© ECPMI 2019 – All rights reserved ECPMI ECPMMS:2019

MAY,2019

WM - 01

ECPMI ECPMMS : 2019

ETHIOPIAN CONSTRUCTION PROJECT MANAGEMENT
MANUALS SERIES:
CONSTRUCTION PROJECT INTEGRATION MANAGEMENT
WORKING MANUAL

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Ethiopian Construction Project Management Institute
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Construction Project Management Manuals Preparation Working

Groups on
"Construction Project Integration Management"

Working Groups Chair

Asmerom Tadesse

Working Groups Coordinator

Abera Awgichew

Original Version Prepared By:

Solomon Sertse

Manual Quality Assurance and Validation Working Group Members

Wubishet Jekale Steering Committee Chair

Muluken Tilahun Project Coordinator

Denamo Addissie Technical Committee

Members
Asregidew Kassa

Tadesse Ayalew

Bekele Jebessa

Geremew Tarekegn

Release Version Prepared By:

Wubishet Jekale

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TABLE OF CONTENT

TABLE OF CONTENT................................................................................................................................ v
LIST OF FIGURES ...................................................................................................................................... vi
LIST OF TABLES........................................................................................................................................ vi
ABBREVIATIONS AND ACRONYMS ................................................................................................... vii
NATIONAL FOREWORD......................................................................................................................... xi
PREAMBLE ............................................................................................................................................... xv

SECTION 1: GENERAL ............................................................................................................................ 1

1.1. Introduction.......................................................................................................................................... 1
1.2. Document information ........................................................................................................................ 2
1.3. Scope and Application ......................................................................................................................... 3
1.4. Normative References.......................................................................................................................... 4
1.5. Purpose and / or Objectives ............................................................................................................... 5
1.6. Policies, Principles and Considerations ............................................................................................. 7
1.7. Terms and Definitions ........................................................................................................................10
1.8. CPIMM Overview ...............................................................................................................................11
1.9. CPIMM High Level Process Map ......................................................................................................12

SECTION 2: PROCESS GROUPS ...........................................................................................................14

2.1. Process Group One: Authorize CP Outcome Document ................................................................16
2.2. Process Group Two: Plan CPIM .......................................................................................................18
2.3. Process Group Three: Collect CPIM Requirements .........................................................................21
2.4. Process group four: Develop and Authorize CPIM Documents ....................................................25
2.5. Process group five: Direct, Manage and Validate CP Services and / or Works ...........................30
2.6. Process group six: Control CPIM as well as CP Services and / or Works .....................................34
2.7. Process group seven: Close CPIM as well as CP Services and / or Works ...................................39
SECTION 3. MANUAL ADJUSTMENT, AMENDMENT AND REVISION ....................................43
3.1. Manual Adjustment ............................................................................................................................43
3.2. Manual Amendment...........................................................................................................................43
3.3. Manual Revision .................................................................................................................................43

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LIST OF FIGURES

Figure 1.1: IMCO Elements .................................................................................................................. 6

Figure 1.2: CPIM - PMPG relationships, their functions and outcomes .......................................... 11
Figure 1.3: CPIM High Level Process Map ....................................................................................... 13
Figure 2.1: Authorize CPOD Components &their Data Flow .......................................................... 16
Figure 2.2: Plan CPIM Components &their Data Flow ..................................................................... 18
Figure 2.3: Collect CPIM Requirements Components & their Data Flow ....................................... 21
Figure 2.4: Develop & Authorize CPIMDocuments & their Data Flow ........................................... 26
Figure 2.5: Direct, Manage and ValidateCP Services and / or Works& their Data Flow ............... 31
Figure 2.6: Control and/or Monitor CPIM andCP Services and / or Works & their Data Flow ... 35
Figure 2.7:Close CPIM andCP Services and/ or Works& their Data Flow ..................................... 39

LIST OF TABLES

Table 1.1: CPIMM Policy Document .................................................................................................... 7

Table 1.2: CPIMM Principles ................................................................................................................ 8
Table 2.1: CPIM - Generic PMPG relationships and Outcomes ....................................................... 15
Table 2.2: CPIM - Specific CPMPG relationships and Outcomes ..................................................... 15
Table 2.3: External & Internal EEFs ................................................................................................... 23

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ABBREVIATIONS AND ACRONYMS

AAU Addis Ababa University

CP Construction Project
CPClMM Construction Project Claims Management Manual
CPCMM CP Cost Management Manual
CPCmMM CP Communication Management Manual
CPDMM CP Design Management Manual
CPEnMM CP Environment Management Manual
CPFMM CP Financial Management Manual
CPHEMM CP Heavy Equipment Management Manual
CPHRMM CP Human Resources Management Manual
CPIMM CP Integration Management Manual
CPM Construction Project Management
CPM BoKs CPM Body of Knowledge
CPMM Construction Project Management Manual
CPMMUG CPMM User Guide
CPOD Construction Project Outcome Document
CPOSM CP Organization and Setup Manual
CPPMM CP Procurement Management Manual
CPQMM CP Quality Management Manual
CPRMM CP Risk Management Manual
CPSfMM CP Safety Management Manual
CPSkMM CP Stakeholders Management Manual
CPSMM CP Scope Management Manual
CPTMM CP Time Management Manual
ECPMI Ethiopian Construction Project Management Institute
EEF Enterprise Environment Factors
EIABC Ethiopian Institute of Architecture, Building Construction and City
Development
IDEFo Definition for Function Modelling
IMCO Introduction – Mechanism – Constraints - Output
OPA Organization Process Asset
WM Working Manual

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NATIONAL FOREWORD

The proclamation to define the powers and duties of the executive organs of the Federal
Democratic Republic of Ethiopia Proclamation No 1097/2018 empowers the Ministry of Urban
Development and Construction (MUDC) to prepare and issue Standards for design and
construction works, and follow up and supervise their implementation.

This document forms a part of the CPMM Package that enlists Nineteen Manuals of which
Sixteen of them are Construction Project Management Manuals, two of them are general guides
(CPMM Organization and Setup and User Guide), and one of them is operational (Construction
Project Design Services) Manual. The CPMM package was developed with a clear view of the
integration of both the Project Management processes and knowledge areas so as to manage the
project as a holistic single entity. It is thus believed that the package will be instrumental in
creating modern and unified construction project management system in Ethiopian Construction
Industry.

The Ethiopian Construction Project Management Institute (ECPMI) has initiated and led the
overall development of the CPMM Package. The Ministry of Urban Development and
Construction would like to extend its appreciation to Construction Solutions PLC (Consol), and
Ethiopian Institute of Architecture, Building Construction and City Development (EiABC) who
contractually worked with ECPMI in the preparation of the original version of CPMM Package,
while the latter has validated and assured the quality of the original ones and produced the
released version the CPMM Package.

As the CPMM Package constitutes working manuals that are technical documents which, by
their nature, require periodic updating; revised editions will be issued by the Ministry from time
to time as appropriate. MUDC will establish Manuals Preparation and Revision Standing
Committee which collects feedbacks during the manual's three years operation period and
makes the required amendments and revisions accordingly.

The Ministry of Urban Development and Construction as mandated acknowledges this

document as a national resource tool and can serve as an acceptable working manual which
comprises a front cover, an inside front cover, a title page, National Foreword, Preamble, Table
of contents, pages 1 to 43 and a back cover.

Eng. Aisha Mohammed

Minister, MUDC
June 2019, Addis Ababa - Ethiopia

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PREAMBLE

Whereas; Ethiopia Construction Project Management Institute (ECPMI), to partially cater for the
deficiencies of Project Management practices in the Construction Industry; has envisioned the
development of Construction Project Management Manuals (CPMMs) which are Critically
Adapted, Practice Oriented, User Friendly and Responsive to Continuous Improvement that:

1. describe Specific, Supplemental and Standardized Knowledge and Practices that are
generally accepted as "good industry practices" on most construction projects most of the
time,
2. define the Conceptual, Applicable and Technological contents, processes and their What
and How elements sufficiently,
3. reflect the peculiar features of the Construction Industry in Ethiopia and can be
implemented by the resources in practice currently,
4. lay down the policies, principles, processes and procedures in order to effectively
discharge duties and responsibilities, and
5. can be applied to any project nationwide with minor and moderate modifications.

WHEREAS; ECPMI identifies and enlist Nineteen Manuals of which Sixteen of them are
Construction Project Management Manuals, two of them are general guides (CPMM
Organization and Setup and User Guide), and one of them is operational (Construction Project
Design Services) Manual.

WHEREAS; ECPMI as the mandated body, to foster the development of Proactive and System
based CPMMs policies and principles and application of modern Construction Project
Management in Ethiopia governed by fundamental and best practices, envisions to cause the
applications of these CPMMs in order to improve the performances of Construction Projects;

WHEREAS; CPMMs are one among the critical bases for Initiating, Planning, Implementation
including Changes Administration, Monitoring & Evaluation, and Closing of Construction
Projects along the Business ↔ Project ↔ Product Management linkages with respect to their (1)
General Requirements, (2) Process Groups, (3) High Level Process Map (4) Detail Processes, (5)
Procedures or Instructions, and (6) Auxiliary or Annex Documents;

ECPMI has therefore caused the development of one of these CPPMs; namely: “Construction
Project Integration Management Manual (CPIMM)” as a framework to guide and govern
Construction Projects Implementation or Operations in line with the expected level of
Construction Projects Performances Worldwide with respect to developing, authorizing,
directing, managing or validating, and controlling the CP Services and / or Works to ensure the
harmonization, consolidation, communication and interrelationship of the various CPM BoKs
through CPIM to make choices with respect to Resources Allocations, Balancing or Prioritizing
Competing Demands, Tailoring for specific situations, and Managing the relationships and
interdependencies.

ETHIOPIAN CONSTRUCTION PROJECT MANAGEMENT INSTITUTE

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1 SECTION 1: GENERAL

1.1. Introduction

The CPMMs are one among the focus areas and the cause for deficiencies in the expected
contributions of the Construction Industry in Ethiopia. ECPMI in collaboration with
Construction Solutions Plc. and the Construction Technology and Management Competence
Unit of the EIABC / AAU identified and developed the following nineteen CPM manuals under
three categories:

A. Construction Project Management Manuals

1. CP Integration Management Manual (CPIMM);
2. CP Scope Management Manual (CPSMM);
3. CP Quality Management Manual (CPQMM);
4. CP Stakeholders Management Manual (CPSkMM);
5. CP Risk Management Manual (CPRMM);
6. CP Procurement Management Manual (CPPMM),
7. CP Communication Management Manual (CPC mMM);
8. CP Time Management Manual (CPTMM);
9. CP HRs Management Manual (CPHRMM);
10. CP Materials Management Manual (CPMMM);
11. CP Heavy Equipment Management Manual (CPHEMM);
12. CP Cost Management Manual (CPCMM);
13. CP Financial Management Manual (CPFMM);
14. CP Safety Management Manual (CPSfMM);
15. CP Environment Management Manual (CPEnMM);and
16. CP Claim Management Manual (CPClMM).
B. General Guiding Manuals
17. CP Organization and Setup Manual (CPOSM); and
18. CPMM User Guide.
C. Operation or Implementation based CPMMs
19. Construction Project Design Management Manual (CPDMM).

This Manual is prepared in order to develop standardized CPIM manual that guides the
implementation framework for one among the necessary CPMMs and apply them as a basis to
plan and collect requirements; use integration as a tool in order to Develop and Authorize CPIM
Documents; Direct, Manage, and Validate CP Services and / or Works; and Monitor and Control
CP Performances to successfully complete CPs.

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1.2. Document information

Document name : Construction project Integration Management Manual

Document number : ECPMMS: WM - 01

Document availability : The hard copy of the document is available at the Ethiopian
Construction Project Management Institute (ECPMI) and the
electronic copy / form is located on the following websites
www.ecpmi.gov.et

Document owner : Ethiopian Construction Project Management Institute

(ECPMI)

Document sponsor : Ethiopian Construction Project Management Institute

(ECPMI)

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1.3. Scope and Application

This CPIMM is prepared for Construction practitioners to plan and collect requirements in order
to develop and authorize the CPIM Documents as well as to direct, manage, validate, monitor
and control CP Services and / or Works; and perform CP integrated change controls such that:

a. the CP Outcome, the CPIM Implementation Documents and the Product Life Time
are aligned;
b. the competing demands of the various CPM BoKs are prioritized, balanced and
integrated;
c. the various stakeholders demands and their roles are traded off such that they can
actively be engaged in facilitating the successful completion of the CP; and
d. the CP changes are integratively monitored and controlled.

The main reasons (performance gaps) that initiated the preparation of this CPIM manual are the
fact that projects are managed:

a. in a fragmented manner losing sight of the integration and alignment of the

intended purpose, the project objectives and the product life time phases on the one
hand and the various CPM BoKs on the other hand;
b. without clearly defining the major role of the project manager that could not be
delegated creating redundancy of efforts and losing focus;
c. without integrated change control and managing competing CPM BoKs and
stakeholders demands leading to excessive Time and Cost Overruns;
d. without establishing the following five CPIM Documents:
1. CPIM Outcome Document: the ultimate goal of the project and or stakeholders
in terms of major deliverables applicable for use of monitoring and controlling
at the highest level, often the Top Management
2. CPIM Charter Document: the document that formally declare and authorize the
formulation of a project and provides the Project Manager the authority to direct
and manage the implementation and bases for monitoring and controlling at the
Middle Management Level
3. CP Implementation Plan Document: the comprehensive and detail document
that defines the bases of all the CP Services and / or works during the execution
phase through integrating the various CPM BoK plan Documents to serve as a
guide for CP implementation and serve bases for monitoring and controlling
purposes at the operation level
4. CP Deliverable Document: the summary document showing the deliverables of
the CPIM Plan, the CP Outcome, the CPIM Charter and the CP Implementation
Plan Documents which can be the bases for certifying CP Acceptance
Documents
5. CP Closing / Acceptance Documents: the formal closing of stages or the project
as a whole through certification documents of the different CP Accepted
Documents such as CP Conditional, Provisional, Final and Warranty
Completions

This Manual is mainly applicable to Building and Road Projects, and with little modifications for
other projects for Construction Projects delivered under the DBB and DB delivery system.

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1.4. Normative References

Document Number Document Title

ISO 21500 Guidance on project management,

PMBOK Construction Extension to the PMBoK® Guide Third edition,2017

PMBOK A guide to PMBOK Sixth Edition, 2016

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1.5. Purpose and / or Objectives

The main purposes of this CPIM Manual are:

a. to reasonably describe what the CPIM processes are and how to undertake them,
b. to reasonably Define major roles of the Project Manager to minimize duplication of
efforts and Direct, Manage and Control CP Services and / Works Integratively,
c. to reasonably Define and Authorize the CPIM Documents to ensure Customer
Satisfaction and Prevent Excessive Changes,
d. to mitigate Unnecessary Scope, Time and Cost Changes / Creeps using Integrated
Change Control , and
e. to handle only Necessary Scope Changes and avoid Scope Creep; during Monitoring
and Controlling of the CP Scope.

The main objectives of this CPIM Manual are, therefore to:

a. Enable practitioners to adhere to the Generic PM and Specific CPM Process Groups,
CPIM High Level and Detail Processes, Procedures or Instructions; hence fulfilling
Experienced Professional and Organizational Obligations; that is Good Industry
Practices,
b. Ensuring CP Outcome Document adhere to the Project Business Case; hence Develop
and Authorize CP Outcome Document,
c. Enable practitioners to plan how construction projects can be integratively managed;
hence Plan CP Integration Management,
d. Enable practitioners to collect all available requirements and make "to good to be true
assumptions" based on "good professional and industry practices" to serve experienced
obligation requirements to fill gaps or non-available data or information to cater for
uncertainties; hence Collect CPIM Requirements,
e. Ensure the Project Manager be able to develop CPIM Charter, Implementation Plan and
Deliverable Documents and to minimize, if possible avoid changes using Integrated
change control mechanism to prevent time and cost creeps; hence Develop and
Authorize or Verify CPIM Documents,
f. Enable the Project Manager to Direct and Manage the CP based on the CPIM
Documents and Validate Acceptances, hence Direct, Manage and Validate CP Services
and/ or Works,
g. Enable the Project Manager develop Performance Criteria and Evaluate along the
implementation of the CPIM as well as the CP Services and / or Works and after the
conclusion of the contract to prevent Customer dissatisfactions and excessive Changes,
hence Monitor and Control CPIM,
h. Enable the Project Manager to effectively mitigate and / or handle changes using
Integrated Change Control mechanisms, hence Perform CP Integrated Change
Control,
i. Enable practitioners to efficiently identify, select, consider and use the various inputs,
mechanisms (tools, techniques and competencies) and constraints (Enterprise
Environment Factors, Agreements, CPM Document Updates, etc.) to integratively

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manage the CP including, but not limited to; making acceptable assumptions in order
to produce outputs using the Modified IDEFo elements called the "IMCO" elements
(Figure 4), and

Figure 1.1: IMCO Elements

j. Enable the Project Manager and other Practitioners to critically examine this manual,
identify deficiencies and continuously improve in order to ensure successful completion
of construction projects; hence Continuous Improvement and Continuous Professional
and Industry Practice Development.

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1.6. Policies, Principles and Considerations

1.6.1. CPIM Policies

The following elements, namely the; (1) purpose, (2) scope, (3) responsible party, (4) policy
statements, (5) outcomes, and (6) goals constitute the CPIMM Policy document and are described
below. (Table 1.1).

Table 1.1: CPIMM Policy Document

Table 1.1: CPIMM Policy Document

Purpose: The main purpose of preparing this policy document is to create guidance that
should be followed during the use of CPIMM processes, procedures and instructions in
order to determine learning inputs for continuous improvement.
Scope: This policy will be applicable mainly on practitioners involved in:
1. Construction Project Integration Management for: (a) Construction Management
Services, (b) Construction Design Services, (C) Construction Works, (d)
Construction Works Quality Assurance and Contract Administration Services, (e)
Construction Design Services and Works, and (f) Construction Design Reviews,
Quality Assurance and Contract Administration Services
2. Construction Industry Stakeholders (Mainly the Employer, the Consultants and
the Contractors), and
3. Construction Projects undertaken or to be undertaken based on the DBB or DB
delivery methods.
Responsible Bodies: The Responsible bodies for regulating and improving the CPIMM
are:
1. ECPMI for Regulating the application of the CPIMM
2. CoTM Competence Unit of the EIABC for monitoring the implementation and
continuously improving the CPIMM based on the forthcoming Contract
Policy Statements: This CPIMM policy document is to ensure achievements regarding
successful completion of the CP as a whole.
Outcomes: The main outcomes of the CPIMM are "CPIM and CP Documents" namely;
CPIM and / or CP Outcome, Charter, Implementation, Deliverable and Acceptance
Documents.
Goals: Based on the above Outcomes, the Ultimate goals are to ensure the achievements
of the following results:
 Ensure Optimized, Proactive and Integrated CPM Leadership
 No Defects in Tender / Contract Documents
 Ensure CP Completion within World Average or Minimum Cost and Time
Performances (Cost and Time Overruns, and EoT and AC/P)
 Ensure CP's Financial Health (Profitability and Liquidity)
 Ensure Timely and Effective actions of the Stakeholders (Responsibilities,
Communications, etc.)
 Zero Rework or CP Quality Assurance to ensure Quality First Time
 Zero Safety and Health Hazards, and
 EIA within acceptable limit

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1.6.2. CPIM Principles

The following principles constitute the CPIMM principles and are described below (Table 1.2).

Table 1.2: CPIMM Principles

Table 1.2: CPIMM Principles

Principles: The Main Principles of this CPIM Manual are:

1. Continuously Improving the CPIM System, Knowledge, Skill and Attitude led
Planning, Implementation, Monitoring & Evaluation
2. Monitoring & Evaluation mainly focus based on leading indicators, preventive
approaches and the developments of CPIM and CP Documents that guide,
integrate and optimize the subsequent BOKs management for learning cycle
3. Rely on the following Seven major bases iteratively when required:
a. CPIM Outcome Document considering the Project Business Case
b. CPIM Plan considering CPIM Processes, Resources Requirements and
Timings
c. CPIM and CP Documents Requirements considering CPM Requirements
d. CPIM and/ or CP Charter, Implementation and Deliverable Documents to
guide CPM implementation and performance management
e. CPIM and /or CP Performance Documents to gauge performances
f. CPIM Integrated Change Control Document to ensure only necessary
changes be authorized
g. CPIM and / or CPM Document Updates for continuous CPM improvement
4. Business and Project Management Teams collaborative Partnership ensures or
will have higher likelihood to successfully align the Product - Project
requirements; hence the Business Case and the CPIM and / or CP Documents.
5. Continuously develop the capability of CI human resource for CPIM including
(availing) necessary facilities
6. Mutually explanatory with the other BoK manuals, guidelines & strategies
7. Learning then Accountability

1.6.3. CPIM Considerations

CPIM considers the following basic elements, namely:

a. the Project Business Case as Front - End Planning bases,

b. the Construction Project Management (CPM) Process Groups (Construction Design
Services and / or Works Process Groups) as the Subjects whose CP integrations need to
be managed,
c. the eight processes of the CPIM described in item 1.8below,
d. the IMCO relationships; namely:
1) Input: terms that refer to any item in the form of information or documents or
resources, whether internal or external to the CPIM processes, that triggers a CPIM
process group and required before that process group proceeds which may be an
output from a predecessor process group including the Organization Process
Assets;

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2) Mechanisms including Tools, Techniques and Competencies: Something

tangible; such as tools, techniques and competencies, used in performing an
activity in the CPIM process groups to develop, authorize, direct, manage, validate
and control the CPIM and CP Documents called Outputs;

Tools include Templates

Techniques are terms that refer to a defined systematic procedure that may use one
or more tools to perform an activity in a process.

Competencies are clusters of CPIM related knowledge, performance or experience

and personal characteristics of the project management teams and the project
manager such as abilities, knowledge, skills, attitudes, behaviours and personality
that affect a major part of the CPIM job and its performance which can be
measured against well-accepted standards that are often termed as "Good Industry
Practices" or "Norms" and can be improved via training and development.

3) Constraints or Controls: terms that refer to limiting or dictating factors that affect
the implementations of CPIM process groups or the actions of the CPIM Team
such as Enterprise Environment Factors, Project Documents including Risk or
Lesson Learned Registers, Agreements, etc.; and

4) Outputs: terms that refer to products, services, documents as results generated by

the CPIM process groups which may be an input to a successor process group.

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1.7. Terms and Definitions

The Terms and Definitions given in CPMMS: WM - 19: CPMMs User Guide shall apply.

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1.8. CPIMM Overview

The CPIM Manual describes mainly the processes in order to guide practitioners how to:

a. Initiate CPIM through Developing and Authorizing CP Documents, namely; the "CP
Outcome Document",
b. Plan CPIM and Collect CPIM Requirements in order to set "CPIM Baseline or Plan"
and identify "Inputs for the CPIM Processes",
c. Create CPIM Implementation Documents through Developing and Authorizing CPIM
Documents, namely; the "CPIM Charter, Implementation or Execution Plan and
Deliverable Documents",
d. Direct, Manage and Validate CP Services and / or Works based on the Authorized CP
Outcome and CPIM Implementation Documents,
e. Monitor and Control CP Performances based on the CPIM Baseline or Plan and CP
and CPIM Documents, and
f. Close CPIM in order to finalize or complete all activities of a Construction Project, or a
Construction Contract, or a Construction Project Phase.

The Five Generic Project Management Process Groups are (1) Initiating, (2) Planning, (3)
Executing, (4) Controlling, and (5) Closing Process Groups.

The CPIM Manual functions and outcomes along the Five Generic Project Management Process
Groups are as shown in Figure 1.2 below.

Figure 1.2: CPIM - PMPG relationships, their functions and outcomes

The Modified Five Construction Project Management Specific Process Groups under the
Business - Project - Product Management Chain or Linkage used in the development of these
ECPMMs' are:

1. Pre CP Design Services to ensure intended purpose (Business Case, Feasibility and
Design Brief) is clearly established;

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2. During CP Design Services to realize the intended purpose on plan (Conceptual,

Preliminary and Final or Working Designs) ;
3. During CP Works or Executions (Sub Structure, Super Structure, Finishing,
Necessary Installations and Site Works) to efficiently realize the plan;
4. CP Completions to allow use of the product; and
5. Post CP Completion Services to ensure design life time is respected.

The CPIM Manual has also considered the engagement of Stakeholders and Coverage of the
Delivery Systems along the Construction Project Management Process Groups. Accordingly:

1. The Employer CP and CPIM Documents and Integrated Change Control are developed,
authorized, led, managed, validated and controlled along all the CPM Process Groups.
2. The Construction Management Consultant may serve in assisting the Employer to
prepare the CP and CPIM Documents along all the Process Groups.
3. The Design and / or the Design Review (DR), CP Tender and Contract Administrations,
and Quality Assurance or Supervision Services Consultant(s) may serve in developing
the CP design services and performing the various services representing the Employer.
4. The Contractor may either involve in both the Construction Design Services and Works
in the case for DB projects or in Construction Works only in the case for DBB projects.
5. The Consultant RFP or the Contractor Tender Documents as well as their Contracts shall
be controlled through the CPIM manual, the various functions or processes of the CPM
BoKs and the Business - Project and Product Management Chain or Linkages.

The CPIM Manual has been made to focus mainly to the DBB and DB delivery methods and the
Design Services and Works Process Groups of Construction Projects.

The CPIM Manual has also considered Monitoring and Controlling process group as a
continuous engagement along all the Process Groups.

1.9. CPIMM High Level Process Map

CPIM high level process map mainly involves the development of the following eight major
Outcomes or Deliverables; namely:

1. CP Authorized Outcome Document,

2. CPIM Plan,
3. CP &CPIM Documents Requirements,
4. CPIM Implementation Documents: CPIM Charter, Implementation Plan, and
Deliverables Documents,
5. CP Acceptance Documents,
6. CP Performance Documents,
7. CP Integrated Change Requests, and
8. CPIM Closing / Acceptance Documents and CPIM & CP Documents Updates.

through the following high level CPIM process map (Figure 1.3) constituting seven major
process groups.

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CPIM High Level Process Map

START

Authorize CP Outcome

Control CP services and/ or works

Document

Plan CPIM

Collect CPIM Develop & Authorize

Requirements CPIM & CP Documents

Direct Manage and Validate CP

Services and/ or Works

Close CPIM

END

Figure 1.3: CPIM High Level Process Map

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2 SECTION 2: PROCESS GROUPS

CPIM shall refer to the Business - Project - Product alignment on the one hand, and the
integration of the various CPM BoKs on the other hand such that:

1. the customer demand, the business strategy, the capacity available and the product life
time shall be traded off.
2. the resources allocation, the competing interests and constraints and the integration
demand among the various CPM BoKs shall be optimized.

CPIM shall also consider all the logics including the predictive / presumed, the adaptive / actual
and the iterative CPIM processes such that:

a. the Predictive / Presumed CPIM Documents are defined at the beginning of the project
called "the Original CPIM Documents" and Integrated CP Changes are progressively
managed,
b. the following processes (Authorize CP Outcome Document, Plan CPIM, Collect CPIM
Requirements, Develop and Authorize CPIM / CP Documents) are Predictive /
Presumed CPIM Processes,
c. the Adapted / Actual CPIM (such asCPIM / CP Performance Documents and CPIM / CP
Document Updates) are developed over multiple iterations during the CP
implementation requiring to update the Predictive / Presumed CPIM / CP Documents
and required to be verified and authorized before Changes are initiated (which is an
Integrated CP Change control procedure) called "the Revised CPIM / CP Documents",
d. the following two processes (Monitor / Control CPIM / CP Performances, and Close
CPIM / CP) are Adaptive / Actual CPIM processes, and
e. the Iterative CPIM / CP are meant for updating the relevant processes through formal
and integrated change control procedures called "the Feedback Loop" for the Revised
CPIM / CP Documents and their Management.
f. the two Predictive / Presumed processes (Collect CPIM Requirements, and Develop and
Authorize CPIM Documents) and the Three Adaptive / Actual processes (Monitor /
Control CPIM / CP, Perform CP Integrated Change Control and Close CPIM / CP) are
then iterative processes.

CPIM involves in the following six types of Construction Projects:

a. CPIM for DBB Construction Design Services, and / or Tender Administration Services
b. CPIM for DBB Construction Works
c. CPIM for DBB Construction Works Quality Assurance and Contract Administration
Services
d. CPIM for Conceptual Design Services and DB Tender Administration Services
e. CPIM for DB Construction Design Services and Works
f. CPIM for DB Construction Design Reviews, Quality Assurance and Contract
Administration Services

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CPIM processes are also placed along the generic PMPGs whose relationships and outcomes are
as shown below (Table 2.1):

Table 2.1: CPIM - Generic PMPG relationships and Outcomes

Table 2.1: CPIM - Generic PMPG relationships and Outcomes

Succeeding
Preceding

Pre Initiating
BoKs

BoKs
Planning Executing Controlling Closing
Project

CPIM Plan
CP Business Case

Change Control
CP Acceptance
Authorized CP

and Integrated
All other CPM

CPIM / CP
BoKs Outputs

Performance
Documents

Documents
CPIM / CP

CPIM / CP
Document

Document
Outcome

Documents All Other

Updates
(CPBC)

Requirements CPM
Authorized BoKs
CPIM / CP
Documents
Integration

other CPM
with the

Three CPIM Two CPIM

Authorize CP Outcome BoKs
Planning Controlling Closing CPIM / CP
Document Initiating CPIM
Processes Processes

CPIM process groups are also placed along the specific CPMPGs whose relationships and
outcomes are as shown below (Table 2.2):

Table 2.2: CPIM - Specific CPMPG relationships and Outcomes

Table 2.2: CPIM - Specific CPMPG relationships and Outcomes

Business
Project Management Product Management
Management
Operation,
Succeeding
Preceding

CP CP TD
CP Works Maintenance,
BoKs

BoKs

Pre Project Design Admin

and Services Upgrading or
Services Services
Demolition

Authorized CPIM CP
All CPM

CP Document Updates
CP Outcome Charter, Implementation Validated All CPM
BoKs

(Lesson Learned and

Document and Deliverable and BoKs
Risk Register)
Documents Controlled
Integrated

CPIM / CP Plan CP
CPIM

CPIM Initiated Developed & Outcome CPIM Closed

Authorized Realized

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2.1. Process Group One: Authorize CP Outcome Document

Authorize CP Outcome Document (CPOD) is undertaken to review the Developed CP Business
Case which is a process outside of the CPM process but a part of the Generic PMPG to align the
Generic PMPG and the Specific CPMPG

Authorize CPOD is a process within the CPIM knowledge area that define the final outcome
which can be the bases for all the other knowledge areas primarily the CPIM resulting in the
agreed CP Outcome Document.

Authorize CPOD development begins by defining their four components; namely the Inputs, the
Mechanisms, the Constraints and the Outputs.

Authorize CPOD four components and their data flow are shown in Figure 2.1 below.

Constraints

Enterprise Environment Factors

Predetermined Objectives

Inputs
Outputs
CP Business Case (CPBC) Authorize CPOD
CP Outcome Document
Organization Process Asset
Organizations Process Assets
Mechanisms
Tools, Techniques &
Competencies

Competencies

Figure 2.1: Authorize CPOD Components & their Data Flow

2.1.1. Authorize CPOD Inputs

Authorize CPOD Inputs are:

1. the CP Business Case which is the ultimate goal of the project as a component of a certain
business and outputs of the Develop CPBC process of the Business Management
component.
2. the Organization Process Assets (OPAs) which is one of the major influencing inputs of
the Organizational Environment in which the construction project operates which can
have favourable or unfavourable impacts on CPIM from the Business Case perspective.

2.1.2. Authorize CPOD Mechanisms

Authorize CPOD Mechanisms are:

1. Tools and Techniques

2. Competencies

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Tools and Techniques to be used for Authorize CPOD are:

1. Expert Judgment
2. Meetings
3. Focused Group Discussions / Resources Group

2.1.3. Authorize CPOD Constraints

Authorize CPOD Constraints are:

1. the Enterprise Environment Factors which is one of the major influencing inputs of
the External and Organizational Environment in which the construction project
operates which can have favourable or unfavourable impacts on CPIM from the
Business Case Perspective.
2. the Predetermined Objectives and the Beneficiaries / Customer Requirements such
as Timings and Budgets or Estimates.

2.1.4. Authorize CPOD Output

Authorize CPOD Output is the CP Outcome Document.

1. CP Outcome Document is a high level CP Outcome Statement that describe the

ultimate goal of the CP at the Top Management Level (Annex A.1: CP Outcome
Document Template).

2.1.5. Authorize CPOD Activities

Authorize CPOD as one of the CPIM process group, it involves the following activities to
be undertaken:

1. Review the Developed CPBC Document

2. Conduct Focused Group Discussion with the CP Business Analyst Team
3. Define the CP Ultimate Outcome using Expert Judgment
4. Define the CP Outcome Requirements, Indicators or Criteria and Performance
Evaluation Approach
5. Develop the CP Outcome Document
6. Authorize the CP Outcome Document

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2.2. Process Group Two: Plan CPIM

Plan CPIM is a process of creating the CPIM / CP Documents that describes how the CPIM / CP
are planned to guide their implementation and monitoring services to direct, manage and
validate CP Services and / or Works and perform integrated CP changes control process groups.

Plan CPIM is composed of original and subsequent plans such that the subsequent ones are
established when CP changes are encountered and authorized.

Plan CPIM development begins by scheduling the CPIM process groups along a time frame and
defining their four components (Inputs, Mechanisms, Constraints and Outputs).

Plan CPIM four components and their data flow are shown in Figure 2.2 below.

Constraints

Enterprise Environment Factors

Inputs Predetermined Objectives Outputs

CPIM Processes
Plan CPIM
CPIM Plan

Organizations Process Assets

Mechanisms
Tools, Techniques &

Competencies

Figure 2.2: Plan CPIM Components &their Data Flow

2.2.1. CPIM Plan: Inputs

Plan CPIM Inputs are:

1. the CPIM Process Groups described in item 1.8 above, and

2. the Organization Process Assets (OPAs) which is one of the major influencing
inputs of the Organizational Environment in which the construction project operates
that can have favourable or unfavourable impacts on CPIM such as knowledge
bases; historical lesson learned information; and policies, systems and practices
adopted.

2.2.2. CPIM Plan: Mechanisms

Plan CPIM Mechanisms are:

1. Tools and Techniques

2. Competencies

Tools and Techniques to be used for Plan CPIM are:

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1. Expert Judgment
2. Data / Alternative Analysis
3. Meetings / Brainstorming Sessions
4. Scheduling Software
5. Gantt Chart

Expert Judgment is using expertise (individuals or groups) called resources groups required for
plan CPIM as appropriate to:

 identify the activities or processes to be performed under plan the CPIM,

 identifying, evaluating and selecting the optimum ways of conducting the activities
or processes
 define their logic, and
 assign their timings

based on previous similar projects and good industry practices.

Data / Alternative Analysis including identifying, evaluating and choosing the

various ways of conducting the activities and processes such as collecting
requirements, defining, verifying, validating and controlling both the project and the
product scopes.

Meetings / Brainstorming Sessions involving the Project Team, experts used in the
expert judgment, Project Owner and / or Beneficiaries, and other stakeholders
relevant for the CPIM shall be used to generate and undertake Data / Alternative
Analysis, and plan CPIM using planning / scheduling software and Gantt Chart.

Planning / Scheduling Software is a tool used to develop the plan CPIM using the
identified activities or processes, selected methods, logic defined and timings
assigned.

Gantt Chart is a presentation tool that shows the Plan CPIM.

Competencies necessary for Plan CPIM are:

1. Knowledge related Competencies

2. Performance related Competencies
3. Personal related Competencies

Knowledge related competencies include Business, Construction, Planning and

Integration Management competencies.

Performance related competencies include defining the Outcome and Results of

Plan CPIM, their Baseline, Criteria, Metrics, and Tracking and Evaluation
Methods.

Personal related competencies include Transparency and Integrity.

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2.2.3. CPIM Plan: Constraints

Plan CPIM Constraints are similar to the predecessor process group and can be referred from
item 2.1.3: Authorize CPIM CPOD Constraints above.

2.2.4. CPIM Plan: Outputs

Plan CPIM Output is the CPIM Plan.

CPIM Plan is a compiled and developed construction project management plan (CPMP) under
the Construction Project Integration Management (CPIM) that describes how the activities or
processes of the CPIM may be performed.

The components of a CPIM Plan include activities or processes used for determining the outputs
of the CPIM processes, their logics and timings that can serve as baseline for monitoring the
performances of the CPIM itself; namely:

1. Activities or Processes for preparing a CP Outcome Document;

2. Activities or Processes that enables the collection of the CPIM / CP Documents
Requirements;
3. Activities or Processes that develop and authorize the CPIM / CP Documents;
4. Activities or Processes that enable the project manager to direct, manage, validate and
control CP Services and / or Works,
5. Activities or Processes that ensures Integrated CP changes control are performed, and
6. Activities or Processes that specifies how formal acceptance of the completed project
will be executed and CPIM Documents are updated.

2.2.5. CPIM Plan: Activities

Plan CPIM as one of the CPIM process group, it involves the following activities to be
undertaken:

1. List CPIM Processes

2. Identify Activities or sub processes under the CPIM Processes
3. Establish Plan CPIM Project and Expert Judgment Team
4. Identify, evaluate and select optimum ways of conducting the activities
5. Define the Logic and their timings
6. Develop the schedule as Baseline for Performance Evaluation
7. Define the Criteria and Performance Evaluation Approach
8. Develop CPIM Plan

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2.3. Process Group Three: Collect CPIM Requirements

Collect CPIM Requirements is the process of determining, documenting and managing

stakeholders’ needs and requirements in order to develop CPIM Documents.
CPIM requirements are Inputs, Constraints and Mechanisms required to develop CPIM
Documents.
Collect CPIM requirements shall therefore better ensure the determination, documentation and
management of aligning the CPIM Charter, Implementation, Deliverable and Acceptance
Documents.
Collect CPIM requirements begin by defining their four components (the IMCOs) and ends by
developing Requirements Documentations for creating the CPIM documents and their
traceability matrix.
Collect CPIM requirements four components and their data flow are shown in Figure 2.3 below.

Constraints
Enterprise Environment Factors
CPIM Documents Updates
Agreements

Inputs
Collect CPIM Outputs
CP Outcome Document
CPIM Plan Requirements CPIM Documents Requirements
Organization Process Assets

Mechanisms
Tools, Techniques&
Competencies

Figure 2.3: Collect CPIM Requirements Components & their Data Flow

2.3.1. Collect CPIM Requirements: Inputs

Collect CPIM Requirements Inputs are:

1. CP Outcome Document of the Output of the Initiate CPIM process,

2. CPIM Plan of the Output of the Plan CPSM process, and
3. Organization Process Assets

CP Outcome Document as an output of Initiate CPIM serve as an input to Collect CPIM

Requirements such as collecting:

1. information that enable the Top Management monitor such as Scope, Quality, Time
Cost, Safety, Client Satisfaction, and / or Contractor's or Consultant's Profitability;
and
2. Information that ensure Ethical CPM Development process mainly Construction
Procurement and Contract Management.

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CPIM Plan as an output from Plan CPIM process serve as an input to Collect CPIM
Requirements such as collecting information regarding the CPIM Process Groups.

Organization Process Assets includes the existing CPIM Policies and Procedures
together with databases registering historical information and lesson learned repositories
from previous projects which can be used to serve as input information to Collect CPIM
Requirements Process Groups.

2.3.2. Collect CPIM Requirements: Mechanisms

Collect CPIM Requirements Mechanism include:

1. Tools and Techniques, and

2. Competencies serving to collect CPIM requirements

Tools and Techniques serving to collect CPIM requirements are:

1. Use of Resources Groups or Expert Judgment

2. Brainstorming, Surveys, Focus Group Discussions, Benchmarking for eliciting best
practices, etc. as Data Collection or Gathering tools and techniques, and
3. Data Analysis and Decision Making.

Competencies serving to Collect CPIM Requirements are:

1. Business, Knowledge, Integration and Change Management competencies

2. Statistical Knowledge and Skills including data collection, recording, documentation,
analysis, description or inference competency
3. Facilitation, Observation, Conversation, Conflict Management and Nominal Group
Technique as Interpersonal and Team Skills as competencies

2.3.3. Collect CPIM Requirements: Constraints

Collect CPIM Requirements Constraints include:

1. Enterprise Environment Factors

2. CPIM Documents Updates
3. Agreements and / or Tender Documents

Enterprise Environment Factors (EEFs),as one of the two influences of the Environment in
which projects operate; it is the condition, often not under the control of the CP Management
team; that influence, constrain and direct the CP.

EEFs are constraints to many of the planning processes of the CPMBoKs including the
CPIM.EEFs can be external or internal to the Project organization whose factors are indicated in
Table 2.3 below.

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Table 2.3: External & Internal EEFs

Table 2.3: External & Internal EEFs

External EEFs Internal EEFs

Legal Restrictions including Organization Culture, Structure
Government and Industry Standards and Governance
and Financial Considerations
Physical Environment Elements such Geographic Distribution of
as Climatic and Working Conditions Facilities and Resources
Social & Cultural Influences Infrastructure and Technology
Market Condition Resources Availability
Research & Commercial Databases Employee Capability

EEFs may be considered as constraints to Collect CPIM Requirements which enables Collecting
Information that ensures

a. ensures CPIM / CP documents be sufficiently developed, and

b. ensures ethical CPM development.

CPIM Documents Updates include the Assumption Log and Lesson Learned Register which are
the Output of the CP Charter and Direct, Manage and Validate CP Services, Works and
Knowledge from previous projects which can be considered as Organization Process Assets.
These are:

1. Assumption Log is a document registering or recording the constraints and

associated assumptions identified for CPM / CP Development specifically for
planning purposes regarding the CP, its environment, its stakeholders, and its
development processes which are related to filling gaps to uncertainties that can
affect their requirements which can be used as a constraint to many of the CPMBoKs.
2. Lesson Learned Register which is a document focusing on the register of:
a. the contemporary events happening recurrently
b. the likely causes and impacts of the contemporary events
c. the actions taken to respond to minimize adverse effects due to the happening of
the contemporary events
d. the problems, challenges and realized risks and opportunities, etc.

Both the Assumption Log and Lesson Learned Register are used as input as well as constraints to
most of the CPMBoKs.

Agreements as an output of Conduct Procurement under the CPPM which is a Contract that
place:

1. obligations and rights that clearly establish the promise - consideration legal
relationships,
2. remedial rights for non-performances of the promises and / or the considerations
be clearly established, and

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3. changes request handling be clearly established. Such contractual requirements

shall serve as major information that can serve as inputs to Collect CPIM
Requirements.

Tender / Bid Documents as an output of Plan Procurement Management under the

CPPM is the bases where agreements can be established.

2.3.4. Collect CPIM Requirements: Outputs

Collect CPIM Requirements Output is CPIM Requirements Documentation

CPIM Requirements Documentation presents requirements associated with the input,

constraints and mechanisms of the:

1. CP Outcome Document
2. CPIM Plan Document
3. CPIM Charter Document
4. CPIM Implementation Plan Document
5. CPIM Deliverable Document
6. CPIM Acceptance Document

2.3.5. Collect CPIM Requirements: Activities

Collect CPIM Requirements as one of the CPIM process group, it involves the following
activities to be undertaken:

1. Identify CPIM Requirements

2. Identify CP / CPIM Documents which are outputs of the CPIM Processes
3. Identify Inputs, Constraints and Mechanisms for CP / CPIM Documents
4. Collect Requirements for the Inputs, Constraints and Mechanisms of the CP / CPIM
processes
5. Develop CPIM Requirements Documentations

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2.4. Process group four: Develop and Authorize CPIM Documents

Develop and Authorize CPIM Documents is the process of developing CPIM Charter,
Management Plan and Knowledge Document.

CPIM Charter is a document that formally authorizes the existence of a CP and provides the PM
with the authority to request and use defined resources to CP activities. The key benefits of this
process are that it provides a direct link among the Business, the Project and the Product
Management Objectives.

CPIM Management Plan Documents include CPIM Implementation Plan and Deliverable
Documents.

CPIM Implementation Plan is a document collecting and coordinating all CPM BoKs plan
components and consolidating them into an integrated CPM Plan .

The key benefit of these documents is the production of a comprehensive document that guides
the implementation of the CP Services and / or Works including how they will be performed.

CP Deliverables Document is a document defining the aligned Key Performance Indicators of

the breakdowns of the five levels of the CP / CPIM Documents; namely: the CP Outcome and
the CPIM Charter, Implementation Plan, Deliverable and Acceptance Documents that can serve
as a bases for Monitoring and Controlling of the CP Services and / or Works.

CPIM / CP Knowledge Documents such as Assumption Logs and Lesson Learned Registers
which are parts of the Organization Process Assets but updates and Enterprise Environmental
Factors meant for using / considering the existing knowledge to create CPIM and CP Documents
and create new knowledge to continuously improve the CPM.

Assumption Logs include the records of assumptions and constraints before the CP is initiated
as well as during CP and CPM BoKs planning and implementation which are called existing
Knowledge.

Lesson Learned Registers include category and description of situations such as problems /
challenges encountered; realized risks, opportunities and impacts; recommendations / proposed
actions and outcomes; and lessons learned in order to continuously improve CPM during
monitoring and controlling and serve as inputs and / or constraints at different stages or for
future projects called created new knowledge and updating the Assumption Logs.

Develop and Authorize CPIM Documents four components (the IMCOs) and their data flow are
shown in Figure 2.4 below.

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Constraints
Enterprise Environment Factors
CPIM / CP Knowledge Documents
Agreements / Tender Documents
Inputs Outputs
CP Outcome Document Develop & Authorize CPIM Charter Document
CPIM Plan CPIM Implementation Plan Document
CP Requirement Documents CPIM Documents CPIM Deliverable Document
Outputs from other CPM BoKs CPIM Knowledge Documents Updates
Organization Process Assets
Mechanisms
Tools, Techniques and
Competencies

Figure 2.4: Develop & Authorize CPIM Documents & their Data Flow

2.4.1. Develop and Authorize CPIM Documents: Inputs

Develop and Authorize CPIM Documents Inputs are:

1. CP Outcome Document of the Output of the Initiate CPIM process,

2. CPIM Plan of the Output of the Plan CPSM process, and
3. CP Requirements Documentations; the Output of the Collect CPIM Requirements,
4. Outputs from all other CPM BoKs
5. Organization Process Assets

CP Outcome Document, CPIM Plan, Organization Process Assets and CPIM Requirements
Documentations are as described in 2.3.1 and 2.3.4 above.

Outputs from all the other CPM BoKs which are summaries of outputs of all processes of the
other CPM BoKs that enable establishing the CPIM / CP Charter, Implementation and
Deliverable Documents.

2.4.2. Develop and Authorize CPIM Documents: Mechanisms

Develop and Authorize CPIM Documents Mechanism include:

1. Tools and Techniques, and
2. Competencies serving to develop and authorize CPIM documents.

Tools and Techniques serving to develop and authorize CPIM documents are:

1. Use of Resources Groups or Expert Judgment

2. Data Analysis, Document Review and Decision Making, and
3. Various Communications Methods.

Competencies serving to develop and authorize CPIM documents are:

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1. Business, CPM BoKs and Change Management competencies

2. Statistical Knowledge and Skills including data collection, recording, documentation,
analysis, description or inference competency
3. Effective Facilitation and Communication competencies as part of Interpersonal and
Team Skills whose ultimate goal is to define the project charter, implementation plan
and deliverables documents and their alignments.

2.4.3. Develop and Authorize CPIM Documents: Constraints

Develop and Authorize CPIM Documents Constraints include:

1. Enterprise Environment Factors
2. CPIM Knowledge Documents Updates
3. Contract Agreement and / or Tender Documents

Enterprise Environment Factors (EEFs), CPIM Knowledge Documents Updates and Contract
Agreements and / or Tender Documents are as described in 2.3.3 above

Besides, EEFs may be considered as constraints to Develop and Authorize CPIM Documents
which

1. guides the direction, management and implementations of the CP Manager, and

Team, and
2. enables to monitor, control and gauge performances such that only necessary and
integrated changes can be introduced.

EEFs include Public Regulators Requirements and CP related Standard Documents.

Public Regulatory Requirements Construction projects often require specific permits or

approvals or considerations such as:

1. Budgets allocations and Project Authorizations,

2. Planning Consent, Building and Use Permits / Program or Project Authorization,
Design Completions and Works Completions,
3. Environmental and Social Impact Assessments, Resettlement Action Plan, Health and
Safety Management Plan, etc.
4. Procurement and Contract Management requirements,
5. Quality compliance requirements including requirements, their indicators and means
of verifications, etc.

All actions required to fulfil such regulatory requirements shall be considered as part of the
CPIM inputs and constraints and should be identified in time accordingly.

Standard Documents are documents considered as Administrative Laws developed over the
years responding to many constraints and mishaps such as Obligatory or Voluntary Standards
serving the construction industry including:

1. Standard Technical Specifications,

2. Several Quality related Standards,

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3. Work Breakdown Dictionaries,

4. Typical Drawings and their Guidelines, and
5. Bill of Quantities or Prescriptive based Scopes in the case for DBB delivery system and
Performance based Scopes in the case for DB delivery system Repositories.

All actions required as a result of such standard documents shall be considered as part of the
project scope and should be defined accordingly.

2.4.4. Develop and Authorize CPIM Documents: Outputs

Develop and Authorize CPIM Documents Output include:

1. Authorized CPIM Charter Document

2. Authorized CPIM Implementation Plan Document
3. Authorized CPIM Deliverable Document
4. CPIM Knowledge Document Updates

Authorized CPIM Charter Document presents the description of the CP descriptions including
approval requirements, key stakeholders including their roles and relationships, purpose,
predetermined objectives, measurable success criteria including summary millstones, risks, and
assigned CP Manager and Team including duties and authorities based on, detailed from and
with alignment to the Project outcome defining CP boundaries and acceptance requirements.

Authorized CPIM Implementation Plan Document presents how the CP shall be directed,
managed and validated at the project Management level through integrating & consolidating
implementation plans and baselines of the various CPM BoKs implementation Plans and
Baselines based on, detailed from and aligned with the authorized CPIM Charter Document.

The Various CPMBoKs implementation plans and baselines include:

1. CP Requirements Plan and Baselines

2. CP Scope Management Implementation Plan and Baselines
3. CP Quality Management Implementation Plan and Baselines
4. CP Procurement and Contract Management Plan and Baselines
5. CP Resources (including Human Resources, Materials, Heavy Equipment and other
resources) Management Implementation Plan and Baselines
6. CP Stakeholders Management / Engagement Implementation Plan and Baselines
7. CP Communications Management Plan and Baselines
8. CP Environment Management Implementation Plan and Baselines
9. CP Safety Management Implementation Plan and Baselines
10. CP Risk Management Implementation Plan and Baselines
11. CP Time Management Implementation Plan and Baselines
12. CP Cost Management Implementation Plan and Baselines
13. CP Financial Management Implementation Plan and Baselines
14. CP Claims Management Implementation Plan and Baselines

Besides, Integrated Change Management Implementation Plan as part of the Authorized CPIM
Implementation Plan Document shall also be incorporated.

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Authorized CPIM Deliverable Document presents aligned and detailed Key Acceptance Criteria
including the Requirements, Indicators and Means of Verifications of the CP Outcome, Charter
and Implementation Plan Documents of the Top, Middle and Operational CP Management or
Stakeholders relationships levels.

Authorized CPIM / CP Knowledge Documents and their Updates presents the various
knowledge base documents serving as Organization Process Assets and Enterprise
Environmental Factors including their inputs and outputs from the Processes of the various CPM
BoKs such as:

1. Assumption Log and its Updates,

2. Requirements Documentation and its Updates,
3. CP Performance Reports and its Updates
4. Lesson Learned Register and its Updates,
5. CPIM / CP Implementation Plan, Baseline and their Updates,
6. Risk Register and its Updates, etc.

2.4.5. Develop and Authorize CPIM Documents: Activities

Develop and Authorize CPIM Documents as one of the CPIM process group, it involves the
following activities to be undertaken:

1. Establish CPIM Team

2. Review CP Business Case and CP Outcome Document
3. Review Collected Relevant Requirements to develop and authorize CPIM
Documents
4. Develop and Authorize CPIM Charter Document
5. Develop and Authorize Implementation Plan Document
6. Develop and Authorize Deliverable Document
7. Register and Update CPM Knowledge Documents

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2.5. Process group five: Direct, Manage and Validate CP Services and / or
Works

Direct, Manage and Validate CP Services and / or Works is the process of reviewing the
Authorized CP Implementation Plan and Deliverable Documents including approved integrated
changes in order to lead, perform, and verify the Scope CP Services and/ or Works such that:

1. CPM Leadership is Integrated, Proactively Managed and Optimized

2. Defects in Tender / Contract Documents are eliminated
3. CP Completion within World Minimum or Average Cost and Time Performances
(Cost and Time Overruns, and EOT and Additional Cost / Price
4. CP Financial Health (Profitability and Liquidity) is preserved and sustained
5. Timely, Appropriate and Effective communications including actions of
Stakeholders based on Scheduled Responsibility Matrix are ensured
6. Quality first time is ensured to attain Zero Reworks through CP Quality Assurance
Practices
7. Safety, Health Hazards and Environmental Impacts be within acceptable limits, etc.

Direct, Manage and Validate CP Services and / or Works adds values through providing the
overall CPM to enhance the probability of CP Success.

Direct, Manage and Validate CP Services and / or Works is composed of original and
subsequent changes such that the subsequent changes are established through Change Order
Administrations.

Direct, Manage and Validate CP Services and / or Works in its execution shall consider:

1. Integration and Optimization of all the other CPMBoKs Management

2. Authorized CP / CPIM Documents,
3. Public or Statutory Regulatory Requirements including CP related Codes and
Standards,
4. Value Engineering and/ or Constructability Reviews, Partnering Frameworks, and
5. Adopted Delivery Systems such as DBB, DB, etc.

Direct, Manage and Validate CP Services and / or Works begins by defining their four
components (the IMCOs) and ends by ensuring Authorized CPIM / CP Documents are
established to guide the leadership, management and validation of the CP Objectives including
the necessary, integrated and optimized changes and their Monitoring and Controlling processes
through Inspection and CP Performance Management Services.

Direct, Manage and Validate CP Services and / or Works four components (the IMCOs) and
their data flow are shown in Figure 2.5 below.

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Constraints
Enterprise Environment Factors
Agreements/Tender Documents

Inputs Outputs
Direct, Manage &
Authorized CPIM / CP Documents CPIM / CP Performance Data
CPIM Knowledge Documents Validate CP Services CPIM Knowledge Documents Updates
Other CPM BoKs Change Requests
Organization Process Assets
& Works Authorized Changes
Organization Process Assets Updates

Mechanisms
Tools, Techniques and
Competencies

Figure 2.5: Direct, Manage and ValidateCP Services and / or Works& their Data Flow

2.5.1. Direct, Manage and Validate CP Services and / or Works: Inputs

Direct, Manage and Validate CP Services and / or Works Inputs are:

1. Authorized CP / CPIM Documents,

2. CPIM Knowledge Documents,
3. Other CPM BoKs Change Requests, and
4. Organization Process Assets

CPIM Knowledge Documents and Organization Process Assets are as described in 2.4.1
above.

Authorized CP/ CPIM Documents as an output of Authorize CP Outcome Document

and Develop and Authorized CPIM / CP Documents serve as an input to Direct, Manage
and Validate CP Services and / or Works processes

These include CP Outcome, CPIM Charter, CPIM Implementation Plan and CPIM
Deliverable Documents as described in their respective processes.

In addition, CPIM Knowledge Documents as part of CPIM Documents Requirements

which is an output of Collect CPIM Requirements include Lesson Learned and Risk
Registers; Issues, and Change Logs; and Requirements Traceability and Scheduled
Responsibility Matrices.

Lesson Learned Register is a CPIM Knowledge Document created as an output of each

CPM BoKs as updates that serve as a database to record category and description of
situations encountered, proposed and recommended actions, impacts thereof including
realized risks or opportunities during all the CPM BoKs processes which will be a part of
Organization process Assets when CP Closes.

Risk Register as an output of the Identify Risks sub process which is meant to serve as an
input to this process

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Issue Logs is a CPIM Knowledge Document that serve as a database of collected and
documented situations encountered as an input to Lesson Learned Register during this
process

Change Logs is a CPIM Knowledge document that serve as a database of collected and
documented changes from Other CPM BoKs Change Requests encountered during this
process including their status in order to optimally direct, manage and validate them.

Other CPM BoKs Change Requests is a CPIM Knowledge Document that serve as a
database to collect and document for consideration by the CP Manager or CP Change
Administration Body, if any.

2.5.2. Direct, Manage and Validate CP Services and / or Works: Mechanisms

Direct, Manage and validate CP Services and /or Works Mechanism include:
1. Tools and Techniques, and
2. Competencies serving to Direct, Manage and Validate CP services and / or Works.

Tools and Techniques serving to Direct, Manage and Validate CP services and / or Works are:

1. Use of Resources Groups or Expert Judgment.

2. PMIS (Project Management Information System) including software and Templates.

Competencies serving to develop and authorize CPIM documents are:

1. Leadership, CPM and Changes Management competencies.

2. CP Delivery Method, Procurement, Contractual and Legal Management
competencies.
3. All other CPMBoKs Management competencies.
4. Specific Technical Knowledge Competencies with respect to the Construction
Industry and / or respective categories such as Highway, Building, Water Works, etc.
Construction Sectors.
5. Professional Ethics Competencies.

2.5.3. Develop and Authorize CPIM Documents: Constraints

Direct, Manage and Validate CP Services and / or Works Constraints include:

1. Enterprise Environment Factors

2. CPIM Knowledge Documents Updates
3. Contract Agreement and / or Tender Documents

Enterprise Environment Factors (EEFs), CPIM Knowledge Documents Updates and Contract
Agreements and / or Tender Documents are as described in 2.3.3 and 2.4.3 above.

Besides, EEFs may be considered as constraints to Direct, Manage and Validate CP Services and
/ or Works which:

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1. influences and constrain the Project Manager and the Project Management Team
requiring prior considerations, and
2. validate performances such that only necessary and integrated changes can be
introduced if and only if the prior considerations becomes invalid.

2.5.4. Direct, Manage and Validate CP Services and / or Works: Outputs

Direct, Manage and Validate CP Services and / or Works Output include:

1. CP / CPIM Performance Data,

2. CPIM Knowledge Document Updates,
3. Authorized Changes, and
4. Organization Process Assets Updates.

CP / CPIM Performance Data are direct measurements or observations recorded to be part of the
progress report.

Examples of CPIM / CP performance data include work completed, Quality compliances' or

rejections, services / works planned and performed, issues encountered and actions taken,
deliverables status, schedule progress, change requests, actual costs incurred, actual durations,
etc.

CPIM Knowledge Document and Organization Process Assets Updates are as described
elsewhere in this manual.

Authorized Changes are changes approved based on Integrated Change Control using
evaluations and findings within the project.

2.5.5. Direct, Manage and Validate CP Services and / or Works: Activities

Direct, Manage and Validate as one of the CPIM process group, it involves the following
activities to be undertaken:

1. Define key leadership, management and validation requirements

2. Determine Key Performance indicators and deliverables to record as performance
data
3. Prepare a guideline how to administer change requests and authorize them
4. Update CPIM / CP Outcome, Knowledge and other Documents
5. Update Organization Process Assets and Enterprise Environment Factors

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2.6. Process group six: Control CPIM as well as CP Services and / or Works

Control and / or Monitor CPIM as well as CP Services and / or Works is the process of
monitoring (tracking, reviewing, and reporting) the overall status of the progress of the process
(CPIM) and the project (CP) performance including the authorized integrated changes to their
baseline (CPIM Pan and CPIM / CP Deliverable Documents) in terms of the key performance
indicators.

Control and / or Monitor CPIM as well as CP Services and / or Works, though mainly focus on
the integrated CPM team and the CP Manager performances; shall also depend upon other
CPMBoKs outputs.

Control and / or Monitor CPIM as well as CP Services and / or Works considers the CPIM plan
and CPIM Deliverable Documents as their Baseline and the CP Performance Data which is the
output of the CP Direct, Manage and Validate process.

Control and / or Monitor CPIM as well as CP Services and / or Works is undertaken by

aggregating the manageable components in terms of size and responsibility of the other
CPMBoKs performances such as activities and work packages level into components,
subprojects, and project objectives.

Control and / or Monitor CPIM as well as CP Services and / or Works ensures all requested
changes and recommended corrective or preventive actions shall be processed through the
Perform Integrated Change Control sub process during authorization of changes of the CPIM
process.

Control and / or Monitor CPIM as well as CP Services and / or Works is also used to manage
the actual changes when they occur and is integrated with the other CPMBoKs control processes.

Control and / or Monitor CPIM as well as CP Services and / or Works with respect to integrated
change control focusing mainly on changes in Scope, Cost and Completion Time.

Control and / or Monitor CPIM as well as CP Services and / or Works allows stakeholders
(mainly CP Owner, the Consultant and the Contractor) to understand the current state of the CP,
to recognize the actions taken to address any performance issues, and to have visibility into the
future project status with respect to scope, cost and schedule forecasts.

Control and / or Monitor CPIM as well as CP Services and / or Works shall also consider the
original Scope, Cost and Completion Time and the effects of the authorized integrated changes.

Control and / or Monitor CPIM as well as CP Services and / or Works in its development shall
consider:

1. Public or Statutory Regulatory Requirements for the CP as a whole,

2. Control CPIM as well as CP Services and / or Works bases; namely:
a. the Authorized CP Business Case, the CPIM / CP Documents
b. the integrated Performance Data from other CPM BoKs for Correctness of the
Deliverables

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c. the CPIM Plan and CP Validated performance data during Progress based on
their monthly, quarterly, semi-annually, annually and completion reports and
Acceptance of Deliverables at different levels such as Conditional Provisional,
Final and Warranty Completions
d. the authorized integrated changes

Control and / or Monitor CPIM as well as CP Services and / or Works is meant to prevent the
uncontrolled expansion of the CP scope, cost and time.

Important aspects of the Control and / or Monitor CPIM as well as CP Services and / or Works
process include determining the cause and degree of deviation relative to the baseline and
deciding whether preventive or corrective (mitigating or handling) action is required.

Control and / or Monitor CPIM as well as CP Services and / or Works unlike the other processes
is performed throughout the CP implementation phase which makes CPM agile or iterative.

Control and / or Monitor CPIM as well as CP Services and / or Works begins by defining their
four components (the IMCOs) and ends by verifying accepted deliverables and authorized
integrated changes.

Control and / or Monitor CPIM as well as CP Services and / or Works four components (the
IMCOs) and their data flow are shown in Figure 2.6below.

Constraints
Enterprise Environment Factors
CPIM Documents Updates

Inputs Outputs
CPIM Baseline Control CPIM & CP CPIM / CP Performance Information
CPIM / CP Performance Data
Authorized Integrated changes Services & Works CP Integrated Changes Updates
Organization Process Assets Organization Process Assets Updates

Mechanisms
Tools, Techniques and
Competencies

Figure 2.6: Control and / or Monitor CPIM andCP Services and / or Works& their Data Flow

2.6.1. Control and/or Monitor CPIM and CP services and/or Works: Inputs

Control and/or Monitor CPIM and CP Services and/or Works Inputs are:

1. CPIM / CP Performance Baselines,

2. CPIM / CP Performance Data,
3. CPIM / CP Authorized Integrated Changes, and
4. Organization Process Assets

CPIM Organization Process Assets are as described in previous Process Groups.

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CPIM / CP Performance Baselines are the CPIM Plan and CPIM / CP Deliverable Documents
defining the Key Performance Indicators to be monitored and controlled.

CPIM / CP Performance Data as an output from CPIM / CP Direct, Manage and Validate CP
Services and / or Works to be analysed to determine performances.

CPIM / CP Authorized Integrated Changes as an output from CPIM / CP Direct, Manage and
Validate CP Services and / or Works to serve as an input to Control CPIM / CP Authorized
Integrated changes and their performances.

2.6.2. Control and/or Monitor CPIM and CP Services and / or Works: Mechanisms

Control and/or Monitor CPIM and CP Services and /or Works Mechanism include:
1. Tools and Techniques, and
2. Competencies serving to Control and/or Monitor CPIM and CP Services and / or
Works.

Tools and Techniques serving to Control and/or Monitor CPIM and CP Services and / or
Works are:

1. CPIM / CP Performance Analysis including forecasts.

2. CPIM / CP Deviations Analysis including Root Cause Analysis where necessary.
3. CPIM / CP Integrated Changes Trend Analysis.

2.6.3. Control and/or Monitor CPIM and CP Services and/or Works: Constraints

Control and/or Monitor CPIM and CP Services and / or Works Constraints include:

1. Enterprise Environment Factors

2. CPIM Knowledge Documents Updates
3. Contract Agreement and / or Tender Documents

Enterprise Environment Factors (EEFs), CPIM Knowledge Documents

Updates and Contract Agreements and / or Tender Documents are as
described in previous process groups.

2.6.4. Control and/or Monitor CPIM and CP Services and/or Works: Outputs

Control and / or Monitor CPIM and CP Services and / or Works Output include:

1. CPIM / CP Performance Information,

2. CPIM Plan Updates, and
3. CPIM Document Updates.

CPIM Performance Information including information showing on how the CPIM and CP
Services and Works are performing compared against their Baseline presented in the form of
various reports.

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Control and/or Monitor CPIM as well as CP Services and/or Works is an aspect of the CPM
being performed throughout the project that includes collecting and / or measuring the CPIM /
CP integrated Performance Data and analysing them to determine trends and / or deviations to
initiate process improvements.

Continuous monitoring gives the CPM Team and the CP Manager insight towards the health of
the CP and enable to identify and deal with any issues requiring special attention such as
determining preventive or corrective actions and re-planning in order to resolve the performance
issues.

Control CPIM as well as CP Services and / or Works cover the outputs of:

1. Comparing CPIM / CP Performance Data against the CPIM / CP Baselines

2. Assessing CPIM / CP Performance Data periodically to determine whether any
corrective or preventive actions are indicated, and then recommending those actions
as necessary
3. Checking the status of the CPIM / CP Progress and Trends as well as their specific
risks, issues and lessons learned
4. Maintaining an accurate records to ensure timely information concerning the CPIM /
CP Performances and their associated documentation through the CPM
implementation phase
5. Providing CPIM / CP Performance information to support status reporting, progress
measurement, and forecasting including Scope, Completion Time and Cost (Contract
Price) forecasts
6. Monitoring the implementation of authorized integrated changes not to affect the CP
Business need

CPIM Plan Updates which is meant for identifying non compliances and remedy them and / or
filling gaps of the CP Baselines which are necessary.

CPIM Plan Updates serve:

1. as inputs to determine impacts on the other CPM BoKs, and

2. for review and disposition through the Perform Integrated Change Control process
of the CPIMBoKs.

CPIM Document Updates as a result of the Control process are, but not limited to:

1. the CPIM / CP Assumptions, Issues and Change Logs, Risk and Lesson Learned
Registers considered during the Control process, and
2. the CPIM / CP Baselines including Milestones when Window Analysis is adopted;
Scope, Completion Time and Cost Forecasts; and Progress and Completion Reports.

2.6.5. Control and/or Monitor CPIM and CP Services and/or Works: Activities

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Control and/or Monitor CPIM and CP Services and/or Works as one of the CPIM process
group, it involves the following activities to be undertaken:

1. Monitor (Collect or Measure, Review, and Analyse) CPIM / CP Performance Data

including Authorized Integrated Changes (Identify → Document → Authorize →
Control Integrated Changes)
2. Develop CPIM / CP Performance Information to provide Progress and Completion
Reports
3. Determine Deviations and / or Trends of the CPIM / CP Status focusing on Leading
Indicators as much as possible
4. Identify whether preventive or corrective actions are necessary or not and follow up
their statuses
5. Develop CPIM Plan, CPIM / CP Documents Updates

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2.7. Process group seven: Close CPIM as well as CP Services and / or Works
Close CPIM as well as CP Services and /or Works is the process of finalizing all activities of the
process (CPIM) and the project (CP) including the authorized integrated changes.

Close CPIM as well as CP Services and /or Works allows the CP or CPIM completion
information is documented and Contractual liabilities are released step by step or as a whole;
hence it is performed at predefined milestones or at completion stages.

Close CPIM as well as CP Services and / or Works begins by defining their four components (the
IMCOs) and ends by verifying accepted deliverables and authorized integrated changes.

Close CPIM as well as CP Services and / or Works four components (the IMCOs) and their data
flow are shown in Figure 2.7 below.

Constraints
Enterprise Environment Factors
CPIM / CP Documents Updates

Inputs Outputs
CPIM / CP Performance Data Close CPIM & CP CPIM / CP Completion Reports
CPIM Document Updates including
Integrated Changes Services & Works CPIM / CP Product(s)
CPIM / CP Document Updates
Organization Process Assets

Mechanisms
Tools, Techniques and
Competencies

Figure 2.7:Close CPIM andCP Services and/ or Works& their Data Flow

2.7.1. Close CPIM and CP services and/or Works: Inputs

Close CPIM and CP Services and/or Works Inputs are:

1. CPIM / CP Performance Information

2. CPIM / CP Document Updates including Integrated Changes, and
3. Organization Process Assets

CPIM / CP Performance Information include:

1. Actions and activities necessary to satisfy completion or exit criteria for the phase or
project
2. Activities related to the completion of the contractual agreements applicable to the
project or project phase
3. Activities needed to collect, assess and document records; assess CP or CPIM Success
or Failure; Identify and analyze Lessons Learned or Risks encountered; and
Document CPIM / CP Documents

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4. Actions and activities necessary to transfer the CP Services and / or Works (Project
Management) to the next phase, Product Management
5. Assessing Customer as well as Stakeholder's Satisfactions (the Business Case in all
dimensions)
6. Identifying and Registering Lesson Learned and Risk for improving or updating the
Organization Process assets including policies and procedures of the organization for
future use

CPIM / CP Document Updates including Integrated Changes cover updates of:

1. CPIM / CP Assumptions, Issues and Changes Logs

2. CPIM / CP Lesson Learned and Risk Registers
3. CPIM / CP Main Documents such as OPAs, Requirement Documentations,
Outcomes, Implementation, Deliverables and Acceptance Documents
4. CPIM / CP Communication Documents such as Progress, Quality and Completion
Reports

Organization Process Assets cover:

1. CPIM / CP closure guidelines or requirements (e.g., lessons learned, final project

audits, project evaluations, product validations, acceptance criteria, contract closure,
resource reassignment, team performance appraisals, and knowledge transfer).
2. Configuration management knowledge base of organizational standards, policies,
procedures, and any CPIM / CP documents.

2.7.2. Close CPIM and CP Services and / or Works: Mechanisms

Close CPIM and CP Services and /or Works Mechanism include:

1. Tools and Techniques, and
2. Competencies serving to Close CPIM and CP Services and / or Works.

Tools and Techniques serving to Close CPIM and CP Services and / or Works are:

1. Resources Groups / Expert Judgment involving knowledge in the areas of CPM,

Auditing, and Construction Laws including Procurement and Contract Management,
and
2. CPIM / CP Performance Information as a result of Document or Performance Data,
Deviations between these data and the baseline and their trend analysis.

Competencies serving to close CPIM and CP Services and/or Works are:

1. CPIM / CP Performance Analysis as well as Auditing competencies.

2. Construction Laws, Procurement and Contract Management competencies.
3. CPIM / CP Deviations Analysis
4. CPIM / CP authorized integrated Changes Analysis competencies.

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2.7.3. Close CPIM and CP Services and/or Works: Constraints

Close CPIM and CP Services and / or Works Constraints include:

1. Enterprise Environment Factors

2. CPIM Documents Updates
3. Contract Agreement and / or Tender Documents

Enterprise Environment Factors (EEFs), CPIM Documents Updates and Contract Agreements
and / or Tender Documents are as described in previous process groups.

CPIM Document Updates shall consider Communication Documents throughout the project life
time and among phases and process groups.

2.7.4. Close CPIM and CP Services and/or Works: Outputs

Close CPIM and CP Services and / or Works Output include:

1. CPIM / CP Closing Report or CPIM / CP Acceptance Document,

2. CPIM / CP Product, and
3. CPIM Document Updates.

CPIM / CP Reports covers all updated project documents marked as final versions as a
result of the project closure called CPIM / CP Closing or Acceptance Document. These
cover information on:

1. Objectives of the CP,

2. Relevance of the business case or CPIM / CP Outcome Document,
3. Efficiency and Effectiveness of the CP development life cycle and the CPIM / CP
Implementation and Deliverable Documents,
4. Accuracies and Impacts of Documented CPIM / CP Knowledge Documents such as
Lessons Learned, Risks, Changes and Issues Management,
5. Accuracies and Impacts of Documented Communication, Stakeholder and other CPM
BoKs Management process groups.

CPIM / CP Product is the realization of the CP Objective, that is; the Business case or the
CP Outcome Document. This is the link among the Business, Project and Product
Management phase of a certain development or investment.

CPIM / CP Document Updates consisting of the CPIM / CP Core, Knowledge and

Communication Documents culminated to establish the Organization Process Asset
Update.

The CPIM / CP Core Document at this stage is the CPIM / CP Acceptance Document
including the considerations of the authorized integrated changes such as Final Design,
As-Built Drawings and Operation and Maintenance Manuals.

The CPIM / CP Knowledge Document at this stage is the Lesson Learned Repositories.

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2.7.5. Close CPIM and CP Services and/or Works: Activities

Close CPIM and CP Services and/or Works as one of the CPIM process group, it involves the
following activities to be undertaken:

1. Identify Closing or Finalizing or Acceptance Key Performance Indicators

2. Prepare Final Reports
3. Evaluate the Project Objectives (Customer and Stakeholders Satisfaction)
4. Check the Business, Project and Product Management alignment,
5. Determine Lessons Learned and Document them into Lesson Learned Repositories
6. Update the CPIM / CP Core, Knowledge and Communication Documents
7. Update the Organization Process Asset for future projects

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3 SECTION 3. MANUAL ADJUSTMENT, AMENDMENT AND REVISION

3.1. Manual Adjustment

This CPIM Manual shall be adjusted to confirm to specific requirements of projects in line with
their contractual obligations.

3.2. Manual Amendment

The CPIM Manual may be amended for errata and similar circumstances as and when
recognized.

The correction/improvement of this CPIM Manual shall be initiated by Manuals Preparation and
Revision Standing Committee based on the feedbacks collected during the manual's three years
operation period and decision made by the ECPMI.

3.3. Manual Revision

This CPIM Manual shall be revised every three years unless otherwise required due to special
circumstances.

The revision of this CPIM Manual shall be initiated by Manuals Preparation and Revision
Standing Committee based on the feedbacks collected during the manual's three years operation
period and decision made by the ECPMI.

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