Rawalpindi-Islamabad Metro Bus Project

Course: Project Management

MBA 4E

Group Members
Muhammad Zia Ul Shams
Hassan Abbas
Saad Zahid
Ch Hassan Saifullah
Shoaib Nadir
Muhammad Umair

Contents
BACKGROUND:.......................................................................................................................... 3
Brief about the company..........................................................................................................3

About the project...................................................................................................................... 4

Objective of the project............................................................................................................ 4
Feasibility Methodology...........................................................................................................5
Project Management office (PMO)...........................................................................................6
RAWALPINDI-ISLAMABAD METRO BUS SERVICE ROUTE.....................................................7
WORK BREAKDOWN STRUCTURE..........................................................................................8
PHASES OF MBS RAWALPINDI-ISLAMABAD...........................................................................9
Phase-to-Phase Relationships...............................................................................................10
Enterprise Environmental Factors..........................................................................................10
ORGANIZATIONAL STRUCTURE:............................................................................................11
PROJECT CHARTER................................................................................................................ 12
General Information............................................................................................................... 12
Executive Summary............................................................................................................... 12
Project Purpose..................................................................................................................... 12
Assumptions ......................................................................................................................... 13
Project Authority..................................................................................................................... 13
Project Manager.................................................................................................................... 13
Project Organization Description............................................................................................13
Resources.............................................................................................................................. 14
SOME IMPORTANT STAKEHOLDERS.....................................................................................15
PROJECT SCOPE.................................................................................................................... 16
SECTION 2: Project Scope....................................................................................................18
Project Scope........................................................................................................................ 18
Section 3: project mile stones................................................................................................18
CHANGE MANAGEMENT.........................................................................................................19
COMMUNICATION MANAGEMENT.........................................................................................19
PROCUREMENT MANAGEMENT............................................................................................20
RESOURCE MANAGEMENT....................................................................................................20
OUTSTANDING ISSUE......................................................................................................... 20
APPROVALS AND PAYMENT OPTIONS..............................................................................21
REFRENCES......................................................................................................................... 21
PROJECT FEASIBILITY REPORT............................................................................................22
Background............................................................................................................................ 22
Market Viability....................................................................................................................... 22
Target Market......................................................................................................................... 22
Competitive Advantage.......................................................................................................... 23

Environment and climate feasibility........................................................................................23

Positive and Negative Impacts of Project:..............................................................................23
Cost....................................................................................................................................... 25
PROJECT HUMAN RESOURCE MANAGEMNET PLAN..........................................................26
Purpose................................................................................................................................. 26
Scope.................................................................................................................................... 26
Staff Management Process Flow...........................................................................................26
Staff Planning........................................................................................................................ 26
Project Organization Chart.....................................................................................................26
Staff Estimates....................................................................................................................... 27
Staff Acquisition..................................................................................................................... 28
Internal Acquisition............................................................................................................. 28
Staff Training.......................................................................................................................... 28
Ongoing Staff Training.......................................................................................................28
Staff Transition....................................................................................................................... 28
Transition to other Projects................................................................................................28
Transition at Project Completion........................................................................................28
Roles and Responsibilities.....................................................................................................29
Project Manager.................................................................................................................... 29
COMMUNICATION MANAGEMENT PLAN...............................................................................30
Communications Management Approach..............................................................................30
SCHEDULE MANAGEMENT PLAN..........................................................................................31
Introduction................................................................................................................................ 31
Purpose of the Schedule Management Plan..........................................................................31
Project Schedule.................................................................................................................... 31
Potential Causes of Schedule Slippage.................................................................................31
Project Control Procedures....................................................................................................31
Identification of Schedule Problems...................................................................................31
Resolution of Schedule Problems..........................................................................................32
Appendix.................................................................................................................................... 33

BACKGROUND:

Since the twin cities are hub of economic, political, and educational activities,
significant commuting takes place between the twin cities and adjoining areas.
The available public transport is dominated by the private sector, contributing to
about 35 per-cent of the share of overall modes of transportation. This share is
now declining due to poor service and widespread customer dissatisfaction with
the available options. The people travelling by public transport are passing through
double agony because despite getting high fares, the transporters do not finish their
routes, thus making the commuters pay extra fare for reaching their destinations by
changing two vehicles from Saddar to Pak Secretariat. Moreover, during peak hours,
vehicles are overloaded.
Therefore, the existing public transport system requires a major uplift in level of
service and quality. In order to tackle this problem and provide improved quality of
public transport, Government of Punjab, Rawalpindi Development Authority (RDA)
decided to construct the Metro Bus System (MBS) in Islamabad.
Brief about the company:
Rawalpindi Islamabad Metro Bus project has been divided into two parts i-e
Rawalpindi and Islamabad. Further the Rawalpindi part has been divided into three
packages. Each package has been assigned to three different companies. Package I
(Flash man hotel to committee chowk) has been awarded to Zahir Khan & Brothers
pvt ltd. Zahir khan & Brothers As a preeminent infrastructure company established
over four decades ago, Zahir khan & Brothers has, over the years, strongly anchored
itself to Pakistans Development efforts. At the time of its conception the company
operated solely within Baluchistan region, but with the passage of time they have
expanded the scope of their operations throughout the country.

Today it is

acknowledged as a company that continues to empower Pakistan, enabling the

nation to surge ahead in different core sectors. At the heart of all development
efforts is the attempt to touch and improve the quality of lif
About the project
The Metro Bus service Rawalpindi-Islamabad consists of approximately 23 km that
starts from flash man hotel Rawalpindi and end at prime minster secretariat
Islamabad. The project has been divided into two parts i-e

Rawalpindi

Islamabad

The Rawalpindi part is further divided into three packages i-e

Package I (Flash man Hotel to committee chowk)

Package II (Committee Chowk to sixth road)

Package III (Sixth road to IJP road Rawalpindi)

The Islamabad Corridor of MBS starts from end of Faizabad interchange at IJP Road
at this point. It runs in between at-grade and takes right turn on 9th Avenue. Along
Ninth Avenue (Islamabad) crosses Kashmir Highway and turns to Jinnah Avenue
and ends at Civil Secretariat. The total length of MBS Islamabad will be 13.6 km.
The Islamabad part has been further divided into five packages
Package I: Faizabad to Peshawar Modr

4.4 km

Package II: Interchange Peshawar Modr

1.1 km

Package III:Peshawar Modr to Centaurus

2.9 km

Package IV:Centaurus to Shaheed-e-Millat

3.1 km

Package V: Shaheed-e-Millat to Secretariat

2.156 km

Objective of the project

The overall objective of the proposed project is to augment public transport services
in the city with provision of safe, efficient and comfortable traffic facility to the
commuters of the area. The proposed project will greatly benefit the commuters by
providing better quality and environmental friendly public transport, reducing
number of vehicles on the road, thus reducing fuel consumption and consequent air
emissions from vehicular exhaust. Implementation of the project is envisaged
having the following specific objectives:

To facilitate intercity movement of passengers at low cost, high capacity

and dedicated lanes to avoid disruption on the existing flow of traffic;

To provide the public with environmental friendly public transport;

To provide transport safety, transport productivity, travel reliability, travel

choices, and social equity;

To reduce the traffic conflicts/accidents due to reduction in number of

vehicles on road;

To help save the travelling time by reduction in traffic congestion;

To reduce the fuel consumption by reducing the demand of private vehicle

etc;

To reduce the, noise and air pollution resulting from vehicular exhaust; and

To provide an opportunity to laborers and skilled/unskilled staff to work in

the project area

Feasibility Methodology:
The methodology adopted to conduct this study was as follows:

Meetings and discussions were held among the members of the EIA
consulting team, design engineers and proponent. This activity was aimed at
achieving a common ground of understanding of various issues of the study.

Planning was carried out to assess data requirements and their sources; time
schedules and responsibilities for their collection; logistics and facilitation
needs for the execution of the data acquisition plan.

Primary and secondary data were gathered through observations during the
field survey, environmental monitoring in the field, concerned departments
and published materials to establish baseline profile for physical, biological
and socio-economic environmental conditions.

The impacts of the project on the physical, biological and socio-economic

environment prevalent in the project area were visualized at the design,
construction and operational phases.

The adequate mitigation measures and implementation mechanisms were

proposed so that the proponent could incorporate them beforehand in the
design phase.

Project Management office (PMO)

Organizational body or entity assigned
various responsibilities related to the centralized and coordinated management of
projects under its domain, For MBS the PMO office is in F-11 Islamabad. The office is
involved in managing the overall operations and resource allocation.

RAWALPINDI-ISLAMABAD METRO BUS SERVICE ROUTE

WORK BREAKDOWN STRUCTURE

Rawalpindi-Islamabad
MBS

Islamabad Phase

Rawalpindi Phase

Package I

Package I

Package II

Package II

Package III

Package III

Package IV

Package V

PHASES OF MBS RAWALPINDI-ISLAMABAD

Need Analysis
Developing Ideas / Alternatives

Feasibility Study / Studies

Selection Of idea
Project Formulation

Project Appraisal
Project Approval
Project Implementation

Project Monitoring, Evaluation

& Control

Phase-to-Phase Relationships:
When projects have more than one phase, the phases are part of a generally
sequential process designed to ensure proper control of the project and attain the
desired product, service, or result. For MB project Phase to phase relationship is
being used for example after the feasibility phase, land acquisition phase, earth
work, piers and then the bridge. In other words its a step by step sequential
process.
Enterprise Environmental Factors:

Disturbance in the daily routine activities of locals and the people visiting
educational

and

health

facilities,

like;

Hamdard

University,

Virtual

University, the University of Lahore, Allama Iqbal Open University, Kulsoom

International Hospital, Polyclinic etc. during construction;

Air and noise pollution due to the operating of construction machinery

during construction phase of the project;

Solid waste generation during construction and operation;

Generation of municipal waste water and wastewater from construction

activities;

Accidental leaks/spills of hazardous chemicals from construction activities

and machinery;

Health and safety issues of the workers;

Contamination of water body by construction activities;

Removal of vegetation;

Visual impact in cause of fenced dedicated MBS lane;

trash pooling resulting from improper drainage system and consequent

Inconvenience to the public;

Land Acquisition and Resettlement; and

Relocation of public utilities.

ORGANIZATIONAL STRUCTURE:
The Organizational structure is projectized in which the
project manager has full authority to assign priorities, apply resources, and direct
the work of persons assigned to the project.

10

PROJECT CHARTER
General Information.
Project Title: Rawalpindi-Islamabad Metro Bus Project (Package I)
Points of Contact

Position

Title / Name /

Project Sponsor

Organisation
Punjab-federal

Project Director
Resource 1

Government of Pakistan
Zahid Saeed
Fahad Aslam

Phone

Authorization

Executive Summary

The Metro Bus service Rawalpindi-Islamabad consists of approximately 23 km that

starts from flash man hotel Rawalpindi and end at prime minster secretariat
Islamabad. The people travelling by public transport are passing through double
agony because despite getting high fares, the transporters do not finish their routes,
thus making the commuters pay extra fare for reaching their destinations by
changing two vehicles from Saddar to Pak Secretariat. Moreover, during peak hours,
vehicles are overloaded. Therefore, the existing public transport system requires a
major uplift in level of service and quality. In order to tackle this problem and provide
improved quality of public transport, Government of Punjab, Rawalpindi Development
Project Purpose

The overall objective of the proposed project is to augment public transport services
in the city with provision of safe, efficient and comfortable traffic facility to the
commuters of the area. The proposed project will greatly benefit the commuters by
providing better quality and environmental friendly public transport, reducing
number of vehicles on the road, thus reducing fuel consumption and consequent air
emissions from vehicular exhaust
11

Assumptions

The people travelling by public transport are passing through double

agony because despite getting high fares, the transporters do not finish
their routes, thus making the commuters pay extra fare
There is no pre existing quality transport facility in the twin cities
It will provide transport safety, transport productivity, travel reliability,
travel choices, and social equity;
To reduce the traffic conflicts/accidents due to reduction in number of
vehicles on road;
To help save the travelling time by reduction in traffic congestion;
To reduce the fuel consumption by reducing the demand of private vehicle
etc

Project Authority
Authorization

Zahir Khan & Brothers

According to the company policy, director North is the sole signatory for all
project related matters.
CEO : Mr. Zahir Khan

Project Manager

Project Manager: Mr. Mohabat khan

Role and Responsibilities: Overlook the entire project and assign
responsibilities and tasks to the relevant team members. Also involved in
Intiating , planning , executing , monitoring and controlling and closing
phase of the project.
Project Organization Description

Quetta Based international company

Provides Construction and Engineering services

12

Resources

Resources
Funding
Project Team

Allocation And Source

Sponsor Funded

Project Manager: Overlook the entire project throughout its

life cycle, measuring project progress and conforming to
the quality standards (QA).

Project Team Lead: Supervising the project technical

team, involved in the monitoring and controlling phase of
the project. Reporting all changes, issues and progress to
the Project Manager.

Project Team Members:

o

Member A : Responsible for procurement

Member B : Responsible for Building and Facilities

Member C : Human Resource Manager (Acquiring and

Training)

Member D : Responsible for Feasibility and cost

Analysis

Facilities
Equipment
Software Tools
Other

Member E: Risk Manager( Handling Risks)

Transportation, Accommodation , Food

Machinery for Land , installation of equipment , tools and
building material
CAD for designing , Microsoft Project , Microsoft Office

13

SOME IMPORTANT STAKEHOLDERS

Project Sponsor
The project sponsor is the champion of the project and has authorized the project by
signing the project charter.

The project sponsor for MBS is Punjab and Federal

Government. This stakeholder is responsible for the funding of the project and is
ultimately responsible for its success. Since the Project Sponsor is at the executive
level communications should be presented in summary format unless the Project
Sponsor requests more detailed communications.
Project Manager
The Project Manager has overall responsibility for the execution of the project. The
Project Manager manages day to day resources, provides project guidance and
monitors and reports on the projects metrics as defined in the Project Management
Plan.

As the person responsible for the execution of the project, the Project

Manager is the primary communicator for the project distributing information

according to this Communications Management Plan.
Project Team
The Project Team is comprised of all persons who have a role performing work on
the project. The project team needs to have a clear understanding of the work to
be completed and the framework in which the project is to be executed. Since the
Project Team is responsible for completing the work for the project they played a
key role in creating the Project Plan including defining its schedule and work
packages. The Project Team requires a detailed level of communications which is
achieved through day to day interactions with the Project Manager and other team
members along with weekly team meetings.
Performing Organization:
Zahir khan & Brothers has, over the years, strongly anchored itself to Pakistans
Development efforts. At the time of its conception the company operated solely
within Baluchistan region, but with the passage of time they have expanded the
scope of their operations throughout the country.

14

PROJECT SCOPE
Project Overview
Since the twin cities are hub of economic, political, and educational activities,
significant commuting takes place between the twin cities and adjoining areas.
The available public transport is dominated by the private sector, contributing to
about 35 per-cent of the share of overall modes of transportation. This share is
now declining due to poor service and widespread customer dissatisfaction with
the available options. The people travelling by public transport are passing through
double agony because despite getting high fares, the transporters do not finish their
routes, thus making the commuters pay extra fare for reaching their destinations by
changing two vehicles from Saddar to Pak Secretariat. Moreover, during peak hours,
vehicles are overloaded.
Therefore, the existing public transport system requires a major uplift in level of
service and quality. In order to tackle this problem and provide improved quality of
public transport, Government of Punjab, Rawalpindi Development Authority (RDA)
decided to construct the Metro Bus System (MBS) in Islamabad.
About the project
The Metro Bus service Rawalpindi-Islamabad consists of approximately 23 km that
starts from flash man hotel Rawalpindi and end at prime minster secretariat
Islamabad. The project has been divided into two parts i-e

Rawalpindi

Islamabad

The Rawalpindi part is further divided into three packages i-e

Package I (Flash man Hotel to committee chowk)

Package II (Committee Chowk to sixth road)

Package III (Sixth road to IJP road Rawalpindi)

15

The Islamabad Corridor of MBS starts from end of Faizabad interchange at IJP Road
at this point. It runs in between at-grade and takes right turn on 9th Avenue. Along
Ninth Avenue (Islamabad) crosses Kashmir Highway and turns to Jinnah Avenue
and ends at Civil Secretariat. The total length of MBS Islamabad will be 13.6 km.
The Islamabad part has been further divided into five packages
Package I: Faizabad to Peshawar Modr

4.4 km

Package II: Interchange Peshawar Modr

1.1 km

Package III:Peshawar Modr to Centaurus

2.9 km

Package IV:Centaurus to Shaheed-e-Millat

3.1 km

Package V: Shaheed-e-Millat to Secretariat

2.156 km

Objective/ Purpose
The overall objective of the proposed project is to augment public transport services
in the city with provision of safe, efficient and comfortable traffic facility to the
commuters of the area. The proposed project will greatly benefit the commuters by
providing better quality and environmental friendly public transport, reducing
number of vehicles on the road, thus reducing fuel consumption and consequent air
emissions from vehicular exhaust. Implementation of the project is envisaged
having the following specific objectives:

To facilitate intercity movement of passengers at low cost, high capacity

and dedicated lanes to avoid disruption on the existing flow of traffic;

To provide the public with environmental friendly public transport;

To provide transport safety, transport productivity, travel reliability, travel

choices, and social equity;

To reduce the traffic conflicts/accidents due to reduction in number of

vehicles on road;

To help save the travelling time by reduction in traffic congestion;

To reduce the fuel consumption by reducing the demand of private vehicle

etc;

To reduce the, noise and air pollution resulting from vehicular exhaust; and

16

To provide an opportunity to laborers and skilled/unskilled staff to work in

the project area

SECTION 2: Project Scope

Project Scope

Fixed Price Contract

Procurement of land
Structural Dimensions
Architectural Designs and Maps
Casting Working Piles (Inset with reverse rotary system)
Piers Shafts ( Steel form work with batching plant concrete)
Transform (Steel form work with concrete pump & batching plant)
R.C.C Box Girder precast pre-stressed
Earth Work ( Approved Rollers
Marketing Strategy And Mix

Section 3: project mile stones

Composite Approval from authorities / NOC's

Architectural Drawings
Foundation excavation

Project Manager will maintain all project documents and schedule

In the event that the Project Manager subcontracts work, all subcontractors
employees will be verified by the Project Manager to be bonded and will hold

trade licenses and credentials.

Project Manager has agreed to the terms of the fixed price contract and

schedule.
During planned project execution, Project Manager will provide periodic progress

reports to the sponsor.

Following any schedule delay, Project Manager agrees to provide progress
reports on a weekly basis until the schedule has been caught up.

17

CHANGE MANAGEMENT

Change log maintained by the project manager.

Project manager will co-ordinate with the sponsor with the change request and

business case /justification.

Sponsor will approve the change.
Cost manager will verify the cost implications pertaining to the change.
The change will be updated in the project management plan and the update

represented.
The change will also by verified by the risk manager.

COMMUNICATION MANAGEMENT

The sponsor will be notified by the Project Manager via e-mail or telephone of all
the urgent issues. Issue notification will include the time constraints and the

impacts that shall notify the urgency of the request.

The progress report will be presented by the Project manager to the

management and the team leaders.

Weekly meetings will be conducted between the Project Manager and the

Managers.
Change will be communicated and implemented in a timely fashion.

PROCUREMENT MANAGEMENT
The Procurement Manager will maintain a Procurement Management Plan in
accordance with the Project Plan. The procurement plan will document the following:

How / when and by what means the resources(material, equipment, etc.) will be

contracted
All procurements will be monitored by the procurement manager and project

manager shall be kept in loop at all times.

In an event of any change in the scope, it shall be the responsibility of the
project manager to notify the procurement manager in a timely manner and the

procurement manager will acquire the relevant resources.

All procurements shall be obtained through open bid in order to obtain the best

quality in the least possible price. (construction equipment)

Procurement process

18

Procurement of material required for the initial testing will be done by the project

manager as per the requirement provided by the sponsor.

In case of sub-contraction involvement, PM will be responsible for the monitoring
and controlling of the material and service.

RESOURCE MANAGEMENT
All materials and services to be delivered as part of the project along with cost
estimates and quality information.
OUTSTANDING ISSUE
Project manager will be responsible not only for workmanship but also for all

reporting and report related matters, change requests, Etc.

Any delay caused by the sponsor will be charged accordingly man hours,

opportunity cost, time delay cost.

Third party liability insurance by AA rated company.
All employee health and life insurance policy.

APPROVALS AND PAYMENT OPTIONS

As stated in the charter it is the responsibility of the sponsor to get all Initial

Approvals pertaining to the project such as NOC , CDA approval , WAPDA , etc.
All payments will be through cheques ( Postal Orders / Bank Drafts)
No payment shall be delayed more than one week from the date of invoice.
Project Manager will be part of all invoicing details.

REFRENCES

All CDA/RDA bylaws will be followed with prior approval.

All architectural designs and blue prints of the project will be submitted to
CDA/RDA for approval and record purposes.

PROJECT FEASIBILITY REPORT

Background:
The people of Twin cities travelling by public transport are passing through double
agony because despite getting high fares, the transporters do not finish their routes,

19

thus making the commuters pay extra fare for reaching their destinations by changing
two vehicles from Saddar to Pak Secretariat. Moreover, during peak hours, vehicles
are overloaded.
Therefore, the existing public transport system requires a major uplift in level of
service and quality. In order to tackle this problem and provide improved quality of
public transport, Government of Punjab, Rawalpindi Development Authority (RDA)
decided to construct the Metro Bus System (MBS) in Islamabad. The total length of
the route from Saddar to Pak Secretariat will be approximately 23 KM. The route will
consist of 24 Bus Stations, TEN bus stations will be established in Rawalpindi and
Fourteen in Islamabad. An 8.6 KM elevated track, consisting of 10 bus stops, would
be constructed from Flashmans Chowk in Saddar to Faizabad. From Faizabad it
turns towards Islamabad using IJP Road and enters Jinnah Avenue via 9th Avenue
and continues towards Pak Secretariat.
Market Viability:
Since the twin cities are hub of economic, political, and educational activities,
significant commuting takes place between the twin cities and adjoining areas. The
need of such quality transport system is necessity.
Target Market;
The target audience for this project is the general population of Rawalpindi and
Islamabad, travelling daily between the twin cities.
Competitive Advantage
Metro bus service is one unique of its kind; it will provide quality and environmental
friendly transport facility to the public.

Will provide transport safety, transport productivity, travel reliability, travel

choices, and social equity;

Will reduce the traffic conflicts/accidents due to reduction in number of

vehicles on road;

Will help save the travelling time by reduction in traffic congestion;

Will reduce the fuel consumption by reducing the demand of private

vehicle etc;

20

Environment and climate feasibility

The physical environment includes topography, geology and soils, climate,
hydrology and drainage, land use, surface water and quality, groundwater and
quality, ambient air quality, noise levels, floods and seismicity.
The climate of the project area is hot in summer and moderate in winter. The
coldest month is December and the hottest is June. Flood discharges have also been
reported at various locations along the Nullah Lai. According to the Seismic Zoning
Map (prepared by Pakistan Meteorological Department), the proposed Project falls in
Zone 2 B (Moderate), where 2B represents peak horizontal ground acceleration from
0.16 to 0.24 g.
Positive and Negative Impacts of Project:
The proposed project will have both positive and negative impacts during the
construction and operational phases, for which proper mitigation measures are
necessary. During the field survey, significant efforts were made to identify the main
social, cultural and environmental issues related to the project. Various government
departments and agencies were also contacted for obtaining salient information
along with area resident/ stakeholders. Most of the perceived impacts are during
construction phase. Following is the list of main concerns identified in the study:

Disturbance to the public movement during construction;

Excavation and Vibrations due to construction machinery may affect the

structure stability of the buildings during construction.

Disturbance in the daily routine activities of locals and the people visiting
educational

and

health

facilities,

like;

Hamdard

University,

Virtual

University, the University of Lahore, Allama Iqbal Open University, Kulsoom

International Hospital, Polyclinic etc. during construction;

Air and noise pollution due to the operating of construction machinery

during construction phase of the project;

Solid waste generation during construction and operation;

Generation of municipal waste water and wastewater from construction

activities;

21

Accidental leaks/spills of hazardous chemicals from construction activities

and machinery;

Health and safety issues of the workers;

Contamination of water body by construction activities;

Removal of vegetation;

Visual impact in cause of fenced dedicated MBS lane;

trash pooling resulting from improper drainage system and consequent

Inconvenience to the public;

Land Acquisition and Resettlement; and

Relocation of public utilities.

Cost:
The total cost of package I is expected to be Rs 4,701,404,017/. Break up
of cost is given below

Sr
No
1

Description

Amount in

Earth work & Allied Activities

Rs.
21,470,780/-

Sub-base & base

194,537,100/-

Surface Courses & Pavement

120,413,600/-

4.1

Structure (Elevated flyovers for MBS)

3,752,640,590

4.2

Structure(NJB/Rigid pavement)

/22,259,220/-

4.3

Structure( Pedestrian Bridges)

230,690,400/-

4.4

Structure (Bus Stations)

125,575,012/-

Drain and Drainage system

152,067,320/-

Ancillary works

117,673,005/-

7
8

General items
Electrical works

23,600,000/251,765,176/-

Total
LESS 6.21% (Rebate)

5,012,692,20
(311,288,18

Total Contract Price

5)
4,701,404,01
22

PROJECT HUMAN RESOURCE MANAGEMNET PLAN

Purpose
This document describes the Staff Management Plan for the Package I of the
Project. The purpose of the Staff Management Plan is to capture how the project
manager will manage the project staff resources throughout the life of the project.
The Staff Management Plan will make certain the project has sufficient staff
possessing the correct skill sets and experience to ensure a successful project
completion.
Scope
This Staff Management Plan identifies the process and procedures used to manage
staff throughout the projects life. The plan describes the planning and acquisition of
staff, describes the responsibilities assigned to each staff, and discusses transition
of staff to other assignments.

Staff Management Process Flow

Project Organization Chart

23

Staff Estimates
This section describes the type of HR and their quantity that will be required for
completion of the project. Approximately 400 employees working on the package I,
Employees include
Project Manager
Procurement and Logistics Manager
Construction Manager
Construction Workers
Human Resource Manager
Finance and Accounts Manager
Budget Control Team Lead
Risk Manager
Chief Mechanical Engineer
Civil Engineers
Equipment Deployment Engineer
3rd Engineers
Lead Architect and Designers
Electrical Engineers
Security Guards

Staff Acquisition
Internal Acquisition
This section describes the procedure of internal acquisition of the project staff that
will not be hired but will be moved to this project from some other project. Project
Manager will assign the existing resources as and when required by the Project
Manager during different phases of the project.
Selection/Recruitment
HR Manager will schedule interviews for the shortlisted candidates. The interviews
will be conducted by HR Manager, Project Manager and respective Manager of the

24

concerned department. After the first round of interviews, HR Manager will further
shortlist the candidates and call the candidates for final round of interviews
Staff Training
Ongoing Staff Training
At the start of the project, the direct or functional managers would review their staff
skill sets against any new roles or responsibilities needed for the phase. Each
manager and their staff should discuss where additional training might be needed
to ensure staff has the necessary skills to execute the activities for each project
phase.
Staff Transition
Transition to other Projects
The project manager is responsible for ensuring any pending work is transferred to
a remaining staff member to ensure timely transition and completion of the work. If
appropriate, the receiving staff may request additional training to support the new
responsibilities.
Transition at Project Completion
This section describes the process for transitioning staff once the project is
completed. It also describes how the project or department will help to place staff.
This section indicates how staff will be released.
Roles and Responsibilities
This section describes the specific roles and responsibilities as they have been
tailored for the project. These are not meant to be job descriptions, but rather a
summary of the responsibilities for each role.
Project Manager
The Project Manager is accountable to the Project Director for all the project office
management related activities. The Project Manager plans, guides, and oversees
the day-to-day internal activities that support the Project Office, and assists in the
development of the master project schedule and all other project work plans. The
Project Manager is accountable for the development, maintenance, and adherence
to the Project Office infrastructure and supporting methodologies (e.g. processes,

25

procedures, standards, and templates) that are in compliance with organizations

Best Practices and policies.

COMMUNICATION MANAGEMENT PLAN

The

purpose

of

the

Communications

Management

Plan

is

to

define

the

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

Communication requirements based on roles

What information will be communicated

How the information will be communicated (Mode of Communication)

Frequency of the distributed information

Who does the communication

Who receives the communication

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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.

It also includes a

communications matrix which maps the communication requirements of this

project.

An in-depth guide for conducting meetings details the communications

rules and how the meetings will be conducted, ensuring successful meetings.

project team directory is included to provide contact information for all stakeholders
directly involved in the project.

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.

SCHEDULE MANAGEMENT PLAN

Introduction
Purpose of the Schedule Management Plan
The Schedule Management Plan has the following purposes:
To present the schedule of the project;
To identify factors that will tend to delay the schedule; and
To describe procedures that will be used to deal with schedule slippages.
Project Schedule
The detailed project schedule is provided in Appendix A.

Potential Causes of Schedule Slippage

Following is a list of the factors that could lead to a slippage in the schedule.
Project activities require more effort than planned;

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 Project staff requires more training or experience to meet the estimates;

Additional activities beyond those planned are required;
Specific technical skills were assumed in the plan that is not available;
Customer decision are not made in a timely manner; or
The review and approval of deliverables takes longer than planned.

Project Control Procedures

Identification of Schedule Problems
Weekly review of activity status and estimates to complete work packages. Each
current activity will be reviewed and an estimate to complete (ETC) it will be made.
The estimate to complete will be added to the effort already spent. A potential
slippage occurs when that total (EAC) exceeds the original estimate.
Weekly (or other) review of unplanned requirements such as equipment, staff, or
consulting resources. The adequacy of current resources, human and equipment will
be reviewed. A potential schedule slippage occurs when the need for additional
resources is identified.
Weekly (or other) review of customer activities and performance. The response of
the customer team will be reviewed, particularly for current activities. A potential
slippage occurs when there are delays in responsiveness or customer decisions.
Weekly (or other) review of risks and changes to risks. The current status of risks
will be reviewed as described in the Risk Management Plan.
Weekly (or other) review of changes to scope, approved or otherwise The current
status of scope compliance will be reviewed as described in the Scope Management
Plan. A potential slippage occurs when unapproved scope changes are being carried
out.
Resolution of Schedule Problems
Resolve the slippage the schedule slippage will be resolved by (adding resources,
authorizing overtime, engaging consultants). The effect of this approach will be to
increase costs.
Apply contingency See below for the procedure to apply contingency to a
schedule slippage.

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Appendix

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