Project management work

Proposed Building Upgrade Business Case
1
Business Case
Student Name: Richard Gorzki
Student Number: N9145583
Team/Group: n/a
Course: PMN501
Unit Coordinator/
Lecturer: Grant Axman-Friend (g.axman-friend@qut.edu.au)
Institution: Queensland University of Technology
Teaching Period: Semester 1, 2018
Figure 1: Proposed Northern Façade by Brightbox
Architecture, 2018
Proposed Building Upgrade
Word Count: 3450

2
Figure 2: Southern Façade by Brightbox
Architecture, 2018

EXECUTIVE SUMMARY
The University of Queensland is growing as a campus and greater demands are being placed
on the learning and teaching outcomes of staff and the facilities on campus. The proposed
retrofit will revitalise the old and ineffective chamberlain building into a world class learning
facility targeted at reaching the aims mentioned prior. 1
The project will consider and redesign
both the internal and external spaces of the chamberlain building providing outstanding
teaching spaces and sustainable solutions to the existing building,2 such a change that will
incur power savings into the future. proposal should be selected over the market
competitors for such a project because the business case considers every aspect of the project
and its lifecycle with highly effective and positive outcomes for all the stakeholders involved.
Such a project will not only stimulate the campus culture it will provide a multitude of jobs
both fixed and temporary. The project will require the skills of many bright minds ranging
from Architects, Civil. Hydraulics, electrical and mechanical engineers, contractors and so
forth shown in section 4.1.1 of the project structure.3 Of course the cost of the project will
be considerable however its positive impact will of course be greater, stimulating learning
and teaching opportunities for UQ Psychology Department 4
for many years to come. In order
for the project to be a great success many considerations need to be made, these include
programming the project into phases improving timing, and budget, communication5
management between stakeholders also need to be taken into attention just as governance
and structure are important for the projects success.
`
1. Business Case, Section 1.2 Project Objectives, QUT,2018, pp
2. Business Case, Section 2.4 Recommended Option, QUT, 2018, pp
3. Business Case, Section 4.1.1 Project Structure, QUT, 2018, pp
4. Business Case, Section 4.1.2 Project Governance Framework, 2018, pp
5. Business Case, Section 5.1 Timing/ Project Readiness, 2018, pp `

CONTENTS
1 PROJECT NEED ...................................................................................................................8
1.1 PROJECT NEED.............................................................................................................8
1.2 PROJECT OBJECTIVES...................................................................................................8
1.3 CRITICAL SUCCESS FACTORS ...........................................................................8
8. Journal & books.emeralinsight(2017) Critical success factors.............................................8
1.4 ORGANISATIONAL CHANGE ........................................................................................9
2 OPTIONS ANALYSIS ............................................................................................................9
2.1 OPTIONS CONSIDERED................................................................................................9
9. Journal & books.emeralinsight(2017) Organisational change ............................................9
2.2 OPTIONS EVALUATION CRITERIA ..............................................................................11
2.3 OPTIONS EVALUATION..............................................................................................11
2.4 RECOMMENDED OPTION..........................................................................................15
3 PROJECT DEFINITION .......................................................................................................15
3.1 SCOPE DESCRIPTION..................................................................................................15
3.2 CONSTRAINTS AND DEPENDENCIES..........................................................................16
3.3 SCOPE MANAGEMENT ..............................................................................................16
3.4 PROJECT DELIVERABLES ............................................................................................17
3.5 ............................................................................................................18
4 PROJECT APPROACH ........................................................................................................19
4.1 PROJECT MANAGEMENT STRATEGY .........................................................................19
4.1.1 PROJECT STRUCTURE.........................................................................................19
4.1.2 PROJECT GOVERNANCE FRAMEWORK ..............................................................20
4.1.3 PROJECT REPORTING STRUCTURE .....................................................................21
4.2 PROCUREMENT STRATEGY........................................................................................22
4.3 COMMUNICATION AND STAKEHOLDER MANAGEMENT STRATEGY ........................23
5 BUDGET, PROGRAM AND RISK ........................................................................................24
5.1 TIMING / PROJECT READINESS..................................................................................24
5.2 BUDGET/COST ANALYSIS AND FUNDING STRATEGY ................................................25
5.3 RISK ANALYSIS AND MANAGEMENT STRATEGY........................................................27
5.4 PROJECT QUALITY MANAGEMENT STRATEGY ..........................................................28
5.5 PROJECT COMPLETION STRATEGY ............................................................................29
5.6 BENEFITS REALISATION PLAN....................................................................................30

5
6 REFERENCES.....................................................................................................................31
8. Journal & books.emeralinsight(2017) Critical success factors.......................................31
APPENDIX A..............................................................................................................................33
A.1 PROJECT SCHEDULE...................................................................................................33
A.2 PROJECT COST PLAN..................................................................................................33
A.3 PROJECT RISK REGISTER ............................................................................................36

6
LIST OF FIGURES
Figure 1: Proposed Northern Façade by Brightbox Architecture, 2018
Figure 2: Proposed Southern Façade by Brightbox Architecture, 2018
Figure 3: Evaluation Matrix 1
Figure 9: Organisation Structure, created from helfo.org (2014) organisational structure. Retrieved 6th of March
2018 from https://www.heflo.com/blog/business-management/small-business-organizational-structure-
examples/
Figure 10: Project Governance Framework, created from slideshare.org (2016) Organisational Structure.
Retrieved 6th of March 2018 https://www.slideshare.net/surajarvapally/project-governance-55572704
Figure 11:Project Reporting Structure, created from slideshare.org (2016) Project Reporting Structure. Retrieved
6th of March https://www.slideshare.net/kanchanadevi338/spm-unit-iiiriskmonitoring-amp-control1
Figure 12: Procurement Strategy, created from slideshare.org (2016) Procurement Strategy Framework
Retrieved 6th of March from https://www.slideshare.net/dtracy4/procurement-strategy-framework
Figure 13: Mendelow Matrix, created from sketchbubble.org(2017) Communication and Stakeholder
Management Strategy retrieved 7th of March from https://www.sketchbubble.com/en/presentation-mendelow-
matrix.html
Figure 14 :Project Readiness, created from velcomerp.com (2017) Project Readiness retrieved 7th of March
from http://velcomerp.com/era.htm
Figure 15: Project Schedule Timeline
Figure 16 : (WBS) Work Breakdown Structure

7
Figure 17 : (PPR) Project Performance Reporting constructed from Project Management Institute.(2017) Project
Performance Reading (p.261) Pennsylvania.
Figure 18 : Risk Analysis Table constructed from viu.ca,. (2018). Applied Risk Map Sample. Retrieved 13
March 2018, from https://www2.viu.ca/riskmanagement/appliedriskmap.asp
Figure 19 : Project Quality Management Strategy constructed from slideshare,. (2018).Prince2 Project Quality
Management Strategy. Retrieved 13 March 2018, from
https://www.slideshare.net/DaveFouriePMPPRINCE2/prince2-2009-48240817
Figure 20 : Project Completion Strategy (2018).Delivering large scale It project on time and on budget . Retrieved
13 March 2018, https://www.mckinsey.com/business-functions/digital-mckinsey/our-insights/delivering-large-
scale-it-projects-on-time-on-budget-and-on-value
Figure 21 : Benefits Realisation Plan Constructed from http://slideplayer.com (2018).Our focus on delivery
Benefits Realisation. Retrieved 13 March 2018 from http://slideplayer.com/slide/5729477/

8
1 PROJECT NEED
1.1 PROJECT NEED
The project need is the initial step in a project timeline before considering resources and the goals
intended, without a project need the direction of the project is unclear, 6
all projects must start with a
means of explaining what they are and why they are significant to make happen.
The project is large scale retrofit design for an existing institutional building located at the University of Queensland,
the retrofit will give the building new life and purpose for both students and staff on the St Lucia Campus.
The project needs to take place because the current building is non compliant and performs poorly against
sustainability and energy goals emplaced by the uni.
Additionally the building in its current state is under- utilized and performs inadequately to the teaching standards at
UQ
1.2 PROJECT OBJECTIVES
Project Objectives are ambitious statements aimed at the overall context for what the project is trying
to achieve these objects are consistent and aligned to business goals7
, without clear project objectives
a project will not be successful because Academic
description- - what and why?
The project intends to shed the existing building envelope clear leaving the structure visible to make way for a new
dynamic building envelope.
This new adjustable façade with its daylighting system and ventilation systems will reduce the building reliance on
electricity drawing savings to the campus.
The façade fit out will enhance teaching and staff spaces through the facility increasing the quality of teaching and
learning.
1.3
Critical success factors are elements related to the holistic long term goal of a project. Without critical
success factors its difficult to review the progress of the project and understand whether its trajectory
is positive8
.
The project must meet the sustainability goals outline in the initial work in progress
The project will suffer if the shared d
The project will suffer if the façade becomes high maintenance.
The logistical work carried out on the building must not cause disruption to the surrounding campus.
6 .Cio.com,. (2015). How to Define the scope of a project. Retreived 25 February 2018, from
https://www.cio.com.au/article/401353/how_define_scope_project/
7. Gude.wrike.com/ Project Management Guide (2016) What are Project Objectives in Project Management?
Retrieved 26th of February 2018 from https://www.wrike.com/project-management-guide/faq/what-are-
project-objectives-in-project-management/
8. JOURNAL & BOOKS.EMERALINSIGHT(2017) CRITICAL SUCCESS FACTORS
Retrieved 27th of February 2018 from ://www.emeraldinsight.com/doi/abs/10.1108/eb054225

Business Case
1.4 ORGANISATIONAL CHANGE
Organisational change is a business process aimed at the review and modification of
management structures and processes. Without organisational change business struggle to
adapt and stay relevant in our everchanging business environment9
, essentially it is important
for a business to stay contingent to its task environment just as the environment must behave
with contingence to the business
The project will require review points over its lifecycle, reviews will encompass criticism
related to cost, progress, safety and diligence in preventing the disruption the campus
environment
The university representatives, the design team, the engineers and the construction
managers must maintain clear communication through weekly meeting and direct
skype, job site visits and phone calls.
2 OPTIONS ANALYSIS
2.1 OPTIONS CONSIDERED
Options analysis which leads to the options considered, it is a statistical technique entrenched
in the testing of variations of the project objectives to remove false assumption and to meet
the demand/need/desire of the stakeholders. Options considered should focus on encouraging
innovation throughout the project and most importantly bring the team together with the
work at hand.10 Without Options considered the projected project outcome may not satisfy
the expectations of the stakeholders of the project.
Option A:
Do not commence any retrofit or upgrade to the chamberlain building of The University of
Queensland
Option B:
Remove Current Façade Setout for newly designed façade system that will aid the existing
internal arrangements ventilation and lighting strategies.
Option C:
Implement the new façade and redesign the internal arrangement to allow for the best
teaching and learning accommodations as expected by the University of Queensland.
9. JOURNAL & BOOKS.EMERALINSIGHT(2017) ORGANISATIONAL CHANGE
Retrieved 27th
of February 2018 from
https://www.emeraldinsight.com/doi/abs/10.1108/13563280510596943.
10. Stanciulescu, A (2008) A Methodology for Developing Multimodal User Interfaces of Information
Systems(p.151) Belgium

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Criteria Option A Option B Option C
Enhance Uni Prestige No Impact Visual appearance of
façade will create
significant positive
attention for the Uni
External & Internal
design fitout will
create large positive
exposure to the uni.
Cost Effective No Impact Cost to install façade
system will be
extensive and savings
from its
implementation will
aid cost savings on
energy into buildings
lifetime
With the façade
upgrade & internal
redesign sustainability
targets will be met and
cost saving will be
more than if it was just
a façade design
Enhance Learning,
Teaching
No Impact Installing the façade
will enhance
ventilation and lighting
conditions in classroom
spaces
The maximum
conditions of comfort
will be met if the
interal arrangement is
upgraded for teaching
and learning
Good Time
Management
No Impact As a singular design
element this will be
challenging unless
executed.
As significant design
elements, more so
than just the façade
design, this will be
challenging, unless
executed.
Prevent Disruption No Impact As a singular design
element this will be
cause disruption
without proper traffic
control.
elements, more so
challenging, unless
proper traffic control.
Maintain budget No Impact As a singular design
element this will be a
challenge but
manageable by the PM
elements, more so
challenging, but
Quality of build No Impact As a singular design
element this will be a
challenge but
elements, more so
challenging, but
manageable by the
PM.

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Aesthetics No Impact Visual appearance of
façade will create
Visual appearance of
façade will create
Option C The full retrofit of the façade and internal redesign is the most viable option to be
evaluated against the following options evaluation criteria shown in the tables in within
section 2.2.
2.2 OPTIONS EVALUATION CRITERIA
Options Evaluation criteria is directed at establishing mutually agreed assumptions for the
project with the intention of democratizing the interest of all the stakeholders, this criteria is
concerned with cost, quality, time and establishing unity amongst all respected parties
concerned with the project. 11
By retrofitting the existing chamberlain building to a sustainably designed structure the
campus will gain a better reputation as a world class institution.
The cost of the retrofit will pay itself off over the buildings life cycle and the University
will save considerably on its power bills.
The retrofit design will enhance learning and teaching outcomes of the students/staff.
The project objectives will be met ahead of schedule in the construction phase.
The construction phase will cause minor disruption to the surrounding areas of the
campus
The project will be completed on the budget originally outline.
The quality work constructed will reflect that initially communicated by the designer.
The retrofit design must appropriate the surrounding context and be aesthetically
pleasing.
2.3 OPTIONS EVALUATION
Options Evaluation criteria is concerned in the critical judgement of project assumptions and
objectives to rank their importance with the project team to establish equally agreed
objectives for the project 12 under the options evaluation criteria
Options Evaluation assesses and ranks the list of options considered through a set of criteria
raised in section 2.2. This list of options considered remove the false assumptions about the
project through the criteria relevant to the project objectives and against the interests of
stakeholders.13
11. Structured Decision Making.com (2012). Evaluation Criteria. Retrieved
28 of February 2018, from https://www.structureddecisionmaking.org/steps/evaluationcriteria1/
12. Beyond Intractibility.org.com (2015). Option Identification & Evaluation. Retrieved 29th of February 2018, from
https://www.beyondintractability.org/coreknowledge/option-identification-evaluation
13. https://www.apm.org.uk, (2009). Budget & cost control. Retrieved 1 of March 2018, from
https://www.apm.org.uk/body-of-knowledge/delivery/financial-cost-management/budgeting-and-cost-control/

12
Project
Assumption
Less Important Some
Importance
Quite
Important
Very Important
Enhance Uni
Reputation
X
Cost Effective X
Enhance
Learning,
Teaching
X
Good Time
Management
X
Prevent
Disruption
X
Maintain
budget
X
Quality of build X
Aesthetics X
COST Less
expensive
Some
Expense
Quite
Expense
Very
Expense
Enhance Uni
Reputation
N/A n/A N/A N/A
Cost effective
through tech
X- Adaptive
façade tech
improves
ventilation and
daylighting
Enhance
Learning,
Teaching
Good Time
Management

13
Prevent
Disruption
X- Provide
Traffic
controllers
-Fence off
construction
areas.
Maintain
budget
N/A
-cost control from PM
Quality of
build
X
Quality
control by
PM &
Architect
Aesthetics X
- High
tech
façade
design
TIME Small amount
of time
Medium
amount of time
Large
Amount of time
Great
Amount of time
Enhance Uni
Rep
X- requires a
great deal of
exposure
Cost effective
through tech
X this will
occur deep into
the buildings
lifetime
Enhance
Learning,
Teaching
N/A N/A N/A N/A
Quality of Build N/A X- causes
delays to
project
N/A N/A
Maintain
Budget
N/A N/A N/A N/A
Prevent
Disruption
X- causes delays
to project
Aesthetics N/A N/A N/A N/A

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QUALITY Less Important Some
Importance
Quite
Important
Very Important
Enhance Uni
Rep
X
Cost effective
through tech
X
Enhance
Learning,
Teaching
X- Design
executed
accurately in
construction
Quality of Build X- Implemented
by Architect &
PM
Maintain
Budget
N/A N/A N/A N/A
Prevent
Disruption
X- Managed by
Aesthetics X- Design
executed
accurately in
construction
Stakeholde
r
Preferentia
l voting
(Least)1
>
5 (Most)
Enhanc
e Uni
Rep
Cost
effectiv
e
through
tech
Enhance
Learning
,
Teachin
g
Qualit
y of
Build
Maintai
n
Budget
Prevent
Disruptio
n
Aesthetic
s
University 5 4 5 5 5 5 5
Construction
Contractor
1 3 3 5 3 5 4
Project
Manager
1 3 3 5 5 5 4
Architect 1 2 5 5 3 1 5
Investors 1 2 1 5 5 1 3

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2.4 RECOMMENDED OPTION
A recommended option
The recommended option is the systematically considered outcome produced through the initial
assumptions of the project and weighted and evaluated against the criteria relevant to the project.
The recommended option will reflect the best interest of the stakeholders and represent the most viable
project to be undertaken.
By implementing Option C the full retrofit of the chamberlain building of the University of
Queensland will gain more prestige/ attention than the option B which is of high importance to
Option C will have larger long term benefits to option B due greater improvements in the
buildings design which will raise sustainability goals such as energy usage.
design will reach higher teaching and learning outcomes for the campus compared
to option B due to the internal redesign of classrooms.
Option C will pose larger challenges to time management than option B due to the extensiveness
of the project, however targets can be met with a clear management plan operated by the PM.
Option C is the most ambitious of the options considered which will essentially improves the
stakeholders portfolio, which in turn will encourage more work for them in the future.
Option C ultimately serves the greatest interests to all the stakeholders compared to the other
options considered. The more extensive redesign will reflect the universities interest to be
internationally renown, whilst the challenge of the project in terms of budgeting and time
increasing their business into the future.
3 PROJECT DEFINITION
3.1 SCOPE DESCRIPTION
Aims to address the deliverables of a project, identify constrains and assumptions as well as
key success factors via a summary. Without a scope description it is difficult to appreciate the
intent of the project and the needs and outcomes. 14
The project aims to disassemble the existing façade safely
The project aims to install a new sustainably designed façade over the exiting building.
The project aims to redesign the interior of the building in a safe and timely manner.

16
3.2 CONSTRAINTS AND DEPENDENCIES
Constraints are the boundaries attached on the project that the team and the project
managers are confined too, and must work within. Dependencies are connections between
tasks that factor the order by which activities are required to perform. 15
The project is constrained to the budget.
The project is constrained to the regulations and procedures of the University Campus
The project is constrained by the timing of the project schedule.
The project is constrained by the resources made available to construct, design and
monitor the project.
The project depends on the skills of the construction team
The project depends on the team work of the stakeholders
The project depends on the effectiveness of the Project Manager
The project depends on the financial resources set in place by the stakeholders.
3.3 SCOPE MANAGEMENT
Is understood as the group of processors that enable a projects scope is accurately interpreted
and charted.16
It is important the Project Manager constructs a Cleary understood schedule to
understand the project scope.
Scope needs to include in the input phase a project management plan, requirements
documentation. Requirements traceability matrix, organisational process assets and
work performance indicators.
It is critical that all stakeholder parties are properly communicated with to comprehend
the scope as a collective and understand their responsibilities across the projects
lifetime.
It is critical that the Project Manager forms the correct processors for the scope so it
can be monitored and controlled properly which will lead to the outcome of the key
deliverables
Success for the project will depend on work performance measures being emplaced on
output, change requests and project management plan updates.
The scope will additionally depend on organisational process assets updates and
project document updates
14. pmi-nnv.org,. ( 2007). Document Repository. Retrieved 2 of March 2018, from https://pmi-nnv.org/document-
repository/presentation-archive/621-pmi-nnv-may-2014-project-assumptions-constraints/file
15.Simplelearn.com (2008). Project Scope Manager . Retrieved 2nd of March 2018, from https://pmi-nnv.org/document-
16. Simplelearn.com (2008). Project Scope Manager . Retrieved 2nd of March 2018, from https://pmi-nnv.org/document-

17
3.4 PROJECT DELIVERABLES
These are the distinctive and established products, results or capacities that create a service
that are required to complete a process, phase or project. Without project deliverables it is
unclear what the project outputs are, and the project and the teams involved in it can be left
astray.17
The project aims to disassemble the existing façade safely.
The project aims to install a new sustainably designed façade over the exiting building.
The project aims to redesign the interior of the building in a safe and timely manner.
The project aims to increase the prestige of the campus through the enhancement to
the building.
The project aims to reduce the building energy consumption with the retrofit design.
The retrofit aims to enhance learning and teaching outcomes with the redesign the
façade and external spaces.
The project deliverables will be met on time.
The construction phase of the build will cause minor disruption to the campus.
The project will be completed on budget.
The quality of the constructed works will reflect the intent of the architect s proposal.
The retrofit design will appropriate the surrounding context and be aesthetically
pleasing.
17. Project Management Blog,. (2010). How to Define Project Deliverables. Retrieved 5 of March 2018, from
https://explore.easyprojects.net/blog/how-to-define-project-deliverables

18
3.5
Are the measurement tools emplaced on projects to monitor how teams are achieving specific
success of the team and the progress of the project are at risk. 18
Will be targeted monitoring of project teams by the project manager and other
managers on a daily, weekly and monthly basis to ensure the project is progressing
suitably to the goals understood in the control scope.
he teams are performing with the project.
This includes daily assessment of construction teams performing the build of the
retrofit and whether it is complying to the schedule set aside in the project
management plan.
If team progress is not aligned with the timing set aside in the project management
plan meeting will be called and updates will made to the project management plan or
the project document.
, the iron
triangle
The a and will conduct site
visits on a weekly basis
The project manager will be responsible for ensuring teams are performing against the
time constraints set aside in the project management plan.
The team leaders will be responsible for ensuring weekly project outcomes are met by
their project team and will report to the Project Manager in minute meetings.

19
4 PROJECT APPROACH
4.1 PROJECT MANAGEMENT STRATEGY
4.1.1 PROJECT STRUCTURE
The primary task of the project structure is to define the standards by which the team will
utilize during the project, such as structure and includes change control, procedure standards
and documentation standards. 19
Figure 9: Organisation Structure, created from helfo.org (2014) organisational structure. Retrieved
6th
of March 2018 from https://www.heflo.com/blog/business-management/small-business-
organizational-structure-examples/
Management Line Contractual Line
Financial
Investors from UQ
Organisational
Manager/ General
Manager
Legal Team
ProjectControl Group
(General Manager & ProjectManager)
ProjectManager CostManagers
Direct Tradesman
Main Contractor
Architect
Lead
Structural/Civil
Engineer
Lead
Electrical
Engineer
Lead
Hydraulic
Engineer
Lead
Mechanical
Engineer
Specialist
Consultant,
Acoustic
Interior Design
Structural
/Civil
Engineer
Team
Electrical
Engineer
Team
Hydraulic
Engineer
Team
Mechanical
Engineer
Team
Domestic
Sub -
Contractor
Nominated
Sub -
Contractor
Suppliers
19. Technet,Microsoft.com,.(2014) Define Project Structure. Retrieved 3 March 2018, from
https://technet.microsoft.com/en-us/library/cc720573(v=ws.10).aspx

20
4.1.2 PROJECT GOVERNANCE FRAMEWORK
Project governance is supervision that falls into place with organisational control models and
takes into consideration the project lifecycle.20 Without supervision of the project control the
project can lose its operational framework and lose direction and perform less successfully.
`
Investment Decision Group
( Board of Directors at the University of Queensland)
The service suppliers ( Designers & Interior Contractors)
ProjectManager appointed by senior supplier
Project team (architects, civil engineers, structural, hydraulic engineers and sub contractors
The ProjectDirector
(ProjectArchitect)
The ProjectOwner
(UQ)
The Senior Users
(UQ psychologydepartment)
Project Board
Figure 10: Project Governance Framework, created from slideshare.org (2016) Organisational Structure. Retrieved 6th
of March 2018 https://www.slideshare.net/surajarvapally/project-governance-55572704
20. Pmi.org,. (2015) Project Governance, critical success factors. Retrieved 5 of March 2018, retrieved from
https://www.pmi.org/learning/library/project-governance-critical-success-9945

21
4.1.3 PROJECT REPORTING STRUCTURE
Is the examination that occurs during a project or process, that offers insight into the details
such as what resources have been used and what sub goals have been achieved.21 Without
reporting structure it is difficult to understand how the team can improve work outcomes
across the phases of the project.
ProjectManager CostManagers
Direct Tradesman
Main Contractor
Architect
Lead
Structural/Civil
Engineer
Lead
Electrical
Engineer
Lead
Hydraulic
Engineer
Lead
Mechanical
Engineer
Specialist
Consultant,
Acoustic
Interior Design
Structural
/Civil
Engineer
Team
Electrical
Engineer
Team
Hydraulic
Engineer
Team
Mechanical
Engineer
Team
Domestic
Sub -
Contractor
Nominated
Sub -
Contractor
Suppliers
21. Businessdictionary.com,.(2017) Progress Report. Retrieved 5 of March 2018, retrieved from
www.businessdictionary.com/definition/progress-report.html
Steering Committee Client
Lead
Architect
Figure 11: Project Reporting Structure, created from slideshare.org (2016) Project Reporting Structure. Retrieved 6th of
March https://www.slideshare.net/kanchanadevi338/spm-unit-iiiriskmonitoring-amp-control1
Architecture
Team

22
4.2 PROCUREMENT STRATEGY
Procurement strategy is the means of decreasing and connecting the gap between executive
level plans, policy plans and everyday action. Essentially, they are the long term plans for
ensuring the predicted supply of service as well as goods that are critical to the projects ability
to meet core objectives.
KEY ACTIVITIES
Figure 12: Procurement Strategy, created from slideshare.org (2016) Procurement Strategy Framework
Retrieved 6th of March from https://www.slideshare.net/dtracy4/procurement-strategy-framework
Assessment
Snapshot
Spend
Analysis
Catergory
Sourcing
Implementation
Initiate project
Determine primary
sources for the project
deliverables
Create a snapshotof
spend across project
plans
Investigate the micro
stages of the projectand
define how each phase
will be sources. Eg
nominated contractor,
engineer.
Define project
requirements for
disciplines
Selectsuppliers
Develop buystrategy.
Gather, validate and
synthesize spend info for
the project
Develop and load spend
info into analysis tools.
Excel spreadsheets, cost
calculators
Develop plan for delivery
of spend across the
project
Manage relationships
with suppliers
Track spend and savings
againstprojections
Enforce buying
compliance across the
projectand with
suppliers
22. Deltabid.com,. (2016) Procurement Strategy: How to bridge the gap between plans and strategies. Retrieved 5
of March 2018, from www.businessdictionary.com/definition/progress-report.html

23
4.3 COMMUNICATION AND STAKEHOLDER MANAGEMENT STRATEGY
Stakeholder management is the overarching investigation and research intended to engage
stakeholders through analysis, planning and actions that promote their investment in a
project.23
Figure 13: Mendelow Matrix, created from sketchbubble.org(2017) Communication and Stakeholder Management
Strategy retrieved 7th of March from https://www.sketchbubble.com/en/presentation-mendelow-matrix.html
Key Players:
Investors: Universityof Queensland
ProjectDirector
Architect
Keep Informed:
Project Teams, suppliers,
contractors, project leads, local
community
Keep Satisfied:
Government planning & zoning
authority.
Minimal Effort:
University Students & staff
high low
Power
Interest
23. Apm.org.uk,. (2017) Resources: Stakeholder Management .Retrieved 6 of March 2018, from
https://www.apm.org.uk/body-of-knowledge/delivery/integrative-management/stakeholder-management/

24
5 BUDGET, PROGRAM AND RISK
5.1 TIMING / PROJECT READINESS
Project readiness is the external methodical inquiry at the range of implementation issues.
Such an evaluation examines the effect to the business, staff and technology as well as
ration of a
project.24
Figure 14 :Project Readiness, created from velcomerp.com (2017) Project Readiness retrieved 7th of March from
http://velcomerp.com/era.htm
Key Milestones Start Date End Date
Schematic Design 15/04/2018 17/05/2018
Design Development 20/05/2018 23/10/2018
Construction
Documentation
01/11/2018 01/05/2019
Bidding 01/06/2019 20/06/2019
Construction 01/07/2019 01/09/2020
Commissioning 01/10/2020 01/12/2020
Figure 15: Project Schedule Timeline
Project
Initiation
Business
Requirements/
analysis
Design Test Implementation
Post
Implementation
Identify the
changes &
impacts of the
retrofit
Assess the
proposal against
develop plan to
assure readiness
across all
dimensions of the
project
Define project
needs with design
proposal and
assure it align
with the majority
of the needs of
the stakeholders
Communicate the
retrofit project to
the stakeholders
and adaptdesign
outcomes to
recommended or
required changes
described by
experts in the
project.
Brief project teams
and investors from
the uni, get approval
and deploy
construction team.
Make adjustments
were needed to the
build and ensure
projectmanager,
projectarchitect,
and team leads are
monitoring and
controlling to
ensure, cost, quality,
time & schedules
are met
24. Celwyn, E., (2013). Project Readiness Assessment Plan. Process Assessment, p 3

25
5.2 BUDGET/COST ANALYSIS AND FUNDING STRATEGY
Budget/ cost analysis is an expense that has been considered in advance. In such a scenario
an organisation typically assigns and services fund to the project. An organisation will secure
these funds via their own liquid cash at hand or alternatively they will facilitate credit for the
project. 25
For a comprehensive analysis of materials, labour, consultancy costs
and other costs please refer to the Appendix.
Figure 16 : (WBS) Work Breakdown Structure
Project Cost = $5,228,566
Five million two hundred and twenty eight, thousand five hundred and fifty six dollars
Project Costs Price ($)
Materials Cost 2,169,000
Labour Cost 1,507,900
Services 88,000
Equipment Hire 310,166
Preliminaries 165,000
Insurances 600,000
Transport Costs 25,000
Inflation 310,166
Consultants Fee 53,500
TOTAL 5,228,566
25. Businessdictionary.com,.(2017) Budget Cost . Retrieved 5 of March 2018, retrieved from
http://www.businessdictionary.com/definition/budgeted-cost.html

26
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
1 2 3 4 5 6 7 8 9 10111213141516171819202122232425262728293031
Project Performance Reporting
Planned Value Earned Value Actual Cost
Months (3years)
Cost
$
Planned value and earned value appear higher than the project costs of the project
over its lifetime.
- Project performs well over duration not exceeding the cost reserve
- Project cost is not overestimated, adding value to borrowed money for the project.

27
5.3 RISK ANALYSIS AND MANAGEMENT STRATEGY
Strategic risk management is the procedure of identifying, quantifying and mitigating risk.
This affects or is inherent in the business strategy, strategic objectives and strategy
execution.26
Figure 18 : Risk Analysis Table constructed from viu.ca,. (2018). Applied Risk Map Sample. Retrieved 13 March 2018, from
https://www2.viu.ca/riskmanagement/appliedriskmap.asp
Area Goal Risk Level Situation
Consulting Team The consultancy
team does an
excellent job at
communicating
the extent of
project.
Low The full time team involved with the
project is managing well with the
deliverables of the retrofit design.
Contractor Team The construction
team does an
excellent job.
Medium The contracted construction team fails
to meet project milestones and
miscommunicates with consultants.
Solution: Ensure PM and other leads
ensure communication is secure and
teams are properly directed to achieve
milestones
Funding Liquid cash and
credit lines are
adequate to
reach project
milestones &
completion
Medium The building could expand over budget
and the University involved with the
investment may struggle to find the
funds quickly to finish the project on
time.
Solution: Find alternative investors to
supply credit in the interim while
University finds means of funding.
Project Quality The building is
constructed to a
high quality to
the standard the
remainder of
the campus
upholds.
Very High The consultants have done an excellent
job communicating the project but the
construction phase struggles to realise
this standard and produces a very
mediocre building not reflective of the
designers intent.
Solution: Ensure project architect and
other consultants convey correct
quality control.
Project market
fit (a)
The building is
what students &
staff want
(future usage)
Medium The initial usage of the building is solid
but the future projections of tertiary
education market are poor.
Solution: Unforeseen risk.
Project market
fit (c)
The building is
what students &
staff want
Very High The building engagement by staff and
students is low.
Possible
Areas
Of
Risk
Low
Medium
Medium
Medium
Very
High
Low
26.workiva.com,.(2018)Five steps to effective strategic risk management . Retrieved 5 of March 2018, retrieved from
https://www.workiva.com/blog/5-steps-effective-strategic-risk-management
Very
High

28
(initial usage) Solution: Promote the building through
marketing within the Uni.
Supplier The suppliers of
all building
material secure
items and
deliver them on
time and to
agreed cost.
Low Supplier could run out of materials and
fail to deliver on the construction
phase.
Solution: Have alternative suppliers in
case their is an issue so construction is
not halted.
5.4 PROJECT QUALITY MANAGEMENT STRATEGY
Is applied to a project to best describe the standards and quality techniques to be applied and
numerous responsibilities for accomplishing the needed quality levels during the project. By
implementing such an approach format, composition, derivation, presentation and quality
criteria can be targeted on the project strategy moving forward. 27
Figure 19 : Project Quality Management Strategy constructed from slideshare,. (2018).Prince2 Project Quality
Management Strategy. Retrieved 13 March 2018, from https://www.slideshare.net/DaveFouriePMPPRINCE2/prince2-2009-
48240817
Low
Directing
Managing
Delivering
Directing a Project
Managing Product Delivery
Controlling Stage
MP
Control Stage
IP
Project board
Project brief
Organisational standards
Supplier & Customer QMS
Configuration Management requirements
Change control requirements
Programme strategy
Meeting with Architects & consultant
Introduction
QualityManagement Procedure
Tools & techniques
Recording the works
Reporting (Quality)
Timing of quality management
activities
Roles and Responsibilities
IP Initiate a project
1. Prepare Risk Management Strategy
2. Prepare Configuration Management
Strategy
3. Prepare Quality ManagementStrategy
4. Prepare Communication Management
Strategy
5. Setup projectcontrols
6. Create ProjectPlan
7. Refine Business Case
MP = Manage Project
IP = Initiate Project
Composition: Derivation:
27. Greycampusonline.com,. (2017). Quality Management Strategy. Retrieved 6 of March 2018, from
https://www.greycampus.com/opencampus/prince-2-foundation/quality-management-strategy-in-prince2
Pre
project
Initiation
Stage
Other
Stages
Final
Stage
Very
High
Very
High

29
5.5 PROJECT COMPLETION STRATEGY
Is the strategy by which an organisation undertakes to ensure project goals and milestones
which lead to the projects completion are met. These strategies are created with the intent of
providing direction to the project.28
Figure 20 : Project Completion Strategy (2018).Delivering large scale It project on time and on budget . Retrieved 13 March
2018, https://www.mckinsey.com/business-functions/digital-mckinsey/our-insights/delivering-large-scale-it-projects-on-
time-on-budget-and-on-value
28. Cleland, D. I. (1985). A strategy for ongoing project evaluation. Project Management Journal, 16(3), 11 17.

30
5.6 BENEFITS REALISATION PLAN
A benefit is described as a measurable improvement in a result that is considered
advantageous by one or more of the stakeholder involved in the project. Furthermore benefit
realisation is executing and measuring benefits .29 The benefit
realisation plan ensures the project is defined and implemented resulting in the project
outputs.
Figure 21 : Benefits Realisation Plan Constructed from http://slideplayer.com (2018).Our focus on delivery Benefits
Realisation. Retrieved 13 March 2018 from http://slideplayer.com/slide/5729477/
Mobilisation
of the change
project
Potential
benefits &
change
articulated
Future
delivery
blueprint
complete
Effective and
effecient
service
delivery
Planning Diagnostic Design/ Build Deploy
-Project governance
emplaced and all roles
are adequately
resourced
Project leads and team
members established
and are committed to
the project and well
informed about the
nature of their role.
-Project Budget has
been established and
project management
plan has been viewed
and promoted
-All stakeholders have
been identified and
proper early
communication has
been staged.
-Project saving potential
across the buildings
lifetime have been
determined.
-Quality control
mechanism determined.
-Potential changes have
been identified through
risk management
strategies.
-All stakeholders aware
of changes / risk that
could occur.
-Stakeholder
commitment still
remains strong.
-Phasing of the project
to meet deliverables are
defined. (roles &
responsibilities as well
as the organisation
structure for the
project.
-Impact areas and total
costs across the project
are identified
-Project meets the
needs/demands/desires
of primary stakeholders
-Communication to all
stakeholders is defined
via organisational plan.
-Leadership is identified
across all levels and
project phases
- Improvements in
construction project
delivery and saving
quantified and realised.
-Staff emplaced in
appropriate roles
relevant to position and
phase.
-Goal/milestone
oriented culture
embedded.
-Project completed to
budget and according to
targeted milestones.
-Stakeholders mutually
pleased with the
completion of project.
29. University of Tasmania,. (2018) Project Management Methodology: Project Realisation. Retrieved 7th of March 2018 from
http://www.utas.edu.au/project-management-methodology/useful-resources/expected-benefits

31
6 REFERENCES
1. Business Case, Section 1.2 Project Objectives, QUT,2018, pp
2. Business Case, Section 2.4 Recommended Option, QUT, 2018, pp
3. Business Case, Section 4.1.1 Project Structure, QUT, 2018, pp
4. Business Case, Section 4.1.2 Project Governance Framework, 2018, pp
5. Business Case, Section 5.1 Timing/ Project Readiness, 2018, pp `
6. .Cio.com,. (2015). How to Define the scope of a project. Retreived 25 February 2018, from
https://www.cio.com.au/article/401353/how_define_scope_project/
7. Gude.wrike.com/ Project Management Guide (2016) What are Project Objectives in Project Management?
Retrieved 26th
of February 2018 from https://www.wrike.com/project-management-guide/faq/what-are-
project-objectives-in-project-management/
8. JOURNAL & BOOKS.EMERALINSIGHT(2017) CRITICAL SUCCESS FACTORS
Retrieved 27th
of February 2018 from ://www.emeraldinsight.com/doi/abs/10.1108/eb054225
9. Stanciulescu, A (2008) A Methodology for Developing Multimodal User Interfaces of Information
Systems(p.151) Belgium
10. Structured Decision Making.com (2012). Evaluation Criteria. Retrieved
28 of February 2018, from https://www.structureddecisionmaking.org/steps/evaluationcriteria1/
11. Beyond Intractibility.org.com (2015). Option Identification & Evaluation. Retrieved 29th
of February 2018, from
https://www.beyondintractability.org/coreknowledge/option-identification-evaluation
12. https://www.apm.org.uk, (2009). Budget & cost control. Retrieved 1 of March 2018, from
https://www.apm.org.uk/body-of-knowledge/delivery/financial-cost-management/budgeting-and-cost-
control/
14. Technet,Microsoft.com,.(2014) Define Project Structure. Retrieved 3 March 2018,
fromhttps://technet.microsoft.com/en-us/library/cc720573(v=ws.10).aspx

32
14. pmi-nnv.org,. ( 2007). Document Repository. Retrieved 2 of March 2018, from https://pmi-nnv.org/document-repository/presentation-
archive/621-pmi-nnv-may-2014-project-assumptions-constraints/file
15.Simplelearn.com (2008). Project Scope Manager . Retrieved 2nd of March 2018, from https://pmi-nnv.org/document-
16. Simplelearn.com (2008). Project Scope Manager . Retrieved 2nd of March 2018, from https://pmi-nnv.org/document-
17. Project Management Blog,. (2010). How to Define Project Deliverables. Retreived 5 of March 2018, from
19. Technet,Microsoft.com,.(2014) Define Project Structure. Retrieved 3 March 2018, from https://technet.microsoft.com/en-
us/library/cc720573(v=ws.10).aspx
20. Pmi.org,. (2015) Project Governance, critical success factors. Retrieved 5 of March 2018, retrieved from
https://www.pmi.org/learning/library/project-governance-critical-success-9945
21. Businessdictionary.com,.(2017) Progress Report. Retrieved 5 of March 2018, retrieved from www.businessdictionary.com/definition/progress-
report.html
22. Deltabid.com,. (2016) Procurement Strategy: How to bridge the gap between plans and strategies. Retrieved 5 of March 2018, from
www.businessdictionary.com/definition/progress-report.html
23. Apm.org.uk,. (2017) Resources: Stakeholder Management .Retrieved 6 of March 2018, from
https://www.apm.org.uk/body-of-knowledge/delivery/integrative-management/stakeholder-management/
24. Celwyn, E., (2013). Project Readiness Assessment Plan. Process Assessment, p 3
26.workiva.com,.(2018)Five steps to effective strategic risk management . Retrieved 5 of March 2018, retrieved from
https://www.workiva.com/blog/5-steps-effective-strategic-risk-management
27. Greycampusonline.com,. (2017). Quality Management Strategy. Retrieved 6 of March 2018, from
https://www.greycampus.com/opencampus/prince-2-foundation/quality-management-strategy-in-prince2
28. Cleland, D. I. (1985). A strategy for ongoing project evaluation. Project Management Journal, 16(3), 11 17.
29. University of Tasmania,. (2018) Project Management Methodology: Project Realisation. Retrieved 7th of March 2018 from
http://www.utas.edu.au/project-management-methodology/useful-resources/expected-benefits
30. Insurance tradies.com,.(2018) Tradesman Insurance Cover. Retreived 13 March 2018, from
https://insuretradies.com.au/?gclid=EAIaIQobChMIpZaQrNzo2QIVFAYqCh2COAs9EAAYAiAAEgL3B_D_BwE

33
APPENDIX A
A.1 PROJECT SCHEDULE
Construction
Documentation
01/11/2018 01/05/2019
Bidding 01/06/2019 20/06/2019
Construction 01/07/2019 01/09/2020
Commissioning 01/10/2020 01/12/2020
A.2 PROJECT COST PLAN
Figure 21 : Project Cost Plan
MATERIALS COST
NO. SPECIFICATION Type/ supplier / quantity Allowance $
1 Interior Wall framing Stud wall $300,000
2 Exterior Wall Sheeting Cement fibre board $20,000
3 Roof framing Eng. Truss $200,000
4 Louver Windows G James $250,000
5 Interior Trim Pine $40,000
6 Interior Doors Raven Acoustic doors $50,000
7 Exterior Doors Raven Acoustic doors $20,000
8 Exterior Wall framing Precast Concrete $60,000
9 Interior room finishes
(wood)
Pine $75,000
10 Carpeting Sone Acoustic Carpet $50,000
11 Acoustic devices Cloud mount panels, white
noise devices, whisper
ceiling clouds
$6,000
12 Classroom & staff
furniture
CFX $80,000

34
13 Light fixture allowance Commercial light fitters $60,000
14 Student/ staff kitchen
countertops
Formica $2500
15 Landscaping allowance B & D landscaping $10000
16 Sprinklers Firesafe Sprinklers $8000
17 Security systems Chubb security $10,000
18 Façade system one As per Engineered specs $520,000
19 Façade system two As per Engineered specs $550,000
20 Projector & other
specific electronics
Dicksmith $10,000
21 TOTAL $ 2,169,000
LABOUR COST:
NO Classification of
Labour
Rate/hr Hrs on
Site
Labour
Cost
1 Electrician $45 600 27,000
2 Electrician 2 $45 600 27,000
3 Carpenter 1 $40 1560 62,400
4 Carpenter 2 $40 1560 62,400
5 Technician $35 320 11,200
6 Demotion Expert 1 $50 120 6,000
9 Apprentice 1 $25 640 64,000
10 Apprentice 1 $25 640 64,000
11 Apprentice 1 $25 640 64,000
12 Apprentice 1 $25 640 64,000
13 Labourer $30 640 76,800
14 Labourer $30 640 76,800

35
15 Labourer $30 640 76,800
16 Labourer $30 640 76,800
17 Site Foremen $65 640 166,400
18 Traffic Controller $45 640 115,200
19 Crane Operator $55 640 140,800
20 Boilermaker $50 240 78,000
21 Boilermaker 2 $50 240 78,000
22 Landscaper 1 $35 120 4200
23 Landscaper 2 $35 120 4200
24 Project Manager $70 1570 109,000
TOTAL:
$1,507,900
CONSULTANT FEE BREAKDOWN:
Consultant Architect Structural
Engineer
Hydraulic
Engineer
Electrical
Engineer
Specialist
Consultants
Mechanical
Engineer
Schematic
Design
15% 15% 15% 15% 15% 15%
Design
Development
20% 20% 20% 20% 20% 20%
Construction
Documentation
40% 40% 40% 40% 40% 40%
Bidding 5% 5% 5% 5% 5% 5%
Construction
Administration
20% 20% 20% 20% 20% 20%
TOTAL 100% 100
%
100% 100% 100% 100%
PHASE

36
A.3 PROJECT RISK REGISTER
Total fee for discipline across the project is 15% of the cost of the project.
Payments for works are distributed according to the chart below.
Discipline % $
Architect 55% $294,277
Structural Engineer 10% $53,505
Hydraulic Engineer 5% $26,752
Electrical Engineer 8% $42,804
Specialist Consultants 12% $64,206
Mechanical Engineer 10% $53,505
TOTAL 100% $535,050
Equipment Hire
Plant (equipment) Rate/hr Duration Cost
Scaffolding 10 300days $24,000
Generators 8 300days $19,200
Forklifts 20 200days $32,000
sledgehammer 5 100days $4000
Workmen toolkit 6 300days $14,000
Lighting towers 15 300days $36,000
diggers 15 100days $12,000
Computers 10 300days $24,000
TOTAL
$165,000
Transport of People and Equipment and the materials to the worksite
$25,000
Preliminaries
$30,000 allowances for each member of the construction team for housing, food and water
X 20 for permanent contractors to the construction phase
Total = $600,000

37
Services
Services (cleaning,
painting)
Rate/ Hr Duration Cost
Cleaners 35 1600 $56,000
Painters 40 800 $32,000
Total $88,000
Tradesman Insurance
$42per month30 (insurance cover) x 20 (builders) x 14months (duration)
= Total $11,760
Inflation(%) over 6 years
6.835% on $4,537,910 = $310,166
Project Cost = $5,228,566
Five million two hundred and twenty eight thousand five hundred and fifty six
dollars
Project Costs Price ($)
Materials Cost 2,169,000
Labour Cost 1,507,900
Services 88,000
Insurances 600,000
Transport Costs 25,000
Inflation 310,166
Consultants Fee 53,500
TOTAL 5,228,566
30. Insurance tradies.com,.(2018) Tradesman Insurance Cover. Retreived 13 March 2018, from
https://insuretradies.com.au/?gclid=EAIaIQobChMIpZaQrNzo2QIVFAYqCh2COAs9EAAYAiAAEgL3B_D_BwE
Figure 14: (WBS) Work Breakdown Structure

GROUP 3 1
PROJECT MANAGEMENT PLAN
Project Management Plan
Authors’ Declaration:
‘’ We wish to advise that we’re aware of the University rule that a student must not act in a manner
which constitutes academic dishonesty as stated and explained in the QUT Manual of Policies and
Procedures (Section C, Part 5.3 Academic Dishonesty). In completing this Project Management Plan
Group Number: Group 3
Members’ Details: Mohammad D’yab N9163051
Richard Gorzki N9145583
Anjana Rajan N10187219
Harel Urkin N10273921
Degree: Master of Project Management – PM20
Unit: Project Management Essentials 2 – PMN502
Lecturer: Mr Philip Tighe
Institution: Queensland University of Technology
School: Science and Engineering
Teaching Period: Semester 1 – 2018

GROUP 3 2
as part of the Unit: Project Management Essentials 2, the resources made available on blackboard
and references listed at the end of the document were utilized.’’
1. Executive Summary
This document describes the detailed project management plan for the retrofit of the current
UQ psychology building (Chamberlain Building) into a modern and up to date full
functioning learning facility. The PMP follows a successful approval of the previous
presented business case and aims to describe all the required measures to manage and control
this project. The project need stems from the fact that the current facility is old, does not meet
the modern academic needs and does not promote any form of sustainability which also raises
its running costs.
The main objectives of this project are:
1. Enhance the building’s learning and teaching capacities.
2. Upgrade to a more sustainable building
3. Reduce building long term running costs
In order to achieve these objectives the following PMP was developed and designed. The
PMP sets the required management and control procedures for each of the project areas
alongside the template documentation for each process. These procedures were developed in
order to meet the projects general success criteria of cost time and scope.
Project time frame:
The project time frame is divided into three major phases: Review, Implementation and
Commissioning. The first phase of the project is set to commence mid-June 2017 while the
building is set to be handed over March 2021.
Project Cost
The project cost is estimated at a total of 5,228,566 AUD (detailed breakdown appendix L).
This cost includes all phases of the project and takes into account all the required resources,
services and other financial implications as to the total cost. While there is no immediate
revenue expected from this project, the PMP does estimate a project payback period of 17.5
years credited to lower running costs of the new facility.
End Product
Following the successful completion of this project the University of Queensland will be the
owner of a new and modern teaching facility that will serve the long term needs of the faculty
teaching and research staff, alongside a nurturing study environment for all students. The
facility internal and external design will be highly sustainable and will suite the local climate
while capitalising on natural light and energy saving systems. The teaching environment will

GROUP 3 3
include high end acoustical and visual equipment to promote the highest standards of
teaching facilities and promote UQ reputation as a world leading academic institute.
Table of Contents
1. Executive Summary....................................................................................................................... 2
Table of Figures..................................................................................................................................... 5
2. PROJECT NEED .............................................................................................................................. 6
PROJECT MANAGEMENT PLAN FUNCTION ....................................................................................... 6
BUSINESS OBJECTIVES....................................................................................................................... 6
PROJECT OBJECTIVES ........................................................................................................................ 7
SERVICE DELIVERY REQUIREMENTS.................................................................................................. 7
ANTICIPATED BENEFITS..................................................................................................................... 8
3. SCOPE MANAGEMENT.................................................................................................................. 9
SCOPE STATEMENT........................................................................................................................... 9
ASSUMPTIONS AND CONSTRAINTS................................................................................................. 10
SCOPE CHANGE CONTROL .............................................................................................................. 10
4. GOVERNANCE ............................................................................................................................. 12
PROJECT ORGANISATION................................................................................................................ 12
PROJECT GOVERNANCE .................................................................................................................. 12
GOVERNANCE MANAGEMENT PROCESS ........................................................................................ 14
5. HUMAN RESOURCE MANAGEMENT ........................................................................................... 15
ROLES AND RESPONSIBILITIES......................................................................................................... 15
PROJECT TEAM................................................................................................................................ 15
OTHER RESOURCES......................................................................................................................... 16
HR MANAGEMENT PROCESS........................................................................................................... 17
6. COST MANAGEMENT.................................................................................................................. 18
BUDGET, REVENUE AND CASH-FLOW REQUIREMENTS .................................................................. 18
COST MANAGEMENT PROCESS....................................................................................................... 19
7. QUALITY MANAGEMENT............................................................................................................. 21
QUALITY REQUIREMENTS (INCL. ENVIRONMENTAL & WHS).......................................................... 21
QUALITY MANAGEMENT PROCESS ................................................................................................. 22
8. TIME MANAGEMENT .................................................................................................................. 25
SCHEDULE AND MILESTONE REQUIREMENTS................................................................................. 25

GROUP 3 4
TIME MANAGEMENT PROCESS....................................................................................................... 25
9. STAKEHOLDER MANAGEMENT ................................................................................................... 27
STAKEHOLDER MANAGEMENT PLAN.............................................................................................. 27
STAKEHOLDER MANAGEMENT PROCESS ........................................................................................ 27
10. COMMUNICATION AND CHANGE MANAGEMENT.................................................................. 29
COMMUNICATION PLAN................................................................................................................. 29
CHANGE MANAGEMENT PLAN ....................................................................................................... 30
COMMUNICATIONS AND CHANGE MANAGEMENT PROCESS......................................................... 31
11. RISK MANAGEMENT................................................................................................................ 32
RISK MANAGEMENT PLAN.............................................................................................................. 32
RISK MANAGEMENT PROCESS ........................................................................................................ 33
12. CONTRACTS AND PROCUREMENT MANAGEMENT................................................................. 34
PROCUREMENT PLAN ..................................................................................................................... 34
PROCUREMENT MANAGEMENT PROCESS...................................................................................... 34
13. PROJECT FINALISATION........................................................................................................... 36
COMMISSIONING PLAN .................................................................................................................. 36
PROJECT COMMISSIONING PROCESS.............................................................................................. 37
........................................................................................................................................................ 38
PROJECT REVIEW PLAN................................................................................................................... 39
PROJECT HANDOVER PLAN ............................................................................................................. 41
PROJECT WARRANTY PLAN............................................................................................................. 42
PROJECT CLOSE-OUT PLAN ............................................................................................................. 44
PROJECT CLOSE-OUT PLAN ................................................................. Error! Bookmark not defined.
14. APPENDICES............................................................................................................................ 47
APPENDIX A – SCHEDULES .............................................................................................................. 47
APPENDIX B - LIST OF PROJECT DELIVERABLES ............................................................................... 48
APPENDIX C – PCG AND OTHER GOVERNANCE EVENT SCHEDULES................................................ 49
APPENDIX D – COMMUNICATION SCHEDULE AND MANAGEMENT PLAN...................................... 50
APPENDIX E – STAKEHOLDER MANAGEMENT PLAN ....................................................................... 51
APPENDIX F – RISK REGISTER & PLAN ............................................................................................. 53
APPENDIX G – ISSUES REGISTER...................................................................................................... 56
APPENDIX H – DECISIONS REGISTER ............................................................................................... 57
APPENDIX I – BENEFITS REALISATION PLAN.................................................................................... 59

GROUP 3 5
APPENDIX J – ORGANISATION CHART............................................................................................. 65
APPENDIX K – CHANGE AUTHORISATION FORM............................................................................. 66
APPENDIX L – COST PLAN................................................................................................................ 68
APPENDIX M – PROCUREMENT PLAN ............................................................................................. 71
15. References .............................................................................................................................. 75
Table of Tables
Table 1: Cost Plan Summary ............................................................................................................... 19
Table 2: Project Consequence Scale. .................................................................................................. 53
Table 3: Project Risk Register.............................................................................................................. 54
Table 4: Material Costs. ...................................................................................................................... 68
Table 5: Labour Costs.......................................................................................................................... 69
Table 6: Equipment Hire Costs............................................................................................................ 70
Table 7: Service Costs. ........................................................................................................................ 70
Table 8: Other Costs to Project. .......................................................................................................... 70
Table of Figures
Figure 1: Project Cost Management Processes, (PMBOK, 2017, p232)............................................... 20
Figure 2: Treatment of issues in projects............................................................................................ 22
Figure 3: SIPOC Template for managing quality.................................................................................. 23
Figure 4: Detailed Risk Management Process, (AS/NZS 4360:2004)................................................... 32
Figure 5: Project Likelihood scale, (AS/NZS 4360:2004)...................................................................... 54
Figure 6: Project Risk Level Matrix, (AS/NZS 4360:2004).................................................................... 54

GROUP 3 6
2. PROJECT NEED
PROJECT MANAGEMENT PLAN FUNCTION
The Project Management plan is a formal approved piece of documentation used to lead both
the project execution and the controls of the project, (PMBOK) essentially it is a how to
document for the PM to coordinate and for the Stakeholders to understand more easily.
BUSINESS OBJECTIVES
The University, the primary business stakeholder is required to perform upgrades to this
building as it is in its current position non-compliant to the BCA, the Building Code of
Australia. The project sponsor, the university of Queensland should consider this investment
into the Chamberlain building as it enhance the teaching and learning spaces of the building
and get it to the standards witnessed across the campus, raising the prestige of the campus and
increasing its popularity as an institution. The contractors involved should see this as a
opportunity to enhance their portfolio and improve future business.
Due to the technologies introduced to the building the University should expect to see,
substantial savings in electricity costs. Whilst the building upgrades will take up to 31months
and cost over 5 million dollars the expected planned value will exceed that of the costs involved
as illustrated in Figure 17, the Project Performance Report. With the current scope the project
performs well over duration of the project and does not exceed the cost reserve, and the project
cost is not over estimated, adding value to borrowed money for the project. It is also estimated
that the project will recover its costs with the new lighting systems and passive cooling and
ventilation strategies in roughly 17.5years.

GROUP 3 7
PROJECT OBJECTIVES
The objectives are:
Remove existing façade to make way for a new dynamic façade.
Upgrade to a more sustainable building through daylighting strategies and passive
cooling and ventilation systems.
Enhance the building’s learning and teaching capacities.
SERVICE DELIVERY REQUIREMENTS
In the buildings current form, it is first non- compliant to the BCA making it hazardous
occupants, with the upgrades the building’s learning spaces will be vastly improved, allowing
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 1819 20 21 22 23 24 252627 28 29 30 31
Project Performance Reporting
Planned Value Earned Value Actual Cost
Months (3years)
Cost
$
Planned value and earned value appear higher than the project costs of the project over
its lifetime.
- Project performs well over duration not exceeding the cost reserve
- Project cost is not overestimated, adding value to borrowed money for the
project.

GROUP 3 8
for greater quality teaching in the building. Staff rooms will be more effectively planned out
and learning spaces and communal zones will be more cohesive.
From the upgrade the building should become more utilized by both staffing bodies
and students on a day to day basis
As a result of the upgrade the performance of staff and students should increase,
because of the quality of the learning spaces.
ANTICIPATED BENEFITS
By Implementing the building’s upgrade, the primary sponsor the University of
Queensland will gain more prestige and attention in the years to come after the
building’s construction is completed.
The building upgrade will pose large savings to the university energy grid because of
the sustainable measure emplaced on the design, like the passive strategies of lighting
and cooling and the dynamic façade that shades the building.
The upgrade to the building will raise the quality of teaching due to the redesign of
classroom and staffing spaces.
Due to the nature of how ambitious the project is the stakeholders upon completion
will gain greater exposure, which will improve their future business prospects.
With the sustainable technologies introduced to the building, the project will pay itself
off in 17.5years from the closure point.

GROUP 3 9
3. SCOPE MANAGEMENT
SCOPE STATEMENT
The scope of the Proposed Building Upgrade Project is to ultimately deliver an effective
transition plan of the chamberlain building located in the St Lucia Campus of the University of
Queensland. The transition is expected to take two years and 9 months, ending in year 2020.
The execution of the project will be successful as the Project Management Office (PMO) will
ensure that project management standards are maintained throughout the lifecycle of the
project. The management standards will be closely reviewed during the achievement processes
of the project aims. This includes:
Disassembling the existing façade
Installation of a sustainably designed façade over existing building
Redesigning the interior of the building
Further project deliverables and exclusions are outlined in appendix B.
The execution of the project will depend on the success the three predetermined phases, Phase
One: Review, Phase Two: Implementation and Phase Three: Commissioning.
This review phase includes the identification of the changes that will occur as a result of
completing the project, the overall impacts of the retrofit, an assessment of the critical success
factor, develop a plan to assure readiness across all dimensions of project and define project
needs with design proposal. This phase is expected to take 1 yeah and 3 months to complete.
The implementation phase consists of signing off the construction documentation, initiating
disassembling procedure and the installation of a newly designed façade. This is to be
completed in 1 year and 3 months.
The commissioning phase is expected to take 3 months, and it’s an execution phase. It allows
the project team to make adjustments where needed and to ensure that the project’s cost,
quality, time and schedules are met.

GROUP 3 10
ASSUMPTIONS AND CONSTRAINTS
The project team must adhere to the following assumptions and constraints during the
undertaking of the project.
Budget: The total project budget is approximately $5,250,000. This includes, materials, labour,
inflation, etc, i.e. it’s assumed that $310,166 will be lost due to inflation, (this was calculated).
Regulations and procedure of the University of Queensland: This includes expectations of the
University during the construction procedure, i.e. it’s assumed that the construction phase is
paused during exam periods.
Time and scheduling: The life of the project will be constrained to two years and 8 months.
The scheduling of resources, time and people is assumed to work out as planned, however
unexpected disturbances will cause delays.
Availability of resources (design, construction and monitoring): The resources that are
expected to be consumed during the life cycle of the project are predetermined and are indicated
within the Project Structure (personal involved), Project Schedule Timeline (allowed
timeframe for each project phase) and Work Breakdown Structure (project costs).
The time and cost contingencies were accounted for within the project schedule, project cost
plan and project risk register.
SCOPE CHANGE CONTROL
Project scope changes that affect the main constrains of the project, scheduling, cost and
resources, will be dealt with accordingly to prevent scope creep. The control steps that will be
undertaken during a scope change are, (Association for Project Management, 2018, para. 3):
1. Request: Stakeholder proposes a change. Record change into a change register.
2. Review: Determine change impact on project outputs and benefits. Notify stakeholder
of outcome, (further analysis or rejection.)
3. Assessment: Evaluate options related to change. Estimate impact on plans and
schedules and advice whether change is approved, rejected, deferred or more
information is requested.

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4. Decision: Management team and stakeholder are advised of assessment outcome. This
processed is followed as indicated previously in the communication management plan
and the configuration management plan.
5. Implementation: The plans and schedules associate with the changes are re-accounted
for then the changes are executed.

GROUP 3 12
4. GOVERNANCE
PROJECT ORGANISATION
The project is taking place within the UQ organisation which will appoint dedicated
professionals on its behalf to serve as the project control and management group, this would
be considered a projectized organisational structure (PMBOK, 2013 p 25). The control and
management group will be the effective management authority which will plan and execute all
project activities. The project manager will lead the project control group and is the top
authority for all project activities from planning to execution. The project architect and
organisational manager will collaborate with the project manager as part of the project control
group
The project control group (appendix J) will have four sub groups which will assist in project
management and control:
1. Legal team – Responsible to facilitate all contracts with suppliers and contractors
working on the project.
2. Planning and execution team – Responsible to control and manage the project schedule
activities.
3. Financial team – Responsible to manage and control all financial transactions and
budget.
4. Engineering group – Responsible to plan and control all engineering activities
The project’s construction work will be completed by contractors which will be chosen in
public bids according to the dedicated requirements of each construction stage. As this project
requires a large number of contractors with different qualifications they will all report to the
project operational manager. Each contractor will maintain its own organisational structure and
will have full responsibility and accountability to all activities conducted by their team
members.
PROJECT GOVERNANCE
This project will be governed by the project board which will be composed of representatives
from the key stakeholder groups whom are invested in the project. The project board chairman
will be appointed by the university board of directors and will be responsible to coordinate the
project board activities and decisions with the organizational and project manager. Having key

GROUP 3 13
stakeholders from different areas of the project as part of the project board will insure that all
aspects off the project are being controlled and attended.
Primary Project board position allocations:
1. Chairman – Responsible to coordinate board activity, communicate with UQ board of
directors.
2. UQ engineering director – Responsible to control the technical and engineering
activities with the project to meet university standards and expectations.
3. UQ financial director – Member of the UQ finance department which will be allocated
to ensure project budgets are meeting the suggested PMP and following all the
organisation procedures.
4. Psychology Department Director – Responsible to control and verify that the project
meets the needs of students and staff of the Psychology department as defined in the
PMP scope.
5. UQ planner architect – Responsible to control the alignment of the project with the
existing ‘university environment design and infrastructure.
6. Quality control director – appointed by the UQ board of directors, will be reasonable
to control and verify that the project is standing with in the defined soft and hard
quality standards of the PMP.
7. External Advisor – A project professional which has proven experience as a leading
manager in similar projects and would provide an objective view and consultant to
the board for project issues and decisions.
The project control group will hold quarterly update meetings with the project board and inform
as to following aspects of the project:
Key millstones completed within the last quarter and major activities planned for next
quarter.
Status of project completion in respect to the planned schedule – any variance from the
approved PMP baseline schedule must be followed by justification and detailed
implications to the future schedule.
Status of project budget in respect to planned PMP budget and detailed earned value
analysis.

GROUP 3 14
Quality measurable objectives or deliverable success criteria that have been achieved.
Health and safety incidents.
Summary of change requests and status submitted.
Any additional information that requires the project board’s approval of guidance for
the future phases of the project.
GOVERNANCE MANAGEMENT PROCESS
Project board will be the authority which approves change requests during the project period.
Any variation from the signed project charter must be assessed and approved via change
request protocol. The change request protocol can be found in section 10 of the report - change
management plan.
The project board will address change requests monthly, in the event of a change request that
has higher urgency and its delay may have significant implications, the project board will be
noticed and respond within 7 days. Furthermore, to allow project management sufficient
independence to manage the dynamic working environment the project board will submit
budget and schedule thresholds which allow the project management team to make
“adjustment” changes without preapproval. These changes must not affect the project critical
path schedule, the allocated budget for that phase and are not authorised to change project
scope. All change requests will be recorded in the change register (appendix K – Change
Request Form) with all supporting documentation and board outcome order.

GROUP 3 15
5. HUMAN RESOURCE MANAGEMENT
ROLES AND RESPONSIBILITIES
The Human resource management incorporates the procedures required to arrange the HR on
a project. Such procedures incorporate those expected to design, acquire, orient, appoint, and
discharge staff over the life of the project.
The project’s HR management responsibilities are:
Decide on resources essential for the project
Discuss with resource managers for ideal accessible resources
Make a project team index
Develop job description for each position in the team and partners (Stakeholders)
Ensure all parts and duties are plainly assigned out on the project
Ensure Team members needs are dealt with.
Understand the team members requirements for coaching associated with the duties in
a project and ensure they are suitably trained.
Document the performance of each team members in employment record
Letters of employment is sent out to necessary applicant on time.
Make sure team members needs are taken care of
Make acknowledgment and reward framework
PROJECT TEAM
The project Team consist of Project manager, Contractor, Architects and Engineers, the project
manager is the directing figure for the project, the main contractor is in charge of work being
subcontracted to proficient subcontractors, the investment decision group is accountable for
securing the sponsoring, the property holders are other stakeholders in the project. (table xx)

GROUP 3 16
WBS Activities Project
Manager
Main
contractor
Architect City
Inspector
Sponsor Labour/work force
Plan, design C I I D A D D
Obtain
Subcontractor
C I D A
New design
proposal (drawings
with specification)
C I D D A I
City
permit/Approval
C I D D C I C I
Demolition C I D A D
Demolition clean
up
C I D A D
Construction C I A D
Procurement of
resources
C I C A I I
Mechanical work C I A
Plumbing C I A
Interior C I A A D
Trial/ Test C I A D
Clean Up C I A D
Turn Over A A I I
D= Dependable A= Accountable C= consult I = Inform
OTHER RESOURCES
Recruitment should be possible either inside or outside. Inside recruitment includes procuring
from inside an organisation and could have potential advantages. And this particular project,
it is necessary to acquire resources from outside. Material suppliers especially precast
materials in factory should be assembled onsite and that requires skilled workers which can
be outside resources.

GROUP 3 17
HR MANAGEMENT PROCESS
HR management process involves series of activities from employing correct individuals as
HR experts and building up correct procedure for identifying proficiency level required
followed by skill assessment which helps to recruit and also provide skill development
program to deliver the project efficiently. (figure xx)

GROUP 3 18
6. COST MANAGEMENT
BUDGET, REVENUE AND CASH-FLOW REQUIREMENTS
The project will be funded accordingly as per the predetermined phases, which include the
Review Phase, Implementation Phase and Commissioning Phase. Although the project phases
are bound by a specified timeframe, there is only one budget to the whole project. This is due
to interdependencies of certain classifications that may appear during multiple phases. The
project’s timeframes are:
1. Review Phase: April 2018 to June 2019
2. Implementation Phase: July 2019 to September 2020
3. Commissioning Phase: October 2020 to December 2020
Cost contingencies were assigned to the project classifications during the completion of the
cost plan. Each classification was overestimated, within reason, to account for expected
liabilities. For example, this includes overestimating the hourly rates for labourers, material
costs and insurance rates. The budgets for these classifications were regularly monitored to
ensure effective use of resources. Budget provision was primarily considered as part of
inflation.
The project’s cash flow requirements will be met as requested by the Chief Financial Officer
of the project team, who will be responsible for managing and planning the project’s
finances. The idea of revenue doesn’t apply for this type of project; however, a payback
period can be determined to justify the project’s cost.
The cost of the retrofit will pay itself back over the building’s life cycle. The payback period
was determined as follows:
The building’s current total energy consumption is $397,850/year. After the implementation
of the retrofit, the energy consumption will be reduced to $99,462/year. The difference makes
$298,388 and the payback period will be 17.5 years considering that the project’s budget is
$5,228,566.
The project’s cost plan is summarised in table 1 below.

GROUP 3 19
Table 1: Cost Plan Summary
Project Classifications Associated Costs ($)
Materials 2,169,000
Labour 1,507,900
Insurances 600,000
Inflation 310,166
Services 88,000
Consultant’s Fee 53,500
Transportation 25,000
TOTAL 5,228,566
A detailed analysis was performed for each classification, indicating how these costs were
derived.
COST MANAGEMENT PROCESS
“Cost management is concerned with the process of planning and controlling the budget of
a project or business. It includes activities such as planning, estimating, budgeting,
financing, funding, managing, and controlling costs so that the project can be completed
within the approved budget,” (Bouvrie, 2018). In this case, the project team will undertake
the necessary management processes to maintain the approved budget of $5,228,566.
The project costs will be managed by the Chief Financial Officer (CFO), who will be
reporting to the Project Manager. The project manager will then review the proposed reports
and pass it on to the project control group and then to the University’s Financial Investors.
The organisational structure (figure XX), indicates clearly how authority plays part in
monitoring and controlling the project’s budget. The proposed reports will be in the form of
budget monitoring reports, that will be produced monthly, indicating that a total of thirty-
three reports will be completed over the lifetime of the project.
The cost management processes that will be followed for the project are in lined with The
Project Management Body of Knowledge book:
1. Plan Cost Management
2. Estimate Costs
3. Determine Budget
4. Control Costs

GROUP 3 20
The steps undertaken to perform these processes effectively are demonstrated below, in
figure 1.
Figure 1: Project Cost Management Processes, (PMBOK, 2017, p232)

GROUP 3 21
7. QUALITY MANAGEMENT
QUALITY REQUIREMENTS (INCL. ENVIRONMENTAL & WHS)
Quality will be ensured through the monitoring of project teams by project managers
and project leads, as illustrated in the Project Reporting structure.
Escalating issues are taken to a higher level of management such as the steering
committee or sponsor to resolve or monitor as illustrated in figure 2 below:
Quality requirements include daily assessments of the construction teams onsite and
whether it is complying to the project schedule set up in the Project Management
Plan.
In the instance that the project team on any level is not aligned with the timing set by
the schedule in the project management plan meeting must be called and updates will
need to be made to the project schedule and any corresponding area of the Project
Management Plan.
The Project Architect is responsible for ensuring quality is achieved in the design
development phase, construction documentation and construction and commissioning
phases, the Architect has the authority over engineers, contracted tradesman and
project managers if project execution becomes mislead.
The Project Manager will liaison with the Project Architect but will also be
responsible for ensuring teams are performing against the time constraints, objectives
and deliverables of the PMP.
Project Team Leaders will be responsible for ensuring weekly project outcomes are
met by the project team in their specific divisions and will report to the Project
Manager in minute meetings
Figure 2: Alan, D (2010) Goverance, aadnc-aandc.gc.ca, retreived from
http://www.aadnc-aandc.gc.ca/eng/1366814305245/1366814424097 ( Accessed
20/05/2018)

GROUP 3 22
QUALITY MANAGEMENT PROCESS
Under the Australian laws of WHS/ OH&S legislation the Project coordinators are legally
obliged to: (Business.gov, Workplace Health & Safety (2018, Para. 4 )
Allow for safe work premises
Assess and control encountered risks
Ensure products are safely handled
Ensure the safe use of materials and machinery
Provide a safe workplace environment
Ensure an appropriate workplace and facilities
Figure 2: Treatment of issues in projects.

GROUP 3 23
Quality will also be managed by the implementation of SIPOC to ensure quality
measurements are accurately reached across the project, SIPOC is an effective means of
summarising the inputs and outputs this in turn makes it easier to control quality across the
different project phases, as the processes and outputs achieved to reach the objectives are
compartmentalised, (figure xx).
Project Management Institute. A guide to the project management body of knowledge (2004, PP295,
Para 6)
Quality will be ensured for the project through the development of checklists to
compare quality indicators against deliverables.
If there are variances in the quality of the deliverables due to, cost or schedule
corrective measures will need to be made to the scope and cost and be approved by
the steering committee and Sponsor.
Quality standards of the design intent will be listed and managed by the Architect
Quality standards related to the structure, plant and electrical etc will be listed and
managed by the Engineers specific to the area of concern.
Figure 3: SIPOC Template for managing quality.
Sipoc template, Slidemodel.com (2012, para 6)

GROUP 3 24
Quality standards will be devised by the Architect, Engineers and Project Managers
but will be approved by the Steering Committee and Project Sponsor.
Apply Quality Management standard ISO9000- PM
Quality metric will be devised, including a lesson learned register & risk reporting
To manage Quality change request will be created
Scope, cost & schedule baselines will be used to measure quality in the PMP
Quality reports will be devised, and testing and evaluation will take place.
Issue logs, lessons learned registers and risk registers will also be integrated in the
document, appendix N – Quality Inspection Test Plan & Log.

GROUP 3 25
8. TIME MANAGEMENT
SCHEDULE AND MILESTONE REQUIREMENTS
Description - Table X
Old Building Demolishment 1/1/2019 6/30/2019
Construction Documentation 01/02/2019 01/08/2019
Bidding 01/05/2019 20/09/2019
Construction 01/10/2019 01/12/2020
Commissioning 01/02/2021 01/03/2021
TIME MANAGEMENT PROCESS
The project time management will be controlled and managed by the project planning and
execution team. The key objective of the time management plan is to meet the project
deliverable of commissioning the renovated building by March 2021. To meet this objective a
detailed project schedule will be developed on the basis of the initial schedule (appendix A).
As this deliverable is critical to the success of the project the following actions take place:
Full time project scheduler will be hired and responsible to monitor and update the
ongoing completion of work from planning to project delivery.
The project schedule is developed based on the critical path method (PMBOK, 2013 P
176), this will provide the project management team much needed flexibility while
closely monitoring any changes to the critical path which may delay project
completion.
The main activities duration are estimated using three-point estimating (PMBOK,
2013 P 170) in order to achieve better accuracy and advise a feasible time line.
The project schedule will be implemented and managed via Microsoft Project
software in order to give the project management team and all other project
stakeholders a clear and updated status at all times.
The project schedule is based on the WBS and takes into the account a contingency
allowance of 15 % for the entire project duration. This will allow sufficient time to
implement changes in scope or cope with unexpected delays from the initial baseline.

GROUP 3 26
Contractor contracts will be based on firm fixed price contracts (FFP) or fixed price
incentive fee contracts (FPIF) (PMBOK, 2013 P 363) in order to meet the planned
construction schedule.
All contractors are to submit a detailed work plan which will be authorized by the
PMO before commencement of work. Contractors work plans must meet the project
schedule.
All change requests which may affect the baseline critical path must be approved by
the project board through the change request protocol.
In cases of unexpected delays fast tracking may be used to compensate on lost times
however as definition it will only be approved after a comprehensive risk analysis to
the implications of starting the next task before completing the prior.
Schedule will be reviewed and adjusted at the end of each week at a dedicated 30-
minute meeting including the planning and execution team with the PM and any other
relevant personal to that phase of activities.

GROUP 3 27
9. STAKEHOLDER MANAGEMENT
STAKEHOLDER MANAGEMENT PLAN
Project stakeholder management can be defined as “the systematic identification, analysis and
planning of actions to communicate with and influence stakeholders” as per PMI (2004).
Stakeholders in the project is identified, also their interest in the project is determined first to
plan and control their action which effect the project in different stages of construction. By
adopting stakeholder management strategies to beat the issues which may arise due to
personal interest of stakeholders
STAKEHOLDER MANAGEMENT PROCESS
Description- Figure XX
Figure 1 Stakeholder management process

GROUP 3 28
Identification, evaluation and analysis of stakeholders need and their impact on the project has to be studied
carefully in order to achieve success. Figure XX
Figure 2 Identification of stakeholders
Stakeholder engagement
Stakeholder engagement can be guaranteed by systematic approach which includes,
Offering quality support
Incentives
Workshops and meetings
Responding to power-interest dynamism
Practical thinking techniques
Maintain healthy relationship
Concessions
Negotiations
Motivations

GROUP 3 29
10. COMMUNICATION AND CHANGE MANAGEMENT
COMMUNICATION PLAN
The communication plan for this project is aimed to meet and structure all the information
flow within the different project groups.
Communication plan main objectives:
Create effective communications streams between collaborating parties.
Establish procedures to transfer and review critical information.
Provide an updated project data base which will allow users to pull relevant
information.
Identify project stakeholders and define suitable communication methods.
The project communication schedule and management plan (Appendix D) details the major
reoccurring communication procedures. This plan will be monitored and managed by the
planning and execution team. The PMO will manage and update the project data base which
will contain all the project administrative and technical documentation so that information
will be highly accessible. (table XX)
Reoccurring Communication procedures:
Event Frequency Timing Communication Method Participants
Week Opening Status meeting Weekly Monday
10:00 AM
Meeting Project control group
and team leaders
Weekly Summary Report Weekly by Friday
15:00
E-mail Project control group
and team leaders
Daily Brief Daily Phone call PM with each team
leader
Monthly Change Review meeting First Monday of
each month
Meeting Project control group
and team leaders
Quarterly project status review Quarterly Meeting Project control group
and project board.

GROUP 3 30
Communication guidelines:
All meetings will have a detailed agenda and time limit.
Meeting notes and all technical documentation to be updated to the project data
base.
Project data base will be managed by the PMO and constructed so that information
will be transparent and easily accessible.
Minimise written e-mail correspondence to the effective and relevant matter.
Prefer direct communication via phone or face to face rather than electronic
correspondence.
Safety incidents or updates are to be communicated immediately to all team leaders
which will reply by written confirmation once all employees have been updated.
All communication with contractors must be coordinated with the operational
manager
CHANGE MANAGEMENT PLAN
The change management plan aims to layout one structured procedure that will process changes in
the project. The main objectives of the change management plan are:
I. Preventing scope creep.
II. Verifying that changes in scope do not collide with project deliverables.
III. Controlling changing budget requirements.
IV. Contorting and adjusting schedule to actual completion status.
V. Approving changes with key stakeholders and project owners.
VI. Communicating changes to project team and management.
All change requests will be conducted according to the following protocol:
1. Submitting detailed change request via change request form (Appendix K) to PMO with all
supporting documentation.
2. PMO to discuss change request with the issuing body and any other relevant management
teams.
3. PMO to conclude summery of the change implications on the PMP and advise its
recommendations for action to project board.
4. Project board to review the change request and PMO recommendation.

GROUP 3 31
5. Project board will issue a signed change request outcome.
6. PMO will distribute the outcome of the change request to requesting parties and all other
parties which are affected by the approved change.
7. Change will be documented in the change register and updated to project database.
8. PMO to revise and implement changes into the PMP.
It is noted here that while the change management plan lays out the procedures for necessary
changes throughout the life of the project, each change still needs to be carefully evaluated before
request including a mandatory inclusive risk assessment as to the implications of each change.
Furthermore, as part of the change management plan, project board will designate time and cost
buffers which do not require preapproval for change and that is to provide the project manager with
the operational freedom required for running the ongoing work. It is also noted that contingency
funds are implemented to the project budget and are aimed to allow required changes while
remaining within the total budget for the project.
COMMUNICATIONS AND CHANGE MANAGEMENT PROCESS
The administrative manager is responsible for controlling the communication and change
management process. The communication plan will be structured into the project schedule
meaning all the planed reoccurring communication activities are to be embedded into each of
the project teams and mangers personal schedules. The administrative office will keep track
of attendance and outcomes from each of the conducted communication events. Furthermore,
the communication plan will be reviewed once a quarter according to feedback from the
project teams in the form of work performance reports (PMBOK 2013, P 93). Reviewing and
adjusting the communication process will ensure that effective communication methods are
reinforced while distractions and ineffective procedures are replaced. The project data base
will serve as an information management system (PMBOK 2013 P300) and will assist in
controlling all electronic communications including e-mails, status reports and meeting
memos. The stakeholder communication register will also be used to ensure that each of the
key project stakeholders is receiving the relevant information. All change requests will be
recorded and documented in the change register. After each section of the change request
form (Appendix K) it will be signed and submitted to the PMO office which will follow up to
the next stage. The administrative office will give public written notice by e-mail as to the
outcomes of change requests and the followed adjustments to the PMP, schedule or budget
allocation.

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11. RISK MANAGEMENT
RISK MANAGEMENT PLAN
The risks associated with the Proposed Building Upgrade project, will be identified and
managed as recognised by the Australian Risk Management Standard. The project’s Risk
Management Plan will follow that of the Detailed Risk Management Process, figure xx.
Initially, the context is established, meaning that the situation is recognised. For example, the
context could be removing the existing structure. The second step to the plan is to identify the
risks associated with removing the existing structure. The risks are then analysed, meaning
that risk controls, consequences, risk level and likelihoods are documented. The fourth step to
the process, is so evaluate the risks identified, and decide whether they’re treatable or not. If
they are, the risks are finally treated, indicating that the proposed options to minimise/
eliminate the risks are implemented before or during the establishment of the context. Each
step of the process is monitored, reviewed and discussed amongst the designated personnel in
charge of managing the project risks.
Figure 4: Detailed Risk Management Process, (AS/NZS 4360:2004).

GROUP 3 33
RISK MANAGEMENT PROCESS
The project’s risks will be managed by all members of the project team, to ensure that the
project deliverables are implemented effectively. Risk management will be a top priority to
the project, as risks have a significant effect on the project’s budget, schedule and scope. A
number risks and opportunities were identified, analysed, evaluated and treated as part of the
proposed risk management plan/ risk register section in appendix F.
The risk management plan was conducted prior to the construction phase of the project. The
members of the project team had several meetings discussing possible risks associated with
the project as part of a process called review and identification of risks process.
Several similar projects were studied, and the apparent risks were reviewed and compared to
the Proposed Building Upgrade Project risks. The similarities were noted down.
The next step to the process was analysing the proposed risks. This was conducted
qualitatively and quantitively by the members of the team. The team members were
responsible on assessing the risks associated with their own individualised skill sets. For
example, the architect analysed the risks associated with the design, the Chief Financial
Officer was responsible for analysing the Financial Risks and the Construction Manager was
responsible for analysing the risks involved in the construction process.
The evaluation of the project risks was performed as a team, to ensure correct prioritising
procedures are implemented. The project manager was in charge of ensuring that the
proposed solutions or risk management strategies are implemented during the implementation
phase.
The project risks register, was made available to all members of the project team, to track,
monitor and review at all times. It’s altered and updated by the team members during
meetings, when risk priorities are changed.

GROUP 3 34
12. CONTRACTS AND PROCUREMENT MANAGEMENT
PROCUREMENT PLAN
The project procurement Plan for this project focus on acquiring goods and services which
includes Architect, engineers, carpenters, building materials, plumbers, painters, construction
machineries, construction workers, approvals from regional regulatory bodies and
government. These are obtained according to the schedule
The Project Manager will give oversight and administration to all acquirement required under
this project. The Project Manager will work with the project team to recognize all things to be
acquired for the successful delivery of the project. The Project Management Office (PMO)
will then audit the obtainment list preceding submitting it to the contracts department. The
department then review obtainment things, decide if it is worthwhile to make or purchase the
things, and start the seller determination, buying and the contracting procedure.
PROCUREMENT MANAGEMENT PROCESS
The procurement management process comprises of numerous means and in addition
continuous administration of all obtainment exercises and contracts. In this process, our
objective must be to improve acquisition administration by every fundamental mean with a
specific end goal to encourage effective completion of our project. To help in disentangling
these project, we will utilize standard documentation for all means of the obtainment
administration process. These standard reports have been produced and changed over a time
of numerous years with an end goal to consistently enhance obtainment endeavours. (figure
XX)

GROUP 3 35
Figure 3 Procurement Management process
Risks Associated with the project
1. Underestimation and misrepresentation of need.
2. Inadequate funding
3. Time constrains (Impractical Timeframe)
4. Unsuitable specifications
5. Providing insufficient information
6. Miscommunications
7. Poor quality goods and service (testing required)

GROUP 3 36
13. PROJECT FINALISATION
COMMISSIONING PLAN
The commissioning plan is a procedure for ensuring that all components and systems of the
building are designed, installed, tested, operated and maintained to a level appropriate for the
operational requirements of the final owner.
The commissioning procedure plan, (table xx) will involve testing and procedural checks and
inspects of all the operational components of the project. These include the technologies
introduced with the integrated façade system such as the electric pivoting shade panels and the
pivoting planter boxes, lighting control for the building, as well as ventilation and generators.
Refer to appendix G for the commissioning plan, which highlights responsibilities over the
project’s life cycle.
Consultant Components/systems Safe Unsafe Comments From closure,
Component &
systems
managed &
Operated by:
Architect Pivoting façade panels x To be inspected every 3
to six months
UQ building
maintenance
Structural
Engineer
Façade framing for both
shade panels & planter
box panels
x To be inspected every six
months for deformation/
cracking of structural
members
UQ building
maintenance
Electrical
Engineer
Servo motors controlling
the façade panels and
electrical lighting
systems including,
occuswitch, luxsense,
dynalite
x To be inspected and
tested every 6months
UQ building
maintenance
Specialist
Consultants
(Acoustic
Engineer)
Acoustic devices such as
cloud mount panels,
white noise devices and
ceiling clouds.
x To be inspected once a
year or when reports are
made to building services
UQ building
maintenance
Landscapist Landscaping and
irrigation systems.
x Ensure irrigation systems
are operational and
mulch is applied to soil
for proper insulation.
UQ building
maintenance
Mechanical
Engineer
Air conditioning systems
+ electrical generator
systems
x Ensure air conditioning
systems are functional
and backed up by the
electrical generator
systems.

GROUP 3 37
PROJECT COMMISSIONING PROCESS
The primary objective of commissioning the building to allow for the orderly and safe handover
of the building project to the owner, this is effectively pursued through the guarantee of its
operability in terms of its performance, reliability safeness and the traceability of building
information to the new owners. Commissioning should reflect the finalisation and fulfilment
of schedule, cost, safety and the quality requirements of the building, (Young, G, 2005, para
3).
1. BENDIKSEN, T., YOUNG, G. Commissioning of Offshore Oil and Gas Projects: The Manager's Handbook, AuthorHouse Publishers,
2005.
The commissioning process will come as a series of checkoffs and inspections by those
involved with the design and construction of the building, this involves the clear
communication between the project team such as:
The Architect
Project Manager
Operations representatives
Technical Experts
Construction Managers
Commissioning Agencies
Engineering Teams
These teams will be required to conduct tests to specific components, elements and buildings
systems they were assigned to, to ensure they are functional and operated by the building
owners. The commission will involve guides and handbooks to the prospective owners on how
to operate and maintain building components as well as elements and systems in a safe and
appropriate manner. Below figure x, exemplifies the commissioning process:

GROUP 3 38

GROUP 3 39
PROJECT REVIEW PLAN
Table xx, illustrates the processes by which the project is assessed and tested for acceptance.
Element Acceptable
(Yes/No)
To be tested & checked
by:
Comments
Testing/ quality check of
Interior Wall framing
Yes Structural Engineer Item is installed correctly
and passes structural
testing requirements
Exterior Wall rendering
Yes Architect Component satisfies
requirements outlined in
applicable documentation
Engineered Truss Roof
Yes Structural Engineer, Civil
Engineering Teams
Truss roof is installed
correctly and passes
structural testing
documentation
Louver Windows
Yes Architect Louver systems satisfies
the quality and testing
documentation
Interior Doors & windows
Yes Architect Doors and windows
satisfies the quality and
outlined in
documentation
Exterior Doors & windows
Yes Architect Doors and windows
satisfies the quality and
outlined in
documentation
Quality check of Interior
Room Finishes
Yes Architect Interior finishes satisfies
documentation
Quality check of Carpeting Yes Architect Carpeting satisfies the
quality and testing
documentation
Quality check of Acoustic
Devices
Yes Acoustic Engineer Acoustic devices satisfies
quality and testing
documentation
Quality check of classroom
& staff furnishings
Yes Architect Furnishings satisfies the
quality and testing
documentation
Quality review of light
fixtures
Yes Electrical Engineer Lighting fixtures satisfies
documentation

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quality check of Student &
staff countertops
Yes Architect Countertops satisfies the
quality and testing
documentation
Landscaping quality and
installation review
Yes Architect Landscaping satisfies the
quality requirements
outlined in
documentation
Fire sprinkler testing Yes Fire Engineer
(outsourced)
Sprinkler systems
satisfies the safety
documentation
Security System testing Yes Security Systems
specialist ( outsourced)
communicate with
Electrical engineer
Security systems satisfy
the safety requirements
outlined in
documentation
Review and testing of
façade system one
Engineering Teams
Façade system one is
installed correctly and
passes structural testing
documentation
Review and testing of
façade system two
Engineering Teams
Façade system one is
installed correctly and
passes structural testing
documentation
Projector and other specific
electronic devices quality
check
Yes Architect Projectors and other
electronics satisfies the
quality and testing
documentation, fit for
purpose

GROUP 3 41
PROJECT HANDOVER PLAN
The project handover plan is document that outlines that the quality specifications and project
parameters have been met accordingly to obtain the acceptance of stakeholders. Over the
course of the project it is recommended that the project managers and the stakeholders have a
well-documented criteria of performance indicators in place from the initial phase of the
project to close out. The objective of the document is to ensure the requirements and specs
are measurable against a set of criteria, ideally these criteria are measurable and clear, not
subjective. Table xxx indicates a suitable handover checklist to allow for project finalisation,
Meydaan, handover checklist (2017, para 7)
Activity Action to/
from/ by
Due Date Actual Date
Appropriate staff training carried out Contractor 05/04/2020 05/04/2020
Witnessing of commissioning Contractor 10/04/2020 05/04/2020
Demonstrations of plan, equipment and
systems to operations
Contractor 11/04/2020 11/04/2020
Presentation of draft O & M Manuals Contractor 11/04/2020 11/04/2020
Presentation of draft as – installed
drawings
Contractor 11/04/2020 11/04/2020
Presentation of draft Building Fabric
Manual
Contractor 15/04/2020 15/04/2020
Draft O &M Manuals returned with
recommendations
Designers/
Maintenance
15/04/2020 15/04/2020
Final O & M Manuals issued Designers 15/04/2020 15/04/2020
Final As – Installed drawings issued Designers/
Maintenance
15/04/2020 15/04/2020
Final Building Fabric Manual issued Contractor 15/04/2020 15/04/2020
Works inspection schedules issued Contractor 15/04/2020 15/04/2020
List of required commissioning and
inspection certificates issued
Contractor 15/04/2020 15/04/2020
Fire extinguishers installed Fire Specialist 17/04/2020 17/04/2020
Loose furniture installed Contractor 17/04/2020 17/04/2020
Fixtures and fittings installed 19/04/2020 19/04/2020
Confirmation that relevant approvals
given by Building Control
Contractor 19/04/2020 19/04/2020
Installation of electrical hardware
(projectors etc)
Contractor 19/04/2020 19/04/2020
Project Handover Review Complete Project
Manager
19/04/2020 19/04/2020
Confirm date of formal handover
meeting to Client/ End User
Project
Manager
19/04/2020 19/04/2020
Security systems installed Contractor 21/04/2020 21/04/2020
Issue Practical Completion Certificate
and distribute
Project
Manager
21/04/2020 21/04/2020

GROUP 3 42
PROJECT WARRANTY PLAN
The project will be warranted as indicated in figure x, (Management Style Guide, service plan
warranty (2016, para 4)
Distribute O & M Manuals, As- Installed
drawings, Building Fabric Manual,
Certificates
Project
Manager
21/04/2020 21/04/2020
Staff Training carried out Contractor 21/04/2020 21/04/2020
Demonstrations of additional and/ or
specialist equipment and systems.
Contractor 21/04/2020 21/04/2020

GROUP 3 43
Provider(s):
The building Warranty is designed and administered by the Construction Manager and is
supported, verified and approved by the Architect, Project Manager, Engineers, contractors
and other personnel liable for the quality and execution of the construction and
commissioning of the building.
Coverage:
The building warranty ensures that the final owners have the correct cover for the building, the
warranty ensures a level of quality is maintained and covered for a two-year period as a general
rule. Some components of the building will fall under a shorter category of warranty such as
the materials such as interior wall framing, and finishes completed by the contracted tradesman,
other building components like doors and windows will have their own separate warranties that
differ from this document that will be provided in the project handover by the Project Manager.
Defects:
The client will have two pathways of identifying defective works, (QBCC, defective work
disputes (2017, Para 2), these fall under:
Structural Defects include but are not limited to: leaking roofs, leaking plumbing,
health and safety issues
Non- structural Defects include but are not limited to: Sticking doors or windows,
and minor cracking to plasterboard of walls.
Structural warranties, finishing and product warranties will be voided in the instance of
additional renovation(s) or construction that tamper the materials, components and systems
initially commissioned as part of the refurbishment.
Additional Warranty Items- (Service Contract):
Service Contract- The service contract will be administered with the Project Handover, the
purpose of the service contract is for the navigation and resolution of complex warranty
issues, capturing warranty information pertaining to maintenance and servicing of equipment,

GROUP 3 44
components and building systems. This is an additional document to the warranty structure
for the building and captures the predictable service requirements for the equipment,
components and building systems and establishes a lifecycle for the object, to ensure the
building owners are aware of when equipment requires servicing or replacement.
PROJECT CLOSE-OUT REPORT/PLAN
The objective of the project close out is to review the project and ensure it completion, this
often comes in the form of lessons learned documents and best practices to be applied to
future projects. A detailed project report can be found in appendix H.
The project closeout for the building upgrade will consist of two main activity groups these
include, administrative closeout and contract closure, both of these closeout documents can
be found in appendix H.
Project Commissioning Plan
Management Effectiveness:
The project and the needs of the customer we prioritized effectively throughout the delivery of
the project this was ascertained by clearly discernible stakeholder management and
communication, which ultimately lead the collective objectives of the Project team and vision
of the steering committee be realised. Over the duration of the project there were a series of
project delays these grew out of the delivery of equipment, permits and delays with staff, whilst
most of these variances were anticipated and accounted for they did impact the final
commissioning schedule, (appendix I), and effect the project budget; however the cost and
variances would have been far more substantial in the instance of scope creep. These delays
can be seen a necessary risk as delays were initiated as a protective measure to regulating
building and quality compliance across the job project. In the instance that the delays were not
implemented it is quite likely that Management would risk both the safety of the project team,
specifically the construction crews and the quality of the build, which would of alternatively
would of resulted in catastrophic consequences in terms of building fines and the amendment
of building works that were not hypothetically compliant.
Lessons Learned:

GROUP 3 45
A major issue of the project which lead to cascading delays across the construction phase of
the project was the delivery of building materials, necessary equipment and delays in qualified
staff. Often, it’s very difficult to have a fiscal control of these factors, however it would be
recommended in the future it would be recommended to store more of the materials on site for
longer duration to reduce variances in delivery of goods. In addition, it would be recommended
to have a more rigid boundaries for the stakeholders as a protective measure to ensure they
complete their contracted duties on time and the effective standard.

GROUP 3 46

GROUP 3 47
14. APPENDICES
APPENDIX A – SCHEDULES
Old Building Demolishment 1/1/2019 6/30/2019
Construction Documentation 01/02/2019 01/08/2019
Bidding 01/05/2019 20/09/2019
Construction 01/10/2019 01/12/2020
Commissioning 01/02/2021 01/03/2021
7/15/18 1/31/19 8/19/19 3/6/20 9/22/20 4/10/21
Scehmatic Design
Design Devlopment
Old Building Demolishment
Construction Documentaiton
Bidding
Constuction
Commissioning

GROUP 3 48
APPENDIX B - LIST OF PROJECT DELIVERABLES
The project deliverables include:
Disassembling the existing façade
Installation of a sustainably designed façade over existing building
Redesigning the interior of the building
Increasing the prestige of the campus through the building’s enhancement
Reducing the building’s energy consumption levels
Enhancing the University’s learning and teaching outcomes
Project completion within time-frame
Project completion within budget
Work performed to Australian standards (construction phase)
Work quality as planned and agreed by both parties (illustrated in architect’s
proposal)
The project exclusions are:
Expensive measures to minimise/eliminate noise and dust disturbances during
construction process.
Furniture (chairs, tables, desks, etc)
Office equipment (printers, computers, etc)
Cleaning equipment (vacuum, broom, etc)
Kitchen consumables (plates, cups, etc)
Toilet consumables (toilet paper, hand wash), etc)

GROUP 3 49
APPENDIX C – uuuuuuu

GROUP 3 50
APPENDIX D – COMMUNICATION SCHEDULE AND MANAGEMENT PLAN
Week opening status meeting:
Will commence 10:00 AM at the beginning of each week for one hour.
Summarise completed work from previous week (Operational manager).
Present agenda for the following week (Project Scheduler).
Raise any critical open issues that may affect the upcoming weeks work (all
participants).
All meeting notes to be recorded and exported to the project data base.
Weekly summary Report
Will be written by the PMO and sent by e-mail all project management personnel.
Summarise completed work with respect to planned schedule.
Major millstones or deliverables achieved.
Delays or uncompleted work.
Safety incidents and resolution.
Upcoming week schedule.
Daily Brief round
5-10 phone call between PM and each of the team leaders at first hour of the day.
Vital updates that have immediate effect on daily work.
Response to open issues from weekly meeting if resolved.
Quarterly Project Status
Full overview of the project status
Detailed schedule and budget analysis as to the progress and alignment with baseline
PMP.
Change request summary.

GROUP 3 51
APPENDIX E – STAKEHOLDER ANALYSIS MATRIX
STAKEH
OLDER
INTEREST IMPAC
T
CONTRIBU
TIONS
POTENTI
AL
ISSUES CONTACT
DETAILS
ACTION REQUIRED
Sponsor/in
vestor
To ensure effective utilisation
of resource on building
High provide
money
related help
Loss in
interest as
the project
progress
uniqld@uq.edu.
au
Engage in every stage of the project
Architect To ensure building design is
correctly implemented on site
Medium Development
of design
according to
the client’s
requirement
Less
involvemen
t after the
bills are
settled.
Solutionplusarc
hitects@gmail.c
om
Engage them in designing when revision
in plan is advised
Project
manager
To deliver project on time and
with profit
High To carry out
project
management
plan for this
project
Loss of
interest can
result in
failure of
project
Project.org001
@gmail.com
Engage Throughout the project to
deliver project successfully
Principal
contractor
To carry out construction
under his supervision
High Provide
control over
construction
and deliver it
on time
Constructio
n using
poor quality
materials
Contract_builde
rs1212@yahoo.
com
Briefing the requirement of the project
and providing building design with
specification
Engineers Responsible for all quality
construction work
Medium To provide
maximum
technical
support
Inadequate
knowledge
on the
project
delivery can
result in
problems
Engineer5561U
ni@gmail.com
Quality control over contractor’s goods
Suppliers To get profit on the goods
delivered on site
High Provide goods
to the
construction
site
Poor quality
goods
rubcosuppliers
@brisbane.au
Giving Feedbacks on good provided
University
students
To explore new building Low Giving design
feedback
from student
perspective
Giving false
feedback on
the
structure
Student10101
@uq.edu.au
University
employees
To experience more functional
building
Low Giving design
feedback
from each
individuals
perspective
Unnecessar
y criticism
on the
structure
employeeassoci
ation@uq.edu.a
u
Closely monitor
Neighbours How the project effect their
surrounding and living
condition
Low Support
construction
with
necessary
help
Creating
tension
regarding
the
environmen
tal hazard
+61 450922522 Closely monitor and control their action
landowners Concerned of the future land
value
Low Provide land
for temporary
structure to
accommodate
machineries
Putting
forward
more
demands
on
availability
of land
+61 451823322
+61 451823311
Closely monitor and control their action

GROUP 3 52
environme
ntalist
Concerned about effects on
environmental
Medium Provide
guidelines for
environmenta
l healthy
design and
construction
Showing
more
concern
over
constructio
n
saveworld@env
ironment.au
Closely monitor and provide sustainable
building techniques adopted
conservatio
nist
Worried about the demolition
of building and its effect
Medium Provide
guidelines
over
conservation
aspects of
building
concern
over
constructio
n
Conservation.qi
q@yahoo.com
Closely monitor and control
Media Promote news regarding the
renovation of the building
High Telecast
construction
and sharing
news
regarding
intension of
the project.
Incorrect
reporting
can cause
serious
problems
7worldcritics@g
mail.com
Keep informed
Regulatory
Agency
Provide approvals for different
activities involved in the
project
High Lack of time
manageme
nt can
cause delay
in approval
Brisbaneauthori
ty1@qld.au
Keep satisfied
Local
governmen
t
Sanction approval Medium Pending
Approval
Brisbaneaustrali
a.gov@qld.au
Keep satisfied

GROUP 3 53
APPENDIX F – RISK REGISTER & PLAN
The severity of the project risks will be identified based on a qualitative analysis of the
consequence of each risk. A table was developed from the AS/NZS 4360:2004 standard to
better represent the consequence scale for the proposed project, (table XX).
Table 2: Project Consequence Scale.
Consequence Scale
Level Descriptor Financial Health
& Safety
Environ-
mental
Community/
Reputation
Legal
I Negligible <$20,000 No
medical
treatment
No effect No public
complaints
Minor legal
issues &
non-
compliance
II Minor $20,000
$200,000
First aid
required
Short term
effect
Local
community
concern
III Moderate $200,000 -
$1,000,0000
Minor
injury/
illness
Media
attention/ local
concern/
Criticism by
NGOs
Breach of
regulation
and major
litigation
IV Major $1,000,000
$2,500,000
Major
injury/
illness
Medium
term effect
Significant
adverse
national
media/public/
NGO attention
Prosecution/
fines and
serious
litigation
V Sever >$2,500,000 Fatality Long term
effect

GROUP 3 54
The likelihood scale for each risk was utilised as demonstrated by the Australian Standards,
figure 4.
The matrix for determining the level of risk was also used as implemented in the Australian
Standards, figure 5.
The following table demonstrates, how the project risks were analysed and managed.
Table 3: Project Risk Register
Risk Consequence Likelihood Risk Level Management
Strategy
Ineffective
communication
by Consulting
Team
Minor Unlikely Low Allow consulting
team to primarily
focus on
communicating
the extent of the
project to meet
the deliverables
of the retrofit
design.
Unproductive
Contractor Team
Minor Possibly Medium Ensure PM and
other leads
ensure
Figure 5: Project Likelihood scale, (AS/NZS 4360:2004).
Figure 6: Project Risk Level Matrix, (AS/NZS 4360:2004).

GROUP 3 55
communication is
secure and teams
are properly
directed to
achieve
milestones
Funding/Cash
Flow stops
Sever Likely Very High Find alternative
investors to
supply credit in
the interim while
University finds
means of
funding.
Poor Quality Moderate Unlikely Medium Ensure project
architect and
other consultants
convey correct
quality control.
Unfit Project
Market
Major Likely High Promote the
building through
marketing within
the Uni.
Delay in
materials and
equipment
procurement
Possibly Negligible Low Have alternative
suppliers in case
there is an issue
so construction is
not halted.

GROUP 3 56
APPENDIX G – Commissioning Plan
Reference:
Slideshare.net, Commisioning plan (2015, para 3)
table x)
Activity Architec
t
Project
Manager
Operations
Representative
Technical
Expert
Construction
Manager
Commissioning
Agency
Engineering
manager
Design Development L P P V P P V
Construction
Documentation
L P P P V P V
Identify project
specific
responsibilities
P L P V P P V
Review owner
project requirements
for strategies for
completion
P L A V V V V
Perform
constructability
review for project
A P P P L P V
Incorporate
appropriate changes
to contract
documents based
upon
constructability
review
L P P P V V P
Refine owners
project requirements
based on design
decisions
V P A P A L P
Create cx
specification list for
the testing of all
commissioned
equipment
A P P P V L A
Coordinate issues
with equipment and
systems with the
respected discipline
V A P V P L V
Update the
commissioning plan
to reflect changes.
V A V V V L V
Ensure
commissioning
requirements are
noted in
construction
contractors scope of
works
V A V V V L V
L= Lead P= Participate S= Support I= Inform A= Approve V = Verify

GROUP 3 57
APPENDIX H – Project Closeout Plan/Documents
Project Closeout Report
Project Title: Chamberlain Building Upgrade Project Working Title: Chamberlain Building
Proponent Secretary: Harel Urkin Proponent Agency: Brightbox Architecture
Prepared By: Richard Gorzki Date : 06/06/2018
Project Deliverables
Deliverable Date Accepted Contingencies or Conditions
Disassemble the existing
façade safety
07/19 – START
10/19 - FINISH
-Complete in a Safe Manner
-Ensure correctly qualified personnel are hired for
demolition work.
-Ensure Proper WHS are carried out ( equipment &
correct procedure )
- Ensure all visitors to construction site are logged in
site registers and have required white card
Install sustainable new
façade safety on existing
building skin
01/20– START
02/20- FINISH
-Maintain Proper communications with
Subcontractors responsible for the fabrication of the
façade
Ensure Proper WHS are carried out ( equipment &
correct procedure )
- Ensure proper resources & equipment are made
available on site to construct façade ( e.g
boilermaker equipment etc)
-Ensure Façade is built according to specified
documents provided by Engineers and architects.
Installation of New Truss
Roof
12/19– START
02/20- FINISH
-Ensure roof is built according to specified
documents provided by Engineers
-Ensure Proper WHS are carried out ( equipment &
correct procedure )
available on site to construct façade
-Maintain Proper communications with contractors
responsible for the construction of the roof
Safety demolish existing
internal arrangement
10/19– START
12/19- FINISH
-Ensure Proper WHS are carried out (equipment &
correct procedure)
available on site to demolish internal arrangement.

GROUP 3 58
-Ensure internal arrangement is demolished
according to specified documents provided by
Engineers
correct procedure )
Install new internal
arrangement
01/20– START
01/20- FINISH
-Ensure Proper WHS are carried out (equipment &
correct procedure)
available on site to install internal arrangement.
-Ensure internal arrangement is installed according
to specified documents provided by Engineers and
architects
correct procedure )
Remove existing vegetation
and landscape ground
around upgraded building
03/20– START
04/20- FINISH
correct procedure )
-Ensure landscaping is installed according to
specified documents provided by and architects

GROUP 3 59
Administrative Closure- The administrative closure process aims to define the activities,
exchanges and related roles and responsibilities within the project team and any other
stakeholders on the project participating in the administrative closure procedures for the
project.
To execute the administrative closure process involves gathering project records, lessons
learned data, services or products, archiving project information and analysing the project’s
success or failures. This project information needs to be gathered for the future use of the
building owner(s)
As part of the completion of administrative closure the project team will be required to
provide documents supporting:
The project has met all sponsors, customer and stakeholder requirements
Verifying that all the deliverables have been delivered and accepted
Validating exit criteria have been met.
Contract Closure- The contract closure includes activities and interactions required to finalize
and close any contract agreements established for the project. The Contract closure document
also consists of any documents supporting the formal administrative closure of the project.
The Contract closure is verification documents that prove that all the work has been completed
in a satisfactory and correct manner, the project manager will be required to update contract
records to reflect the final completed result of the building upgrade. The information will be
archived for the future use of tenants.
The contract closure includes:
The confirmation that the project has addressed the terms and conditions of the
contracts
Confirms and validates completion of exit criteria for the contract closure
Formally close out of all contracts undertaken for the completion of the project.
The key deliverables of the Project Close Out are:

GROUP 3 60
Verifying acceptance of final project deliverables
Conduct post- project assessment and lessons learned
Conduct post project review and evaluation
Disburse project resources – staff, facilities etc.
Complete and archive drawings and manuals of final building upgrade
Ensure the transfer of knowledge from consultant to the owner.
Lessons learned sessions are meetings which include:
The Project Team
Stakeholder representation including external auditors and project oversight
Executive Management (Sponsor/ Steering Committee)
Maintenance and Operational Staff employed for the upgraded building
Project Support Staff
APPENDIX I - Commissioning Schedule
Project Name: Chamberlain Building Upgrade
Project Description: The project is a retrofit design for an institutional building at UQ, the basis
of the work comes from Architecture the work is expected to take roughly
2 years and is estimated at a cost of 5million dollars. The project is aimed
at revamping the old building to raise it to the current teaching and
learning standards expected of UQ. The industry is of course building &
construction.
Project Manager : Richard Gorzki
Project Sponsor : University of Queensland
General Comments : Multiphase - large scale project incorporating multiple project teams (
Engineering, architects, construction, technical experts etc)
Baseline Actual Variance
Start
Date
Disassemble the existing façade safety:
10/ 07/19
Disassemble the existing façade
safety
13/ 07/19
3 days
Install sustainable new façade safety on
existing building skin
15/01/20
Install sustainable new façade safety
on existing building skin
17/01/20
2 days
Installation of New Truss Roof Installation of New Truss Roof 4 days

GROUP 3 61
15/12/19 19/12/19
Safety demolish existing internal
arrangement
05/10/19
arrangement
10/10/19
5 days
Install new internal arrangement
05/01/2020
10/01/2020
5 days
Remove existing vegetation and landscape
ground around upgraded building
05/03/20
Remove existing vegetation and
landscape ground around upgraded
building
07/03/20
2 days
Finish
Date
Disassemble the existing façade safety
05/10/19
Disassemble the existing façade
safety
10/10/19
5 days
Install sustainable new façade safety on
existing building skin
03/02/20
Install sustainable new façade safety
on existing building skin
05/02/20
2 days
Installation of New Truss Roof
10/02/20
Installation of New Truss Roof
15/02/20
5 days
arrangement
17/12/19
arrangement
19/12/19
2 days
20/01/20
22/01/20
2 days
Remove existing vegetation and landscape
ground around upgraded building
20/04/20
Remove existing vegetation and
landscape ground around upgraded
building
23/04/2020
3 days
Total
Variance
40days / 320hrs / Variance 4.5 % of total working period
Budget $236,250 variance in budget
Administrative Closure:
I the Project Sponsor agree the that project has:
met & satisfied all my expectations and requirements.
The project suits the needs/demands of the stakeholders and I have been clearly notified
and explained to the 1. operational requirements and provided with 2. necessary
manuals and other relevant resources to maintain and operate the building.
I have advised the 3. relevant staff and 4. maintenance officers of our expectations of
them in the new building and have provided them with the necessary information and
resources to complete their duties including manuals and help desk numbers.
I acknowledge and accept the conditions of the 5. project warranty and are aware of
the conditions that will void its validity.
I agree the work was conducted in a 6. fair and 7. safe manner

GROUP 3 62
I the Project Architect agree that the project has:
Met & satisfied all my expectations and requirements.
Agree that the quality of the construction reflect the intent carried out in my design, and
satisfies the requirements of the stakeholders
I the Structural Engineer agree that the project has:
Met & satisfied all of my expectations and requirements.
Agree that the quality of the construction reflect the intent carried out in my structural
design and satisfies is compliant to the BCA.
I am confident that building is structurally sound.
I the Construction Manager agree that the project has:
Met & satisfied all my expectations and requirements.
Print Name(s): Signature(s):

GROUP 3 63
Agree that the quality of the construction reflects the 5. intent and 6. quality of the
contracted consultants involved in the documentation phase
I am confident that building is 7. structurally sound.
As a Supplier in this project I agree that:
All my expectations and requirements have been met
I do not wish to raise concern or give additional advice that would delay the expected closure
of the project schedule, as I am convinced and satisfied with the outcome achieve.
The project suits the needs/demands of the stakeholders and I have been clearly
provided and explained the 1. operational requirements and provided with 2.
necessary manuals and other relevant resources to maintain and operate the building
to the relevant owner(s) & users.
I Agree that the quality of the construction reflects the 5. intent and 6. quality of the
contracted consultants involved in the documentation phase.
I am confident that building is 7. structurally sound
I am confident the building materials used in the erection of this building are 8. safe
and unharmful I understand in the event that they are not, I may be 9. liable for the
cost of repair.
Contract Closure:
As a stakeholder involved in the completion of the building upgrade I acknowledge that
the building is:
Structurally Sound
Is Fit for Purpose
Satisfies the requirements of primary stakeholders, including the sponsor
Fulfils the architects intent (high sustainability rating, passive cooling/ ventilation)

GROUP 3 64
Structurally sound
Meets quality measures of architects and technical consultants
Has been verified and approved by the lead electrical engineer (lighting and
electricals, plant is operational)
O& M Manuals have been issued
Necessary staff training has been carried out
The building has been correctly furnished as per the budget and specifications set by
the Architect in the Project documentation
I have understood the purpose the commissioning and am satisfied with the
deliverables achieved to meet those objectives.

GROUP 3 65
APPENDIX J – ORGANISATION CHART
Orginziational
Manager
Project
Manager
Legal Team
Contract
Manager
Financial Team
Finance
Manager
Procurement
Manager
Planning end
Execuation
Project
Scheduler
Operational
Manager
Contractors
Contractor
Teams
Administrative
Manager
Engineering
Team
Engineering
Manager
Lead Structural
Engineer
Lead Mechanical
Engineer
Lead Electrical
Engineer
Project
Architect

GROUP 3 66
APPENDIX K – CHANGE AUTHORISATION FORM
Change Request Form
Request Date __________
Requesting Manager_____________
Type of Change: Scope Schedule Budget Other
Change Description:
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
Reason for Change:
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
Direct Implications:

GROUP 3 67
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
Supporting documentation:
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
Requester Signature _________________
Project control group assessment:
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
Project Control identified project implications and risks:
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
Project Control Group Recommendation:
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
Date: ____________ Project Manager Signature _______________
Project Board comments
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

GROUP 3 68
Change Request Outcome:
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
Date: _____________ Board Chairman Signature _________________
APPENDIX L – COST PLAN
Table 4: Material Costs.
NO. SPECIFICATION Type/ supplier / quantity Allowance ($)
1 Interior Wall framing Stud wall 300,000
2 Exterior Wall Sheeting Cement fibre board 20,000
3 Roof framing Eng. Truss 200,000
4 Louver Windows G James 250,000
5 Interior Trim Pine 40,000
6 Interior Doors Raven Acoustic doors 50,000
7 Exterior Doors Raven Acoustic doors 20,000
8 Exterior Wall framing Precast Concrete 60,000
9 Interior room finishes
(wood)
Pine
75,000
10 Carpeting Sone Acoustic Carpet 50,000
11 Acoustic devices Cloud mount panels, white
noise devices, whisper ceiling
clouds
6,000
12 Classroom & staff
furniture
CFX
80,000
13 Light fixture allowance Commercial light fitters 60,000
14 Student/ staff kitchen
countertops
Formica
2.500

GROUP 3 69
15 Landscaping allowance B & D landscaping 10000
16 Sprinklers Firesafe Sprinklers 8.000
17 Security systems Chubb security 10,000
18 Façade system one As per Engineered specs 520,000
19 Façade system two As per Engineered specs 550,000
20 Projector & other specific
electronics
Dicksmith
10,000
TOTAL 2,169,000
Table 5: Labour Costs.
NO Classification of Labour Rate - $/hr Hrs on Site Labour Cost
1 Electrician 45 600 27,000
2 Electrician 2 45 600 27,000
3 Carpenter 1 40 1560 62,400
4 Carpenter 2 40 1560 62,400
5 Technician 35 320 11,200
6 Demotion Expert 1 50 120 6,000
9 Apprentice 1 25 640 64,000
10 Apprentice 1 25 640 64,000
11 Apprentice 1 25 640 64,000
12 Apprentice 1 25 640 64,000
13 Labourer 30 640 76,800
14 Labourer 30 640 76,800
15 Labourer 30 640 76,800
16 Labourer 30 640 76,800
17 Site Foremen 65 640 166,400
18 Traffic Controller 45 640 115,200
19 Crane Operator 55 640 140,800
20 Boilermaker 50 240 78,000

GROUP 3 70
21 Boilermaker 2 50 240 78,000
22 Landscaper 1 35 120 4200
23 Landscaper 2 35 120 4200
24 Project Manager 70 1570 109,000
TOTAL 1,507,900
Table 6: Equipment Hire Costs.
Plant (equipment) Rate - $/hr Duration (days) Cost
Scaffolding 10 300 24,000
Generators 8 300 19,200
Forklifts 20 200 32,000
sledgehammer 5 100 4,000
Workmen toolkit 6 300 14,000
Lighting towers 15 300 36,000
diggers 15 100 12,000
Computers 10 300 24,000
TOTAL 165,000
Table 7: Service Costs.
Services Rate -$/hr Duration (days) Cost ($)
Cleaners 35 1600 56,000
Painters 40 800 32,000
Total 88,000
Richards Please fill the rest of the table below – your calculations were off from business case!
Table 8: Other Costs to Project.
Project Expenses Description Cost ($)
Transport Costs Cost of transporting, people,
equipment and materials to
worksite.
25,000
Inflation 6.835% x 4,537,910 310,166
Insurance Based on a percentage-look up
Consultants’ Fees 535,049
TOTAL

GROUP 3 71
Discipline % $
Architect 55% $294,277
Structural Engineer 10% $53,505
Hydraulic Engineer 5% $26,752
Electrical Engineer 8% $42,804
Specialist Consultants 12% $64,206
Mechanical Engineer 10% $53,505
TOTAL 100% $535,050
APPENDIX M – PROCUREMENT PLAN
PROJECT PROCUREMENT PLAN
Project Manager: Date :
What Why When Who What Others
DESCRIPTION TY
PE
REASON DATE/TIMI
NG
SUPPLIER TYPE OF
CONTRACT
COMMENTS
contractors A To carry out
construction
07/09/2018
4:30 PM
Secure
builders
Australia
Firm-Fixed
Price
Negotiation with
contractors is
essential in order
to stay within the
budget of the
project

GROUP 3 72
Architect A To develop design
for the renovation of
the existing building
with retrofit
Solution Plus
Architects
Fixed Rate The construction
is carried out
based on the
building drawings
and details by
Architects
Engineers A To provide technical
assistance
throughout the
project.
Architects and
engineers
Brisbane hub
LSC
Building
materials
A These materials
include material
used for retrofitting
and for interior
design
Construction
factory
Contador,
Brisbane
Cost
reimbursable
carpenters A To carry out flooring
and other
construction
detailing
Brisbane
carpenters
and painters
painters A To paint interior and
exterior of the
building on
completion
Brisbane
carpenters
and painters
Cost
reimbursable
Construction
workers
A To install design
elements on to the
building and carry
out
Cost
reimbursable
Construction
machines
A Machineries are
required for the
execution of this
work
Cost
reimbursable
Mechanical
technicians
B Mechanical provide
technical assistance
Cost
reimbursable
cleaners B After each stage of
construction is done,
cleaning is required
Commercial
cleaners,
Brisbane
Fixed rate
Health and
safety
C Approval from the
health is safety
department
Queensland for the
workers
Cost
reimbursable
Planning
approval
C Regional
regulatory
board
Cost
reimbursable
Noise
regulation
C Construction cause
noise and hence
regulatory board has
to provide approval
Noise
regulation
board,
Queensland
Cost
reimbursable
A - human resource B - Tangible C -Approvals

GROUP 3 73
APPENDIX N – Quality Inspection Test Plan & Log
Inspection test plan form, Firsttimequality.com (2017, Para 4 )
Contract Number: Project Name: Contractor:
193098 Chamberlain Building Upgrade Rhinoceros Construction
Item Spec Specification
Section
Test Required Frequency Test By Date
Complet
ed
Date
Forwarde
d to
control
Remarks
1 0334 Demolition of
Facade
Electric wire &
sewerage, gas and
water pipe
inspection
Once before
work is carried
out
Third party
demolition
expert
05/10/19 05/10/19 Satisfactory
2 0442 Excavation of
site
Electric wire &
sewerage, gas and
water pipe
inspection
Once before
work is carried
out
Third party
demolition
expert
3 0451 Demolition of
internal
arrangement
Electric wire &
sewerage, gas and
water pipe
inspection
Once before
work is carried
out
Third party
demolition
expert

GROUP 3 74
4 0552 Installation of
Façade
Weekly reviews by
the Architect for
compliance
Weekly Architect 03/02/20 03/02/20 Satisfactory
Louvers
Weekly reviews by
the Architect for
compliance &
supplier inspection
Weekly Architect,
Supplier
6 0332 Demotion of
Internal
Arrangement
Electric wire &
sewerage, gas and
water pipe
inspection
Once before
work is carried
out
Third party
demolition
expert
Truss roof
Weekly reviews by
the structural
engineer for
compliance &
supplier inspection
Weekly Structural
engineer,
supplier
External walls
Weekly reviews by
the structural
engineer for
compliance &
supplier inspection
Weekly Structural
Engineer &
supplier
Internal Walls
Weekly reviews by
the structural
engineer for
compliance &
supplier inspection
Weekly Structural
Engineer &
supplier
external doors
Inspection by
Architect
Once on
completion
Architect 02/05/20 02/05/20 Satisfactory
internal doors
Inspection by
Architect
Once on
completion
electrical
caballing
Inspection by
Electrical Engineer
Once on
completion
insulation
Inspection by
Architect
Once on
completion
carpeting
Inspection by
Architect
Once on
completion
15 0765 Install of
Acoustic
devices to
ceilings
Inspection & review
by Acoustic
Engineer
Once on
completion
Acoustic
Engineer
16 0723 Specified
carpentry (
countertops,
flooring etc
Inspection by
Architect
Once on
completion

GROUP 3 75
15. References
I. Association for project management. (2018). Scope Management- Change Control. Retrieved
from https://www.apm.org.uk/body-of-knowledge/delivery/scope-management/change-
control/
II. Bouvrie, D. C. (2015, February 23. Cost Management explained in 4 steps [Web log post].
Retrieved from http://www.costmanagement.eu/blog-article/198-cost-management-
explained-in-4-steps
III. Standards Australia. (2004). Risk Management Guidelines – Companion to AS/NZS
4360:2004. Retrieved from
file:///C:/Users/Moham/Downloads/Risk%20Management%20Guidelines%20Companion%2
0to%20AS%20NZS%204360%202004.pdf
IV.

GROUP 3 76
Group Contribution Plan
(Word Limit/Person: 1750 + up to 125 words)
(To be Deleted Later)
Richard Editing
Project Need
Quality Management
Project Finalisation - (this section is a bit
bigger than the other sections, let us know if
you need help with it)
Mohammad Editing/formatting
Scope Management

GROUP 3 77
Cost Management
Risk management
Harel Editing/formatting
Governance
Time Management Incomplete
Communications and change management
Anjana Editing
Human Resource Management
Stakeholder Management
Contracts and procurement Management

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