....................................................................................................................10
Controlling Progress....................................................................................................................10
Scope Definition...............................................................................................................................11
The Work Breakdown Structure..................................................................................................12
Quality Control/ Progress Assessment.........................................................................................12
Scope Baseline Comparison.........................................................................................................13
Baseline Assessment....................................................................................................................13
Quality Control Checks................................................................................................................13
Variation Analysis........................................................................................................................13
Work Performance Measurements.............................................................................................13
Scope Change..............................................................................................................................14
SCHEDULE MANAGEMENT PLAN.........................................................................................................17
Introduction.....................................................................................................................................17

Schedule Management Approach....................................................................................................17
Schedule Control.............................................................................................................................18
Schedule Changes and Thresholds...................................................................................................18
Cost Management Plan.......................................................................................................................19
Introduction.....................................................................................................................................19
Cost Management Approach...........................................................................................................19
Measuring Project Costs..................................................................................................................19
Reporting Format............................................................................................................................20
Cost Variance Response Process.....................................................................................................20
Cost Change Control Process...........................................................................................................21
QUALITY MANAGEMENT PLAN............................................................................................................21
Introduction.....................................................................................................................................21
Quality Management Approach......................................................................................................21
Quality Requirements / Standards..................................................................................................22
Product Quality............................................................................................................................22
Process Quality............................................................................................................................23
Quality Assurance........................................................................................................................23
Quality Control............................................................................................................................23
Human Resource Plan..........................................................................................................................24
Introduction.....................................................................................................................................24
Project Manager..............................................................................................................................25
Supervisor........................................................................................................................................25
Functional Managers.......................................................................................................................25
Design Engineer...............................................................................................................................25
Hierarchy.........................................................................................................................................26
Communications Management Plan....................................................................................................27
Risk Management Plan........................................................................................................................29
Procurement Management Plan.........................................................................................................32

Project Description
Stockland
Location: 78 WATERLOO RD, MACQUARIE PARK
The site address: Sydney, NSW, Australia
Construction value: Approx. $45.0 million
Construction Company: Lipman Properties Pty Ltd
The site is bound by the following:
North: Waterloo Rd
East: Office Building
South: Christian School Australia
West: Byfield Street
78 Waterloo Road is an innovatively designed building featuring a central atrium
servicing two efficient floor plates. The project consisted of the construction of a two
level basement, podium level (ground) and two seven storey commercial office
towers with a common lift lobby and atrium. The 5-Star Green Star v.2 rated property
has dual frontage access to Waterloo Road and Byfield Street, and is diagonally
opposite the Macquarie University and Macquarie Park railway station.

CONSTRUCTION HOURS & CONTACT:
The intended hours of work for construction are;
Monday to Friday 7.00am to 3.00pm
Saturdays and Sundays and public holidays – No work
*These hours are in-line with the NSW EPA. Environment Noise Control Manual the
hours as specified by DIPNR in the DA Conditions.

Scope
Includes (within scope)
Design of an ecologically friendly facility
o Measures will be taken during the design phase to meet and exceed 5
Star levels on the Green Star Rating System as well as the 5 Star
NABERS Energy Rating (Green Building Council of Australia 2003).
o Drafted designs will aim to provide workspaces the highest possible
level of human comfort.
o During construction, processes to minimise waste materials by use of
environmentally friendly construction process will be employed.
o Submission of designs to appropriate authorities such as Ryde Council
and Macquarie Park Management.
On-Site work
o Site identification including site surveying, marking and reporting
o Site establishment- including fencing, silt control measure, signage.
o Supplying of temporary amenities such as portable toilets and water
access
o Locating of site offices and materials storage areas
o Following a successfully submitted and approved design, construction
on the building is to begin as soon as able. This will be to ensure that
the project follows the schedule of activities set out prior to
construction.
o Pre- construction Stage including excavation, setting up of machinery
such as cranes, installation of drainage controls for lower levels,
placement of pre-concrete materials such as reinforcing, footings and
piers
o First stage of construction- underground car park
o Second stage of construction- Podium level
o Third Stage of construction- levels 1-7
o Fourth Stage of Construction- Fitouts, basic furnishings, plumbing,
electrical

o Stage of Construction- Final finishes, complete product, including
curtain walls, plasterboards, landscaping
o On-site clean up- removal of waste materials, cleaning of facilities,
cleaning of surrounding grounds and building internals.
 Safety Management- Implementation of safety procedures for workers and
pedestrians
o Erection of safety fences surrounding the construction site to prevent
unauthorised entry and reduce noise levels
o Placement of pedestrian access so that pedestrians can safely move
past the construction site with a reduced chance of harm befalling
them.
o Implementation of traffic controls at the appropriate stages, allowing
the safe passing of vehicles due to medium traffic road. Including
signage and traffic control officers when required.
o Set up of height safety scaffolding
Project Completion Criteria
At all stages during the construction process, Australian Standards must be followed.
Processes will also conform to local council building codes. Each section of
construction must be inspected by the appropriate authorities for approval before
proceeding to the following stage. Upon completion, a final inspection will be held to
ensure construction abides by all appropriate Australian Standards and is compliant
to local council codes.
Project Assumptions
The following assumptions were taken pre construction for the project located at 78
Waterloo Road, Macquarie Park:
 The project would commence Tuesday 21st May 2013
 The project will be funded by a lump sum payment to Lipman Constructions
 The project will be successfully completed
 Funding provided will be adequate, with no requirement for additional funding
 Materials provided will meet the require materials for each stage of
construction, until completion of the project

 The company, Lipman Constructions, will complete the project to an
acceptable standard
 When required, all resources will be available
 Any issues raised will be attended to immediately and resolved as quickly as
possible
 All objectives stated in the scope should be met.
Should any of the assumptions above be proven false, the schedule to complete the
project would be affected, resulting in a loss of time, money, human and material
resources, which could also result in a failure to complete the project? As such,
utmost effort will be put forth in order to ensure that the project runs smoothly and
follows schedule. To do this, enactment of various management plans will be
followed.

Scope Management Plan
Introduction
The design and construct project located at 78 Waterloo Road, Macquarie Park
follows a strict set of procedures to ensure that all criteria are met throughout the
design, construction and completion stages. Scope management ensures that during
these stages, variations from the scheduled tasks are rectified and any arising
problems are handled appropriately so as not to disturb the progress of the project.
The following Scope Management Plan outlines how the project will be defined,
developed, controlled and assessed. Management personnel are also identified
throughout the management plan.
Project Charter
Statement of Work
Lipman Construction aims to design an ecologically sound and environmentally
friendly office workspace building. This project is initiated by the design stage, where
a design team cooperates to develop a suitable design that meets the criteria
outlined above. After a design has been successfully submitted and approved,
construction on the ecologically friendly workplace will begin according to schedule.
Management plans will be adhered to, ensuring that all stages of construction follow
the design and schedule while fulfilling all obligations to Australian Standards as well
as local council guidelines.
Project Requirements
For the project planned for 78 Waterloo Road, Macquarie Park, the following will be
required:
1. Detailed design schematics and plans for the design and construction of an
office apartment building, including hydraulic, electrical, landscaping, and
technical specifications
2. Personnel Resources including project managers, design teams, construction
managers, engineers, surveyors, machine operators, laborers, landscapers.

3. Material resources such as reinforcing steels, concrete, glasswork, tiles, air
conditioning vents, landscaping materials, electrical materials, plumbing
materials ect.
4. Sufficient monetary funding, as provided by client, to a budget of $45 000 000
construction value. Lump sum payment.
Control Scope
The scope of control for this project extends to all facets of the construction process.
A scope manager ensures that the managers of each relevant department follow
direction according to the Construction Schedule.
Control Scope includes:
Monitoring progress
o Measurement of progress according to the WBS and construction
schedule. Communication with the appropriate managers for detailed
discussions on the progress of the projects as well as discussion
relating to any problems that have or may arise in the future.
o Monitoring of workers material consumption, ensuring that excessive
materials are not used, only the required amounts.
o Stocktaking of current resources used and remaining, followed by
calculation as to whether more materials will be required
Controlling Progress
o Process of managing the current project activities, making appropriate
changes to rectify present and future problems.
o Taking corrective action to rectify problems by consulting with
engineers, managers, architects and laborers. Involves communicating
directly to parties involved, whether in face to face meeting, phone calls
or group discussion with all relevant parties.
o Supplying extra materials if shortfall occurs, to ensure that works have
materials needed to complete the work assigned.
o Amending the project scope to include or exclude any relevant
objectives, followed by corrective estimates as to how the changes will
affect the budget, materials and human resource.

Scope Management Approach
The following Scope Management Approach outlines and defines the roles that each
manager plays in the managing and controlling of baselines and schedules. The
positions of authority are as follows:
 Client- overall authority, contracted Lipman Constructions to design and
construct the facility at 78 Waterloo Road, Macquarie Park
 Managing Director- the director provided by Lipman Constructions, of equal
position to the Client Representative. Oversees design and baseline
adherence as well as the projects overall progress
 Client Representative- A representative hired by the client to oversee the
project alongside the Managing Director. Jointly discusses decisions with the
Managing Director as well as representing the client’s opinion on the issue
raised. Provides possible solutions to major obstacles to the projects
progress.
 Architect/ Engineers/ PCA- jointly handle oversight of the project. Main people
in control of ensuring the project runs smoothly and according to schedule.
Delegates work to the Project Managers, in turn, project managers turn to the
Architects, engineers and PCA for solutions to problems
 Project Manager- entrusted with the task of monitoring the progress of
workers as well as materials consumption. Stock take and estimation
complete by the Project manager, as well as handling disputes with workers,
foreman, tradesman and contractors, laborers.
Scope Definition
This project aims to construct an environmentally friendly workplace at the site
located 78 Waterloo Road, Macquarie Park. Construction will include a 286 space
underground car park for workers, a podium (ground) floor containing a lobby,
reception and waiting area. The building will also have 7 additional storeys,
separated into two pods, interlinked by a central core area. The atrium area will be
naturally lit by a central glass roof, allowing the penetration of sunlight from roof to
ground floor. Airflow will be provided by air conditioning and also naturally, due to the
glazed automatic louvers on the 8th floor. The 7 levels above the podium level will be

effective workspaces. Environmental and ecological aims will be met by the use of
water efficient fixtures including taps and toilets. This serves to minimize the
buildings reliance on town water supply. Energy efficient electrical fitting and light
globes will also be installed over traditional lighting solutions. The building will also
incorporate access for disabled to all levels. The installation of double glazed curtain
wall panels around the perimeter of the building, the use of gardens on the balconies
as well as the maximizing of natural light entering the building all serve to maximize
the comfort of the workers inside. The ecologically friendly design also incorporates
automatic fabric blinds on the east and west faces, as well as automatic louvres, all
controlled centrally by a BMCS( building management Control System).
To ensure that the project meets expectations, managers undertake control
methods, keeping the project on track at all times, while also resolving any issues
that arise. The managers will be identified in the stakeholders list that follows.
The Work Breakdown Structure
Due to the size of the ensuing project, assigned tasks and objectives are broken
down into smaller tasks that are more readily achievable and measureable. The
importance of the WBS is so that managers can also track and identify at which
stage a certain task is, the completion rate of the project, as well identify where
corrective action needs to be taken in order to maintain adhesion to the schedule.
The WBS for this project is combined with the Project Schedule (David Hillson,
2003).
Quality Control/ Progress Assessment
To ensure that the project remains in track, following schedules, Australian
Standards and local Council building codes, various practices are enacted. These
include the application of Scope Baseline comparison, baseline assessment, quality
control checks, variation analysis and Work Performance Measurements.

Scope Baseline Comparison
Scope Baseline Comparison is the process of analyzing completed work according
to the scheduled outlined in the scope baseline (Gary L. Richardson, 2015). This
also involves taking stock of human resource and its application, to ensure that
workers are performing in the most efficient manner, as well as following designs
provided. Measurements in comparison to Australian Standards and Council
guidelines are also taken, followed by any corrective action if needed.
Baseline Assessment
Baseline assessment is the corrective process where all stages of the projects
progress are measured against the outlined baselines. These baselines include
Resource, Cost, Project and Schedule Baselines (Gary L. Richardson, 2015).
Quality Control Checks
Quality Control checks ensure that all work is completed to Australian standards.
This means ensuring that all work follows engineering specifications for loading,
stress, thermal, wind and acoustic properties. Deviation from the set out standards
results in corrective work being required.
Variation Analysis
Variation Analysis is the process of calculating the amount of variation from the
outlines baselines. The variations from the baselines results in additional costs, so
reducing the variation if extremely important. If the variation engenders a risk of
project failure, steps must be suggested to the Project Manager who then takes
measures to enact corrective procedures (John Raftery,1994).
Work Performance Measurements
Work Performance Measurements are important in determining whether workers are
completing assigned tasks according to the schedule of activities. If work is not being
completed on time, additional human resources may be required, or additional time
allotted. If corrective action is required, overtime work may also be enacted so as to

complete the project by the determined completion date outlined in the Schedule of
Activities.
Scope Change
If required for changes to be made, the request if first submitted to the Project
Manager, who in turn, passes the requested changes to the Engineers and
Architects. Once the Engineers and Architects make proposed changes to relevant
documentation and drawings, the plans are then submitted to the managing director
and client representative to be passed on to the client. If the client agrees with the
proposed changes, the proposition is then submitted to the relevant government
authorities such as councils and building regulators. If approved, the changes may
be applied to the construction of the building at earliest convenience.

Role Responsibilities
Client - Approve or rejects requests for changes
or amendments to the design, schedule
or process
- Analyses available information, making
judgments as to whether Scope changes
are necessary
- Receives ownership of the final
completed project.
Project Manager - Analyze and measure project progress
- Propose changes to Scope
- Calculates impacts of proposed changes
to the Scope
- Conducts regular meetings to determine
the impact of the proposed changes to
scope
- Inform workers of accepted changes to
scope and the effect the changes will
have on the project
- Correct project documents after changes
have been made to the scope.
Team Lead - Analyze and measure progress
according to baselines
- Determine whether scope changes are
necessary and submit proposed
changes to project manager.
- Actively participate in change
assessment meetings, outlining scope
change effects to the project manager
- Pass on the effects of scope change to
subordinate workers
- Aid in adjusting workers to
accomplishing changes to scope
Team Member - Aid in evaluating whether changes to

scope are require
- Actively participate in measurement of
scope change progress.
- Communicate any relevant scope
change requests to the team leader

SCHEDULE MANAGEMENT PLAN
Introduction
The project schedule is the roadmap for how the project will be executed. Schedules
are an important part of any project as they provide the project management team
and the client a picture of the project’s status at any given time. The purpose of the
schedule management plan is to define the approach the project management team
will use in creating the project schedule. This plan also includes how the team will
monitor the project schedule and manage changes after the baseline schedule has
been approved.
Schedule Management Approach
Project schedules will be created using MS Project 2013 starting with the
deliverables identified in the project’s Work Breakdown Structure (WBS). Activity
sequencing will be used to determine the order of in which work will be carried out.
Activity duration estimating will be used to calculate the number of work periods
required to complete works.
Once a preliminary schedule has been developed, it will be reviewed by the project
management team. The project management team and resources must agree to the
proposed works assignments, durations, and schedule. Once this is achieved the
client will review and approve the schedule and it will then be baseline.
The following will be designates as milestones for the project schedule:
 Completion of scope statement and WBS/WBS Dictionary
 Baseline project schedule
 Approval of final project budget
 Project kick-off
 Approval of roles and responsibilities
 Requirements definition approval
 Completion of data mapping/inventory
 Project implementation
 Acceptance of final deliverables
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 management
team. The project manager will also create the project schedule using MS Project
2013 and validate the schedule with the project team, and client. The project
manager will obtain schedule approval from the client and baseline the schedule.
Schedule Control
The project schedule will be reviewed and updated as necessary on a fortnightly
basis with actual start, actual finish, and completion percentages which will be
provided by task owners. The project manager is responsible for holding fortnightly
schedule updates/reviews; determining impacts of schedule variances; submitting
schedule change requests; and reporting schedule status in accordance with the
project’s communications plan.
The project management team is responsible for participating in fortnightly schedule
updates/reviews; communicating any changes to actual start/finish dates to the
project manager; and participating in schedule variance resolution activities as
needed. The client will maintain awareness of the project schedule status and
review/approve any schedule change requests submitted by the project manager.
Schedule Changes and Thresholds
If any member of the project team determines that a change to the schedule is
necessary, the project manager and team will meet to review and evaluate the
change. The project manager and project management team must determine which
tasks will be impacted, as a result of the potential change, and any alternatives or
variance resolution activities they may employ to see how they would affect the
scope, schedule, and resources. If, after this evaluation is complete, the project
manager determines that any change will exceed the established boundary
conditions, then a schedule change request must be submitted.
Once the change request has been reviewed and approved the project manager is
responsible for adjusting the schedule and communicating all changes and impacts
to the project team, and the client (Lawrence P. Leach, 2014). The project manager
must also ensure that all change requests are archived in the project records in the
head office.

Cost Management Plan
Introduction
Throughout this project, the Project Manager will be required to manage the ongoing
cost of the project. The Project manager will also be required to report monthly on
the state of cost management for the previous month. The project manager must
make note and report on any deviation from the Cost Baseline, as well as presenting
alternatives to the Principal for bringing the project back into budget. The Principal is
responsible and has the authority to decide on any changes to the project cost,
scope or schedule.
Cost Management Approach
Cost management will occur at the third level of the Work Breakdown Structure. It
will be the responsibility of the manager of each sector in the third level of the WBS
to manage the ongoing cost of their sector. The third level managers must report
monthly to the Project Manager on the state of cost management. Funds will be
distributed per work package, with 50% paid on initiation of the work package and
50% paid upon completion.
Should the cost of any given work package vary from the baseline by greater than
10%, this should be reported to the Project Manager. The Project Manager will report
a reason for this variation to management. If the variation is greater than 20%, the
Project Manager also offer a corrective plan to put the work back into the scheduled
cost range. This corrective plan must be approved by the Principal prior to
commencement.
Measuring Project Costs
Earned Value Management will be used to monitor the performance of the project.
The following data will be used to measure the performance at any given time:
 Schedule Variance (SV)
 Cost Variance (CV)
 Schedule Performance Index (SPI)
 Cost Performance Index (CPI)

If the SPI or CPI defers from 1 by greater than 0.1, then the Project Manager must
write a report to management giving reasons as to this variation. If the SPI or CPI
differs from 1 by greater than 0.2, the Project Manager must write this report and
also provide a detailed plan for the purpose of getting the project back on schedule
or budget.
Reporting Format
Cost management reports will be included in the monthly status report. In this report,
there is to be the SPI and CPI values recorded. For any of these values that exceed
the tolerable variance, a report on the variance is to be included. Additionally, If there
are any variations which require corrective action, the corrective plans for each
excessive variance must be included. Change Requests caused by any variations
must also be recorded and tracked here.
Cost Variance Response Process
The Control Thresholds are when a SPI or CPI differs by greater than 0.2, so that it
is either less than 0.8 or greater than 1.2. In the case of a Control Threshold being
reached, the Project Manager must formulate corrective action options to be
presented to the Principal. This must be done within five working days of the first
report of the variance. The Principal must then decide on an option and the Project
Manager will write a formal ‘Cost Variance Corrective Action Plan’(CVCAP). The
CVCAP will contain a detailed description of the action to take place as well as the
method for measuring how effective this action is. The Project Manager must submit
the CVCAP to the Principal within three working days of the Principal choosing a
course of action. Once a CVCAP is accepted, it then becomes part of the project
plan.
Cost Change Control Process
The cost change control process with follow the same process as any other project
change request. Only the Principal may approve a change to the budget or cost of
the project.

QUALITY MANAGEMENT PLAN
Introduction
The Quality Management Plan is an essential part of any project. The purpose of
the Quality Management Plan is to explain how quality is going to be managed
during the process of the project. It also includes the procedures which will be put in
place in order to ensure the guidelines of the quality management plan are always in
place and followed by all parties.
The purpose of this plan is to:
 Ensure quality is planned
 Define how quality will be managed
 Define quality assurance activities
 Define quality control activities
 Define acceptable quality standards
Quality Management Approach
The quality management approach for the project will ensure quality is planned for
both the product and processes. In order for the this project to be successful it needs
to meet all objectives set out in the quality management plan and at the same time
looking for areas that could be improved in terms of quality.
Product quality for the project will be defined by the company’s current standards
and criteria for major construction projects. The focus is on the project’s delivery, and
criteria being used will ensure the product meets established quality standards and
customer satisfaction.
Process quality for the project will focus on the processes by which the project
delivery will be produced. Establishing process quality standards will ensure that all
activities conform to Australian standard which results in the successful delivery of
the product.
The team assigned to the project will work with the companies’ quality control team
to document and discuss all the quality standards which need to be met in regards to

final product and processes. All the final quality documentation will be part of the
project plan and will be used throughout the whole project.
A member of the quality team will go out to site and ensure that quality procedures
are being followed and will also conduct inspections. This audit will be conducted on
a weekly basis apart from daily checks conducted by the project management team
for the project. The following will be checked during the quality team members’ audit:
 Schedule
 Resources
 Cost
 Process performance
o Manufacturing line utilization
o Material waste
 Product performance
o Attenuation
o Fitness for purpose
 Customer Satisfaction
Quality improvements will be identified by any member of the project
management team or quality team member. Each recommendation will be
reviewed to determine the cost versus benefit of implementing the
improvement and how the improvement will impact the product or processes.
If an improvement is implemented the project manager will update all project
documentation to include the improvement and the quality manager will
update the organizational documentation the improvement affects.
Quality Requirements / Standards
Product Quality
The product quality standards and requirements will be determined by the project
management team and quality control team. These standards will primarily be
based on the company’s documented standards for all construction works which
meet all respectable Australian standards and building codes.

Process Quality
The process quality standards and requirements will be determined by the project
management team and quality control team. Many of these standards will be based
on existing company process standards.
Quality Assurance
The quality assurance of the Project will be maintained by performing check-ups on
all materials and products arriving on site and this check-up will also be carried out
after the final product has been installed. In the case where materials or products
arrived damaged or not fit for purpose they will be returned to the supplier and will be
replaced with new ones, however due to the companies’ long term relationship with
all suppliers this is rare to happen as we only use trusted and regular suppliers to our
projects.
The project management team and quality control team will document a schedule
during the planning process of the project. This schedule will contain all check-up
dates and times which need to be performed during the lifecycle of the project.
Quality Control
The quality control of the project focuses primarily on the product and the acceptable
standards and performance. The quality performance standards for the Project are
in accordance with the Australian standards and Building Codes of Australia.
The project management team will perform all physical measurements and checks
on all works. The quality group will ensure all physical and performance standards
are met for all works carried out, perform audits, and assist the project management
team with creating or updating all documentation related to product quality.
The Project Manager will schedule regularly occurring project, management, and
document reviews. In these reviews, an agenda item will include a review of
products, any discrepancies and/or audit findings from the quality team, and a
discussion on product improvement initiatives.
It is imperative to the success of the project that all of the established physical and
performance standards are met. By doing so, the Project management Team will
ensure that the product achieves the high level of customer satisfaction anticipated.

Human Resource Plan
Introduction
The most important segment of the project is the human resources section of the job.
Human resources need to be thought through thoroughly in the planning process to
be a success. The key of a project is the plan of human resources it helps
realistically set out objectives out so that management of the project is simpler. The
human resources plan is mainly concerned with positions and their duties, this must
be clearly defined so that it can then be implemented. The human resources plan is
separated into different management system of the company varying with different
experience and qualifications.
Our human resources plan.
The table above indicates positions with n the company and the tasks needed in
conjunction with their qualifications and abilities. Each manager includes in his or her
own human resources plan:
• Identification- To describe the role, and do what is needed.
• Authority – The experience and training to be used to make decisions and put
them into practice.
• Training – The appropriate training needed, for each employee to safely manage
his or her tasks.
It is essential that each management member to clearly identify their workers job
description and what their responsibilities are. The company’s employee’s positions
are set out as follows:
Project Manager
The project manager has all responsibility for the overall success of the project. The

Project manager also has authority over all other employees in the project and has
responsibility for ‘signing off on all progresses in the acceptable timeframe which
was set forward by tender. The project manager also has complete responsibility
over the communications management plan and human resources plan. The project
manager does all this while helping employees, and increase functionality in a team
leader manner.
Supervisor
The supervisor has overall authority over his employees. The supervisor is basically
put into place to make sure all employees are completing their tasks on time. The
supervisor reports to the department manager, which reports project manager, which
then reports to the functional manager as depicted in the chart below. They also set
forward problems from their workers to the higher level of management, so that all
parties are included in the project and are kept in the loop.
Functional Managers
The Functional manger is not directly on site, their position is to make sure that the
project is going according to the project plan. They are in directly in contact with the
project manager to set out tasks major tasks for the project.
Design Engineer
The Design engineer is responsible for all aspects in the ‘software’ section of the
controlled. Their primary tasks are to make sure everything operational and working.
The design engineer organizes with the project manager the communications plan.
The design engineer must report to the project manager with any problems or
changes to the project.
Hierarchy

Communications Management Plan
For smooth running of the project, the projects Communications Management Plan
must be well established within the project. A project is generally associated with
several risks however; all those risks can be mitigated with effective
communications. The effective communications among the stakeholders will help to
conduct the business operations ethically and efficiently.
The project manager communicates through various electronic media. They conduct
voce calling, texting and send mails. The project manager in this way can establish

communication with the employees in the fast way possible. The issues that
generally get erupted can be resolved through quick communication techniques.
It is the role of the project manager to set good communication procedures and its
can be used all the time during the course of the project. The project plan gets
changed frequently due to several reasons. The client or the sponsor can bring some
modifications in the project. The project manager’s role is to stay modified and
modify the project plan as per client’s demands. The project manager must inform all
the changes to his team and the stakeholders. In this way with efficient
communication the project manager can know the requirements from the clients and
can carry forward the message to the subordinates. The project manager must act
responsibly and must communicate with the stakeholders all the time. They must
discuss about the issues all the time and they must work on the solutions to provide
quality service. Thus Communications Management Plan must be considered as it
creates a greater impact on the project. They can conduct the project activities
effectively and ethically. A good communications plan involves-
 Project Budget
 Change in employees or workers
 Project Time scale and several other stakeholders
The project manager regulates and monitors the communications management plan
and they make all the necessary alterations through communications. This approach
ensures the success of the project. There are several issues which can occur within
the project. All the issues must be accounted and on that basis the project plan must
be prepared. The stakeholders may fail to complete the project within the specific
deadline. The project may go over schedule. The project may go over budget. The
project can put to halt due to employees’ strike, lack of project resources. The client
may be dissatisfied with the project deliverables and may want some modifications
and changes. Thus there are several issues which the project manager must
consider and must rectify the project plan accordingly. It is their responsibility to
make the necessary changes and inform the stakeholder about the project changes.
The communications management plan must be considered seriously and must
make sure that all the stakeholders must be informed about the changes in details.
Smooth construction must be carried out between the stakeholders, between the
project manager and his subordinates. Communication is important technique as it
helps the project stakeholders to know in details what they require to conduct. At the
initial stage the communication management plan is necessary to conduct. The
project manager discusses about the project plan in details at the beginning with the
stakeholders. In this way they can have a clear idea of all the activities they need to
perform. If they have confusions they can discuss with the project manager and can
solve the problems. Again, the stakeholders can opt for strike; the duty of the project
manager is to develop a strategy to solve the confusions. Thus communication
management is very important for any project.
The communication skills included in the Communications Management Plan

The chart explains in details the communication plan for the company that has been
already planned to set out. It consists of the process and it helps them to know how it
can be utilised.

Risk Management Plan
Cause Risk Proposed Treatment
Lacking Coordination of
Utility Design;
If the utility arrangement
fails to comply with any
other features of the
building. This causes
mainly due to the designs
overlapping in space which
cannot be used in parallel
or simultaneously
This approach can lead to
project disruption because
it is required for the design
to become more
compatible. It may happen
that the software may be
installed in one of the
system and issue is
analysed thereafter.
Therefore, one must be
careful enough and must
monitor whether the
remaining system are all
going well with the
disrupted system or not
The UI designers must
shows skills and proficiency
and in this way and they
must monitor whether all
the system are going well
with each other or not
Issues related to property
access
There may occur issues
while getting into the site
from the road. This may
cause due to the roadwork
and congested topic or any
other adverse action that
can restrict the vehicles to
enter the site
The material, equipment or
humans may be tied in
traffic or they may face
issues to get into the site.
The issues stated below
can be reason for the delay
in the planned schedule
The local council must take
the initiative and make
appropriate arrangements
to reduce the disturbances
created due to local traffic.
The activities must be
scheduled in such away
that that if any delay occurs
it must not affect the project
continuation, they must be
scheduled during times
when one can gain greater
access to the site, such as
during the peak traffic hours

Issues related to
construction stages
Issues get generated
while any two packages
are not performed at the
same time. This occurs
when any task takes much
longer time than expected
The schedule can get an
overall delay due one or
more tasks getting delayed
At the time of scheduling
the baseline, it must be
monitored that the all the
tasks are well compatible
with each other and they
can run in parallel.
The schedule must be
altered by some means
and it must be monitored
that the work schedule
must not get affected due
to rescheduling of other
tasks. If other costs are
getting affected then they
must be careful and must
request for change of
schedule, cost and scope
Bad weather
Bad weather can lead to
disruption of work. The
project stakeholders will
have to halt all the tasks
that need to be conducted
at that time
This approach can lead to
delay in planned schedule.
In the worst case scenario,
the work that has been
accomplished that must be
taken into consideration
It is the duty of the project
manager to prepare top
monitor and analyse the
unfavourable weather, it
helps the project manager
to reschedule the project
mitigating vulnerable tasks
make weather become
favourable
Going Over Budget
The project can be
adversely affected if the
project goes over budget
The sponsor of the project
may force to close the
project and
rearrangements on
Monthly reports
The business analyst must
publish monthly report as
that can help them to

finances know which tasks are
getting over budget. To
gain the profit, proper
decision must be made
Procurement Management Plan
The procurement management plan is very important and has to be deal with in
depth in the planning process of the project. If the procurement management plan
isn’t thought through in detail before the construction of the project the company
could lose a lot of money. It basically sets out the best way to manage the process of
the project. It’s the Project manager’s duty to make sure that the procurement plan
suits the project and makes the project easier to manage. The project manager with
the procurement management plan in mind sets out for the projects team the best
management strategies for the procurement plan.
Once the Project Manager finishes the procurement plan it is given to the accounting
departments. The accounting department of the company gathers the information
and determines if they should purchase certain items which for the successful
completion of the project. Below is a table of the procurement management plan
basics that will be followed in the construction of the project.

The main purpose of this procurement management plan is to communicate how
specific tasks will be managed. The company procurement plan includes;
• The Timeline
The timeline to set out for each position and their tasks by what schedule they
must keep up with and to finish within the allocated time, although this varies
on the project scope.
• The Scope
The procurement plan must be set out in accordance to the project scope or
will create clashes when the project is in construction. If any section of the
procurement plan is set out in a way to be against the project scope it will be
set dismissed.

• Resources:
The resources in the procurement plan are suited for all employees. The
reasoning behind this is the project becomes much simpler and easier to
manage.
• Technology:
The technology greatly helps manage the procurement plan, it is a quicker
means to communicate to employee is there are changes and how things will
change.
References
1. EPA NSW. 2002. Protection of the Environment Operations (Noise Control)
Regulation 2008 . [ONLINE] Available at:
http://www.epa.nsw.gov.au/noise/neighbourhoodnoise.htm#from-
quicknav=Dealing+with+neighbourhood+noise. [Accessed 07 May 15].
2. Green Building Council Of Australia. 2003. Introducing Green Star. [ONLINE]
Available at:
https://www.gbca.org.au/uploads/110/35950/Introducing_Green_Star.pdf.
[Accessed 07 May 15].
3. Gary L. Richardson, 2015, Project Management Theory and Practice, Second
Edition [ONLINE] Available at: https://books.google.com.au/books?
id=s63NBQAAQBAJ&pg=PA391&dq=Scope+Baseline+Comparison&hl=en&s
a=X&ei=hPVZVe2WA4Tg8AXLmoCQAw&ved=0CCgQ6AEwAg#v=onepage&
q&f=false. [Accessed 07 May 15].
4. David Hillson, 2003, Using a Risk Breakdown Structure in project
management, Journal of Facilities Management, Vol. 2 Iss: 1 [ONLINE]
Available at:
http://www.emeraldinsight.com/doi/pdfplus/10.1108/14725960410808131.
[Accessed 07 May 15].

5. John Raftery,1994, Risk Management In Project Management, [ONLINE]
Available at: https://books.google.com.au/books?
hl=en&lr=&id=49ePAgAAQBAJ&oi=fnd&pg=PP1&dq=Variation+Analysis+proj
ect+management&ots=AF-gLXvkF-
&sig=eRmgUnhMTri9yvsqh4_dcCFYOlI#v=onepage&q&f=false. [Accessed 10
May 15].
6. Lawrence P. Leach, 2014, Critical Chain Project Management, Third Edition,
[ONLINE] Available at: https://books.google.com.au/books?
hl=en&lr=&id=UOxPAwAAQBAJ&oi=fnd&pg=PR13&dq=Schedule+Changes+
and+Thresholds+project+management&ots=-
Cq2Ndm7Qv&sig=BAU6_f6U4oWZDeqaX0m-
unzLEiQ#v=onepage&q=Schedule%20Changes%20and%20Thresholds
%20project%20management&f=false. [Accessed 10 May 15].