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PROJECT MANAGEMENT PLAN FOR SMALL AND MAJOR PROJECTS [INSERT NAME AND PROJECT NUMBER FOR PROJECT]

Project Closure
Project Specific Plans Procurement Management Scope Management

Project Acceptance

Project Initiation and Planning

Risk Management

PROJECT MANAGEMENT

Human Resources Management

Quality Management

Time Management

Financial Management

Communication Management

Project Execution and Control

Uncontrolled when printed

PROJECT MANAGEMENT PLAN


Revision History Rev D1 2 3 4 5 Date 10/1/11 20/9/11 10/2/12 9/7/12 11/11/12 Edition 2 Description Edition 1 Prepared by G Strid G Goodsell G Goodsell G Goodsell G Strid G Strid G Goodsell G Goodsell G Goodsell G Goodsell G Goodsell Reviewed by Approved by

NOTES:
Project this term, as used throughout this document, refers to all of the work undertaken by SMEC (not the client) for the clients project. It must not be confused with the work undertaken by the contractor or other consultants. The notes attached to this document (green font) are meant to guide the Project Manager in the preparation of the Project Management Plan and should not form part of that Plan. More detailed instructions can be found in the SMEC Handbook of Project Management should these be insufficient. The SMEC Handbook of Project Management provides background information on all aspects of the Project Management Plan. It can be accessed through the BMS. The items included in the following table of contents are a minimum requirement. The Project Manager may augment the Plan with more details. This will depend on the value, complexity and risks of the Project. The Project Manager shall discuss this matter with the Regional and Functional Manager and decide the level of detail required. The Project Manager is responsible for preparing the Project Management Plan and is also responsible for the distribution and periodic review of the Project Management Plan. The Project Manager can print hard copies of the Project Management Plan (or part of it) as an uncontrolled copy however the soft copy will be the controlled copy and saved in the Project Workspace or server in the case of subsidiary companies. The Project Management Plan shall be saved to the Project Workspace or server in the case of subsidiaries. The Plan shall be saved as a single file or into a folder in the case of multiple files. The naming of individual file or files is the responsibility of the Project Manager however it should be clear enough for the content of the files to be easily recognised by others wanting to access the Project Management Plan. Where the Project Manager does not have access to the Project Workspace (e.g. no internet connection or slow access speeds), the Project Management Plan shall be saved on the projects server. The regional office shall be provided with a soft copy for saving to the Project Workspace.

T-PM10001 | SMALL AND MAJOR PROJECT MANAGEMENT PLAN TEMPLATE

PROJECT MANAGEMENT PLAN


PROJECT IDENTIFICATION

Project Name: SMEC Project No: Project Office Location: SMEC Opportunity No:

Project Contact Numbers Telephone: Facsimile: Email: Mobile: Project Description:

KEY PROJECT STAFF

Project Manager: Regional Manager:

Project Director:

APPROVALS

Project Manager:

Regional Manager:

__________________
Signature

_________
Date

_________________
Signature

__________
Date

This Project Management Plan shall be used for the guidance of project staff in the execution of the Project. The Project Management Plan consists of 8 management disciplines together with project specific plans and discipline specific planning documents. This Project Management Plan is a collection of project specific planning and management documents and is not intended to replace the management requirements for the Project as set out in the BMS. The BMS material is accessed via the BMS home page. The controlled copy of the Project Management Plan resides on the Project Workspace [or server in the case of SMEC subsidiaries].

T-PM10001 | SMALL AND MAJOR PROJECT MANAGEMENT PLAN TEMPLATE

PROJECT MANAGEMENT PLAN

Project Management Plan Contents


App No. A. A1 A2 A3 B. B1 C. C1 D. D1 E. E1 E2 E3 E4 F. F1 G. G1 G2 H. H1 H2 H3 I. I1 I2.1 I2.2 I3 I4 Folder (Folder) Description Scope Definition Project Technical Requirements Project Inputs Project Outputs and Milestones Time Management Planning Project Programme Financial Planning Epicor Enterprise Online Project Plan2 Quality Planning Audit Schedule Human Resources Planning Organisation Charts Job Description Project Personnel Schedule Delegations Procurement Planning Procurement Plan Communications Planning Document Management System Communications Directory Risk Management Planning Risk Identification, Analysis & Management Plan Environmental Aspects Identification, Analysis & Management Plan Occupational Health and Safety Plan Project Specific Sub-Plans Inception Report Design Process Plan
5 6 7 8

Project Size Small Major

Location Australia International

3 4

Drafting Standards Manual

Contract Administration Manual

Office Administration Manual for Project Offices

required, x not required, not mandatory.

Minor Project Expected Fees $A25,000, Small Project Expected Fees >$A25,000 and $A100,000, Major Project Expected Fees >$A100,000. For subsidiaries, a different definition of project size may apply and the Project Manager shall check with the company accountant. 2 Not to be saved with the Project Management Plan. It can be accessed through EPICOR. 3 PM and RM to decide if this is required 4 PM and RM to decide if this is required 5 Only required for design projects 6 Only required for design projects 7 Only required for construction projects 8 For offices where administration support is not provided by the regional or country office. The Manual will include additional processes required not already described elsewhere in the Project Management Plan

PROJECT MANAGEMENT PLAN

FOLDERS

PROJECT MANAGEMENT PLAN


Notes to Developer: The technical requirements are normally provided by the client at time of the opportunity phase and finalised at the time of contract negotiation and then form part of the contract agreement (called scope). Even though it may be included in the contract agreement, it is an important technical document and shall be saved separately in the Project Management Plan.

FOLDER A1 PROJECT TECHNICAL REQUIREMENTS

PROJECT MANAGEMENT PLAN


Notes to Developer: The scope provided in the contract is not the only input that assists the team define the Project outputs. There are generally a large number of reports, drawings, codes and standards, equipment that are supplied by the client or other project stakeholders to assist the project team in their task of developing high quality outputs. As these are received, they need to be recorded and reviewed to ascertain their content. These documents may make reference to other documents which also need to be obtained to allow the project team to fully understand the scope of the project work. The Project Manager shall assign team members the task of reviewing the documents and drawings. The Input Registration and Review Form shall be used to record the inputs. The template is located within the BMS. The template shall be modified to suit the project requirements, completed to include all inputs and saved to the Project Management Plan

FOLDER A2 PROJECT INPUTS

PROJECT MANAGEMENT PLAN

Notes to Developer: The following table can be used to describe Project milestones and deliverables. The Project Manager can modify this table to suit Project complexity as long as it fully describing the scope of milestones and outputs (deliverables). Milestone/Deliverable Milestone 1 Milestone 1.1 Milestone 1.2 Milestone 2 Deliverables 1 Deliverable 1.1 Deliverable 1.2 Description These details should be extracted from the contract scope. In many cases, SMEC will be responsible for determining the format of outputs (deliverables). Due Date tbd9 tbd tbd tbd tbd tbd tbd

To be determined by Project Manager

FOLDER A3 PROJECT OUTPUTS AND MILESTONES

PROJECT MANAGEMENT PLAN


Notes to Developer: The Project Manager shall prepare a project programme and include in the Project Management Plan. This programme shall include all activities and tasks for the Project (for which SMEC is responsible) and can be prepared using MS Excel, MS Project or other suitable software. For complex projects, MS Project is recommended. For less complex Projects including small and minor, MS Excel is adequate. The complexity of the program shall be commensurate with the Project complexity and risks.

FOLDER B1 PROJECT PROGRAMME

PROJECT MANAGEMENT PLAN


Notes to Developer: The SMECnet Project Budget (also called EPICOR Enterprise Project Plan) has been prepared prior to the commencement of the Project. The first version is prepared with the creation of the project number in EPICOR. This needs to be updated by the Project Manager as part of the mobilisation activities of the Project Manager. It is important that the Project Manager fully understands the content of the Project Budget. The SMEC Project Planner can be used to modify the EPICOR Project Plan. The SMEC Planner is an application that is installed on your computer to allow you to complete Project Planning and using a familiar tool in Microsoft Excel. Project Plan review and update can be completed in the SMEC Planner whilst you are disconnected from the internet. When planning is completed in the SMEC Planner it is then integrated into EPICOR Enterprise over any internet connection. Because the Project Management Plan is a public document and the Plan is a confidential document, the copy of the SMECnet Project Plan will not be saved with the Project Management Plan. It can be accessed through the EPICOR.

FOLDER C1 EPICOR ENTERPRISE ONLINE PROJECT PLAN

PROJECT MANAGEMENT PLAN


Notes to Developer: The Project Manager shall discuss the audit schedule with the Regional Manager and a schedule shall be developed that ensures all quality aspects of the Project are reviewed at a frequency to ensure issues with Project quality are detected in time. The frequency and type of audit will depend on the Project size and value, location, number of sub offices, type of work and risks associated with the work. An example of an audit schedule is shown below. The Project Manager shall indicate the frequency and type of auditing required on the following form.
YEAR 20.....
FUNCTION/OPERATION Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

FOLDER D1 AUDIT SCHEDULE

PROJECT MANAGEMENT PLAN


Notes to Developer: Regional Organisation Chart Regional Organisation Charts are available within the BMS or through the regional office. The appropriate chart shall be included in the Project Management Plan. Internal Project Organisation Chart An example of an organisation chart is shown below. There is no specific requirement for the format or the software used to develop the chart but the purpose is to show the teams, line of reporting and the type of work each person is responsible for.
Person Project Manager

Person Position

Person Position

Person Position

Person Position

Person Position

Person Position

Person Position

Person Position

Team Description

Team Description

Stakeholder Organisation Chart For Projects where the stakeholder relationship is complex or SMEC has to interact with a number of stakeholders, a Project Organisation Chart shall be produced to allow staff to understand SMECs relationship with the important stakeholders. An example is shown below.

The complexity of the above charts shall be commensurate with the Project Complexity.

FOLDER E1 ORGANISATION CHARTS

PROJECT MANAGEMENT PLAN


Notes to Developer: The tasks to be undertaken by each staff member shall be recorded in tabular form.

FOLDER E2 JOB DESCRIPTIONS

PROJECT MANAGEMENT PLAN


Notes to Developer: The schedule must show all staff names and expected dates for mobilisation and demobilisation. Input times of staff must not exceed those shown in the client agreement. The following MS Excel spreadsheet can be used as a template or the Project Manager can develop another format using different software.

FOLDER E3 PROJECT PERSONNEL SCHEDULE

PROJECT MANAGEMENT PLAN


Notes to Developer: There is no need to include the Instrument of Delegation (the Instrument). The Instrument can be found in the BMS. This Instrument must not be amended. For subsidiary companies, the Instrument used by that company shall be included. Include any Project Specific Delegations in a tabular form.

FOLDER E4 DELEGATIONS

PROJECT MANAGEMENT PLAN


Notes to Developer: The requirements for procurement and the management of assets shall be listed. These are requirements in addition to PRO PR101: Purchasing Procedure.

FOLDER F1 PROCUREMENT PLAN

PROJECT MANAGEMENT PLAN


Notes to Developer: Project documents can include letters, facsimiles, emails, transmittals, meeting minutes, records, design notes, reports, drawings and all other documents that come into or leave a Project office and are the main way SMEC communicates with the client and other Project stakeholders. Copies of documents produced for the Project shall be: stored to prevent loss, damage or deterioration stored to facilitate access retained for the time periods required by the SMEC disposal of this procedure, unless stated otherwise. The Project Manager shall develop a document management system that complies with SMEC procedure SC PR106: Document & Record Management. The object of a document management system is to ensure that copies of all documents received or dispatched from an office can be quickly retrieved at a later date and all appropriate staff are aware of the existence of these documents. The document registers provide a mechanism for tracking documents. The Project Manager shall identify who is responsible for the management of Project documents.

FOLDER G1 DOCUMENT MANAGEMENT SYSTEM

PROJECT MANAGEMENT PLAN


Notes to Developer: A communications directory shall be prepared and circulated to all Project staff. This directory shall include the names, addresses, telephone numbers and email contact details for all staff, key client personnel, emergency numbers and any other contacts the Project Manager deems as essential. The following template can be used or adapted for the project. Project Office Communications Directory Project Office: Insert Address and contact details NAME DESIGNATION/OFFICE ADDRESS TELEPHONE DETAILS E MAIL

PROJECT PERSONNEL

Stakeholder 1 (Client) Office: Insert Address and contact details NAME DESIGNATION/OFFICE ADDRESS TELEPHONE DETAILS E MAIL

CLIENT PERSONNEL

Stakeholder 2 (include all relevant organisations) Office: Insert Address and contact details NAME DESIGNATION/OFFICE ADDRESS TELEPHONE DETAILS E MAIL

STAKEHOLDER 2 PERSONNEL

FOLDER G2 COMMUNICATIONS DIRECTORY

PROJECT MANAGEMENT PLAN


Notes to Developer: The risk identification and management process is only required to be undertaken where the Project is regarded to have significant risks, or the client has requested it or government legislation requires it. The decision to proceed with the preparation of a Risk Management Plan shall be made by the Regional Manager. The foreseeable Project risks are documented within a Risk Identification, Analysis and Management Plan and a set of actions to be taken is formulated to both prevent each risk from occurring and reduce the impact of the risk should it eventuate. Developing a clear Risk Identification, Analysis and Management Plan is an important activity within the planning phase as it is necessary to mitigate all critical Project risks prior to entering the Execution phase of the project. A Risk Identification, Analysis and Management Plan may have been developed during the opportunity or proposal stage of a Project. If such a plan was developed in this stage then this should be referred to in developing the Planning Phase Plan. The Project Manager shall identify risks, their probable impact and the actions and timings to deal with them. This process shall be documented in the Risk Identification, Analysis and Management Plan and monitored and controlled during the execution of the Project. BMS form F-CLR10501: Risk Management Spreadsheet shall be used for the development of the Risk Identification, Analysis and Management Plan.

FOLDER H1 RISK IDENTIFICATION, ANALYSIS AND MANAGEMENT PLAN

PROJECT MANAGEMENT PLAN


Notes to Developer: The need to undertake the environmental risk identification and management process that is described below will depend on the location of the Project, the type of work and legislation in place that impacts on the Project. This will be decided at the commencement of the Project by the Project Manager and Regional Manager. The procedures to be followed by the Project team are described in SMEC procedures ENV PR101, ENV PR102 and ENV PR103 and summarised as follows: identify the environmental aspects for the Project, including those environmental aspects that SMEC can control, and those that it can only influence ii. identify the potential environmental impacts iii. identify, access and understand the relevant legal and other requirements, for their Projects and determine how the identified legal and other requirements apply to the significant environmental aspects for their projects iv. develop and document environmental objectives and targets for their Project, at the planning stage of the Project v. develop Environmental Management Programs The completed Form F-ENV10101 shall be included in the Project Management Plan. i.

FOLDER H2 ENVIRONMENTAL ASPECTS IDENTIFICATION, ANALYSIS MANAGEMENT PROGRAM

PROJECT MANAGEMENT PLAN

Notes to Developer: The need to undertake the preparation of the Project Occupational Health and Safety Plan will depend on the location of the project and the type of work and legislation in place that impacts on the Project. This will be decided at the commencement of the Project by the Project Manager and Regional Manager. Where it is required, each Project Manager shall undertake a risk assessment for the project using the BMS hazard identification checklists (F-OHS10301 and F-OHS10302). Once risks have been identified a Job Safety Analysis (JSA) will be undertaken for each risk. The BMS risk assessment calculator, FOHS10305, will be used to assess the seriousness of risks. The completed JSA shall be included in the Project Management Plan.

FOLDER H3 OCCUPATIONAL HEALTH AND SAFETY PLAN

PROJECT MANAGEMENT PLAN


Notes to Developer: Many clients especially international clients, require the Project to produce an inception report. These reports cover many of the same topics covered by this Project Management Plan. It is an important document. It does form part of SMECs Project Management System and can either be included in this folder or included in the Project Workspace and referenced from this document as shown below.

FOLDER I1 INCEPTION REPORT

PROJECT MANAGEMENT PLAN


Notes to Developer: A Design Process Plan is a sub plan of the Project Management Plan and establishes the requirements for developing, analysing, and verifying designs for controlling issuance and revisions of design documents, and for identifying design interface activities provided by SMEC. The Design Process Plan shall address: the required design organisation the design inputs and design criteria the resources required to perform the work verification and review activities progress of the work production of outputs (e.g. drawings and reports) change (e.g. changes requested or approved by the client) records client review and approval documentation of design determine the level of detailed checking required to ensure that the calculations are correct and adequate for the purpose.

SMEC already has a BMS document referring to design process and must be followed. This is: 1. PM-PR107: Design Management.

FOLDER I2.1 DESIGN PROCESS PLAN

PROJECT MANAGEMENT PLAN


Notes to Developer: The number and type of drawings and the design process required and the overall time frame of the Project will all have been identified during the Opportunity Phase of the Project. The planning and cost plans will have made certain assumptions about the time and cost of preparing the drawings in the design development process. These assumptions will include the manner of interaction between designers and drafters for the efficient production of the drawings. The Drafting Standards will be prepared at the start of the Project as part of the Project Management Plan. It will review all assumptions made at the opportunity phase. It will estimate the number of drawings for each component of the work, the type of drawings and standard of drawings (should be typical for the industry). SMEC already has two BMS documents referring to drafting processes that must be followed. These are:

2. W-PM10304 - Corporate Drafting Procedures


3. W-PM10308 - Corporate Drafting Work Instruction

The above documents shall be included in the Project Management Plan after they have been modified to suit the project conditions.

FOLDER I2.2 DRAFTING STANDARDS MANUAL

Many regional offices have developed drafting instructions to comply with local conditions but they must still conform to the above documents. The Project Manager is responsible for identifying the clients requirements for drawings and for modifying the above procedures accordingly.

PROJECT MANAGEMENT PLAN


Notes to Developer: Construction management tasks to be undertaken by SMEC can vary significantly from project to project. As such, one standard manual would not be suitable for all Projects and the Project Manager must develop a manual applicable for the Project. The Project Manager can use previously developed manuals as a starting template and can also request the Functional Manager to provide good examples. The management manual should provide a detailed description as to how the construction management tasks will be undertaken including, the inputs, description of the work activities, the outputs and the timing for each activity. The following table shall be used for guidance. Clause No. Description Possible Contents Required (y/n)

Only use applicable clauses. Clause not required if already included in Project Management Plan. 1.0 Pre- Bid Process Constructability Review and 1.1 Preliminary Service Estimate 1.2 Final Bid Document Review Bid evaluation manual 1.3 Bidding and Procurement Bid document preparation guide Prebid conference procedure 2.0 Award Process 2.1 Preaward Process 2.2 Execution of Contract Documents 2.3 Preconstruction Conference Notice to Proceed and Related 2.4 Documents 3.0 Construction Start-up 3.1 Possession of Site 3.2 Organisation and Management Office layout plan 3.3 Field Offices and Facilities Employment of local staff procedure 3.4 Contract Files File list Drawing schedules 3.5 Drawings and Specifications Drawings 3.6 Testing Services Contracts with suppliers 3.7 Permits 3.8 Public Relations Project brochures 3.9 Subconsultants Subconsultancy agreement 3.10 Documentation Copies of contractors contract 4.0 Communications Control 4.1 Document Control Communications Directory 4.2 Correspondence Letter Templates 4.3 Daily/Monthly Reports Meeting agenda template 4.4 Meetings Meeting minutes template 4.4 Photograph Records 5.0 Drawing Control Contract Drawing Distribution and 5.1 7 Revisions Shop Drawings, Working Drawings, 5.2 and Sample Submittals 5.3 Requests for Information/Clarification Standard forms 6.0 Schedule Control 6.1 Construction Contract Schedule 6.2 Contractor Time Extensions

FOLDER I3 CONTRACT ADMINISTRATION MANUAL

PROJECT MANAGEMENT PLAN


Clause No. Description Possible Contents Required (y/n)

8.4

Testing

Laboratory manual (if QC type work) Survey procedures

8.5 Materials Certification 8.6 Survey Control 8.7 Non Complying Work 9. Contract Completion 9.1 Completion Procedures 9.2 As-built Drawings and Records 9.3 Contractors Final Payment 10.Human Resources 10.1 Inductions 10.2 Staff Management 11. Safety 11.1 SMEC Safety Plan 11.1 Contractors Safety Plan 12. Public Relations 12.1 Public Relation Procedures

Staffing schedules

FOLDER I3 CONTRACT ADMINISTRATION MANUAL

7.0 Cost Control 7.1 Progress Payments 7.2 Method of Payment 7.3 Method of Measurement 7.4 Variation Orders 7.5 Claims Management 8.0 Quality Assurance and Control 8.1 Responsibilities 8.2 Contractor Quality Control 8.3 Inspections

Standard forms

PROJECT MANAGEMENT PLAN


Notes to Developer: Where the Project is implemented from the regional office, the Project Office administration activities will generally be undertaken by the regional office administration staff where the administration staff follow the regional office administration procedures. This is not the case for remote offices. Remote offices are described as those offices where the Project office is not provided with administration support by the regional office and the Project Manager must directly manage the administration tasks. To support these additional management tasks, a set of procedures will be required to guide staff in the completion of their duties. The following table can be used as a guide. Description FINANCE MANAGEMENT Invoicing Cash Sheets and Requests for Funds Petty Cash Purchasing Cash Advances COMMUNICATIONS Use of Telephones and Mobile Phones Use of E-mails OFFICE MANAGEMENT Security Project Vehicles Assets Accommodation PERSONNEL MANAGEMENT Engagement of Local Staff Leave Staff Records Time Sheets and Payment of Local Staff Staff Inductions

FOLDER I3 OFFICE ADMINISTRATION MANUAL