Rawalpindi-Islamabad Rawalpindi-Islamabad Metro Bus Project Course: Project Management MBA 4E
Group Members Muhammad Zia Ul Shams Hassan Abbas Saad Zahid Ch Hassan Saifullah
Shoaib Nadir Muhammad Umair
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Contents
BACKGROUND: BACKGROUND: ........................................................................................................................ 3 Brief about the company ........................................................................................................ 3 About the the project .................................................................................................................... 3 Objective of the project........................................................................................................... 4 Feasibility Methodology .......................................................................................................... 5 Project Management Management office (PMO) ......................................................................................... 5 RAWALPINDI-ISLAMA RAWALPINDI-ISLAMABAD BAD METRO BUS SERVICE ROUTE ................................................... 6 WORK BREAKDOWN BREAKDOWN STRUCTURE......................................................................................... 7 PHASES OF MBS RAWALPINDI-ISLAMA RAWALPINDI-ISLAMABAD BAD ......................................................................... 8 Phase-to-Phase Phase-to-Phase Relationships ............................................................................................... 9 Enterprise Environmental Environmental Factors .......................................................................................... 9 ORGANIZATIONAL ORGANIZATIONAL STRUCTURE:...........................................................................................10 PROJECT CHARTER ...............................................................................................................1 ...............................................................................................................11 1 General Information ..............................................................................................................11 Executive Executive Summary ..............................................................................................................11 Project Purpose.....................................................................................................................11 Purpose.....................................................................................................................11 Assumptions Assumptions ........................................................................................................................12 Project Authority....................................................................................................................12 Project Manager....................................................................................................................12 Project Organization Organization Description ...........................................................................................12 Resources.............................................................................................................................13 SOME IMPORTANT STAKEHOLDERS STAKEHOLDERS....................................................................................14 PROJECT SCOPE....................................................................................................................15 SECTION 2: Project Scope ...................................................................................................17 ...................................................................................................17 Project Scope........................................................................................................................17 Section 3: project mile stones................................................................................................17 CHANGE MANAGEMENT MANAGEMENT ........................................................................................................18 COMMUNICATION COMMUNICATION MANAGEMENT MANAGEMENT .........................................................................................18 PROCUREMENT PROCUREMENT MANAGEMENT MANAGEMENT ............................................................................................18 RESOURCE MANAGEMENT ...................................................................................................19 OUTSTANDING OUTSTANDING ISSUE ........................................................................................................19 APPROVALS APPROVALS AND PAYMENT PAYMENT OPTIONS OPTIONS .............................................................................19 REFRENCES REFRENCES ........................................................................................................................19 PROJECT FEASIBILITY REPORT ...........................................................................................20 Background Background ...........................................................................................................................20 Market Viability......................................................................................................................20
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Contents
BACKGROUND: BACKGROUND: ........................................................................................................................ 3 Brief about the company ........................................................................................................ 3 About the the project .................................................................................................................... 3 Objective of the project........................................................................................................... 4 Feasibility Methodology .......................................................................................................... 5 Project Management Management office (PMO) ......................................................................................... 5 RAWALPINDI-ISLAMA RAWALPINDI-ISLAMABAD BAD METRO BUS SERVICE ROUTE ................................................... 6 WORK BREAKDOWN BREAKDOWN STRUCTURE......................................................................................... 7 PHASES OF MBS RAWALPINDI-ISLAMA RAWALPINDI-ISLAMABAD BAD ......................................................................... 8 Phase-to-Phase Phase-to-Phase Relationships ............................................................................................... 9 Enterprise Environmental Environmental Factors .......................................................................................... 9 ORGANIZATIONAL ORGANIZATIONAL STRUCTURE:...........................................................................................10 PROJECT CHARTER ...............................................................................................................1 ...............................................................................................................11 1 General Information ..............................................................................................................11 Executive Executive Summary ..............................................................................................................11 Project Purpose.....................................................................................................................11 Purpose.....................................................................................................................11 Assumptions Assumptions ........................................................................................................................12 Project Authority....................................................................................................................12 Project Manager....................................................................................................................12 Project Organization Organization Description ...........................................................................................12 Resources.............................................................................................................................13 SOME IMPORTANT STAKEHOLDERS STAKEHOLDERS....................................................................................14 PROJECT SCOPE....................................................................................................................15 SECTION 2: Project Scope ...................................................................................................17 ...................................................................................................17 Project Scope........................................................................................................................17 Section 3: project mile stones................................................................................................17 CHANGE MANAGEMENT MANAGEMENT ........................................................................................................18 COMMUNICATION COMMUNICATION MANAGEMENT MANAGEMENT .........................................................................................18 PROCUREMENT PROCUREMENT MANAGEMENT MANAGEMENT ............................................................................................18 RESOURCE MANAGEMENT ...................................................................................................19 OUTSTANDING OUTSTANDING ISSUE ........................................................................................................19 APPROVALS APPROVALS AND PAYMENT PAYMENT OPTIONS OPTIONS .............................................................................19 REFRENCES REFRENCES ........................................................................................................................19 PROJECT FEASIBILITY REPORT ...........................................................................................20 Background Background ...........................................................................................................................20 Market Viability......................................................................................................................20
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Target Target Market Market ........................................................................................................................20 Competitive Advantage .........................................................................................................20 Environment Environment and climate feasibility .......................................................................................21 Positive and Negative Impacts of Project: .............................................................................21 .............................................................................21 Cost Cost.......................................................................................................................................22 PROJECT HUMAN RESOURCE MANAGEMNET PLAN ..........................................................23 Purpose ................................................................................................................................23 Scope....................................................................................................................................23 Staff Management Management Process Flow ...........................................................................................23 Staff Planning Planning..........................................................................
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Project Organization Chart ....................................................................................................2 ....................................................................................................23 3 Staff Estimates Estimates ......................................................................................................................23 Staff Acquisition ....................................................................................................................24 Internal Acquisition Acquisition ............................................................................................................24 Staff Training.........................................................................................................................25 Ongoing Staff Training ......................................................................................................25 Staff Transition ......................................................................................................................25 Transition to other Projects................................................................................................25 Transition at Project Completion Completion........................................................................................25 Roles and Responsibilities Responsibilities ....................................................................................................25 Project Manager....................................................................................................................25 COMMUNICATION COMMUNICATION MANAGEMENT MANAGEMENT PLAN ..............................................................................26 Communications Communications Management Management Approach..............................................................................27 SCHEDULE MANAGEMENT MANAGEMENT PLAN ..........................................................................................27 Introduction ...............................................................................................................................27 Purpose of the Schedule Management Management Plan .........................................................................27 Project Schedule ...................................................................................................................27 Potential Causes of Schedule Schedule Slippage.................................................................................27 Project Control Procedures Procedures ...................................................................................................28 Identification Identification of Schedule Schedule Problems ..................................................................................28 Resolution Resolution of Schedule Schedule Problems .........................................................................................28 Appendix Appendix ...................................................................................................................................29
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BACKGROUND:
Since the twin cities are hub of economic, political, and educational activities, significant commuting takes place between the twin cities and adjoining areas.
The available public transport is dominated by the private sector, contributing to about 35 per-cent of the share of overall modes of transportation. This share is now declining due to poor service and widespread customer dissatisfaction with the available options. The people travelling by public transport are passing through double agony because despite getting high fares, the transporters do not finish their routes, thus making the commuters pay extra fare for reaching their destinations by changing two vehicles from Saddar to Pak Secretariat. Moreover, during peak hours, vehicles are overloaded.
Therefore, the existing public transport system requires a major uplift in level of service and quality. In order to tackle this problem and provide improved quality of public transport, Government of Punjab, Rawalpindi Development Authority (RDA) decided to construct the Metro Bus System (MBS) in Islamabad.
Brief about the company: Rawalpindi Islamabad Metro Bus project has been divided into two parts i-e Rawalpindi and Islamabad. Further the Rawalpindi part has been divided into three packages. Each package has been assigned to three different companies. Package I (Flash man hotel to committee chowk) has been awarded to Zahir Khan & Brothers pvt ltd. Zahir khan & Brothers As a preeminent infrastructure company established over four decades ago, Zahir khan & Brothers has, over the years, strongly anchored itself to Pakistan’s
Development efforts. At the time of its conception the company operated solely within Baluchistan region, but with the passage of time they have expanded the scope of their operations throughout the country. Today it is acknowledged as a company that continues to empower Pakistan, enabling the nation to surge ahead in different core sectors. At the heart of all development efforts is the attempt to touch and improve the quality of lif
About the project The Metro Bus service Rawalpindi-Islamabad consists of approximately 23 km that starts from flash man hotel Rawalpindi and end at prime minster secretariat Islamabad. The project has been divided into two
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parts i-e
Rawalpindi
Islamabad
The Rawalpindi part is further divided into three packages i-e
Package I (Flash man Hotel to committee chowk)
Package II (Committee Chowk to sixth road)
Package III (Sixth road to IJP road Rawalpindi)
The Islamabad Corridor of MBS starts from end of Faizabad interchange at IJP Road at this point. It runs in between at-grade and takes right turn on 9th Avenue. Along Ninth Avenue (Islamabad) crosses Kashmir Highway and turns to Jinnah Avenue and ends at Civil Secretariat. The total length of MBS Islamabad will be 13.6 km. The Islamabad part has been further divided into five packages
Package I:
Faizabad to Peshawar Modr
4.4 km
Package II:
Interchange Peshawar Modr
1.1 km
Package III:
Peshawar Modr to Centaurus
2.9 km
Package IV:
Centaurus to Shaheed-e-Millat 3.1 km
Package V:
Shaheed-e-Millat to Secretariat 2.156 km
Objective of the project The overall objective of the proposed project is to augment public transport services in the city with provision of safe, efficient and comfortable traffic facility to the commuters of the area. The proposed project will greatly benefit the commuters by providing better quality and environmental friendly public transport, reducing number of vehicles on the road, thus reducing fuel consumption and consequent air emissions from vehicular exhaust. Implementation of the project is envisaged having the following specific objectives:
To facilitate intercity movement of passengers at low cost, high capacity and dedicated lanes to avoid disruption on the existing flow of traffic;
To provide the public with environmental friendly public transport;
To provide transport safety, transport productivity, travel reliability, travel choices, and social equity;
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To reduce the traffic conflicts/accidents due to reduction in number of vehicles on road;
To help save the travelling time by reduction in traffic congestion;
To reduce the fuel consumption by reducing the demand of private vehicle etc;
To reduce the, noise and air pollution resulting from vehicular exhaust; and
To provide an opportunity to laborers and skilled/unskilled staff to work in the project area
Feasibility Methodology: The methodology adopted to conduct this study was as follows:
Meetings and discussions were held among the members of the EIA consulting team, design engineers and proponent. This activity was aimed at achieving a common ground of understanding of various issues of the study.
Planning was carried out to assess data requirements and their sources; time schedules and responsibilities for their collection; logistics and facilitation needs for the execution of the data acquisition plan.
Primary and secondary data were gathered through observations during the field survey, environmental monitoring in the field, concerned departments and published materials to establish baseline profile for physical, biological and socio-economic environmental conditions.
The impacts of the project on the physical, biological and socio-economic environment prevalent in the project area were visualized at the design, construction and operational phases.
The adequate mitigation measures and implementation mechanisms were proposed so that the proponent could incorporate them beforehand in the design phase.
Project Management office (PMO) Organizational body or entity assigned various responsibilities related to the centralized and coordinated management of projects under its domain, For MBS the PMO office is in F-11 Islamabad. The office is involved in managing the overall operations and resource allocation.
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RAWALPINDI-ISLAMABAD METRO BUS SERVICE ROUTE
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WORK BREAKDOWN STRUCTURE
RawalpindiIslamabad MBS
Islamabad Phase
Rawalpindi Phase
Package I
Package I
Package II
Package II
Package III
Package III
Package IV
Package V
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PHASES OF MBS RAWALPINDI-ISLAMABAD
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Phase-to-Phase Relationships: When projects have more than one phase, the phases are part of a generally sequential process designed to ensure proper control of the project and attain the desired product, service, or result. For MB project Phase to phase relationship is being used for example after the feasibility phase, land acquisition phase, earth work, piers and then the bridge. In other words it’s a step by step sequential process.
Enterprise Environmental Factors:
Disturbance in the daily routine activities of locals and the people visiting educational and health facilities, like; Hamdard University, Virtual University, the University of Lahore, Allama Iqbal Open University, Kulsoom International Hospital, Polyclinic etc. during construction;
Air and noise pollution due to the operating of construction machinery during construction phase of the project;
Solid waste generation during construction and operation;
Generation of municipal waste water and wastewater from construction activities;
Accidental leaks/spills of hazardous chemicals from construction activities and machinery;
Health and safety issues of the workers;
Contamination of water body by construction activities;
Removal of vegetation;
Visual impact in cause of fenced dedicated MBS lane;
trash pooling resulting from improper drainage system and consequent Inconvenience to the public;
Land Acquisition and Resettlement; and
Relocation of public utilities.
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ORGANIZATIONAL STRUCTURE: The Organizational structure is projectized in which the project manager has full authority to assign priorities, apply resources, and direct t he work of persons assigned to the proje ct.
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PROJECT CHARTER General Information. Project Title: Rawalpindi-Islamabad Metro Bus Project (Package I)
Points of Contact
Position
Title / Name / Organisation
Project Sponsor
Punjab-federal Government of
Phone
Authorization
Pakistan Project Director
Zahid Saeed
Resource 1
Fahad Aslam
Executive Summary
The Metro Bus service Rawalpindi-Islamabad consists of approximately 23 km that starts from flash man hotel Rawalpindi and end at prime minster secretariat Islamabad. The people travelling by public transport are passing through double agony because despite getting high fares, the transporters do not finish their routes, thus making the commuters pay extra fare for reaching their destinations by changing two vehicles from Saddar to Pak Secretariat. Moreover, during peak hours, vehicles are overloaded. Therefore, the existing public transport system requires a major uplift in level of service and quality. In order to tackle this problem and provide improved quality of public transport, Government of Punjab, Rawalpindi Development Authority (RDA) decided to construct the Metro Bus System (MBS) in Islamabad. Project Purpose
The overall objective of the proposed project is to augment public transport services in the city with provision of safe, efficient and comfortable traffic facility to the commuters of the area. The proposed project will greatly benefit the commuters by providing better quality and environmental friendly public transport, reducing number of vehicles on the road, thus reducing fuel consumption and consequent air emissions from vehicular exhaust
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Assumptions
The people travelling by public transport are passing through double agony because despite getting high fares, the transporters do not finish their routes, thus making the commuters pay extra fare
There is no pre existing quality transport facility in the twin cities
It will provide transport safety, transport productivity, travel reliability, travel choices, and social equity;
To reduce the traffic conflicts/accidents due to reduction in number of vehicles on road;
To help save the travelling time by reduction in traffic congestion;
To reduce the fuel consumption by reducing the demand of private vehicle etc
Project Authority Authorization
Zahir Khan & Brothers
According to the company policy, director North is the sole signatory for all project re lated matters.
CEO : Mr. Zahir Khan
Project Manager
Project Manager: Mr. Mohabat khan Role and Responsibilities: Overlook the entire project and assign responsibilities and tasks to the relevant team members. Also involved in Intiating , planning , executing , monitoring and controlling and closing phase of the project.
Project Organization Description
Quetta Based international company
Provides Construction and Engineering services
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Resources Resources
Allocation And Source
Funding
Sponsor Funded
Project Team
Project Manager: Overlook the entire project throughout its life cycle, measuring project progress and conforming to the quality standards (QA).
Project Team Lead: Supervising the project technical team, involved in the monitoring and controlling phase of the project. Report ing all changes, issues and progress to the Proj ect Manager.
Project Team Members: o
Member A : Responsible for procurement
o
Member B : Responsible for Building and Facilities
o
Member C : Human Resource Manager (Acquiring and Training)
o
Member D : Responsible for Feasibility and cost Analysis
o
Member E: Risk Manager( Handling Risks)
Facilities
Transportation, Accommodation , Food
Equipment
Machinery for Land , installation of equipment , tools and building material
Software Tools
CAD for designing , Microsoft Project , Microsoft Office
Other
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SOME IMPORTANT STAKEHOLDERS
Project Sponsor The project sponsor is the champion of the project and has authorized the project by signing the project charter. The project sponsor for MBS is Punjab and Federal Government. This stakeholder is responsible for the funding of the project and is ultimately responsible for its success. Since the Project Sponsor is at the executive level communications should be presented in summary format unless the Project Sponsor requests more detailed communications.
Project Manager The Project Manager has overall responsibility for the execution of the project. The Project Manager manages day to day resources, provides project guidance and monitors and reports on the projects metrics as defined in the Project Management Plan. As the person responsible for the execution of the project, the Project Manager is the primary communicator for the project distributing information according to this Communications Management Plan.
Project Team The Project Team is comprised of all persons who have a role performing work on the project. The project team needs to have a clear understanding of the work to be completed and the framework in which the project is to be executed. Since the Project Team is responsible for completing the work for the project they played a key role in creating the Project Plan including defining its schedule and work packages. The Project Team requires a detailed level of communications which is achieved through day to day interactions with the Project Manager and other team members along with weekly team meetings.
Performing Organization: Zahir khan & Brothers has, over the years, strongly anchored itself to Pakistan’s Development eff orts. At
the time of its conception the company operated solely within Baluchistan region, but with the passage of time they have expanded the scope of their operations throughout the country.
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PROJECT SCOPE
Project Overview
Since the twin cities are hub of economic, political, and educational activities, significant commuting takes place between the twin cities and adjoining areas.
The available public transport is dominated by the private sector, contributing to about 35 per-cent of the share of overall modes of transportation. This share is now declining due to poor service and widespread customer dissatisfaction with the available options. The people travelling by public transport are passing through double agony because despite getting high fares, the transporters do not finish their routes, thus making the commuters pay extra fare for reaching their destinations by changing two vehicles from Saddar to Pak Secretariat. Moreover, during peak hours, vehicles are overloaded.
Therefore, the existing public transport system requires a major uplift in level of service and quality. In order to tackle this problem and provide improved quality of public transport, Government of Punjab, Rawalpindi Development Authority (RDA) decided to construct the Metro Bus System (MBS) in Islamabad.
About the project The Metro Bus service Rawalpindi-Islamabad consists of approximately 23 km that starts from flash man hotel Rawalpindi and end at prime minster secretariat Islamabad. The project has been divided into two parts i-e
Rawalpindi
Islamabad
The Rawalpindi part is further divided into three packages i-e
Package I (Flash man Hotel to committee chowk)
Package II (Committee Chowk to sixth road)
Package III (Sixth road to IJP road Rawalpindi)
The Islamabad Corridor of MBS starts from end of Faizabad interchange at IJP Road at this point. It runs in between at-grade and takes right turn on 9th Avenue. Along Ninth Avenue (Islamabad) crosses
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Kashmir Highway and turns to Jinnah Avenue and ends at Civil Secretariat. The total length of MBS Islamabad will be 13.6 km. The Islamabad part has been further divided into five packages
Package I:
Faizabad to Peshawar Modr
4.4 km
Package II:
Interchange Peshawar Modr
1.1 km
Package III:
Peshawar Modr to Centaurus
2.9 km
Package IV:
Centaurus to Shaheed-e-Millat 3.1 km
Package V:
Shaheed-e-Millat to Secretariat 2.156 km
Objective/ Purpose The overall objective of the proposed project is to augment public transport services in the city with provision of safe, efficient and comfortable traffic facility to the commuters of the area. The proposed project will greatly benefit the commuters by providing better quality and environmental friendly public transport, reducing number of vehicles on the road, thus reducing fuel consumption and consequent air emissions from vehicular exhaust. Implementation of the project is envisaged having the following specific objectives:
To facilitate intercity movement of passengers at low cost, high capacity and dedicated lanes to avoid disruption on the existing flow of traffic;
To provide the public with environmental friendly public transport;
To provide transport safety, transport productivity, travel reliability, travel choices, and social equity;
To reduce the traffic conflicts/accidents due to reduction in number of vehicles on road;
To help save the travelling time by reduction in traffic congestion;
To reduce the fuel consumption by reducing the demand of private vehicle etc;
To reduce the, noise and air pollution resulting from vehicular exhaust; and
To provide an opportunity to laborers and skilled/unskilled staff to work in the project area
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SECTION 2: Project Scope Project Scope
Fixed Price Contract
Procurement of land
Structural Dimensions
Architectural Designs and Maps
Casting Working Piles (Inset with reverse rotary system)
Piers Shafts ( Steel form work with batching plant concrete)
Transform (Steel form work with concrete pump & batching plant)
R.C.C Box Girder precast pre-stressed
Earth Work ( Approved Rollers
Marketing Strategy And Mix
Section 3: project mile stones
Composite Approval from authorities / NOC's
Architectural Drawings
Foundation excavation
Project Manager will maintain all project documents and schedule
In the event that the Project Manager subcontracts work, all subcontractors’ employees will be
verified by the Project Manager to be bonded and will hold trade licenses and credentials.
Project Manager has agreed to the terms of the fixed price contract and schedule.
During planned project execution, Project Manager will provide periodic progress reports to t he sponsor.
Following any schedule delay, Project Manager agrees to provide progress reports on a week ly basis until the schedule has been caught up.
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CHANGE MANAGEMENT
Change log maintained by the project manager .
Project manager will co-ordinate with the sponsor with the change request and business case /justification.
Sponsor will approve the change.
Cost manager will verify the cost implications pertaining to the change.
The change will be updated in the proje ct management plan and the update represented.
The change will also by verified by the r isk manager.
COMMUNICATION MANAGEMENT
The sponsor will be notified by the Project Manager via e-mail or telephone of all the urgent issues. Issue notification will include the time constraints and the impacts that shall notify the urgency of the request.
The progress report will be presented by the Project manager to the management and the team leaders.
Weekly meetings will be conducted between the Project Manager and the Managers.
Change will be communicated and implemented in a timely fashion.
PROCUREMENT MANAGEMENT
The Procurement Manager will maintain a Procurement Management Plan in accordance with the Project Plan. The procurement plan will document the following:
How / when and by what means the resources(material, equipment, etc.) will be contracted
All procurements will be monitored by the procurement manager and project manager shall be kept in loop at all times.
In an event of any change in the scope, it shall be the r esponsibility of the project manager to notify the procurement manager in a timely manner and the procurement manager will acquire t he relevant resources.
All procurements shall be obtained through open bid in order to obtain the best quality in the least possible price. (construction equipment)
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Procurement process
Procurement of material required for t he initial testing will be done by the project manager as per the requirement provided by the sponsor.
In case of sub-contraction involvement, PM will be responsible for the monitoring and controlling of the material and service.
RESOURCE MANAGEMENT
All materials and services to be delivered as part of the project along with cost estimates and quality information.
OUTSTANDING ISSUE Project manager will be responsible not only for workmanship but also for all reporting and report related matters, change requests, Etc.
Any delay caused by the sponsor will be charged accordingly – man hours, opportunity cost, time delay cost.
Third party liability insurance by AA rated company.
All employee health and life insurance policy.
APPROVALS AND PAYMENT OPTIONS As stated in the charter it is the responsibility of the sponsor to get all Initial Approvals pertaining to the project such as NOC , CDA approval , WAPDA , etc.
All payments will be through cheques ( Postal Orders / Bank Drafts)
No payment shall be delayed more than one we ek from the date of invoice.
Project Manager will be part of all invoicing details.
REFRENCES
All CDA/RDA bylaws will be followed with prior approval.
All architectural designs and blue prints of the project will be submitted to CDA/RDA for approval and record purposes.
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PROJECT FEASIBILITY REPORT
Background:
The people of Twin cities travelling by public transport are passing through double agony because despite getting high fares, the transporters do not finish their routes, thus making the commuters pay extra fare for reaching their destinations by changing two vehicles from Saddar to Pak Secretariat. Moreover, during peak hours, vehicles are overloaded.
Therefore, the existing public transport system requires a major uplift in level of service and quality. In order to tackle this problem and provide improved quality of public transport, Government of Punjab, Rawalpindi Development Authority (RDA) decided to construct the Metro Bus System (MBS) in Islamabad. The total length of the route from Saddar to Pak Secretariat will be approximately 23 KM. The route will consist of 24 Bus Stations, TEN bus stations will be established in Rawalpindi and Fourteen in Islamabad. An 8.6 KM elevated track, consisting of 10 bus stops, would be constructed from Flashman’s Chowk in Saddar to Faizabad. From Faizabad it turns towards Islamabad using IJP Road and
enters Jinnah Avenue via 9th Avenue and continues towards P ak Secretariat.
Market Viability: Since the twin cities are hub of economic, political, and educational activities, significant commuting takes place between the twin cities and adjoining areas. The need of such quality transport system is necessity.
Target Market; The target audience for this project is the general population of Rawalpindi and Islamabad, travelling daily between the twin cities.
Competitive Advantage Metro bus service is one unique of its kind; it will provide quality and environmental friendly transport facility to the public.
Will provide transport safety, transport productivity, travel reliability, travel choices, and social equity;
Will reduce the traffic conflicts/accidents due to reduction in number of vehicles on road;
Will help save the travelling time by reduction in traffic congestion;
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Will reduce the fuel consumption by reducing the demand of private vehicle etc;
Environment and climate feasibility The physical environment includes topography, geology and soils, climate, hydrology and drainage, land use, surface water and quality, groundwater and quality, ambient air quality, noise levels, floods and seismicity. The climate of the project area is hot in summer and moderate in winter. The coldest month is December and the hottest is June. Flood discharges have also been reported at various locations along the Nullah Lai. According to the Seismic Zoning Map (prepared by Pakistan Meteorological Department), the proposed Project falls in Zone 2 B (Moderate), where 2B represents peak horizontal ground acceleration from 0.16 to 0.24 g.
Positive and Negative Impacts of Project: The proposed project will have both positive and negative impacts during the construction and operational phases, for which proper mitigation measures are necessary. During the field survey, significant efforts were made to identify the main social, cultural and environmental issues related to the project. Various government departments and agencies were also contacted for obtaining salient information along with area resident/ stakeholders. Most of the perceived impacts are during construction phase. Following is the list of main concerns identified in the study:
Disturbance to the public movement during construction;
Excavation and Vibrations due to construction machinery may affect the structure stability of the buildings during construction.
Disturbance in the daily routine activities of locals and the people visiting educational and health facilities, like; Hamdard University, Virtual University, the University of Lahore, Allama Iqbal Open University, Kulsoom International Hospital, Polyclinic etc. during construction;
Air and noise pollution due to the operating of construction machinery during construction phase of the project;
Solid waste generation during construction and operation;
Generation of municipal waste water and wastewater from construction activities;
Accidental leaks/spills of hazardous chemicals from construction activities and machinery;
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Health and safety issues of the workers;
Contamination of water body by construction activities;
Removal of vegetation;
Visual impact in cause of fenced dedicated MBS lane;
trash pooling resulting from improper drainage system and consequent Inconvenience to the public;
Land Acquisition and Resettlement; and
Relocation of public utilities.
Cost: The total cost of package I is expected to be Rs 4,701,404,017/. Break up of cost is given below
Sr No
Description
Amount in Rs.
1
Earth work & Allied Activities
21,470,780/-
2
Sub-base & base
194,537,100/-
3
Surface Courses & Pavement
120,413,600/-
4.1
Structure (Elevated flyovers for MBS)
3,752,640,590/-
4.2
Structure(NJB/Rigid pavement)
22,259,220/-
4.3
Structure( Pedestrian Bridges)
230,690,400/-
4.4
Structure (Bus Stations)
125,575,012/-
5
Drain and Drainage system
152,067,320/-
6
Ancillary works
117,673,005/-
7
General items
23,600,000/-
8
Electrical works
251,765,176/-
Total
5,012,692,20
LESS 6.21% (Rebate)
(311,288,185)
Total Contract Price
4,701,404,017
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PROJECT HUMAN RESOURCE MANAGEMNET PLAN
Purpose This document describes the Staff Management Plan for the Package I of the Project. The purpose of the Staff Management Plan is to capture how the project manager will manage the project staff resources throughout the life of the project. The Staff Management Plan will make certain the project has sufficient staff possessing the correct skill sets and e xperience to ensure a successful project completion.
Scope This Staff Management Plan identifies the process and procedures used to manage staff throughout the project’s life. The plan describes the planning and acquisition of staff, describes the responsibilities
assigned to each staff, and discusses transition of staff to ot her assignments.
Staff Management Process Flow Project Organization Chart
Staff Estimates This section describes the type of HR and their quantity that will be required for completion of the project. Approximately 400 employees working on the package I, Employees include
Project Manager Procurement and Logistics Manager
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Construction Manager
Construction Workers
Human Resource Manager
Finance and Accounts Manager
Budget Control Team Lead
Risk Manager
Chief Mechanical Engineer
Civil Engineers
Equipment Deployment Engineer
3 Engineers
Lead Architect and Designers
Electrical Engineers
Security Guards
rd
Staff Acquisition Internal Acquisition This section describes the procedure of internal acquisition of the project staff that will not be hired but will be moved to this project from some other project. Project Manager will assign the existing resources as and when required by the P roject Manager during different phases of the project.
Selection/Recruitment HR Manager will schedule interviews for the shortlisted candidates. The interviews will be conducted by HR Manager, Project Manager and respective Manager of the concerned department. After the first round of interviews, HR Manager will further shortlist the candidates and call the candidates for final round of interviews
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Staff Training Ongoing Staff Training At the start of the project, the direct or functional managers would review their staff skill sets against any new roles or responsibilities needed for the phase. Each manager and their staff should discuss where additional training might be needed to ensure staff has the necessary skills to execute the activities for each project phase.
Staff Transition Transition to other Projects The project manager is responsible for ensuring any pending work is transferred to a remaining staff member to ensure timely transition and completion of the work. If appropriate, the receiving staff may request additional training to support the new responsibilities.
Transition at Project Completion This section describes the process for transitioning staff once the project is completed. It also describes how the project or department will help to place staff. This section indicates how staff w ill be released.
Roles and Responsibilities This section describes the specific roles and responsibilities as they have been tailored for the project. These are not meant to be job descriptions, but rather a summary of the responsibilities for each role.
Project Manager The Project Manager is accountable to the Project Director for all the project office management related activities. The Project Manager plans, guides, and oversees the day-to-day internal activities that support the Project Office, and assists in the development of the master project schedule and all other project work plans. The Project Manager is accountable for the development, maintenance, and adherence to the Project Office infrastructure and supporting methodologies (e.g. processes, procedures, standards, and templates) that are in compliance with organization’s Best Practices and policies.
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COMMUNICATION MANAGEMENT PLAN
The purpose of the Communications Management Plan is to define the communication requirements for the project and how information will be distributed throughout the project. The Communications Management Plan defines the following:
Communication requirements based on roles
What information will be communicated
How the information will be communicated (Mode of Communication)
Frequency of the distributed information
Who does the communication
Who receives the communication
This Communications Management Plan sets the communications framework for this project. It will serve as a guide for communications throughout the life of the project and will be updated as communication needs change. This plan identifies and defines the roles of persons involved in this project. It also includes a communications matrix which maps the communication requirements of this project. An in-depth guide for conducting meetings details the communications rules and how the meetings will be conducted, ensuring successful meetings. A project team directory is included to provide contact information for all stakeholders directly involved in the project.
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Communications Management Approach The Project Manager will take a proactive role in ensuring effective communications on this project. The communications requirements are documented in the Communications Matrix presented in this document. The Communications Matrix will be used as the guide for what information to communicate, who is to do the communicating, when to communicate it and to whom to communicate.
SCHEDULE MANAGEMENT PLAN
Introduction
Purpose of the Schedule Management Plan The Schedule Management Plan has the following purposes:
To present the schedule of the project; • To identify factors that will tend to delay the schedule; and • To describe procedures that will be used to deal with schedule slippages.
Project Schedule The detailed project schedule is provided in A ppendix A.
Potential Causes of Schedule Slippage Following is a list of the factors t hat could lead to a slippage in the schedule. • Project activities require more effort than planned; • Project staff requires more training or experience to meet the estimates; • Additional activities beyond those planned are required; • Specific technical skills were assumed in the plan that is not available; • Customer decision are not made in a timely manner; or • The review and approval of deliverables takes longer than planned.
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Project Control Procedures Identification of Schedule Problems • Weekly review of activity status and estimates to complete work packages. Each current activity will
be reviewed and an estimate to complete (ETC) it will be made. The estimate to complete will be added to the effort already spent. A potential slippage occurs when that total (EAC) exceeds t he original estimate. • Weekly (or other) review of unplanned requirements such as equipment, staff, or consulting
resources. The adequacy of current resources, human and equipment will be reviewed. A potential schedule slippage occurs when the need for additional resources is identified. • Weekly (or other) review of customer activities and performance. The response of the customer team
will be reviewed, particularly for current activities. A potential slippage occurs when there are delays in responsiveness or customer decisions. • Weekly (or other) review of risks and changes to risks. The current status of risks will be reviewed as
described in the Risk Management Plan. • Weekly (or other) review of changes to scope, approved or otherwise The curr ent status of scope
compliance will be reviewed as described in the Scope Management Plan. A potential slippage occurs when unapproved scope changes are being carried out.
Resolution of Schedule Problems • Resolve the slippage the schedule slippage will be resolved by (adding resources, authorizing overtime,
engaging consultants). The effect of this approach will be to increase costs. • Apply contingency See below for the procedure to apply contingency to a schedule slippage.
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