team-5-project-final-report 6.21.2015
TRANSCRIPT
Running Head: TEAM 5 PROJECT FINAL REPORT 1
Team 5 – Project Final Report
by
Team 5
Yuka Kakuta, Jeffrey Lee, Shu Zhang, Smita Karnik, Chingmin Lin
Submitted in Partial Fulfillment of the Requirements of PJM6910 Capstone
to
Mr. Robert J. Tess, PE, PMP
Northeastern University – College of Professional Studies
May 3, y
TEAM 5 PROJECT FINAL REPORT
Table of Contents
Abstract 4
Scope Statement Plan 5Business objective 5Major deliverables 5Milestones 5Customer requirements 7Stakeholder register 7Communication plan 9Issue and escalation approach 13Work breakdown structure 13WBS outline 14WBS dictionary 18Responsible action matrix 19Discussion of activity estimates 20Discussion of duration estimates 22Discussion of resource estimates 24Resource sheet 24Scope statement summary 27
Budget Management Plan 28Project budget status 28Anticipated budget problems 29The addition of contingency to the budget 29The process used to access the unused funds 33Budget management summary 33
Risk Management Plan 34Concept of risk as it applies to projects 34Risks in the project 35Unpredicted task variance 38Risk management summary 39
Quality Management Plan 40Importance of quality management plan 40Quality matrix 40Quality management summary 56
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Earned Value Management Plan 56Benefits of earned value management 56Milestone choosing 57Project overall statistics 57Variances of the project 58Performance index 63Project forecast 64Earned value management summary 65
Change Management Plan 67Change management summary 67
Lessons Learned 68
Conclusion 70
References 72
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Abstract
This document is the final report for the construction of Cape Cod Rail Trail Bridge over the
Bass River in Cape Cod, MA as of May 30th, 2016. The project also included widening of the
channel prior to construction of the bridge. This is the date when our project work is 100%
complete. The goal of this report is to inform the sponsor of the completion of the project and
give him an overall update on how the project has performed in terms of scope, schedule and
cost. In this final report we have presented a comparison of the actual performance of the project
at 100% completion, as of May 30th, 2016 against the established baseline. Also presented in this
report are project scope statement plan, budget management plan, risk management plan, quality
management plan, earned value management plan, change management plan and lessons learned.
Keywords: contingency reserve, management reserve, project scope, statistics,
milestones, budget, risk, quality, change, earned value
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TEAM 5 PROJECT FINAL REPORT
Scope Statement Plan
Business Objective
To attract visitors to come and bike in Cape Cod, this would not only generate revenue to
local businesses, but also created a need for new businesses serving the biking community,
bringing economic health to Cape Cod.
Major Deliverables
1. Project management
2. Construction contract
3. Design
4. Legal documents
5. Construction materials
6. Main Construction
7. Closing
Milestones
Outline Number Milestone Name
1.1.4 Project Integration Management Completed
1.2.6 Project Scope Management Completed
1.3.7 Project Time Management Completed
1.4.4 Project Cost Management Completed
1.5.3 Project Quality Management Completed
1.6.4 Project Human Resource Management Completed
1.7.2 Project Communications Management Completed
1.8.6 Project Risk Management Completed
1.9.2 Project Procurement Management Completed
1.10.4 Project Stakeholder Management Completed
1.11 Project Management Completed
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2.1.3 Road Construction Contract Signed
2.2.3 Dam Toe Construction Contract Signed
2.3.3 Bridge Construction Contract Signed
2.4.3 Landscaping Construction Contract Signed
2.5 Construction Contracts Signed
3.1.3 Construction Road Design Completed
3.2.3 Dam Toe Design Completed
3.3.1.2.1.3 Status Report #1
3.3.4 Bridge Design Completed
3.4.3 Landscaping Design Completed
3.5 Design Completed
4.1.9 Dam Toe Construction Permits Acquired
4.2.3 Bridge Construction Permit Acquired
4.3.3 Landscaping Construction Permit Acquired
4.4 Legal Documents Acquired
5.1.4 Asphalt for Construction Road Acquired
5.2.4 Geotextile Filter Fabric for Dam Toe Acquired
5.3.4 Crushed Stone for Dam Toe Acquired
5.4.4 Riprap Fill for Dam Toe Acquired
5.5.4 Sand Borrow Fill for Dam Toe and Salt Marsh Mitigation Plan Acquired
5.6.4 Granite for Existing Bridge Abutments Acquired
5.7.4Concrete for Existing Bridge Abutments, New Abutments, and Bridge Deck Acquired
5.8.4Rebar for Existing Bridge Abutments, New Bridge Abutments, and Bridge Deck Acquired
5.9.4 Steel Sheet for Bridge Truss and Deck Acquired
5.10.4 Paint for Bridge Decoration Acquired
5.11.3 Lighting System Materials Acquired
5.12.4 Traffic Signs Acquired
5.13.4 Safety & Emergency Equipment Acquired
5.14.4Coir Roll for Salt Marsh Mitigation and Vegetated Wetlands Protection Acquired
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5.15.4 Donor Salt Marsh Block Acquired
5.16.3 Status Report #2
5.16.5 Nursery Acquired
5.17 Construction Materials Acquired
6.1.3 Construction Road Completed
6.2.3 Dam Toe Completed
6.3.3 Bridge Completed
6.4.3 Landscaping Completed
6.5 Main Construction completed
7.1.4 Overall Inspection Completed
7.2.3 Final Document Signed
7.3.5 Lessons Learned Report Completed
7.4 Project Closing Process Completed
8 Project Completed
Customer Requirements
1. Completed the project with $4,126,300 budget
2. Complete the project with 295 days
3. Built a new dam toe in order to repair the river banks
4. Repaired the old abutments before the bridge construction starts
5. Mitigated the salt marsh
6. Added lights on the bridge beside the MassDOT requirements
7. Identified the bridge color
Stakeholder Register
“Stakeholders are people and organizations that are actively involved in the project, or
whose interests may be positively or negatively affected by the project” (Larson & Gray, 2011,
p.341). Additionally, “the stakeholder register is used to identify stakeholders who can provide
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information on the requirements. The stakeholder register also captures major requirements and
main expectations stakeholders may have for the project” (PMBOK, 2013, p. 113).
ID Stakeholder Stakeholder Name
Stakeholder Classification
Stakeholder Interest/Power
Stakeholder Strategy
1 Sponsor Robert Tess Supporter High/High Keep informed,Manage expectations
2 Project Manager
Yuka Kakuta Supporter High/High Be proactive, Gain support,Communicate
3 Project Team Shu ZhangJeffrey LeeSmita KarnikChingmin Lin
Supporter High/High Be proactive, Communicate
4 Federal Government
Mike* Supporter High/High Manage expectations Keep informed
5 State Government
John* Supporter High/High Manage expectations,Keep informed
6 Residents of Yarmouth
Jason* Supporter High/Low Keep informed
7 Residents of Dennis
Several Supporter High/Low Keep informed
8 Massachusetts Department of Transportation
William* Neutral Medium/Medium
Keep informed
9 US Army Corp of Engineers Chief Architect
Steve* Supporter High/High Manage expectations
10 US Army Corp of Engineers Construction Department
Allen* Supporter High/High Communicate project specifications as required
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11 US Army Corp of Engineers Inspection Department
Sally* Supporter High/High Manage expectations,Keep informed
12 Subcontractors Several Neutral Medium/Low Manage expectations
13 Construction Material Vendors
Several Neutral Medium/Low Communicate schedule and material requirements in a timely manner to ensure delivery
14 Equipment Suppliers
Several Neutral Medium/Low Communicate schedule and material requirements in a timely manner to ensure delivery
15 U.S Environmental Protection Agency
Nancy* Neutral Medium/Medium
Keep informed
*Representative stakeholders
Communication Plan
There were many stakeholders in our project; therefore, developing efficient and effective
communication plan were necessary for the project. This communication plan gathered the
important project information exchange and clarified understanding between the stakeholders
and project team.
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ID Stakeholder Stakeholder Name
Communication Method
Frequency of Communication
Information to be communicated
1 Project Sponsor Robert Tess Face to face
Email Hardcopy Reports
Biweekly Project Progress, and the cost, schedule, and quality of the project.
2 Project Manager
Yuka Kakuta Face to face
Fax
Telephone Hardcopy Reports
Intranets
Daily Project report, milestone report, and the key man of communication
3 Project Team Shu Zhang
Jeffrey Lee
Smita Karnik
Chingmin Lin
Face to face
Fax
Telephone Hardcopy Reports
Intranets
Daily Project status report, risk report, and milestone report
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4 Federal Government
Mike* Face to face Fax
Hardcopy Reports
Monthly Construction permit
5 Massachusetts Government
John* Face to face
Fax
Hardcopy Reports
Weekly Inspection report and construction permit
6 Residents of Yarmouth
Jason* Face to face
Email Telephone
Weekly as needed
Influence of daily life
7 Residents of Dennis
Several Face to face Email Telephone
Weekly as needed
Daily as needed
Influence of daily life
8 Massachusetts Department of Transportation
William* Face to face Fax
Telephone
Hardcopy Reports
Weekly as needed
Construction requirements
9 US Army Corp Steve* Face to face Daily as needed Construction
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TEAM 5 PROJECT FINAL REPORT
of Engineers Chief Architect
Email Telephone requirements
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TEAM 5 PROJECT FINAL REPORT
10 US Army Corp of Engineers Construction Department
Allen* Face to face Fax
Email Telephone
Weekly as needed
Construction management report
11 US Army Corp of Engineers Inspection Department
Sally* Face to face Fax
Hardcopy
Weekly as needed
Construction management report
12 Subcontractors Several Face to face Telephone Email
Hardcopy
As needed Delivery schedule and materials quality report
13 Construction Material Vendors
Several Face to face Telephone
Hardcopy
As needed Supplies all necessary material for project work
14 Equipment Suppliers
Several Face to face Telephone Email Hardcopy
As needed Supplies all necessary equipment for construction.
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15 U.S Environmental Protection Agency
Nancy* Face to face Email Hardcopy Reports
Weekly as needed
Environmental report and inspection
Issue and Escalation Approach
The issue and action item management process worked as following six steps.
1. Identified the issue
2. Analyzed the issue
3. Evaluated the issue
4. Accepted the issue
5. Dealt with the issue
6. Followed up the issue
Work Breakdown Structure (WBS)
“The WBS is a hierarchical decomposition of the total scope of work to be carried out by
the project team to accomplish the project objectives and create the required deliverables”
(Project Management Institute, p. 126). We chose the WBS method for our project because it
offered our stakeholders a clear and logical view of the project scope. There were seven major
deliverables in second level of WBS. One of them was the main construction which has four
major parts: Construction Road, Dam Toe, Bridge, and Landscaping.
WBS Outline
WBS Task Name
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0 Team 5 Cape Cod Rail Trail Bridge
1 Project Management
1.1 Project Integration Management
1.2 Project Scope Management
1.3 Project Time Management
1.4 Project Cost Management
1.5 Project Quality Management
1.6 Project Human Resource Management
1.7 Project Communications Management
1.8 Project Risk Management
1.9 Project Procurement Management
1.10 Project Stakeholder Management
2 Construction Contracts
2.1 Construction Road
2.1.1 Bidding Conference
2.1.2 Construction Contract
2.2 Dam Toe Construction
2.2.1 Bidding Conference
2.2.2 Construction Contract
2.3 Bridge Construction
2.3.1 Bidding Conference
2.3.2 Construction Contract
2.4 Landscaping Construction
2.4.1 Bidding Conference
2.4.2 Construction Contract
3 Design
3.1 Construction Road Design
3.1.1 Construction Road Design Draft
3.1.2 Final Version of Construction Road Design
3.2 Dam Toe Design
3.2.1 Dredge and Fill Plan
3.2.1.1 Dredge and Fill Plan Draft
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3.2.1.2 Final Version of Dredge and Fill Plan
3.2.2 Sand over Riprap Plan
3.2.2.1 Sand over Riprap Plan Draft
3.2.2.2 Final Version of Sand over Riprap Plan Draft
3.3 Bridge Design
3.3.1 Bridge Abutment Design
3.3.1.1 Existing Bridge Abutment Repair Plan
3.3.1.1.1 Existing Bridge Abutment Repair Plan Draft
3.3.1.1.2 Final Version of Existing Bridge Abutment Repair Plan
3.3.1.2 New Bridge Abutment
3.3.1.2.1 New Bridge Abutment Design Draft
3.3.1.2.2 Final Version of New Bridge Abutment Design
3.3.2 Bridge Truss and Deck Design
3.3.2.1 Bridge Truss and Deck Design Draft
3.3.2.2 Final Version of Bridge Truss and Deck Design
3.3.3 Bridge Finalizing Construction Design
3.3.3.1 Bridge Decoration Design
3.3.3.1.1 Bridge Decoration Design Draft
3.3.3.1.2 Final Version of Bridge Decoration Design
3.3.3.2 Lighting System Design
3.3.3.2.1 Lighting System Design Draft
3.3.3.2.2 Final Version of Lighting System Design
3.3.3.3 Traffic Signs Design
3.3.3.3.1 Traffic Signs Design Draft
3.3.3.3.2 Final Version of Traffic Signs Design
3.3.3.4 Safety Equipment Design
3.3.3.4.1 Safety Equipment Design Draft
3.3.3.4.2 Final Version of Safety Equipment Design
3.4 Landscaping Design
3.4.1 Salt Marsh Mitigation Plan
3.4.1.1 Salt Marsh Mitigation Plan Draft
3.4.1.2 Final Version of Salt Marsh Mitigation Plan
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3.4.2 Vegetated Wetlands Protection Plan
3.4.2.1 Vegetated Wetlands Protection Plan Draft
3.4.2.2 Final Version of Vegetated Wetlands Protection Plan
4 Legal Documents
4.1 Related Permits for Dam Toe Construction
4.2 Bridge Construction Permit
4.3 Landscaping Construction Permit
5 Construction Materials
5.1 Asphalt for Construction Road
5.2 Geotextile Filter Fabric for Dam Toe
5.3 Crushed Stone for Dam Toe
5.4 Riprap Fill for Dam Toe
5.5 Sand Borrow Fill for Dam Toe and Salt Marsh Mitigation Plan
5.6 Granite for Existing Bridge Abutments
5.7 Concrete for Existing Bridge Abutments, New Abutments, and Bridge Deck
5.8 Rebar for Existing Bridge Abutments, New Bridge Abutments, and Bridge Deck
5.9 Steel Sheet for Bridge Truss and Deck
5.10 Paint for Bridge Decoration
5.11 Lighting System
5.11.1 Road Lights
5.11.2 Electric Cable
5.12 Traffic Signs
5.13 Safety & Emergency Equipment
5.14 Coir Roll for Salt Marsh Mitigation and Vegetated Wetlands Protection
5.15 Donor Salt Marsh Block
5.16 Nursery
6 Main Construction
6.1 Construction Road
6.1.1 Road Construction
6.1.1.1 Roadbed
6.1.1.2 Road Surface
6.1.2 Construction Road Inspection
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6.2 Dam Toe
6.2.1 Dam Toe Construction
6.2.1.1 Dredging
6.2.1.2 Filling
6.2.1.2.1 Geotextile Filter Fabric
6.2.1.2.2 Crushed Stone Fill
6.2.1.2.3 Dumped Riprap Fill
6.2.1.2.4 Sand Fill
6.2.2 Dam Toe Construction Inspection
6.3 Bridge
6.3.1 Bridge Construction
6.3.1.1 Bridge Abutment
6.3.1.1.1 Existing Bridge Abutment Repair
6.3.1.1.1.1 Existing Bridge Abutment 1
6.3.1.1.1.2 Existing Bridge Abutment 2
6.3.1.1.2 New Bridge Abutment
6.3.1.1.2.1 New Concrete Bridge Abutment 1
6.3.1.1.2.1.1 Concrete Pile Cap
6.3.1.1.2.1.2 Concrete Abutment Walls
6.3.1.1.2.2 New Concrete Bridge Abutment 2
6.3.1.1.2.2.1 Concrete Pile Cap
6.3.1.1.2.2.2 Concrete Abutment Walls
6.3.1.2 Bridge Body
6.3.1.2.1 Bridge Truss
6.3.1.2.2 Bridge Deck
6.3.1.3 Bridge Finalizing Construction
6.3.1.3.1 Bridge Decoration
6.3.1.3.2 Lighting System
6.3.1.3.3 Traffic Signs
6.3.1.3.4 Safety Equipment
6.3.2 Bridge Construction Inspection
6.3.2.1 Bridge Abutments
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6.3.2.1.1 Existing Bridge Abutments Repair
6.3.2.1.2 New Concrete Bridge Abutments
6.3.2.2 Bridge Body
6.3.2.2.1 Bridge Truss
6.3.2.2.2 Bridge Deck
6.3.2.3 Bridge Finalizing Construction
6.3.2.3.1 Bridge Decoration
6.3.2.3.2 Lighting System
6.3.2.3.3 Traffic Signs
6.3.2.3.4 Safety Equipment
6.4 Landscaping
6.4.1 Landscaping Construction
6.4.1.1 Salt Marsh Mitigation
6.4.1.2 Vegetated Wetlands Protection
6.4.2 Landscaping Construction Inspection
6.4.2.1 Salt Marsh Mitigation
6.4.2.2 Vegetated Wetlands Protection
7 Closing
7.1 Overall Inspection
7.2 Project Sponsor Sign-off
7.3 Lessons Learned Report
WBS Dictionary
Description of workResources required
Technical References
6.2.1.1 Dredging
To dredge existing river bed
Engineer, Sub-constructor, Construction machine
Area of dredging below MHW (13,135 SF)
6.2.1.2 Filling To fill rocks and sand to build new
Engineer, Sub-constructor,
Area of rock fill below AHW (9,300 SF),
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TEAM 5 PROJECT FINAL REPORT
dam toe Construction machine,Materials
Area of sand fill over riprap below AHW (6,453 SF)
6.3.1.1 Bridge Abutment
To build two concrete abutment
Engineer, Sub-constructor,Construction machine,Materials
The new concrete abutments let the bridge higher than the edge of dam toe 3 feet.
6.3.2.2.1 Bridge Truss
To build the framework of bridge
Engineer, Sub-constructor,Construction machine,Materials
The overall bridge length is 165.5 feet; height above floor is 9 feet, width is 16 feet.
6.3.2.2.2 Bridge Deck
To build the floor of bridge
Engineer, Sub-constructor,Mass DOT,Construction machine,Materials
The width of bridge floor is 14 feet.
Responsibility Action Matrix (RAM)
RACI Chart
Resources
Deliverables
Project management
DesignMain
Construction Preparation
Main Construction
Controlling and
MonitoringClosing
1Project sponsor
(Robert Tess)C C C C C A
2 Project R A A A R R
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manager3 Project team A A A A A A
4Federal
governmentI I I I I I
5Massachusetts government
I I I I I I
6Residents of
YarmouthI I I I I I
7Residents of
DennisI I I I I I
8 Mass DOT I I I I I I
9US army corps
of engineersC C C C I I
10 Architects C R A A A C
11Construction
companyC A R R A I
12 Subcontractors I A A A A I
13Construction
material vendors
I I A A I I
14Equipment suppliers
I I A A I I
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U.S Environmental
Protection Agency
I I A I I I
Note: R=Responsible A=Accountable C=Consult I=Inform
Discussion of Activity Estimates
According to the PMBOK Guide (2013), there were three major tools and techniques of
defining activities: Decomposition, Rolling Wave Planning, and Expert Judgment (p. 151).
Decomposition was the most popular technique in our team when we were defining the activities
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because it was easy to use for the team who din not have so many related industry knowledge
like us.
Project Management Institute (2013) explains that, “Involving team members in the
decomposition can lead to better and more accurate results” (p. 152). Based on this explanation,
our team manager assigned different part of WBS to different team members to define activities.
For example, the members who were familiar with project management knowledge could be in
charge of the deliverables about project management. And others who were interesting in the
technical stuffs of construction could be in charge of the deliverables about construction design
and construction process.
When we were defining the activities, we did our best to complete the activity list
because that was the foundation for our team of producing project schedule network diagrams in
the next step. Project Management Institute (2013) also defines that, “Each work package within
the WBS should be decomposed into the activities required to produce the work package
deliverables” (p. 152). So our team manager asked every team member that we have done lots of
research to understand the background knowledge and details of their assignments in order to
produce a professional activity list. Some of our team members had to check all necessary
activities listed under every project management knowledge area chapters in the PMBOK Guide
and then inserted them into our task list to follow the most professional way in project
management field. And others who were in charge of defining the activities of construction work
packages understood all of those work packages and then defined their activities. For example, in
order to insure the qualities of all finalizing works of design, our team defined several activities,
such as:
1. Review the draft of design;
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2. Create and test virtual construction model (optional);
3. Develop the final version of design.
That was a great process to help us to produce the most thorough designs.
Discussion of Duration Estimates
Activity duration estimates are quantitative assessments of the likely number of time
periods that are required to complete an activity (PMBOK, p. 172).
The 3 activities that we chose from our MS Project Schedule were as follows:
6.2.1.1.1 dredge the existing river bank and bed
6.3.1.3.2.2 set up bridge lights
6.3.1.3.1.1 color the bridge
We all knew that poor estimates could be a major contributor of project failures. It was
therefore important to be as accurate as possible. Duration estimations made several assumptions
and judgments. For the activities listed above we used 3 different duration estimation techniques.
These were:
1. PERT (Program Evaluation Review Technique)
2. Expert Judgment
3. Analogous Estimating
Activity 6.2.1.1.1 dredge the existing riverbank and bed.
PERT was used for duration estimation of this activity. As stated in PMBOK, the
accuracy of single-point activity duration estimates may be improved by considering estimation
uncertainty and risk (p. 170). PERT is a technique that was developed in the 1960’s when
Department of Defense was working on a missile project. The idea was to look at not only the
“best guess” estimate, but to also look at optimistic and pessimistic estimates. PERT estimates
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use 3 assumptions: Optimistic (O), Most likely (M), and Pessimistic (P). This estimation could
be helpful when there was a high degree of uncertainty, e.g. due to risks.
The limitation of this method was that it took some work, because 3 estimates must be
made, and the most likely was possibly a guess. The actual duration could be higher or lower.
The formula used to calculate the duration for 6.2.1.1.1 activity was as follows:
(O + 4M + P) / 6
Where O = 3, M = 5, and P = 7
(3 + 20 + 7) / 6 = 5
The values for O, M, and P were estimated for the purpose of this exercise.
Activity 6.3.1.3.2.2 set up bridge lights.
Expert judgment was used for duration estimation of 6.3.1.3.2.2 activity. As stated in
PMBOK, expert judgment, guided by historical information, can provide duration estimate
information or recommended maximum activity durations from prior similar projects (p. 169).
Expert judgment was quick and easy if you could get an expert who has the knowledge of the
activity. The limitation of this method was that, an expert might not always be readily available
to share knowledge, and sometimes the experts could estimate duration with no rationale or data
to support it. We talked to a technical expert, an electrician, who had the knowledge of a similar
activity to help us with our estimation.
Activity 6.3.1.3.1.1 color the bridge.
Analogous estimating was used for duration estimation of 6.3.1.3.1.1 activity. Analogous
estimating was also a form of expert judgment. As stated in PMBOK, analogous estimating is a
technique for estimating the duration of an activity using historical data from a similar activity
(p. 169). Analogous estimating used parameters from a previous, similar project as the basis for
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estimating a future project. When estimating durations, this technique relies on the actual
duration of previous, similar projects as the basis for estimating duration of the current project
(PMBOK, p. 169).
The accuracy of estimation would depend on how similar the activity of a project was,
which was being used for comparison.
The advantage of this method was that using it was quick and could yield estimations
with fair accuracy. The limitation of this method was that to use it, one must have similar
activities for comparison.
Discussion of Resources Estimate
In order to meet the expected budget and time requirement by the sponsor, we
decomposed the construction into four parts. Also, the human resources had to be divided into
several parts to avoid over allocation. US Army Corps of Engineers were our major contractor,
which was one of the world’s largest public engineering, design, and construction management
organizations. There were several human resources from it in our project, including architects,
construction department and inspection department. Furthermore, other human resources were
listed based on the stakeholder register and activities. All human resources were paid in
reasonably based on the research we did on Salary.com. All material and equipment prices were
based on the area, number of use, and research we did from online resources.
Resource Sheet
Resource Name Type Std. Rate Cost/UseProject Sponsor Robert Tess Work $0.00/hr $0.00PM Jeffrey Lee Work $60.00/hr $0.00PM Yuka Kakuta Work $60.00/hr $0.00PM Shu Zhang Work $60.00/hr $0.00PM Smita Karnik Work $60.00/hr $0.00
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PM Chingmin Lin Work $60.00/hr $0.00Road Construction Contract Material $0.00 $50,000.00Dam toe Construction Contract Material $0.00 $800,000.00Bridge Construction Contract Material $0.00 $2,100,000.00Landscaping Construction Contract Material $0.00 $50,000.00Road Construction Chief Architect Steve
Work $0.00/hr $0.00
Road Construction Architect Assistant Wall
Work $0.00/hr $0.00
Dam Toe Chief Architect Ryan Work $0.00/hr $0.00Dam Toe Architect Assistant Bob Work $0.00/hr $0.00Dam Toe Architect Assistant Mike Work $0.00/hr $0.00Dam Toe Architect Assistant Leonard Work $0.00/hr $0.00Bridge Chief Architect Thomas Work $0.00/hr $0.00Bridge Architect Assistant Duncan Work $0.00/hr $0.00Bridge Architect Assistant James Work $0.00/hr $0.00Bridge Architect Assistant Packer Work $0.00/hr $0.00Bridge Architect Assistant Lee Work $0.00/hr $0.00Landscaping Chief Architect Han Work $0.00/hr $0.00Landscaping Architect Assistant Reno
Work $0.00/hr $0.00
Landscaping Architect Assistant Peter
Work $0.00/hr $0.00
US Army Corp of Engineers Road Construction department
Work $0.00/hr $0.00
US Army Corp of Engineers Dam Toe Construction department Team A
Work $0.00/hr $0.00
US Army Corp of Engineers Dam Toe Construction department Team B
Work $0.00/hr $0.00
US Army Corp of Engineers Bridge Construction department Team A
Work $0.00/hr $0.00
US Army Corp of Engineers Bridge Construction department Team B
Work $0.00/hr $0.00
US Army Corp of Engineers Bridge Construction department Team C
Work $0.00/hr $0.00
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US Army Corp of Engineers Landscaping Construction department Team A
Work $0.00/hr $0.00
US Army Corp of Engineers Landscaping Construction department Team B
Work $0.00/hr $0.00
US Army Corp of Engineers Inspection department
Cost
Massachusetts Department of Transportation
Cost
The United States Coast Guard CostU.S Environmental Protection Agency
Cost
Asphalt Material $0.00 $21,000.00Geotextile Filter Fabric Material $0.00 $12,000.00Crushed Stone Material $0.00 $30,000.00Riprap Material $0.00 $50,000.00Sand Material $0.00 $10,000.00Granite Material $0.00 $450,000.00Concrete Material $0.00 $100,000.00Rebar Material $0.00 $5,000.00Steel Sheet Material $0.00 $300,000.00Road Lights Material $0.00 $33,000.00Paint Material $0.00 $5,000.00Traffic Sign Material $0.00 $6,000.00Electric Cable Material $0.00 $10,000.00Coir Roll Material $0.00 $5,000.00Donor Salt Marsh Block Material $0.00 $500.00Nursery Material $0.00 $5,000.00Contingency Funds ($310307) CostConference Room CostBidding Conference Room Material $0.00 $500.00Safety & Emergency Equipment Material $0.00 $100.00
Scope Statement Summary
27
TEAM 5 PROJECT FINAL REPORT
What we did.
We identified the project major deliverables and milestones, and we achieved seven
customer requirements. Stakeholder registers and communication plans were developed. The
WBS and RAM were fixed after some changes and the sponsor’s suggestions. Several methods
helped us to estimate activities, duration, and resources. At the end, resource sheet was listed
with some changes.
Key results.
The new project deliverables and milestones were confirmed, and the customers were
satisfied with their requirements. Stakeholder registers and communication plans provided
convenience for our team to contact our stakeholders, when we needed to change our project
plans. The methods that we used to estimate the project activities, duration, and resources were
appropriate. In addition, we the resources sheet, we had estimated out project correctly.
Conclusion.
We had accomplished our project scope statement with the basic elements, such as
project deliverables, milestones, customer requirements, etc. Stakeholder registers,
communication plan, WBS, RAM, and the estimation of activity, duration, and resource were
helped us to develop the scope statement as appropriate as possible. All in all, we could plan our
project to the next stage.
28
TEAM 5 PROJECT FINAL REPORT
Budget Management Plan
Project Budget Status
For our Cape Cod Rail Trail Bridge construction project, the following are the cost
breakdown:
1. Our original project budget is $5,000,000
2. Our work package cost is $4,112,380
3. Our Contingency fund is $310,307
4. So our management reserve is 577,313
Here is the cost overview report from the MS project based on our project plan:
Anticipated Budget Problems
29
TEAM 5 PROJECT FINAL REPORT
There was no critical financial issue in our project, and we had listed a couple of
anticipated budget problems that we paid attention to.
The largest expenses in this project were construction contracts and construction
materials. These two parts of expenses were critical for our project cost. If our cost estimation
was not accurate enough, the actual expenses might differ from the current budget, they might
increase or decrease the project cost. Therefore, we controlled and monitored these expenditures,
and tracked the construction process and material delivery progress of our outsource stakeholders
even after we had signed the contracts. Moreover, we identified our risk for the project, and
prepared the mitigation plans. Also, we reserved 8% of entire budget as contingency funds.
However, if many negative risks happen and turn into incidents, the contingency funds may be
not enough and the duration of entire project may extend. We dis not expect this to happen, but
we tired our best to avoid the risks before they happened by monitoring the project carefully.
The Addition of Contingency to the Budget
We decided the total amount of contingency reserve by accumulating all the expected loss
from each critical risk displayed in the risk matrix. The calculation for expected loss is as
follows: Probability of Event Occurrence* Probability of Impact* Total Loss
By summing all the expected loss from risks bringing impact to cost, the total amount of
contingency is $310,307. The following table 1 is a charter providing information about risks
which may impact the budget and their expected loss.
30
TEAM 5 PROJECT FINAL REPORT
Risk Event Consequence/ImpactProbability of
Event Occurrence
Probability of Impact
Total Loss (Time/Cost)
Expected Loss (Time/Cost)
The risk that the project team receive
wrong technical information
The related stakeholders do not state the
technical requirements correctly
0.1 1.0 $1,440 $144
The risk that the allocation of human
resource is not balanced
We need more time for removal of over
allocation0.5 1.0 $920 $480
The risk that the permit application
for dam toe construction is denied by the government
We will need additional time to apply for all the
required permits for dam toe construction
again
0.1 1.0 $4,320 $432
The risk that the permit application
for bridge construction is denied by the government
We will need additional time to apply for all the
required permits for bridge construction
again
0.1 1.0 $960 $96
The risk that the permit application
for landscaping construction is denied by the government
We will need additional time to apply for all the
required permits for landscaping
construction again
0.1 1.0 $960 $96
The existing bridge abutments should be
removed
We need additional time to remove old
abutments and build new ones
0.1 1.0 $450,000 $45,000
31
TEAM 5 PROJECT FINAL REPORT
Risk Event Consequence/ImpactProbability of
Event Occurrence
Probability of Impact
Total Loss (Time/Cost)
Expected Loss (Time/Cost)
The quality of cement setting for
pile cap is bad
We need additional time to re-construct concrete
pile caps0.5 1.0 $20,000 $10,000
The quality of cement setting for
abutment wall is bad
We need additional time to re-construct concrete
bridge abutments0.5 1.0 $20,000 $10,000
The quality of cement setting for bridge deck is bad
We need additional time to re-construct concrete
bridge deck0.5 1.0 $40,000 $20,000
The technical indexes does not
match the technical requirements for existing bridge
abutment
We need additional time to re-do the old
abutments repair0.1 0.3 $40,000 $1,200
The construction quality does not
match the construction
requirement for existing bridge
abutment
We need additional time to re-do the old
abutments repair0.1 0.3 $40,000 $1,200
The technical indexes does not
match the technical requirements for
new concrete bridge abutments
We need additional time to re-build the new
abutments0.1 0.3 $40,000 $1,200
32
TEAM 5 PROJECT FINAL REPORT
Risk Event Consequence/ImpactProbability of
Event Occurrence
Probability of Impact
Total Loss (Time/Cost)
Expected Loss (Time/Cost)
The construction quality does not
match the construction
requirement for new concrete bridge
abutments
We need additional time to re-build the new
abutments0.1 0.3 $40,000 $1,200
The technical indexes does not
match the technical requirements for
bridge deck
We need additional time to re-build the bridge
deck0.1 0.3 $20,000 $600
The construction quality does not
match the construction
requirement for bridge deck
We need additional time to re-build the bridge
deck0.1 0.3 $20,000 $600
The risk that the low temperature will
damage the donor salt marsh block
The materials of salt marsh mitigation need
to be ordered again0.5 1.0 $5,000 $2,500
The overall inspection is not
accepted by sponsor
It will significantly damage the scope, schedule, cost, and quality of project
0.1 0.5 $4,105,180 $205,259
33
TEAM 5 PROJECT FINAL REPORT
Risk Event Consequence/ImpactProbability of
Event Occurrence
Probability of Impact
Total Loss (Time/Cost)
Expected Loss (Time/Cost)
The overall inspection is not
accepted by stakeholders from
government
It will significantly damage the scope, schedule, cost, and quality of project
0.1 0.1 $1,042,600 $10,000
The risk that important parts of required document
for sign-off are missing
We need additional time to re-produce
documents0.1 0.5 $6,000 $300
Table 1. The risk that may impact the budget and their expected loss
The Process Used to Access the Unused Funds
As mentioned earlier in this report, our project budget remained at $5,000,000. Our
work package cost estimates were $4,112,380 and our contingency reserves were $310,307.
Therefore, the following were the steps the project manager of our team needs to follow to
access those unused funds ($5,000,000 - $4,112,380 - $310,307 = $577,313):
1. Double checked the calculation of work package cost estimates;
2. Double checked the calculation of contingency reserve;
3. Discussed the use of those funds among the project team and generated the extra reserve
request;
4. Sent the project budget status update and request to the sponsor;
5. Based on the response from the sponsor, adjusted the use and amount of extra reserve.
Budget Management Summary
34
TEAM 5 PROJECT FINAL REPORT
What we did.
We created the project budget management plan with baseline cost, contingency reserves,
and unused funds. Furthermore, the contingency reserves were calculated based on the risk
events.
Key results.
The table 2 provides information about original budget status, final budget status, and the
variances between two statuses.
Original Budget Status Final Budget Status VariancesWork Package Cost Estimate $4,112,380 $4,126,300 $13,920
Contingency Reserve $310,307 $298,787 -$11,520Management Reserve $577,313 $574,913 -$2,400
Table 2. Project Budget Data
Conclusion.
Our original cost baseline is $4,112,380. The final cost is $4,126,300 that means it has
been increased by $13,920. This overspending comes from two sections, $11,520 and $2,400.
The amount of $11,520 comes from our contingency reserve. And the amount of $2,400 comes
from our management reserve.
Risk Management Plan
Concept of Risk to Projects
Project risk is an uncertain event or condition that, if it occurs, has a positive or a
negative effect on at least one project objective. A risk may have one or more causes and, if it
occurs, one or more impacts (PMBOK, p. 310). Project risk has its origins in the uncertainty
present in all projects (PMBOK, p. 310). Risks can be known or unknown. Known risks are
those that have been identified and therefore can be managed proactively. Unknown risks are
those that cannot be managed proactively. Managing risks can make a difference between
35
TEAM 5 PROJECT FINAL REPORT
success and failure for a project. It is therefore important to manage them. For example, known
risks that cannot be managed proactively should be assigned a contingency reserve (PMBOK, p.
310). Unknown risks can be managed by assigning a management reserve (PMBOK, p. 310).
Risks can have a positive (opportunity) or a negative (threat) effect on the objectives of a project.
Positive risks or opportunities generate enhanced value for the project. Negative risks or threats
are considered an issue. All risks must be addressed and managed by having a risk management
plan in place. Risk management is the systematic process of planning for, identifying, analyzing,
responding to, and monitoring project risks.
It is important to consider that project risk can occur at two levels–individual risks and
overall project risk. An individual risk may positively or negatively affect one or more of the
project objectives, elements, or tasks. Overall project risk represents the effect of uncertainty on
the project as a whole. Overall project risk is more than the sum of individual risks on a project
(Practice Standard for Project Risk Management, p. 10). Furthermore, it is not possible that a
project could be free from risks. However, it is possible for a project to have all its potential risks
managed and fixed. Therefore, we have this risk management plan in order to identify potential
risks, prevent the risks, and deal with the risks.
Risks in the Project
In Table 3, we recorded all the risks that happened throughout the project. These risks
caused impact to the project at different degrees. These were risks that we failed to prevent but
were able to fix or mitigate by activating the prepared contingency reserve. Some of the risks
that happened but were not identified in the risk matrix were managed by utilizing the surplus of
contingency fund after having discussion with the sponsor.
36
TEAM 5 PROJECT FINAL REPORT 37
Work Package Risk# Risk EventRisk Event
DriversConsequence/Impact Prevention Action Contingency Action
Actual Loss (Time/Cost)
Risk Owner Risk Status
1.2 Project Scope
Management4
The risk that the project team receive wrong
technical information
The related stakeholders do
not state the technical
requirements correctly
We need more time to correct the
mistakes of scope statement
Provide scope statement for
related stakeholders to double check
Revise scope statement
1 day; $480 PM Closed
1.6 Project Human
Resource Management
7
The risk that the allocation of human resource is not balanced
The project manager tend
to rely on teammates with better working performance
We need more time for removal of over
allocation
Consult human resource experts
for work allocation
Re-assign work allocation
1 day; $480 PM Closed
4.2 Bridge Construction
Permit33
The risk that the permit
application for bridge
construction is denied by the government
Government doesn’t allow us to build a construction
road because of environmental
threats
We will need additional time to apply for all the
required permits for bridge construction
again
Double check the required
informationAccept
2 days; $960
PM Closed
TEAM 5 PROJECT FINAL REPORT 38
Work Package Risk# Risk EventRisk Event
DriversConsequence/Impact Prevention Action Contingency Action
Actual Loss (Time/Cost)
Risk Owner Risk Status
4.3 Landscaping Construction
Permit36
The risk that the permit
application for landscaping
construction is denied by the government
Not providing enough
information in the required
documents for landscaping construction
We will need additional time to apply for all the
required permits for landscaping
construction again
Double check the required
informationAccept
2 days; $960
PM Closed
6.3.1.1.2.1.1 Concrete Pile
Cap61
The quality of cement setting for pile cap is
bad
The weather would be too dry and cold
We need additional time to re-construct concrete pile caps
Check the condition of
concrete pile caps and keep them
wet
Accept 10 days
Us Army Corps of
Engineers Bridge
Construction Department
Closed
7.2 Project Sponsor Sign-
off75
The risk that important parts
of required document for sign-off are
missing
Some of important documents
about project are lost or
deleted
We need additional time to re-produce
documents
Make the backup files for every
important document
Re-produce the documents
20 days; $9,600
PM Closed
Table 3. Risks in the Project
TEAM 5 PROJECT FINAL REPORT 39
In Table 3, the risk number 4 and 7 were recorded before Status Report #1, which was on
July 31st, 2015. Risk 33 and 36 were recorded after Status Report #1 but before Status Report #2,
which was on November 20th, 2015. After the Status Report #2, two additional risks, 61 and 75
happened. For risk 61, concrete pile cap task, we decided not to spare more cost to it because this
was part of the construction work for which we had already paid the contract fee to the US Army
Corps of Engineer. However, this risk did cause us to lengthen the schedule by 10 days. For risk
75, we suffered a setback from a serious computer crashing problem because of being hacked.
To get all the important documents back, we had to spend 15 days to get the computer database
repaired and an additional 5 days to confirm that the information was correct prior to being
updated to the latest condition. We needed to spend an additional $9,600 to make things up.
Unpredicted Task Variance
In addition to the risk matrix, there still were some tasks being away from the schedule
during the project. These tasks with variance made the project lose more time and costs, and after
having discussion with the sponsor, we decided to use the surplus of contingency to deal with
them. Table 4 presents all the task variance which happened during the project.
Task # TaskCost
VarianceDuration Variance
1.6.1 Plan human resource management ($480) (1) day1.6.3 Develop project team ($480) (1) day1.8.4 Perform quantitative risk analysis $480 1 day1.10.1 Identify stakeholders $480 1 day
2.2.2.1Review the biddings for dam toe construction
$480 1 day
2.3.2.1Review the biddings for bridge construction
$480 1 day
3.3.1.1.2.1Review the existing bridge abutment repair plan draft
$480 1 day
TEAM 5 PROJECT FINAL REPORT 40
Table 4. Unpredicted Task Variance
In Table 4, numbers in cost variance and duration variance columns with parentheses are
cost and time we gained from this variance.
Risk Management Summary
What we did.
What we did first in risk management was identifying potential risks. We brainstormed
and generated over 200 risks documented in a risk list at the beginning. After that, we analyzed
them and eliminated risks which might cause only subtle impact against the project, and finally
came up with 75 risks in our risk matrix. In the risk matrix, attributes about every risk were
provided, including risk driver, impact, probability of risk, probability of impact, expected loss,
prevention, and contingency.
Key results.
In this project, we successfully prevented 69 out of 75 risks, which we were able to
anticipate and analyze in our risk matrix. This means that the prevention actions that we took
worked. We were able to prevent or mitigate over 90 percent of potential risks we had predicted.
On the other hand, there were six risks that we could not prevent. These were managed by
activating the contingency reserve. There were other task variances that we were not able to
include in our risk matrix, but we dealt with them with the surplus of contingency because most
of the risks were prevented and would not need to use their prepared contingency reserves.
Conclusion.
We controlled and managed risks in the project and it worked. The effective preventions
and contingency reserves made the project which was originally risky go smoothly.
TEAM 5 PROJECT FINAL REPORT 41
Quality Management Plan
Importance of Quality Management Plan
Every project should have a quality management plan, in order to achieve International
Organization for Standardization (ISO) quality standards. In this quality management plan, all
work packages are separated into several groups. The specific measurable standards are based on
Federal Laws and Public Stipulations. Project manager and quality manager review and approve
all the metrics by using the five quality management approaches, such as Customer Satisfaction,
Prevention over Inspection, Continuous Improvement, Management Responsibility, and Cost of
Quality (COQ). Moreover, this quality management plan makes sure the project procedure meets
the government stipulation, construction standards and confirms sponsor’s requirements.
Quality Matrix
The following is the quality matrix. Important information includes measurable standard,
its description, measure time, quality assurance owner, and data storage.
TEAM 5 PROJECT FINAL REPORT 42
Group WBS Task NameSpecific
Measurable Standard
Description When to measureOwner of the
Quality Assurance
Where the data will be
stored
Project Managemen
t
1.1 Project Integration Management
ISO 21500:2012
Create project management plan and make sure that
every output of project management
achieve the ISO standard
When project management completed.05/29/2015
Project Manager
PMO
1.2 Project Scope Management
1.3 Project Time Management
1.4 Project Cost Management
1.5 Project Quality Management
1.6 Project Human Resource Management
1.7 Project Communications Management
1.8 Project Risk Management
1.9 Project Procurement Management
1.10 Project Stakeholder Management
TEAM 5 PROJECT FINAL REPORT 43
Group WBS Task NameSpecific
Measurable Standard
Description When to measureOwner of the
Quality Assurance
Where the data will be
stored
Bidding Conference
2.1.1 Construction Road Bidding Conference
Mass General Law, Part I, Title XXI,
Chapter 149, Section 44A.
Attendance must over 80%
The laws stipulate some requirements of bidding. Legal
consultant will attend the conference. The attendance must be
over 80%.
During preparing bidding
conference and when holding
bidding conference.05/23/201506/03/201506/08/201506/12/2015
Project Manager
PMO
2.2.1 Dam Toe Construction Bidding Conference
2.3.1 Bridge Construction Bidding Conference
2.4.1Landscaping Construction Bidding
Conference
TEAM 5 PROJECT FINAL REPORT 44
Group WBS Task NameSpecific
Measurable Standard
Description When to measureOwner of the
Quality Assurance
Where the data will be
stored
Construction Contract
2.1.2 Road Construction Contract
ISO 6707-2:2014. The 1995
Massachusetts Highway
Department Standard
Specifications for Highways and
Bridges Division1, Section3.01-3.06
ISO defines terms applicable to
contracts related to buildings and civil engineering works. Assure the contracts follow ISO standard
and the roles in standard
specifications.
During preparing contract and when
signing up the contract
06/02/201506/08/201506/11/201506/16/2015
Project Manager
PMO
2.2.2 Dam Toe Construction Contract
2.3.2 Bridge Construction Contract
2.4.2 Landscaping Construction Contract
TEAM 5 PROJECT FINAL REPORT 45
Group WBS Task NameSpecific
Measurable Standard
Description When to measureOwner of the
Quality Assurance
Where the data will be
stored
Design
3.1.1 Construction Road Design Draft
Follow sponsor's requirements.
Deliver the draft on time. Within
budget.
All the drafts and plans have to be delivered on the
appointed time and meet the sponsor's
requirements.
During preparing the draft and
when delivering the draft
06/17/2015 to 09/24/2015
Quality Manager
PMO
3.2.1.1 Dam Toe Design Dredge and Fill Plan Draft
3.2.2.1 Sand over Riprap Plan Draft
3.3.1.1.1 Existing Bridge Abutment Repair Plan Draft
3.3.1.2.1 New Bridge Abutment Design Draft
3.3.2.1 Bridge Truss and Deck Design Draft
3.3.3.1.1 Bridge Decoration Design Draft
3.3.3.2.1 Lighting System Design Draft
3.3.3.3.1 Traffic Signs Design Draft
3.3.3.4.1 Safety Equipment Design Draft
3.4.1.1 Salt Marsh Mitigation Plan Draft
3.4.2.1 Vegetated Wetlands Protection Plan Draft
TEAM 5 PROJECT FINAL REPORT 46
Group WBS Task NameSpecific
Measurable Standard
Description When to measureOwner of the
Quality Assurance
Where the data will be
stored
Design
3.1.2 Final Version of Construction Road Design
Deliver the final version of the
design on time. Sponsor's
requirements. The 1995 Massachusetts
Highway Department
Standard Specifications for
Highways and Bridges Division2,
Section901-995
All the final versions of the design must be
delivered on time with the problems from the previous draft fixed. Make
sure all the construction
structures meet the specifications.
During preparing the final version design and when
delivering the final version
design06/17/2015 to
09/24/2015
Quality Manager
PMO
3.2.1.2Final Version of Dam Toe Design Dredge
and Fill Plan
3.2.2.2 Final Version of Sand over Riprap Plan Draft
3.3.1.1.2Final Version of Existing Bridge Abutment
Repair Plan
3.3.1.2.2Final Version of New Bridge Abutment
Design
3.3.2.2Final Version of Bridge Truss and Deck
Design
3.3.3.1.2 Final Version of Bridge Decoration Design
3.3.3.2.2 Final Version of Lighting System Design
3.3.3.3.2 Final Version of Traffic Signs Design
3.3.3.4.2 Final Version of Safety Equipment Design
3.4.1.2 Final Version of Salt Marsh Mitigation Plan
3.4.2.2Final Version of Vegetated Wetlands
Protection Plan
TEAM 5 PROJECT FINAL REPORT 47
Group WBS Task NameSpecific Measurable
StandardDescription When to measure
Owner of the Quality
Assurance
Where the data will be
stored
Permit
4.1Related Permits for Dam Toe
Construction
Massachusetts General Laws, Chapter 253,
Sections 44
Make sure the specifications are
met before applying for the permit. Track
the permit application process
regularly
During preparing the permit and
when applying for the permit
09/02/2015 to 11/18/2015
Project Manager
PMO
4.2 Bridge Construction Permit
The 1995 Massachusetts
Highway Department Standard
Specifications for Highways and Bridges Division1, Section965-
995
4.3 Landscaping Construction Permit
The 1995 Massachusetts
Highway Department Standard
Specifications for Highways and Bridges Division2, Section101-
190
TEAM 5 PROJECT FINAL REPORT 48
Group WBS Task NameSpecific
Measurable Standard
Description When to measureOwner of the
Quality Assurance
Where the data will be
stored
Material
5.1 Asphalt for Construction Road
U.S Department of transportation
standard specifications for construction of
road and bridges on Federal project
(FP-14) Division400,
Section401-481
Make sure all the materials meet the specifications; the
quality and quantity conform to the
construction need. The materials must
be delivered on time and stored properly
in place. The purchasing fund must be under
budget.
During preparing procurement and
when the materials deliver
11/19/2015 to 12/22/2015
Project Manager
PMO5.2 Geotextile Filter Fabric for Dam Toe
Massachusetts General Laws, Chapter 253, Sections 44
5.3 Crushed Stone for Dam Toe
5.4 Riprap Fill for Dam Toe
5.5Sand Borrow Fill for Dam Toe and Salt
Marsh Mitigation Plan
TEAM 5 PROJECT FINAL REPORT 49
Group WBS Task NameSpecific
Measurable Standard
Description When to measureOwner of the
Quality Assurance
Where the data will be
stored
Material
5.6 Stone for Existing Bridge Abutments
The 1995 Massachusetts
Highway Department
Standard Specifications for
Highways and Bridges Division2,
Section901-995
Make sure all the materials meet the specifications; the
quality and quantity conform to the
construction need. The materials must
be delivered on time and stored properly
in place. The purchasing fund must be under
budget.
During preparing procurement and
when the materials deliver
11/19/2015 to 12/22/2015
Project Manager
PMO
5.7Concrete for Existing Bridge Abutments,
New Abutments, and Bridge Deck
5.8Rebar for Existing Bridge Abutments, New
Bridge Abutments, and Bridge Deck
5.9 Steel Sheet for Bridge Truss and Deck
TEAM 5 PROJECT FINAL REPORT 50
Group WBS Task NameSpecific
Measurable Standard
Description When to measureOwner of the
Quality Assurance
Where the data will be
stored
Material
5.10. Paint for Bridge DecorationBright color as
sponsor's requirement
Make sure all the materials meet the specifications; the
quality and quantity conform to the
construction need. The materials must
be delivered on time and stored properly
in place. The purchasing fund must be under
budget.
During preparing procurement and
when the materials deliver
11/19/2015 to 12/22/2015
Project Manager
PMO
5.11.1 Road Lights
Deliver the materials on time.
The 1995 Massachusetts
Highway Department
Standard Specifications for
Highways and Bridges Division2,
Section801-860
5.11.2 Electric Cable
5.12 Traffic Signs
TEAM 5 PROJECT FINAL REPORT 51
Group WBS Task NameSpecific
Measurable Standard
Description When to measureOwner of the
Quality Assurance
Where the data will be
stored
Material
5.14Coir Roll for Salt Marsh Mitigation and
Vegetated Wetlands Protection
The 1995 Massachusetts
Highway Department
Standard Specifications for
Highways and Bridges Division2,
Section101-190
Make sure all the materials meet the specifications; the
quality and quantity conform to the
construction need. The materials must
be delivered on time and stored properly
in place. The purchasing fund must be under
budget.
During preparing procurement and
when the materials deliver
11/19/2015 to 12/22/2015
Project Manager
PMO5.15 Donor Salt Marsh BlockISO 17248:2015 &
ISO 17224:2015
5.16 Nursery
The 1995 Massachusetts
Highway Department
Standard Specifications for
Highways and Bridges Division2,
Section101-190
TEAM 5 PROJECT FINAL REPORT 52
Group WBS Task NameSpecific
Measurable Standard
Description When to measureOwner of the
Quality Assurance
Where the data will be
stored
Preparation Construction
6.1.1.1 Construction RoadbedThe 1995
Massachusetts Highway
Department Standard
Specifications for Highways and
Bridges Division2, Section601
Make sure the materials will ship on time and main construction will
start on time.
When the construction
roadbed completed1/1/2016
Project Manager
Construction Quality
Assurance Report
6.1.1.2 Construction Road Surface
6.2.1.1 Dam Toe Dredging
The 1995 Massachusetts
Highway Department
Standard Specifications for
Highways and Bridges Division2,
Section148
Make sure the main construction will start on time and
follow the standard with high quality to
repair the foundations.
When the Dam Toe Dredging
Completed2/10/2016
TEAM 5 PROJECT FINAL REPORT 53
Group WBS Task NameSpecific
Measurable Standard
Description When to measureOwner of the
Quality Assurance
Where the data will be
stored
Preparation Construction
6.2.1.2.1 Geotextile Filter Fabric The 1995 Massachusetts
Highway Department
Standard Specifications for
Highways and Bridges Division2,
Section601
Make sure the main construction will start on time and
follow the standard with high quality to
repair the foundations.
When the fill completed2/10/2016
Project Manager
Construction Quality
Assurance Report
6.2.1.2.2 Crushed Stone Fill
6.2.1.2.3 Dumped Riprap Fill
6.2.1.2.4 Sand Fill
Bridge Abutment
6.3.1.1.1.1 Existing Bridge Abutment 1 RepairThe 1995
Massachusetts Highway
Department Standard
Specifications for Highways and
Bridges Division2, Section995
Make sure the abutments are repaired before
building the new bridge.
When the existing bridge abutments
are repaired3/2/2016
Quality Manager
Construction Quality
Assurance Report
6.3.1.1.1.2 Existing Bridge Abutment 2 Repair
TEAM 5 PROJECT FINAL REPORT 54
Group WBS Task NameSpecific
Measurable Standard
Description When to measureOwner of the
Quality Assurance
Where the data will be
stored
Bridge Abutment
6.3.1.1.2.1.1New Concrete Bridge Abutment 1 Concrete
Pile CapThe 1995
Massachusetts Highway
Department Standard
Specifications for Highways and
Bridges Division2, Section995
The new abutments must follow the
specific standard in order to support the
bridge
When the new abutments are
built3/2/2016
Quality Manager
Construction Quality
Assurance Report
6.3.1.1.2.1.2 Concrete Abutment 1 Walls
6.3.1.1.2.2.1New Concrete Bridge Abutment 2 Concrete
Pile Cap
6.3.1.1.2.2.2 Concrete Abutment 2 Walls
Bridge
6.3.1.2.1 Bridge TrussThe 1995
Massachusetts Highway
Department Standard
Specifications for Highways and
Bridges Division2, Section995
Make sure the customer
requirements are applied, and these requirements meet
government's specific standards.
When the bridge construction is
completed4/27/2016
Quality Manager
Construction Quality
Assurance Report
6.3.1.2.2 Bridge Deck
6.3.1.3.1 Bridge Decoration
6.3.1.3.2 Lighting System
6.3.1.3.3 Traffic Signs
6.3.1.3.4 Safety Equipment
TEAM 5 PROJECT FINAL REPORT 55
Group WBS Task NameSpecific
Measurable Standard
Description When to measureOwner of the
Quality Assurance
Where the data will be
stored
Inspection
6.1.2 Construction Road Inspection
Mass DOT Inspection
Handbook 2015 Edition
Make sure all the constructions meet
the government quality standards.
Also, meet the customers’
requirements.
When each construction is
completed4/6/2016 to 4/28/2016
Project Manager
PMO
6.2.2 Dam Toe Construction Inspection
6.3.2.1.1Existing Bridge Abutments Repair
Inspection
6.3.2.1.2 New Concrete Bridge Abutments Inspection
6.3.2.2.1 Bridge Truss Inspection
6.3.2.2.2 Bridge Deck Inspection
6.3.2.3.1 Bridge Decoration Inspection
6.3.2.3.2 Lighting System Inspection
6.3.2.3.3 Traffic Signs Inspection
6.3.2.3.4 Safety Equipment Inspection
6.4.1.1 Salt Marsh Mitigation
6.4.1.2 Vegetated Wetlands Protection
TEAM 5 PROJECT FINAL REPORT 56
Group WBS Task NameSpecific
Measurable Standard
Description When to measureOwner of the
Quality Assurance
Where the data will be
stored
Inspection
6.4.2.1 Salt Marsh Mitigation InspectionMass DOT Inspection
Handbook 2015 Edition
Make sure all the constructions meet
the government quality standards.
Also, meet the customer’s
requirements.
When each construction is
completed4/6/2016 to 4/28/2016
Project Manager
PMO6.4.2.2 Vegetated Wetlands Protection Inspection
7.1 Overall Inspection
Closing
7.2 Project Sponsor Sign-off ISO 21500:2011
Confirm the project meets the customer’s' requirements and the project is achieved.
When the project is accomplished
5/10/2016Project
ManagerPMO
7.3 Lessons Learned Report ISO 21500:2012
Collect information about lessons learned in order to improve a similar project in the
future.
After the project is accomplished
5/11/2016
TEAM 5 PROJECT FINAL REPORT 56
Quality Management Summary
What we did.
Since quality management plan is important to every project, so we developed the
quality matrix with necessary standards to control and monitor our project with better quality.
Key results.
There were ten major components of our quality plan; they were project management,
bidding conference, construction contract, design, permit, preparation construction, bridge
abutment, bridge, inspection, and closing.
Conclusion.
In our quality management plan, we referred to many specific measurable standards, such
as ISO, Mass General Law, etc. Because the rail trail bridge was communal, we had to ensure the
high quality of construction. We especially wanted to ensure that the construction passed all the
government requirement during inspections.
Earned Value Management
Benefits of Earned Value Management
According to Schwalbe (2010), Earned Value Management (EVM) is a “project
performance measurement technique that integrates scope, time, and cost data” (Schwalbe p.
290). Project team and stakeholders can check what the project status is right now by EVM, and
know how well the project performs currently in scope, cost and time objectives. EVM report
shows the variance between the project baseline and the project current spends, and we can know
where, when and how to respond when the project is going to over budget or delay the schedule.
For example, cost performance index (CPI) and schedule performance index (SPI) indicate the
performance right away of the project. Therefore, we tracked and monitored our project all the
TEAM 5 PROJECT FINAL REPORT 57
time easily with these measures. Furthermore, based on the beneficial EVM technique and
report, our team determined the next steps and march toward to the project success.
Milestone Choosing
After having a discussion with the sponsor, the status report milestones we chose were
July 31st, 2015, November 20th, 2015 and March 31st, 2015. The reasons that we set the
milestones on these dates are as follows:
1. The dates should be either at the end of a month or end of a monthly accounting period.
2. The milestones should be periodical.
3. The first milestone should fall between 20-50%work completion, and the second should
fall between 50-70% work completion. The last milestone should finish at 100% work
completion.
The reason that the second milestone is not at the end of November is because the last
week of November would be Thanksgiving vacation week.
Project Overall Statistics
Figure 1. Project Statistics Based on the Status Date of 5/30/2016.
TEAM 5 PROJECT FINAL REPORT 58
By the end of this project, the project duration at 100% completion is 295 days, which is
22 days behind the planned schedule, and the project work hour at 100% completion is 4,398
hours, which is 432 hours more than the baseline. In addition, the project cost is up to
$4,126,300, which is $13,920 over the baseline budget.
From the figure 2, we can see the project actual cost and planned value had a different in
quarter 2 and 4 in 2015. In quarter 2 in 2015, the planned value was $3,042,320, and the actual
cost was $3,044,230. It was negative $1,910 that the project spent extra $1,910 during the quarter
2 than our expected. In the quarter 4, the planned value was $4,105,080, and the actual cost was
$4,109,400. It was negative $4,320 that the project spent extra $4,320 to complete the activities
during the quarter 4 in 2015. However, the earned value was the same as planned value in the
two quarters.
Figure 2 Earned Value Statistics Based on the Status Date of 5/30/2016.
Variances of the Project
Variance of Task
According to the facts of the project, we needed to make some changes to the duration on
TEAM 5 PROJECT FINAL REPORT 59
some tasks on the date of project status reports. The following tables are the details of these
changes and their causes of duration variance:
1.2.1 Plan scope statement.
Start Date Finish Date Duration Duration Variance
Baseline 4/21/2015 4/21/2015 1 dayIncreased by
1 dayActual 4/21/2015 4/22/2015 2 days
Cause: The actual workload of planning scope statement is more than the expected.
1.4.2 Estimate costs.
Start Date Finish Date Duration Duration Variance
Baseline 5/19/2015 5/19/2015 1 dayIncreased by
1 dayActual 5/20/2015 5/21/2015 2 days
Cause: The actual workload of estimating costs is more than the expected.
1.6.1 Plan human resource management.
Start Date Finish Date Duration Duration Variance
Baseline 5/15/2015 5/19/2015 3 daysDecreased by
1 dayActual 5/15/2015 5/18/2015 2 days
Cause: The actual workload of planning human resource management is less than the expected.
TEAM 5 PROJECT FINAL REPORT 60
1.8.4 Perform quantitative risk analysis.
Start Date Finish Date Duration Duration Variance
Baseline 5/26/2015 5/27/2015 2 daysIncreased by
1 dayActual 5/26/2015 5/28/2015 3 days
Cause: The actual workload of performing quantitative risk analysis is more than the expected.
2.2.2.1 Review the biddings of dam toe construction.
Start Date Finish Date Duration Duration Variance
Baseline 6/4/2015 6/4/2015 1 dayIncreased by
1 dayActual 6/4/2015 6/5/2015 2 days
Cause: The actual workload of reviewing the biddings of dam toe construction is more than the expected.
2.3.2.1 Review the biddings of bridge construction.
Start Date Finish Date Duration Duration Variance
Baseline 6/9/2015 6/9/2015 1 dayIncreased by
1 dayActual 6/9/2015 6/10/2015 2 days
Cause: The actual workload of review the biddings of bridge construction is more than the expected.
3.3.1.1.2.1 Review the existing bridge abutments repair plan draft.
Start Date Finish Date Duration Duration Variance
Baseline 7/17/2015 7/20/2015 2 days Increased by
TEAM 5 PROJECT FINAL REPORT 61
1 dayActual 7/20/2015 7/22/2015 3 days
Cause: The actual workload of review the existing bridge’s abutments repair plan draft is more than the expected.
4.2.1 Prepare documents for bridge construction permit.
Start Date Finish Date Duration Duration Variance
Baseline 15/9/21 Mon 15/9/21 Mon 1 dayIncreased by 2
dayActual 15/9/25 Fri 15/9/29 Tue 3 days
Cause: The actual workload of preparing documents for bridge construction permit is more than the expected.
4.3.1 Prepare documents for landscaping construction permit.
Start Date Finish Date Duration Duration Variance
Baseline 15/9/21 Mon 15/9/21 Mon 1 dayIncreased by 2
dayActual 15/9/25 Fri 15/9/29 Tue 3 days
Cause: The actual workload of preparing documents for landscaping construction permit is more than the expected.
6.3.1.1.2.1.1.1 Build the concrete pile cap for new concrete bridge abutment 1.
Start Date Finish Date Duration Duration Variance
Baseline 16/2/4 Thu 16/2/5 Fri 2 dayIncreased by 10
dayActual 16/2/11 Thu 16/2/26 Fri 12 days
Cause: The weather was too dry and cold and we needed additional time to re-construct concrete pile caps.
TEAM 5 PROJECT FINAL REPORT 62
6.3.1.1.2.1.1.1 Build the concrete pile cap for new concrete bridge abutment 2.
Start Date Finish Date Duration Duration Variance
Baseline 16/2/4 Thu 16/2/5 Fri 2 dayIncreased by 10
dayActual 16/2/11 Thu 16/2/26 Fri 12 days
Cause: The weather was too dry and cold and we needed additional time to re-construct concrete pile caps.
7.2.1 Prepare final documents for sponsor sign-off.
Start Date Finish Date Duration Duration Variance
Baseline 16/422 Fri 16/4/25 Mon 2 dayIncreased by 20
dayActual 16/4/29 Fri 16/5/30 Mon 22 days
Cause: Important project documents were lost because our computer system was hacked and we needed additional time to regain the documents.
Schedule Variance (SV) = Earned Value (EV) – Planned Value (PV)
Since we had total 12 activities that influenced our project duration, and some of them
were in the critical path, so the project duration delayed for total 22 days, as the figure 1 shows.
As a result, the project finish day is on 5/30/2016.
Cost Variance (CV) = Earned Value (EV) – Actual Cost (AC)
Since variances in duration will result in variances in cost, so variances occur in cost is
negative $13,920 than the baseline. At the end of project, the project actual cost (AC) is
$4,126,300, and the earned value (EV) is the same $4,112,380 as budgeted cost at completion
(BAC). Therefore, the cost variance at completion (VAC) is the same as cost variance (CV) as
negative $13,920. Furthermore, the 12 activities’ cost variances show as the figure 3. The total
TEAM 5 PROJECT FINAL REPORT 63
baseline costs of the 12 activities are $7,200, and the total actual costs of the 12 activities are
$21,120. Therefore, the cost variance is negative $13,920 when the project completed.
Figure 3. Cost Variances of Each Task
Performance Index
Scheduling performance index (SPI) = EV / PV = $4,112,380 / $4,112,380 = 1
Since the project completed on 5/30/2016, the project schedule performance index is one.
However, this does not mean that the project is always on schedule. There were 12 activities for
which the schedule variance had occurred. Nevertheless, the SPI of 1(one) indicates that $1.00
“worth of work has been accomplished for each $1.00 worth of scheduled work to date” (Larson
and Gray, 2011, p. 469).
Cost performance index (CPI) = EV / AC = $4,112,380 / $4,121,500 = 0.99
TEAM 5 PROJECT FINAL REPORT 64
Figure 4 Cost Performance Index
Cost performance index (CPI) is under one at the beginning and the end of project, which
means the project, is over cost. Particularly, at the end of project shows in the figure 4, the CPI is
down to 0.17 because of the activity, Prepare final documents for sponsor sign-off. However, the
total CPI was still 0.99 because the activity was not in the critical path. Therefore, the average
CPI is 0.99, and it indicates that $. 99 “worth of work planned to date has been completed for
each $1.00 actually spent” (Larson and Gray, 2011, p. 469).
Project Forecast
Based on the status of the project completion, we used four different formulas to estimate
total cost at completion (EAC). The four formulas are as below.
TEAM 5 PROJECT FINAL REPORT 65
Formula 1
EAC = ETC + AC = $4,126,301
ETC = Work Remaining / CPI = (BAC-EV) / (EV/AC)
Formula 2
EAC = AC + [(BAC – EV) / CPI*SPI] = $4,126,300
Formula 3
EAC = BAC / CPI = $4,153,919
Formula 4
EAC = (BAC – EV) + AC = $4,126,300
These statistics explain that our project spent $4,126,300 to complete all tasks until
5/30/2016. Additionally, the project total cost increased to $4,126,300, which is $13,920 more
than the project baseline at the end of the project by the formula 2 and 4. However, methods 1
and 3 show that the EAC are different. Therefore the EAC range is $4,126,300 - $4,153,919 and
the VAC range is $0 - $27,619. As a result, the formula 2 and 4 are more realistic and accurate to
estimate our project.
Earned Value Management Summary
What we did.
First of all, we determined three milestones to create the status reports, in order to present
our project in different stages. With the reports, we compared overall statistics with the previous
or baseline statistics. We provided information of EVM plan that included task, schedule, and
cost variances, performance index, and forecasts. We also used four formulas to calculate the
EAC.
TEAM 5 PROJECT FINAL REPORT 66
Key results.
With changes of the 12 activities, our project spent $4,126,300 to complete, and duration
increased to 295 days. The work hours were total 4,398 hours. The cost variance is negative
$13,920, and the schedule variance is 22days behind the baseline schedule. The VAC is in the
range $0 - $27,619, which is $13,920.
Conclusion.
Since the first project deliverable as project management starts, some activities were
delayed because of occurred risks and unexpected happenings. Although each activity did not
have a big affect on the project, some of them were in critical path and they had some impacts on
the project duration and cost. For example, the activity “prepare documents of construction
permit” was the major duration increase at this time, and the permits of the constructions were
the critical elements for this project. Therefore, we assigned experienced resources to these
activities. Second, by accomplishing our homework for the permit requirements, we should have
started preparing the necessary documents earlier. Thus, we used a small amount of the
contingency funds to recover the project cost increasing. Furthermore, the total project cost was
up to $4,126,300 with 295 days of duration.
Change Management Plan
Change control is the process of documenting, reviewing, accepting or rejecting change,
and documenting any change to the project baseline (Larson & Gray, 2011, p. 642). As stated in
PMBOK, the key benefit of the change control process is that it allows for documented changes
within the project to be considered in an integrated fashion while reducing project risk, which
often arises from changes made without consideration to the overall project objectives or plans
(p. 94).
TEAM 5 PROJECT FINAL REPORT 67
We had no change request for quality throughout the entire project.
We had a change in our project duration, which increased by 22 days when compared to
the baseline as can be seen from the project statistics snap shot in Figure 1.
Our request to release $2,400 from the management reserves at the first project status
date of 7/31/2015 was approved by the sponsor. No additional amount has since been taken from
the management reserves. Therefore by the project completion we used a total $2,400 from
management reserves.
As can be seen from the project statistics snap shot in Figure 1, our final project cost
changed from our project baseline cost of $4,112,380 to $4,126,300 by project completion. This
meant that we spent $13,920 more that our baseline cost. Of this $13,920 additional cost
required, $2,400 was used from the management reserves as mentioned earlier, and $11,520 was
used from the contingency reserves. Contingency reserves were approved by the project
manager.
Change Management Summary
What we did.
Since we had 12 activities that influenced our project, we changed our plan of duration
and cost. Then, we submitted the changes and got approved with our sponsors.
Key results.
The project duration increased by 22 days, and the project cost increased to $4,126,300.
In addition, $2,400 was used from the management reserves, and $11,520 was used from the
contingency reserves.
TEAM 5 PROJECT FINAL REPORT 68
Conclusion.
Changes come from many sources such as project customer, owner, project manager,
team members, and occurrence of risk events (Larson & Gray, 2011, p. 230). We had no
additional changes either internal or external throughout the project.
Lessons Learned
We learned that it was extremely important to have clarity on sponsor requirements and
deliverables as a first step right at the start of the project, so that there are no misunderstandings
and no wasted effort on planning for things that the sponsor does not want. Initially we
misunderstood our project and if we had continued without clarification from the sponsor, we
would have ended up with unnecessary additional cost and wasted time.
One of the project management skills we took away from this project is cost
management. When we got the project, we wanted to build the rail trail bridge by ourselves,
which means we wanted to hire workers, architects, and rent construction equipment by
ourselves. However, we were not familiar with the construction project and there are many
problems came up when doing cost estimation. The work of construction could be outsourced to
those professional companies. In order to deal with these problems, we decided to hold bidding
conferences and to outsource our construction tasks to those professional companies. With this
solution we only had to sign the contract with U.S. Army Corps of Engineers and pay them the
construction payment. Then, we could pay more attention to the rest of the project budget to
organize better utilization. However, outsourcing might not suitable for the entire project.
Therefore, we should consider the best way to operate the project and meet the project scope,
cost and time in the same time.
TEAM 5 PROJECT FINAL REPORT 69
For project budget, we have further understood the relationship among work package cost
estimates, contingency reserve, and management reserve. We have also realized the importance
of management reserve in project management. The formula we used to calculate it is that
Project Budget minus Work Package Cost Estimates minus Contingency Reserve equals
Management Reserve held by sponsor.
In addition, we have also understood that after we have set up the cost baseline, it is
better to compare the current cost with the data of last project status review, not the original
project cost budget in order to always give the sponsor a meaningful statement of project cost
status.
In the earned value management section initially we had used only one formula to
calculate EAC at the first milestone. We learned that for accuracy, we needed to calculate EAC
using a minimum of two different formulas. After the first milestone, we calculated EAC using
three other. Some of them gave us values that were very close to the actual cost. Presenting a
range of likely cost increase in the future helps them to approve the possible budget increase at
the end of the project. Therefore for every project, EAC should utilize a minimum of two
formulas to estimate the cost at the project completion.
This was our first time to stay in a team and go through every phase of a project. Before
this we had done each phase separately, which was much easier. When all phases are combined,
they become much more complicated. We were very lucky to be assigned a project with quite
sufficient budget and time, and this helped us to avoid so many problems which other projects
suffered from. However, difficulties still came one after another. Prior to doing this project we
did not know that there are different ways to calculate the risk score, we did not know there is a
term called probability of impact, and we did not know the heat map could be customized for
TEAM 5 PROJECT FINAL REPORT 70
different project needs. We learned different theory of risk management. When setting schedule
in Gantt Chart we realized that every activity should have at least one predecessor and one
successor, which means that every activity should be connected, when we tried to set task
variance to the schedule. Finally and most importantly, we have a deeper understanding of the
relationship between project statistics and the EVM.
Conclusion
In this project report we have presented the overall summary of the Cape Cod Rail Trail
bridge construction project. Considering the scope of the project, it being such a major
undertaking, we did well. The actual estimates for activity, duration, resource and cost estimates
turned out to be not too far off from our estimates. Extensive research done by the team to
understand the background knowledge and details of the construction process helped us in this
regard. Every team member was involved in this process. “Involving team members in the
decomposition can lead to better and more accurate results” (PMBOK, p. 152). Another example
of our extensive research that helped was that we were able to recognize logistical difficulties we
would need to overcome to access the construction site in order to deliver materials and
equipment to the site. We were then able to come up with a plan to mitigate it.
As explained in detail earlier in different parts of this report, due to the prevention actions
we took, we were successful in preventing 69 out of 75 risks. We were able to prevent or mitigate
over 90 percent of potential risks we had predicted. There were only six risks that we were not
able to prevent. We managed these by using the contingency reserve funds. Our original project
baseline cost was $4,112,380. The actual project final cost is $4,126,300. Our project duration
also increased by 22 days when compared to the baseline. We implemented a substantial quality
TEAM 5 PROJECT FINAL REPORT 71
management using many specific measurable standards, such as ISO, Mass General Law, etc.
because of which we were able to ensure the high quality of construction.
We hope that our project will fulfill the objective of attracting visitors to come and bike
in Cape Cod generating revenue to local businesses create many more new businesses serving
the biking community, and bring economic health to Cape Cod.
TEAM 5 PROJECT FINAL REPORT 72
References
Larson, E. W. & Gray, C. F (2011). Project management: The managerial process, 5th edition,
New York, NY: The McGraw-Hill Companies, Inc.
Massachusetts Highway Department, (1995). Standard specifications for highways and bridges,
Metric Edition. The Commonwealth of Massachusetts.
Project Management Institute (2013). A guide to the project management body of knowledge
(PMBOK guide), 5th Edition. Project Management Institute, Inc.
Project Management Institute, (2009). Practice standard for project risk management. Project
Management Institute, Inc.
The International Organization for Standardization, (2015). ISO 21500:2012. The International
Organization for Standardization. Retrieved from
http://www.iso.org/iso/catalogue_detail.htm?csnumber=50003
The Massachusetts Department of Transportation Highway Division Bridge Section, (2015).
Bridge Inspection Handbook, 2015 Edition. MassDOT.
U.S. Department of Transportation, (2015). Standard specifications for construction of roads and
bridges on federal highway projects, FP-14. U.S Department of Transportation.