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ALGONQUIN COLLEGE – Construction Project Management

MGT1100 – PROJECT MANAGEMENT PRINCIPLES

ASSIGNEMENT - 1

Project Management Plan

COURSE: MGT1100 – PROJECT MANAGEMENT PRINCIPLES

COURSE FACILITATOR (SUBMITTED TO): JOVICA RIZNIC

SUBMITTED BY
xxxx

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TABLE OF CONTENTS

1. INTRODUCTION ...............................................................................................................3
2. SCOPE OF THE PROJECT .................................................................................................3
2.1. Project objective ............................................................................................................3
2.2. Detailed scope & deliverables........................................................................................3
2.3. Assumptions ..................................................................................................................4
2.4. Constraints ....................................................................................................................4
3. RESPONSIBILITY MATRIX .............................................................................................4
4. SCHEDULE AND MILESTONES ......................................................................................6
4.1. Milestone list .................................................................................................................6
4.2. Work breakdown structure.............................................................................................6
5. PROJECT COSTS ...............................................................................................................7
5.1. Budget summary ...........................................................................................................7
6. PROJECT ORGANIZATION ..............................................................................................8
6.1. Organization chart .........................................................................................................8
7. CHANGE MANAGEMENT ................................................................................................8
8. COMMUNICATION MANAGEMENT ..............................................................................9
8.1. Meetings: ......................................................................................................................9
8.2. Email:............................................................................................................................9
8.3. Informal Communications: .......................................................................................... 10
8.4. Daily Status report: ......................................................................................................... 11
9. STAKEHOLDER MANAGEMENT .................................................................................. 12
9.1. RACI Chart ................................................................................................................. 13
9.2. Power/Interest Grid ..................................................................................................... 14
10. RISK MANAGEMENT ................................................................................................. 14
10.1. Process ........................................................................................................................ 14
10.2. Risk identification ....................................................................................................... 14
10.3. Risk analysis ............................................................................................................... 14
11. PROJECT CLOSEOUT.................................................................................................. 16
11.1. Administrative and contract closure procedures ........................................................... 17
11.2. Final Project Report ..................................................................................................... 18
11.3. Process Improvement/Lessons Learned Plan ................................................................ 18
11.4. Final project sign-off/acceptance ................................................................................. 19

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1. INTRODUCTION

Neetu Saini (OWNER) has recently purchased the house with a plan to upgrade the basement and use
it as a rental property for additional cash flow. The house has a finished basement including 2 rooms
1 bath room suit, laundry and storage space. The basement was finished more than 20 years ago.
OWNER is interested in renovating the basement with upscale features suitable for an AirBNB rental
property.
The OWNER contracted Kumar Renovators (CONTRACTOR), for this project.

2. SCOPE OF THE PROJECT

The project scope is the reconstruction of the basement by adding high quality improvements. The
CONTRACTOR must finish the improvements within budget and on schedule. As this property will be
listed on Airbnb, this property will allow CONTRACTOR to get positive marketing.

2.1. Project objective

Main objective of the project is to upgrade the existing basement with better interiors, modern closet
spaces, better flooring, better lighting, better Kitchen cabinets, new appliances, new door with smart
door lock and new furniture.
✓ Renovation of the basement should not surpass $30,000.
✓ Completed basement to be ready for move in by 19-Mar-2021.

2.2. Detailed scope & deliverables

This section presents the detailed scope and Deliverables of the project

A. Bedroom1&2:
1. Remove Existing carpet and install wood flooring 10’ x 11’
2. Install shelves in closet.
3. Install new window blinds – 3’ x 1.5’
4. New ceiling lights – 2 Ea, Wall lights – 2 Ea and new electric switches
5. New Dresser, bed, mattress, side table, Side lamps, Paintings, Study table and Chair and side
lamps – By owner
B. Kitchen:
6. Remove Drywall between Kitchen and Living room 3’ wide.
7. Demolish Existing kitchen Cabinets and Sink – 7’ wide
8. Install New Kitchen Cabinets with induction cooktop, New under cabinet range hood.
9. Install 2.5’ x 3.5’ Island with two chairs, and ceiling lights, and new electric switches.
10. Install new sink and faucet.
11. Install wall tiles behind faucet (7’ x 2’) and paint rest of the wall.

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12. Replace all gas detectors, fire and smoke detectors – 1 Ea
C. Full Bathroom
13. Demolish Existing Bath tub, toilet and vanity
14. Remove existing tiles and install new tiles
15. Install new 3.75’ x 6’ Glass shower enclosure.
16. Install new Vanity, mirror, lights and new electric switches.
17. Install new Toilet seat and storage cabinet
D. Living room:
18. Remove Existing carpet and install wood flooring 10’ x 11’
19. Install new window blinds – 3’ x 1.5’
20. New ceiling lights – 8 Ea, Wall lights – 4 Ea and new electrical switches
21. Paint the walls and ceiling
22. New Sofa, Glass Side tables, Coffee Table, Smart TV, TV stand with fireplace, side lamps and
wall paintings – By owner
E. New Door:
23. Remove Existing Door and install new door
24. Install new smart lock with security camera and remote access.
2.3. Assumptions
Following is an assumption list for the project:

1. There will be no adverse weather that will impact the project schedule.
2. The owner will ensure that power is available at the site prior to project start date.
3. 24 x 7 access to the site is available for CONTRACTOR to perform the work.
4. It is expected that the whole project will obtain enough support from the OWNER.
5. Apart from already identified changes, the Basement doesn’t require any structural changes.
6. No Hidden leakage in plumbing or faults in electrical circuits will be identified during
upgradation.
7. Existing hot water tank, furnace and switch boards will require no work.
8. Where required, OWNER will make the decision with the expedited time.
9. Payment will be made as per agreement
2.4. Constraints
1. Performance period of the project is February and March. This period typically experiences
adverse weather (snow storms and rainfall) which may require material delivery to be
delayed.
2. Only three workers will be used continuously. Any additional labour, if required may need to
be identified and sourced.

3. RESPONSIBILITY MATRIX

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Following responsibility split have been agreed between all the stakeholders.

BASEMENT RENOVATION PROJECT - RESPONSIBILITY SPLIT MATRIX Rev 1

P Prime Responsibility CONTR CONTRACTOR (Or Prime Contractor)
A Assistance ARC Architect / Interior designer
R Review ONR Owner / Sponsor

Sr. No Activity CONTR ARC ONR Remarks

A PROJECT MANAGEMENT
Owner will manage coordination for
1 Project management P A permits, approvals and design
2 Procuerment Management (For Construction) P
3 Procuerment management (For Finishing / Appliances) P
4

B DESIGN
1 Design of the basement interiors P R
2 Design of temporary staging / access P

C PROCUREMENT/ SUPPLY
Construction Material and consumables (Tools, equipment, paint,
P
1 wood, lumber, wood flooring, shelves, etc)
2 Temporary items for construction P
3 Electrical wirings, fixures, switches and lightings P
Plumbing, glass shower enclosure, tiles, toilet seat, Vanity and all
P
4 bathroom fixures
Tiles, lighting, Cabinets with induction cooktop, Under cabinet range
P
5 hood, Island, Sink and Faucet
Refrigerator, dishwasher, TV, fireplace, smart lock with security
6 camera and remote access P
7 Gas detectors, fire and smoke detectors P
8 Furniture, wall paintings, curatains and blinds P
9 Supply of Power, gas and water P
10

D CONSTRUCTION
1 Provision of Labor, equipment, tools P
2 Demolision of existing basement P
Salvage of existing material, removal of garbage and disposing off of
3 all waste P
4 Regular housekeeping and final cleaning P
5

E CLOSING AND HANDING OVER

1 Cleaning of the property for final handover P
2 Closeout inspection and test run A R P
3 Warrantee of construction P
4 Payment of all duties / taxes and fees for all authorities P

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4. SCHEDULE AND MILESTONES

4.1. Milestone list

The chart below lists the major milestones for the project any approved changes to these milestones
or dates will be communicated to the project team by the Project Manager.
Ms. No: Major Events / Milestones Dates
1. Award 1-Feb-2021
2. Project Kick-off (Start of demolition) 4-Feb-2021
3. Material Selection approval by owner 6-Feb-2021
4. Ceiling work and light fixtures 12-Feb-2021
5. Plumbing work 20-feb-2021
6. Tiles and Floorings 2-Mar-2021
7. Electrical works 5-Mar-2021
8. Cabinets, and mirrors 10-Mar-2021
9. Painting Work 15-Mar-2021
10. Door 15-Mar-2021
11. Appliance delivery and Installation 18-Mar-2021
12. Wrap-up and cleanup 19-Mar-2021

4.2. Work breakdown structure

The WBS for the Basement renovation Project will be comprised of work packages which do not
exceed 40 hours of work but are at least 4 hours of work. Work packages will be developed through
close collaboration among project team members and stakeholders with input from functional
managers and research from past projects.
The WBS Dictionary will define all work packages for the Basement renovation Project. These
definitions include all tasks, resources, and deliverables. Every work package in the WBS is defined in
the WBS Dictionary and will aid in resource planning, task completion, and ensuring deliverables meet
project requirements.

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5. PROJECT COSTS

5.1. Budget summary

The budget breakdown is summarised as follows:
WBS Categories Approved Budget
1. Initiating $ 200.00
2. Planning $ 200.00
3. Executing
3.1 Procurement
3.1.1 Electricals (Wiring, switches and fixtures) $ 1,500.00
3.1.2 Cabinets, Dry wall, paint and other woodwork $ 3,500.00
3.1.3 Plumbing and fixtures $ 3,500.00
3.1.4 Flooring (Hardwood and Tiles) $ 2,500.00
3.1.5 Smart lock and security system $ 1,200.00
3.2 Demolition of Interior
3.2.1 Demolition and Salvage $ 500.00
3.2.2 Garbage Removal and Disposal $ 500.00
3.3 Complete Renovation
3.3.1 Bedroom 1 $ 2,000.00
3.3.2 Bedroom 2 $ 1,500.00
3.3.3 Kitchen $ 4,500.00
3.3.4 Bathroom $ 4,000.00
3.3.5 Living Room $ 2,000.00
3.3.6 External door and security system $ 1,000.00
3.4 Finishing up
3.4.1 Installation of Appliances $ 300.00
3.4.2 Installation of Blinds and furnishings $ 300.00
3.4.3 Cleaning up the site $ 100.00
3.7 Plan and hold meetings $ 100.00
3.8 Communications regarding $ 100.00
3.9 Marketing and promotion
3.9.1 Professional Video and Photography $ 500.00
4. Closing
Subtotal $ 30,000.00
Reserves $ 3,000.00
Total $ 33,000.00

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6. PROJECT ORGANIZATION

6.1. Organization chart

The Project Organisational Chart provides a visual representation of the project team and project
reporting structure. A high-level organization chart is presented here:

7. CHANGE MANAGEMENT

The following steps summarize the change control process that will be utilized on the basement
renovation project:
Step Step Description Responsibility Action
1 Identify the need Any Stakeholder Requestor will submit a completed Legacy Group
for a change change request form to the Project Manager
2 Log change in the Project Manager The Project Manager will maintain a log of all change
Change Request requests for the duration of the project
Register
3 Conduct an Project Manager, The Project Manager will conduct an evaluation of
evaluation of the Project Team, and the impact of the change to cost, risk, schedule, and
change Requestor scope
4 Submit change Project Manager The Project Manager will submit the change request
request to the and analysis to the OWNER for review
Owner
5 OWNER makes the OWNER The OWNER will discuss the proposed change with
decision manager or architect and decide whether or not it will
be approved based on all submitted information
6 Implement change Project Manager If a change is approved by the OWNER, the Project
Manager will update and re-baseline project
documentation as necessary as well as ensure any
changes are communicated to the team and
stakeholders

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Any team member or stakeholder may submit a change request for the Project. The Owner will review
the changes, may discuss with the Architect or the Project manager, any changes to project scope,
cost, or schedule must meet his approval. All change requests will be processed within 48 hours.
Change requests will be logged in the change control register by the Project Manager and tracked
through to completion whether approved or not.
8. COMMUNICATION MANAGEMENT

This section sets the communications framework for this project. It will serve as a guide for
communications throughout the project life and will be updated as communication requirements
change. It identifies and defines the roles of project team members as they pertain to
communications. It also includes a Communications Matrix which maps the communication
requirements of this project, and communication conduct for meetings and other forms of
communication.
The Project Manager will take the lead role in ensuring effective communications on this project. The
communications requirements are documented in the Communications Matrix. The Communications
Matrix will be used as the guide for what information to communicate, who is to do the
communicating, when to communicate it, and to whom to communicate.
Communications Conduct for the Basement renovation Project is as follows:
8.1. Meetings:
Daily morning meeting will be held on the site where Owner will visit for the progress review. In case
any specific meeting is required, such as to make a critical decision, the Project Manager will distribute
a meeting agenda at least 2 hours prior to any scheduled meeting and participants are expected to
review the agenda prior to the meeting. During all the meetings, the group will adhere to the times
stated in the agenda. The notes will eb taken by the Project manager and distributed to the team
upon completion of the meeting.
8.2. Email:
All email pertaining to the Basement Renovation Project should be professional, free of errors, and
provide brief communication. Email should be distributed to the correct project participants in
accordance with the Communication Matrix based on its content. All attachments should be in one
of the organization’s standard software suite programs and adhere to established company formats.
If the email is to bring an issue forward then it should discuss what the issue is, provide a brief
background on the issue, and provide a recommendation to correct the issue. Since all these three

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tradesmen will be physically working on the site, it is advisable to communicate the information
directly to them and then send the email for records.
8.3. Informal Communications:
While informal communication is a part of every project and is necessary for successful project
completion, any issues, concerns, or updates that arise from informal discussion between team
members must be communicated to the Project Manager so the appropriate action may be taken. All
the member needs to make sure that if any critical information is communicated though informal
communication, it needs to be formalized through meeting notes of email if required.
Communication Matrix for the project is as follows:
Communication Description Freque Format Distribution Deliverable Owner
ncy
Status Report Email summary of Daily Email Owner, Project Daily Status Project
the progress Team and report manager
Stakeholders
Meeting Meeting to review Daily In Project Team Updated task Project
action register, person register, Change manager
status, issues, and (at site) Log, and Issues
changes Log
Project review Present metrics to Weekly In Owner and Status and Metric Project
owner person Project Presentation manager
manager
Technical/ Design Review of any As In Owner, Status and Metric Project
review / Change technical designs or Needed person Architect and Presentation manager
review work associated Project
with the project manager

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8.4. Daily Status report:
Daily status report will be sent by Project manager or nominated project team member with minimum
of the following details:
________________________________________________________________________________
Project Name: _____________________
Reporting Date:__________________ Reporting Period: 24 hrs

Work completed Last 24 hours:

•
•

Work planned for next 24 hours:

•
•
Work planned for next 48 hours:
•
•
Areas of concern:
•
•
Pending Issues:
•
•
Work Hours in reported Period:
Contractor:
Plumber:
Electrician:
Carpenter:
Subcontracted Labourer:
Additional:
________________________________________________________________________________

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9. STAKEHOLDER MANAGEMENT

The project will begin with establishing the contract with the owner and the Architect as per
project’s communication matrix defined above. The project manager will attend daily
morning status meeting in person on the site.
• Requested changes and identified issues will be submitted to the Project Manager.
The Project Manager, project team, owner and the architect will meet weekly or as
needed to address the changes and/or issues, document changes/issues in their
respective logs, and determine the extent of notifications required to the
stakeholders.
• Communication with the suppliers will be managed by Project manager, owner and /
or each of the Tradesman either by phone, email or established meetings, depending
on the responsibility as defined in responsibility matrix.
• Information will be distributed to stakeholders as required per the RACI Chart and the
Power/Interest Grid shown below. The stakeholders will be informed of progress
report, forecast and areas of concerns through daily reports, face-to-face meetings,
phone, email, or specially called meetings.
• Any changes to the Stakeholder Management section will be addressed, documented
at the weekly meetings, and the stakeholders will be informed as needed by the
Project Manager.

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9.1. RACI Chart
The RACI Chart establishes clear lines of responsibility in order to prevent any potential overlap
between the stakeholders and project team. The acronym RACI stands for the four roles that
stakeholders might play in any project. (i.e., Responsible, Accountable, consulted and Informed)

Following RACI matrix is established for the project:

Neighbour
Electrician

Carpenter

Labourer
Architect

manager

Plumber

Supplier
Project
Owner
WBS Categories

1. Initiating C A
2. Planning C A
3. Executing I A
3.1 Procurement
3.1.1 Electricals (Wiring, switches and
fixtures) C C A C I
3.1.2 Cabinets, Dry wall, paint and other
woodwork C C A C I
3.1.3 Plumbing and fixtures C C A C I
3.1.4 Flooring (Hardwood and Tiles) C C A C I
3.1.5 Smart lock and security system C A C I
3.2 Demolition of Interior
3.2.1 Demolition and Salvage I A R R R R I
3.2.2 Garbage Removal and Disposal I A R R R R I
3.3 Complete Renovation
3.3.1 Bedroom 1 I I A R R R
3.3.2 Bedroom 2 I I A R R R
3.3.3 Kitchen I I A R R R
3.3.4 Bathroom I I A R R R
3.3.5 Living Room I I A R R R
3.3.6 External door and security system I A R R R C
3.4 Finishing up
3.4.1 Installation of Appliances C A R
3.4.2 Installation of Blinds and furnishings C I A R
3.4.3 Cleaning up the site I A A A A R
3.7 Plan and hold meetings I I A I I I I
3.8 Communications I I A I I I I
3.9 Marketing and promotion
3.9.1 Professional Video and Photography I A

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9.2. Power/Interest Grid
The Power/Interest Grid identifies the level of power and interest each stakeholder has within
the project.

10. RISK MANAGEMENT

10.1. Process
The Project Manager working with the project team and the owner will ensure that risks are
actively identified, analyzed, and managed throughout the life of the project. Risks will be
identified as early as possible in the project so as to minimize their impact. The steps for
accomplishing this are outlined in the following sections. The Project Manager will serve as
the Risk Manager for this project.
10.2. Risk identification
Risk identification will involve the project team, appropriate stakeholders, and will include an
evaluation of environmental factors, organizational culture, and the project management
plan including the project scope. Careful attention will be given to the project deliverables,
assumptions, constraints, WBS, cost/effort estimates, resources, and other key project
documents.
10.3. Risk analysis
All identified risks will be assessed to identify the range of possible project outcomes.

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Risk response planning
Each major risk will be assigned to a project team member for monitoring purposes to ensure
that the risk not missed or overlooked.
For each major risk, one of the following approaches will be selected to address it:
• Avoid – eliminate the threat by eliminating the cause
• Mitigate – Identify ways to reduce the probability or the impact of the risk
• Accept – Nothing will be done
• Transfer – Transfer to other party (buy insurance, outsourcing, etc.)
For each risk that will be mitigated, the project team will identify ways to prevent the risk
from occurring or reduce its impact or probability of occurring. This may include adding tasks
to the project schedule, adding resources, etc.
For each major risk that is to be mitigated or that is accepted, a course of action will be
outlined for the event that the risk does materialize in order to minimize its impact.
Risk monitoring, controlling, and reporting
The level of risk on a project will be tracked, monitored and reported throughout the project
lifecycle. All project change requests will be analysed for their possible impact to the project
risks. Stakeholders will be notified of important changes to risk status as a component to the
Project Status Report.

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Risk Register
A Risk Register will be maintained by the Project Manager and will be reviewed as a standing
agenda item for project team meetings.
The Risk Register for this project which are already identified are as follows:

Risk Rating
Probability

Risk Scope
Impact
Risk Risk
Risk category Risk Response Trigger Owner
Have a pool of
Manpower not Human 5 10 50 1 Mitigate - Contractor to backup workers Project
available resources implement Backup and tradesmen manager
Mitigate - plan outside work Adverse
3 10 30 2 based on weekly weather weather Project
Weather Act of god forecast forecast manager
Avoid - Keep High value
items inside the building
Mitigate - additional safety
3 9 27 3 measures by security watch
during Days
Transfer - Extended security Project
Vandalism Vandals by Owner at night Event happened manager
Accept - Repair or obtain Carpenter /
Equipment 2 10 20 4 other equipment, Schedule Equipment not Plumber /
Breakdown Equipment and Budget impact working Electrician
Accept - contact suppliers Material Supply
Late delivery of Material 2 8 16 5 for revised delivery dates, not delivered on Project
material/Supplies Supplies Schedule impact time manager
Mitigate - Rent generator
Electrical supply 2 3 6 6 for critical operations, Lack of power at
failure Utilities Budget Impact site Owner
Plumbing Accept - Repair leaks and Plumbing leaks
2 3 6 7
malfunction plumbing cleanup, Schedule impact or flood Plumber
Action - Rework and close
Electrical 1 3 3 8 the punch list - Schedule
malfunction Electrical impact Electrical faults Electrician

11. PROJECT CLOSEOUT

The following sections describe the actions that CONTRACTOR will use to ensure an efficient
closeout of the project. Staff reassignment, archiving of project materials, recording of
metrics, holding a project retrospective, and preparation of the final report will be addressed.

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11.1. Administrative and contract closure procedures

All project documents and contracts will be verified to completeness by all stakeholders. A
final close out walk though will be conducted with owner and the architect. Signature
verifications will be obtained for the Customer Acceptance / Project completion Form:
------------------------------------------------------------------------------------------------------------
Customer Acceptance & Feedback Form

Project Name: Basement renovation Project

Project Manager: Rajnish Kumar
Project Sponsor: Neetu Saini

I (We), the undersigned, acknowledge and accept delivery of the work completed for this project on
behalf of CONTRACTOR. My (Our) signature(s) attest(s) to my (our) agreement that this project has
been completed. No further work should be done on this project.

Name Title Signature Date

1. Was this project completed to your satisfaction? ____ Yes _____ No

2. Please provide the main reasons for your satisfaction or dissatisfaction with this project.

3. Please provide suggestions on how our organization could improve its project delivery capability
in the future.

4. In the scale of 0 to 10, what will you rate contractor’s Performance in the project? 0 being lower
and 10 being highest.

Thank you for your inputs.

-------------------------------------------------------------------------------------------------------------

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11.2. Final Project Report

A final report will be issued to the Owner with minimum of following details:

Project Objectives
1. Summary of Project Results
2. Original and Actual Scope
3. Original and Actual Schedule
4. Original and Actual Budget
6. Project Assessment
7. Recorded Marketing Video
8. Marketing Photo album

Attachments:
A. Key Project Management Documentation
• Project Charter
• Project Management Plan
• Performance Reports
B. Product-Related Documentation
• Microsoft Project file
• Original and copies for warrantee documents of all the equipment.
• Copies of Permits and Approvals
• CONTRACTOR’s Contact information for warrantee related communications

11.3. Process Improvement/Lessons Learned Plan

The process improvement plan that will be used for the project will involve improving a procedure or
template based on lessons learned. The procedure will entail the following:
• Thorough project analysis throughout the project to determine process improvements before
the completion of the project.
• Review of processes that caused problems or delays.
• Determine Root Cause using Ishikawa’s fish-bone diagrams and other data analysis tools.
• Review and change project approaches for anticipated risks to the project.
• Monitor how new approaches are working, how they are affecting the time, scope, or budget of
the project, and whether project needs are met.

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11.4. Final project sign-off/acceptance

The following Final Project Sign-Off form will be used when the project is completed and the owner is
satisfied with the final product:

As described in our contract, this letter provides formal notice that the work for the
Basement Renovation Project has been completed. The basement has been developed
and completed according to the project plan. Upon signing this document, I agree that all
contracts within the project are complete and that there shall be no other work to
complete. Upon signing I accept the final product and have paid all outstanding fees in full.

Project Owner Date

Project Manager Date

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