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PROJECT MANAGEMENT PLAN FOR SMALL AND MAJORPROJECTS

[INSERT NAME AND PROJECT NUMBER FOR PROJECT]

Uncontrolled when printed

PROJECT

MANAGEMENT

Project Specific

Plans

Scope

Management

Human

ResourcesManagement

Time

Management

Communication

Management

Financial

Management

Quality

Management

Risk

Management

Procurement

Management

Project

Acceptance

Project Initiation

and Planning

Project Execution

and Control

Project

Closure

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PROJECT MANAGEMENT PLAN

2 T-PM10001 | SMALL AND MAJOR PROJECT MANAGEMENT PLAN TEMPLATE

Revision History

Rev Date Description Prepared by Reviewed by Approved by

D1 10/1/11 Edition 1 G Strid

2 20/9/11 G Goodsell G Goodsell

3 10/2/12 G Goodsell G Goodsell

4 9/7/12 Edition 2 G Goodsell G Strid G Goodsell

5 11/11/12 G Strid G Goodsell G Goodsell

NOTES:

Project this term, as used throughout this document, refers to all of the work undertaken by SMEC(not the client) for the clients project. It must not be confused with the work undertaken by thecontractor or other consultants.

The notes attached to this document (green font) are meant to guide the Project Manager in thepreparation of the Project Management Plan and should not form part of that Plan. More detailedinstructions can be found in the SMEC Handbook of Project Management should these be insufficient.The SMEC Handbook of Project Management provides background information on all aspects of theProject Management Plan. It can be accessed through the BMS.

The items included in the following table of contents are a minimum requirement. The Project Managermay augment the Plan with more details. This will depend on the value, complexity and risks of theProject. The Project Manager shall discuss this matter with the Regional and Functional Manager anddecide the level of detail required.

The Project Manager is responsible for preparing the Project Management Plan and is also responsiblefor the distribution and periodic review of the Project Management Plan.

The Project Manager can print hard copies of the Project Management Plan (or part of it) as an

uncontrolled copy however the soft copy will be the controlled copy and saved in the Project Workspaceor server in the case of subsidiary companies.

The Project Management Plan shall be saved to the Project Workspace or server in the case ofsubsidiaries. The Plan shall be saved as a single file or into a folder in the case of multiple files.

The naming of individual file or files is the responsibility of the Project Manager however it should beclear enough for the content of the files to be easily recognised by others wanting to access the ProjectManagement Plan.

Where the Project Manager does not have access to the Project Workspace (e.g. no internet connectionor slow access speeds), the Project Management Plan shall be saved on the projects server. Theregional office shall be provided with a soft copy for saving to the Project Workspace.

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3 T-PM10001 | SMALL AND MAJOR PROJECT MANAGEMENT PLAN TEMPLATE

PROJECT IDENTIFICATION

Project Name:

SMEC Project No: SMEC Opportunity No:

Project Office Location:

Project Contact Numbers Telephone:

Facsimile:

Email:

Mobile:

Project Description:

KEY PROJECT STAFF

Project Manager: Project Director:

Regional Manager:

APPROVALS

Project Manager: Regional Manager:

__________________ _________ _________________ __________Signature Date Signature Date

This Project Management Plan shall be used for the guidance of project staff in the execution of theProject. The Project Management Plan consists of 8 management disciplines together with projectspecific plans and discipline specific planning documents.

This Project Management Plan is a collection of project specific planning and managementdocuments and is not intended to replace the management requirements for the Project as set out inthe BMS. The BMS material is accessed via the BMS home page.

The controlled copy of the Project Management Plan resides on the Project Workspace [or serverin the case of SMEC subsidiaries].

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Project Management Plan Contents

AppNo.

Folder (Folder) DescriptionProject Size

1Location

Small Major Australia International

A. Scope Definition

A1 Project Technical Requirements

A2 Project Inputs

A3 Project Outputs and Milestones

B. Time Management Planning

B1 Project Programme

C. Financial Planning

C1 Epicor Enterprise Online Project Plan2

D. Quality Planning

D1 Audit Schedule

E. Human Resources Planning

E1 Organisation Charts

E2 Job Description E3 Project Personnel Schedule

E4 Delegations x F. Procurement Planning

F1 Procurement Plan

G. Communications Planning

G1 Document Management System

G2 Communications Directory

H. Risk Management Planning

H1 Risk Identification, Analysis & Management Plan 3

H2 Environmental Aspects Identification, Analysis &Management Plan

4

H3 Occupational Health and Safety Plan

I. Project Specific Sub-Plans

I1 Inception Report X I2.1 Design Process Plan5

I2.2 Drafting Standards Manual6

I3 Contract Administration Manual7

I4 Office Administration Manual for Project Offices8

required, x not required, not mandatory.

1Minor Project Expected Fees $A25,000, Small Project Expected Fees >$A25,000 and $A100,000, Major Project

Expected Fees >$A100,000. For subsidiaries, a different definition of project size may apply and the Project Manager shallcheck with the company accountant.

2 Not to be saved with the Project Management Plan. It can be accessed through EPICOR.3

PM and RM to decide if this is required4

PM and RM to decide if this is required5

Only required for design projects6 Only required for design projects7

Only required for construction projects8

For offices where administration support is not provided by the regional or country office. The Manual will includeadditional processes required not already described elsewhere in the Project Management Plan

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FOLDERS

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FOLDER

A1PROJECTTE

CHNICALREQUIRE

MENTS

Notes to Developer:

The technical requirements are normally provided by the client at time of the opportunity phase andfinalised at the time of contract negotiation and then form part of the contract agreement (called scope).Even though it may be included in the contract agreement, it is an important technical document and shallbe saved separately in the Project Management Plan.

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FOLDER

A2PR

OJECTINPUTS

Notes to Developer:

The scope provided in the contract is not the only input that assists the team define the Project outputs.There are generally a large number of reports, drawings, codes and standards, equipment that aresupplied by the client or other project stakeholders to assist the project team in their task of developinghigh quality outputs. As these are received, they need to be recorded and reviewed to ascertain theircontent. These documents may make reference to other documents which also need to be obtained to

allow the project team to fully understand the scope of the project work. The Project Manager shall assignteam members the task of reviewing the documents and drawings.

The Input Registration and Review Form shall be used to record the inputs. The template is located withinthe BMS. The template shall be modified to suit the project requirements, completed to include all inputs

and saved to the Project Management Plan

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FOLDER

A3PROJECTOU

TPUTSAND

MILES

TONES

Notes to Developer:

The following table can be used to describe Project milestones and deliverables. The Project Managercan modify this table to suit Project complexity as long as it fully describing the scope of milestones andoutputs (deliverables).

Milestone/Deliverable Description Due Date

Milestone 1 These details should be extracted from the contract

scope. In many cases, SMEC will be responsible for

determining the format of outputs (deliverables).

tbd9

Milestone 1.1 tbd

Milestone 1.2 tbd

Milestone 2 tbd

Deliverables 1 tbd

Deliverable 1.1 tbd

Deliverable 1.2 tbd

9 To be determined by Project Manager

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FOLDER

B1PROJECTPROGRAMME

Notes to Developer:

The Project Manager shall prepare a project programme and include in the Project Management Plan.

This programme shall include all activities and tasks for the Project (for which SMEC is responsible) and

can be prepared using MS Excel, MS Project or other suitable software. For complex projects, MS

Project is recommended. For less complex Projects including small and minor, MS Excel is adequate.

The complexity of the program shall be commensurate with the Project complexity and risks.

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FOLDERC1EPICOR

ENTERP

RISEONLINEPROJECTPLAN

Notes to Developer:

The SMECnet Project Budget (also called EPICOR Enterprise Project Plan) has been prepared prior tothe commencement of the Project. The first version is prepared with the creation of the project number inEPICOR. This needs to be updated by the Project Manager as part of the mobilisation activities of theProject Manager. It is important that the Project Manager fully understands the content of the ProjectBudget.

The SMEC Project Planner can be used to modify the EPICOR Project Plan. The SMEC Planner is anapplication that is installed on your computer to allow you to complete Project Planning and using afamiliar tool in Microsoft Excel. Project Plan review and update can be completed in the SMEC Plannerwhilst you are disconnected from the internet. When planning is completed in the SMEC Planner it is thenintegrated into EPICOR Enterprise over any internet connection.

Because the Project Management Plan is a public document and the Plan is a confidential document, thecopy of the SMECnet Project Plan will not be saved with the Project Management Plan. It can beaccessed through the EPICOR.

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FOLDER

D1AUDITSCHEDULE

Notes to Developer:

The Project Manager shall discuss the audit schedule with the Regional Manager and a schedule shall be

developed that ensures all quality aspects of the Project are reviewed at a frequency to ensure issues

with Project quality are detected in time. The frequency and type of audit will depend on the Project size

and value, location, number of sub offices, type of work and risks associated with the work. An example

of an audit schedule is shown below. The Project Manager shall indicate the frequency and type ofauditing required on the following form.

YEAR 20.....FUNCTION/OPERATION Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

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FOLDER

E1ORGA

NISATION

CHARTS

Notes to Developer:

Regional Organisation Chart

Regional Organisation Charts are available within the BMS or through the regional office. The appropriatechart shall be included in the Project Management Plan.

Internal Project Organisation ChartAn example of an organisation chart is shown below. There is no specific requirement for the format or

the software used to develop the chart but the purpose is to show the teams, line of reporting and the

type of work each person is responsible for.

Person

Project Manager

Person

Position

Person

Position

Person

Position

Person

Position

Person

Position

Person

Position

Person

Position

Person

Position

Team DescriptionTeam Description

Stakeholder Organisation Chart

For Projects where the stakeholder relationship is complex or SMEC has to interact with a number of

stakeholders, a Project Organisation Chart shall be produced to allow staff to understand SMECs

relationship with the important stakeholders. An example is shown below.

The complexity of the above charts shall be commensurate with the Project Complexity.

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FOLDER

E2JO

B

DESCRIPTIONS

Notes to Developer:

The tasks to be undertaken by each staff member shall be recorded in tabular form.

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FOLD

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E3PROJECT

PERSONNELSCHE

DULE

Notes to Developer:

The schedule must show all staff names and expected dates for mobilisation and demobilisation. Inputtimes of staff must not exceed those shown in the client agreement. The following MS Excel spreadsheetcan be used as a template or the Project Manager can develop another format using different software.

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FOLDER

E4DELEGATIONS

Notes to Developer:

There is no need to include the Instrument of Delegation (the Instrument). The Instrument can be foundin the BMS. This Instrument must not be amended. For subsidiary companies, the Instrument used bythat company shall be included.

Include any Project Specific Delegations in a tabular form.

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FOLDER

F1PRO

CUREMENTPLAN

Notes to Developer:

The requirements for procurement and the management of assets shall be listed. These are requirementsin addition to PRO PR101: Purchasing Procedure.

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G1DOCUMENTMANAGEMENTSY

STEM

Notes to Developer:

Project documents can include letters, facsimiles, emails, transmittals, meeting minutes, records, designnotes, reports, drawings and all other documents that come into or leave a Project office and are the mainway SMEC communicates with the client and other Project stakeholders. Copies of documents producedfor the Project shall be:

stored to prevent loss, damage or deterioration

stored to facilitate access

retained for the time periods required by the SMEC disposal of this procedure, unless statedotherwise.

The Project Manager shall develop a document management system that complies with SMEC procedureSC PR106: Document & Record Management. The object of a document management system is toensure that copies of all documents received or dispatched from an office can be quickly retrieved at alater date and all appropriate staff are aware of the existence of these documents. The documentregisters provide a mechanism for tracking documents. The Project Manager shall identify who is

responsible for the management of Project documents.

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FOL

DER

G2COMMUN

ICATIONSDIRECTORY

Notes to Developer:

A communications directory shall be prepared and circulated to all Project staff. This directory shallinclude the names, addresses, telephone numbers and email contact details for all staff, key clientpersonnel, emergency numbers and any other contacts the Project Manager deems as essential. Thefollowing template can be used or adapted for the project.

Project Office Communications DirectoryProject Office:Insert Address and contact details

NAMEDESIGNATION/OFFICE

ADDRESSTELEPHONEDETAILS

E MAIL

PROJECT PERSONNEL

Stakeholder 1 (Client) Office:Insert Address and contact details



E MAIL

CLIENT PERSONNEL

Stakeholder 2 (include all relevant organisations) Office:

Insert Address and contact details



E MAIL

STAKEHOLDER 2 PERSONNEL

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FOLDER

H1

RISK

IDENTIFICATION,ANALYSISAND

MANAGEMENTPL

AN

Notes to Developer:

The risk identification and management process is only required to be undertaken where the Project isregarded to have significant risks, or the client has requested it or government legislation requires it. Thedecision to proceed with the preparation of a Risk Management Plan shall be made by the RegionalManager.

The foreseeable Project risks are documented within a Risk Identification, Analysis and Management Planand a set of actions to be taken is formulated to both prevent each risk from occurring and reduce theimpact of the risk should it eventuate. Developing a clear Risk Identification, Analysis and ManagementPlan is an important activity within the planning phase as it is necessary to mitigate all critical Project risksprior to entering the Execution phase of the project.

A Risk Identification, Analysis and Management Plan may have been developed during the opportunity orproposal stage of a Project. If such a plan was developed in this stage then this should be referred to indeveloping the Planning Phase Plan.

The Project Manager shall identify risks, their probable impact and the actions and timings to deal withthem. This process shall be documented in the Risk Identification, Analysis and Management Plan andmonitored and controlled during the execution of the Project. BMS form F-CLR10501: Risk ManagementSpreadsheet shall be used for the development of the Risk Identification, Analysis and Management Plan.

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FOLD

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H2ENVIRONME

NTALASPECTSIDENTIFICATION,ANALY

SISMANAGEMENTPROGRAM

Notes to Developer:

The need to undertake the environmental risk identification and management process that is describedbelow will depend on the location of the Project, the type of work and legislation in place that impacts onthe Project. This will be decided at the commencement of the Project by the Project Manager andRegional Manager.

The procedures to be followed by the Project team are described in SMEC procedures ENV PR101,ENV PR102 and ENV PR103 and summarised as follows:

i. identify the environmental aspects for the Project, including those environmental aspects thatSMEC can control, and those that it can only influence

ii. identify the potential environmental impacts

iii. identify, access and understand the relevant legal and other requirements, for their Projects anddetermine how the identified legal and other requirements apply to the significant environmentalaspects for their projects

iv. develop and document environmental objectives and targets for their Project, at the planningstage of the Project

v. develop Environmental Management Programs

The completed Form F-ENV10101 shall be included in the Project Management Plan.

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FOLDE

R

H3OCCUPATION

ALHEALTH

AND

SA

FETYPLAN

Notes to Developer:

The need to undertake the preparation of the Project Occupational Health and Safety Plan will dependon the location of the project and the type of work and legislation in place that impacts on the Project.This will be decided at the commencement of the Project by the Project Manager and Regional Manager.

Where it is required, each Project Manager shall undertake a risk assessment for the project using theBMS hazard identification checklists (F-OHS10301 and F-OHS10302). Once risks have been identified aJob Safety Analysis (JSA) will be undertaken for each risk. The BMS risk assessment calculator, F-OHS10305, will be used to assess the seriousness of risks.

The completed JSA shall be included in the Project Management Plan.

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I1INC

EPTION

REPORT

Notes to Developer:

Many clients especially international clients, require the Project to produce an inception report. Thesereports cover many of the same topics covered by this Project Management Plan. It is an importantdocument. It does form part of SMECs Project Management System and can either be included in thisfolder or included in the Project Workspace and referenced from this document as shown below.

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FOLDER

I2.1DE

SIGN

PROCESSPLAN

Notes to Developer:

A Design Process Plan is a sub plan of the Project Management Plan and establishes the requirements fordeveloping, analysing, and verifying designs for controlling issuance and revisions of design documents,and for identifying design interface activities provided by SMEC. The Design Process Plan shall address:

the required design organisation

the design inputs and design criteria

the resources required to perform the work

verification and review activities

progress of the work

production of outputs (e.g. drawings and reports)

change (e.g. changes requested or approved by the client)

records

client review and approval

documentation of design

determine the level of detailed checking required to ensure that the calculations are correct andadequate for the purpose.

SMEC already has a BMS document referring to design process and must be followed. This is:1. PM-PR107: Design Management.

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I2.2DRAFTINGSTANDARDSMANUAL

Notes to Developer:

The number and type of drawings and the design process required and the overall time frame of the Projectwill all have been identified during the Opportunity Phase of the Project. The planning and cost plans willhave made certain assumptions about the time and cost of preparing the drawings in the designdevelopment process. These assumptions will include the manner of interaction between designers anddrafters for the efficient production of the drawings.

The Drafting Standards will be prepared at the start of the Project as part of the Project Management Plan. Itwill review all assumptions made at the opportunity phase. It will estimate the number of drawings for eachcomponent of the work, the type of drawings and standard of drawings (should be typical for the industry).

SMEC already has two BMS documents referring to drafting processes that must be followed. These are:

2. W-PM10304 - Corporate Drafting Procedures3. W-PM10308 - Corporate Drafting Work Instruction

Many regional offices have developed drafting instructions to comply with local conditions but they must stillconform to the above documents. The Project Manager is responsible for identifying the clientsrequirements for drawings and for modifying the above procedures accordingly.

The above documents shall be included in the Project Management Plan after they have been modified to

suit the project conditions.

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FOLD

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I3CONTRACT

ADMINISTRATION

MANUAL

Notes to Developer:

Construction management tasks to be undertaken by SMEC can vary significantly from project to project. Assuch, one standard manual would not be suitable for all Projects and the Project Manager must develop amanual applicable for the Project. The Project Manager can use previously developed manuals as a startingtemplate and can also request the Functional Manager to provide good examples. The management manualshould provide a detailed description as to how the construction management tasks will be undertaken

including, the inputs, description of the work activities, the outputs and the timing for each activity. Thefollowing table shall be used for guidance.

ClauseNo.

Description Possible Contents Required

(y/n)

Only use applicable clauses. Clause not required if already included in Project Management Plan.1.0 Pre- Bid Process

1.1Constructability Review andPreliminary Service Estimate

1.2 Final Bid Document Review

1.3 Bidding and Procurement

Bid evaluation manual

Bid document preparation guide Prebid conference procedure

2.0 Award Process

2.1 Preaward Process

2.2 Execution of Contract Documents

2.3 Preconstruction Conference

2.4Notice to Proceed and RelatedDocuments

3.0 Construction Start-up

3.1 Possession of Site

3.2 Organisation and Management

3.3 Field Offices and Facilities

Office layout plan

Employment of local staff

procedure

3.4 Contract Files File list

3.5 Drawings and Specifications Drawing schedules

Drawings

3.6 Testing Services Contracts with suppliers

3.7 Permits

3.8 Public Relations Project brochures

3.9 Subconsultants Subconsultancy agreement

3.10 Documentation Copies of contractors contract

4.0 Communications Control4.1 Document Control Communications Directory

4.2 Correspondence Letter Templates

4.3 Daily/Monthly Reports

4.4 Meetings Meeting agenda template

Meeting minutes template

4.4 Photograph Records

5.0 Drawing Control

5.1Contract Drawing Distribution andRevisions7

5.2Shop Drawings, Working Drawings,and Sample Submittals

5.3 Requests for Information/Clarification Standard forms6.0 Schedule Control

6.1 Construction Contract Schedule

6.2 Contractor Time Extensions

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FOLD

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I3CONTRACT

ADMINISTRATION

MANUAL

ClauseNo.

Description Possible Contents Required

(y/n)

7.0 Cost Control

7.1 Progress Payments

7.2 Method of Payment

7.3 Method of Measurement

7.4 Variation Orders Standard forms

7.5 Claims Management

8.0 Quality Assurance and Control

8.1 Responsibilities

8.2 Contractor Quality Control

8.3 Inspections

8.4 Testing Laboratory manual (if QC

type work)

8.5 Materials Certification

8.6 Survey Control Survey procedures

8.7 Non Complying Work9. Contract Completion

9.1 Completion Procedures

9.2 As-built Drawings and Records

9.3 Contractors Final Payment

10.Human Resources

10.1 Inductions

10.2 Staff Management Staffing schedules11. Safety

11.1 SMEC Safety Plan

11.1 Contractors Safety Plan

12. Public Relations

12.1 Public Relation Procedures

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I3OFFICEA

DMINISTRATIONM

ANUAL

Notes to Developer:

Where the Project is implemented from the regional office, the Project Office administration activities willgenerally be undertaken by the regional office administration staff where the administration staff follow theregional office administration procedures. This is not the case for remote offices. Remote offices aredescribed as those offices where the Project office is not provided with administration support by theregional office and the Project Manager must directly manage the administration tasks. To support these

additional management tasks, a set of procedures will be required to guide staff in the completion of theirduties. The following table can be used as a guide.

Description

FINANCE MANAGEMENT

Invoicing

Cash Sheets and Requests for Funds

Petty Cash

Purchasing

Cash Advances

COMMUNICATIONS

Use of Telephones and Mobile PhonesUse of E-mails

OFFICE MANAGEMENT

Security

Project Vehicles

Assets

Accommodation

PERSONNEL MANAGEMENT

Engagement of Local Staff

Leave

Staff Records

Time Sheets and Payment of Local Staff

Staff Inductions