FINAL PROJECT

UP-GRADATION OF ASF ACADEMY

Prepared By: Adeel (2184102)

Masab Umair (2084114)

Submitted To: Mr. IMRAN MUNIR

Section: MPM 1 A
Course: PM5104 Cost and Financial
Management for Project Management
Date: 15-AUG -2022
Table of Contents
1. Introduction............................................................................................................................4
1.1 Executive Summary..........................................................................................................4
1.2 Organization’s Vision and Mission...................................................................................4
1.3 Organization Type and Strategy.......................................................................................4
1.4 Project Overview..............................................................................................................5
2.0 Project Selection Criteria & Strategy....................................................................................5
2.1 Business Case....................................................................................................................5
3.0 Project Charter.....................................................................................................................7
4.0 Assumption and Constraint Log...........................................................................................9
5.0 Stakeholder Register..........................................................................................................11
6.0 Project Scope......................................................................................................................12
6.1 Scope statement.............................................................................................................12
7.0 Work Breakdown Structure (WBS).....................................................................................12
8.0 Plan Cost Management......................................................................................................13
8.1 Critical Inputs..................................................................................................................13
8.1.1 Schedule Management Plan....................................................................................13
8.1.2 Risk Management Plan............................................................................................14
8.1.3 Critical Identified Risk..............................................................................................16
8.1.4 Project Quality Management..................................................................................16
8.1.5 Project Communication Management & Information Distribution........................17
8.2 Cost management plan..................................................................................................18
8.2.1 Level of Accuracy:....................................................................................................18
8.2.2 Units of Measure:....................................................................................................18
8.2.3 Control Thresholds:..................................................................................................18
8.2.4 Control account.......................................................................................................18
8.2.5 Rules for Performance Measurement:....................................................................19
8.2.6 Performance Measure.............................................................................................19
8.2.7 Type of Cost use.......................................................................................................19
8.2.8 Types of Cost Estimates...........................................................................................19
8.2.9 Estimation Technique Type.....................................................................................19
8.2.10 Cost Reporting and Format:...................................................................................20
8.2.11 Process Management:...........................................................................................20

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9.0 Estimate Cost......................................................................................................................20
9.1 Estimating Cost Technique:............................................................................................20
9.1.1 Bottom up Estimating..............................................................................................20
9.1.2 Cost Estimate for Each work Package......................................................................21
9.1.3 Basis of Estimate......................................................................................................22
10.0 Determine Budget............................................................................................................25
10.1 Critical Inputs................................................................................................................25
10.1.1 Resource management plan..................................................................................25
10.2 Project Constraints.......................................................................................................27
10.2.1 Triple Constraints...................................................................................................27
10.2.2 Single Constraint....................................................................................................27
10.3 Reserve analysis............................................................................................................28
10.3.1 Contingency reserve..............................................................................................28
10.3.2 Management reserve............................................................................................28
10.4 Performance Measurement Baselines.........................................................................28
11.0 Control Costs....................................................................................................................29
11.1 Impact of Scope, Schedule on Project Cost..................................................................29
11.1.1 Comparison Against performance measurement baseline...................................29
11.1.2 Earned Value Management (EMV)........................................................................31
11.3 Funding limit reconciliation..........................................................................................32
11.3.1 S-Curve...................................................................................................................32
11.4. Cost Change Controls..................................................................................................32
11.4.1 Project Tracker with Corrective & Preventive Actions (CAPA)..............................32
11.4.2 Change Log Form...................................................................................................34
12.0 Project closure..................................................................................................................34
13.0 Lesson learned.................................................................................................................35
14.0 Conclusion........................................................................................................................36
15.0 Appendix..........................................................................................................................37

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1. Introduction

1.1 Executive Summary

The objective of this report is to analyze the selected project with an eye of Project
management and implement the various aspect of cost management in accordance and
with the reference to PMBOK (6th Edition) and lesson learned though out the semester. We
select project from construction industry named as Upgradation of ASF Academy at ASF
Academy Karachi for the upgradation of Traning facilities for the trainees. Before it was not
properly constructed and trainees were getting trained in ground and classes under shades.
According to International Civil Aviation Organization it is required to construct proper
training facilities for training f Airport Security Forces. We will try to plan whole project from
cost management perspective and implement planned strategies to show how it will impact
the whole project in terms of cost management and impacts generated due to it.

1.2 Organization’s Vision and Mission

The company’s vision is to retain and comply with defined standard, procedures, criteria and
certificate of conformity requirements of the client to make sure compliance of ethical, legal
and social responsibility for client, employees and the society.
The mission for the company consist of making sure effective participation for the society
betterment & integration of commercial responsibilities socially throughout the company’s
Construction, Execution and Management and maintenance. It also focuses on acquiring
numerous certifications required to satisfy varying customer needs and changing Client with
the time passage, industry & environmental requirements.

1.3 Organization Type and Strategy

As mentioned earlier the company’s main focus is the establishment of Quality oriented
organization. The quality philosophy for the company comprised of a methodical, cohesive,
constant & organization-wide perspective for every working employee, every operation,
project and produced fabric.
Thorough checking at the end of each process of production beginning from observation,
inspection and testing of raw material used for fabric production, weaving, fabric checking,
finished fabric assessment, inspection of procedures of cutting, sewing, printing and packing
are in accordance to defined standard ensuring, end product meeting customer’s
requirement and thus achieving its satisfaction.
The company strategy for the construction is as per client’s requirement comprised of
Execution to Finishing and handing and taking over the project on time. Finally an
independent internal audit team is conducted for final inspections of the end product.

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As mentioned above details the Organization type is functional. To align company’s staff to
organization Strategy Company have to focus also on training of staff, staff education and
development of leadership skills among the company’s employee.

1.4 Project Overview

To Ensure the training requirements and in compliance with the requirement of ICAO, TSA
the existing Academy must have infrastructure capacity and compatibility as per
international training institutes. To Safeguard Civil Aviation industry of Pakistan against
unlawful interference adopting counter terrorism measures, preventing crimes and
maintaining law and order situation..
The Establishment of ASF Academy i.e the proposed project will eventually resolve the all
infrastructure and capacity building issues. Mandatory infrastructure facilities are required
within the ASF academy are Academic and residential building, Multipurpose hall and
Airport Training arena, and Trainee and officers Mess with all the required infrastructure i.e
road, walkways, landscaping and associated MEP works.
Under such circumstances it was decided by higher management to Up-grade the whole
academy to morally increase their capacity and to meet the standards requirement of ICAO.

2.0 Project Selection Criteria & Strategy

To Safeguard Civil Aviation industry of Pakistan against unlawful interference adopting
counter terrorism measures, preventing crimes and maintaining law and order situation.
Mandatory infrastructure facilities are required within the ASF academy are Academic and
residential building, Multipurpose hall and Airport Training arena, and Trainee and officers
Mess with all the required infrastructure i.e road, walkways, landscaping and associated
MEP works.

2.1 Business Case

A business case represents the justification for a project initiation. It is formal document
mostly presented in written document well organized structurally. For small project it is
possible that business case can a verbal agreement or short presentation.
The business case presented, if approved formally, paves a way for official startup of any
project, program or portfolio. It is important to consider that business case is own by the
sponsor.
The business case for the project Up-gradation o ASF Academy is given in below chart.

Fig. 01. Business Case

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 Business Case
Project Name Up-gradation of ASF Academy
Project sponsor Federal Govt PSDP Project Manager Mr. Adeel
Date of Project Approval 2nd June, 2021

Establishment of ASF Academy i.e the proposed

project will eventually resolve the all infrastructure
and capacity building issues. Mandatory
Contribution to Business infrastructure facilities are required within the ASF
Strategy academy are Academic and residential building,
Multipurpose hall and Airport Training arena, and
Trainee and officers Mess with all the required
infrastructure i.e road, walkways, landscaping and
associated MEP works.
Mandatory infrastructure facilities are required within the ASF
academy
Options Consideration are Academic and residential building, Multipurpose hall and
Airport
Training arena, and Trainee and officers Mess with all the required
Infrastructure i.e road, walkways, landscaping and associated MEP
Impact of not launching works.
If this project was not launched then it might have bear penalty from
the project ICAO not to upgrade Training Academy

Approval kickoff meeting conclude after analyzing all option to

Carry forward with Construction of new Academy or up-gradation of
Approval meeting Same Academy. Then it is decided that the same academy will be
Up-graded

1. Permanently resolve Training issue

2. Help in sustaining good training facility
Benefits 3. No need for arranging alternate spaces for the training purpose
4. Morally upgrade the Trainees

Time Scales The estimated planned duration for project completion is 3 years.

Costs The estimated planned cost for project is PKR 1700 Million.
1. Cost
2.
Escalation can be delayed and can’t be start prior shifting existing
Construction
Trainingand feeding material from construction site.
Corporate level Risks 3. Natural disaster
4. Material Strike
5. Security issue

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3.0 Project Charter
A project charter is a document that explains the purpose of the project and how it will be
delivered.
It is defined as a combined source of information about the project used during its planning
and initiation phase. It explains the boundaries of project along with information of all the
relevant stakeholders. It is an important document of the project management throughout
project life cycle especially during the planning phase of the project.
The project charter for the construction project of washing facility is as follow:

Project Title: Up-Gradation of ASF Academy Date: 12-5-2018

Project Sponsor: Federal Govt PSDP Fund

Project Manager: Mr. Adeel

Project objective:
The Project objective is the Up-gradation of ASF Academy Karachi

Project purpose:
The Establishment of ASF Academy i.e the proposed project will eventually resolve the
all infrastructure and capacity building issues. Mandatory infrastructure facilities are
required within the ASF academy.
Project scope:
In Scope:

1. Construction of Academic Block.

2. Construction of Female Trainee hostel.
3. Construction of MT block, Trainee male mess, Airport Training Areena.

Out Scope:

1. Demolition of Existing Structure.

2. Extra small works asked verbally.

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High Level Risk:
1. Construction can be delayed if on going and upcoming training in not shifted to
other airports.
2. Construction can be delayed and can’t be start prior shifting of finish material from
construction site.
3. Labour Entry Exit issue due to security concern.

Estimated Completion duration:

3 years

Estimated budget:
170,000,000.00 PKR.

Identified Stakeholder:
STAKEHOLDER ROLES

Ministry of Planning and Development Project Funding

Pakistan Public works dept Managing the project from sponsor side.
Giving critical decision required at time
Consultant Providing drawings, estimates and
specification needed for project execution
Contractor (Construction) Construction of the facility as per
standards, design and requirement.
Contractor Project Manager Managing construction of the project as
per client’s requirement and design.
Supervisor Managing project execution of the new
washing facility.
ASF Headquarter End users using the facility after
construction.

Milestones:
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 Milestones Planned Completion Date
Completion of grey structure work for the 01-03-2022
project.

Completion of Finishing Work for the 25-06-2023

project.

Communication Strategy:
 Cell phones
 Emails
 Meetings
 Letters

Success Criteria:
 Complete the project within given time
 Project Completion within allotted budget
 Project Completion within given scope
 Compliance of project to defined standards and specifications
 Sponsor’s / Customer Satisfaction
Fig. 02. Project Charter

4.0 Assumption and Constraint Log

The assumption and constraint log is a directory, in which both assumptions and constraints
associated to the project are recorded. The documentation of assumption and constraints is
started at the time of project charter development. Assumptions and constraints are first
identified at high level in project charter and are further updated and analyzed with the
project’s progress simultaneously.
Assumptions and constraint identified during planning phase of this project are presented
below in assumption log:

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 Project Assumption/ Responsible Status Comments
Phase Constraint Person
01 Planning Heating and Constraint: It is due to
ventilation/ - - low clear height of floor
Security issue. and will remain after
construction of facility.
will be at peak in
summer season

02 Execution Construction of Contractor open Assumption: It is

Building and assumed that already
infrastructure present material will be
shifted by operational
manager prior start of
construction without
delaying project
execution
03 Execution Shifting and Sub-contractor open Assumption: It is
Construction and his labor assumed that the all
work material shifting
and construction will be
executed by Sub
Contractor.
04 Execution Utilities Sponsor open Assumption: It is
(electricity and assumed that electricity
water) and water during
project execution will
be provided by
sponsors.
05 Execution Construction Project open Assumption:
workers wages Manager Construction workers
(construction) are paid wages based
on average salary of
construction workers in
local practice
06 Execution Site supervisor Project open Assumption: Site
responsibility Manager supervisor will remain
(construction) on the site from initial
stage till end of project
07 Execution Cleaning the Site supervisor open Assumption:
facility Completing phase of
the project also
includes cleaning the
facility after
construction is
complete

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 5.0 Stakeholder Register
The stakeholder for the project of Up-gradation of ASF Academy is identifying critical
stakeholders along with their roles, designations and requirements are mentioned below in
tabular form:
S.NO POSITION
1 Federal Govt
2 PakPWD
3 Consultant
4 Contractor
(Construction)
5 Contractor Project
Manager
6 Supervisor
REQUIREMENT EXPECTATION CLASSIFICATION
Project Funding Timely approval High
Managing the project Plan, Manage and High
from sponsor side. monitor the project
Giving critical decision
required at time
Providing drawings, Provide error free High
estimates, BOQs and drawings without
specification needed design flaws in the
for project execution project.
Incorporate changes
in drawing and
provide revise
drawing asap in case
of change occur.
Construction of the Within time frame Very high
facility as per and as per
standards, design and requirement
requirement.
Managing construction Execution, allocation High
of the project as per of labor, material
client’s requirement transportation.
and design.
Execution of all Execution, manage Medium
construction work. resources, monitor
and control work
Fig. 04. Stakeholder Register
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6.0 Project Scope

6.1 Scope statement

The Establishment of ASF Academy i.e the proposed project will eventually resolve the all
infrastructure and capacity building issues. Mandatory infrastructure facilities are required
within the ASF academy.
In scope

Mandatory infrastructure facilities are required within the ASF academy are Academic and
residential building, Multipurpose hall and Airport Training arena, and Trainee and officers
Mess with all the required infrastructure i.e road, walkways, landscaping and associated
MEP works..
Out scope

It is important to note that Demolition of old Structure and Site clearance is out of Scope

7.0 Work Breakdown Structure (WBS)

A work breakdown structure (WBS) is hierarchal breakdown of project deliverables,
milestone and project activities into manageable work packages called project chunks. It is a
key project deliverable that organizes the project work into manageable sections and help in
better understanding of required work to be executed in certain frame work.
For better understanding of project the work break down structure breaking the project
deliverables and work in executable work packages is mentioned below:

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 Fig. 05. Work Breakdown Structure (WBS)

8.0 Plan Cost Management

Plan Cost management is the process to create procedure, policies and documentation to
direct, guide, manage, expand and control Project cost. This process give how Cost will
address through project life cycle.

8.1 Critical Inputs

8.1.1 Schedule Management Plan
Schedule management plan helps to create Criteria and procedure for developing,
monitoring and controlling schedule. It planned according to the complexity of the project
which include dependency and appropriate control threshold.
Schedule Methodology:

 The Schedule methodology will be water fall followed by critical path method

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Schedule Tools:

 Schedule will be plan, manage and control with help of MSP.

Level of Accuracy Units of Measure Variance Threshold

-5 % to +10 % Days Schedule Performance
Index (SPI) :
-Greater Than 1.0=
Ahead of schedule
-Exactly 1.0 = On
schedule
-Less Than 1.0=Behind
schedule

Schedule Reporting and Format:

 Monthly reports should be share on meetings and email with all relevant
stakeholder using standard template

Schedule update:

 Schedule to be update daily or if any issue occur

Fig. 06. Plan Cost Management

8.1.2 Risk Management Plan

The risk management plan is a document and integral part of the project management plan
that define and represent the approach of risk management throughout project life cycle
and how will it be performed. The risk management plan for the project of Up-gradation of
ASF Academy includes risk strategy, methodology, roles and responsibilities for risk
management, frequency and timing for risk management activities, risk categories,
definition of probability and impact, probability and impact matrix, risk tracking, risk audit,
risk report formats and risk response strategies definition.

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Methodology
The risk are identified, manage and control by qualitative and quantitative risk analysis. We
are using qualitative and quantitative analysis for managing potential risk on the project.
These are the method used for effective risk management throughout project life cycle:
a) Risk Identification via meetings, past experience, lesson learned and brainstorming
b) Qualitative Risk assessment (Estimate probability and impact of identified risks)
c) Quantitative Risk assessment (Estimate probability and impact of critical prioritized
risk after qualitative risk analysis)
d) Develop Risk response as per the defined risk response strategies
e) Role and responsibility for risk response implementation
f) Implement risk response in case of risk trigger.
g) Monitor and control the impact of risk response implementation and secondary risk
occurrence
h) Document and update change
i) Risk Review assessment and update

Risk Response Strategies Definition

Risk Response strategies consist of actions which are taken to minimize the risk impact and
to reduce the probability of risk occurrence in case of negative risk. While to maximize the
risk impact and increase the probability of occurrence in case of positive risk. The definition
of risk response for our project is as follow:
For negative risk:

 Take the Risk: This means comfortable enough in acknowledging the risk that is
accepting the risk and applying contingency plan to the same.
 Avoid the Risk: This means taking measures and steps to eliminate cause of risks
 Transfer the Risk: This means avoiding the losses incur by the risk and transferring to
third party for managing it.
 Mitigate the Risk: This mean formulating the mitigation plans for the risk to reduce
its likelihood of occurrence and impact.
For positive risk:

 Exploit the Risk: This means increase the work amount to ensure opportunity
occurrence.
 Enhance the Risk: This means increasing the probability and impact of risk by taking
measure and steps focusing the objectives.
 Share the Risk: This means forming a team, partner and joint venture to best achieve
the opportunity.

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8.1.3 Critical Identified Risk

RBS LEVEL 1 RBS LEVEL 2 RBS LEVEL 3

1.1 SCOPE CREEP
1.2 SCHEDULE OVERRUN
1.3 COST OVERRUN
1.4 DELAY IN PROJECT EXECUTION DUE TO
1. MANAGEMENT ALREADY PRESENT FINISH GOOD AND
FEEDING MATERIAL AT SITE
1.5 FACILITY NOT DESGINED WITH FUTURE
CAPACITY PROVISON
1.6 QUALITY OF WORK
Up-gradation of 2.1 MAJOR LAYOUT AND DRAWING CHANGES
2. TECHNICAL
ASF Academy 3.1 POOR COMMUNICATION AMONG
3. COORDINATION STAKEHOLDERS
3.2 POOR DECISION MAKING
4.1 UNAVAILABILITY OF ALTERNATIVE
STORAGE AREA FOR FINISH GOOD AND
FEEDING MATERIAL
4. OPERATIONAL 4.2 DISTURBANCE IN PRODUCTION
OPERATIONS DUE TO SHIFTING OF FEEDING
MATERIAL FROM CONSTRUCTION SITE TO
NEW STORAGE AREA
5. EXECUTION 5.1 DEFECTIVE MATERIAL USED

Fig. 07. Critical Identified Risk

8.1.4 Project Quality Management

Quality management plays significant role in the successful delivery of any project. The
Quality management is an important factor of complete construction project management,
and is often the measurement criteria for companies for success and failure of any
construction project.
Quality Assurance  

Quality assurance (QA) process for the construction of washing facility includes that the
contractor hired to construct the facility will involve in order to make sure that the required
quality standards of the project are meet. This process includes the requirements for
inspection, inspection templates and testing standards to be used at the end of every
construction activity or during the construction activity. This should be combined by the
appropriate defined follow up.
Quality Control

Quality control (QC) process for the construction of washing facility includes how the project
quality will be managed during construction of the project and output achieved is in
accordance to the criteria set or not. This can be achieved by development of quality
outputs for which different inspection templates and standards should be defined and used.

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Quality Strategy

For this project of constructing washing facility, strategy to implement PQM to the project is
as follow:
1. Find or defined the inspection criteria, frequency of inspection during process and
after its completion.
2. Finding out and following the standards of ASTM and BS for material such as
concrete and steel used for quality assurance and quality control phase of each
project deliverable.
3. Making the templates for testing in accordance to ASTM and BS standard.
4. Ensure testing of material and work in accordance to defined and selected
standards.
5. Strong Follow up for quality related activities at the end of each phase.
6. Continuous improvement for frequent repetitive project activities.

8.1.5 Project Communication Management & Information Distribution

Communication is a very crucial activity during any project. So it is highly important to have
a good communication plan to avoid any sort of miscommunication or misunderstanding
between the project team as it can result in huge errors and problems during work.
The communication method of the project is attached below:

Stakeholder Method Timing or Frequency Sender

Federal G Email, phone and Weekly update Project Manager

meetings (Sponsor)

Project Manager Email, phone and Daily update Project Manager

(Sponsor) meetings (Contractor)

Consultant Email, phone and Daily update Project Manager

meetings (sponsor)

Contractor (Construction) Email, phone , Daily update Project Manager

meetings and site (Contractor)
visits

Contractor Project phone and meetings Daily update Supervisor

Manager and site update

Phone and site Always on Site Labor foreman

update available (working
Supervisor
hours)

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 Washing Facility manager Email, phone , On completion of Project Manager
and staff meetings and site major milestone (Sponsor)

Fig. 08. Communication Management & Information Distribution

8.2 Cost management plan

Cost management plan direct how the cost will be planned, managed and control
throughout project.

8.2.1 Level of Accuracy:

For Cost:
Rounding up to the nearest 0 decimal PKR 100.557 to be 101
places

8.2.2 Units of Measure:

For Labor: Rs per day. or Rs/day.
For employee Rs per Month or Rs/day
For Material and Equipment: Rs per unit or Rs/units.

8.2.3 Control Thresholds:

 The Control Thresholds for this project is a CPI defined in the performance
measurement section. Corrective Action Plan is required If the project reaches one
of these Control Thresholds a Cost Variance. The Project Manager will report the
management with alternative for corrective actions the management decide a
corrective action alternate option.

8.2.4 Control account

Control account is the technique that is use as management control point where cost, scope
and schedule are integrate and compared to earn value management on work packages in a
project.

For this project control account is set against each deliverable that is

 Grey structure work completion

 Finishing work completion

8.2.5 Rules for Performance Measurement:

Project performance will be measured by Earned Value Management. These four Earned
Value metrics will be implement to measure projects cost performance:

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  Schedule Variance (SV),
 Cost Variance (CV)
 Schedule Performance Index (SPI),
 Cost Performance Index (CPI)

8.2.6 Performance Measure

Performance Measure Criteria
Cost Performance Index - Greater Than 1.0= Under Plan Cost
(CPI) - Exactly 1.0 = On Planned cost
- Less Than 1.0= Over Planned

8.2.7 Type of Cost use

Direct The project cost that directly attribute to
the work of washing facility construction
project.

In direct Overhead items or cost incurred for the

construction of washing facility

8.2.8 Types of Cost Estimates

Type Definitive
Range Accuracy -5 % to +10 %

8.2.9 Estimation Technique Type

Type Bottom Up Estimate

Reserve Threshold  Company overhead and profit is 20% of

the calculated per unit cost
 Contingency reserve is 25% of the
estimated cost of each Project
deliverable
 Management reserve is 15% of the
estimated cost of the project

8.2.10 Cost Reporting and Format:

High level cost briefing to be done every 3 day to the management with a detailed cost
reporting to be done after every week.

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8.2.11 Process Management:

Updating, monitoring and The cost change control will follow the established
controlling project change request process. Approvals for project
budget/cost changes must be approved by the
management. A summary of the change control process
is as follows:
• Identify and assess the change (generated from a
cost variance analysis).
• Complete a Change Request Form and submit the
form, along with required supporting documentation, to
the management.
• The management will review the change request
and may request additional documentation prior to
review with the Project Manager.
• Change Request Form will be used, the Project
Manager will mark the change as:
1. Approved,
2. Pending
3. Or Declined.

• The project manager will report and document

the change request decision as necessary (update WBS,
schedule and budget documentation if impacted).”
Fig. 09. Cost management plan

9.0 Estimate Cost

Estimate cost is the process to develop the approximate cost of resource required to
complete project objective. It continues throughout the project as needed

9.1 Estimating Cost Technique:

9.1.1 Bottom up Estimating
For this project each work package is estimated to the highest required detail using bottom
up estimate technique due to availability of Bill of quantity (BOQ) of the project. For this
material, man power, tools and machinery required for the completion of work effort
against each work package is calculated.
9.1.2 Cost Estimate for Each work Package
Cost estimate of washing facility construction project for each work package find in WBS is
as follow

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 WBS
S.NO WORK PACKAGE NAME Unit COST ESTIMATE
Code
Rate COST/
S.NO ACITIVITY NAME COST TYPE QUANTITY Unit
(Rs.) QUANTITY
a Dismantling of Floor Direct 100 Sft 10 1,000
b Debris Shifting Direct 100 Cft 6 600
c Tools & Plants Used Direct 100 Cft 5 500
TOTAL/100 sft 2,100
1 1.1.1 Floor Dismantling (4" thick) Sft Incurred Cost/Sft 21
Company's Overhead
d Indirect 20% 4
and profits
Derived Unit Rate (PKR) Unit rate /sft 25
e ESTIMATED COST (PKR) 3472 Sft 25 86,800
a Cement Direct 14 Bag 600 8,400
b Sand Direct 122 Cft 30 3,660
c 4"x8"x12" Blocks Direct 142 Nos 22 3,124
d Mortar (1:6) Direct 4.5 Cft 120 540
e Manpower Direct 100 Sft 29 2,900
f Tools & Plants Used Direct 100 Sft 8 800
2 1.1.2 Block Masonary (4" thick) Sft
TOTAL /100 sft 19,424
Incurred Cost/Sft 194
Company's Overhead
g Indirect 20% 39
and profits
Derived Unit Rate (PKR) Unit rate /sft 233
h ESTIMATED COST (PKR) 2357.08 Sft 233 549,200
a Cement Direct 12 Bag 600 7,200
b Mix Direct 40 Cft 17 680
c Crush Direct 85 Cft 20 1,700
d Manpower Direct 100 Sft 9 900
e Tools & Plants Used Direct 100 Cft 6 600
3 1.1.3 Concrete CC (6" thick) Sft TOTAL /100 sft 11,080
Incurred Cost/Sft 111
Company's Overhead
f Indirect 20% 22
and profits
Derived Unit Rate (PKR) Unit rate /sft 133
g ESTIMATED COST (PKR) 3040.3 Sft 133 404,360
Comple tio n o f Gre y Struc ture
4 1.1.4 Total Cost For 1st deliverable (PKR) 1,040,360
work

Fig. 10. Cost Estimate for work Package -1

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 WBS WORK PACKAGE
S.NO Unit COST ESTIMATE
Code NAME
Rate COST/
S.NO ACITIVITY NAME COST TYPE QUANTITY Unit
(Rs.) QUANTITY
a Cement Direct 11 Bag 600 6,600
b Sand Direct 48 Cft 24 1,152
c Mortar (1:4) Direct 5 Cft 50 250
d Manpower Direct 20 Cft 13 260
e Tools & Plants Used Direct 20 Cft 5 100
1 1.2.1 PLASTER WORK Sft TOTAL/100sft 8,362
Incurred Cost/Sft 84
Company's Overhead
g Indirect 20% 17
and profits
Derived Unit Rate (PKR) Unit rate /sft 100
h ESTIMATED COST (PKR) 4004 Sft 100 400,400
a Cement Direct 15 Bag 600 9,000
b Mix Direct 37 Cft 17 629
c Crush Direct 75 Cft 20 1,500
d deformed steel Direct 0.824 ton 140000 115,360
e Manpower Direct 100 Cft 15 1,500
MACHINE FOUNDATION f Tools & Plants Used Direct 100 Cft 6 600
2 1.2.2 Cft
(RCC) (1 ft thick) TOTAL/100Cft 128,589
Incurred Cost/Cft 1,286
Company's Overhead
h Indirect 20% 257
and profits
Derived Unit Rate (PKR) Unit rate /Cft 1,543
j ESTIMATED COST (PKR) 175.01 Cft 1543 270,040
a Primer + 2 Coat Direct 100 Sft 14 1,400
Membrane (hy grip)
b Direct 100 Sft 10 1,000
4mm thick
c Manpower Direct 100 Sft 3 300
d Tools & Plants Used Direct 100 Sft 2 200
3 1.2.3 BITUMEN COATING Sft TOTAL/100Sft 2,900
Incurred Cost/Sft 29
Company's Overhead
e Indirect 20% 6
and profits
Derived Unit Rate (PKR) Unit rate /Sft 35
f ESTIMATED COST (PKR) 3872 Sft 35 135,520
a Ocean Brown Marble Direct 100 Sft 160 16,000
b Manpower Direct 100 Sft 5 500
c Tools & Plants Used Direct 100 Sft 6 600
TOTAL/100Sft 17,100
4 1.2.4 MARBLE WORK Sft Incurred Cost/Sft 171
Company's Overhead
d Indirect 20% 34
and profits
Derived Unit Rate (PKR) Unit rate /Sft 205
e ESTIMATED COST (PKR) 3500.49 Sft 205 717,600
a Paint Direct 100 Sft 21 2,100
b Paint material Direct 100 Sft 3 300
c Manpower Direct 100 Sft 15
d Tools & Plants Used Direct 100 Sft 6 600
TOTAL/100Sft 3,000
5 1.2.5 PAINT WORK Sft
Incurred Cost/Sft 30
Company's Overhead
d Indirect 20% 6
and profits
Derived Unit Rate (PKR) Unit rate /Sft 36
e ESTIMATED COST (PKR) 4006.65 Sft 36 144,239
Comple tio n of Finis hing
6 1.2.6 Total Cost For 2nd deliverable (PKR) 1,667,800
work

Fig. 11. Cost Estimate for work Package -2

9.1.3 Basis of Estimate

Basis of Estimate for this project is the documentation of the Description of work related
assumptions, required technical data, acceptance criteria and related activities with
estimated duration require to complete the deliverable.

Basis of estimate for the Construction project of washing facility are mention below in
tabular form

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Work Package Name: WBS ID: 1.1
Grey Structure Work Completion
Description of Work: Assumptions:
1. It is assumed that already present material will be
All dismantling, block masonry and shifted by operational manager prior start of
concrete related work is needed to construction without delaying floor dismantling
be done. work.
2. It is assumed that electricity and water during
project execution will be provided timely thus
ensuring smooth work execution.
Activities To Complete: Planned Estimated Duration:
1. Floor Dismantling 10 days
2. Masonry work
3. Concrete Work
Labor Material
Total Cost
ID Activity Hours Cost Units Cost
1.1.1 Floor 448 108500 - - 108500
Dismantling
1.1.2 Block Masonry 336 451500 2350 Sft 235000 686500
1.1.3 Concrete 56 73200 3325 Sft 432250 505450

Quality Requirements:
1. Compressive Strength of concrete must be in compliance to C-39-03 of ASTM
standards.
2. Concrete slump must be in compliance to C-143-03 of ASTM standards.
3. Concrete temperature must be in compliance to C-1064-03 of ASTM standards.
4. Steel used in foundation prior concrete must be in compliance to A-615-04a of
ASTM standard.

Acceptance Criteria:
All activities are performed and checked in accordance to relevant defined quality
standards and practices

Technical Information:
1. Block size used for masonry work should be of 4”x8”x12”.
2. Steel used in foundation must be of grade 60 with yield strength of 60,000 ksi.
3. Concrete used for must foundation and flooring work must have ratio of 1:2:4 and
compressive strength of 2400 psi after 28 days curing.
Fig. 12. Basis of Estimate -1

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Work Package Name: WBS ID: 1.2
Finishing Work Completion

Description of Work: Assumptions:

1. It is assumed that already material required for
Finishing Work and machine work packages completion is timely supplied to
foundation work completion as per construction site.
work mentioned in BOQ. 2. It is assumed that electricity and water during
project execution will be provided timely thus
ensuring smooth work execution.
Activities To Complete: Planned Estimated Duration:
1.Plaster work 17 days
2.Machine foundation
3 Bitumen coating
4.Marble work
5.Paint work
Labor Material
Total
ID Activity Hours Cost Units Cost Cost
1.2.1 Plaster Work 272 320500 4004 Sft 180000 500500
1.2.2 Machine 160 153600 0.824 183750 337350
Foundation ton /
175 Cft
1.2.3 Bitumen Coating 144 22500 3872 Sft 146900 169400
1.2.4 Marble Work 368 302000 3500 Sft 595000 897000
1.2.5 Paint Work 144 18000 4007 156000 174000

Quality Requirements:
As per standard finishing practices

Acceptance Criteria:
Work is done as per defined working standards.

Technical Information:
1. Hy grip membrane (4mm) thick to be used for water proofing of floor drains.
2. ½” thick plaster with mesh on joint is required to be down.
3. ¾” thick ocean brown marble to be used for floor works
4. Matt finish paint is required to be done walls
Fig. 13. Basis of Estimate -2

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10.0 Determine Budget
Determine Budget is the process where Estimation of individual activity or task is
aggregated to create Cost Baseline with the help of which project performance can be
monitored and controlled. It was performed once and include all the fund authorize for the
washing facility construction project.

10.1 Critical Inputs

10.1.1 Resource management plan

Key Resources

Role Number Skill Level

Project Manager 01 Expert
Supervisor-1 01 Expert
General Labor 04 Intermediate
Breaker Hilti 02 Good
Paint Labor 03 Intermediate
Steel Labor 02 Good
Concrete Labor 06 Good
Mason + Helper 04 Good

Staff Acquisition Staff Release

Staff acquisition at the start of the Staff Release at the end of the project
execution

RASCI Matrix
CONSTRUCTION OF WASHING FACILITY
ROLES

Managers/Asiistna
Project Manager

Project manager
Queen Apparel

Consultant Team
Consultant

Contractor

Enduuser
supervisor
Sponsor

stafff
t

Sponsor /
WBS ID Deliverable or Task Status Consult Project Team Inform
Leadership
1 Up-gradation of ASF Academy
1.1 START OF GREY STRUCTURE
1.1.1 FLOOR DISMANTLING COMPLETED I A R
1.1.2 BLOCK MASONARY COMPLETED I A R
1.1.3 1:2:4 CONCRETE COMPLETED I C A R
1.1.4 COMPLETION OF GREY STRUCTURE COMPLETED I I A S S A R
1.2 START OF FINISHING WORK
1.2.1 PLASTER WORK COMPLETED A R
1.2.2 MACHINE FOUNDATION COMPLETED I S C A R
1.2.3 BITUMEN COATING COMPLETED S C C A R
1.2.4 MARBLE WORK COMPLETED I I C S A R
1.2.5 PAINT WORK COMPLETED C S A R
1.2.6 FINISHING WORK COMPLETION COMPLETED I I A S C A A R
25 | Page
1.2.7 CHECKING AND PROJECT HANDOVER COMPLETED I I A C C A R
1.3 PROJECT COMPLETION COMPLETED I I A S S A R I I I
Organization Breakdown Structure

RASCI Matrix
CONSTRUCTION OF WASHING FACILITY

ROLES

Managers/Asiistna
Project Manager

Project manager
Queen Apparel

Consultant Team
Consultant

Contractor

Enduuser
supervisor
Sponsor

stafff
t
Sponsor /
WBS ID Deliverable or Task Status Consult Project Team Inform
Leadership
1 Up-gradation of ASF Academy
1.1 START OF GREY STRUCTURE
Role Responsibility
1.1.1 FLOOR Authority
DISMANTLING COMPLETED I A R
1.1.2 BLOCK MASONARY COMPLETED I A R
1.1.3 1:2:4 CONCRETE COMPLETED I C A R
1.1.4 COMPLETION OF GREY STRUCTURE COMPLETED I I A S S A R
Physical resource Identification and estimates
1.2 START OF FINISHING WORK
1.2.1 PLASTER WORK COMPLETED A R
Resource1.2.2
Name MACHINE Type
FOUNDATION Std. Rate
COMPLETED I S Number
C A of Rperson
1.2.3 BITUMEN COATING COMPLETED S C C A R
Project Manager Work Rs100,000.00/mon 01
1.2.4 MARBLE WORK COMPLETED I I C S A R
Supervisor-1
1.2.5 PAINT WORKWork Rs30,000.00/mon
COMPLETED C S A R01
Concrete1.2.6
C-20 FINISHING WORK
Material
COMPLETION Rs130.00/sqft
COMPLETED I I A S C A A R-
1.2.7 CHECKING AND PROJECT HANDOVER COMPLETED I I A C C A R
Concrete C-20 'PROJECT COMPLETION
Material Rs250.00/cuft -
1.3 COMPLETED I I A S S A R I I I
Steel Material Rs140,000.00/ton -
Marble Material Rs170.00/sqft -
Water Proofing -
Material Rs30.00/sqft
Coating
Membrane Hy Grip -
Material Rs110.00/sqft
(4mm)
Block Masonry Material Rs100.0/sqft -
Plaster Work Material Rs45.00/sqft -
Paint Material Rs40.00/sqft -
General Labor Work Rs1,000.00/day 04
Breaker Hilti Work Rs2,500.00/day 02
Paint Labor Work Rs1,000.00/day 03

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Steel Labor Work Rs1,200.00/day 02
Concrete Labor Work Rs1,500.00/hr 06
Mason+ Helper Work Rs1,500.00/hr 04
Fig. 14. Resource Management Plan

10.2 Project Constraints

These are the factor which are consider as limitation for a project. It impact the quality,
delivery and project success.
10.2.1 Triple Constraints
There are multiple factor consider as project constrain categorized into 3 major area

 Scope
 Time
 Cost
10.2.2 Single Constraint
For the project of washing facility we have Single constrain that all objective of the Project
are need to be complete and scope of work should be given priority over the schedule and
cost of the project.

10.3 Reserve analysis

Reserve Analysis is the process where a project is analyses from a point of view of cost
overruns, Limits and buffers are placed in appropriate phase or cycle. These reserve can
Contingency and Management Reserves.
10.3.1 Contingency reserve
Contingency reserves are part of Cost baseline used for the known (identified) Risk in the
project, use under the authority of Project manager.

 Contingency reserve is 25% of the estimated cost of each Project deliverable

10.3.2 Management reserve
Management reserves are part of Project budget but not included in Cost baseline used for
the unknown-unknown (un-identified) Risk in the project, use under the authority of higher
management or sponsor.

 Management reserve is 15% of the estimated cost of the project

Following are the contingency and management reserve on the Cost Estimates of the
project.

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 Total Cost For 1st deliverable (PKR) 1,040,360

CONTENGENCY RESERVE ADDED 25 % OF ESTIMATED

260,090
Completion of Grey Structure (1st COST (PKR)
4 1.1.4
Deliverable) COST BASELINE FOR 1ST
CONTROL ACCOUNT 1 1,300,449
DELIVERABLE (PKR)
Acurracy Range for the estimate of
+10 % to -5% Definitive Estimate
1st deliverable

Total Cost For 2nd deliverable (PKR) 1,667,800

CONTENGENCY RESERVE ADDED 25 % OF ESTIMATED

416,950
Completion of Grey Structure (2nd COST (PKR)
6 1.2.6
Deliverable) COST BASELINE FOR 2nd
CONTROL ACCOUNT 2 2,084,750
DELIVERABLE (PKR)
Acurracy Range for the estimate of
+10 % to -5% Definitive Estimate
2nd eliverable

Total Cost For 1st & 2nd deliverable (PKR) CONTENGENCY

3,385,200
RESERVE ONLY

MANAGEMENT RESERVE ADDED 15 % OF ESTIMATED

507,780
TOTAL BUDGET FOR THE PROJECT COST (PKR) AS PER HIGHER MANAGEMENT DECISION

TOTAL AMOUNT FOR THE PROJECT 3,892,980

Acurracy Range for theTOTAL
+10 % to -5% Definitive Estimate
BUDGET ESTIMATE

Fig. 15. Reserve analysis

10.4 Performance Measurement Baselines

Performance measurement baseline are the tool used in Earn value management. It help to
establish the schedule, scope and budget targets of the project. PMB includes the
distributed Budget, all summary level planning package budgets, estimated duration and
amount of work required for successful completion of the project.

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 Fig. 16. Performance Measurement Baselines

11.0 Control Costs

Control cost is the process of monitoring the Project status to update project cost and
maintain the Cost baseline by. It is performed throughout the project.

11.1 Impact of Scope, Schedule on Project Cost

Triple constraints in particularly scope (project work) impacted the project’s overall
performance. The scope creep was observed from the very beginning of the project as a
result of impact on duration and budget cost was observed. Being a project manager it was
a responsibility to have a balance among all constrain. In this report comparison of scope,
cost and schedule is presented to track the actual performance of the project with respect
to the set baselines of the project.
11.1.1 Comparison Against performance measurement baseline
Tracking of project of washing facility construction is done in terms of schedule (duration),
budget (Cost), Scope (Work).
Schedule Comparison

From the schedule attached one can see that there is difference in estimated and planned
days. Hence the project is delayed and deviated from the planned schedule due to
numerous factors associated with the activities.

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Scope Comparison

From the attached picture one can see that there is difference in planned work to be
performed and actual work performed. This is due to poor requirement collection at
planning phase of project and prior defining scope of the project due to which scope creep
was observed in the project.

Cost Comparison

One can easily see the variance in planned and actual budget for the project executed and
attached below. This again represent cost overrun which is due to various factors associated

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with project activities and to be identified with the help of project management approach as
the report progresses.

11.1.2 Earned Value Management (EMV)

The earned value management for the washing facility construction project is as follows:

Fig. 18. Earned Value Management (EMV)

11.3 Funding limit reconciliation

The fund allocated throughout the project life cycle are compare with the expense incurred
in the real time. The expenditure need to get review if it’s not aligning with the funding
limits.
For this project the fund were released as per the weekly running bill of the contactor
submitted during the execution phase of the project. Also cost incurred for the scope creep

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during project execution was furnished to the contractor on weekly basis without
monitoring the baseline cost as per the defined control account.
11.3.1 S-Curve
S- Curve is the graphical representation of Data to compare the work performance with
performance baseline. It help to analyze the variation from project baseline.

Fig. 19. S-Curve

11.4. Cost Change Controls

11.4.1 Project Tracker with Corrective & Preventive Actions (CAPA)
Project tracker is an efficient tool that can be used to keep track of any project activity,
milestone, deliverable and objective. For this project, tracker was used to identify cost and
schedule overruns along with the scope creep observed during project execution. This could
have become useful tool in follow up of complex project activities impacting triple
constraints of the project.
For the project of construction of washing facility following tracker with CAPA is as follow:

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 PROJECT TRACKER
Severity
S.N Risk/Issue (High, Me dium Corrective Action Preventive action Responsibility Status
and Low)

Acknowledege the additional

Floor concrete quantitiy work was
work effort, adjust the Recheck the concrete
increased due to inaccurate
1 low working schedule quantites to identify any Quantity Surveyor Done
estimate of concrete work in the
accordingly and revise cost further mistake
start of project that is BOQ.
estimates
Acknowledege the additional Ask client to identify
work effort, adjust the further additional work
Addtional plaster on existing block
2 low working schedule right now so that impace Supervisor Done
masonary was done.
accordingly and revise cost can be calculated
estimates accordingly
Acknowledege the additional Ask client to identify
work effort, adjust the further additional work
Bitumen coating (water proofing)
3 medium working schedule right now so that impace Supervisor Done
work was increased
accordingly and revise cost can be calculated
estimates accordingly
Acknowledege the additional
Ask client to identify
work effort, adjust the
further additional work
Marble fixing activity duration was working schedule
4 high right now so that impace Supervisor Done
increased accordingly , along with
can be calculated
correct work estimates and
accordingly
revise cost estimates
Acknowledege the additional
Ask client to identify
work effort, adjust the
Paint of some area was not further additional work
working schedule
5 decided or considered at time of high right now so that impace Supervisor Done
accordingly , along with
planing can be calculated
correct work estimates and
accordingly
revise cost estimates
Floor dismantling was delayed
Shifting was needed to
because of finished good material Accept the risk and make Project manager
6 high be done prior project Done
already present there and its appropiriate measure ASAP (Sponsor)
execution
shifting was not done.
The reason shifting was not done
was suitable storage area for
Alternative storage need
placing shifted good was not
to be arranged prior work
available thus delaying the activity Accept the risk and make Project Manager
7 high execution to avoid delay Done
and creating hindrance in work appropiriate measure ASAP (Sponsor)
and
execution as a result of which 3
inconvenience
days delay was observed in the
work.
Lack of critical activities Propet Gantt Chart and
identification. Since Floor Recheck the project network diagram should
Project Manager
dismantling was delayed by three documents for any further have been made and
8 medium (Sponsor) and Done
days this activity was also delayed mistakes and do necessary analyzed for crtical path
contractor
by three days this was a critical ASAP and critical activities
activity. identification

Fig. 20. Project Tracker with Corrective & Preventive Actions (CAPA)

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11.4.2 Change Log Form
It has been identified during project execution that scope creep was observed on many
project activities of washing facility construction during execution phase. This had to be
address in the planning phase of the project to avoid scope creep. However, if not identified
during planning phase then it should have been documented properly in change request
form as mentioned below to keep the track of the project with respect to set baseline and
acknowledgment of additional work.

Change Log Form

Submission Responsible
S.No Category Request Impact Requestor Status Comments Disposition
Date Person
Additional plaster Low impact
Budget variance
work on existing on time and Project
1 Scope Sponsor 25-12-19 Complete is high and time Approved
block masonry. high impact Manager/Supervisor
variance is low.
on cost.
Additional bitumen
coating (water low cost and Construction Project low budget and
2 Scope proofing) work on time impact manager 06-01-20 Complete Approved
Manager/Supervisor time variance.
foundation top.
Additional marble high impact
High budget and
3 Scope fixing work on top on time and Sponsor 10-01-20 Supervisor Open Deferred
time variance.
of foundation. cost
severe
Additional paint impact on Project Manager Huge budget and
4 Scope work on ceiling of time and Sponsor 15-01-20 Open Deferred
(Sponsor) time variance.
existing wet area cost

Fig. 21. Change Log Form

12.0 Project closure

The project manager should have done a final reviewing of all the work and activities carried
throughout the project to check project have met all the objectives in accordance with the
project scope.
The key activities will be followed during closing project:

 Obtaining acceptance by the customer or sponsor (approval to close).

 All the resources are released.
 Reporting project team performance and lessons learnt.
 Updating and finalizing all official documents, project records, and results.
 Finalizing procurements.
 Performing quality assurance activities.
 Saving or archiving all the information

Project objective Completion Criteria How met

Scope Up-gradation of ASF Complete the Various Scope

Academy assigned work Creeps were
packages within observed due to
defined scope poor requirement
collection and

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 documentation thus
impacting cost
heavily

Time Complete in planned Complete within 27 Completed in 34

duration without effecting days
operation

Cost Complete with in Complete project in Project completed in

budget 4055486 PKR
3385200 PKR

Quality Follow all standard Compliance quality Apply all quality

standard standard
Fig. 22. Project closure

13.0 Lesson learned

Lessons learned are basically defined as all the experience, all the bad decision, their
consequences, new learning skills which project manager learns throughout project life
cycle. It is presented in documented form and it is very effective for the organization from
the perspective of learning from existing projects and implement strategies, methodologies
and lesson learned from past project to similar future projects. The document records
lessons learned of different stages and phases of the project and provides clarifications and
answers for the similar problems arise in the upcoming projects and helps in assisting the
transition of a company and project manager from current level to the next level.
The lesson learned for the project of washing facility construction are documented below in
tabular form:

Project Performance Analysis

What Worked Well What Can be Improved

Scope creep - Client should provide

requirement during
planning phase

Communication - Simple mode of

communication should
be planned and executed

Estimation process Material was available Quantities for material

on time can be more accurate

Quality standard Did material testing Quality follow up should

be frequent

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Area for improvement
Areas of exceptional Performance Areas for Improvement

Cost Estimate Cost estimate could have been more

accurate by proper requirement collection
in order to avoid/minimize cost overrun for
the project

Fig. 23. Lesson learned

14.0 Conclusion

The project was completed 2 week late not achieving all objective due to scope creep,
inaccurate estimate, poor requirement collection which impact the project cost having
variance of about Rs.670,000. In this report we try to highlight the cause of this variance and
take approach from project management practice and focus mainly on cost management
which will help to achieve all objective within deadline and budget using tools and
technique taught throughout this semester.

 We learned that project plan should be detailed as much as possible and cover every
aspect which might impact project directly or indirectly.
 Cost estimate should be more accurate.
 All project Assumptions, constraints, risk should be identified during cost estimation.
 Base line should be maintain throughout execution while monitoring through control
account and EVM
 Scope creep should be highlighted and proceed through change control process.
 Project plan and supporting documents should be update throughout the project.

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15.0 Appendix

Fig. 01. Business Case.................................................................................................................6

Fig. 02. Project Charter...............................................................................................................9
Fig. 03. Assumption and Constraint Log...................................................................................10
Fig. 04. Stakeholder Register....................................................................................................11
Fig. 05. Work Breakdown Structure (WBS)..............................................................................13
Fig. 06. Plan Cost Management...............................................................................................14
Fig. 07. Critical Identified Risk..................................................................................................16
Fig. 08. Communication Management & Information Distribution.........................................18
Fig. 09. Cost management plan................................................................................................20
Fig. 10. Cost Estimate for work Package -1..............................................................................21
Fig. 11. Cost Estimate for work Package -2..............................................................................22
Fig. 12. Basis of Estimate -1......................................................................................................23
Fig. 13. Basis of Estimate -2......................................................................................................24
Fig. 14. Resource Management Plan........................................................................................27
Fig. 15. Reserve analysis...........................................................................................................28
Fig. 16. Performance Measurement Baselines........................................................................29
Fig. 18. Earned Value Management (EMV)..............................................................................31
Fig. 19. S-Curve.........................................................................................................................32
Fig. 20. Project Tracker with Corrective & Preventive Actions (CAPA)....................................33
Fig. 21. Change Log Form.........................................................................................................34
Fig. 22. Project closure.............................................................................................................35
Fig. 23. Lesson learned.............................................................................................................36

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