RTI Release. Project Management Plan. Brisbane Infrastructure Transport Planning & Strategy Strategic Transport Planning

Transcription

1 1 Project Management Plan Brisbane Infrastructure Transport Planning & Strategy Strategic Transport Planning SOUTH WEST CORRIDOR STUDY (OXLEY ROAD) PROJECT OWNER: GRAEME READ

2 2 Document Change History Document Control Sheet Contact for enquiries and proposed changes. If you have any questions regarding this document or if you have a suggestion for improvements, please contact: Project Manager Stephen Blore Phone Version History Version Author Issue Purpose Date 0.1 Stephen Blore Prepared with Business Case 23/01/12 Delivery Divisional Manager or delegate Approval The following officers have approved this document. Name Graeme Read Position Signature Distribution List Manager, Strategic Transport Planning Date Name Barry Broe Sherry Clarke Graeme Read Damian Burke Rob Knottenbeld Position/Function Manager, Brisbane Infrastructure Manager, Transport Planning & Strategy Branch Principal, Strategic Transport Planning Senior Planner, Strategic Transport Planning Principal, Integrated Transport Planning PMT106 Project Management Plan Page 2 of 50

3 3 TABLE OF CONTENTS 1 DOCUMENT PURPOSE GOVERNANCE PROJECT GOVERNANCE CHART GOVERNANCE TERMS OF REFERENCE SCOPE MANAGEMENT SCOPE STATEMENT SCOPE MANAGEMENT PLAN COST MANAGEMENT GENERAL COST MANAGEMENT PLAN PROJECT COST SUMMARY SCHEDULE MANAGEMENT GENERAL SCHEDULE MANAGEMENT PLAN PROJECT SCHEDULE SUMMARY PROCUREMENT AND CONTRACT MANAGEMENT GENERAL PROCUREMENT STRATEGY DESIGN COMMUNICATIONS PROJECT PROCUREMENT REQUIREMENTS RISK MANAGEMENT GENERAL RISK MANAGEMENT PLAN RISK SUMMARY COMMUNICATION AND ENGAGEMENT MANAGEMENT PROJECT STAKEHOLDERS STAKEHOLDER MANAGEMENT EXTERNAL COMMUNICATIONS AND COMMUNITY ENGAGEMENT INTERNAL COMMUNICATIONS STATUS REPORTING PROJECT ISSUES MANAGEMENT QUALITY MANAGEMENT PMT106 Project Management Plan Page 3 of 50

4 4 9.1 GENERAL PROJECT QUALITY MANAGEMENT RESOURCE MANAGEMENT GENERAL PROJECT RESOURCE REQUIREMENTS PROJECT RESOURCE MANAGEMENT PROJECT INFORMATION MANAGEMENT GENERAL PROJECT DOCUMENT CONTROL BENEFITS MANAGEMENT GENERAL ROLES AND RESPONSIBILITIES BENEFIT REGISTER BENEFITS MANAGEMENT AND REPORTING PROJECT COMPLETION GENERAL COMPLETION ACTIVITIES PERFORMANCE MEASURES APPENDICES APPENDIX A PROJECT SCHEDULE APPENDIX B RISK REGISTER APPENDIX C STAKEHOLDER REGISTER APPENDIX D ISSUES REGISTER APPENDIX A PROJECT SCHEDULE APPENDIX B - RISK REGISTER APPENDIX C STAKEHOLDER REGISTER APPENDIX D ISSUES REGISTER PMT106 Project Management Plan Page 4 of 50

5 5 1 DOCUMENT PURPOSE The Project Management Plan defines the detail of how the project will be managed. It defines the processes to be applied through planning, monitoring and implementation: i.e., the who, what, where, when and how. Details of the project, including cost forecasts, schedule, risk management plans etc, should be attached to this document. The PMP is used as a management tool for the Project Manager and Project Owner and as a reference for the project team and project stakeholders. The key audience for this document is the project team, including the project owner and project manager, as well as the Project Control Group and Divisional Manager. The Project Management Plan is used, in conjunction with the Business Case and other relevant deliverable documents, to support the Divisional Manager in making informed decisions for the project. Figure 1: Project Lifecycle for PM 2 This document is the third formal deliverable document for approval in the life of a project, and occurs at the end of the Initial Design & Planning phase of a project (phase 1). Project Management Plan Page 5 of 50

6 6 2 GOVERNANCE 2.1 PROJECT GOVERNANCE CHART Project Management Plan Page 6 of 50

7 7 2.2 GOVERNANCE TERMS OF REFERENCE The PM2 methodology will be adopted for this project. Oxley Road is a Tier 2 project. The project manager will report monthly to the Project Control Group (PCG) to ensure high level governance is maintained and the project fits with the corporate and business objectives of the Transport Planning & Strategy Branch and ultimately Brisbane Infrastructure Division Roles & Responsibilities Name Role Responsibilities Sherry Clarke Project Sponsor Responsible for overall project governance. Graeme Read Project Owner Achieving project outcomes. Stephen Blore Project Manager Achieving project objectives and completing all the activities necessary to deliver the project. Damian Burke Matthew Lederhose Al Milvydas Team Leader, Corridors Team Consultant transport modelling & engineering Advisor development, land acquisition and engineering Achieving project outcomes. Ensuring project is in line with Councils strategic outcomes, on time, and of a suitable quality. Undertake transport modelling. Provide planning and engineering advice. Provide advice relating to land acquisition, engineering, development applications and processes Yvonne Douglas Advisor Engineering design and constructability Provide advice relating to the constructability of the preferred corridor design 3 SCOPE MANAGEMENT The scope management plan establishes how scope management will be carried out in the project. It serves as guidance for scope process and defines the roles and responsibilities for stakeholders in those processes. It does not provide detailed requirements and information, but instead explains how that scope information will be captured, expressed and modified. Project Management Plan Page 7 of 50

8 8 3.1 SCOPE STATEMENT The scope of this project is to identify and assess a range of corridor upgrade options to support the function of Oxley Road within Brisbane s road hierarchy up to the year Requirements will be identified to achieve a high level of connectivity, safety and efficiency for all modes while addressing the social, environmental (built and natural), and political issues relating to Oxley Road. The outcomes of the project will: Improve freight and general traffic movement Provide improved access to, and facilities for public transport Improve safety for all travel modes Improve the reliability of travel times for all modes Provide capacity to accommodate existing and future traffic demands for the upgrade design horizon of 2031 Reduce and manage traffic congestion Provide improved facilities for cyclists and pedestrians Improve access to the corridor improve the transport-related interactions between the differing land uses Address existing deficiencies in the existing local road network Minimise property acquisitions Minimise design, construction and operational impacts Maximise opportunities to future proof the corridor up to and beyond 2031 Improve amenity and community outcomes 3.2 SCOPE MANAGEMENT PLAN Scope Definition & Collection Process The scope for the study has been defined by a range of stakeholders providing input. It has been documented in the Project Proposal, Project Brief, Business Case and this Project Management Plan. These documents will address the functional, technical, and the areas/ officers requirements during the lifecycle of the project. All documents produced will be collected and managed by the project manager Roles & Responsibilities Refer to Section and the Stakeholder Register in Appendix C Specific Inclusions Identify a range of options to support the future function of Oxley Road up to the year 2031 Boundaries of Moggill Road to the north, Ipswich Motorway to the south, Oxley Creek to the east, and the Brisbane River to the west. Project Management Plan Page 8 of 50

9 9 Modelling of future options to identify preferred option. This will define the future cross section for the corridor, intersection upgrades, and other infrastructure upgrades to support the future function of the corridor Detailed design and analysis to be undertaken by CPO or external consultant overcome constraints, incorporate public and active transport requirements, public utility upgrades/ relocations, develop design options, identify preferred option, staging options, costing options Communications with a range of stakeholders Specific Exclusions Assumptions Project Management Plan Page 9 of 50

10 Constraints Dependencies Project Management Plan Page 10 of 50

11 Scope Verification The deliverables will be provided to stakeholders (identified in the stakeholder register) at key milestones (identified in the project schedule) for comment, where it may be cross referenced with the original outcomes of the project. Sign off of documentation will be required at key milestones by the project owner before progression to the next phase of the project. Once a general agreement on the preferred option has been made and the project owner has signed off on the project outcomes, the project may proceed to E&C for formal signoff by Council Scope Change Control Scope changes or change requests are assessed and approved by the Project Manager. A Change Request Form must be completed, outlining: A written description of the process to change any aspect of the project Requirements, and what impact it will have on the project Details of the key decision makers that are authorised to make the changes Prior to any changes occurring, the form must be signed off and supported by the Project Owner. If there are any significant impacts on budget, time, cost or quality, the project manager must consult with the project owner prior to approving changes. All changes will be recorded in a Change Request Log/ Register by the project manager and kept as a supporting document to this plan. The PCG will be informed of all changes and significant issues arising from changes to the scope of the project. PCG meetings will continue to be held monthly. 4 COST MANAGEMENT 4.1 GENERAL This section of the project plan is to guide the development of estimates and budget, while allocating responsibilities for the activities. The cost management plan sets guidance, procedures and responsibilities for expenditure, authorisation, cost monitoring, cost performance reporting and change control. 4.2 COST MANAGEMENT PLAN A clearer indication of project costs can be outlined following proposals to undertake specific pieces of work by internal and/ or external consultants. Due to human resource limitations within the STP, the modelling and detailed design phases will be outsourced to an approved consultant (internal or external from Council) following a detailed proposal from the applicant. Funding limitations may restrict the scope of the modelling to be undertaken, but are yet to be identified. Status updates by the consultants will monitor the costs, quality, timeframes and progress of the works being undertaken and identify any issues arising. Project Management Plan Page 11 of 50

12 12 The project management plan will be continuously updated by the project manager to ensure that it is current and relevant. Key information will be outlined in meetings with the project owner at milestones within the project. Any change requested will be managed (and logged) by the project manager, through consultation with the project owner. Following any works being undertaken by consultants, the project manager will ensure that all financial arrangements and outstanding payments have been completed prior to closing the accounts. 4.3 PROJECT COST SUMMARY Capital Expense Subtotal Revenue Net Total Contingency Funding Cost Escalation TOTAL Current Funding Summary Information Project Estimates Capital Expense Subtotal Revenue Net Total Contingency Funding Cost Escalation TOTAL Cash Flow Estimates Current Cost Estimates Financial Year 2010/ / / /14 Budget Current Cost Estimate Cumulative Cost Estimates 5 SCHEDULE MANAGEMENT 5.1 GENERAL This section of the project management plan provides key information on how time and schedule will be developed and managed across the life of the project. 5.2 SCHEDULE MANAGEMENT PLAN The South West Corridor Study has been identified as an outcome of the Transport Plan for Brisbane (TP4B), to be delivered during the period. It aligns with the emerging communities in the area to ensure the growth areas have adequate connections to the strategic road network. The South West Project Management Plan Page 12 of 50

13 13 Corridor Study and will assess the long term transport planning needs to achieve a multi-modal transport solution for Oxley Road while supporting future land use and community outcomes. The outcomes of the study will guide future development and feed into the Indooroopilly, Sherwood/ Graceville, Oxley/ Darra Neighbourhood Plans and the updated City Plan. A clearer indication of project schedule can be outlined following proposals to undertake specific pieces of work by internal and/ or external consultants. Due to human resource limitations and a high workload within STP, shifting priorities of work may result in timeframes being extended and/ or quality of the final product being reduced to meet deadlines. The project manager will monitor the progress of the study and ensure it meets all deadlines and requirements. The stakeholder register identifies the involvement, roles and responsibilities of individuals involved in the project. Status updates along with any changes to the scope will be provided to PCG members at monthly PCG meetings. The group will cross reference the baseline schedule and project outcomes against the updated version, ensuring project governance, strategic advice and the delivery of the project objectives will continue to be met. Any changes to the project should follow the Change Control process outlined in Section Prior to the meeting the project manager will be responsible for submitting the following documentation to each member of the project control group: A monthly report including an updated Gantt chart, cash flow and risk status The most recent PCG Meeting Minutes Standing agenda items for the project control group meetings shall include: Key Issues; Program; Budget; Project Management Plan Page 13 of 50

14 14 Key Risks; PCG Decisions. The critical path for the project aligns with the transport modelling for the study. The project manager needs to manage and control the team assigned to undertake modelling closely to ensure that the modelling phase of the project follows timeframes. However, due to shifting priorities by the project owner regarding modelling requirements, it is highly likely that the project timeframes will be extended beyond the control of the project manager. A current copy (current as of 20/01/12) of the baseline schedule is attached in Appendix A. The project schedule summary below identifies key milestones within the project including the forecast and actual completion dates. 5.3 PROJECT SCHEDULE SUMMARY Key activity / milestone Start Date End Date Planned Actual Planned Actual 6 PROCUREMENT AND CONTRACT MANAGEMENT 6.1 GENERAL Procurement and Contract Management includes the processes necessary to purchase or acquire products, services or deliverables needed from outside the project team. The best value for money will be sought out during the procurement process. The project procurement requirements table below identifies what work is required to be procured by STP, and the type of work/ expertise required. 6.2 PROCUREMENT STRATEGY The procurement strategy aims at ensuring Council obtains the best available delivery mechanism for achieving the project goals at the best value for money. Contract administration, project management and administration will be conducted internally within Strategic Transport Planning. Project Briefs will be developed to outline work required that cannot be undertaken by officers in STP. The briefs will be developed at the beginning of the phase (see project schedule Appendix A) requiring Project Management Plan Page 14 of 50

15 15 outsourced works. The consultant will be required to provide the project manager with a Proposal outlining the services, cost, and timeframes for the works they propose to undertake. Traffic count surveys were awarded to Austraffic in 2011 after a range of quotes were obtained from traffic survey companies. 6.3 DESIGN Concept design of Oxley Road will be undertaken internally by STP. The detailed design and analysis phase of the project will be undertaken by CPO upon completion of the Concept Design and handover from STP. 6.4 COMMUNICATIONS All communications will be managed in-house by the project manager. 6.5 PROJECT PROCUREMENT REQUIREMENTS Type of good / service needed Source / Procurement type Project management resources Internal Strategic Transport Planning Transport modelling expertise Internal Transport Engineering Project design & construction expertise Internal City Projects Office Traffic counts External traffic surveyors (Austraffic) 7 RISK MANAGEMENT 7.1 GENERAL This section of the project management plan identifies, analyses and provides mitigation strategies to overcome potential risks that may arise as part of or resulting from the project. A Risk Register has been developed and shall be updated regularly by the project manager as the project progresses. The main elements of the risk management process are as follows: Communicate and consult; Identify risks; Analyse risks; Evaluate risks; Treat risks; Monitor and review. The end result of the evaluation process is a prioritised list of risks for treatment and further attention. The specific profiles and ranges for risk adjustment represent the views of the project manager. The project manager can determine suitable contingencies on a case by case basis. Project Management Plan Page 15 of 50

16 RISK MANAGEMENT PLAN A Risk Register has been developed and can be viewed in Appendix B. Each stakeholder has their individual roles and responsibilities relating to project risk: Project Control Group (PCG) The Project Control Group shall ensure the project manager updates the risk management plan every month. Subject to the Project Control Group reviewing the risk management, they shall endorse the study. Project Owner The Project Owner is accountable for overseeing the effective risk management of the project in accordance with Council s integrated risk management framework. Project Sponsor The Project Sponsor is accountable for achieving project outcomes and implementing the project deliverables, through effective risk management. Project Manager The Project Manager is responsible for the execution of the risk mitigation strategies as defined in the risk management plan. The project manager is also responsible for a monthly review of the risk management plan and developing the associated risk mitigation strategies. Any approved change requests will have an impact on the risk register. The project manager is responsible for updating the register at the time of change request approval to reflect the changes to the project. These risks need to be communicated to the key stakeholders to ensure that the new and changed risks are brought to their attention by the project manager 7.3 RISK SUMMARY A summary of the top risks, mitigation/ management strategies and responsible officers are tabulated below. Risk Item Current Risk rating Mitigation/Management Strategy Responsible Officer Project Management Plan Page 16 of 50

17 17 Project Management Plan Page 17 of 50

18 18 Project Management Plan Page 18 of 50

19 19 8 COMMUNICATION AND ENGAGEMENT MANAGEMENT 8.1 PROJECT STAKEHOLDERS Stakeholders are those individuals or organisations who are impacted by, or who can impact the project. Various internal and external stakeholders have been identified for the South West Corridor Study. Each of these stakeholders will be impacted by and will influence the project. A number of key stakeholders have been identified and consulted at early stages in the project (outlined below). The full Stakeholder Register is attached in Appendix C. Name Role Responsibilities Sherry Clarke Project Sponsor Responsible for overall project governance. Graeme Read Project Owner Achieving project outcomes. Stephen Blore Project Manager Achieving project objectives and completing all the activities necessary to deliver the project. Damian Burke Team Leader, Corridors Achieving project outcomes. Ensuring project is in line with Councils strategic outcomes, on time, and of a suitable quality. Matthew Lederhose Consultant transport engineering Undertake transport modelling. Provide planning and engineering advice. Al Milvydas Advisor development, land acquisition and engineering Provide advice relating to land acquisition, engineering, development applications and processes Project Management Plan Page 19 of 50

20 20 Name Role Responsibilities Yvonne Douglas Advisor Engineering design and constructability Provide advice relating to the constructability of the preferred corridor design 8.2 STAKEHOLDER MANAGEMENT Stakeholders will be classified into groups to allow for effective communication and engagement strategies to be developed for like groups. Stakeholders and their classifications may change throughout the project. When this occurs the changes will be documented within the stakeholder matrix which will be maintained by the project manager. Stakeholder management has been separated into internal and external. Communication strategies are detailed below. Any change requests that are approved need to be communicated to all of the stakeholders at an early stage to ensure that that they are made aware of the impacts that the change request will have on the project scope, time, cost and quality for the remainder of the project. 8.3 EXTERNAL COMMUNICATIONS AND COMMUNITY ENGAGEMENT External communication is the process by which team members engage with parties outside of Council. The project manager is IAP2 certified and is committed to quality communication with all stakeholders. As a result of this being a strategic planning exercise, the general community will not need to be engaged as part of this project. All project communication and documentation will be managed by the project manager to ensure it is approved and within Council guidelines. 8.4 INTERNAL COMMUNICATIONS Internal communications are those within Council and include the project team. Key internal communication activities for this project will include: Activity Frequency Purpose Responsibility Project Control Group (PCG) meeting Monthly Meeting to present monthly project management report Project manager, project owner, project sponsor, team leader corridors team, design manager (as required) Cost plan Updated as required and reviewed at PCG Document for reporting Project manager Project Management Plan Page 20 of 50

21 21 Schedule Updated as required and reviewed at PCG Document for reporting Project manager Status Updates Fortnightly Document for distribution Engineer Transport Engineering Briefing notes As required Document for distribution Project manager Modelling reports At key milestones in modelling phase Document for reporting Engineer Transport Engineering Design reports Upon completion of detailed design & Document for reporting Engineer - CPO It should be noted that the transport engineering and detailed design team may need to engage with Public Utility Authorities for the project and report to the project manager on progress. Brisbane City Council s quality system governs the processes and procedures for filing and other project record keeping. Internal and external documents relevant for recording will be stored electronically as well as, where required, kept in hard copy form in the project file folders. All project meetings shall be managed by the project manager, with an agenda being prepared and distributed prior to all meetings, and a record of meeting minutes being documented and distributed to the attendees for action and / or information. A detailed Communications Matrix defining responsibilities and roles for each person involved with key documentation is included in Appendix C. 8.5 STATUS REPORTING Formalised regular reporting on the status of the project is an integral part of the management of a project. In order to make sound decisions, the Project Control Group (PCG) needs to be informed properly about the status of the project. The project manager shall prepare a monthly project management report for review by the PCG. Standing agenda items for the project control group meetings shall include: Project Status; Key Issues; Program; Budget; Key Risks; PCG Decisions. Project Management Plan Page 21 of 50

22 PROJECT ISSUES MANAGEMENT An issue is defined as a concern if it impedes the progress of the project if it is not resolved. If issues are not addressed they may become a risk to the project, therefore issues need to be dealt with as quickly and effectively as possible. Project issues are identified and documented in the Issues Register, and will be addressed by the project manager, and escalated to the PCG meetings if required. The impact of the issue on the project will depend on how high it is managed by the project manager. The current open issues for the South West Corridor are documented in Appendix D. 9 QUALITY MANAGEMENT 9.1 GENERAL The purpose of quality management in projects is to ensure that the projects outputs are delivered fit-forpurpose. This is achieved through setting standards for the quality of the project outputs/ inputs through setting measurable criteria. 9.2 PROJECT QUALITY MANAGEMENT The methodologies, standards and guidelines for meeting quality requirements of the project are as follows: The project must follow PM2 project management methodology Austroads Guidelines TransLink Public Transport Infrastructure Manual Meeting design standards - UMS 141 & 142 Streetscape Design Guidelines Marketing and Communication Guidelines The project manager will be responsible for managing and controlling the quality outcomes of the project throughout the project lifecycle. Additionally, the project manager needs to manage the stakeholders expectations throughout the project lifecycle through clear and concise communication. Where quality outcomes are not adhered to, the project manager needs to address the issue with the project owner, and potentially escalate it with PCG members. 10 RESOURCE MANAGEMENT 10.1 GENERAL Where resources are not available for key roles within Strategic Transport Planning, the project manager may use internal providers or external panel contract consultants. These resources shall be procured as required during the project lifecycle. Project Management Plan Page 22 of 50

23 PROJECT RESOURCE REQUIREMENTS Key activity / milestone Resources required Type (role etc) Source Duration Approved Project Management Project Manager Internal - STP All Phases Yes Professional Services Modelling & Engineering Internal Transport Engineering Modelling Phase Yes Professional Services AutoCad Concept Design Internal - STP Concept Design Phase No Professional Services Detailed Design & Analysis Internal - CPO Detailed Design Analysis Phase Professional Services Traffic Counts External Austraffic Existing Condition Report 10.3 PROJECT RESOURCE MANAGEMENT & No Yes 11 PROJECT INFORMATION MANAGEMENT 11.1 GENERAL Information management is the collection and management of all project documentation. It also deals with the distribution, recording of decision making and assumptions throughout the project lifecycle PROJECT DOCUMENT CONTROL The project manager is responsible for document management on the project. All project documentation will be stored electronically in a dedicated project directory within the Brisbane Infrastructure Division network (G:\BI\Shared\Strategic Transport Planning\Corridors\006_South West), and in Council hard copy files. All versions of documents and comments will be collated and stored electronically at the above mentioned link. A project file will be maintained throughout the life of the project and will mirror the above structure. Project Management Plan Page 23 of 50

24 24 12 BENEFITS MANAGEMENT 12.1 GENERAL Benefits management identifies and structures benefits throughout the project to support the definition of the project. The benefits assist in identifying the value of a project, which is captured in the Business Case. The benefits are refined and rechecked throughout the project to incorporate changes and new information ROLES AND RESPONSIBILITIES Role Name Responsibility Project Owner Graeme Read Accountable for the success of the project outcomes where Benefits Management within the project requires the same level of strategic guidance that is provided to all the project functions Project Manager Stephen Blore Responsible for the management of all activities necessary for the delivery of the project to the customer Benefit Owner Damian Burke Required to assist and support the project, while identifying and managing alignment between corporate outcomes and requirements and outputs of the project. Final accountability remains with the benefit owner. Asset Owner Asset Management Branch The branch that will be responsible for the ongoing management and maintenance of the asset or business change over the course of its life. The person/ branch will need to be consulted as benefits are defined, as they need to be aware of the benefits after the project has been finalised 12.2 BENEFIT REGISTER The table below outlines the benefits identified in the Benefits Register. Benefit Classification Benefit Description Ranking Project Management Plan Page 24 of 50

25 BENEFITS MANAGEMENT AND REPORTING The benefits register will be reviewed and updated monthly by the project manager throughout the lifecycle of the project to ensure that the benefits are realistic and achievable. Superseded versions of the register will be documented and stored in the file path in Section Any significant changes to the benefits register will be discussed at PCG meetings. Once all benefits have been agreed to by PCG members and signed off, changes may only occur by undertaking a change request which will be managed by the project manager. Project Management Plan Page 25 of 50

26 26 13 PROJECT COMPLETION 13.1 GENERAL The project completion is the final step in the project lifecycle. It occurs once all the work has been completed and accepted by the organisation. This section outlines the evaluation of the project relating to its outcomes and success. It reflects upon decision making and lessons learnt that can be carried over into future projects COMPLETION ACTIVITIES On completion of the project the following activities will be undertaken: Project review in accordance with PM 2 : Council s Project Management Methodology Financial review and contract close-out Project Evaluation Report Handover Reports Lessons Learnt review Team debriefing and disbanding Governance requirements 13.3 PERFORMANCE MEASURES Functional Area Performance Measurement Project Management Plan Page 26 of 50

27 27 Achievement of project objectives and critical success factors will be assessed during the project evaluation report. Achievement of the following project objectives will be assessed: Project Objectives Performance Measure Project Management Plan Page 27 of 50

28 28 The following critical success factors will be reviewed: Critical Success Factor Measurement Project Management Plan Page 28 of 50

29 29 14 APPENDICES 14.1 APPENDIX A PROJECT SCHEDULE 14.2 APPENDIX B RISK REGISTER 14.3 APPENDIX C STAKEHOLDER REGISTER 14.4 APPENDIX D ISSUES REGISTER Project Management Plan Page 29 of 50

30 30 APPENDIX A PROJECT SCHEDULE Project Management Plan Page 30 of 50

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32 32 Project Management Plan Page 32 of 50

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36 36 Project Management Plan Page 36 of 50

37 37 APPENDIX B - RISK REGISTER Project Management Plan Page 37 of 50

38 38 Project Management Plan Page 38 of 50

39 39 Project Management Plan Page 39 of 50

40 40 Project Management Plan Page 40 of 50

41 41 Project Management Plan Page 41 of 50

42 42 APPENDIX C STAKEHOLDER REGISTER Project Management Plan Page 42 of 50

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48 48 APPENDIX D ISSUES REGISTER Project Management Plan Page 48 of 50

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