Construction Management Strategy and Implementation Plan

PROPOSED MANAGEMENT STRATEGY AND

IMPLEMENTATION PLAN
FOR
SELTON SKYE DEVELOPMENT-CONSTRUCTION OF 28-
STOREY HIGH RESIDENTIAL APARTMENTS BUILDING
& ASSOCIATED FACILITIES AT DZORWULU, ACCRA-

Prepared by: CSHLC, Project Mgt. Dept.

September, 2024
 Construction Management Strategy and Implementation Plan

Table of Contents

1 Introduction................................................................................................................................................................... 3

2 Method of preparation of Schedules and Networks......................................................................................... 3

6 Quality Plans ................................................................................................................................................................ 6

7 Configuration Management System ...................................................................................................................... 7

8 Work Breakdown Structure (WBS)........................................................................................................................ 8

9 Management Reporting System .............................................................................................................................. 8

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 Construction Management Strategy and Implementation Plan

1 Introduction
This Project Implementation Strategy/Plan details the project management techniques and tools
that will be applied to the project. The objective of this implementation plan will be to reduce
the risk of implementation failure during the execution of the Project. Specifically, it gives a
summary of the following:
 Method of preparation of; schedules and networks, estimates and cost plans, quality
plans and safety plans.
 Definition of configuration management system.
 Work Breakdown Structure (WBS) and operational links to cost management systems.
 Management reporting system.

2 Method of preparation of Schedules and Networks

Project schedules and networks displaying how the works for the 28-Level Apartment Project is
structured to be carried out, will be created using any version of Primavera P6 and MS Project. It will
begin with the deliverables identified in the project’s Work Breakdown Structure (WBS), followed by
activity definition to identify the specific work packages, which must be performed to complete each
deliverable. Activity sequencing will be used to determine the order of work packages and assign
relationships between project activities. Activity duration estimating will be used to calculate the
number of work periods required to complete work packages. Resource estimating will be used to assign
resources to work packages in order to complete schedule development. Once a preliminary schedule
has been developed, the project team will review it and any resources tentatively assigned to project
tasks. The project team and resources must agree to the proposed work package assignments, durations,
and schedule. Once this is achieved, the Client will review and approve the schedule and it will then be
base lined.

2.1 Designated milestones for all project schedules:

 Completion of scope statement and WBS/WBS Dictionary

 Base lined project schedule
 Approval of final project budget
 Project kick-off
 Approval of roles and responsibilities
 Requirements definition approval
 Completion of data mapping/inventory

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 Construction Management Strategy and Implementation Plan

 Project implementation

2.2 Method of preparation of Schedules and Networks

The project manager will be responsible for facilitating work package definition, sequencing, and
estimating duration and resources with the project team. The project manager will also create the
project schedule using Primavera P6 and validate the schedule with the project team, stakeholders,
and the Client. The project manager will obtain schedule approval from the Project director and
baseline the schedule.
The project team is responsible for participating in work package definition, sequencing, duration,
and resource estimating. The project team will also review and validate the proposed schedule
and perform assigned activities once the schedule is approved. The Client will participate in reviews
of the proposed schedule and approve the final schedule before it is base lined. The project
stakeholders will participate in reviews of the proposed schedule and assist in its validation.

3 Method of preparation of Estimates and Cash flow plans

Estimates and Cash flow plans defining how costs on the 28-Level Apartment Project will be
managed throughout the project’s lifecycle, and shall be prepared by the project manager using
Primavera P6. The Project Manager will be responsible for managing and reporting on the project’s
cost throughout the duration of the project. During the monthly project status meeting, the Project
Manager will meet with management to present and review the project’s cost performance for the
preceding month. Performance will be measured using earned value. The Project Manager is
responsible for accounting for cost deviations and presenting the Client with options for getting the
project back on budget. The Client has the authority to make changes to the project to bring it back
within budget.

4 Cost Management Approach

Costs for 28-Level Apartment project will be managed at the fourth level of the Work Breakdown
Structure (WBS). Control Accounts (CA) will be created at this level to track costs. Earned Value
calculations for the CA’s will measure and manage the financial performance of the project. Cost
variances of +/- 0.1 in the cost and schedule performance indexes will change the status of the cost
to cautionary; as such, those values will be changed to yellow in the project status reports. Cost
variances of +/- 0.2 in the cost and schedule performance indexes will change the status of the cost
to an alert stage; as such, those values will be changed to red in the project status reports.
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 Construction Management Strategy and Implementation Plan

This will require corrective action from the Project Manager in order to bring the cost and/or schedule
performance indexes below the alert level. Corrective actions will require a project change request
and be must approved by the Client before it can become within the scope of the project.

Performance of the project will be measured using Earned Value Management. The following four
Earned Value metrics will be used to measure to projects cost performance:

 Schedule Variance (SV)

 Cost Variance (CV)
 Schedule Performance Index (SPI)
 Cost Performance Index (CPI)

If the Schedule Performance Index or Cost Performance Index has a variance of between 0.1 and 0.2
the Project Manager must report the reason for the exception. If the SPI or CPI has a variance of greater
than 0.2 the Project Manager must report the reason for the exception and provide management a
detailed corrective plan to bring the projects performance back to acceptable levels.

Table 1: Project Performance Measurement

Performance Measure Yellow Red

Schedule Performance Index (SPI) Between 0.9 and 0.8 or Less Than 0.8 or Greater
Between 1.1 and 1.2 than 1.2

Cost Performance Index (CPI) Between 0.9 and 0.8 or Less Than 0.8 or Greater
Between 1.1 and 1.2 than 1.2

5 Cost Variance Response Process

The Control thresholds for this project will be a CPI or SPI of less than 0.8 or greater than 1.2. If the
project reaches one of these Control thresholds a Cost Variance Corrective Action Plan is required.
The Project Manager will present the Client with options for corrective actions within five business
days from when the cost variance is first reported. Within three business days from when the Client
selects a corrective action option, the Project Manager will present the Client with a formal Cost
Variance Corrective Action Plan. The Cost Variance Corrective Action

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Plan will detail the actions necessary to bring the project back within budget and the means by which
the effectiveness of the actions in the plan will be measured. Upon acceptance of the Cost Variance
Corrective Action Plan it will become a part of the project plan and the project will be updated to
reflect the corrective actions.

6 Quality Plans

All members of the Project team will play a role in quality management. The team will ensure that
work is completed at an adequate level of quality from individual work packages to the final project
deliverable. The following will be the quality roles and responsibilities for the Project:

The Client will be responsible for approving all quality standards for the Project. The
Client will review all project tasks and deliverables to ensure compliance with established
and approved quality standards. Additionally, the Client will sign off on the final
acceptance of the project deliverable.

 The Project Manager will be responsible for quality management throughout the
duration of the project. The Project Manager is responsible for implementing the
Quality Management Plan and ensuring all tasks, processes, and documentation are
compliant with the plan. The Project Manager will work with the project’s approved
quality specialists to establish acceptable quality standards. The Project Manager is also
responsible for communicating and tracking all quality standards to the project team and
stakeholders.

 The approved Quality Specialists for the Project will be responsible for working with the
Project Manager to develop and implement the Quality Management Plan. The Quality
Specialists will recommend tools and methodologies for tracking quality and standards to
establish acceptable quality levels. The Quality Specialists will also create and maintain
Quality Control and Assurance Logs throughout the project. Metrics will be established
and used to measure quality throughout the project life cycle for the product and
processes. The Quality Group Manager will be responsible for working with the project
team to define these metrics, conduct measurements, and analyze results. These product
and process measurements will be used as one criterion in determining the success of
the project and must be reviewed by the Client.

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 The remaining members of the project team, as well as the stakeholders will be
responsible for assisting the Project Manager and Quality Specialists in the
establishment of acceptable quality standards. They will also work to ensure that all
quality standards are met and communicate any concerns regarding quality to the
Project Manager.

7 Configuration Management System

As the various work stages for the Project evolve and develop, changes, which may occur in any of the
work packages will be managed by the Project Manager through configuration management baselines.
The configuration management baselines establishes the original scope of the project and becomes the
vehicle against which change can be established. The Project Manager will work with a configuration or
change control committee which will be responsible for considering change requests in the context of
the project as a whole in order to allow a decision to be made as to whether or not to proceed with the
change. The following steps constitute the procedure that will be utilized by the change control
committee in the consideration of any change request:
Step 1: Identify the need for a change (put forward by any Stakeholder)
Step 2: Log change in the change request register (a register of all change requests for the duration of
the project)
Step 3: Conduct an evaluation of the change requested for (the change control committee will conduct
an evaluation of the impact of the change to cost, risk, schedule, and scope).
Step 4: Submit change request to the project manager.
Step 5: Change Control Committee decision (the change control committee will discuss the proposed
change with the project manager and decide whether or not it shall be approved based on all submitted
information.
Step 6: Implement change- if a change is approved by the change control committee, the project manager
will update and re-baseline project documentation as necessary, as well as ensure all changes are
communicated to the team and stakeholders.

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8 Work Breakdown Structure (WBS)

Works for this Project will be carried out in the order shown in the work breakdown structure. As
shown in the WBS, the tasks involved in the Project will be broken down into five different levels,
namely; Project conception/Initiation, project planning, project development/execution, project
implementation/control, project termination/closeout. Each of these levels will be further broken down
into smaller work packages, such that close collaboration among project team members and stakeholders
will be achieved. The maximum duration which each work package will take, will be estimated by the
project manager and subsequently, represented as the programme of work for the Project.

9 Management Reporting System

The Cost Account Variance Analysis Report (CAVAR) will be adopted as the reporting system for
the PROJECT. The report will be developed for senior management, based on cost accounts. It will
be generated directly from cost data and would be assembled each month. The report will show
the variance performance of the project as a whole and then down to finer levels of detail according
to the WBS. The CAVAR system will generally show the overall performance characteristics for the
whole project at its initial level. It would then go on to produce cost variances (CV) and schedule
variances (SV) figures for all the work packages right through the project.

Cost Account Code:

WBS Code:
Reporting level:
Cost Performance Data
ACWP BCWP BCWS CV SV EAC VAR
Month
Project
Reasons for Variance

Proposed corrective action

Tracking

Originator:
PM authorization:
Change control authorization:

Figure 1: CAVAR reporting system

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 Construction Management Strategy and Implementation Plan

The CAVAR report would summarise performance for the Project as a whole and for each layer of
component WBS elements. It would also specifically identify WBS elements where cost or time
overruns are occurring. Negative variances would be traced back until an origin point can be
identified. Appropriate investigations would then be carried out to isolate the precise reasons for the
bad performance and appropriate corrective action would be recommended by the project manager
as part of the CAVAR report.

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