project management plan - odogu & siersma

Ryan Siersma & Oghenetega Odogu EVDS 633 | PROJECT MANAGEMENT

Sapphire Kensington PROJECT MANAGEMENT PLAN

November 27 2015

SAPPHIRE KENSINGTON 11/23/2015

1

Contents 1.0 INTRODUCTION ................................................... 3

1.1 Project Overview ....................................................... 3

1.1.1 Site Location ................................................ 5

1.1.2 Demographics ............................................. 5

1.2 Purpose of Project Management Plan ................ 5

1.2.1 Project Vision ................................................... 6

1.3 Project Management Approach .......................... 6

2.0 SCOPE MANAGEMENT PLAN ............................. 8

2.1 Introduction ............................................................ 8

2.2 Purpose .................................................................. 8

2.3 Approach ................................................................ 8

2.4 Scope Definition ..................................................... 8

2.5 Scope Statement ................................................... 8

2.6 Assumptions & Limitations ..................................... 9

2.7 Scope Management & Control ............................. 10

2.8 Work Breakdown Structure .................................. 10

2.8.3 WBS Flow Chart – Excel................................ 11

2.8.4 Ms Project Outline ......................................... 12

3.0 PROJECT MONITORING & CONTROL PLAN ....... 20

3.1 Introduction .......................................................... 20

3.2 Change Management Plan .................................. 20

3.2.1 Purpose.......................................................... 20

3.2.2 Approach ........................................................ 20

3.2.3 Definitions of Change ..................................... 20

3.2.4 Change Control Cycle .................................... 21

3.2.5 Change Control Tools .................................... 21

3.2.6 Change Request Flowchart ............................ 22

3.3 Schedule Management Plan ................................ 23

3.3.1 Purpose.......................................................... 23

3.3.2 Approach ........................................................ 23

3.3.3 Schedule & Time Management ...................... 23

4.0 HUMAN RESOURCES MANAGEMENT ............. 32

4.1 Introduction .......................................................... 32

4.2 Purpose ................................................................ 32

4.3 Staffing Management Plan ................................... 32

4.3.1 Staff Acquisition ............................................. 32

4.3.2 Staff Composition ........................................... 32

4.3.3 Resource Calendars ...................................... 32

4.3.4 Staff Training .................................................. 32

4.3.5 Performance Review ...................................... 32

4.3.6 Recognition & Rewards.................................. 33

4.4 Staffing Plan ......................................................... 33

4.5 Project Team .................................................... 35


2

................................................................................... 35

..................................... Error! Bookmark not defined.

4.6 Roles and Responsibilities ................................... 37

5.0 COMMUNICATIONS MANAGEMENT PLAN ...... 38

5.1 Introduction .......................................................... 38

5.2 Purpose ................................................................ 38

5.3 Approach .............................................................. 38

5.4 Stakeholder Communications Plan ...................... 38

5.4.1 Stakeholder Analysis ..................................... 38

5.4.2 Stakeholder Communication Needs

Assessment ............................................................ 39

5.4.3 Stakeholder Satisfaction Matrix ..................... 40

5.4.4 Stakeholder Engagement Plan ...................... 41

5.4.5 Communication Matrix ................................... 41

7.0 REFERENCES ........................................................ 44


3

1.0 INTRODUCTION

1.1 Project Overview

The Sapphire Kensington will be a luxury mid – rise, mixed

use development in the heart of West Hillhurst and

Sunnyside. It will combine retail and residential units and

possess high end finishes catering to prospective buyers.

The targeted demographic of young professionals and

empty nesters are willing to pay for a high quality unit in a

cosmopolitan neighborhood immediately adjacent to the

downtown core that possesses a wide variety of

restaurants, cafes, shopping, and leisure options.

With its proximity to downtown, the river pathway system,

transit, and an eclectic neighborhood that offers amazing

amenities at any time of the day, Sapphire Kensington is

certain to be the next crown jewel development coming to

Calgary. Sapphire Kensington will be constructed as a

seven story residential building with retail on the ground

level and two underground parking levels. It will have 143

residential units and has been planned for flexible large

retail spaces in order to attract businesses that previously

required square footages not available in the

neighborhood. The building will be constructed and

finished with luxury materials to attract a hip, wealthy

clientele. Finally, the streetscape will be addressed

through the provision of public realm amenities including

street trees, bicycle storage, benches, and cantilevered

awnings that will provide shelter and a transition between

the street and the building. The goal is to make the building

both pristine and welcoming.

Figure 1: Sapphire Kensington Frontage

Figure 2: Building in existing context


4

The project management plan put in place to execute this

project will include a project scope management plan, a

project monitoring and control plan, a human resource

management plan, a communications management plan.

This plan will outline the project requirements and the

timeline for deliverables to ensure project success. More

specifically, this project management plan will illustrate

how the project will be completed over the three year

maximum time frame.

The project deliverables will include initial concept

designs, engineering drawings, marketing strategies and

communication releases. In addition, a formal presentation

to the Calgary City Council will be required for approval of

the project.

The main deliverable for this project will be the

development permit to allow our contractors to start

construction on the Sapphire Kensington. Therefore, the

majority of the deliverables will be associated with the

development application process at the City of Calgary.


5

1.1.1 Site Location

West Hillhurst and Sunnyside are two of Calgary’s oldest

inner city neighborhoods. These communities have for the

most part remained relatively underdeveloped despite

their proximity to the Central Business District. In

accordance with the West Hillhurst Sunnyside Area

Redevelopment Plan and the recent Kensington BRZ

designation as a Transit Oriented Development, there

have been a number of mid-rise developments both

completed and planned in the area to transform the

existing plots of land to their highest and best use. This

has been achieved in the form of buildings like Pixel, Lido,

and the Kensington along the busiest corridor of the

neighborhood and also as infill on residential parcels,

where existing buildings have been demolished in favor of

something new that maximizes FAR and land value. As a

result of infill, the built form of West Hillhurst and

Sunnyside is slowly transitioning to reflect a neighborhood

within walking distance of downtown and the river pathway

system that houses ample open space and amenity

offerings.

1.1.2 Demographics

A demographic study was undertaken to determine which

age groups and dwelling types compose the largest cross

section of the population in West Hillhurst and Sunnyside.

The table below, constructed with help from the City of

Calgary Community Profiles webpage provided this

information to the development team. When compared

with the City of Calgary, the neighborhood results show

that on average, a low percentage of children compose the

neighborhood population. It also shows that the number of

apartments and multifamily units on average are higher

than the rest of Calgary, specifically in the Kensington BRZ

and Sunnyside. This information provided developers with

a better idea of what kind of residential and groups to cater

the Sapphire Kensington to when the marketing phase

begins.

1.2 Purpose of Project Management Plan

The Sapphire Kensington Project Management Plan has

been documented to establish uniform policies and

procedures that will guide the project management team,

consultants, and the construction team throughout the

project timeline, from the initiation phase to the closing of

the project to ensure that the project meets the timeframe,

budget and expectations of the company. The President

will approve the Project Management Plan and authorize

the Project Manager to begin work with the project team.


6

1.2.1 Project Vision

The team’s vision is to obtain the necessary permits and

approvals from the City of Calgary in order to begin

construction on the Sapphire Kensington. This mixed use

development will have a positive contribution to the

Kensington Area. The Sapphire Kensington provides

increased density and commercial activity to support the

Transit Oriented Design policies in the City of Calgary. In

addition, the Sapphire Kensington is financially viable for

the company, with an internal rate of return of

approximately 15%.

1.3 Project Management Approach

The project management approach for the Sapphire

Kensington will be a traditional approach which defines the

sequence of goals and objectives throughout the project

duration.

The Project Manager (PM) will have overarching authority

over all decisions regarding the management and

execution of the project. The project team will include both

internal and external staff members. The project manager

will use the project management plan as a guide to

achieve the project objective, in the long run fulfilling the

vision of the project. The project manager will ensure the

efficient use of the project time and resources.

Funding for this project will be provided by the ‘The

Sapphire Group’ as well as other Financial Institutions.

Funding is based on initial analysis of leasing potential and

income over a period of time. The total amount of funding

will be 10% of the total construction and land costs (Figure

3). The Sapphire Kensington construction costs are

$62,534,547 therefore the total project management

budget for internal and external consultants is

$6,253,454.7.

The project manager will ensure the documentation of all

project documents, ensuring that they are official and

signed by both parties in any agreement.

Figure 3: Total Investment


7

Each project member will report to his immediate superior,

who will in turn report to his/her superior, following the

designated roles and responsibilities chart.

The project team will then report to the project

stakeholders on a regular basis informing them of

progress and limitation/constraints in the project. This will

be completed through consistent communications

releases after each phase of the project has been

completed according to the project management plan. The

project manager will also ensure timely submission of

deliverables and ensure efficient communication between

project team members, groups and stakeholders.

Alongside this, the team will ensure transparency

throughout the project, especially with the public and City

officials. This will improve the relationship between both

parties and hopefully reduce the time, duration and overall

costs of the project.


8

2.0 SCOPE MANAGEMENT PLAN

2.1 Introduction

This section includes the identification of the project scope

and how it will be managed and controlled. As well it

includes the assumptions and limitations associated with

accomplishing the final deliverable, and a work breakdown

structure based on these project deliverables.

2.2 Purpose

The scope management will serve as a tool to monitor and

control the project throughout its lifespan. This plan will

ensure that delays are being minimized and resources are

being adequately utilized in achieving the project's

objectives and goals.

2.3 Approach

It is the responsibility of the project manager to manage

the project scope. While taking into consideration the

project assumptions and limitations, the scope statement

will serve as a guide to ensure that all activities stay within

scope. The Work Breakdown Structure will be used to

show how deliverables have been broken down into

specific tasks and which staff member has been assigned

each task.

2.4 Scope Definition

The project scope is defined by the requirements needed

to gain the approval of the City Council for the construction

of the Sapphire Kensington. As well, the scope is

influenced by the company’s desire to maintain a

significant profit margin on the completion of the project.

These requirements form the deliverables for each phase

of the project.

2.5 Scope Statement

The aim of the project is to obtain development approval

from Calgary City Council for the construction of the

Sapphire Kensington.


9

2.6 Assumptions & Limitations

Figure 4: Assumptions and Limitations


10

2.7 Scope Management & Control

The project scope will be managed by the project manager

and project team heads by ensuring that:

The project scope and WBS is clearly stated and

structured.

That both documents stated above are made

readily available to all stakeholders and team

members

Any task undertaken are those which are stated in

the work breakdown structure

Tasks performed lead to achieving project

deliverables.

Changes to both the scope and WBS are approved

by the project manager and Sponsor

Changes are documented and communicated to all

stakeholders and team members in a timely

manner

2.8 Work Breakdown Structure

The work breakdown structure (WBS) manages the tasks

and resources in each project phase. The WBS is created

after adequate consideration of tasks and resources that

are needed to achieve each project milestone. The

breakdown illustrates the project timelines from beginning

to completion.

Figure 5: Scope Definition Breakdown


11

2.8.3 WBS Flow Chart – Excel

Initial Concept

Deesign

Market Analysis

Financial Analysis

Concept Design

Approval of Concept Design

City Approval

Pre -Application

Impact Assessments

Complete CARLS

City Review

Calgary Planning

Commission

Council Approval

Design and Engineering

Initial Engineering

Drawings

Internal Cost Review

Final Construction

Drawings

Lease Negotiations

Contact Leasing Agents

Tenant Negotiations

Leases Signed

Arranging for Financial

Meet with Banks

Finacial Review

Counter Proposals

Accept Financing

Constriction Contracts

Bid Documents

Contractor Selection

Contracts Signed

Marketing Strategy

Complete Marketing Strategy

Communications Strategy

Initial Concept Design Release

City Approval Release

Lease Negotiations

Release

Financing Release

Arranging bidding Release

Marketing Strategy Release


12

2.8.4 Burn Down Rate

The burn down rate illustrates the tasks that need to be

completed in order to complete the project.


13

2.8.4 Ms Project Outline


14


15


16


17


18


19


20

3.0 PROJECT MONITORING &

CONTROL PLAN

3.1 Introduction

This section of the document contains a Change

Management Plan and a Schedule Management Plan.

The change management plan is designed to ensure

consistency when changes to the project schedule are

required for various reasons. The schedule management

plan is put in place to manage the overall project schedule

and ensure tasks are completed on time and resources

are allocated effectively.

3.2 Change Management Plan

3.2.1 Purpose

The purpose of the change management plan is to provide

a guide to how changes in the project will be managed in

order to provide consistency for all project stakeholders.

3.2.2 Approach

The project manager will be responsible for managing and

approving all proposed changes throughout the project.

The project manager will ensure that all requested

changes to any part of the project, at any phase, goes

through a process that will be established by the change

management plan. The change management plan will set

a standard to

Determine if requested changes are appropriate

and within the scope of the project

Approve changes after appropriate review of

requested changes

Document and communicate changes to all

stakeholders and staff members

Track of all changes

3.2.3 Definitions of Change

Changes to the project may fall under any of the following

categories:

Schedule Change: Changes to the project schedule may

affect the project WBS or project timeline and resources.

Budget Changes: Changes in budget are more likely to

be an increase rather than a decrease. Changes in budget

may come either with a change in schedule, change in

scope, and change in human resources or unforeseen

risks.

Scope Changes: Changes to the scope are major

changes that affect the entire project and deliverables.


21

3.2.4 Change Control Cycle

The change control cycle illustrates the change process

for the Sapphire Kensington project (Figure 6). To begin,

it is necessary to reiterate that the project manager is

responsible for the approval of all changes to the project.

In addition, the team member is responsible for submitting

the change request using the change request form (Figure

7) for approval. Once the change request is approved, the

change is communicated with the rest of the project team.

From there it the change moves into implementation and

then operational phases.

3.2.5 Change Control Tools

Alongside the change control cycle, there are a number of

change control tools which will be used to help maintain

project schedule and budget. These are:

Gantt Chart

Work Breakdown Structure (WBS)

These tools will enable the Project Manager to compare

work done and resource usage with what is contained in

the WBS and Gantt chart.

Figure 6: Change Control Cycle


22

3.2.6 Change Request Flowchart

Figure 7: Change Request Form


23

3.3 Schedule Management Plan

3.3.1 Purpose

The purpose of the Schedule Management Plan is to

provide a guide to managing and monitoring the project

schedule to ensure that there are no delays in reaching

each project milestone.

3.3.2 Approach

The project schedule is determined by the Work

Breakdown Structure. Additionally, the project manager is

the owner of the schedule management plan and has the

duty to ensure that the project stays on schedule

throughout the duration of the project.

3.3.3 Schedule & Time Management

The schedule will be maintained by following the WBS and

Gantt chart throughout the project. In addition, the

milestones table set completion targets for the project

team to work towards as the project progresses through its

various phases.

Figure 8: Schedule Management Tools


24

3.3.3.1 Network Diagram


25


26


27


28

3.3.3.2 Milestone Table

The milestone table illustrates the key milestones and

deliverables for the Sapphire Kensington project.

Estimated completion time and expected completion dates

give the team deadlines to work towards.

Figure 9: Milestone Table


29

3.3.3.3 Gantt Chart

The Gantt Charts also outline the project deliverables and

team members assigned to each task in detail. This Gantt

chart shows that multiple tasks are occurring within the

project. Various groups can begin working on their tasks

at the same time to keep the project within time without

exceeding the budget. The tasks highlighted in red show

the critical path of the Sapphire Kensington project.


30


31


32

4.0 HUMAN RESOURCES

MANAGEMENT

4.1 Introduction

This section will outline how the project will be staffed in

order to complete the project on schedule. Additionally, it

will illustrate how resources will be procured and managed

as well as the key resources which will be required for the

project.

4.2 Purpose

The purpose of the human resource management plan is

to guide the acquisition and management of the human

resources needed throughout the project.

4.3 Staffing Management Plan

4.3.1 Staff Acquisition

The human resources required for this project will be

acquired through the following process:

Identify skills that will be needed based on tasks

identified in the WBS

Identify persons who have the skill set or

qualification

Acquire staff based on experience, skill set,

qualification and labor cost

4.3.2 Staff Composition

The project will be staffed mainly with external consultants.

70% of the total project management budget will be

allocated to the external staff while the remaining 30% of

the budget will be allocated to the internal staff.

4.3.3 Resource Calendars

The project manager and internal staff members will all be

full time staff for the duration of the project with the

exception of the President. The President will share their

time over approximately 10 projects. All other team

members will operate on a part time basis, depending on

what phase of the project they are assigned to.

4.3.4 Staff Training

There will be no training of staff for this project. All

knowledge needed for this project will be put into

consideration during staff acquisition.

4.3.5 Performance Review

Each staff member’s performance will be reviewed using

the work breakdown structure. Staff members assigned a

task is expected to handover deliverables as at when due.


33

4.3.6 Recognition & Rewards

Staff members will be recognized and rewarded for

extraordinary contribution to the success of the project.

This rewards shall be:

Based on overall performance

On a monthly basis

Administered in a social gathering

In monetary value or its equivalent

4.4 Staffing Plan

In order to complete the project on time and on budget,

external consultants’ are required. To begin, Architects

and Urban Planners are needed to ensure that the project

meets existing policy and land use in Kensington. From

there, Engineers will be needed to design the building and

make sure that it meets Alberta building code regulations.

Engineers will also be needed for electrical, HVAC and

Structural purposes. Additional consultants will be needed

for financial and accounting expertise as well as legal and

marketing. The staffing breakdown for the Sapphire

Kensington project is located in Figure 10. The number of

staff was based on keeping the project within a three year

timeline and budget.

4.4.1 Staff Resource Usage

The staffing resource usage matrix shows how resources

will be used throughout the project based on billing hours.

Figures 11 and 12 below are based on groups of

consultants and individual internal staff members. The

graph charts show the Assistant Project Manager and

Assistant to the Director of Communications billing the

most for the internal staff and the Architects and Urban

Planners billing the most for the external staff.

Figure 10: Resource Breakdown


34

Figure 11: Internal Resources

4.4.2 Human Resources Status

Extrapolated from our Microsoft project document, the

table below shows resource usage status. Within the table

the following is identified:

Project Team/Team Member: This is either a group

of staff, for example architects – which is a group of

7 architects, or a single staff member for example

the Project Manager.

Duration: The duration for which the staff member

or group will be engaged in the project.

Remaining Work: Work remaining to be done in the

project.

Cost: The cost of labor based on hourly rate.

Figure 12: External Resources


35

Figure 13: Human Resource Status


36

4.5 Project Team

President/Project Sponsor (PS):

The project sponsor has the highest authority and is

responsible for approving the project charter and scope.

The PS is also responsible for approving all changes to the

project scope and receiving final project deliverable.

Project Manager (PM):

The PM is responsible for the success of the project. The

PM has the final authority as regards project scope

management, control and change, scheduling,

communication and acquisition of human resources. The

PM reports to the PS.

Assistant Project Manager (APM):

The APM is responsible for ensuring that all tasks are

completed on time and with the adequate use of

resources. The APM reports to the PM.

Estimator:

The Estimator is responsible for assisting with the cost

estimations throughout the project. The estimator is the in

house expert for financial and account purposes. The

estimator reports to the project manager.

Director of Communications:

The Director of communications is responsible for

ensuring consistency in the communication strategy with

stakeholders and politicians. During each phase of the

project, the Director will issue a press release which

highlights the project successes to date. The director of

communications on the project reports to the project

manager.

Assistant Director of Communications:

The Assistant to the Director of Communications is

responsible for maintaining a constant communication line

with the Assistant to the Project Manager. This

collaboration reduces the delay in communication

releases during each phase. The Assistant to the Director

of Communications reports to the Director of

Communications.

External Consultants:

The external consultants are responsible for duties which

are agreed upon by the Project Manager and consulting

team. External Consultants are responsible for completing

the tasks which they are contracted to accomplish. They

report directly to the Project Manager.


37

4.6 Roles and Responsibilities

A team has been created for each phase of the project

based on milestones that has to be achieved. The role and

responsibility of each team member will be mapped out

based on tasks required to reach that specific milestone.

The table below shows teams members for each

milestone for each project phase (Figure 14).

Figure 114: Roles and Responsibilities


38

5.0 COMMUNICATIONS

MANAGEMENT PLAN

5.1 Introduction

This section will outline the communications management

plan for the Sapphire Kensington mixed use development

project. It will specifically address the internal and external

communication process.

5.2 Purpose

The purpose of this communication management plan is

to define and manage the needed communication tools

that will be required to ensure efficient communication

between team members at all levels and stakeholders

throughout this project. The overall objective of the

communications plan is to promote the success of the

project by meeting the communication needs of project

team members and stakeholders.

5.3 Approach

The Director of Communications and Project Manager will

be in charge of creating and authorizing the

communications plan. Changes will also be approved by

both the Director of Communications and Project Manager

and such changes will be communicated to all

stakeholders and team members. The communication

matrix is a guide to how communication will be

disseminated throughout the project span, the matrix

defines communication type and the frequency of

communication, its format, participant, distribution,

deliverables and owner. All communication must be done

within available time and with available resources.

The communications management plan will define the

following:

The format and level of detail in each

communication

Required template for communication

How the information is to be communicated

The frequency of the communication

Who is responsible for distributing the information?

How important and confidential information should

be communicated

The hierarchical flow of communication

Manage changes in communication strategy

5.4 Stakeholder Communications Plan

5.4.1 Stakeholder Analysis

Identifying stakeholders is necessary in creating a

communications plan. This project will include internal and


39

external stakeholders, this includes the City of Calgary and

Community Associations.

5.4.2 Stakeholder Communication Needs

Assessment

The needs of internal and external stakeholders will be

used to develop the communications plan. These needs

can be assessed by looking at the work breakdown

structure and the project charter to see what kind of

communication will be needed throughout the course of

the project to ensure that the project progresses as

planned. A survey will be carried out by the

communications team to find out from stakeholders and

team leaders what communication tools will be effective

for each phase of the project.


40

5.4.3 Stakeholder Satisfaction Matrix

Stakeholder matrix shows the relative importance of each

of the stakeholders which will be impacted by the

development process.

Keep Satisfied Manage Closely

Sponsor City Council Internal Stakeholders

Monitor Keep Informed

Support Group

Lobbying Group

General Public

LOW HIGH

HIGH Satisfaction Matrix

Influen

ce

Interest


41

5.4.4 Stakeholder Engagement Plan

The level of stakeholder engagement for this project as

shown in the table below falls between inform and engage

(Figure 15). This engagement plan outlines the type of

communication that will be decimated throughout the

project as well as the format and frequency.

5.4.5 Communication Matrix

The communication matrix gives a guide to how

information will be communicated for each

phase/milestone of the project as well as necessary

description of communication details, which are as follows:

Format: This describes the format in which the

information communication will be distributed.

Description: This explains what the scope of the

information to be communication for that particular

phase/milestone

Frequency: Describes how often information will be

communicate.

Participants: This describes the recipients of the

information

Deliverables: What materials will be communicated

Owner: This states who will be in charge of the

communication process.

Figure 15: Engagement Matrix


42

Figure 16: Communication Matrix


43


44

7.0 REFERENCES

http://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-

npms/ti-it/ervcpgpm-dsfvpmpt-eng.html#a1

http://www.pmdocuments.com/project-planning-

documents/project-management-plan-document/

https://www.fhwa.dot.gov/ipd/pdfs/project_delivery/sr520

_pontoon_pmp_final_pt2_0810.pdf

http://www.brprojects.com/ssoprogram/documents/constr

uction/btr_sso_cm_plan.pdf

http://greenlineextension.eot.state.ma.us/documents/FTA

_NewStarts/NewStartsSubmittal_FY2012/10_0_Project_

Management_Plan_Draft_2011082511.pdf

https://ocio.wa.gov/pmframework/examples/roles

http://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/ti-it/ervcpgpm-dsfvpmpt-eng.html#a1

http://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/ti-it/ervcpgpm-dsfvpmpt-eng.html#a1

http://www.pmdocuments.com/project-planning-documents/project-management-plan-document/

http://www.pmdocuments.com/project-planning-documents/project-management-plan-document/

https://www.fhwa.dot.gov/ipd/pdfs/project_delivery/sr520_pontoon_pmp_final_pt2_0810.pdf

https://www.fhwa.dot.gov/ipd/pdfs/project_delivery/sr520_pontoon_pmp_final_pt2_0810.pdf

http://www.brprojects.com/ssoprogram/documents/construction/btr_sso_cm_plan.pdf

http://www.brprojects.com/ssoprogram/documents/construction/btr_sso_cm_plan.pdf

http://greenlineextension.eot.state.ma.us/documents/FTA_NewStarts/NewStartsSubmittal_FY2012/10_0_Project_Management_Plan_Draft_2011082511.pdf



https://ocio.wa.gov/pmframework/examples/roles