PROPOSED CORNERSTONE HEADQUARTERS

BUILDING, ONIRU,
VICTORIA ISLAND, LAGOS

CAP PHOENIX CORNERSTONE LIMITED

PROJECT CHARTER DOCUMENT

February 2016.
CORNERSTONE HEADQUARTER PROJECT CHARTER

VERSION HISTORY

Version Implemented Revision Approved Approval Reason

# By Date By Date
1.0 Richard Arobadi 29/02/2016 01/03/16 Initial Project Charter draft
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TABLE OF CONTENTS
VERSION HISTORY....................................................................................................................................................2
TABLE OF CONTENTS ..............................................................................................................................................3
1.0 INTRODUCTION ............................................................................................................................................4
1.1 Purpose of Project Charter ...........................................................................................................................4
1.2 Project Scope................................................................................................................................................4
2.0 PROJECT AND PRODUCT OVERVIEW ......................................................................................................4
2.1 Project Initiation ...........................................................................................................................................4
2.2 Concept Design ............................................................................................................................................6
2.3 Schedule of Area ........................................................................................................................................ 14
2.4 PROJECT COST........................................................................................................................................ 15
3.0 PROJECT ORGANISATION STRUCTURE (Roles and Responsibilities) .................................................. 16
4.0 THE PROJECT APPROACH ........................................................................................................................ 17
4.1 Schedule Baseline ...................................................................................................................................... 17
5.0 DETAILED PROJECT PROGRAM .............................................................................................................. 19
6.0 RISK MANAGEMENT PLAN ...................................................................................................................... 20
6.1 Risk Management Approach ...................................................................................................................... 20
6.2 Risk Management Matrix ........................................................................................................................... 20
6.3 Risk Management Mitigation and Response .............................................................................................. 22
7.0 CHANGE CONTROL PROCEDURE ........................................................................................................... 24
8.0 COMMUNICATION MANAGEMENT PLAN ............................................................................................ 26
8.1 Project Team .............................................................................................................................................. 26
8.2 Project Correspondence ............................................................................................................................. 27
8.3 Document Formats ..................................................................................................................................... 27
8.4 Document Status ........................................................................................................................................ 28
8.5 Issuance of Drawings ................................................................................................................................. 28
8.6 Shop Drawings review and approval process ............................................................................................. 29
8.7 Meetings ..................................................................................................................................................... 29
8.8 Issuance of Architects Certificate .............................................................................................................. 30
9.0 QUALITY PLAN MANAGEMENT ............................................................................................................. 31
10.0 ACCEPTANCE CRITERIA AND PROJECT CLOSURE ............................................................................ 32
PROJECT CHARTER APPROVAL ........................................................................................................................... 33
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1.0 INTRODUCTION
1.1 Purpose of Project Charter
This charter formally authorizes the commencement of the construction of the building services.
Included in this project charter are the scope statement; schedule; cost estimate; budget; and
provisions for scope, resource, schedule, communications, quality, risk, procurement, and
stakeholder management as well as project control.

1.2 Project Scope

The scope of the project includes designing, procuring, constructing, testing, commissioning and
handing-over of the developed office building accompanied with all documentations, drawings,
manuals and training aids of services installed on the project to client’s satisfaction.

2.0 PROJECT AND PRODUCT OVERVIEW

The project is conceived as the development of a commercial office building which will also serve
as Cornerstone headquarter building. To this end, a joint venture between Cornerstone Insurance
Plc. and African Capital Alliance was formed called “Cap phoenix Cornerstone limited” to use
the current Cornerstone land space at Oniru in its entirety to develop the commercial office
building.

The project is the development of a 12-storey commercial building, with the ground floor generally
used for utilities and a few offices; 1st - 4th floors are car park floors while 5th - 12th floors are
office spaces at Block 2, Plot 2, Oniru Estate, Victoria Island, Lagos. The project site is bordered
by Four-Points Hotel by Sheraton to the South, Fidelity Bank to the East, a vacant plot to the North
and Oniru Road on the East. Victoria Island (VI) is an affluent town and it is the main business
and financial Centre of Lagos, Nigeria

2.1 Project Initiation

The brief required a building with a minimum area of 10,000sq.m lettable office space inclusive
of 2,000sq m customised office space for Cornerstone headquarters building. The lettable space
shall be shell and core finished in order to allow the tenants the flexibility of installing their desired
finishes while Cornerstone floor shall be fully finished. Common services for the spaces shall be
provided and common areas including the toilet will be finished.

The client brief was conceptualized into the following spatial requirements and it include ground
and twelve suspended floors as detailed below:

Ground Floor
Reception, Access Control (security gate/CCTV control terminal), coffee shops, Porters’ lodge,
security units, AHU room and toilets, water treatment room, pump room, chemical store,
communication room, CCTV/BMS/Fire Panelroom, UPS room, generators and electrical panel
room

1st – 4th Floor (Suspended car park floors)

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Typical suspended car parking floors, drivers’ room, mini telephone and electrical rooms.

Typical Upper Floors (5th – 10th Floors)

A typical open plan office floors for multi-tenants, electrical and mechanical rooms, tea rooms and
AHU rooms.

Two Penthouses Floors (11th & 12th Floors)

A typical open plan penthouse floor for Cornerstone Insurance, electrical and mechanical rooms,
tea rooms.
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2.2 Concept Design

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2.3 Schedule of Area

Floor Gross Net Area Car Parks Function Remarks
Area sq.m sq.m
Ground 2028.16 658 15 Entrance Foyer, 11 handicap car
Utility & Offie parks
P1 2045 - 37 Car Parks
P2 2045 - 52 Car Parks
P3 2045 - 52 Car Parks
P4 2015 - 35 Car Parks
5th 2065 1344 Office floors
6th 1692 1448 Office floors
7th 1692 1448 Office floors
8th 1692 1448 Office floors
9th 1692 1448 Office floors
10th 1692 1448 Office floors
11th 1692 1448 Office floors
12th 1692 1448 Office floors
TOTAL 23856 11973 198
Total Site Area = 4,483 sq.m
The typical floor gross area = 1692sqm
The typical floor core area = 289 sqm
The typical floor lettable area = 1448 sqm
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2.4 PROJECT COST

At Award (Nm)
Preliminaries 368.17
Special Preliminaries 6.82
Main Building 4,755.10
External Works 216.16
Sub Total A 5,346.25
Contingency Sum 300.00
Sub Total B 5,646.25
VAT @ 5% 282.31
Grand Total N 5,928.56
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3.0 PROJECT ORGANISATION STRUCTURE (Roles and

Responsibilities)
Client
CAP Pheonix Cornerstone
Ltd.

Project Manager
CPMS Limited

Design Team Other Consultants

Architect Planning Consultant
Delano Architects Natuhab Consultants

Civil/Structural Environmental Specialist

Engineers ERM Limited
Ove Arup Ltd.

MEP Consultants Leasing Agent

Pierre Dammous & Broll Property Services
Partners / UNECON Ltd

Quantity Surveyor
BQC Consultants

Piling Sub-Contractor
Colak Geotechnics Limited

Main Contractor
Business Contracting Limited (BCL)

MEP Subcontractor
Mar & Mor Integrated Suppliers
Services Limited

Other Specialist
Subcontractors

KEY
Contractual Relationship Functional Liaison Project Supervision
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4.0 THE PROJECT APPROACH

The Project has been approached from the following stages:
 Pre-Planning,
 Conceptual Design Stage,
 Preliminary Design Stage,
 Design Development Stage,
 Construction Drawings (and Contract Documents), and
 Construction Administration.
The consultant Project Manager, Comprehensive Project Management Services (CPMS), has
the overall authority and responsibility for managing this project according to this charter. The
project manager will be directly answerable to the management representatives of CAP Phoenix
Cornerstone Ltd who will in turn update the Management board.
All construction drawings and information must be provided to the contractor prior to
commencement of construction. The target budgets will be managed by the Quantity Surveyor,
BQC Consultants Limited, through Financial Appraisals that are to be done on a monthly basis
(every 4 weeks). Any changes to designs will be dealt with in the regular project site meetings to
be held monthly (every 4 weeks), and to be attended by all the consultants and contractors
contracted by the client to offer professional consultancy services.
The construction period according to the appointed contractor is 21months, which includes a
mobilization period of 2weeks. The site was handed over to the Main Contractor, Business
Contracting Limited, on March 7, 2016 and the construction work commencement date March
21, 2016 with completion planned for December 21, 2017
The Mechanical, Electrical and Plumbing (MEP) sub-contractor for the project has been appointed
as Mar & Mor Integrated Services Limited: Other specialized sub-contractors and/or suppliers
will be nominated while the construction is on-going as their services are needed, particularly on
the following services;
 Lift Installation
 Building Maintenance Unit
 Aluminum Works and
 Raised flooring

4.1 Schedule Baseline

The project schedule was derived from the WBS with input from all project team members. The
schedule was completed, reviewed by the Project Managers, approved by the client and base-lined.
The schedule will be maintained as a MS Project Gantt Chart by the consulting Project Manager.
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The Master Programme will only be changed if an unexpected event occurs during the execution
of an assignment that could not be reasonably forecast by the Resource responsible or if the
CLIENT approves in writing an exception event. An exception event is an occurrence that;
 Materially changes or varies the scope of the project as defined in this document
and in the Building Contract documents
 An unnatural event/ “Act of God” (force majeure)
 An event that could not be forecast, expected or anticipated by a reasonable and
prudent person with experience and competency in the field of the assignment.

Should the Master Programme be changed, only the duration of the assignments affected by the
exception event will be varied
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5.0 DETAILED PROJECT PROGRAM

Duration Quarters (Starting January 2015)

Work Item 1 2 3 4 5 6 7 8 9 10 11 12 13
Design Phase 42 weeks
Tender Process 4 weeks
Negotiation & Award 13 weeks
Construction 21 months
Defect liability period 12 months
*The main contractor will provide a detailed programme of work that ensures completion of the construction work in 21 months
highlighting critical target milestones and detailed procurement schedule.
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6.0 RISK MANAGEMENT PLAN

The approach for managing risks for the Cornerstone headquarter building project includes a
methodical process by which the project team identifies, scores and ranks the various risks. All
effort will be made to proactively identify risks ahead of time in order to implement a mitigation
strategy from the project’s onset.

6.1 Risk Management Approach

Project Team will implement and continuously upgrade the risk management approach throughout
the life cycle of the project. Primary risk management functions include:
 Identifying new risk and opportunity elements
 Assessment / quantification of the probability of occurrence and potential impacts.
 Devising and implementing response strategies.
 Evaluating, monitoring and documenting the effectiveness of response actions.

Risk managers will provide status updates on their assigned risks in the bi-weekly project team
meetings, but only when the meetings include their risk’s planned timeframe. Upon the completion
of the project, during the closing process, the project manager will analyze each risk as well as the
risk management process. Based on this analysis, the project manager will identify any
improvements that can be made to the risk management process for future projects. These
improvements will be captured as part of the lessons learned knowledge base.

6.2 Risk Management Matrix

A Risk Management Matrix will be developed and maintained. The basis for the matrix will be a
set of selected, usually high-ranking, risks identified in the Risk-Based Cost Estimation. Additional
risk may be identified throughout the project duration.
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Project Risk Management Life Cycle Matrix

Planning Program Design Construction Testing Close-Out Ops & Maint
Project Purpose
Business Program Planning Business Needs
Funding & Executive Oversight & Support Continuous Improvement Review
Environment Process Review
Approval
Program Project Contract
Project Delivery Daily Project Capital Project Operations Project
Integration Management Integration Compliance
Method Management Process Review Planning Process
Policy Review Review
Scope & Facilities Master Project
User acceptance Operations Acceptance
Change Plan/Planning Requirements Building Design Change Control Process
Process Process
Control process Definition

Time Schedule
Facilities Annual Project Schedule Baseline Project
Management Detailed Schedule Management Completion
Plan (1-3 years) Requirements Schedule
(Schedule) Check List

Facilities Design
Conduct
Quality & and Specification Project Concept Design Review & Quality assurance Close Out
Inspections &
Inspection Standards Design & Themes Approval Process Check List
Quality Review
Program Cost Final Payment /
Cost Project Funding & Cost & Schedule Operating Budget
Management Cost Control Retention
Management Capital Budgeting Forecast Process
Guidelines Release
Facilities Ongoing
HR Staff Reductions/ Operations Staff
Management Project Management Staffing Requirements/Skills
Management Transfers Planning
Organization Review
Comms. & Program Reporting Project Reporting Project Cost & Budget Project Quality Project Closeout Final Status &
Project Status
Reporting Requirements Requirements Variance Performance Performance Financial Report
Safety, Safety, Insurance Project Safety Safety Program OCIP Close-out
Risk Tracking & Safety & Risk
Insurance & & Risk Mgt Program & Training & Review &
Resolution Mgt Compliance
Risk Policies Insurance Strategy Compliance Report
Contracting Subcontractor OCIP Close-out
Procurement Selection & Subcontractor Vendor Qualification/
Approach & Qualification Review & Punch List
& Contracts Contracting Selection/Contracting Selection
Controls Process Report
Project Issue
Issue Issue Management Confirm Issue Ongoing Issue
Management Issue Tracking & Resolution
Management Policy Resolution Management Process
Planning
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6.3 Risk Management Mitigation and Response

The risk response processes are split into two main categories based on the origination of the
risk;
 Internal Responses and
 External Factors

Internal Responses

Consultants
 Consultants should prepare bound specification document to cover specification for all
items.
 Consultants have been required to submit receipts of professional indemnity for the
purpose of the project.
 The early engagement of consultants to ensure adequate design review/coordination.
 The contractors were requested to review and query the design before the commencement
of construction to ensure due diligence was achieved
 Further changes to design specifications should pass through the change control
procedure as highlighted in section 7.0 accompanied with detailed sketches were needed.

Project Management
 Response and implementation of changes will be prompt to avert any delay either due to
pending design details and specifications from the consultants or final approval from the
client.
 Project manager to ensure that the communication plan as itemized in Section 8.0 is
adhered to accordingly.
 Weekly and monthly reports on the project must be prepared by the project management
team and issued to the client.
 Monthly management meetings will be held with the client.

Contractor
 Contractor to present a cash flow to the client/ project manager so that at all point the
contractor is deemed to have sufficient resource for execution of the project. An advance
payment has been made to the contractor to enable fix the contract. A monthly
valuation/payment for main contractor and also the MEP sub-contractor will be
considered. Milestone valuation for other sub-contractors will be utilized.
 Contractor is expected to maintain a high level of HSE discipline on the project site.
 The contractor is expected to submit a detailed monthly report on the project.
 Main contractor is expected to retain competent personnel on the project at all time.
 Main contractor to hold regular coordination meeting with the sub-contractors every
week. All meetings between Consultants and Sub contractors would have minutes taken
and circulated to all consultants for clarification, record and timelines of the items
discussed
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Sub-Contractors
 All sub-contractors are expected to enter a sub-contract agreement with the main
contractor
 All sub-contractors are required to provide workshop drawings for all installations.

External factors

These constitutes of all external factors that may affect the project which are not within the
immediate control of the project team;

 The client has appointed a town planning consultant, Messrs Natuhab Consultants, to
ensure compliance with all state and federal regulations and liaise with the agencies
concerned as the need arises.
 The Town Planning Approval for the project has been obtained and a copy of the
approved drawings, A3 format, will be presented to the main contractor for record
purposes.
 Special attention will be paid to any changes in government legislation and basic labour
rate (NJIC) of December 2007 as it affects the project
 Any experience of Area Boys/ Community challenges in Oniru.
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7.0 CHANGE CONTROL PROCEDURE

The Change Management Plan establishes how changes will be proposed, accepted, monitored,
and controlled. These procedures will govern changes to the baseline project scope including
changes to the work breakdown structure and requirements from project inception through to
completion. In addition, the change control procedures will govern changes to the baseline
schedule and cost. This Change Management Plan addresses the following activities:
 Identification and inventory of change requests
 Analysis and documentation of the complete impact of requested changes
 Approval or rejection of change requests
 Tracking changes and updating of project documentation to account for approved changes

The Client in conjunction with the Project Manager, is responsible for implementing a Change
management process on the project, encompassing changes during design and contract Change
Orders during construction.

The following steps are proposed organization change control process for Cornerstone
headquarters building project:

(a) If the change is at the request for information, RFI, by the contractor;

1. The requestor (contractor) will submit a completed RFI form to the project manager.
2. Project Manager will document the change request in the change register where all
change requests will be logged for the duration of the project.
3. The project manager will conduct an evaluation of the impact of the change to cost,
risk, schedule, and scope through the project consulting team.
4. If the RFI is for updates and information, the consultants shall issue direct response to
the contractor and copy the project manager.
5. However, for RFI with cost, time and quality implication, analysis of the change
request shall be presented to Client for review and approval by the project manager.
6. If a change is approved by the client, the project manager through the appropriate
consultant will issue an instruction to the contractor.
7. The PM will update and re-baseline project documentation as necessary.

(b) If the change is through an instruction by a consultant/client;

A. The consultant issues an instruction using an instruction booklet of a formal written

letter to the contractor in copy of the project team.
B. Contractor evaluates the change instruction in terms of cost change (if any) and sends
the outcome to the PM
C. Project Manager will document the change request in the change register where all
change requests will be logged for the duration of the project.
D. The project manager will conduct an evaluation of the submission through the project
consulting team in terms of cost, risk, schedule, and scope changes.
E. If no major impact is attributed to the change order in terms of cost, time and quality
the contractor is instructed to proceed.
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F. If a major cost variation is identified, the analysis of the instruction is presented to

Client for review and approval by the project manager.
G. The change if approved by the client, is communicated to the contractor, through the
appropriate consultant.
H. The PM will update and re-baseline project documentation as necessary.
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8.0 COMMUNICATION MANAGEMENT PLAN

This Communications Management Plan sets the communications frame structure for this project.
It will serve as a guide for communications throughout the life of the project and will be updated
as communication requirements change. This plan identifies and defines the roles of the project
team members as they pertain to communications. It also includes a communication conduct for
meetings and other forms of communication. A project team directory is also included to provide
contact information for all stakeholders directly involved in the project.

8.1 Project Team

Name Title E mail Cell Phone

Godfrey Mitchell Client, CAP Pheonix Godfrey.Mitchell@acagp.com 0803 402 1894

Osita Okonkwo Client, CAP Pheonix Osita.Okonkwo@acagp.com 0703 818 6410

Ayotunde Osuntubo Client, CAP Pheonix aosuntubo@cornerstone.com.ng 0808 384 2926

Richard Arobadi Project Manager, CPMS richard@cpmslimited.com 0803 404 7146

Gboyega Adesiyun Project Manager, CPMS gadesiyun@ cpmslimited.com 0818 504 0674

Adedayo Denloye Project Manager, CPMS ddenloye@cpmslimited.com 0807 464 4385

Roti Delano Architect, DA Roti@Delanoarchitects.com 0803 403 0417

Lolu Akinbobola Architect, DA Lolu@Delanoarchitects.com 0812 059 6556

Obioha Dike Structural Engineers, ARUP Obioha.Dike@arup.com 0803 303 5506

Azeez Bello Structural Engineers, ARUP Azeez.Bello@arup.com 0806 726 5736

Adeboye Shoroye Structural Engineers, ARUP Adeboye.Shoroye@arup.com 0809 687 7878

Antoine Dammous MEP Consultant, PDP adammous@pdammous.com +961(3)301165

Elie Tohme MEP Consultant, PDP etohme@pdammous.com +961(3)652055

Tunde Ogunde MEP Consultant, UNECON ogunde@uneconassociates.com 0803 311 9674

Oghenekume Ubogu MEP Consultant, UNECON oghenekume.ubogu@uneconassociates.com 0803 340 4405

Ayodele Odele MEP Consultant, UNECON Ayodele.odele@ uneconassociates.com 0812 848 8827

Tayo Dafosi Quantity Surveyor, BQC tayo@bqcconsultants.com.ng 0803 305 6161

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8.2 Project Correspondence

Correspondence shall be by the following modes: -
 Electronic Mail
 Telephone
 Facsimile
 Meetings
 Hardcopy documents and
 Courier

Communication Description Frequency Format Participants/ Deliverable Owner

Type Distribution
Project
Email Management
Weekly Monitoring Status Project
summary of Weekly Email Committee,
Report Report Manager
project status Team and
Stakeholders
Meeting to
Updated
Weekly Project review action Project
Weekly In Person Project Team Action
Team Meeting register and Manager
Register
status
Project
Present
Management Status and
Project Monthly metrics and Project
Monthly In Person Committee, Metric
Review (PMR) status to team Manager
Team, and Presentation
and sponsor
Stakeholders
Review of any
technical
designs or Technical
Technical Design Project
work As Needed In Person Project Team Design
Review Manager
associated Package
with the
project

8.3 Document Formats

It is important to use agreed file formats for distribution between project members. The following
file formats should be used for each document type:
ocument type Application / Use Format Required
Contract PDF, MS Word and MS Excel
Bill of Quantities For the registration and distribution of Bill of PDF (preferable), MS Word, MS Excel
Quantities where required
Drawings For the registration and distribution of PDF, DWG (AutoCad) and RVT (Revit)
Drawings where required
Meeting Minutes For the registration and distribution of Meeting PDF
Minutes
Reports For the registration and distribution of Report PDF(Preferable), MS Word, MS Excel,
Power Point where required
Schedule For the registration and distribution of Report Acrobat (PDF), MS Project, MS Excel
where required
Shop Drawings For the registration and distribution of Shop PDF, DWG (AutoCad 2007) and RVT
Drawings (Revit) where required
Specifications For the registration and distribution of Acrobat (PDF), MS Word, MS Excel, Power
Specifications Point where required
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Photographs For the registration and distribution of JPEG, TIFF, PNG where required
photographs
Procedures / For the registration and distribution of Acrobat (PDF), MS Word, MS Excel where
Method statements procedures required
Sketches
Instructions

Typically, the file format for all soft copy documents will be: Adobe Acrobat PDF format. Other
native or original formats can be utilized if a “live” document needs to be exchanged.

* Note that hard copies will be required for all the above documents for record purposes and use
where soft copy documents may be dimmed unusable or impractical. It will be on the onus of the
resource to facilitate the distribution and production of such documents as related to his/her
discipline.

8.4 Document Status

Status Use / Explanation
Draft Used for all documents issued for draft / initial review purposes

Issued for Information Used for all documents issued for Information purposes only

Issued for Review Used for all documents issued for 3rd party review and comment
Issued for ConstructionUsed for all documents which have been reviewed and considered to be Good
for Construction
Approved Used for all documents which have been reviewed and the contents are
approved.
Approved with Comments Used for all documents which been submitted for review and designated
approved with comments.
Revise & Re-Submit Used for all documents which have been submitted for review and returned
requiring the documents to be updated and re-submitted for review.
Rejected Used for all documents which have been submitted for review and the
documents has been rejected.

8.5 Issuance of Drawings for construction

 Hard copies are to be issued to the contractor on A1 format
 Drawings shall be clearly marked for construction
 Drawings being issued shall always be accompanied by a transmittal/issue
acknowledgement copy
 Updated drawing registers shall be issued in hard copy at each site meeting.
 Drawings circulated between consultants shall be through the Project Manager (CPMS
Limited). Hard copies shall however always be issued to the Contractor
 When issuing drawings to the contractors, the consultant will issue 2 copies of the drawings
to the main contractor with a drawing list which the main contractor will sign confirming
receipt. The consultant shall scan this drawing list and forward it to the Project Manager
(CPMS)
 All consultants must ensure that all drawings issued to the contractor should be for
construction to avoid confusion.
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 The main contractor shall review all drawings issued to him and make sure there are no
discrepancies.
 All consultants must ensure that their drawings do not conflict with the overall design.
 Before a revised drawing is issued by any consultant to the main contractor, the consultant
shall make sure that the architect has reviewed it to ensure it is integrated into the overall
design.

8.6 Shop Drawings review and approval process

Under circumstances where a specialist subcontractor is obliged to prepare and submit shop
drawings (also workshop drawings), in order to obtain a particular consultant’s approval prior to
manufacture and construction, then the following process shall apply:

 All shop drawings shall be issued by the subcontractor to the respective consultant.
 Hard copies plus CAD copies of such drawings shall be submitted to the consultant when
requested.
 Drawings are to be checked and reviewed within 10 working days and are to be returned,
properly marked to indicate its status (see below) to the sub-contractor.

The status of approved drawings shall be:

 Approved for construction
 Approved with comments (which means that the contractor may commence with
manufacture or construction, provided they re-submit the drawings with corrections)
 Rejected, in which case the drawings do not comply with the consultant’s design intent at
all.

8.7 Meetings
All consultants are expected to attend the Consultants Coordination Meetings, Site Meetings, Site
Inspections and any impromptu meetings setup to resolve arising matters. Likewise, the main
contractor and the sub-contractors are to attend Site Inspections, Site Meetings and Contractor
Coordination Meetings.
The site meetings will take place every two calendar weeks on the same day at the project site.
Prior to commencement of the site meeting, an hour long Consultants Coordination Meeting will
be held before a joint site inspection is undertaken. However, regular site inspection will be carried
out by individual consultant on the project.
Kindly note that the Project Manager will be responsible for chairing the site meeting. The site
meeting will be twice (2) in a month. The Project Manager will prepare and distribute the minutes
of the meeting to the contractors and sub-contractors and all the consultants on the project
The Project Manager will also distribute a meeting agenda at least a day prior to any scheduled
meeting and all participants are expected to review the agenda prior to the meeting. It is imperative
that all participants arrive to each meeting on time and all cell phones are set to vibrate mode to
minimize distractions.
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8.8 Issuance of Architects Certificate

The main contractor shall submit to the Quantity Surveyor a valuation of work done and materials
on site on a monthly basis on a date that is consistent throughout the contract period. The Quantity
Surveyor shall in turn carry out a joint valuation with the contractor and submit it to the Architect
within 7 days. The Architect shall confirm that he is satisfied with the quality and workmanship
of works valued and the materials on site and issue a certificate to the main contractor within
7days. Should the architect have any concerns regarding the Quantity Surveyor’s valuation, he
shall be at liberty to certify amounts which in his opinion are duly payable, and he shall write to
the Quantity Surveyor about items which he has concerns. The Quantity Surveyor will then submit
a revised version of the valuation to the Architect. The Architect shall issue a certificate to the
main contractor. The main contractor shall submit the certificate to the Project Manager who shall
forward it to the client to make the payment.

A similar and concurrent process will be run for every other subcontractor on the project.

Different certificates will be issued per Subcontractor at payment.

Valuation Calendar be QS.

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9.0 QUALITY PLAN MANAGEMENT

Although the ultimate responsibility for delivering a quality end product lies firmly with the main
contractor, the project team shall contribute to the process of setting standards and providing
guidance on quality issues. It is imperative that the team ensures that work is completed at an
adequate level of quality from individual work packages to the final project deliverable in the
manner set out below:
 Only written approvals or instruction may be issued.
 Where a verbal approval or comment is given, the consultant shall confirm this in
writing within 48hours of issuing such verbal instruction.
 All consultants have a prime responsibility to contribute to this process irrespective of
their discipline.
 Quality-related instructions shall be kept separate from instructions dealing with
information. A standard format is to be agreed between all parties.
 Similar to the master drawing register, the architects shall compile a master quality
instruction register.
 No instruction that affects the cost, time or quality of the project should be issued
without advance written approval from the Project Manager/ Client.
 Main Contractor / sub-contractor will be required to submit their samples of fittings
and obtain approval for procurement.

The client will sign off on the final acceptance of the project deliverable. However, the Project
Manager is responsible for quality management throughout the duration of the project. The
Project Manager is responsible for implementing the Quality Management Plan and ensuring all
tasks, processes, and documentation are compliant with the plan. The Project Manager will
establish acceptable quality standards. The Project Manager is also responsible for
communicating and tracking all quality standards to the project team and stakeholders.
The remaining member of the project team, as well as the stakeholders will be responsible for
assisting the Project Manager and Quality Specialists in the establishment of acceptable quality
standards. They will also work to ensure that all quality standards are met and communicate any
concerns regarding quality to the Project Manager.
CORNERSTONE HEADQUARTER PROJECT CHARTER

10.0 ACCEPTANCE CRITERIA AND PROJECT CLOSURE

The Contractor and sub-contractors listed as the resource on this project are deemed the entity
responsible for the successful delivery of the specified project assignment. They are required to
ensure that the task is completed on or before the date specified by:
 Diligently, continuously and consistently following up the assignment and inputs thereon.
 Closely monitoring progress of the assignment and regularly updating the Project Manager.
 Advising the Project Manager immediately on occurrence of an event which in the opinion
of the Resource will likely affect the time and/or budget allocated to the assignment
together with a recommendation on the appropriate corrective action to be taken and obtain
authorization from the client through the Project Manager
 Every party shall be responsible for the completion of their assignment(s) including being
proactive in requesting for information/ documents from others in a timely manner. Parties
should inform CPMS if requested information is not furnished within 7 days.

The contractor is expected to complete the project by December 2017. The Project Manager will
required to schedule a date for practical completion where all the project team/ stakeholders will
converge at the site to jointly inspect the completed project and client to take full posession of
the building for functional use. All Assignments should be delivered complete in every respect and
with sufficient detail/completion to ensure that they are “fit-for-purpose or use” for which they are
intended. M/s BCL will also be required to promptly carry out all remedial works necessary from
time to time during the defect liability period of twelve (12) months
The Project Manager will then develop a project review template to evaluate the project base on
the following:
i. Project performance against Objective
ii. Project Performance against budget
iii. Risk analysis and control measure taken
CORNERSTONE HEADQUARTER PROJECT CHARTER

PROJECT CHARTER APPROVAL

The undersigned acknowledge they have reviewed the project charter and authorize and fund the
Cornerstone Headquarters Head Office Building project. Changes to this project charter will be
coordinated with and approved by the undersigned or their designated representatives.

Signature: Date:
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Signature: Date:
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