project plan for construction of school in africa (congo)

Confidentiality level on slide master

Version number on slide master

Project Plan for Construction of the Technical College in Lodja, Sankuru Province, Democratic Republic of Congo

Presented by: Alex OsborneDate: 17th March 2010

Approach to Project Plan

Outline of my contributions to the project plan

To discuss in depth, specific contributions

Conclusions

Agenda



Approach to Project Plan

To expand on the business case and dig deeper into the topics of risk, quality, estimation and programme in particular.

Design plan in a manner that risk is the primary focus.

Take account of inherent risks in building a technical college in the region of Lodja, in a safe, practical and sustainable way.

Each section of plan should to take account of the risks, particularly the WBS, organisation, estimates and programme.

The plan should be designed to be realistic, self explanatory, formal and well structured.



Contributions to the Project Plan



Work Breakdown Structure Approach

To seek out information on building schools in Africa from online sourcesBuild up information supported by real life projects, such as UNOPS

Don’t over complicate WBS, this will create complications in Estimation and Programme

Structure WBS in a sequential way to fit programme and vice versa

Break out WBS into area’s rather than square meters. With a lack of dimensions, it would easy to blanket the cost the school project and leave out detail

Detail should be consistent throughout



Work Breakdown Structure

Level 1 Level 2



Work Breakdown Structure

Level 3



Organisation structure approach

Structure should be designed to protect and enhance charities opportunities for project success

Communication would need to be open and simple to allow quick decision making, hence proposed use of NEC contracts, ‘mutual trust and cooperation’

Reporting lines need to be efficient, principle contractor to consultancy and PM team, then to the board

Project Manager holds a lot of the responsibility

Consultancy would act as a lay client on behalf of the charity

Consultancy has particular expertise in procurement and post contract This protects the charity if anything goes wrong throughout the lifecycle

Independent auditor role pivotal to the success of the project. No bias towards either consultancy or principle contractor



Organisation Structure



Organisational Structure and consultancy rationale

The charities in house staff were assumed to have a lack the qualifications and the skill to implement such a project

A consultancy was employed to close the gap in skill, qualifications and availability of resources.



Estimates Approach

Mirror that of the WBS composition to maintain continuity of documentation

Estimates should be made primarily through actual cost data obtained from online sources

Obtain, if possible, benchmarking or lessons learnt data for comparison purposes

Due to the level of uncertainty in the project, it would be wise to keep it simple to ensure transparency of cost

Focus on area’s rather than square feet to create more detailed information

Avoid over subscribing to single sources for information, for example one prefabrication company,

use triangulation

Staff Estimates were deemed very important in the breakdown of costs, since we chose prefabrication rather than traditional build

It is vitally important to demonstrate cost profiled across the lifecycle for the executive and board



Estimate TotalWBS Level 1 Cost

Start up the Project -

Fundraising 202,000

Initiate project -

Procurement Process -

Staff 1,523,075

Design -

Execute Project -

Mobilisation -

Logistics -

Construction 684,800

Total 2,409,875

Overhead and Profit 171,200

Contingency 240,988

Risk Pot 779,470

Grand Total 3,601,533

25% of construction total (Principle Contractor)

10% of total (to cover poor estimates and quants)

Established via expected values



Apportionment of Costs



Estimate and Lifecycle

Budget Vs Actuals

Month Budget p/mBudget

Cumulative Actuals p/mActuals

CumulativeMay-09 79,577 79,577.36 Jun-09 63,662 143,239 63,661.89 143,239 Jul-09 63,662 206,901 63,661.89 206,901

Aug-09 79,577 286,479 79,577.36 286,479 Sep-09 63,662 350,140 63,661.89 350,140 Oct-09 63,662 413,802 63,661.89 413,802 Nov-09 79,577 493,380 79,577.36 493,380 Dec-09 63,662 557,042 63,661.89 557,042 Jan-10 79,577 636,619 79,577.36 636,619 Feb-10 63,662 700,281 63,661.89 700,281 Mar-10 63,662 763,943 63,661.89 763,943 Apr-10 63,662 827,605 763,943

May-10 79,577 907,182 763,943 Jun-10 63,662 970,844 763,943 Jul-10 63,662 1,034,506 763,943

Aug-10 79,577 1,114,083 763,943 Sep-10 155,662 1,269,745 763,943 Oct-10 275,477 1,545,222 763,943 Nov-10 272,229 1,817,451 763,943 Dec-10 96,995 1,914,446 763,943 Jan-11 79,577 1,994,024 763,943 Feb-11 63,662 2,057,685 763,943 Mar-11 63,662 2,121,347 763,943 Apr-11 63,662 2,185,009 763,943

May-11 224,866 2,409,875 763,943

The estimates were profiled across the lifecycle of the project to provide clarity on where the costs are apportioned month by month (cumulatively). This provides some analysis from May 2009 to May 2011.

Actual costs have been captured and evidenced to demonstrate the project is currently operating within budget.



Budget verses Actual Spend



Conclusions

• The exercise of producing the project plan was difficult to do because of the uniqueness of the project and also the lack of available information

• The organisation structure was appropriate given the lack of expertise within the charity itself. Kept it to 3 levels to maintain simple channels of communication so that the project could respond to risks and change in an affective way

• More upfront planning may have helped estimates and produced a more accurate figure

• Benefits realisation could have played a more central role in developing the plan

project plan for construction of school in africa (congo)

Business

project mobilisation

school project

project plan outline

board project manager

programme structure

design plan

work breakdown structure

section of plan