Project Management Plan for Empire State Building Construction

This project management plan outlines the construction of the Empire State Building, developed by ABC Construction Company. The plan begins with an executive summary and project description, detailing the building type, intended use, and proposed delivery method and contract agreement. It then delves into stakeholder management, including analysis, a communication plan, organizational structure, and a responsibility matrix. Cost management is addressed through estimated baseline costs, project estimates broken down by trade, and a project fee proposal. Schedule management includes qualifications, a management plan, and a rough baseline schedule. Finally, the plan covers risk management, including a plan, risk register, and logistics plan with safety measures. The plan aims to convince the client of the company's ability to successfully manage the construction project.

Running head: PROJECT MANAGEMENT PLAN
Project Management Plan
(Empire State Building, ABC Construction Company)
Name of the student:
Name of the university:
Author Note

1PROJECT MANAGEMENT PLAN
Executive summary
In the following study, ABC organization is chosen as the construction company to work on Empire
State Building, USA. The study aims at convincing clients about the best builders. For this
stakeholder management, cost management, schedule management and risk management are
analyzed for the construction project.

2PROJECT MANAGEMENT PLAN
Table of Contents
Introduction:..........................................................................................................................................4
1. Project description:............................................................................................................................4
1.1. Type of building:........................................................................................................................4
1.2. Intended use:...............................................................................................................................4
1.3. Delivery method and contract agreement:..................................................................................5
2. Stakeholder Management Plan:.........................................................................................................6
2.1. Stakeholder analysis:..................................................................................................................6
2.2. Suggested Communication Plan:................................................................................................6
2.3. Organization structure and chart of project team:......................................................................7
2.4. Responsibility matrix:.................................................................................................................8
3. Cost Management:.............................................................................................................................9
3.1. Estimated construction baseline cost:.........................................................................................9
3.2. Project Estimate roughly broken down by trade:.....................................................................10
3.3. Project Fee Proposal for Construction Staff Costs:..................................................................10
3.4. Project Change Management Plan:...........................................................................................11
3.5. Change Management Process Chart:........................................................................................13
4. Schedule Management:....................................................................................................................13
4.1. Schedule Qualifications, Assumptions, and Constraints:.........................................................13
4.2. Schedule Management Plan:.....................................................................................................14

3PROJECT MANAGEMENT PLAN
4.3. Rough Baseline Schedule:........................................................................................................14
5. Risk Management:...........................................................................................................................16
5.1. Risk Management Plan:............................................................................................................16
5.2. Risk Register:............................................................................................................................16
5.3. Logistics Plan:..........................................................................................................................17
5.4. Primary Safety measures in Logistic Plan:...............................................................................18
Conclusion:..........................................................................................................................................19

4PROJECT MANAGEMENT PLAN
Introduction:
The “Project Management Plan” or PMP demonstrates the typical responsibilities of project
teams. Further, it consists of various plans developed and implemented ensuring compliances with
PMP and Federal and State policy.
The following research has chosen ABC Company. This is a hypothetical construction
company. Here, the study aims to convince the client that they are best builders to take the project on
their shoulders.
Here the stakeholder management plan is analysed. Then a cost management plan is
demonstrated. Schedule management is illustrated along with an investigation of risk management
for the project of ABC Company.
1. Project description:
1.1. Type of building:
Here, the building assigned is the Empire State Building, at New York, U.S.A. Though it is
not the tallest building in New York, it is one of the most famous sites in the city. The building has
the plot has been comprising of numerous of distinct owners. Its iconic spire has been developed as
the port regarding airship. Thus the building has turned out to be one of the most popular and iconic
landmarks.
1.2. Intended use:
The United States never created the Empire State Building. The private owners and investors
developed this over the site of the previous Waldorf Astoria Hotel at the 5th Avenue on the 34th
street. This has been designed before the Great Depression while the economic system has been

5PROJECT MANAGEMENT PLAN
blooming and the space of office was under huge demand in Manhattan. Here, at that time it has
been developed since it was highly required. However, until it was finished U.S. economy collapsed
and the demand for the working area stopped eventually. This has been over two decades till the site
became occupied.
1.3. Delivery method and contract agreement:
Delivery method:
The delivery method must get success through innovation of designing and envisioning
projects at the mechanical and short-term manufacturing processes. This has evolved dynamically
and organically for meeting the perquisites of schedule and values. This must stand as the
confirmation of the method in which the separation and industrials and commercial concerns must be
differentiated ostensibly. This has been cross-fertilising the establishments of central management
principles that must be adaptable to a broad range of the human endeavours co-operatively.
Contract agreement:
Firstly, the agreement must consider security. Here no recordable or any lost time or
reportable injuries and lesser than the industry must be present. Then the schedule must be
considered where the established project milestone must be met. Regarding budget, the risks must be
managed to consist of the expenses under the budget. Next, as far as quality is concerned, the project
requirements must have adverse effects. For budget or milestones the environment compliances the
project should be completed instead of any violations. Regarding public perceptions, there must be
strong support through smart communications.

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2. Stakeholder Management Plan:
2.1. Stakeholder analysis:
Here the first organisations to construct and design the Empire State Building have been the
Empire State, owners, architect, Starrett Bros and contractors. The organisations have been
committed to the companies to the group approach. This was influential regarding the project’s
success. This background had influenced project managements close to lean principles before the
lean construction got formalised.
2.2. Suggested Communication Plan:
The project must achieve success by innovating of designing and envisioning projects as the
short-term and self-regulating process of manufacturing. This has evolved dynamically and
organically for meeting the necessities of schedule and values. This has stood as the confirmation of
the method where they must ostensibly distinguish the industrial and commercial concerns. This has
been cross-fertilising the establishing of core principles of project management that is adaptable to a
broad range of cooperative endeavour of a human.

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2.3. Organization structure and chart of project team:
Figure 1: “Organization structure and chart of project team of Empire State Building”
(Source: Created by Author)
PresidentAdministration(Accountinggeneraladministrationpayroll,publicrelations,purchasing)ConstructionProjectmanagerBusiness(accounting,administration,payroll)Engineering(changes,claims,costandp[rograms,engineering,plantdesign)Equipment(maintaninence,shopoperations)Purchasing(expedicting,purchasing,warehousisng)SpecialStaff(laborrelationssafety)Superintendent(cpsttructionforces)Engineering(Design,estimating,planning,scheduling)Specialstaff(Laborrelations,legalcounselandsafety)

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2.4. Responsibility matrix:
Responsibility Matrix
Project Name:
Project
Manager:
Stakeholders
WBS Activities Name Name Name Name Name Name Name
Project
Mgr
Sponso
r
Tech
Lead
Financ
e
IT
Analyst
Business
Lead
Testin
g
Initiation (Concept Phase)
Project Request P S S - S - - -
Define
Objectives,
Deliverables
A A I - I -
Project
Organization
A I I - I I
Cost Estimate P P I A I P I
Risk
Assessment
P I P P P P
Justification
statement
I P I I I -
Develop Project
Charter
A S S S I S I

9PROJECT MANAGEMENT PLAN
Code
A Accountable Responsible for success/failure of this activity
P Participant Actively participates in the
activity
R Review
Required
This person must review the output of this
activity
I Input Required Project Team needs input from this person in
this activity
S Sign-off
Required
Must sign-off the appropriate
document
3. Cost Management:
3.1. Estimated construction baseline cost:
01/01/18 Delphi cost
estimation
$
500.0
0
$
600.00
$
700.00
$
600.00
Vendor
01/02/18 Empirical costing
methods
$
400.0
0
$
500.00
$
800.00
$
533.33
Hours, Rate,
01/03/18 Reserve analysis $
300.0
$
400.00
$
680.00
$
430.00
Hours, Rate,

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0
01/04/18 Resource costing $
200.0
0
$
300.00
$
450.00
$
308.33
Additional Item
Details
01/05/18 Three-point
estimating
$
100.0
0
$
200.00
$
480.00
$
230.00
Vendor, Rep,
3.2. Project Estimate roughly broken down by trade:
Moreover, different alterations in construction projects have been very much standard. This
has been happening from various sources, causes at any phase of the project. This has been
possessing considerable adverse effects over items like schedule and cost delays. Further, any
critical change has been causing constant delays at project schedule and re-estimation of activity
statement. Moreover, there have been additional demands of overtime, labour, materials, and types
of equipment. Further, there have been changes solved though formalised changing methods. This
has been turning out as the primary source of different contract disputes. This has been a necessary
risk that has contributed to the failure of a project. Different classifications of the changes as per
standard terms have applied to changes in the domain of construction. Thus from time, the changes
have been emerging and anticipated, reactive and proactive, post-fixity and pre-fixity. From
necessities of changes, there have been elective, non-discretionary, discretionary, required
preferential regulatory. Besides, as the construction industry has been from projects, the most
effective categorisation has been analysing changes in the context of stages and phases in
construction projects.

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3.3. Project Fee Proposal for Construction Staff Costs:
ABC Company must design a change management toolkit for Empire State Building
including change dependency system, change prediction applications, workflow tools and an active
knowledge management principle. A requirement design relationship has been enabling traceable
tolls regarding architectural design. Here, they must develop a prototype. A system dynamics is
proposed for creating models of dynamic projects for assisting control and planning of Empire State
Building. Here, the dynamic project model has been capturing various non-values to incorporate
iterations of change. This includes managerial change cycle and reworks cycle. This simulation can
be demonstrated through this case study, and various policies and options can be summarised from
this case. Some primary outcomes over proactive changes are present on the change management
around the integrated system of change management. This has been consisting of the prediction
which is based on fuzzy logic change models. This system dynamics model has been on the based on
control methodology and dynamic planning. Here, a “change order management” system and “web-
based project management” is mainly created to cope with various changes during the construction
project of Empire State Building.
Moreover, standard web technologies are utilised and various change order process
construction projects. This has been including documents, roles-actors, keeping records and a
centralised database is being developed. Further, a change control tool (CCT) can be created that has
been consisting of requirement traceability across links between building design and client
requirements. It is also believed that various changes or effects of revisions are managed through
capturing client necessities correctly at the starting of the project and through traceability of
requirements that have been created afterwards.

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3.4. Project Change Management Plan:
The changes in projects and adjustments have always been inevitable as they are the real-life
stages of construction and designs. According to the report of “Engineering and Physical Sciences
Research Council, at U.K.” it is revealed that more one third amount of the clients has been seen to
be dissatisfied with their contractors. This has been kept to the quoted time and price, solving defects
and supplying the ultimate product of the needed quality. This can also be concluded that the
dissatisfaction of those clients has been the reason changing orders that have been run through
construction projects. Moreover, the effort of managing the changing orders has been imposed to the
high burden of project management and has been the nightmare of industry people whom people
never intended to face. Changes in instruction have been causing severe ethical disputes and
problems.
As per the ethical survey conducted in 2004, about 80% of the respondents have revealed that
they have been encountering cases that are being seen as unethical to deal with business. 61% of the
people said that immoral acts had tainted the industry. Moreover, the owners have been blamed to
bid shopping and playing various tricks regarding tricks in payments. Here, the contractors have
been accused of overbilling, playing change-order games and front-end leading. Further, the change
in management has been a genuine issue based on applications and needed innovation in engineering
for solving those issues. Thus, by the examination of change of construction in the areas of
management and then pressing necessities from industry and scarcity of software tools and pieces of
literature at this area has posted the promising scope regarding developments and researches at
construction sector.

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Rejection
Received
Accept Change
Update Project Management Plan
Implement change
Change Type
Accept change
Change
Screening
Change proposal
Change
control
Board
Review
3.5. Change Management Process Chart:
The following diagram illustrates how to deal with the changes in construction:
Figure 2: “Change Management Process Chart”
(Source: Created by Author)
4. Schedule Management:
4.1. Schedule Qualifications, Assumptions, and Constraints:
Here, the qualification standards are expected to recognize applications that must perform
successful on the job and screening out those unlikely doing so. The assumptions are been made to
be true. However, this has been not necessarily ending up being true. This has been impacting the

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current construction project in significant way. Moreover, they have been incorporating risks. The
constraints, on the other hand are the restrictions included on the project like cost limitations,
resources and schedules. ABC has needed to work under boundaries limited through those
constraints. These constraints has been identified and defined at the starting of the project.
4.2. Schedule Management Plan:
The time and schedule project management has been liable of private partners and is the
domain of professionals on PP projects. This has been notable significance to government. At the
PPS, Government of United States has been depending on completing date for scheduled move-in.
4.3. Rough Baseline Schedule:
Task Name Duration Start Finish Predecessors
Foundation 505 days Mon
5/21/18
Fri
4/24/20
Excavate for foundations 92 days Mon
5/21/18
Fri
9/28/18
Forming walls of basement 2 days Mon
10/1/18
Tue
10/2/18
2
Putting concrete foundations 192 days Wed
10/3/18
Fri 7/5/19 3
Performing foundation inspection 110 days Mon
7/8/19
Fri
12/6/19
4
Backfill foundation 100 days Mon
12/9/19
Fri
4/24/20
5
Framing 5 days Mon Fri 5/1/20 6

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4/27/20
Drying 4 days Mon
5/4/20
Thu
5/7/20
7
Exterior finishes 4 days Fri
5/8/20
Wed
5/13/20
8
Utility rough-ins 5 days Thu
5/14/20
Wed
5/20/20
9
Landscaping and grounds work 2 days Thu
5/21/20
Fri
5/22/20
10
Final acceptance 4 days Mon
5/25/20
Thu
5/28/20
11
Figure 3: “Gantt Chart for the project of Empirical State Building”
(Source: Created by Author)

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5. Risk Management:
5.1. Risk Management Plan:
For ABC Company this has enormously complicated and heterogamous. Here, there have
been various categorizations of construction differing markedly from others like an industrial
highway, massive, non-residential building and housing. The constructing of projects has included
renovations, demolitions and constructions for non-residential and residential projects. These
parameters of success for the plans have been within time completion under particular requirements
and budget performance or technical requirements. Here, the primary challenges for achievements
have been the change under project environment. This issue has been multiplying the project size as
various uncertainties at the project outcome rise with a waist. Here the construction project has been
exposed to multiple uncertain scenarios due to large factors like construction complexity, planning
and designing. This has included different groups of interests like suppliers, contractors, consultants
and owners. This has also included resources like funds, types of equipment, materials and
workforce. Moreover, it has consisted of political and economic statutory and environmental
regulations.
5.2. Risk Register:
Probabilit
y
Project
Severit
y
Mitigation measures Ownershi
p
Adjuste
d
Impact
Adjusted
Probabilit
y
Adjuste
d
Severity
M M ECI process Project
Manager
M L L
M H Funds released in
advance of
Project
Manager
M M M

17PROJECT MANAGEMENT PLAN
construction to
faciliate placing of
orders.
H H Consider alternatives
to enable early Stats
Work
Contractor H M H
H H Close Liaison and
dedicated Utilities
Contractor H M H
M H Contractor to engage
supply chain
Contractor M M M
M H Agree suitable
program and manage
costs and timescales
Contractor
and Project
Manager
M M M
L M Site procedures to be
defined
Project
Manager
M M M
M H System to be
established such that
financial and cost
management risk
Contractor
and Project
Manager
M M M
5.3. Logistics Plan:
Significant Hazard Avoid Controls
Restricted site access and Locate offices and welfare
facilities and other areas of
Ensure effective inspection
and maintenance procedures

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room around site
Areas of restricted visibility,
width, or weight limits
frequent pedestrian activity
away from primary site traffic
routes
are put in place
5.4. Primary Safety measures in Logistic Plan:
Egress ABC Company must describe precautions and restrictions and consider that there
are secured means of access. This is the vehicular access to sites and confined
spaces. They must also incorporate construction workers to continue various
hazardous areas of the current structure of Empire State Building. They must be
aware that the workers have been falling from fragile roofs or floors such that
multiple regions are identified that can be made secured. Besides, they must
regard access to site traffic around current structures, pavements and roads. They
must attempt separation of operatives, plants and vehicles.
Fire
extinguishers
This has been vital to maintain and inspect the extinguishers periodically. As the
fire extinguisher has not been sufficient as needed, there must be proper pressure
gauge. It must be indicated that extinguisher gets charged. Moreover, they must
understand the water drum or the extinguisher to get a freeze. Here, at least
worker at every shift must be trained regarding how to use that fire extinguisher
and then taught about extinguishers used on that kind of fires. This first order of
priority is known as the fire department. Moreover, the local fire department has
been able to help the employees get trained on how to utilise those extinguishers.
They must also be made aware of the flammable hazardous and chemical
substances to be used on site.
Fencing The materials and construction of types of equipment have been precious and

19PROJECT MANAGEMENT PLAN
has been very tempting for trespassers who never have the means of transporting
them to off-site. By creating security, fencing has been eradicating risks. Further,
the protection of public has been one of the essential functions for fulfilling
construction site fencing. Moreover, most people have been unknowingly
trespassing the malicious site. However, that has been wandering to that
accidentally. This has been mainly as they are in a hurry to get into anywhere
else. Empire State Building construction site has been a highly populated area.
This has been important to fence that off for preventing people from walking
around that en-route for those destinations.
Conclusion:
There have been various scopes arising to mitigate and reduce adverse environmental effects
to modify and repair the current project that must be overlooked. The environmental considerations
must be incorporated while planning is to be altered and improved the contemporary constructions
and create more. Additional attention must be established to analyze, plan, monitor and predict the
cumulative impacts of roads. In various cases, the proper spatial scales for that analysis must cross
different state boundaries. Particularly in those cases, the cooperation and collaboration among
various state agencies can be helpful.