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PROJECT

DOCUMENT TITLE
PROJECT MANAGEMENT PLAN

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 PROJECT MANAGEMENT PLAN
INTRODUCTION
4.1 PURPOSE OF DOCUMENT

The purpose of the document is to develop a project management plan, based on the
objectives mentioned in the document, to serve as a road map for project
implementation, monitoring and control. With regard to the different knowledge
areas such as human resources and their responsibilities, project stakeholders,
project scope, project management methodology, constraints and risks.

4.2 AUDIENCE OF DOCUMENT

1. Project Sponsor/Client.
2. Company senior management.

4.3 EVOLUTION OF DOCUMENT

During the initiation phase, the business analysis department and the project
manager developed the project charter, which includes business justification,
project description, high-level requirements, measurable project objectives, project
management approach, high-level risks, assumptions, and constraints. then the
project sponsor then agreed to the project charter, so the project manager began to
identify project stakeholders and analyze their requirements, expectations, and
interests. And categorizing them based on the amount of power and influence
(stakeholders Analysis process). Then the project manager began planning the
various aspects of the project such as scope, resources and risks, Taking into
account a balance between these aspects and their impact on each other, to make the
project as one integrated unit. so that the plan would be a tool for implementing the
project until its closure.

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 Identify the individual team member and the specific PMP sections that they created / updated

M
PROJECT Initiation Planning Execution and Closing
STAGE C

&
Roles

Design

charter

Holding
Measure

program

meetings,
gathering
.finalize reqs
Schedule

Collect and
Create WBS
Create quality

Project budget
lessons learned

Implemenation
Collect&finalize

Create a project

information and
X X X
Business analyst

Project manager X X X X X X X X
and his team
X X X X
Planner engineer

X X
Quality manager

Project technical X X X
team

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 Individual Date
Version Comments
Responsible created

Business Analyst(BA)
 Collect client requirements.
 Identify and define the solutions
that will maximize the value
V.0 delivered by an organization to its 1 May 2022
stakeholders.
 Improving the way they do
business.
 Ensuring of realization of benefits.

Project Manager
 Defining the goals and requirements
for project.
 Conduct benefit analysis with
relevant stakeholders to validate
V.0 project scope alignment with 1 May 2022
organizational strategy.
 Develop project management plan.
 Manage activities and resources.
 Monitor and control project.
 Close the project.

V.0 Project quality engineer 1 May 2022

 Participate in developing quality

management plan.
 Prepare quality check lists.
 Measure and check quality of

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 project deliverables.
 Quality Assurance engineers
guarantee that the application
meets the business requirements.
Guarding it from bugs, errors,
and defects.

Designers
participates is generating original
graphic designs, user interface elements,
V.0 1 May 2022
creating UI mockups and prototypes, and
determining and troubleshooting the UX
problems.

Developers
 Understanding and implementing
product requirements via new and
existing technology stacks.
 Implementing automated unit test
cases surrounding your code.
V.0  Participating in bi-directional 1 May 2022
code reviews, design discussions,
and task breakdowns.
 Collaborating with teammates in
an Agile software development
lifecycle

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Project manager and his team

1. INITIATING STAGE TASKS

 Participate in the development of the project charter by compiling and analyzing

gathered information in order to ensure project stakeholders are in agreement on its
elements.
 Conduct benefit analysis with relevant stakeholders to validate project alignment with
organizational strategy and expected business value.
 Perform stakeholder analysis using appropriate tools and techniques in order to align
expectations and gain support for the project.

2. PLANNING STAGE TASKS

 Review and assess detailed project requirements, constraints, and assumptions with
stakeholders based on the project charter, lessons learned, and by using requirement
gathering techniques in order to establish detailed project deliverables.
 Develop a scope management plan, based on the approved project scope and using
scope management techniques, in order to define, maintain, and manage the scope of
the project.
 Develop the cost management plan based on the project scope, schedule, resources,
approved project charter and other information, using estimating techniques, in order
to manage project costs.
 Develop the project schedule based on the approved project deliverables and
milestones, scope, and resource management plans in order to manage timely
completion of the project.
 Develop resource management plan by defining the roles and responsibilities of the
project team members in order to create a project organizational structure and provide
guidance regarding how resources will be assigned and managed.

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 Develop the communications management plan based on the project organizational
structure and stakeholder requirements, in order to define and manage the flow of
project information.
 Develop the procurement management plan based on the project scope, budget, and
schedule, in order to ensure that the required project resources will be available.
 Develop the quality management plan and define the quality standards for the project
and its products, based on the project scope, risks, and requirements, in order to
prevent the occurrence of defects and control the cost of quality.
 Develop the change management plan by defining how changes will be addressed and
controlled in order to track and manage change.
 Plan for risk management by developing a risk management plan; identifying,
analyzing, and prioritizing project risk; creating the risk register; and defining risk
response strategies in order to manage uncertainty and opportunity throughout the
project life cycle.
 Present the project management plan to the relevant stakeholders according to
applicable policies and procedures in order to obtain approval to proceed with project
execution.
 Conduct kick-off meeting, communicating the start of the project, key milestones, and
other relevant information in order to inform and engage stakeholders and gain
commitment.
 Develop the stakeholder engagement plan by analyzing needs, interests, and potential
impact in order to effectively manage stakeholders' expectations and engage them in
project decisions.

3. EXECUTING STAGE TASKS

 Acquire and manage project resources by following the resource and procurement
management plans in order to meet project requirements.
 Manage task execution based on the project management plan by leading and
developing the project team in order to achieve project deliverables.

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 Implement the quality management plan using the appropriate tools and techniques in
order to ensure that work is performed in accordance with required quality standards.
 Implement approved changes and corrective actions by following the change
management plan in order to meet project requirements.
 Implement approved actions by following the risk management plan in order to
minimize the impact of the risks and take advantage of opportunities on the project.
 Manage the flow of information by following the communications plan in order to keep
stakeholders engaged and informed.
 Maintain stakeholder relationships by following the stakeholder management plan in
order to receive continued support and manage expectations.

4. MONITORING AND CONTROLLING STAGE TASKS

 Measure project performance using appropriate tools and techniques in order to

identify and quantify any variances and corrective actions.
 Manage changes to the project by following the change management plan in order to
ensure that project goals remain aligned with business needs.
 Verify that project deliverables conform to the quality standards established in the
quality management plan by using appropriate tools and techniques to meet project
requirements and business needs.
 Monitor and assess risk by determining whether exposure has changed and evaluating
the effectiveness of response strategies in order to manage the impact of risks and
opportunities on the project.
 Review the issue log, update if necessary, and determine corrective actions by using
appropriate tools and techniques in order to minimize the impact on the project.
 Capture, analyze, and manage lessons learned, using lessons learned management
techniques in order to enable continuous improvement.
 Monitor procurement activities according to the procurement plan in order to verify
compliance with project objectives.

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5. CLOSING STAGE TASKS

 Obtain final acceptance of the project deliverables from relevant stakeholders in order
to confirm that project scope and deliverables were achieved.
 Transfer the ownership of deliverables to the assigned stakeholders in accordance with
the project plan in order to facilitate project closure.
 Obtain financial, legal, and administrative closure using generally accepted practices
and policies in order to communicate formal project closure and ensure transfer of
liability.
 Prepare and share the final project report according to the communications
management plan in order to document and convey project performance and assist in
project evaluation.
 Collate lessons learned that were documented throughout the project and conduct
 a comprehensive project review in order to update the organization's knowledge base.
 Archive project documents and materials using generally accepted practices in order to
comply with statutory requirements and for potential use in future projects and audits.
 Obtain feedback from relevant stakeholders using appropriate tools and techniques
and based on the stakeholder management plan in order to evaluate their satisfaction.

PROJECT INFORMATION
KEY STAKEHOLDERS

1. Project Sponsor/Client
2. Project Consultant
3. Company Senior management
4. Project manager
5. Project team members
6. End users
7. Company departments staff
8. Company suppliers and sub-contractors
9. Governmental Entities

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STAKEHOLDERS REGISTER

Contact
Name Position Requirements Expectations Influence Classification
Information
1. Technical Project
Project Phone: requirements.
2. High quality of the completion on high Internal
Sponsor/Client Email:
project. budget
1. Completion of the
project within the
Constant
contractual period.
Project Phone: cooperation
2. Completion of the
with executing high Internal
Consultant Email: project within the
company
specified budget.
(contractor)
3. Achieving quality
requirements.
Project
completion on
Company
Phone: Cost saving and budget, on time,
Senior high Internal
Email: maximum revenue achieve
management
strategic
objectives
Project
Project Phone:
Availability of Resources completion on high Internal
manager Email:
budget, on time
Respect,
Project team Phone:
Good salary knowledge, high Internal
members Email:
good salary

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 Phone: Best mall in the
End users High services low External
Email: city

Company Respect,
Phone:
departments Good salary knowledge, Moderate Internal
Email:
staff good salary
Company
Respect,
suppliers and Phone:
Invoices on time continuously high External
sub- Email:
cooperation
contractors

Governmental Phone: continuously

Legal requirements high External
Entities Email: cooperation

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STAKEHOLDER ANALYSIS MATRIX

Place stakeholders with high power and low Place stakeholders with high power and
interest in the project here. high interest in the project here.

Governmental Entities Project Sponsor/Client

Company Senior management

Project Consultant

Place stakeholders with low power and low Place stakeholders with low power and high
POWER

interest in the project here. interest in the project here.

End users Project team members

Company suppliers and sub-contractors Company departments staff

INTEREST

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SCOPE
OUT-OF-SCOPE FEATURES

They are the features the project team isn’t responsible for delivering:

1. Website server
2. Operation and maintenance.

DELIVERY APPROACH JUSTIFICATION

We have agreed to use Agile Software Development Life Cycle (SDLC) model
management approach to manage the project. Agile relies on a continuous, cyclic
process that encourages flexibility, experimentation, and adaptability. This
approach includes cross-functional teams that work on iterations of a product,
which is then organized and prioritized based on the evolving needs and wants of
the customer.

Business stakeholders and developers work hand-in-hand to create a product that

aligns with both the customer needs and the company goals. Agile combines each
working piece of a project to create the most comprehensive, effective product
possible.

These four principles are meant to inspire us to build secure software in an agile
way:
1. Rely on developers and testers more than security specialists.
2. Secure while we work more than after we’re done.
3. Implement features securely more than adding on security features.
4. Mitigate risks more than fix bugs.
It focuses on collaborative decision-making, customer satisfaction, and development
over multiple short cycles or sprints, rather than a top-down process with a single
series of stages. Your teams work in multiple cycles, which typically last between
two and four weeks.

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Each iteration of agile SDLC consists of cross-functional teams working on various
phases:

1. Requirement gathering and analysis.

2. Design the requirements.
3. Construction/ iteration.
4. Deployment.
5. Testing.
6. Feedback.

We approve agile methodology for some reasons Project is divided into short and
transparent iterations. Agile is a flexible change process, It minimizes the risk of
software development, quick release of the first product version, the correctness of
functional requirement is implemented into the development process, and Customer
can see the result and understand whether he is satisfied with it or not.

Comparison between Waterfall and Agile:

Agile Waterfall

 Continuous cycles.  Sequential/linear stages.

 Small, high-functioning,  Upfront planning and in-depth
collaborative teams. documentation.
 Multiple methodologies.  Contract negotiation.
 Flexible/continuous evolution.  Best for simple, unchanging
 Customer involvement. projects.
 Close project manager
involvement.

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5.5 BUSINESS VALUE (FINANCIAL & NON-FINANCIAL
BENEFITS)
FINANCIAL BENEFITS

1. Cost reduction.
2. Achieving the target revenue.
3. Improving competitive advantages to take market share from competitors.

NON-FINANCIAL BENEFITS

1. Achieve the level of quality required for project deliverables and features.
2. Error rate reduction.
3. Improving systems, infrastructure and processes.
4. Improving employee satisfaction.
5. Improving employee capabilities.
6. Achieving client satisfaction with the project product(A higher level of customer
service).
7. Increased customer retention rate.
8. Improving company reputation.
9. Improve vulnerable animal’s survival probability in the animal’s wild
environment.

5.6 CONSTRAINTS

1. Project limited duration, 3 months.

2. Project limited budget, $20k (grant from the University of Melbourne’s
Accelerator Program).
3. Complicated scope with forked features.
4. Limited project resources.
5. Project external dependencies.

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6. Considerable number of Project risks, especially risk pertain of supply required
project procurement from vendors.
7. High-quality level.
8. Customer Satisfaction.

Validate Scope Process

Scope validation refers to the process of verifying and formalizing acceptance of the
completed project deliverables.

The project manager decide to rely on Inspection technique to verify the completion
of the project deliverables as the requirement documentation and project scope
statement. Through inspection the developer is going to measure, examine, and
validate to determine whether work and deliverables meet requirements and
product acceptance criteria. Then take approval with formal signature from the
customer.

The verification of deliverables be tracked using Acceptance Log,

WBS ID WBS Name Deliverable Verified By Variance Notes

Control Scope Process

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Controlling project scope is the process of monitoring the status of the project scope
and managing changes to the scope baseline (project scope statement, WBS, and
WBS dictionary).

The project manager is responsible for monitoring the project scope to ensure the
project remains within the scope baseline. To achieve that the project manager is
going to rely on two techniques Variance analysis and Trend analysis.

The project manager document related information on how the project and product
scope are performing compared to the scope baseline on work performance
information reports, with identify any scope variance and its causes.

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6.1 RISK MANAGEMENT
PROBABILITY AND IMPACT MATRIX
Threats are represented in a common probability and impact matrix using negative
impact definitions for threats.

THREATS

I Very Low Low Moderate High

Very High (0.80)
P (0.05) (0.10) (0.20) (0.40)
Very High
(0.90)
0.05 0.09 0.18 0.36 0.72

High
0.04 0.07 0.14 0.28 0.56
(0.70)

Moderate
0.03 0.05 0.10 0.20 0.40
(0.50)
Low
0.02 0.03 0.06 0.12 0.24
(0.30)
Very Low
0.01 0.01 0.02 0.04 0.08
(0.10)

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Ris
Specific Risk Type
k Description Probability Impact Justification
(Business/ Project/ Product)
ID
There may be a malfunction in the
3rd Party Systems case of choosing an incompetent High Very High  Delaying of project
R1
(integration with) hosting company for the 0.70 0.80 schedule.
requirements of the project
 Negative impact on the
A software bug is an error, flaw or
quality results of project
fault in computer software that Moderate Very High deliverables.
R2 Software Bugs causes it to produce an incorrect or
0.50 0.80  Delaying of project
unexpected result, or to behave in
schedule.
unintended ways.

Errors in designing project As a result of poor technical

Low Very High  Delaying of project
codes and determining their competence, errors may occur in
R3 schedule.
specifications(Poor Quality the project codes and determining 0.30 0.80  Increasing of project cost.
Code) project specifications
Failure to meet all the
Data migration / population Moderate High
requirements of the website Negative impact on the quality
R4 (Scope and scale of content
interfaces, major requirements 0.50 0.40 results of project deliverables.
migration)
may be lost

A project group falls to achieve the Moderate High

R5 Poor Productivity  Delaying of project schedule.
target productivity 0.50 0.40

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 Generic Risk Type
Risk
(Business/ Project/ Description Probability Impact Justification
ID
Product)
Unclear vision of the client that due to
many change with uncontrolled  Delaying of project
management from project manager to High Very High schedule.
R6 Scope Creep
study the impacts of changes on other 0.70 0.80  Increasing of project
project aspects such as time, cost, and cost
quality
As a result of using inaccurate
Inaccurate estimate  Increasing of project
estimation methods to calculate project Moderate
/underestimate estimate Very High cost
R7 activities duration and costs, this lead to
of project duration, 0.50 0.80  Delaying of project
Inaccurate estimate of project duration
resources and budget schedule
and budget

 Delaying of the target

finish date of the
project.
Selecting an inappropriate bidding
Selecting unqualified Moderate  Delaying of client
strategy for the project lead to selecting Very High
R8 company that to Return On
unqualified company to implement the 0.50 0.80
implement the project Investment(ROI)
project
 Negative impact on the
quality results of
project deliverables

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  Delaying of project
Poor project Poor communications and coordination Low Very High schedule
R9 communications between project stakeholders lead to
0.30 0.80  Negative effect on
management conflicts between project parties
customer satisfaction.

Inadequate Client Experience belong to Low High

Slow decision making  Delaying of project
R10 the nature and project scope lead to
from the client 0.30 0.40 schedule
slowing down client decision making

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Ris
Response Resources
k Trigger Owner Response
Strategy type Required
ID
Project The requirements must be fully
No integration with the  Financial resources for
R1 developer identified and tested/prototyped, Transfer
third party server contracting
manager and sooner rather than later

selecting a team of developers with

Existing of malfunctions
Quality competence and experience in the  Competent developers.
R2 in the functions of Mitigate
Manager scope of the project with conducting  Financial resources for training.
deliveries
training plans

selecting a team of designers with

Operating errors and Quality competence and experience in the  Competent designers.
R3 Mitigate
code crashes Manager scope of the project with conducting  Financial resources for training.
training plans
We should fully identify and specify
 Project client refused
Project all data (website content) with Financial resources for workshops
R4 to approve site Mitigate
manager determination who has it, what and hold meetings
interfaces
format it’s in
 Determine the productivity
levels of your development team
 Delayed completion of Project with using of tools such as burn- Performance measurement tools and
R5 Mitigate
activities by two days manager down charts or iteration reports. reports
 Minimize time waste during
work day.

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22
 SCHEDULE MANAGEMENT PLAN
The project schedule is the roadmap for how the project will be executed. Schedules are an
important part of any project as they provide the project team, sponsor, and stakeholders
a picture of the project’s status at any given time. The purpose of the schedule
management plan is to define the approach the project team will use in creating the
project schedule. This plan also includes how the team will monitor the project schedule
and manage changes after the baseline schedule has been approved.

SCHEDULE MANAGEMENT APPROACH

Project schedules will be created using Oracle Primavera P6 or Microsoft project starting
with the deliverables identified in the project’s Work Breakdown Structure (WBS).
Activity definition will identify the specific work packages which must be performed to
complete each deliverable. Activity sequencing will be used to determine the order of work
packages and assign relationships between project activities. Activity duration estimating
will be used to calculate the number of work periods required to complete work packages.

THE SCHEDULE MANAGEMENT STEPS ARE:

1. Define activities
2. Sequence activities
3. Estimate activity durations
4. Develop schedule
5. Control schedule

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The following will be designating as milestones for the project schedule:

# Milestone Type (Start / Finish) Date

1 Project Start Start

2 Project Finish Finish

ROLES AND RESPONSIBILITIES FOR SCHEDULE DEVELOPMENT

ARE AS FOLLOWS:
The project manager will be responsible for facilitating work package definition,
sequencing, and estimating duration and resources with the project team. The project
manager will also create the project schedule using Microsoft Project Software and
validate the schedule with the project team, stakeholders, and the project sponsor. The
project manager will obtain schedule approval from the project owner and the project
consultant and baseline the schedule.

The project team is responsible for participating in work package definition, sequencing,
and duration and resource estimating. The project team will also review and validate the
proposed schedule and perform assigned activities once the schedule is approved.

The project consultant will participate in reviews of the proposed schedule and approve
the final schedule before it is baselined. The project stakeholders will participate in
reviews of the proposed schedule and assist in its validation.

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SCHEDULE CONTROL
The project schedule will be reviewed and updated as necessary on weekly basis with
actual start, actual finish, and completion percentages which will be provided by task
owners.

The project manager is responsible for holding weekly schedule updates/reviews;

determining impacts of schedule variances; submitting schedule change requests; and
reporting schedule status in accordance with the project’s communications plan.

The project team is responsible for participating in weekly schedule updates/reviews;

communicating any changes to actual start/finish dates to the project manager; and
participating in schedule variance resolution activities as needed.

The project client and the consultant will maintain awareness of the project schedule
status and review/approve any schedule change requests submitted by the project
manager.

SCHEDULE CHANGES AND THRESHOLDS

If any member of the project team determines that a change to the schedule is necessary,
the project manager and team will meet to review and evaluate the change. The project
manager and project team must determine which tasks will be impacted, variance as a
result of the potential change, and any alternatives or variance resolution activities they
may employ to see how they would affect the scope, schedule, and resources. If, after this
evaluation is complete, the project manager determines that any change will exceed the
established boundary conditions, then a schedule change request must be submitted.

Submittal of a schedule change request to the project client for approval is required if
either of the two following conditions is true:
  The proposed change is estimated to reduce the duration of an individual work
package by 10% or more, or increase the duration of an individual work package by
10% or more.
 The change is estimated to reduce the duration of the overall baseline schedule by
10% or more, or increase the duration of the overall baseline schedule by 10% or
more.
The acceptable variance is 5% compared with the schedule baseline.

Once the change request has been reviewed and approved the project manager is
responsible for adjusting the schedule and communicating all changes and impacts to the
project team, project sponsor, and stakeholders. The project manager have to also ensure
that all change requests are archived in the project records repository.

SCOPE CHANGE
Any changes in the project scope, which have been approved by the project client, will
require the project team to evaluate the effect of the scope change on the current schedule.
If the project manager determines that the scope change will significantly affect the
current project schedule, he may request that the schedule be re-baselined in consideration
of any changes which need to be made as part of the new project scope. The project client
have to review and approve this request before the schedule can be re-baselined.

SCHEDULING TOOL AND METHODOLOGY

We will use scheduling tool, Bar (Gantt) chart, Milestone charts, and Network diagram,
with depending on the Critical Path Methodology to determine and monitor the project
duration.

RULES OF PERFORMANCE MEASUREMENT

Earned value management (EVM) technique will be used to measure the project time
performance, we will calculate Schedule Variance (SV) and Schedule Performance Index
(SPI) to determine the variation compared with the original schedule baseline.

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 SV = EV – PV
SPI = EV/PV
Where, EV (Earned Value) and PV (Planned Value).

If the Schedule Performance Index has a variance of between 0.1 and 0.2 the Project
Manager must report the reason for the exception. If the SPI has a variance of greater
than 0.2 the Project Manager must report the reason for the exception and provide
management a detailed corrective plan to bring the projects performance back to
acceptable levels.

Performance Measure Yellow Red

Between 0.9 and 0.8 or Less Than 0.8 or Greater

Schedule Performance Index (SPI)
Between 1.1 and 1.2 than 1.2

REPORTING
 The formats of schedule reports will be in Pdf documents format, with tables, charts
such as Gantt chart, Milestone charts and Network diagram.
 The frequency of schedule reports will be weekly basis and monthly basis.
 Dashboards will be used for project schedule reporting.

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 COST MANAGEMENT PLAN
INTRODUCTION
The Cost Management Plan clearly defines how the costs on a project will be managed
throughout the project’s lifecycle. It sets the format and standards by which the project
costs are measured, reported and controlled. The Cost Management Plan:

1. Identifies who is responsible for managing costs.

2. Identifies who has the authority to approve changes to the project or its budget.
3. How cost performance is quantitatively measured and reported upon.
4. Report formats, frequency and to whom they are presented.

COSTMANAGEMENT APPROACH
The project manager creates Cost Accounts at the third and fourth levels of the WBS.
Where Control Accounts (CA) will be created at this level to track costs. To estimate
project costs, the project manager will use Bottom-Up Estimating technique.

RULES OF PERFORMANCE MANAGEMENT

The rules of performance management is to determine how costs will be tracked against
the budget.

The project manager decide to rely on Earned value Management (EVM) rules to measure
the cost performance. We will calculate Cost Variance (CV) and Cost Performance Index
(CPI) to determine the variation compared with the original Cost baseline.

CV = EV – AC

CPI = EV/AC

Where, EV (Earned Value) and AC (Actual Cost).

If the Cost Performance Index has a variance of between 0.1 and 0.2 the Project Manager
must report the reason for the exception. If the CPI has a variance of greater than 0.2 the

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Project Manager must report the reason for the exception and provide management a
detailed corrective plan to bring the projects performance back to acceptable levels.

Performance Measure Yellow Red

Between 0.9 and 0.8 or Less Than 0.8 or Greater

Cost Performance Index (CPI)
Between 1.1 and 1.2 than 1.2

COST REPORTING AND FORMAT

The formats and frequency for the various cost reports,

 Costs will be recorded daily in staff timesheets and the main project cost sheet.
 The project manager submit weekly and monthly cost report to sponsor and top
management.
 The formats of cost reports will be in Pdf documents format, with tables, charts.
 Dashboards will be used for project cost reporting.

QUALITY MANAGEMENT PLAN

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1. GENERAL

The QUALITY MANAGEMENT PLAN set forth herewith is a product of researches

which incorporates the standards, rules &/or regulations applicable to a Construction
Industry where THE CONTRACTOR has major business interests.

This plan is consistent with the requirements of International Standard ISO 9001 (ISO
9001:2015 - Quality management systems).

The Contractor shall develop and maintain a QUALITY MANAGEMENT PLAN to

ensure integrated In-service maintenance is performed IAW commonly accepted
commercial practices. The contractor shall develop and implement procedures to identify,
prevent, and ensure non- recurrence of defective services. At a minimum, the contractor
shall develop quality control procedures addressing the areas identified in contract. The
Quality Management Plan includes two quality processes, Quality Assurance (QA) process
and Quality Control (QC) process,
Quality-Assurance Services: Activities, actions, and procedures performed before and
during execution of work to guard against defects and deficiencies and ensure that
proposed construction complies with requirements.
Quality-Control Services: Tests, inspections, procedures, and related actions during and
after execution of work to evaluate that completed construction complies with
requirements.

The contractor shall establish, document, and maintain Quality-Control Plan to ensure
that services conform to specified requirements. The Quality-Control Plan to be
maintained by the contractor covers the requirements of the ISO: 9002 standard. Quality-
Control Plan includes or references the quality procedures and outlines the documentation
structure to be utilized.

The Quality Management Plan shall function to provide confidence that:

 The system is understood, implemented, maintained, and effective.

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  The products satisfy Contractor’s needs and expectations.

 The needs of the environment are met.

 Emphasis is placed on problem prevention rather than detection.

The plan is structured to establish control and assurance over all operational processes
affecting product and service quality.

Figure 1.0 groups The Quality-Control Plan elements into three specific categories:
Management Elements, Core Process Elements, and And Foundation Elements.

FIGURE 1.0 GROUPS THE QUALITY-CONTROL PLAN ELEMENTS

The management elements are intended to oversee the continued suitability and
improvement of the plan. The core process elements deal with the physical developments
of the services. The foundation elements support and reinforce the management and core
process elements. The plan structure also takes into consideration the four basic facets of
quality that are described as follows:

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 1. Quality due to definition of needs for the services.

2. Quality due to services design.

3. Quality due to conformance of services delivery.

4. Quality due to services support.

As shown in Figure 2.0, The Quality-Control Plan consists of documented procedures that
individually explain and detail the process and collectively coordinate all necessary
processes required to accomplish the required tasks. The documented system addresses
the policy and philosophy of the contractor organization related to the various system
elements of the Project.

Philosophy and Policy

Quality Management Program
WHY

Principles and Strategy

WHAT, WHEN,
WHERE and WHO
Practice
Work Instructions
HOW

Proof
RECORDS

FIGURE 2.0: THE DOCUMENTATION HIERARCHY IN THE QUALITY-CONTROL PLAN

The Quality Management Plan of the Project requires that contractor define and
document how quality requirements are to be met. Quality planning shall be consistent
with all other requirements of The Quality-Control Plan and documented in a suitable
manner. The following will be considered in meeting specific project requirements.

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 • Preparation of quality control procedures

• Identification and acquisition of controls, equipment, and skills

• Compatibility of design, process, installation, service, inspection, and testing

• Updating quality techniques

• Identification of measure requirements

• Suitable verification at appropriate stages

• Clarification of unacceptable standards

• Identification and preparation of quality records

The Quality Management Plan must define:

• Quality objective desired

• Steps in operating practice (flow charts)

• Allocation of responsibility, authority, and resources

• Documented procedures to be applied

• Inspection testing and audit programs

• Procedures for modification to the quality plan

• Methods for measuring quality objective achievement

2. QUALITY POLICY

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The objective of The Quality Management Plan is to ensure that a high-quality service is
submit by the contractor. Quality Control Personnel cannot inspect “Quality” into
completed work. They can only verify that good quality work is produced.

The contractor shall provide a Quality Control team staffed by three (3) inspectors and
equipped to the extent deemed necessary to support the program. Such support facilities
include and not be limited to:

1. Adequate materials testing services.

2. Qualified personnel to inspect and evaluate work performed.

3. Clearly defined acceptability criteria for all work performed.

4. Responsibility and authority of quality control and inspection personnel to reject

unsatisfactory work and have it corrected.

5. System for identifying, reporting controlling, processing, correcting and documenting

of non-conformance and their resolution.

6. A system of reporting and recording to fully document inspections and tests made and
quality levels attained.

3. QUALITY STANDARDS

The Quality Management Plan of The contractor shall take full account of the
requirements of such codes and criteria, together with the applicable documents of
Engineering Standards.

Compliance with Laws, Regulations, Applicable Codes and Standards is mandatory and
take precedence over all other codes where conflicts arise.

4. ORGANIZATION

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The typical Quality Control section shall be divided into two parts, On – Site and Off –
Site. The Off – Site organization reports to the Manager of Procurement. The quality
control of materials and equipment form Off – Site shall be the responsibility of the
Quality Control Engineer as they arrive On – Site for inspection, protection, storage,
handling and installation in the Permanent work. The On – Site organization report to the
Quality Control Engineer, QC Engineer should:

(a) On – Site work – to include all inspection services.

Figure 3.0 describes the organizational arrangement of the Quality Control Section within
the Organizational Chart of THE CONTRACTOR for the Project.

It shall be the sole duty and responsibility of the Quality Control Engineer and his staff to
organize, coordinates, conducts and otherwise implement the Quality Control Plan as
submitted by the contractor and approved by the Client. No other duties and
responsibilities shall be assigned to the Quality Engineer or his staff unless expressly
authorized in writing by Client. The Quality Control Engineer or his approved alternate
shall be on the job site at all times while work is in progress.

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 Project Manager

Quality Manager

Procurement
Manager Inspector

Procurement
Inspectors Inspector

Inspector

Independent Laboratory
Laboratory Testing
FIGURE 3.0 – THE ORGANIZATIONAL CHART FOR QUALITY CONTROL

36
The QC Engineer will operate as a separate and independent section within the Project
Organization, reporting directly to the Project Manager its duty being to ensure
conformance to applicable standards, specification and drawings with respect to materials,
workmanship, finish and functional performance, providing a statement that assures the
end product complies with specification. In the absence of the QC Engineer, the Project
Manager will be in – charge of the Quality Control operation.

The contractor may assign direct employees or sub – contractor employees for certain
types of work but in all cases, all employees whether direct or sub – contractor will work
under the control of the Q.C. Engineer.

The contractor shall provide corrective action plans, proposal submittals, timely
identification of issues, and effective management of subcontractors. The contractor shall
seek to ensure customer satisfaction and professional and ethical behavior of all contractor
personnel.

4.1 QUALITY CONTROL PERSONNEL AUTHORITY

4.1.A QC Engineer may at any time stop any work – in progress not fully complying with
the Contract requirements. In stopping any work, a notice stating the reasons for
stoppage will be issued. Work will not proceed until these unsatisfactory conditions
have been rectified / corrected.

4.1. B Full authority on behalf of the contractor to implement all aspects of The Quality
Management Plan including authority to reject non – complying work and order of
its removal is vested in the Quality Control Engineer.

4.1.C Any deficiency will be corrected and the QC Engineer shall be notified accordingly,
before concealment of such work.

4.1.D QC Engineer is authorized within his assigned areas of responsibility to

approve/accept work that complies with the specifications and agreed engineering
standards.

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4.2 RESPONSIBILITY OF THE QC ENGINEERING PERSONNEL

4.2.A QC Engineer

4.2.A.1 Ensure all materials/equipment received on site are inspected for contract
compliance and are properly stored.

4.2.A.2 Ensure all testing is performed as required under the technical provisions of the
contract specifications.

4.2.A.3 Maintain records of QC activities and make these records available at any time to
the Client’s authorized representative.

4.2.A.4 Ensure adherence to regulations laid down by Contractor and/or any of its
employed Consultants pertaining to the manner, method and procedure of the
execution of the works.

4.2.A.5 Enforce “Hold – Points”.

4.2.A.6 Deal directly with field supervisors to correct identified deficiencies and notify the
QC Inspector prior to concealment of corrected work.

4.3 QC INSPECTORS

4.3.A.1 Conduct field and off – site inspection and testing as per Specifications,
Engineering Standards and Drawings.

4.3.A.2 Conduct inspection “Hold Point” release.

4.3.A.3 Ensure that all materials delivered on site are as per approved documents.

4.3.A.4 Conduct testing and commissioning inspections.

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4.4 QC MEETINGS
4.1.A Each day, every member of the QC team will interface with the QC Engineer
thereby ensuring an exchange of progress and/or information. At the end of each
day’s work, each Q.C. Inspector will submit a daily report to be submitted in the
following day to the authorized Consultant.

4.2.B A bi – weekly QC meeting will be held at a time and day to be determined which will
enable the week’s progress/problems to be discussed and also formulate the weekly
QC report to the Contractor. A Q.C. meeting with the Client will be held at the
Client’s site office bi – weekly at a time and day to determined, to assess the
progress and problems to be discussed.

4.5 INTERFACING WITH OTHER COMPANY DEPARTMENTS

The contractor must maintain continuity between the support operations and the
contractor's corporate offices.
(a) 4.5. A While the QC Section is a separate entity within the contractor project
organization it may, from time to time require the temporary assistance of
specialist. The QC Engineer is authorized to call upon anyone in the contractor
Project Team, to assist in the review of technically complex problems or for the
resolution of certain problems which may occur during construction.

(b) 4.5. B Daily contact with the Project Manager and Site Supervisors will be
maintained to encourage the reduction and eventual elimination of site problems
while still ensuring contract schedules and programs are maintained.

5. CONTRACT REVIEW

The Quality Management Plan requires that the contractor and its project organization
have documented procedures for contract review and for the coordination of review
activities.

39
Before the acceptance of the contract with the Contractor, the organization has reviewed
the proposed contract to ensure that:

A. All requirements are adequately defined.

B. All verbal requirements are documented.
C. All differences are resolved.
D. The organization is capable of meeting all contract requirements.

A thorough understanding of the Contractor’s requirement is essential at the time of

formulation of the Contract. Communication with the Contractor’s prior to finalizing the
Contract may be necessary in order to understand the detailed requirements.

The Contract review process can be viewed as three steps consisting of:
5.2.2.1 Review contract at inception and subsequent stages.
5.2.2.2 Reaching agreement within the internal The contractor organization as to
definition, understanding requirements, and capability to meet requirements.
5.2.2.3 Review of contract review results with the Contractor to achieve consensus. To do
so, the contractor has developed a contract review procedure with following features:

5.2.2.4 All applicable parties have opportunity to revise.

5.2.2.5 A check list to verify review and the understanding of requirements.

5.2.2.6 Method for reviewers to address and resolve questions.

5.2.2.7 A draft Quality Plan for successful Contract implementation.

5.2.2.8 A provision for review in the event of change to the contract.

Contract review procedures are unique to the type of contract being undertaken. Figure
5.0 helps to clarify the contract review process. It starts with the Client’s request to the
contractor, which initiates the contract review process that consists of defining the
requirements, determining capability to deliver, and resolving differences with the Client.
The design review activities result in a Contract that will meet the Client’s expectations
and the operational needs of the contractor. During the contract delivery process, any

40
Client amendments requested must go back to THE CONTRACTOR and be clarified with
the Client. The Client amendments then are put through the Contract review process and
implemented as appropriate. Finally, the products from the amended Contract are
delivered to the Client. If the product is to meet a generic or existing configuration the
Contract review process will be relatively simple. The considerations will be limited to
details – for instance, quantity, color, type, style, price, and delivery. Service Contract
details to consider are scope of service, number of people involved, timetables, and costs to
the consumer.

Regardless of the complexity of the Contract, it must be given detailed attention and
receive agreement between both parties prior to finalization. To meet the requirements of
ISO 9002, The Quality Management Plan assigning responsibility, authority, and
delegation to perform required verification activities should be defined in all Contract
documents. Each organization involved in the project would be responsible for segments of
the overall The Quality Management Plan.

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 CLIENT REQUEST

Contractor

SUBCONTRACT REVIEW PROCESS

DEFINED REQUIREMENT

CAPABILITY TO DELIVER

RESOLVE DIFFERENCES

SUBCONTRACT

SUBCONTRACT DELIVERY
PROCESS

CONTRACTOR AMENDMENT

DELIVERY

FIGURE 5.0 - THE CONTRACT REVIEW PROCESS

6.2.3 DOCUMENT AND DATA CONTROL – GENERAL

The Quality Management Plan requires that THE CONTRACTOR shall establish and
maintain documented procedures for document and data control. All internal and external
documents and data that relate to the Contract are to be considered. Examples of external
documents are invoked standards and Contractor’s drawings. It is noted that documents
and data can be in any form such as hard copy or electronic media.

42
Documents and data containing information or instructions can be recorded, transmitted,
or received using a variety of media. The Quality Management Plan provides control of
procedures and responsibilities for approval, issue, distribution, and administration of
documents. Consideration must be given to the removal of obsolete documents. A master
list of documents including approval lists, distribution, and revision status may be issued
to accomplish document control. Documents included are those documents pertinent to
purchasing, work instructions, quality standards, inspection instructions, and quality
system documents.

6.2.3.1 INTERNAL PROCEDURES SHOULD DESCRIBE:

1. How the documentation for these functions is to be controlled.
2. Who is responsible for the control?
3. What is to be controlled?
4. Where and when control is to take place.

6.2.3.2 THE FOLLOWING ARE EXAMPLES OF DOCUMENTS THAT REQUIRE

CONTROL:
 Drawings.
 Specifications.
 Inspection instructions.
 Test procedures.
 Work instructions.
 Operations sheets.
 Operational procedures.
 The QA/QC plan procedures.

 In compliance with the Quality Control requirements of Contract deem it proper

develop its own system and procedures on Document Management System (DMS)
which shall serve as guideline on the proper document control and processes pertinent

43
 to design, purchasing, work instructions, quality standards, inspection instructions, and
quality system documents.
 Permits, Licenses, and Certificates: For District's records, submit copies of permits,
licenses, certifications, inspection reports, releases, jurisdictional settlements, notices,
receipts for fee payments, judgments, correspondence, records, and similar documents,
established for compliance with standards and regulations bearing on performance of
Work to COTR.

6.2.3.3 DOCUMENT AND DATA APPROVAL AND ISSUE

All documents and data must be reviewed and approved prior to issue by authorized
personnel. A master list identifying the revision level shall be developed and readily
available to preclude use of invalid or obsolete documents. In lieu of a master list, an
equivalent control procedure may be developed. This control shall ensure that:

6.2.3.3. A the correct issue of the document is available for use at all locations where the
work is to be performed.
6.2.3.3. B Invalid or obsolete documents are removed from all areas where work is
performed.
6.2.3.3. C Obsolete documents that are retained are appropriately identified.
Documents and data containing information or instructions can be managed using a
variety of media. The documented procedure must define responsibility for approval,
issue, distribution, administration, and removal of obsolete documents. Document control
should include documents or computer records pertaining to design, purchasing, work
execution, quality standards, inspections, and quality system documents.

6.2.3.4 DOCUMENT AND DATA CHANGES

The Quality Management Plan requires that changes to documents and data to be
reviewed and approved by the same function that originally performed the reviewing and
approval unless otherwise specified. Pertinent background information shall be available
for review and approval of the change.

44
Documentation requiring revision or change should have document procedures that
control the preparation, handling and issue, and recording of the required changes. This
also applies to external documents such as national standards. There must be an ongoing
process for controlling changes in documentation. This process should:

6.2.3.4. A Provide for controls regardless of documentation media.

6.2.3.4. B Follow documented procedures.

6.2.3.4. C Ensure accurate document updating.

6.2.3.4. D A Provide for using only authorized documents when changes are made.

6.2.3.4. E Preclude confusion when there are multiple sources authorizing changes and
releasing documents.

Consideration must be given to the impact of impending change on the rest of the
organization, product, or service and notification given to appropriate parties. Planned
circulation of a proposed change to affected parties may avoid disruptions. Timing of the
change must be considered when additional changes in documentation are to be
coordinated.

Figure 6.0 demonstrates the document and data control process. Documents or data that
are originated must be reviewed and approved. The approved document must be
forwarded to the point of use as soon as appropriate. Any revisions or changes to the
document must be performed on a timely basis, reviewed and approved by the same
source that originally approved them, and the revised issue forwarded to the point of use
to replace the original issue. The original issue that has been revised will immediately be
withdrawn or identified in some manner to preclude it use, and a master list of documents
will be maintained identifying the documents and their revision levels.

45
 FIGURE 6.0 - DOCUMENT AND DATA CONTROL

Because of the nature and complexities of a project, current copies of all specifications,
drawings, and procedures must be available where they are needed. A master list of these
documents assures that the work performed will meet current contract requirements.
Each subcontractor/supplier participating must have access to the master document list
and have copies of the documents available for their specific use in performing their
function. Externally generated documents such as local regulations, and national
standards must also be incorporated in the master list as applicable. All of these
documents must have evidence of review and approval before they are to be utilized in
performance of work. These documents may be other than hard copy, such as computer
software.

Document change control is also essential to successful work performance. Impending

changes should be made known to all parties concerned to avoid confusion, delay, and
unnecessary rework. Once the change is official it must be quickly disseminated to all
parties concerned for implementation. Obsolete copies of previously approved documents
must be removed or clearly marked as unofficial or obsolete. Documented procedures
must be developed to control the issue, approval, distribution, administration, and removal
of obsolete documents.

46
The issue control and withdrawal of all documents could be assigned to a representative of
the Contractor or the agent representing the Contractor. Central control of documents
would help avoid the loss of time, resources, and profit to all participants in the
construction project.

6. PURCHASING – GENERAL

THE CONTRACTOR is required to establish and maintain documented procedures as

shown in Figure 7.0 to ensure that all purchased product meets specified requirements.

Purchasing activities must be planned and carried out under controlled conditions.
Purchased products must conform to specified purchase requirements. This can be
accomplished by the following:

1. Assessment and selection of contractors/suppliers.

2. Accurate specification of purchaser requirements.
3. Detailed inspection plans.
4. Verification of purchased product

A working relationship and feedback system must be developed between the purchaser
and the contractors/suppliers.

Purchases that become part of the project’s product must be planned and controlled by
documented procedures.

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 FIGURE 7.0 - PURCHASING PROCEDURES

Purchases such as testing, calibration, and processes must be included. A working

relationship with suppliers that includes a feedback system shall avoid disputes and lead to

48
continuous quality improvement. The quality system for purchasing must include the
following as a minimum:

1. Issue of specifications, drawings, technical data, and purchased documents as

applicable.
2. Selection of an acceptable Suppliers.
3. Agreement on quality assurance

7.2.4.1 EVALUATION OF SUB – CONTRACTORS

Under the Quality Assurance Program, THE CONTRACTOR shall:

7.2.4.1. A Evaluate and select sub-contractors /suppliers that have the ability to satisfy the
purchase requirements including the appropriate quality system and any specific quality
assurance requirements.

7.2.4.1. B Define the type and extent of controls exercised by THE CONTRACTOR over
the sub-contractors /suppliers.

7.2.4.1. C Establish and maintain quality records of acceptable sub-contractors /suppliers.

7.2.4.1. D Several methods of choosing acceptable sub-contractors /suppliers may be

employed, providing that technical capabilities are satisfactory for the product to be
delivered. The following methods are:

1. A review of previously supplied similar products, processes, or services

2. A satisfactory assessment by a third-party organization to an appropriate
quality system standard.
3. An assessment by the organization to an appropriate quality system standard.

THE CONTRACTOR can, as may be necessary, prepare quality records of the assessment
to demonstrate the contractor’s capability to meet contract requirements. Factors such as
product compliance, total cost, and the contractor’s quality and delivery arrangements
may be pertinent in this context. The continued quality performance of sub-contractors

49
/suppliers should be monitored periodically at intervals consistent with the complexity and
technical requirements of the product being supplied.

Sub-contractors/supplier selection should be based on the capability to furnish products

that meet all purchase requirements. Methods of establishing this capability may include
the following:

1. On-site assessment of contractor/supplier capabilities.

2. Evaluation of product samples.
3. Past history with similar products.
4. Test results of similar products
5. Published experiences of other users

7.2.4.2 PURCHASING DOCUMENTS

The purchasing document must contain data that clearly describes the product ordered,
including the following as appropriate:

1. The type, class, grade, or other precise identification.

2. The title or other positive identification of specifications, drawings, process
requirements, and any other pertinent documents including issue or revision
levels (requirements for approvals, qualifications, procedures, process
equipment, and personnel are to be included).

Purchasing documents will be reviewed and approved prior to release by an assigned

representative of the organization.

The purchase of quality product begins with a clear definition of the requirements. The
requirements are contained in the contract specification, drawings, and purchase orders
provided to THE CONTRACTOR by the Client. Written procedures are required to
ensure that the purchase requirements are clearly defined and that the
contractors/suppliers understand the requirements. In addition to the written procedures,

50
preparation of specifications, drawings, purchase orders, and conferences between
contractors/suppliers and purchaser to purchase order release are important.

Purchase documents must contain data clearly describing the product or service ordered.
Elements that may be included are as follows:

1. Precise identification of grade.

2. Inspection instructions and specifications.
3. Quality system standard.
4. Evidence of process control.
5. Precise description of chemical and physical properties.
6. Packaging, handling, labeling, and delivery requirements.
7. Laboratory methods and analysis instructions.
8. Advance notification of changes

7.2.4.3 VERIFICATION OF PURCHASED PRODUCTS

The Quality Management Plan requires that when THE CONTRACTOR plans to verify
the purchased product at the Clients facility, it shall specify the verification arrangements
and the method of product release in the purchase documents. When verification is
specified by the Contractor at the Clients facility and the product conforms to
requirements, the organization shall not use verification as evidence of effective control
over the supplier. Verification by the Clients does not absolve THE CONTRACTOR of
responsibilities for supplying acceptable product, nor does it preclude any subsequent
rejection by the Client.

In summary THE CONTRACTOR is an organization that must purchase products,

materials, or services which must have documented procedures to ensure that all
purchases meet specified requirements. This requirement would be inclusive of any item
or service related to the construction project. Products may be purchased only from
approved suppliers that have the ability to satisfy the purchase requirement including an
appropriate quality system and that can satisfy specific quality assurance requirements.

51
The purchase documents must contain all of the necessary data that clearly describes in
detail the product ordered including the type, class, grade and any other pertinent
information. Also included would be reference documents such as drawings and
specifications with their issue and revision levels.

The purchase documents must be reviewed and signed by a responsible individual of the
CONTRACTOR organization. The provision for verification at the source of supply by the
organization or its Client must be clearly stated in the purchase documents. If the Clients
approves the product at the contractor’s facility, the organization is still responsible to
maintain vigilance over the Client and to deliver an acceptable product to the Client.

7.2.4.4 RECEIPT OF PURCHASED MATERIALS: INSPECTION & TESTING

The Quality Management Plan requires documented procedures for receipt, in process,
and final inspection and testing activities in order to verify that specified product
requirement is met.

THE CONTRACTOR shall ensure that incoming supplies are not utilized until it has
verified as conforming to specified requirements. The verification process specified in the
quality plan will consider the amount of control exercised at the supplier’s facility and the
objective evidence accompanying the supplies. Once receipt verification is completed, this
document becomes the permanent quality record. Under special circumstances, supplies
can be utilized prior to verification, provided it is identified and controlled in the case of
subsequent recall due to nonconformance.

Receipt inspection is the most effective method of verifying the compliance of products
received from a supplier. Once verification of contractual obligations related to quality has
been established, the product can be released for construction or installation. The receipt
inspection can be limited or eliminated if the necessary confidence in the product/service
can be obtained by other defined procedures. The Quality Management Plan shall ensure
verification will be accomplished, that shipments are in accordance with specifications and
complete, and that they are identified and undamaged. The procedures should also specify

52
provisions for verification that supporting documentation accompanies the supplies and
that it is adequate (e.g., no test reports, nondestructive examination reports). Release of
materials prior to verification is permitted but discouraged as a matter of good quality
management practice. Prior release should only be permitted if:

1. An objective evaluation of quality status and solution of nonconformity can

still be implemented.
2. Correction of nonconformities cannot compromise the quality of adjacent,
attached, or incorporated items.

THE CONTRACTOR shall identify who may release product prior to approval and how
the product will be positively identified in the event of nonconformity.

Appropriate procedures must be established to ensure products that are received are
properly controlled. These procedures include segregation, identification, or other
appropriate methods to prevent inadvertent use. The extent of receipt inspection should be
carefully planned. The level of inspection should consider overall cost. Care should be
taken as to the selection of characteristic to be inspected. Prior to arrival, it is essential to
ensure that all necessary tools, gauges, instruments, and equipment are available and
calibrated and that personnel are properly trained. In some instances, samples should be
submitted to THE CONTRACTOR for verification prior to shipment.

In conclusion, THE CONTRACTOR has developed its own system and procedure on
Procurement Management System (PMS) which shall describe in details the policy,
processes and necessary documentations pertinent to a quality purchasing activity
required under the Quality Management Plan of the Project.

7. REPORTS

8.1. Unless Contractor is responsible for this service, independent testing agency shall
submit certified written report of each inspection, test, or similar service, in duplicate to
COTR.

53
8.2. If Contractor is responsible for service, submit certified written report of each
inspection, test, or similar service in duplicate to COTR.
a. Submit additional copies of each written report directly to authorities having
Jurisdiction, when they so direct.
8.3. Reports: Include following:
a. Date of issue.
b. Project title and number.
c. Name, address, and telephone number of testing agency.
d. Dates and locations of samples and tests or inspections.
e. Names of individuals making tests and inspections.
f. Description of Work and test and inspection method.
g. Identification of product and Specification Section.
h. Complete test or inspection data.
I. Test and inspection results and interpretation of test results.
j. Ambient conditions at time of sample taking and testing and inspecting.
k. Comments or professional opinion on whether tested or inspected Work complies
with Contract Document requirements.
l. Name and signature of laboratory inspector.
m. Recommendations on retesting and reinspecting.

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 COMMUNICATIONS MANAGEMENT PLAN
INTRODUCTION
This Communications Management Plan sets the communications framework for this project. It
will serve as a guide for communications throughout the life of the project and will be updated as
communication needs change. This plan identifies and defines the roles of persons involved in this
project.

The purpose of the Communications Management Plan is to define the communication

requirements for the project and how information will be distributed. The
Communications Management Plan defines the following:

 What information will be communicated, to include the level of detail and format.
 How the information will be communicated, in meetings, email, telephone, web
portal.
 When information will be distributed, the frequency of project communications
both formal and informal.
 Who is responsible for communicating project information.
 Communication requirements for all project stakeholders.
 What resources the project allocates for communication.
 How any sensitive or confidential information is communicated and who must
authorize it.
 How changes in communication or the communication process are managed.
 The flow of project communications.
 Any constraints, internal or external, which affect project communications.
 Any standard templates, formats, or documents the project must use for
communicating.

55
COMMUNICATIONS MANAGEMENT APPROACH
The Project Manager will take a proactive role in ensuring effective communications on
this project. The communications requirements are documented in the Communications
matrix presented in this document. The Communications matrix will be used as the guide
for what information to communicate, who is to do the communicating, when to
communicate it and to whom to communicate.

As with most project plans, updates or changes may be required as the project progresses
or changes are approved. Changes or updates may be required due to changes in
personnel, scope, budget, or other reasons. Additionally, updates may be required as the
project matures and additional requirements are needed. The project manager is
responsible for managing all proposed and approved changes to the communications
management plan. Once the change is approved, the project manager will update the plan
and supporting documentation and will distribute the updates to the project team and all
stakeholders.

PROJECT TEAM DIRECTORY

The following table presents contact information for all persons identified in this
communications management plan. The email addresses and phone numbers in this table
will be used to communicate with these people.

Organization/
Role Name Title Email Phone
Department
Project Owner
PMO Manager
Project Manager
Project Consultant

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COMMUNICATION METHODS AND TECHNOLOGIES
The project team will determine, in accordance with project stakeholders, the
communication methods and technologies based on several factors to include: stakeholder
communication requirements, available technologies (internal and external), and
organizational policies and standards.

PROJECT TEAM COMMUNICATION STRATEGICS

1. Meetings.
2. Reports
3. Meeting Agendas and Minutes
4. Informal Discussions
5. Presentations
6. Focus Groups
7. Email
8. Phone Calls
9. Videoconferencing
10. Pull Communication, company website and company knowledge base.

PROJECT COMMUNICATION MATRIX

Project Communication Matrix is a table that includes:
1. Communication Type
2. Objective of Communication
3. Medium
4. Frequency
5. Audience
6. Owner
7. Deliverable
8. Format

57
Communication
Objective of Communication Medium Frequency Audience Owner Deliverable Format
Type

Introduce the project team and  Soft copy archived

 Project Sponsor  Agenda
the project. Review project Project on project
Kickoff Meeting  Face to Face Once  Project Team  Meeting
objectives and management Manager SharePoint site and
 Stakeholders Minutes
approach. project web site

 Agenda
 Soft copy archived
 Face to Face  Meeting
Project Team Review status of the project Project on project
 Conference Weekly  Project Team Minutes
Meetings with the team. Manager SharePoint site and
Call  Project
project web site
schedule
 Soft copy archived
 Agenda
Technical Design Discuss and develop technical  Project Technical on project
 Face to Face As Needed  Meeting
Meetings design solutions for the project. Technical Staff Lead SharePoint site and
Minutes
project web site

 Slide  Soft copy archived

 Face to Face
Monthly Project Report on the status of the Project updates on project
 Conference Monthly  PMO
Status Meetings project to management. Manager  Project SharePoint site and
Call
schedule project web site

 Project
 Project Sponsor  Soft copy archived
Report the status of the project Status
Project Status  Project Team Project on project
including activities, progress,  Email Monthly Report
Reports  Stakeholders Manager SharePoint site and
costs and issues.  Project
 PMO project web site
schedule

PROJECT COMMUNICATION MATRIX

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 PROCUREMENT MANAGEMENT PLAN
INTRODUCTION
Procurement Management Plan sets the procurement framework for a project. It includes
what we are the needed procurements, how to acquire them, types of contracts, and how to
control the process throughout the project execution. With revised the plan to adopt any
.approved changes

PROCUREMENT STRATEGY
During the planning phase of the project and after defining the project scope and WBS, a
procurement management plan is created for the project, where it is determined what will
be purchased from external sources and what will be supplied from the company’s assets
(make-or-buy analysis). If the decision is made to acquire from outside the project, the
procurement method and potential vendors are then identified with the roles and
responsibilities associated with the procurement being defined. The procurement
management plan also includes the schedule of activities for the main procurement of the
project and any constraints or assumptions known during this stage, with preparation of
the statement of work(SOW) to each target procurement item, SOW includes the technical
documents, including its quality and performance levels, in sufficient detail according to
the nature of the item, specifying the appropriate contract type, place and method of
delivery.

SOURCE SELECTION CRITERIA

The project manager and the project team identified a number of source selection criteria,
weight to each criteria, and significance degree.

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 SIGNIFICANCE
SN CRITERIA WEIGHT
DEGREE

1 The ability to deliver on time 12%

2 Previous performance of the supplier 12%

3 Technical ability and quality 12%

4 Understand the needs 5%

5 Number of years of experience in the business 5%

Capacity and efficiency of project management

6 5%
and organization

7 Price 5%

8 Financial situation 5%

9 Adhere to process matching procedures 5%

10 Industry reputation and prestige 5%

11 Desire to do business 5%

12 Communication system 5%

13 Maintenance services 3%

14 Impression 3%

15 Social relations 3%

16 Geographical location 3%

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17 Previous transaction volume 3%

18 Support and Training 3%

19 Mutual agreements 1%

‫مهم جدا‬ ‫متوسط‬

‫األهمية‬
‫مهم‬ ‫قليل‬
‫األهمية‬

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ROLES AND RESPONSIBILITIES
The project manager and project coordinator identified roles and
.responsibilities to procurement activities

Name Role Responsibility

 Reviews and approves procurement
documents such as SOW and source
selection criteria.
 Approves the procurement source.
Project Owner
with Consultant  Ensures requests for procurement changes
have followed the approved Change Control
Management Process, and that approved
changes have been incorporated into
procurement documents in a timely manner.
 Perform make-or-buy analysis with
technical team.
 Develop Procurement Management plan.
 Ensures the overall Procurement
Management effort is being executed in
accordance with the Plan.
 Ensures the entire project team, state and
Project Manager vendor (if applicable) are following this Plan
and for ensuring all of the other project
processes that interact or provide input to
the Procurement Management effort are
being adhered to.
 Ensures there are sufficient resources to
execute this Plan and that the Procurement
Management activities are being performed
in a timely manner.
Procurement  reports to the Project Manager
Manager and/or  Overall responsibility for managing
Contract processes and activities outlined in the
Manager Procurement Management Plan.
 Name Role Responsibility
 Responsible for the overall Procurement
Management effort and the Procurement
repository containing the Procurement
documents.
 Ensures the Procurement process is
organized, managed, and controlled and that
any and all issues are identified and resolved
in a timely manner in order to minimize
rework.
 Contributes to the development of
Procurement documents.

 Put standards, regulations, and templates.

 Participating in project Procurement
planning processes.
Technical Office
 Provides any required coordination.
 Ensuring of achieve the project and business
objectives.

CONTROL PROCUREMENTS
This process takes place during the monitoring and control stage of the project, the
project manager follows the implementation of the scope and clauses of the contract
to each procurement item, measuring and evaluating the performance of the vendor
with planned performance metrics, managing any changes (claims) and taking
corrective and preventive measures to ensure the achievement of the project
objectives, in addition to the financial management of vendor payments during the
execution stage, then receiving the completed work and making sure meeting the
technical and quality requirements, then finalizing the final invoice for the vendor
and closing the contract.

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