MAKERERE UNIVERSITY

COLLEGE OF ENGINEERING, DESIGN, ART AND

TECHNOLOGY

SCHOOL OF BUILT ENVIRONMENT

DEPARTMENT OF GEOMATICS AND LAND MANAGEMENT

PROJECT: THE USE OF PHOTOGRAMMETRY IN 3D MODELING

AND VISUALIZATION OF BUILDINGS

PROJECT INCEPTION REPORT

TEAM MEMBERS

NAME REG NUMBER ROLE

MUTEGEKI BENJAMIN 20/U/1160 PROJECT MANAGER

OTIM NAZARET 20/U/1152 HUMAN RESOURCE
MANAGER
ATAMBA AGNES 20/U/3305/PS COMMUNICATIONS
MANAGER
LUTAAYA FAHAD 20/U/3313/PS MONITORING AND
EVALUATION OFFICER
NABAKKA MALVIN 20/U/22599 FINANCE OFFICER
MARTHA
MBONYE EDMUND NKEZZA 20/U/3319/PS QUALITY ASSURANCE
OFFICER
AKATUKUNDA YVONNIE 20/U/1163 RISK ASSESSMENT OFFICER
MULINDWA JOHN BAPTIST 20/U/3322/PS TECHNICAL OFFICER

UROMUCHAMU KEIRON 20/U/3320/PS TECHNICAL OFFICER

DIALLO

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Contents
1.0 INTRODUCTION .......................................................................................................... 3
1.1 Inception Report Purpose .............................................................................................. 3
1.2 Project Objectives and Scope ........................................................................................ 3
1.3 Project Organization ....................................................................................................... 4
1.4 Project Mobilization and Accomplishments ........................................................................ 5
2.0 Planned Objectives, Results and, Activities ......................................................................... 5
2.1 Component 1 ........................................................................................................................ 5
3.0 Project Work Plan ................................................................................................................ 6
3.1 Work plan schedule .............................................................................................................. 6
3.2 Responsibility chart ............................................................................................................. 7
4.0 Implementation Issues ......................................................................................................... 8
4.1 Start-up Issues ...................................................................................................................... 8
4.2 Implementation Issues ......................................................................................................... 8
4.3 Sustainability Issues ............................................................................................................. 8
5.0 APPENDIX .......................................................................................................................... 9
5.1 Attachment 1; showing the project organization chart ........................................................ 9
5.2 Attachment 2; Bar chart showing project time log ............................................................ 10
5.3 Attachment 3; Risk log....................................................................................................... 10
5.4 Attachment 4; shows the project cost log. ......................................................................... 13
5.5 Attachment 5; Quality log .................................................................................................. 13
5.6. Attachment 6; shows the HR log ...................................................................................... 15
5.7. Attachment 7; List of persons contacted/ being contacted................................................ 16
5.8. Attachment 8; project terms of reference .......................................................................... 16

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1.0 INTRODUCTION
Over the past few years, the use of 3D digitization and modelling for 3D modelling of cultural
heritage has become increasingly common. The most commonly used technologies include
surveys, CAD tools, and traditional photogrammetry with control points. These approaches
are, however, time-consuming and can be costly, and therefore may be impractical for large-
scale sites. Photogrammetry is one of the most cost-effective approaches for gathering physical
information about an object, because data can be collected using a consumer-level digital
camera. The digital camera can be used to obtain digital imagery which is processed to come
up with photogrammetric products like a 3D model, orthophotos etc. Laser scanner technology
can also be used to produce 3D models but given its high cost, transport difficulties, time
investment, and the complexity of data management, photogrammetry becomes a preference.
This project aims to create a 3D model of two historic buildings on our campus using
photogrammetric methods. The historic buildings in question are the Department of Music,
Dance and Drama at School of Liberal and Performing Arts and the Department of Science and
Vocational Education at the School of Education. They are some of the oldest buildings at
Makerere University dating back to 1928 and 1923 respectively.

1.1 Inception Report Purpose

The inception report is a means of ensuring mutual understanding of the consultant's plan of
action and timeline for conducting the evaluation.

It helps in identifying areas that need extra consideration or changes. Discovering potential
issues or risks at this early stage is extremely important for a project in terms of both time and
budget efficiency.

The Inception report can be a useful tool for budgeting more accurately, with a better overview
of the requirements and an understanding of potential risks.

1.2 Project Objectives and Scope

The main project objective is to utilize photogrammetric methods to produce three-dimensional
models of the department of music, dance and drama at the School of Liberal and Performing
Arts and the Department of Science and Vocational Education at the School of Education.
These can be used to document and preserve the buildings. Other objectives include;

• To identify the appropriate photogrammetry techniques and software that can be used
for 3D modelling and visualization of buildings.
• To collect and process the required data using photogrammetry technology.

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 • To develop a 3D model of the building using the processed data.
• To evaluate the accuracy and precision of the 3D model.
• To create visualizations of the 3D model and assess its usefulness for various
applications such as architecture, construction, and heritage preservation.

Scope

The preliminary scope of the project is as follows:

• Selection of suitable photogrammetry techniques and software for 3D modelling and

visualization of buildings.

• Data collection using cameras, drones, or any other appropriate photogrammetry

equipment.

• Processing of the data using photogrammetry software to generate a 3D model of the

building.

• Evaluation of the accuracy and precision of the 3D model.

• Comparison of the photogrammetry-based 3D model with traditional 3D modelling

techniques.

• Creation of visualizations of the 3D model for architecture, construction, and heritage

preservation applications.

1.3 Project Organization

The project team is organized into 8 units/roles, each with unique roles and responsibilities yet
all work together for the success of the project. (The organization chart is attached in the
appendix.)

Project manager; manages the production of the required deliverables. He is the team leader
and therefore a top decision-maker.

The human resource manager; is in charge of the human resource (project team) planning,
ensure to maintain the efficiency of the members. All the other roles are accountable to him.

Communications manager; ensures timely and appropriate generation, collection,

dissemination, storage, and disposition of project information.

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The risk assessment officer; identifies, analyzes, and responds to risk throughout the life of a
project and in the best interests of meeting project objectives.

Quality manager; ensures that the project satisfies the needs for which it is undertaken. It
includes quality planning, assurance, and control.

Monitoring and evaluation; monitoring assesses and aims to improve the performance of the
project. Evaluation is concerned with the relevance, effectiveness, efficiency, impact, and
sustainability of what has been done.

Technical officers; are in charge of the technical onsite and offsite activities to be done during
the project’s lifetime. They also serve as hardware and software experts.

The finance and procurement manager; ensures that the project team completes the project
within an approved budget. There are four project cost management processes: resource
planning cost estimating, cost budgeting, and cost control

1.4 Project Mobilization and Accomplishments

The project mobilization is an essential activity that involves the bringing together of all team
resources both material and human(expertise). Some of the mobilization activities that were
done include; regular group meetings, progress tracking, human resource planning.

Some of the accomplishments that have been achieved so far include;

• Defining member roles and responsibilities

• Project idea and department approval
• Securing a client and their approval
• Project inception report

2.0 Planned Objectives, Results and, Activities

2.1 Component 1
Objective; To utilize photogrammetric methods to produce three-dimensional models of
the department of music and drama building at the School of Liberal and Performing Arts and
the Department of Science and Vocational Education at the School of Education.

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 Result; Three-dimensional models of the department of music and drama building at the
School of Liberal and Performing Arts and the Department of Science and Vocational
Education at the School of Education

Activities;

• Photo acquisition
• Processing of photographs
• 3D Model generation
• Texturing and Visualization

3.0 Project Work Plan

The project work plan sets out the resources available, the work/activity breakdown and a
schedule for the work. It is the core of project planning and so should be feasible and project
objective oriented.

3.1 Work plan schedule

DATE ACTIVITY
Week 1 • Project team organization
07/03/2023 to • Project proposal to department supervisor
10/03/2023
Week 2 • Get approval from department supervisor
13/03/2023 to • Look for potential client
17/03/2023
Week 3 • Meeting with client
20/03/2023 to • Obtain approval and terms of reference from client
25/03/2023 • Obtain necessary introduction or permission letters if required
• Project planning

Week 4 • Reconnaissance
27/03/2023 to • Getting familiar with the suitable instruments and software
01/04/2023
Week 5 • Conduct the photo acquisition (capturing overlapping digital
03/04/2023 to photographs)
08/04/2023

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 Week 6 • Processing of photographs (using Photomodeler or any other
10/10/2023 to appropriate software)
15/04/2023
Week 7 • 3D Model generation
17/04/2023 to
22/04/2023
Week 8 • Texturing and Visualization
24/04/2023 to
29/04/2023
Week 9 • Final results report
01/05/2023 to
06/05/2023
To be specified • Supervision by client
by client • Presentation of results to client
To be specified • Presentation to department supervisor
by the
department

3.2 Responsibility chart

This is a chart/tabular representation to clarify the team members’ roles and responsibilities for
specific roles and deliverables i.e., who to consult for specific tasks. However, this does not
mean that all the work should be left to the assigned members but they should be consulted as
regards to those tasks.

ACTIVITY RESPONSIBLE MEMBER

Resource supervision Mutegeki Benjamin
On site works Mulindwa John Baptist
Software work Otim Nazaret
Akatukunda Yvonnie

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4.0 Implementation Issues

4.1 Start-up Issues

• Schedule challenges; These are mostly on the side of the client as the project cannot be
started/executed without their approval.
• Technical challenges; the team members are not fully familiar with the equipment to be
used and this may result in a loss of time to training.

4.2 Implementation Issues

• Adverse weather changes; unpredictable weather could become a major issue as it could
cause major delays in the onsite technical activities.
• Operational challenges; the project may be heavier in implementation than anticipated
and so could affect the work plan.
• Financial sustenance; the planned expenditure may not be enough to cover the entire
project and this could slow down the project.
• Miscommunication is dangerous for the project team because it affects teamwork. It
can cause conflicts among team members and can potentially delay the project.
• Lack of accountability on the part of team members. A project team performs really
well when every member feels responsible and tries to fulfill the role assigned to them.

4.3 Sustainability Issues

• Creating and developing partnerships with other groups. This could be in the area of
sharing resources.
• Involving key stakeholders to avoid conflict in the latter stage of the project
• Regularly evaluate projects to know which activities are achieving and which need to
be dropped

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5.0 APPENDIX

5.1 Attachment 1; showing the project organization chart

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5.2 Attachment 2; Bar chart showing project time log
A gantt chart is a bar chart that illustrates the project schedule. It shows the work completed
over a period of time in relation to the time planned for the work

ACTIVITY 28th to 3rd to 8th April 10th to 15th 19th to 26th 1st to 6th
30th April April May
March
Reconnaissance
Fieldwork
Data processing
Data analysis
Documentation

5.3 Attachment 3; Risk log

RISK MANAGEMENT

A risk can be defined as an uncertain event or condition that, if it occurs, has the potential to
cause harm, loss, or damage to an organization's assets, operations, reputation, or even financial
health. Risks can arise from internal and external factors and can be classified as strategic,
operational, financial, or reputational.

Risk management involves systematically analyzing potential risks, evaluating the likelihood
and potential impact of each risk, and implementing strategies to mitigate or eliminate those
risks. The goal of risk management is to enable organizations to make informed decisions about
risks and to implement measures to reduce or avoid the likelihood and impact of negative
events.

The risk management plan contains the following sections:

i. Risk factors
ii. Likelihood of the risk happening
iii. The impact of the said risk on the overall progress of the project
iv. Mitigation of the risks

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RISK REGISTER

RISK ID RISK FACTOR

1 Shortage of funds
2 Unavailability of the client
3 Equipment operation failure
4 Errors in data collection
5 Theft of the equipment
6 Conflicts within the group
7 Illness of team members
8 Slow internet
9 Accidents at site
10 Adverse climatic conditions e.g., rain, too much sunshine
11 Conflicting schedules between the project manager and the client
12 Conflicting schedules among project members
13 Lack of accountability on the part of team members
14 Miscommunication between members

RISK LOG:

RISK RISK FACTOR LIKELIHOOD IMPACT RISK OWNER MITIGATION

ID
1 Shortage of funds Moderate Severe Finance Contribution
Manager from each group
member
2 Unavailability of the Moderate Moderate Communications Alternative
client Manager representative to
communicate on
his behalf
3 Equipment operation Low Severe Technical Hire other
failure officers machines

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4 Errors in data Low Severe Technical Carrying out
collection officers independent
checks
5 Theft of equipment Low Severe Technical Safety measures
Officers
6 Conflicts within the Moderate Moderate Human Counselling
group Resource sessions
7 Illness of team Low Low Monitoring and Designated
members evaluation substitutes
officer
8 Slow internet High Moderate Project Manager Alternative
sources of
internet
9 Accidents on site Low Severe Project Manager Use of
protective gear
10 Conflicting schedules high severe Project manager Effective
between the project communication
manager and the prior to the
client meeting
11 Conflicting schedules high high Project manager Effective
among project communication
members
12 Adverse climatic High High Risk Manager -
conditions e.g., rain,
too much sunshine
13 Lack of high severe Monitoring and Regular
accountability on the evaluation evaluation of
part of team members manager project activities
14 Miscommunication High high Communication Regular physical
among members manager meetings

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5.4 Attachment 4; shows the project cost log.
PROJECT COST LOG

A project budget is an estimate of the expenses to be incurred during the period when the project
is being executed. It shows the cash flow of the project.

SOURCE PLANNED INCOME ACTUAL INCOME

Member contribution 450,000 ……………….
Other sources ………. ……………….
Total 450,000 ……………….

PROPOSED BUDGET

ITEM NO. ITEM PLANNED COST

1 Equipment (camera) 145000
2 Internet and Airtime 35000

3 Logistics (water and snacks) 60000

4 Miscellaneous 205000

TOTAL 450000

5.5 Attachment 5; Quality log

QUALITY CONTROL PLAN

Quality control in project management is the process of ensuring that a project meets its defined
quality standards. It involves identifying the quality requirements for the project, setting quality
objectives, and monitoring the project's progress to ensure that these objectives are met.

A quality assurance plan is a document drafted by the team with an aim of ensuring that the
accomplished task meets all the criteria making it of the best quality possible. The checks are
carried out essentially by filling the activity checklist for each item at the start and end of every
activity.

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QUALITY OBJECTIVES

Specification Measure
Delivery to scope. A complete accurate three-dimensional model of The Department
of Music Dance and Drama (The School of Liberal and Performing
Arts)

Delivery on time All project activities should be fully completed and the
deliverables ready within the above specified time/ period.

Delivery on budget All expenses on the project should be within the anticipated
budget.

Adherence to project All the necessary field data collection and analyses should be
methodology carried out using the specified methods.

ACTIVITY CHECKLIST

Specification Status Status Description Remarks

Formulation of project Achieved Successful

ideas.

Presentation of project Achieved Successful

ideas to supervisor for
approval.

Getting a project. Achieved Successful

Reconnaissance before Pending A preliminary survey of the Pending

official kick off of the study area to gain prior
project. information

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 Conduct the photo Pending The photo acquisition will Pending
acquisition (capturing be carried out after
overlapping digital reconnaissance.
photographs)

Processing of photographs Pending The acquired overlapping Pending

(using Photomodeler photographs will be
software) processed using
Photomodeler software

3D Model generation Pending After the processing, a Pending

three-dimensional model
will be produced

Texturing and Pending This will give a more Pending

Visualization realistic impression of the
building

Compilation and final Pending This will be the final step Pending
presentation after data has been
analysed and processed

5.6. Attachment 6; shows the HR log

A human resource plan is all aspects of a project management plan that relate to the individual
members of a project's team. This includes identifying needed team members, assigning roles
and tracking professional relationships.

Date Action Responsible Party Status

06/03/2023 Assigning project roles to group Project Manager and HR Completed
members.
13/03/2023 Appointing the quality manager HR Completed

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 17/03/2023 Finalized consolidation of each Project Manager and HR Pending
member’s responsibility
17/03/2023 Keeping track of the assigned HR Ongoing
roles

5.7. Attachment 7; List of persons contacted/ being contacted

1. Dr. John Otukei

Photogrammetry specialist

2. Engineer Sekadde Ezra

Estates manager, Makerere University

5.8. Attachment 8; Project terms of reference

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