MASTER IN PROJECT

MANAGEMENT FINAL MASTER

THESIS

HEALTHCARE CENTER: ALDEA EL ROSARIO

AUTHORS:

Thomas Filippa
Mohamad Mroue
Jisil Rishmawi
Group 12

Tutor:
Prof. Manuel Merchan

Madrid,
Spain June
2019
 Abstract

The healthcare system in Honduras is struggling to provide medical assistance to citizens in

rural areas. Therefore, JMT International has developed a construction project to build a

Healthcare Centre in Aldea el Rosario, since this village needs several health treatments.

The clinic will positively impact the lives of approximately 4,200 people, both in El Rosario and

nearby villages such as: Santo Domingo, La Union Otuta and Agua Caliente.

The essence of this project is managing, constructing and delivering the health Centre within the

constraints set. The project will have a duration of 1 year starting from the approval to the

delivery of the healthcare center with a budget cost of $ 1,031,866.

It will be sponsored by USAID, JICA, Government and Rotary International. It will offer

primary medical services such as: general medicine, X-Ray services, obstetric, respiratory

emergency and pharmacy that can be accessed at any time needed

 Table of Contents

1. Project Charter: Construction Healthcare Center Aldea El Rosario..........................6

2. Business Case: Construction of a Healthcare Center- Aldea El Rosario...................7
2.1. Purpose, Methodology and Structure of the Business Case Document.........................7
2.1.1 Purpose of the Business Case...............................................................................7
2.1.2 Methodology.........................................................................................................7
2.1.3 Structure...............................................................................................................8
2.2 Description of the Business Context.............................................................................8
2.2.1 Health Sector Analysis.........................................................................................8
2.3 Requester and Project Request...................................................................................10
2.4 Business Needs...........................................................................................................11
2.5 Strategic Context........................................................................................................12
2.6 Values.........................................................................................................................12
2.7 Strategic Objectives....................................................................................................12
2.7.1 Financial Objectives...........................................................................................13
2.7.2 Operational Objectives.......................................................................................13
2.7.3 People / Learning Objectives.............................................................................13
2.8 Identification and Analysis of Main Stakeholders......................................................14
2.9 Diagnosis of the AS-IS model....................................................................................15
2.10 Definition of TO-BE Model.......................................................................................15
2.11 Smart Objectives........................................................................................................16
2.12 High Level Requirements...........................................................................................17
2.13 Multicriteria Comparative Analysis of Options or Alternatives..................................18
2.14 Selection and Description of Optimal Solution...........................................................19
2.15 Master Schedule.........................................................................................................19
2.16 Master Gross Budget..................................................................................................21
2.17 Risk Identification and Assessment............................................................................22
2.18 Definition of Indicators, Measurement Systems, Targets and Control........................26
2.19 Conclusions................................................................................................................28
3. Scope Management Plan..........................................................................................29
3.1 Introduction, Scope and Purpose................................................................................29
3.2 Requirement Traceability Matrix................................................................................30
3.3 Product Scope Description.........................................................................................31
3.4 Work Breakdown Structure........................................................................................35
3.5 WBS Dictionary.........................................................................................................37
3.6 Monitoring and Controlling........................................................................................52
4 Schedule Management Plan.....................................................................................53
4.1 Introduction, Scope and Purpose of the Plan..............................................................53
4.2 Key dates and Milestones...........................................................................................53
4.3 Activity List................................................................................................................54
 4.4 Project Schedule.........................................................................................................58
4.5 Control Schedule........................................................................................................63
4.6 Critical Path................................................................................................................64
5 Cost Management Plan............................................................................................68
5.1 Introduction, Objectives and Scope............................................................................68
5.2 Plan Cost Management...............................................................................................69
5.3 Risks Costs Identification...........................................................................................70
5.4 Cost Estimations.........................................................................................................72
5.5 Cost Estimates............................................................................................................72
5.6 Estimate costs: Tools & Techniques...........................................................................73
5.7 Summary of the cost key requirements.......................................................................74
5.8 Project Budget............................................................................................................75
5.9 Control Cost...............................................................................................................83
5.10 Control Costs: Tools and Techniques.........................................................................84
6 Quality Management Plan........................................................................................85
6.1 Introduction, Scope and Purpose of the Quality Management Plan............................85
6.2 Quality Policies..........................................................................................................86
6.4 Quality Responsibilities..............................................................................................88
6.5 Manage Quality..........................................................................................................92
6.6 Quality Control Template...........................................................................................92
6.7 Data Analysis – Decision Making............................................................................94
6.8 Procedures.................................................................................................................95
6.9 Control Quality.........................................................................................................97
6.9.1 Inspection Requests..........................................................................................97
6.9.2 Minutes of Meeting...........................................................................................97
6.10 Safety Permits...........................................................................................................98
6.11 Survey........................................................................................................................99
7 Risk Management Plan........................................................................................101
7.1 Introduction, Scope and Purpose Risk Management Plan..................................101
7.2 Identification of Project Risks...............................................................................102
7.3 Qualitative Risk Analysis.......................................................................................103
7.4 Roles and Responsibilities......................................................................................103
7.5 Probability and Impact Analysis...........................................................................104
7.6 Response To Risks..................................................................................................105
7.7 Monitor Risks.........................................................................................................106
7.8 Risk Matrix.............................................................................................................107
8 Stakeholder Management Plan...........................................................................109
8.1 Introduction, Scope and Purpose of the Plan.......................................................109
8.2 Identify Stakeholders.............................................................................................109
8.3 Plan Stakeholder Engagement...............................................................................115
8.4 Monitor and Control..............................................................................................116
 8.5 Incident Register.....................................................................................................119
9 Communication Management Plan....................................................................120
9.1 Intro, objective and scope of the communications plan,......................................120
9.2 Stakeholder Identification and Communication Needs.......................................121
9.3 Communication Matrix..........................................................................................126
9.4 Complaint Flowchart.............................................................................................128
9.5 Communication Process.........................................................................................128
9.6 Monitoring and control..........................................................................................131
10 Procurement Management Plan.....................................................................132
10.1 Introduction, Scope and Purpose of the Plan.......................................................132
10.2 Types of Contract...................................................................................................133
10.3 Make / Buy Analysis...............................................................................................133
10.4 Criteria for Supplier Selection and Evaluation of Offers....................................134
10.4.1 Vendor Selection.............................................................................................134
10.5 Offer / Proposal Assessment Matrix......................................................................136
10.6 Monitoring and Control Audit..............................................................................137
10.6.1 Deliverable template.......................................................................................137
10.6.2 Closure.............................................................................................................138
11 Change Management Plan...............................................................................139
11.1 Intro, Scope and Objectives Change Management Plan......................................139
11.2 Change Management Plan.....................................................................................140
11.3 Change Control Committee organization.............................................................142
11.4 Change Request Flowchart....................................................................................143
11.5 Process of assessing change requests.....................................................................144
12. Conclusions.......................................................................................................145
13. References.........................................................................................................146
 Index of Tables

Table 1: High Level Requirements....................................................................................3

Table 2: Project Cost.........................................................................................................4
Table 3: Project Request..................................................................................................10
Table 4: Stakeholder Identification.................................................................................14
Table 5: Smart Objectives...............................................................................................16
Table 6: High Level Requirements..................................................................................17
Table 7: Multicriteria Comparative Analysis of Alternatives.........................................18
Table 8: Master Schedule................................................................................................19
Table 9: Master Gross Budget.........................................................................................21
Table 10: Risk Identification...........................................................................................23
Table 11: Risk Matrix......................................................................................................24
Table 12: Explanation of Risk Ranking..........................................................................25
Table 13: KPI´s Measures...............................................................................................26
Table 14: Requirement Traceability Matrix....................................................................30
Table 15: WBS Dictionary..............................................................................................37
Table 16: Milestones.......................................................................................................54
Table 17: Activity List.....................................................................................................54
Table 18: Risk Cost Identification...................................................................................71
Table 19: Cost Key Requirements...................................................................................74
Table 20: Budget Description..........................................................................................76
Table 21: Sponsors Contribution.....................................................................................77
Table 22: Direct and Indirect Manpower Budget............................................................78
Table 23: Running Costs.................................................................................................80
Table 24: Equipment Costs.............................................................................................81
Table 25: Activity Costs..................................................................................................81
Table 26: Roles and Responsibilities..............................................................................89
Table 28: Stakeholder Register.....................................................................................110
Table 29: Stakeholder Engagement...............................................................................117

Index of Figures

Figure 1: Master Schedule...............................................................................................20

Figure 2: Architectural Design Layout............................................................................32
Figure 3: Work-Breakdown Structire (WBS)..................................................................36
Figure 4: Project Schedule A...........................................................................................59
Figure 5: Project Schedule B...........................................................................................60
Figure 6: Project Schedule C...........................................................................................61
Figure 7: Project Schedule D...........................................................................................62
Figure 8: Critical Path A..................................................................................................65
Figure 9: Critical Path B..................................................................................................66
Figure 10: Critical Path C................................................................................................67
Figure 11: Indirect and Direct Staff.................................................................................79
Figure 12: Histogram Equipment vs Time......................................................................80
Figure 13: Organizational Chart......................................................................................91
Figure 14: Inspection Request.........................................................................................93
Figure 15: Ishikawa Diagram..........................................................................................95
Figure 16: Change Request Flowchart............................................................................96
Figure 17: Minute Meeting..............................................................................................97
Figure 18: Safety Permits................................................................................................99
Figure 19: Survey..........................................................................................................100
Figure 20: Stakeholder Engagement.............................................................................115
Figure 21: Incident Register..........................................................................................119
Figure 22: Complaint Flowchart...................................................................................128
Figure 23: Deliverables Template.................................................................................137
Figure 24: Closure Flowchart........................................................................................138
Figure 25: Change Request Template...........................................................................140
Figure 26: Change Request CCB Approval of Changes...............................................142
Figure 27: Change Request Flowchart..........................................................................143
 1. Project Charter: Construction Healthcare Center Aldea El Rosario

Project Title: Construction Healthcare Center Aldea El Rosario

Date: December 12th, 2018

 Project Sponsor:

The following were identified for the funding for the project,

 USAID - United States Agency for International Development

 JICA - Japan International Cooperation Agency

 Honduran Government

 Rotary International

 Project Client:

The project´s clients after completion are going to be the Municipality of Santa Rita de

Copán.

 Project Justification:

The objective of the project is to provide health care services to the remote community

of Aldea El Rosario – Honduras. The citizens have experienced health care shortage due

to the absence of public facilities in the rural areas, as it takes up to two hours to reach

the closest clinic/hospital by walking distance, since none of the people in El Rosario

has access to transport.

In the Honduran National Health Plan 2021 (2005) states:

The National Institute of Statistics (INE) of Honduras in a projection estimated

that in 2015 the population would be 7,028,389 inhabitants. Of this population,

it is estimated that the network of services of the Ministry of health covers 60%,

The Social Security Institute covers 18%, a 5% the private sector, and the

remaining 17% or 1,194,826 habitants, has no access to any health service.(p.30)

1
Project Description

The healthcare in Honduras is very deficient as there is no medical healthcare accessible

to all areas of the country. Due to this problem, the decision to build a health center

will help the citizens to have a closer medical assistance whenever they need it. It will

be located in rural community in El Rosario, Santa Rita de Copan that can be accessed

by children, women, men and senior citizens, some of the characteristics that the health

center will include are:

a) Offer an outpatient medical care in which will include:

 Diagnosis

 Observation

 Consultation

 Treatment

 Intervention

- It will include services of:

 General Medicine

 Obstetric

 Respiratory

 Emergency

 High Level Requirements:

The high level requirements that will be needed for the project are specified on Table 1.
Table 1: High Level Requirements

Activity Requirements
Construction Permits - Land use license
- INSEP permit
- Environmental standard according to ISO
- ACI Code

Working execution - Comply with Health and Safety regulations

- Safety officer
- Employees’ insurance

Source: The authors

 High Level Risks:

- Safety hazards that lead to worker accidents and injuries

- Unknown site conditions

- Labor shortages, as it might be difficult to find good workers in that rural

area

- Damage or theft of equipment and tools – Since 2010, Honduras has had one

of the highest murder rates in the world.

- Natural disasters and weather unpredicted changes

  Project Scope:
The deliverables that are going to be presented along the entire project will be:
 Engineering report
 Proposal
 Design drawings
 Design documents
 Completed product (building)
 Technical interpretation
 Site investigation report
 Design review
 New equipment or tools
 Service report
 Strategic report
 Progress report
 Medical Clinic
 Landscape

 Project Cost:

After analyzing all the activities, the proposed budget for the project is shown in table 2.

Table 2: Project Cost

Activity Cost

Ownership of land $ 25,000

Conceptual Design $ 17,000

Construction Preparation $ 10,000

Bldg. Substructure $ 50,000

Concrete Structures $ 30,000

Parking & Landscape $ 50,000

Equipment Process & Systems $ 356,000

Start up $ 10,000

Safety / Environmental $ 20,000

Indirect Staff $ 154,500

Direct Cost $ 143,800

Food $ 13,000

Transportation $ 10,800

Miscellaneous $ 5,000

Travel Expenses $ 15,000

Contingency 10 % $ 93,806

Total Cost $ 1,031,866

Source: The authors

 Project Schedule:

Total duration of the project will be of 1 year, and starting from January 1st, 2019.

Table 3: Project Schedule

Activity Description Start Date End Date

Design January 1, 2019 January 31, 2019

Mobilization February 1, 2019 February 21, 2019
Execution February 22, 2019 March 14, 2019
UG Utilities March 15, 2019 April 9, 2019
Raft Foundation April 10, 2019 May 10, 2019
Backfill & Compaction May 11, 2019 May 26, 2019
Slab On Grade May 27, 2019 June 16, 2019
Column June 17, 2019 July 1, 2019
Beams July 2, 2019 July 16, 2019
Roof Slab July 17, 2019 July 31, 2019
Brick wall August 1, 2019 August 21, 2019
Plastering August 22, 2019 September 6, 2019
 Painting September 7, 2019 September 27, 2019

Plumbing July 6, 2019 August 5, 2019

Electricity July 26, 2019 August 25, 2019
Tiling October 1, 2019 October 26, 2019
HVAC August 1, 2019 August 26, 2019
False Ceiling August 27, 2019 September 26, 2019

Lighting September 27, 2020 October 7, 2020

Roof Works & Solar November 1, 2019 November 16, 2019

Panel
Equipment Installation November 17, 2019 November 27, 2019
Testing, November 28, 2020 December 18, 2020
Commissioning &
Delivery
Source: The authors

Main stakeholders of the project:

- Medical employees

- People living in Aldea El Rosario

- Health Ministry

- Construction Firm

- Project Sponsors (Government, JICA, USAID and Rotary International)

Approval:

Sponsor Project Manager

 2. Business Case: Construction of a Healthcare Center- Aldea El Rosario

2.1. Purpose, Methodology and Structure of the Business Case Document

2.1.1 Purpose of the Business Case

The purpose of this project is to help the locals in Aldea El Rosario in their struggle to

have an accessible medical facility. Currently, there are no available healthcare services

and families have to travel to another town for assistance. The situation was reported

then Health Ministry but due to several problems they could not provide a solution. Our

project is to build a clinic to provide fast and high quality health assistance to all the

residents of the village.

2.1.2 Methodology

The methodology in this project is going to take a Waterfall Methodology, being that

all the planning must be done at the initial part of the project due to the construction, it

follows a sequential guideline to plan, construct, test, and implement and there is no

room for big changes.

It is divided into the phases:

1. Gather Requirements needs and provide a solution

2. The design specifications are created and evaluated on how the final result is

going to look like

3. After the design is approved and, the implementation or construction starts

4. Testing - Once the construction has been finished, the final tests for delivery.

5. Delivery - The product is when the deliverables are made and submitted by the

team
 2.1.3 Structure

The structure of this business case will consist in several stages consisting:

a) Definition of the case: First we describe the current situation in the health sector

in Honduras, to analyze the business needs and the project ticket request.

b) Definition of the strategic plan in how the project will operate which will help us

to meet the business needs

c) Identification o and description of stakeholders

d) Definition of the triple constraint, the project cost, schedule and scope are

defined

e) Analysis of alternatives solutions

f) Risks analysis

2.2 Description of the Business Context

2.2.1 Health Sector Analysis

To understand the purpose of the needs of building a healthcare center in Aldea El

Rosario, we are going describe the health system in Honduras and how does that impact

all the citizens around the country.

As described by (Herrera-Ramos, 2016),

The health sector consists of two subsectors. A public sub sector composed by

the Ministry of health (signal) corresponds to which the controller, guiding role

and provision of health services to the entire Honduran population and the

Honduran Institute of Social Security (IHSS) charge collect, manage fiscal

resources and compulsory contributions from workers and employers.

 In the Honduran National Health Plan 2021 (2005) states:

The National Institute of Statistics (INE) of Honduras in a projection estimated

that in 2015 the population would be 7,028,389 inhabitants. Of this population,

it is estimated that the network of services of the Ministry of health covers 60%,

The Social Security Institute covers 18%, a 5% the private sector, and the

remaining 17% or 1,194,826 habitants, has no access to any health service.

(p.30)

In rural areas, especially in areas with a high percentage of indigenous population,

there are challenges in the provision of basic health services to residents. Additionally,

it is necessary to improve the percentage of delivery of health services, some of the

most common health problems in the rural areas that are found are “infectious diseases,

diarrhea, adolescent pregnancy, chronic and respiratory diseases are also health

problems in rural areas” (JICA, 2014).

The health system in Honduras is going difficulties on its capacity to provide all citizen

with medication, resources and access to health this problems evidence in different

aspects according to ( Centro National de Information de Ciencias Médicas. Biblioteca

Médica, 2017),

- The fragmentation of the health system, without control over the coverage

and without dimensioning how much of the fundamental efforts are being made

to incorporate the poorest to the Health services,

- The administration of human resources with rigidities that make it difficult to

streamline management to increase their productivity, without defining the different

types and amounts of resources needed to promote the service model, without the ability
 to change the methods of recruitment, hiring and remuneration in force and to interlink

the recognition of individual performance with the institutional one and finally

condition the entry into the system to competitions;

- The unequal health financing, since an important part of the expenditure is

contributed by the households and of them, the poorest suffer greater financial risk since

the direct payment to obtain health services comes from their pockets.

2.3 Requester and Project Request

The project request descriptions are shown in table 3.

Table 3: Project Request

Name and Title of Requester Non- Profit Organization -

TMJ International Organization
Description of Request Provide Medical services

Description of Problem In Honduras, there is a deficiency of providing

healthcare in rural areas, which results in a high

percentage of illness in the population. There is

no immediate access to medicines.

Ideas for Solution Construction of Healthcare Center

Medical Brigades

Provide transportation weekly to nearest clinic

Reason of the Request No medical accessibility in Aldea El Rosario

Date Requested 12th December 2018

Source: The authors

 2.4 Business Needs

Being Honduras a third world country, it is difficult to the health system to provide

all citizens with medication, resources and access to health, especially in the rural

areas. (Lino Carmenate-Milián, 2016) Explains the coverage on medical attention in

Honduras:

In 2015, there were 10,995 registered doctors. In terms of health personnel, it is

estimated that there are 10.1 doctors per 10,000. Data by departments showed

that Francisco Morazán had 23.8 doctors per 10,000 inhabitants while Lempira

and Santa Barbara each had 2 doctors per 10,000 inhabitants. None of the 18

departments meet the minimum indicator of 25 physicians per 10,000 inhabitants

as indicated by the regional human resources target and in contracting with the

average of the region of the Americas there is an unequal gap (20.8 physicians

Per 10,000).

Aldea El Rosario is located on Santa Rita in the department of Copan with an area of

314 km² and with a population of 31,829 and the families do not have an immediate

access to a healthcare facility: It takes them up to three hours to the next town to have

medical assistance. Moreover, the quality of the medical service is not always

appropriate especially during emergencies that require immediate assistance. Finally,

the closest hospital to Aldea el Rosario does not have adequate equipment for the best

medical assistance or medicines.

 2.5 Strategic Context

2.5.1 Mission

To provide to the locals living in Aldea El Rosario access of medical services, resources

and doctors with the construction of a Medical Healthcare Center sponsored by NGO

“TMJ International Organization” and providing the basic medical needs.

2.5.2 Vision

To improve the health condition and reduce the percentage of diseases of all the families

living in nearby villages that does not have access to medical assistance.

2.6 Values

For a successful project, the cores values in which are going to rely are:

1. Integrity: Always present a finished project to what the client is offered

2. Honesty - To have the confidence with all the stakeholders means to be

truthful with them

3. Efficiency: Having the proper metrics in each aspect of the project will help us

determine how effectively and efficiently our team is performing in base of the

schedule and budget.

4. Communication: By having the proper communication with the clients, team

members and stakeholders, it results in a more effective project and can manage

the client expectations.

2.7 Strategic Objectives

The construction of the healthcare center id a Strategic Project due that has long

term goals and once the project closes it is not repeated.

2.7.1 Financial Objectives

In terms of financial objectives during the project, the objectives are:

 Financial Efficiency: Implementing strict financial control to terminate the

project on budget.

 Ensure financial sustainability: The project will be operating in an uncertain

economic environment, inflation risks will be taken in account to make sure that

our sponsors will provide financial stability.

2.7.2 Operational Objectives

In terms of operational Objectives during the project, the operational objectives are

- Continuous Improvement of Project Management: Implementing the Project

Management Book of Knowledge (PMBOK) guidelines to meet standard of

excellence and improving to reach operational effectiveness

 Communication Management: Improve internal communication processes

implementing cultural training with agile methodologies.

 Reduce waste by 10% over the project life: Reducing environmental impact

during operations by using recyclable materials will be one of the objectives.

Also, we could reduce energy waste by monitoring and controlling electricity

usage.

 Eco Friendly solutions: Implementing the solar panel system to reduce

operational costs.

2.7.3 People / Learning Objectives

 Improve and maintain workplace safety: Comply with health and safety

regulations to maintain a zero accident vision.

  Ensure compliance with local authorities: Act according to local regulations

and law.

 Build high-performing teams: Build a team of professional people who can

work together productively. Cultural and language factors will be taken into

considerations.

 Include participation of community: At least 51% of the population will have

an active participation in the project.

2.8 Identification and Analysis of Main Stakeholders

The stakeholders that are going to be involved through the whole project are:

Table 4: Stakeholder Identification

Main Stakeholders Role Needs

USAID Project Sponsors Completing the project on time

JICA and budget
Government
Rotary International
Health Ministry

Municipality Project Client Efficient management of the

clinic

Construction firm To construct the facility Adequate working conditions and

salaries
International NGO To plan, execute and close Funds - licenses - Professional
the project staff
Suppliers Deliver project on time Payments
and budget
Subcontractors Deliver the project on time Payments
and budget
Source: The authors
 2.9 Diagnosis of the AS-IS model

The citizens have experienced health care shortage due to the absence of public

facilities in the rural areas, as it takes up to three hours to reach the closest

clinic/hospital. Thus, people in serious conditions are at more risk as there is no

immediate assistance. Moreover, the quality of the closest hospital is not as high as in

other parts of Central America. The medical clinic, in which the families have access,

can only provide medical attention to 1 or 2 persons at the same time, which makes

longer waiting times for the rest of the day.

2.10 Definition of TO-BE Model

The clinic will improve the life of local people in Aldea el Rosario and neighbor

communities. It will provide immediate medical support to patients and will be able to

treat the whole community (estimated to be 4,200 considering the growth factor of 25

years).

The clinic will offer good medical assistance due to the investment being made and it

will consist with 7 exam rooms, 1 minor procedure room and X-ray facilities, in which

will make the waiting period shorter and faster. It will also have a pharmacy which

will have a supplied storage so that there always will have a good medicine inventory

at the moment that is needed.

The clinic will offer the basic medical services such as: of general medicine, X-Ray

services, obstetric and respiratory emergency for everyone in Aldea El Rosario or

nearby communities that will need medical assistance

 2.11 Smart Objectives

The Smart Objectives identified for the project are shown in table 5

Table 5: Smart Objectives

Specific Objective Measures Time to reach it

Build a medical clinic in Aldea el Documenting and gathering 1 year and 3

Rosario data during all the phases of months

the project approximately

Provide medical assistance to local Medical records of each patient Ongoing process

people (estimated to be 4,200 in 25

years)

Increase the quality of health Patients’ feedback after Ongoing process

services in Aldea el Rosario treatments / government

reports and inspections

Manage government public funds Reporting the financial Ongoing process

effectively statements directly to the

health ministry

Source: The authors

 2.12 High Level Requirements

The high level requirements are presented in order to meet the project, business and

product´s need, these are shown in table 6.

Table 6: High Level Requirements

Project Requirements Business Requirements Products Requirements

Land for construction Operation License Health Standards

Construction License Medical License Medical Equipment

Suppliers Agreement Medical and disposable

Materials

Professional and

experienced Doctors and

Nurses

Table 3: High – Level Requirements

 2.13 Multicriteria Comparative Analysis of Options or Alternatives
In this section consists on the evaluation of 4 different options or alternatives to resolve the business need for the lack of medical attention in
Aldea El Rosario, the options and alternatives are describe each one on table 7.

Table 7: Multicriteria Comparative Analysis of Alternatives

Option Financial Factors Environmental Factors Social Factors
Pros Cons Pros Cons Pros Cons
Construction Cost of the The cost of Does not Need of - It will provide medical care - Citizens will get
Healthcare project is construction depend on construction and to approximately 4,200 people molested during the time
Center higher and weather for environmental anytime they need of construction
equipment is the center permits - It will be accessible to
$1,159,253 to Provide other villages around El
once the services Rosario
project is - Offer services of general
done medicine, obstetric, respiratory
emergency and pharmacy at
any time needed
Organizing The cost is Costs on - Don´t In case of storms or - Provide medical care to - Waiting for 2 months
Medical lower per transport, need a natural disasters, the Aldea El Rosario for medical brigades to
Brigades into year housing and specific medical brigades will - It can be medical and reach the village
the Village food of space to have to be cancelled dentistry brigade - Only makes general
every 2 months volunteer Provide or postponed medical examinations
doctors. medical - Will only provide
$4000 per services assistance to El Rosario
year
Hiring Lower Costs on bus In case of storms or - Provide medical care only to - People have to wait
Transports costs transportation natural disasters, the the people in need for weekly for the
weekly from per year. transports will not be assistance transportation to the
the Village to $5200 able to drive through nearest clinic
the nearest the villages
health clinic
18
Source: The authors

18
 2.14 Selection and Description of Optimal Solution

After analyzing the alternatives for solutions of the business needs, the Construction of

the healthcare center will have more impact on El Rosario and the nearby villages on

the health situation. Even though is going to have a higher cost at first than the other

options, it will not depend on environmental or transport problems. In the social factors,

with the Health center, the people will receive a more complete medical examination to

approximately 4,200 citizens and comparing with the medical brigades and offering

only the transportation to the nearest clinic, it will only impact around 400 people

2.15 Master Schedule

The total duration of the project will be of 1 year, and starting from January 1st,

2019. The detailed activities of the projects are shown in table 8

Table 8: Master Schedule

Activity Description Start Date End Date

Design January 1, 2019 January 31, 2019

Mobilization February 1, 2019 February 21, 2019

Execution February 22, 2019 March 14, 2019

UG Utilities March 15, 2019 April 9, 2019

Raft Foundation April 10, 2019 May 10, 2019

Backfill & Compaction May 11, 2019 May 26, 2019

Slab On Grade May 27, 2019 June 16, 2019

Column June 17, 2019 July 1, 2019

Beams July 2, 2019 July 16, 2019

Roof Slab July 17, 2019 July 31, 2019

Brick wall August 1, 2019 August 21, 2019

Plastering August 22, 2019 September 6, 2019

19
 Painting September 7, 2019 September 27,
2019
Plumbing July 6, 2019 August 5, 2019

Electricity July 26, 2019 August 25, 2019

Tiling October 1, 2019 October 26, 2019

HVAC August 1, 2019 August 26, 2019

False Ceiling August 27, 2019 September 26,

2019
Lighting September 27, October 7, 2020
2020
Roof Works & Solar Panel November 1, 2019 November 16,
2019
Equipment Installation November 17, November 27,
2019 2019
Testing, Commissioning & November 28, December 18, 2020
Delivery 2020
Source: The authors

Figure 1 shows a visual representation of the time-line of the project. It will be further

elaborated in the schedule management plan through the use of MS project.

Figure 1: Master Schedule

Source: The authors

 2.16 Master Gross Budget

The estimated budget for the construction of the healthcare center will be $1,135,053,

which includes all the activities involved.

Table 9: Master Gross Budget

Description Cost

Ownership of land $ 25,000

Conceptual Design $ 17,000

Construction Preparation $ 10,000

Bldg. Substructure $ 50,000

Concrete Structures $ 30,000

Parking & Landscape $ 50,000

Equipment Process & Systems $ 356,000

Start up $ 10,000

Safety / Environmental $ 20,000

Indirect Staff $ 154,500

Direct Cost $ 143,800

Food $ 13,000

Transportation $ 10,800

Miscellaneous $ 5,000

Travel Expenses $ 15,000

Contingency 10 % $ 93,806

Total Cost $ 1,031,866

Source: The authors

 2.17 Risk Identification and Assessment

There were several risks identified during each phase of the project. According to

Table 10, natural disaster and health and safety issues might represent a high risk.

The risk score was found by combining the impact and the probability on the risk matrix

Below is shown the actions to mitigate these risks. The risks are detailed on the table

11, with the description for each risk on table 12.

Table 10: Risk Identification

Probability
Activities Associated Risk(s) Severity Risk Score Method(s) to Manage the Risk

Construction of the
Health and safety issues – not Strict supervision on site – make sure
clinic Critical Medium High
complying with regulations workers have insurance

Natural Disaster Damage of the equipment –

Catastrophic Low High Checking weather forecasts regularly
Delay in the schedule

Working with local

Cultural misunderstands
people Marginal Medium Medium One week cultural training

Working in a rural All medium – senior positions will be

Labor shortages – low skills workers Critical Low Medium
isolated area filled with high-profile employees.

Working in a very Damage or theft of equipment and

Marginal Low Medium Inventory control
poor area tools

Working in an Pre – investigation of the bearing

Problems during the excavation phase Critical Low Medium
unknown site capacity conditions with an expert.

Establish a contingency budget to

Economic Instability Inflation Rates Critical Medium Medium
mitigate the risk.
Source: The authors

23
Table 11: Risk Matrix

Severity
NEGLIGIBLE MARGINAL CRITICAL CATASTROPHIC
Small/unimportant Minimal importance; Serious/important; Maximum importance;
Not likely to have a Has an effect on the Will affect the operation of the Could result in disaster/death;
major effect on the operation of event but event in a negative way. WILL affect the operation of
operation of the event. will not affect the event the event in a negative way.
outcome.

LOW LOW (1) MEDIUM (4) MEDIUM (6) HIGH (10)

This risk has rarely been a
problem and never occurred
at a college event of this
nature

MEDIUM LOW (2) MEDIUM (5) HIGH (8) EXTREME (11)

This risk will MOST
LIKELY occur at this event

HIGH MEDIUM (3) HIGH (7) HIGH (9) EXTREME (12)

This risk WILL occur at
this event
Source: The authors
Table 12: Explanation of Risk Ranking

If the consequences to this event/activity

are LOW / MEDIUM, your group should
be OK to proceed with this event/activity.
LOW MEDIUM
It is advised that if the activity is
MEDIUM, risk mitigation efforts should
be made.
If the consequences to this event/activity
HIGH are HIGH, it is advised that you seek
additional event planning support.
If the consequences to this event/activity
are EXTREME, it is advised that you do
EXTREME
not hold this event without prior
consultation with Risk Management
Source: The authors

25
 2.18 Definition of Indicators, Measurement Systems, Targets and Control

To understand the efficiency and productivity of the project, the following variables are taken

into account. Then to control and monitor these variables, the KPIs that will be implemented are

shown in table 13.

Table 13: KPI´s Measures

Variable to measure KPIs

Productivity of employees  Number of hours to complete a task vs. Hourly salary per

employee

 Overtime hours spent to complete a task

Costs  Actual Cost vs. Budgeted

 Cost control methodologies used by a cost engineer

 CV, CPI

 Verification Funds – Demonstrate how the funds are

being managed

Time  Schedule plan vs. actual time plan to complete tasks –

Refer to the master schedule

 Fix some milestones to understand whether there is a delay

 SPI, SV
Quality  Number of accidents on site

 Number of complaints from workers

 Number of complaints from local people

 Number of change orders (percentage of

approved/unapproved orders)

 Fatalities

 QA&QC

Risk  Refer to the risk matrix

Project Success  Number of patients treated

 How long patients wait to get medical treatment

 How long does it take them to get to the clinic

 Number of patients cured

 Government saving in health expenditure

Source; The authors

2.19 Conclusions

 The health system in Honduras is struggling to provide healthcare in all the country due

to poor management of resources and unequal financing on the health sector by the

Government. This results in insufficient medical care in the rural areas where the locals

do not have access for medical attention and medicines, which oblige them to walk a 3-

hour distance to nearest clinic.

 After analyzing the solutions through multi-criteria and the relative risks of the project,

the optimal solution is to build a healthcare center In Aldea el Rosario. This will

positively impact the lives of approximately 4,200 people, both in El Rosario and the

neighbor villages such as: Santo Domingo, La Union Otuta and Agua Caliente.

 The project will have duration of 1 year starting from the approval to the delivery of the

healthcare center with a budget cost of $ 1,031,866. It will be sponsored by USAID,

JICA, Government and Rotary International. It will offer primary medical services such

as: general medicine, X-Ray services, obstetric, respiratory emergency and pharmacy that

can be accessed at any time needed

 3. Scope Management Plan

3.1 Introduction, Scope and Purpose

The Scope Management Plan presented on this document shows how the project and

Product scope will be defined, validated, and controlled. For the Scope Management to be

completed was needed to:

1. Define High Level Requirements: This was used in order to complete the

Requirement Traceability Matrix with the project, business and product objectives

during the whole project

2. Define Scope Statement: To have a detailed project it is needed to define the

framework in which the project work will be performed and includes all the

deliverables, assumptions and constraints of the project

3. Create WBS: The Work- Breakdown Structure was created which helps to a

better monitoring and controlling the project with its detailed work packages for

cost and scheduling every activity.

4. Creating WBS Dictionary: This will help us to have detailed information of

each deliverable and activity for each component for the WBS.
 3.2 Requirement Traceability Matrix

The implementation of a requirements traceability matrix helps ensure that each requirement adds business value by linking it to the

business and project objectives. (Project Management Institute, 2017). The requirements Matrix are described in table 14.

Table 14: Requirement Traceability Matrix

Requirement Information Relationship Traceability

ID Requirement Priority Type Stakeholder Business Objective Acceptance Criteria

1. Operation License High Business Health Obtain a operation license to operate Permit Approval
Ministry, NGO
2. Land for construction High Project NGO, Sign Agreement with government with land Signed approval
Municipality territory
3 Construction License High Project NGO, Obtain construction permit to start Construction permit
Municipality construction
4 Medical License High Business NGO Obtain a medical license for the clinic Medical Permit

5 Construction Team Medium Project NGO Hire a contractor company Signed agreement

6. Health Standards High Product NGO Operate with all health requirements Health Ministry
inside the clinic approval
7. Equipment Medium Product NGO Operate will all the necessary equipment
8. Medical Materials Medium Business NGO Have all graduated and experienced personal Signed Agreement

9 Suppliers Medium Business NGO Identify medical and disposable materials Signed Agreement
10 Professional Medics Medium Business NGO Have all graduated and experienced personal Signed Agreement
and nurses
Source: The authors

30
 3.3 Product Scope Description

The clinic will offer medical services to the citizens of Aldea el Rosario and neighbor villages. These

people have difficulties in getting medical treatment, as the closest medical center is located 3 hours

away. The clinic will offer diagnosis, medical consultation and treatments of disease, illness, injury and

other physical and mental impairments of patients.

The main services that we offer vary from primary care, obstetric services and emergency treatment

with immediate intervention on spot. It will consist of:

 Total area Clinic : 432 m2

 (2) Doctor Office

 (1) X-ray facilitates

 (7) Exam rooms

 (1) Pharmacy

 (2) Drug Supply rooms

 (1) Staff Break room / Kitchen

 (1) Waiting Area

 (1) Business Office

 (1) Laboratory

 (1) Minor Procedures Rooms

 (4) Bathrooms

Design Layout :

The figure 2 below represents the architectural design layout for the health care that will be executed

accordingly, based on this design we were able to quantity survey and derive the resources,

durations and estimated cost for the project further in the document.

31
Figure 2: Architectural Design Layout

Source: The Authors

Project Deliverables

The main project deliverables can be categorized in:

Project Management Documents:

 Project Charter

 Business Case

 Scope Management Plan

 Schedule Management Plan

 Cost Management Plan

 Quality Management Plan

 Resource Management Plan

 Communication Management Plan

 Risk Management Plan

 Procurement Management Plan

 Stakeholder Engagement Plan

Design Tender

 Final Design Reviewed

 Final Civil Design

 Final Architectural Design

 Final MEP Design

Human Resources

 HRMS

 ISO QMS

Construction

 Mobilization

 Site Preparation

 Soil Reports

 Offices and Utilities

 Excavation

 Demobilize

 Project Controls

 Deliverables Check

 Reports & Documents

 Approvals
 Safety

 Safety Plan

 Safety Documents

 Inspection & Approval

 Startup & Commissioning

Project Exclusions

Initially, the clinic only provide the basic medical care for the citizens, which will exclude secondary,

tertiary or quarterly medical care. However, negotiations are open for another project to expand the

clinic and include services such as surgery, psychiatrists and dietitians

Project Constraints

1. The location might represent a challenge for the mobilization.

2. Weather conditions might be adverse.

3. Time: 1 year limit

4. Cost: Max 1.200.000 dollars

Project Assumptions

1. Sponsors will deliver the funds 2 months before the beginning of the project. This will allow us

to start ordering materials and equipment as well as closing the contract with the construction

company.

2. We have the full support of the government and the municipality.

3. We meet the requirements to start a construction projects according to national regulations.

4. Approximately 4200 people per year will benefit from the project.

5. Availability of 20% of management reserve to deal with unforeseen risks.

6. Availability of 5% for contingency risks.

 3.4 Work Breakdown Structure

The WBS is defined by the (Project Management Institute, 2017) as it follows:

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. The WBS

organizes and defines the total scope of the project and represents the work specified in the

current approved project scope statement.

The Work- Breakdown Structure (WBS) is shown in figure 3, which shows a limited version, to view

the entire structure; it has been created on www.wbstool.com. In order to consult it, enter the following

credential:

Email: [email protected]

Password: 123456789
Figure 3: Work-Breakdown Structire (WBS)

Source: The authors (created in ww.wbstool.com)

36
 3.5 WBS Dictionary

To understand the Work – Breakdown Structure of the project, the WBS dictionary has

been made as well, in which it “describes each component of the WBS with milestones,

deliverables, activities, scope, and sometimes dates, resources, costs, quality” (Casagrande,

2018). The WBS Dictionary can be shown in table 15

Table 15: WBS Dictionary

1 Clinic Project Description: Title - El Rosario Health Care

Duration: 360
Acceptance Criteria:
Resources: Broken down in below deliverables
1.1 Project Management Office Description: Managing project life cycle
Duration: 360
Acceptance Criteria: Performance Requirements
Resources: PMO, stakeholders
1.1.1 Initiation Description: First Process
Duration: 30 days
Acceptance Criteria: Below Deliverables
Resources: PMO, Stakeholders
1.1.1.1 Project Charter Description: The project charter is defined as a
document issued by the project sponsor that formally
authorizes the existence of a project and provides the
project manager with the authority to apply
organizational resources to project activities.
Duration: 14 days
Acceptance Criteria: Client - sponsor
Resources: Stalk holders; Project Manager
1.1.1.2 Business Case Description: Documented economic feasibility study
used to establish the validity of the benefits of a selected
component lacking sufficient definition and that is used
as a basis for the authorization of further project
management activities.
Duration: 14
Acceptance Criteria: KPIS
Resources: Business Analyst
1.1.1.3 Benefit Management Plan Description: Provide some type of benefit as a result of
delivering the products of the project.

37
 Duration: 7
Acceptance Criteria: Metrics
Resources: Business Analyst; Project Manager
1.1.2 Scope Management Plan Description: Establishes how the scope will be defined,
developed, monitored, controlled, and validated.
Duration: 5
Acceptance Criteria: Deliverables
Resources: Project Manager; Contracts Manager
1.1.3 Schedule Management Plan Description: Establishes the criteria and the activities
for developing, monitoring, and controlling the
schedule.
Duration: 5
Acceptance Criteria: SPI
Resources: Project Manager; Planning Engineer
1.1.4 Cost Management Plan Description: Establishes how the costs will be planned,
structured, and controlled.
Duration: 5
Acceptance Criteria: CPI
Resources: Project Manager; Cost Engineer; Planning
Engineer
1.1.5 Quality Management Plan Description: Establishes how an organization´s quality
policies, methodologies, and standards will be
implemented in the project.
Duration: 5
Acceptance Criteria: QUALITY METRICS &
MEASURE
Resources: Project Manager; Quality Engineer
1.1.6 Resource Management Plan Description: Provides guidance on how project
resources should be categorized, allocated, managed,
and released.
Duration: 5
Acceptance Criteria: Fulfills Requirements and
Specifications
Resources: Project Manager; Procurement Engineer;
Cost Engineer; Planning Engineer
1.1.7 Communication Management Description: Establishes how, when, and by whom
Plan information about the project will be administered and
disseminated.
Duration: 5
Acceptance Criteria: Network Channels
Resources: Project Manager
1.1.8 Risk Management Plan Description: Establishes how the risk management
activities will be structured and performed.
Duration: 5
 Acceptance Criteria: Significance of risk
Resources: Project Manager; Planning Engineer; Cost
Engineer
1.1.9 Procurement Management Plan Description: Establishes how the project team will
acquire goods and services from outside of the
performing organization.
Duration: 5
Acceptance Criteria: Fulfills Requirements and
Specifications
Resources: Project Manager; Procurement Engineer;
Cost Engineer; Planning Engineer
1.1.10 Stakeholder Engagement Plan Description: Establishes how stakeholders will be
engaged in project decisions and execution, according
to their needs, interests, and impact.
Duration: 5
Acceptance Criteria:
Resources: Project Manager; Stalk holders

1.1.11 Close Out Description: Those processes performed to formally

complete or close the project, phase, or contract.
Duration: 5
Resources: Project Manager, Administrator
1.1.11.1 Final Report Description: Stating all documents for initiation.
Duration: 3
Acceptance Criteria:
Resources: Project Manager
1.1.11.2 Project Document Update Description: • Assumption log • Requirements
documentation • Requirements traceability matrix •
Stakeholder register
Duration: 10
Resources: Administrator
1.1.11.3 OPA Update Description: Project or phase closure guidelines or
requirements, and Configuration management
knowledge base containing the versions and baselines of
all official organizational standards, policies,
procedures, and any project documents.
Duration: 3
Resources: Administrator
1.2 Design Tender Description: Project Design Drawings & Bill of
Quantity
Duration: 21
Acceptance Criteria:
Resources: Structural Engineer; Architectural
Engineer; Electrical Engineer; Estimator; Mechanical
Engineer
1.2.1 Soil Investigation Description: Bearing Capacity Report
Duration: 2
Acceptance Criteria: Bearing Capacity Allowable
Resources: Third Party

1.2.2 Conceptual Design Description: First Revision of Design

Duration: 7
Acceptance Criteria: ACI Code, Building Laws
Resources: Structural Engineer, Architect, Electrical
Engineer, Mechanical Engineer
1.2.2.1 Architectural Design Description: Architectural Design Rev.00
Duration: 7
Acceptance Criteria: Building Laws
Resources: Architect
1.2.2.2 Civil Design Description: Structural Design Rev.00
Duration: 7
Acceptance Criteria: ACI Code
Resources: Structural Engineer
1.2.2.3 MEP Design Description: Electrical, Mechanical, HVAC Designs
Rev.00
Duration: 7
Acceptance Criteria: ACI Code
Resources: Mechanical Engineer; Electrical Engineer;
Architect
1.2.3 Preliminary Design Description: Rev.01 of Designs
Duration: 7
Acceptance Criteria: ACI Code, Building Codes
Resources: Structural Engineer, Architect, Electrical
Engineer, Mechanical Engineer
1.2.3.1 Architectural Preliminary Description: Architect
Design Duration: 3
Acceptance Criteria: Building Laws
Resources: Architect
1.2.3.2 Civil Preliminary Design Description: Rev.01 of Structural Design
Duration: 3
Acceptance Criteria: ACI Code
Resources: Structural Engineer
1.2.3.3 MEP Preliminary Design Description: Rev.01 of MEP Design
Duration: 3
Acceptance Criteria:
Resources: Mechanical Engineer; Electrical Engineer;
Architect
1.2.4 Final Design Reviewed Description: Final Designs
Duration: 4
 Acceptance Criteria: ACI Code, Building Laws
Resources: Structural Engineer, Architect, Electrical
Engineer, Mechanical Engineer
1.2.4.1 Final Architectural Design Description: Final Architectural Design
Duration: 4
Acceptance Criteria: Building Laws
Resources: Architectural Engineer
1.2.4.2 Final Civil Design Description: Final Structural Design
Duration: 4
Acceptance Criteria: ACI Code
Resources: Structural Engineer
1.2.4.3 Final MEP Design Description: Final MEP Design
Duration: 4
Acceptance Criteria:
Resources: Electrical Engineer; Mechanical Engineer;
Architectural Engineer
1.2.5 B.O.Q Description: Bill of Quantity
Duration: 5
Acceptance Criteria: Price Comparison
Resources: Procurement Engineer; Cost Engineer
1.3 Human Resources Description: Recruiting Different Crews
Duration: 10
Acceptance Criteria: HRMS, ISO QMS
Resources: Human Resource Officer, Project Manager
1.3.1 HRMS Description: A Human Resources Management System
(HRMS) is a type of information system (IS) that is
designed to manage an organization's computerized
and automated human resource (HR) processes. It is a
combination of hardware and software resources that
hosts and provides most, if not all, of a HR
department's business logic.
Duration: 10
Acceptance Criteria:
Resources: Human Resource Officer, Project Manager
1.3.2 ISO QMS Description: Quality Management System
Duration: 10
Acceptance Criteria: general
Quality Management System requirements
Resources: Human Resources, Administrator, Project
Manager
1.4 Construction Description: All phases including construction
Duration:
Acceptance Criteria: Consultant, Specifications,
Resources: Construction Team, Project Manager
1.4.1 Mobilization Description: Includes Site preparation, Soil
investigation and Office implementation.
Duration: 10
Acceptance Criteria: Required specifications and
Requirements
Resources: Third Party
1.4.1.1 Site Preparation Description: Fencing and warehouse execution
Duration: 6
Acceptance Criteria: Temporary Landscape Plan
Resources: Labor; Foreman
1.4.1.1.1 Ground Compaction Description: Preparation of Ground for Foundation
setup
Duration: 3
Acceptance Criteria: Proctor compaction test
Resources: Site Engineer, Foreman, Labor
1.4.1.1.2 Fencing Description: Temporary Fencing around the Project
Duration: 6
Acceptance Criteria: Layout Design and Plans
Resources: Site Engineer, Foreman, Labor
1.4.1.1.3 Warehouse Description: Storing Project's Material, Equipment and
Tools
Duration: 15
Acceptance Criteria: Temporary Design, Design Plans
Resources: Third Party, Site Engineer, Foreman, Labor
1.4.1.1.3.1 Inventory Description: complete list of items such as property,
goods in stock, or the contents of a building.
Duration: 1
Acceptance Criteria: Auditing
Resources: Warehouse Supervisor
1.4.1.1.3.2 Purchases Description: The process after procurement and site
mobilization
Duration: 1
Acceptance Criteria: Inventory
Resources: Warehouse Supervisor
1.4.1.1.3.3 Receiving Description: Receiving Material from site after usage
Duration: 1
Acceptance Criteria: Inventory
Resources: Warehouse Supervisor, Labor
1.4.1.1.4 Temporary Parking Description: Temporary parking for Crew
Duration: 6
Acceptance Criteria: Layout Plan Design
Resources: Site Engineer, Foreman, Labor
1.4.1.2 Offices and Utilities Description: Porta-cabin fixation with their respects
utilities
 Duration: 7
Acceptance Criteria: Consultant specifications
Resources: Third Party Service
1.4.1.2.1 Office Mobilization Description: : Porta-cabin fixation
Duration: 7
Acceptance Criteria: Design layout, Specifications
Resources: Third party, Foreman
1.4.1.2.1.1 MEP Work Description: Preparing all MEP works required
Duration: 3
Acceptance Criteria: Temporary Design
Resources: Third party
1.4.1.2.1.2 Interior Works Description: Allocating Offices, Chairs and acc.
Duration: 2
Acceptance Criteria: Consultant Specifications
Resources: Third Party, Foreman, Labor
1.4.1.2.2 Utilities Mobilization Description: Porta cabin Restrooms and Cafeteria
Duration: 5
Acceptance Criteria: Consultant Specifications, Health
Standards
Resources: Third Party, Foreman, Labor
1.4.1.2.2.1 Restrooms Description: Temporary restroom
Duration: 2
Acceptance Criteria: Health Standards
Resources: Third Party, Foreman, Labor
1.4.1.2.2.2 Cafeteria Description: Temporary Cafeteria
Duration: 3
Acceptance Criteria: Health Standards
Resources: Third Party, Foreman, Labor
1.4.2 Excavation Description:
Duration: 1
Acceptance Criteria:
Resources: Site Engineer, Foreman, Labor, Rigger,
Flagman;
1.4.2.1 Clinic Area Description: Excavation and transport of debris
Duration: 7
Acceptance Criteria: Acceptable Level given by
surveyor
Resources: Surveyor; Rigger; Flagman; Excavator;
Dump Truck
1.4.2.1.1 Excavation Description: Excavate Clinic and Water Tank Areas
Duration: 6
Acceptance Criteria: Accepted Level by Surveyor
Resources: Site Engineer, Foreman, Labor, Rigger,
Flagman
1.4.2.1.2 Dumping Area Description: Area to dump excavated soil
Duration: 8
Acceptance Criteria: Building Laws
Resources: Foreman, Labor, Rigger; Flagman;
1.4.2.1.3 Compaction Description: Compacting underground to start
foundation laying
Duration: 4
Acceptance Criteria: Procter Compaction Test
Resources: Site Engineer, Foreman, Labor
1.4.2.2 Water Tank Area Description: Water Tank Excavation
Duration: 5
Acceptance Criteria: Level Set by Surveyor
Resources: Surveyor; Rigger; Flagman;
1.4.2.2.1 Excavation Description: Excavating Water Tank Area
Duration: 6
Acceptance Criteria: Accepted Level by Surveyor
Resources: Site Engineer, Foreman, Labor, Rigger,
Flagman
1.4.2.2.2 Dumping Area Description: Area to be dump excavated soil
Duration: 6
Acceptance Criteria: Building Laws
Resources: Site Engineer, Foreman, Labor, Rigger,
Flagman
1.4.2.2.3 Compaction Description: Compacting ground for preparation
Duration: 2
Acceptance Criteria: Procter Compaction Test
Resources: Site Engineer, Foreman, Labor, Rigger,
Flagman
1.4.3 Sub-Structure Description: Substructure execution including
underground utilities, Water tank and foundation
columns.
Duration: 18
Acceptance Criteria: As per Drawings designed
Resources: Site Engineer; Supervisor; Steel Fixers;
Carpenters; Surveyor; Carpenters; Carpenters; Labor
1.4.3.1 Foundations 1.5 ( - ) Description: Pouring the foundation of the clinic
Duration: 10
Acceptance Criteria: Consultant
Resources: Site Engineer; Supervisor; Steel Fixers;
Carpenters; Surveyor; Carpenters; Carpenters; Labor
1.4.3.1.1 Formwork Description: Preparing formwork for steel placement
Duration: 5
Acceptance Criteria: Consultant
Resources: Carpenters, Labors, Foreman
1.4.3.1.2 Steel Work Description: Steel works as per Drawings
Duration: 4
Acceptance Criteria: Consultant
Resources: Foreman, Steel fixer, Labor
1.4.3.1.3 Pouring Description: Poring and Curing of Foundation
Duration: 1
Acceptance Criteria: Quality Specification , Consultant
Resources: Site Engineer, Foreman, Labor, Carpenters
1.4.3.2 Foundation Columns Description: Execution of Foundation Columns
Duration: 4
Acceptance Criteria: Consultant
Resources: Site Engineer, Foreman, Steel Fixer,
Carpenter, Labor
1.4.3.2.1 Formwork Description: Formwork Erection
Duration: 2
Acceptance Criteria: Consultant
Resources: Foreman, Carpenter, Labor
1.4.3.2.2 MEP Work Description: Electrical, Mechanical, Plumbing
Duration: 7
Acceptance Criteria: MEP Design Plans
Resources: Electrical Engineer, Mechanical Engineer,
Foreman, Labor
1.4.3.2.3 Steel Work Description: Steel erection of columns
Duration: 2
Acceptance Criteria: Consultant
Resources: Site Engineer, Foreman, Steel Fixers,
Labors
1.4.3.2.4 Pouring Description: Casting and Curing Columns
Duration: 1
Acceptance Criteria: Consultant
Resources: Foreman, Labor
1.4.4 Structures Description: Structure Package above Ground
Duration:
Acceptance Criteria: Specifications, Requirements,
Consultant, ACI Code
Resources: Site Engineer, Electrical Engineer,
Mechanical Engineer, Architect, Foreman, Labor,
Carpenters, Steel Fixers.
1.4.4.1 Concrete Package Description: Structure Package above Ground
Duration: 1
Acceptance Criteria: Specifications, Requirements,
Consultant, ACI Code
Resources: Site Engineer, Electrical Engineer,
Mechanical Engineer, Architect, Foreman, Labor,
 Carpenters, Steel Fixers.
1.4.4.1.1 Ground Slab 0.0 ( + ) Description: Slab on Grade Execution
Duration: 18
Acceptance Criteria: Consultant,
Resources: Site Engineer, Electrical Engineer,
Mechanical Engineer, Architect, Foreman, Labor,
Carpenters, Steel Fixers.
1.4.4.1.1.1 Formwork Description: Formwork Erection
Duration: 7
Acceptance Criteria: Design Drawings
Resources: Site Engineer, Foreman , Carpenters,
Labors
1.4.4.1.1.2 MEP Work Description: MEP Works for Slab on Grade
Duration: 3
Acceptance Criteria: MEP Design Drawings
Resources: Electrical Engineer, Mechanical Engineer,
Foreman, Labors
1.4.4.1.1.3 Steel Work Description: Steel Erection for Slab on Grade
Duration: 7
Acceptance Criteria: Structural Design Drawings,
Consultant
Resources: Site Engineer, Foreman, Labors
1.4.4.1.1.4 Pouring Description: Casting and Curing Slab on Grade
Duration: 7
Acceptance Criteria: Design Drawings , Consultant
Resources: Site Engineer, Foreman, Labors ,
Carpenters
1.4.4.1.2 Vertical Elements Description: All Vertical elements executed in the
project
Duration: 8
Acceptance Criteria: Design Drawings, Consultant
Resources: Site Engineer, Electrical Engineer,
Mechanical Engineer, Foreman, Labor, Carpenters,
Steel Fixers.
1.4.4.1.2.1 Formwork Description: Formwork Erection
Duration: 15
Acceptance Criteria: Design Drawings, Consultant
Resources: Site Engineer, Foreman, Carpenters,
Labors
1.4.4.1.2.2 MEP Work Description: Check for MEP Works
Duration: 1
Acceptance Criteria: MEP Drawings, Consultant
Resources: Mechanical Engineer, Electrical Engineer,
Foreman, Labors
1.4.4.1.2.3 Steel Work Description: Steel Erection
Duration: 10
Acceptance Criteria: Structural Design, Consultant
Resources: Site Engineer, Foreman, Steel Fixers,
Labors
1.4.4.1.2.4 Pouring Description: Casting and Curing
Duration: 7
Acceptance Criteria: Structural Design, Consultant
Resources: Site Engineer, Foreman, Carpenters,
Labors
1.4.4.1.3 Slab 3.0 ( + ) Description: Roof Slab Execution
Duration: 23
Acceptance Criteria: Design Drawings, Consultant,
Specifications, Requirements
Resources: Site Engineer, Electrical Engineer,
Mechanical Engineer, Architect, Foreman, Labor,
Carpenters, Steel Fixers.
1.4.4.1.3.1 Formwork Description: Scaffolding and Formwork erection
Duration: 12
Acceptance Criteria: Design Drawings, Consultant
Resources: Site Engineer, Foreman, Carpenters,
Scaffolders, Labors
1.4.4.1.3.2 MEP Work Description: Electrical, Plumbing and Mechanical
Works along
Duration: 5
Acceptance Criteria: Design Drawings, Consultant
Resources: Mechanical Engineer, Electrical Engineer,
Foreman, Labors
1.4.4.1.3.3 Steel Work Description: Steel Erection
Duration: 8
Acceptance Criteria: Structural Drawings, Consultant
Resources: Site Engineer, Foreman, Steel Fixer, Labors
1.4.4.1.3.4 Pouring Description: Slab Casting and Curing
Duration: 7
Acceptance Criteria: Design Drawings, Consultant
Resources: Site Engineer, Foreman, Labors
1.4.4.1.4 Steel Package Description: Structural Steel Erection on Roof
Duration: 10
Acceptance Criteria: Design Drawings, Consultant
Resources: Third Party
1.4.4.2 MEP Works Description: Interior works for MEP
Duration: 25
Acceptance Criteria: Design Drawings, Consultant
Resources: Mechanical Engineer, Electrical Engineer,
 Foreman, Labors
1.4.4.2.1 Electrical Works Description: All Interior Electrical works
Duration: 10
Acceptance Criteria: MEP Drawings, Consultant
Resources: Electrical Engineer, Foreman, Labors
1.4.4.2.2 Plumbing Works Description: Interior Plumbing Works
Duration: 10
Acceptance Criteria: MEP Drawings, Consultant
Resources: Mechanical Engineer, Forman, Labors
1.4.4.2.3 HVAC Description: HVAC VRV System
Duration: 20
Acceptance Criteria: MEP Drawings, Consultant
Resources: Mechanical Engineer, Foreman, Labors
1.4.4.2.4 Fire Protection Work Description: Fire Protection System implementation
Duration: 15
Acceptance Criteria: Health Ministry, MEP Drawings,
Consultant
Resources: Mechanical Engineer, Foreman, Labors
1.4.4.3 Interior Package Description: Interior Design Works
Duration: 30
Acceptance Criteria: Consultant, Stakeholders,
Architectural Design
Resources: Architect, Site Engineer, Foreman, Labors
1.4.4.3.1 Masonry Description: Lay Down Masonry
Duration: 25
Acceptance Criteria: Consultant, Architectural
Drawings
Resources: Site Engineer, Foreman, Labors
1.4.4.3.2 Cementations Work Description: Wall Plastering Works
Duration: 21
Acceptance Criteria: Consultant, Architectural
Drawings
Resources: Site Engineer, Forman, Labors
1.4.4.3.3 Paint Work Description: Paint works for walls
Duration: 21
Acceptance Criteria: Consultant, Architectural
Drawings
Resources: Site Engineer, Foreman, Labors
1.4.4.3.4 Tiling Work Description: Tiling works for interiors
Duration: 21
Acceptance Criteria: Consultant, Architectural
Drawings
Resources: Site Engineer, Foreman, Labors
1.4.4.3.5 Gypsum board Work Description: Install Gypsum board for interior works
 Duration: 15
Acceptance Criteria: Consultant, Architectural
Drawings
Resources: Architect, Site Engineer, Foreman, Labors
1.4.4.3.6 Lighting Description: Interior & Exterior Lighting
Duration: 10
Acceptance Criteria: Consultant, Architectural
Drawings
Resources: Architect, Site Engineer, Foreman, Labors
1.4.4.3.7 Security Cameras Description: Security Cameras Implementation
Duration: 7
Acceptance Criteria: Testing and Commissioning
Resources: Third Party
1.4.4.4 Equipment Installation Description: Installing Equipment for Offices
Duration: 10
Acceptance Criteria: Architectural Layout
Resources: Third Party, Site Engineer, Foreman,
Labors
1.4.4.4.1 Offices Description: Offices allocation
Duration: 5
Acceptance Criteria: Architectural Layout
Resources: Third Party, Site Engineer, Foreman,
Labors
1.4.4.4.2 Medical Equipment Description:
Duration: 1
Acceptance Criteria: Architectural Layout, Healthcare
requirements
Resources: Third Party, Site Engineer, Foreman,
Labors
1.4.5 Solar Panels Description: Solar Panel Installation
Duration: 10
Acceptance Criteria: Specifications and Location
Layout
Resources: Third Party, Site Engineer, Foreman,
Labors
1.4.6 Parking & Landscape Description: Execution of Parking, Landscape and
Security Check office.
Duration: 15
Acceptance Criteria: Design Layout, Architectural
Design, Consultant
Resources: Site Engineer, Foreman, Labors, Electrical
Engineer, Mechanical Engineer
1.4.7 Demobilize Description: Demobilize temporary offices and utilities
Duration: 7
 Acceptance Criteria: Clear Obstruction and Site
Cleaning
Resources: Foreman, Labors
1.5 Project Controls Description: Controlling and Monitoring Project
Performance
Duration: 150
Acceptance Criteria: KPIS
Resources: Project Manager, Planning Engineer, Cost
Engineer, Procurement Engineer, Contracts Engineer.
1.5.1 Deliverables Check Description: Checking Projects Deliverables
Duration: 150
Acceptance Criteria: Scope Management Plan
Resources: Project Manager, Planning Engineer, Cost
Engineer, Procurement Engineer, Contracts Engineer.
1.5.1.1 Scope Control Description: Controlling Deliverables of the project
Duration: 150
Acceptance Criteria: Scope Management Plan
Resources: Project Manager, Planning Engineer, Cost
Engineer, Procurement Engineer, Contracts Engineer.
1.5.1.2 Schedule Control Description: Controlling Schedule
Duration: 150
Acceptance Criteria: SPI
Resources: Project Manager, Planning Engineer, Cost
Engineer
1.5.1.3 Cost Control Description: Controlling Cost
Duration: 150
Acceptance Criteria: CPI
Resources: Project Manager, Planning Engineer, Cost
Engineer
1.5.1.4 Quality Control Description: Quality Control And Quality Assurance
Duration: 150
Acceptance Criteria: Quality Management Plan
Resources: Project Manager, Procurement Engineer,
Contracts Engineer.
1.5.1.5 Resource Control Description: Controlling Projects resources
Duration: 150
Acceptance Criteria: HRMS
Resources: Project Manager, Planning Engineer, Cost
Engineer, Procurement Engineer, Contracts Engineer,
Human resources.
1.5.1.6 Procurement Control Description: Controlling Procurement
Duration: 150
Acceptance Criteria: Procurement Management Plan
Resources: Project Manager, Planning Engineer, Cost
 Engineer, Procurement Engineer, Contracts Engineer.
1.5.1.7 Monitor Risk Description: Risk Control
Duration: 150
Acceptance Criteria: Opportunities and Exposure for
omission
Resources: Project Manager, Planning Engineer, Cost
Engineer, Procurement Engineer, Contracts Engineer.
1.5.2 Safety Description: Safety of Site Crew
Duration: 150
Acceptance Criteria: Safety permits,
Resources: Safety Team
1.5.2.1 Safety Plan Description: Safety of Site Crew
Duration: 150
Acceptance Criteria: Safety permits,
Resources: Safety Team
1.5.2.2 Safety Documents Description: Safety of Site Crew
Duration: 150
Acceptance Criteria: Safety permits,
Resources: Safety Team
1.5.2.3 Inspection & Approval Description: Final Inspections
Duration: 20
Acceptance Criteria: Manuals
Resources: Quality Control, Project Management
1.5.3 Approvals Description: Deliverable approvals
Duration: 20
Acceptance Criteria: Benefit realization Plan
Resources: Project Manager, Administrator
1.5.4 Change Control Description: How to handle Change
Duration: 150
Acceptance Criteria: Change Management Plan
Resources: Project Manager, Planning Engineer, Cost
Engineer, Procurement Engineer, Contracts Engineer.
1.6 Startup & Commissioning Description: Testing of all equipment and buildings
Duration: 15
Acceptance Criteria: Manuals
Resources: Project Manager, Planning Engineer, Cost
Engineer, Procurement Engineer, Contracts Engineer.
1.6.1 Test Preparation Description: Testing of all equipment and buildings
Duration: 15
Acceptance Criteria: Manuals
Resources: Project Manager, Planning Engineer, Cost
Engineer, Procurement Engineer, Contracts Engineer.
1.6.2 Test Performance Description: Testing of all equipment and buildings
Duration: 15
 Acceptance Criteria: Manuals
Resources: Project Manager, Planning Engineer, Cost
Engineer, Procurement Engineer, Contracts Engineer.
1.6.3 Manuals Description: Testing of all equipment and buildings
Duration: 15
Acceptance Criteria: Manuals
Resources: Project Manager, Planning Engineer, Cost
Engineer, Procurement Engineer, Contracts Engineer.
Source: The authors

3.6 Monitoring and Controlling

The construction of the Health Clinic in El Rosario will take a year, being this is a long

project it is necessary to be monitoring and controlling the entire project since the initiation

until closure.

With the information provided, the scope will be monitored throughout the whole project

by using variance analysis which will be used to compare the baseline to the actual results

of the project and to consider if making a corrective or preventive decision.

The results will also include “the number of change requests received, the number of

requests accepted, and the number of deliverables verified, validated, and completed”

(Project Management Institute, 2017)

 4 Schedule Management Plan

4.1 Introduction, Scope and Purpose of the Plan

The schedule management plan is created to establish all the criteria’s for developing,

monitoring and controlling all the activities on the construction for the Healthcare Center in

el Rosario.

The Schedule Management plan is created to establish all the criteria’s for developing,

monitor and control all the activities for the construction of the Healthcare Center in El

Rosario. (Project Management Institute, 2017) Defines Schedule Management Plan as:

The process of establishing the policies, procedures, documentation for

planning, developing, managing, executing and controlling the project schedule.

The tool used to determine the schedule plan is Project Management Software Project (MS

Project) , which is “a tool for project managers that helps develop a schedule, assign

resources to tasks, track the progress, manage the budget and analyze workloads for an

ongoing project” (Tutorials Point).

4.2 Key dates and Milestones

A milestone list is created by the Project Manager of this project and its team where it

represents a time where the team has achieved an important event of the project. . To have a

better understanding, a milestone is a “significant point or event in a project. A milestone

list identifies all project milestones and indicates whether the milestone is mandatory, such

as those required by contract, or optional, such as those based on historical information”

(Project Management Institute, 2017).

The milestone list for the Clinic construction presented on Table 16

 Table 16: Milestones

Task Name Milestone Date

Project Kick Off Thu 2/1/20
Construction Phase Tue 18/2/20
Under Ground Phase Tue 5/5/20
Above Ground Phase Tue 29/9/20
Project Completion Thu 28/1/21
Source: The authors

4.3 Activity List

The activity list includes the schedule activities required on the project. This list provides

as many details as possible to make it easier to for the project management team to access

though the schedule during the whole project duration. The activity list for the whole

project is presented on Table 17.

Table 17: Activity List

Task ID Task Name Duration Start Finish
1 Clinic Project 264 days Thu 2/1/20 Thu 28/1/21
1.1 Project Management Office 34 days Thu 2/1/20 Wed 19/2/20
1.1.1 Initiation 11 days Thu 2/1/20 Thu 16/1/20
1.1.1.1 Business Case 8 days Thu 2/1/20 Mon 13/1/20
1.1.1.2 Project Charter 3 days Tue 14/1/20 Thu 16/1/20
1.1.1.3 Benefit Management Plan 3 days Tue 14/1/20 Thu 16/1/20
1.1.2 Scope Management Plan 5 days Fri 17/1/20 Thu 23/1/20
1.1.3 Schedule Management Plan 5 days Fri 24/1/20 Thu 30/1/20
1.1.4 Cost Management Plan 5 days Wed 29/1/20 Wed 5/2/20
1.1.5 Quality Management Plan 5 days Thu 30/1/20 Thu 6/2/20
1.1.6 Resource Management Plan 5 days Fri 24/1/20 Thu 30/1/20
1.1.7 Communication Management Plan 5 days Tue 4/2/20 Mon 10/2/20
1.1.8 Risk Management Plan 5 days Wed 5/2/20 Tue 11/2/20
1.1.9 Procurement Management Plan 5 days Thu 6/2/20 Wed 12/2/20
1.1.10 Stakeholder Engagement Plan 5 days Fri 7/2/20 Thu 13/2/20
1.1.11 Close Out 4 days Fri 14/2/20 Wed 19/2/20
1.1.11.1 Final Report 2 days Fri 14/2/20 Mon 17/2/20
1.1.11.2 Project Document Update 1 day Tue 18/2/20 Tue 18/2/20
1.1.11.3 OPA Update 1 day Wed 19/2/20 Wed 19/2/20
1.2 Design Tender 19 days Thu 2/1/20 Tue 28/1/20
1.2.1 Soil Investigation 4 days Thu 2/1/20 Tue 7/1/20
1.2.2 Soil Report 1 day Wed 8/1/20 Wed 8/1/20
1.2.3 Conceptual Design 6 days Wed 8/1/20 Wed 15/1/20
1.2.3.1 Architectural Design 3 days Wed 8/1/20 Fri 10/1/20
1.2.3.2 Civil Design 3 days Mon 13/1/20 Wed 15/1/20
1.2.3.3 MEP Design 3 days Mon 13/1/20 Wed 15/1/20
1.2.4 Preliminary Design 2 days Thu 16/1/20 Fri 17/1/20
1.2.4.1 Architectural Preliminary Design 2 days Thu 16/1/20 Fri 17/1/20
1.2.4.2 Civil Preliminary Design 2 days Thu 16/1/20 Fri 17/1/20
1.2.4.3 MEP Preliminary Design 2 days Thu 16/1/20 Fri 17/1/20
1.2.5 Final Design Reviewed 2 days Mon 20/1/20 Tue 21/1/20
1.2.5.1 Final Architectural Design 2 days Mon 20/1/20 Tue 21/1/20
1.2.5.2 Final Civil Design 2 days Mon 20/1/20 Tue 21/1/20
1.2.5.3 Final MEP Design 2 days Mon 20/1/20 Tue 21/1/20
1.2.6 B.O.Q 5 days Wed 22/1/20 Tue 28/1/20
1.3 Human Resources 25 days Mon 13/1/20 Tue 18/2/20
1.3.1 HRMS 20 days Mon 13/1/20 Mon 10/2/20
1.3.2 ISO QMS 20 days Mon 13/1/20 Mon 10/2/20
2 Construction 232 days Tue 18/2/20 Thu 28/1/21
2.1 Mobilization 17 days Tue 18/2/20 Wed 11/3/20
2.1.1 Site Preparation 17 days Tue 18/2/20 Wed 11/3/20
2.1.1.1 Site Clearance 1 day Tue 18/2/20 Tue 18/2/20
2.1.1.2 Ground Compaction 3 days Wed 19/2/20 Fri 21/2/20
2.1.1.3 Fencing 10 days Wed 19/2/20 Tue 3/3/20
2.1.1.4 Warehouse 13 days Mon 24/2/20 Wed 11/3/20
2.1.1.4.1 Warehouse Implementation 7 days Mon 24/2/20 Tue 3/3/20
2.1.1.4.2 Inventory 2 days Wed 4/3/20 Thu 5/3/20
2.1.1.4.3 Purchases 2 days Fri 6/3/20 Mon 9/3/20
2.1.1.4.4 Receiving 2 days Tue 10/3/20 Wed 11/3/20
2.1.1.5 Temporary Parking 6 days Mon 24/2/20 Mon 2/3/20
2.1.1 Offices and Utilities 12 days Mon 24/2/20 Tue 10/3/20
2.1.1.1 Office Mobilization 12 days Mon 24/2/20 Tue 10/3/20
2.1.1.1.1 Office Allocation 6 days Mon 24/2/20 Mon 2/3/20
2.1.1.1.2 MEP Work 3 days Tue 3/3/20 Thu 5/3/20
2.1.1.1.3 Interior Works 3 days Fri 6/3/20 Tue 10/3/20
2.1.1.2 Utilities Mobilization 3 days Tue 3/3/20 Thu 5/3/20
2.1.1.2.1 Restrooms 3 days Tue 3/3/20 Thu 5/3/20
2.1.1.2.2 Cafeteria 3 days Tue 3/3/20 Thu 5/3/20
2.2 Excavation 7 days Wed 11/3/20 Fri 20/3/20
2.2.1 Clinic Area 7 days Wed 11/3/20 Fri 20/3/20
2.2.1.1 Excavation 5 days Wed 11/3/20 Tue 17/3/20
2.2.1.2 Dumping Area 5 days Wed 11/3/20 Tue 17/3/20
 2.2.1.3 Compaction 2 days Wed 18/3/20 Fri 20/3/20
2.2.2 Water Tank Area 5 days Wed 11/3/20 Tue 17/3/20
2.2.2.1 Excavation 3 days Wed 11/3/20 Fri 13/3/20
2.2.2.2 Dumping Area 3 days Wed 11/3/20 Fri 13/3/20
2.2.2.3 Compaction 2 days Mon 16/3/20 Tue 17/3/20
2.3 Sub-Structure 27 days Mon 23/3/20 Tue 5/5/20
2.3.1 Foundations 1.5 ( - ) 21 days Mon 23/3/20 Fri 24/4/20
2.3.1.1 Formwork 8 days Mon 23/3/20 Wed 1/4/20
2.3.1.2 Steel Work 6 days Thu 2/4/20 Wed 15/4/20
2.3.1.3 Pouring & Curing 7 days Thu 16/4/20 Fri 24/4/20
2.3.1.4 DE shuttering & Cleaning 1 day Fri 17/4/20 Fri 17/4/20
2.3.1.5 Backfill & Compaction 2 days Mon 20/4/20 Tue 21/4/20
2.3.2 Foundation Columns 12 days Fri 17/4/20 Tue 5/5/20
2.3.2.1 Formwork 5 days Fri 17/4/20 Thu 23/4/20
2.3.2.2 MEP Work 2 days Fri 17/4/20 Mon 20/4/20
2.3.2.3 Steel Work 2 days Tue 21/4/20 Wed 22/4/20
2.3.2.4 Pouring & Curing 7 days Thu 23/4/20 Mon 4/5/20
2.3.2.5 DE shuttering & Cleaning 1 day Fri 24/4/20 Fri 24/4/20
2.3.2.6 Backfill & Compaction 6 days Mon 27/4/20 Tue 5/5/20
2.4 Structures 172 days Wed 6/5/20 Thu 14/1/21
2.4.1 Concrete Package 56 days Wed 6/5/20 Thu 23/7/20
2.4.1.1 Ground Slab 0.0 ( + ) 17 days Wed 6/5/20 Thu 28/5/20
2.4.1.1.1 Formwork 12 days Wed 6/5/20 Thu 21/5/20
2.4.1.1.2 MEP Work 3 days Wed 6/5/20 Fri 8/5/20
2.4.1.1.3 Steel Work 10 days Wed 6/5/20 Tue 19/5/20
2.4.1.1.4 Pouring 7 days Wed 20/5/20 Thu 28/5/20
2.4.1.2 Vertical Elements 17 days Mon 25/5/20 Wed 17/6/20
2.4.1.2.1 Scaffolding 5 days Mon 25/5/20 Fri 29/5/20
2.4.1.2.2 Formwork 7 days Thu 28/5/20 Fri 5/6/20
2.4.1.2.3 MEP Work 2 days Thu 28/5/20 Fri 29/5/20
2.4.1.2.4 Steel Work 5 days Mon 1/6/20 Fri 5/6/20
2.4.1.2.5 Pouring & Curing 7 days Mon 8/6/20 Wed 17/6/20
2.4.1.2.6 DE shuttering & Cleaning 2 days Tue 9/6/20 Wed 10/6/20
2.4.1.2 Slab 3.0 ( + ) 30 days Fri 12/6/20 Thu 23/7/20
2.4.1.2.1 Scaffolding 7 days Fri 12/6/20 Mon 22/6/20
2.4.1.2.2 Formwork 10 days Tue 23/6/20 Mon 6/7/20
2.4.1.2.3 MEP Work 3 days Tue 23/6/20 Thu 25/6/20
2.4.1.2.4 Steel Work 7 days Wed 24/6/20 Thu 2/7/20
2.4.1.2.5 Pouring & Curing 7 days Fri 3/7/20 Mon 13/7/20
2.4.1.2.6 DE shuttering Scaffolding & Cleaning 14 days Mon 6/7/20 Thu 23/7/20
2.4.2 Exterior Package 44 days Fri 24/7/20 Tue 29/9/20
2.4.2.1 Alco bond 29 days Fri 24/7/20 Wed 2/9/20
2.4.2.1.1 Formwork 4 days Fri 24/7/20 Wed 29/7/20
 2.4.2.1.2 Steel Work & Anchor Bolt Allocation 3 days Thu 30/7/20 Mon 3/8/20
2.4.2.1.3 Pouring & Curing 1 day Tue 4/8/20 Tue 4/8/20
2.4.2.1.4 Alco bond Steel Rails Fixation 7 days Wed 5/8/20 Thu 13/8/20
2.4.2.1.5 Alco bond Panels Fixation 14 days Fri 14/8/20 Wed 2/9/20
2.4.2.2 Solar Panel Fixation 15 days Thu 3/9/20 Tue 29/9/20
2.4.3 Interior Package 106 days Fri 24/7/20 Wed 30/12/20
2.4.3.1 Masonry 21 days Fri 24/7/20 Fri 21/8/20
2.4.3.2 Cementious Work 21 days Mon 24/8/20 Fri 25/9/20
2.4.3.3 Paint Work 14 days Mon 28/9/20 Fri 16/10/20
2.4.3.4 Tiling Work 21 days Tue 20/10/20 Wed 18/11/20
2.4.3.5 Gypsum board Work 15 days Thu 19/11/20 Wed 9/12/20
2.4.3.6 Lighting 8 days Thu 10/12/20 Tue 22/12/20
2.4.4 MEP Works 36 days Mon 24/8/20 Mon 19/10/20
2.4.4.1 Electrical Works 15 days Mon 24/8/20 Mon 14/9/20
2.4.4.2 Plumbing Works 15 days Mon 24/8/20 Mon 14/9/20
2.4.4.3 HVAC 21 days Mon 31/8/20 Fri 2/10/20
2.4.4.4 Fire Protection Work 15 days Mon 28/9/20 Mon 19/10/20
2.4.4 Equipment Installation 10 days Fri 1/1/21 Thu 14/1/21
2.4.4.1 Offices 10 days Fri 1/1/21 Thu 14/1/21
2.4.4.2 Medical Equipment 10 days Fri 1/1/21 Thu 14/1/21
2.4.5 Parking & Landscape 30 days Thu 16/7/20 Wed 26/8/20
2.4.6 Demobilize & Site Clearance 10 days Fri 15/1/21 Thu 28/1/21
3 Project Controls 263 days Thu 2/1/20 Thu 28/1/21
3.1 Deliverables Check 233 days Fri 14/2/20 Thu 28/1/21
3.1.1 Scope Control 233 days Fri 14/2/20 Thu 28/1/21
3.1.2 Schedule Control 233 days Fri 14/2/20 Thu 28/1/21
3.1.3 Cost Control 233 days Fri 14/2/20 Thu 28/1/21
3.1.4 Quality Control 233 days Fri 14/2/20 Thu 28/1/21
3.1.5 Resource Control 233 days Fri 14/2/20 Thu 28/1/21
3.1.6 Procurement Control 233 days Fri 14/2/20 Thu 28/1/21
3.1.7 Risk Control 233 days Fri 14/2/20 Thu 28/1/21
3.2 Safety 263 days Thu 2/1/20 Thu 28/1/21
3.2.1 Safety Plan 2 days Thu 2/1/20 Fri 3/1/20
3.2.2 Safety Documents 2 days Fri 24/1/20 Tue 28/1/20
3.2.3 Inspection & Approval 234 days Thu 13/2/20 Thu 28/1/21
3.3 Approvals 234 days Thu 13/2/20 Thu 28/1/21
3.4 Change Control 234 days Thu 6/2/20 Thu 21/1/21
4 Startup & Commissioning 10 days Fri 15/1/21 Thu 28/1/21
4.1 Test Preparation 3 days Fri 15/1/21 Tue 19/1/21
4.2 Test Performance 5 days Wed 20/1/21 Tue 26/1/21
4.3 Manuals 2 days Wed 27/1/21 Thu 28/1/21
5 Project Completion 0 days Thu 28/1/21 Thu 28/1/21
Source: The authors
4.4 Project Schedule

According to (Project Insight), project schedule is defined as:

Is the tool that communicates what work needs to be performed, which resources of the

organization will perform the work and the timeframes in which that work needs to be

performed. The project schedule should reflect all of the work associated with

delivering the project on time. (Slate, 2018)

The project complete schedule of the project is shown on the figures 4, 5, 6 and 7 which

were created by using MS Project as a PMIS tool in order to manage correspondences

logically, due to the difficulty of presentation the schedule below will be divided on

different pages showing all activities (Task Name), durations, start and finish dates, in

addition to the critical path and milestones highlighted in yellow under the (Task

Name).
Figure 4: Project Schedule A

Source: The authors. (Elaborated in MS Project)

59
Figure 5: Project Schedule B

Source: The authors (Elaborated in MS Project)

Figure 6: Project Schedule C

Source: The authors (elaborated in MS Project)

Figure 7: Project Schedule D

Source: The authors (elaborated in MS Project)

 4.5 Control Schedule

Controlling the schedule involves to monitor the status of the project activities and to update the

project progress throughout the entire schedule, the result of this process is that the schedule baseline

is maintained.

4.5.1 Variance Analysis

To keep control of the schedule performance during the project, the schedule variance and cost

variance analysis will be used:

Schedule Variance

Schedule variance (SV) is a measure of schedule performance expressed as the difference

between the planned values. It is the amount by which the project is ahead or behind the

planned delivery date, at a given point in time. It is a measure of schedule performance on

a project (Project Management Institute, 2017)

Cost Variance

Cost variance (CV) is the amount of budget deficit or surplus at a given point in time,

expressed as the difference between earned value and the actual cost. It is a measure of cost

performance on a project. (Project Management Institute, 2017)

63
 4.6 Critical Path

The Critical Path is a method that controls the calculated start or finish date of the project. The

Critical path is used to:

“Estimate the minimum project duration and determine the amount of schedule flexibility on the

logical network paths within the schedule model. This schedule network analysis technique

calculates the early start, early finish, late start, and late finish dates for all” (Project Management

Institute, 2017)

Figure 8, 9 and 10 shows the critical path for the project which presents all the activities on the MS

Project that cannot be delayed to maintain the project schedule. Any delay affecting he activities

highlighted in red will be managed by the project manager according to the change management plan

stated further below.

Figure 8: Critical Path A

Source: The authors (Elaborated in MS Project)

65
Figure 9: Critical Path B

Source: The authors (Elaborated in MS Project)

Figure 10: Critical Path C

Source: The authors (Elaborated in MS Project)

 5 Cost Management Plan

5.1 Introduction, Objectives and Scope

Project cost management includes the processes involved in planning, estimating,

budgeting, financing, funding, managing, and controlling costs so that the project can be

completed within the approved budget.

According to the PMBOK (2017), the Project Cost Management processes are:

1. Plan Cost Management

2. Estimating Costs

3. Determine Budget

4. Control Costs

For example, limiting the number of design reviews can reduce the cost of the project but

could increase the resulting product’s operating costs.

Another aspect of cost management is recognizing that different stakeholders measure

project costs in different ways and at different times.

For example, the cost of an acquired item may be measured when the acquisition decision

is made or committed, the order is placed, the item is delivered, or when the actual cost is

incurred or recorded for project accounting purposes.

68
 5.2 Plan Cost Management

To plan the Cost Management plan, will be needed the following inputs:

a) Project Charter:

This will be helpful to assess the scope of the project and the total gross budget. The wider

the scope, the less accurate the cost estimates. Thus, we have developed a specific and

narrow scope to minimize uncertainty. In fact, our project charter includes information such

as project description & justification, high level requirements, risk analysis, gross budget

and project schedule.

Another important input to develop an accurate plan cost management is the analysis of the

project management plan.

b) Schedule Management Plan.

The schedule management plan establishes the criteria and the activities for developing,

monitoring, and controlling the schedule. The schedule management plan provides

processes and controls that will impact cost estimation and management (PMBOK, 2017).

Refer to our schedule management plan for more details.

c) Risk management plan.

The risk management plan provides the approach for identifying, analyzing, and monitoring

risks. Therefore, it can positively contribute to the identification of the processes to control

cost estimations. Refer to the risk management document to see the full risk matrix.
 5.3 Risks Costs Identification

The Risk Cost Identification shows the most important risks of the project. The costs to

manage these risks can be calculated by identifying the salary per hour of the person in

charge of managing these risks and the total hours needed to do so.

The total risk cost identification will be $10, 032.50, which is illustrated in Table 18

- The Salary per hour taken by dividing the annual salary with 52 weeks of

work.

- The time needed are the hours worked per week

- Total is the product of the salary per hour and the total hours.
 Table 18: Risk Cost Identification

Risk Salary per Time

Risk Item Mitigation Plan Who Total
Category hour needed

Sponsors keep changing requirements Mitigation: Ongoing communication with the

Stakeholders of the project during the execution sponsor before starting the executing phase of PM $ 18.75 40 $ 750.00
phase of the project the project & Provide a Change Order Plan
Prevention: Make material and equipment
Material and equipment delays on
Stakeholders orders weeks before needed to arrive on PM $ 18.75 35 $ 656.25
construction site
time.
Mitigation Plan:
Mitigation: Proper Planning considering
Bad Weather will delay construction
Environmental weather forecasts - getting the right PM $ 18.75 35 $ 656.25
works
equipment to work in rainy and muddy
conditions
Workers can go on a strike, delaying
Political Prevention - Tool Box Meetings Supervisor $ 8.00 55 $ 440.00
the construction
External Prevention: Maintenance for all equipment
Equipment / Machinery breaks down Supervisor $ 8.00 40 $ 320.00
Factors and machinery ( Small Workshop on site)
Project
Prevention: Daily monitoring and abiding by Safety
Management Health and Safety issues - Site injury $ 9.95 80 $ 796.00
safety permits for permission of execution. Department
Risk

Labor shortage/low skills workers. As Mitigate -Outsource part of the construction HR department
Economic $ 22.05 130 $ 2,866.50
we operate in a very isolated area phase - running a strict recruitment process (2 people)

Government changes regulations on Mitigation: Have multiple meetings with all

Political PM $ 18.75 110 $ 2,062.50
how NGOs work in Honduras stakeholders if a change is necessary

Damage or theft of equipment due to Prevention Separate Warehouse provided

Social Supervisor $ 8.00 45 $ 360.00
high level of poverty in the local area while mobilization

Project Architectural - Civil - MEP design Prevention: Early design phase and multiple
Consultants $ 15.00 75 $ 1,125.00
Management defaults revisions with external consultants
Source: The authors
71
 5.4 Cost Estimations

The cost estimates will be reviewed and refined during the project to reflect additional

detail as it becomes available and assumptions are tested. The accuracy of a project

estimate will increase as the project progresses through the project life cycle. The project in

its initiation phase may have a rough order of magnitude (ROM) estimate in the range of

−25% to +75%. Later in the project, as more information is known, definitive estimates

could narrow the range of accuracy to −5% to +10%.

5.5 Cost Estimates

The first input would be the Plan Cost Management described in the previous sections. This

is because the unit of measures, the level of accuracy and precision are essential to

estimates costs.

Another important input is the Quality Management Plan. In this document, we have

identified quality requirements and/or standards for the project and its deliverables. We also

documented how the project will demonstrate compliance with quality requirements and

how we manage and control quality. Examples include ACI code for construction

specifications, ISO for the PMO quality standards and ISO for accessibility. Regarding

managing and controlling quality, we are going to use tools such as inspection checklists,

performance surveys and Ishikawa Diagrams.

Therefore, the Quality Management Plan is an essential input to estimate costs, as these

activities involve various expenses.

Finally, another vital management plan to use for cost estimates is the Scope Baseline. This

72
is because the wider the scope, the higher the costs. Therefore, we have developed a

specific project scope statement and a detailed WBS with approximately 150 deliverables.

Each deliverable is associated with specific resources. In this way, it would be easier to

estimates costs. Moreover, we have also developed a WBS dictionary in which we describe

the work to do in each WBS component. This will provide additional details to develop a

precise and accurate estimation of costs.

5.6 Estimate costs: Tools & Techniques

Analogous cost estimating. Since the team has had experiences in the construction

industry, analogous estimating is one of the most appropriate methodologies for our

project. It uses values and attributes of a previous project that are similar to the current

one. Values and attributes of the projects may include but are not limited to: scope, cost,

budget, duration, and measures of scale. Comparison of the values of the previous project

becomes the basis for estimating the same parameter or measurement for the current

project.

In the project will be using the parametric estimating to identify a relationship between

relevant data and other variables to calculate a cost estimate for project work.

Also, a reserve analysis is made to estimate the contingency reserves to account for cost

uncertainty. Contingency reserves are the budget within the cost baseline that is allocated

for identified risks. Given the results of the nature of the project and the risk matrix, the

contingency reserve has been allowed to a 20%.

 5.7 Summary of the cost key requirements

The cost key requirements that have been identified are shown on Table 19.

Table 19: Cost Key Requirements

Units of measures They depend on the activity measured: they

can be in M - M2 – M3 – Lump Sum – total
units.

Level of precision The estimated costs are rounded to the

closest decimal unit.

Level of accuracy The range is +/- 10%

Cost Baseline Control Limit The range is +/- 10% of CPI/SPI

Cost Baseline Specification Limit The range is +/- 10% of CPI/SPI

(Sponsor approval)

Estimation methods Analogous Estimation

Parametric Estimation

Contingency Reserves +10% wastage on material

+10% on direct and indirect labor

Source: The authors

 5.8 Project Budget

To determine the budget is the process of aggregating the estimated costs of individual

activities or work packages to establish an authorized cost baseline. The key benefit of this

process is that it determines the cost baseline against which project performance can be

monitored and controlled. This process is performed once or at predefined points in the

project.

A project budget includes all the funds authorized to execute the project. The cost baseline

is the approved version of the time-phased project budget that includes contingency

reserves, but excludes management reserves.

The budget items have been divided according to the following description:

1) Material
2) Subcontractors/Suppliers
3) Equipment/Vehicles
4) Running costs
5) Mobilization and site off costs
6) Indirect staff
7) Direct staff
8) Contingency

Table 20 presents a budget description for each item which will be used throughout the

project.
Table 20: Budget Description

Budget Item Description To-Complete

Structural Fill - Gatch $ 372

Aggregate & Asphalt For Road Works $ 14,400
Conc. Forming, Scaffolding & Acc. $ 28,808
Reinforcement Steel & Wire Mesh $ 19,200
Concrete, Grouting & Acc. $ 5,000
Plastering Material $ 3,000
Materials Painting Material $ 14,000
Masonry $ 5,175
Tiles $ 13,300
False Ceiling $ 7,200
Aluminum Louvers $ 576
Bituminous Sheet Waterproofing $ 12,600
Sub - Total Materials $ 123,631
MEP Works 0
HVAC System VRV $ 25,000
Electrical Works $ 30,000
Subcontractors / Suppliers
Solar Panel $ 15,000
Medical Equipment Installation $ 250,000
Fire System $ 15,000
Sub - Total Subcontractors $ 335,000
Rented Equipment / O.T $ 66,000
Equipment / Vehicles
Fixed Assets ( Generators ) $ 8,000
Sub - Total Equipment / Vehicles $ 74,000
Consumables $ 2,500
Running Costs Tools $ 4,500
Safety $ 3,000
Sub - Total Consumables $ 10,000
Mobilization & Site Off. Running Cost $ 6,500
Running Cost Mobilize, Demobilize & Utilities $ 15,600
Sub - Total Mobilization & Site Off. Running Cost $ 22,100
Eng. / Lab / Consultant Lab, Testing, Consultant $ 12,000
Salaries / O.T $ 221,300
Indirect Staff
Tickets / Others $ 15,000
Sub - Total Indirect Staff $ 236,300
Salaries / O.T $ 183,100
Food $ 15,150
Direct Staff Transport $ 12,625
Housing $ 14,760
 Sub - Total Direct $ 225,635
Total Production Cost $ 1,038,666
Contingency $ 22,609
Head Office Allocation 0

Total Cost $ 1,061,275

Source: The authors

a) Sponsors Contribution

The Sponsors contribution for the project according to the budget is shown on table 21.

Table 21: Sponsors Contribution

Budget Item USAID JICA Governme Rotary

nt International
Sub - Total Materials $ 50,000 $ 50,000 $ 23,631 0
Sub - Total Subcontractors $ 25,000 $ 50,000 $ 10,000 $ 250,000
Sub - Total Equipment / Vehicles $ 35,000 $ 35,000 $ 4,000
Sub - Total Consumables 0 0 $ 10,000 0
Sub - Total Mobilization & Site $ 10,000 $ 12,100 0 0
Off. Running Cost
Sub - Total Eng. / Lab / $ 6,000 $ 6,000 0 0
Consultant
Sub - Total Indirect Staff $ 100,000 $ 65,000 $ 71,300
Sub - Total Direct $ 65,000 $ 100,000 $ 60,635 0
Total Production Cost $ 291,000 $ 318,100 $ 179,566 $ 250,000
Contingency $ 11,000 $ 11,609 0 0
Total Cost $ 302,000 $ 329,709 $ 179,566 $ 250,000

Sponsor Contribution % 28.46% 31.07% 16.92% 23.56%

Source: The authors

 This table has been created thanks to the analysis of 3 important variables of our

construction project:

1) Mobilization Plan: Containing the costs of both direct and indirect staff divided

monthly

2) Equipment Costs: Containing all the costs of the machines used during the project

divided monthly

3) Material Costs: Containing specific material items and the relative unit of measure,

quantity, unit rate and total costs.

b) Direct and Indirect Manpower Budget

The direct and indirect manpower budget is shown in table 22

Table 22: Direct and Indirect Manpower Budget

Description Estimated Costs for Project

Duration
Indirect Manpower
Project Manager $ 39,000
Site Engineer $ 14,400
Planning Engineer $ 18,200
Cost Control Engineer $ 18,200
Quality Engineer $ 18,200
Electrical Engineer $ 18,200
Mechanical Engineer $ 18,200
QA/QC Engineer $ 15,600
HSE Dep. $ 20,700
HR Dep. $ 23,000
Warehouse Staff $ 17,600

Direct Manpower
Supervisor $ 12,000
Foreman $ 9,600
Labors $ 36,400
Carpenters $ 28,500
Steel Fixers $ 21,000
Scaffolders $ 15,000
Electricians $ 14,400
Riggers $ 15,600
Surveyors $ 16,200
Plumbers $ 14,400
Source: The authors

Direct and Indirect costs were estimated according to the histogram in Figure 11 based on

the mobilization/de-mobilization plan that will be executed.

Figure 11: Indirect and Direct Staff

40

35

30

25

20
Indirect Staff
15 Direct Staff

10

Source: The authors

 c) Running Costs Breakdown

The running costs of the project are shown in table 23 based on the histogram on Figure 12

of the mobilization and demobilization of manpower and equipment of the whole project.

Table 23 estimates the Running costs breakdown for the project.

Table 23: Running Costs

Description Estimated Costs for

Project Duration

Running Costs

Food $ 15,150
Transportation $ 12,625
Housing $ 14,760
Miscellaneous $ 5,000
Travel Expenses $ 15,000
Manpower 5% $ 22,609
Contingencies
Source: The authors

Figure 12: Histogram Equipment vs Time

8
No. of Equipments

7
6
5
4
3

Equipments
2
1
0

Date

Source: The authors

 d) Equipment Costs Breakdown

Table 24: Equipment Costs

Description Estimated Costs for

Project Duration
Equipment Cost

Bob Cat $ 10,800

Excavator $ 6,000
Dump Truck $ 2,400
Mobile Crane 30 Ton $ 30,000
Compressor $ 6,000
Grader $ 6,000
Roller Compactor $ 4,800

Source: The authors

e) B.O.Q

By using the architectural design layout and the Activity list of Table 17, the estimations

for the activities were made and are shown on Table 25

Table 25: Bill of Quantities

Item/Activities Unit of Quantity Unit Rate Tot. Amount (Nu)

measure

Mobilization
Cabin Total Unit 2 $ 2,310 $ 4,620
Toilette Total Unit 1 $ 450 $ 450
Offices Total Unit 1 $ 1,500 $ 1,500
Warehouse Total Unit 1 $ 5,000 $ 5,000
Temporary Fancies L.M 146 $5 $ 730
Temporary L.S 1 $ 2,500 $ 2,500
parking
Small cafeteria Total Unit 1 $ 800 $ 800
Earth works - Gatch M3 120 $3 $ 372
Fill
Concrete works M3 0
Foundations M3 55 $ 104 $ 5,720
Columns M3 9 $ 104 $ 936
Beams M3 33 $ 104 $ 3,432
Slabs M3 180 $ 104 $ 18,720
Concrete Grouting L.S 1 $ 5,000 $ 5,000
& Acc.
Reinforcement steel Tons 30 $ 640 $ 19,200
Masonry Total Unit 11,500 0 $ 5,175
Plastering works M2 1,000 $3 $ 3,000
Painting works M2 1,000 $ 14 $ 14,000
Tiling Works M2 380 $ 35 $ 13,300
HVAC VRV System Total Unit 1 $ 25,000 $ 25,000
Electrical works LS 1 $ 30,000 $ 30,000
Plumbing works LS 1 $ 10,000 $ 10,000
False Ceiling M2 360 $ 20 $ 7,200
Waterproofing M2 360 $ 35 $ 12,600
works
Solar panels Total Unit 1 $ 15,000 $ 15,000
Medical Equipment Total Unit 1 $ 250,000 $ 250,000
Aluminum louvers Total Unit 32 $ 18 $ 576
Wooden doors Total Unit 25 $ 60 $ 1,500
Fire System LS 1 $ 15,000 $ 15,000
Alco bond M2 250 $ 12 $ 3,000
Generators Total Unit 1 $ 8,000 $ 8,000
Parking and M2 400 $ 36 $ 14,400
landscape
Ambulance Total Unit 1 $ 40,000 $ 40,000
Porta Cabin Offices Total Unit 15 $ 2,000 $ 30,000
Consumables L.S 1 $ 2,500 $ 2,500
Tools L.S 1 $ 4500 $ 4,500
Safety Tools L.S 1 $ 3000 $ 3,000
Running Cost L.S 1 $ 6500 $ 6,500
Lab Testing & Third L.S 1 $ 12000 $ 12000
Parties
Source: The authors
Note: M: Meters, M2: Meters Squared, M3: Meters Cube, L.S: Lump sum

5.9 Control Cost

Control Costs is the process of monitoring the status of the project to update the project

costs and managing changes to the cost baseline. The key benefit of this process is that the

cost baseline is maintained throughout the project (PMBOK, 2017).

The following activities will be executed during the cost control process:

- Identifying the factors that create changes to the authorized cost baseline;

- Ensuring that all change requests are acted on in a timely manner;

- Ensuring that cost expenditures do not exceed the authorized funding by period, by

WBS component, by activity, and in total for the project;

- Monitoring cost performance to isolate and understand variances from the approved

cost baseline;

- Monitoring work performance against funds expended;

- Preventing unapproved changes from being included in the reported cost or resource

usage;

- Informing appropriate stakeholders of all approved changes and associated cost; and

- Bringing expected cost overruns within acceptable limits.

5.10 Control Costs: Tools and Techniques

One of the analysis selected to control cost is the earned value analysis. It compares the

performance measurement baseline to the actual schedule and cost performance. Earned

value management (EVM) integrates the scope baseline with the cost baseline and schedule

baseline to form the performance measurement baseline.

Finally, two important metrics to control costs are the schedule performance index (SPI)

and the Cost performance index (CPI).

The work performance information covers the project’s past performance and any

information that could impact the project in the future EACs are typically based on the

actual costs incurred for work completed, plus an estimate to complete (ETC) the remaining

work (PMBOK, 2017).

 6 Quality Management Plan

6.1 Introduction, Scope and Purpose of the Quality Management Plan

A construction project in a remote area such as Aldea el Rosario can face many challenges

due to the uncertainty of factors such as local regulations, cultural differences, labor

shortages and unknown site conditions. The levels of responsibilities are high in each part

of the project, in which the opportunity to increase social value and improve the wellbeing

of many people. Therefore, the purpose of this quality management plan is to minimize

risks and increase the chance of success of the project.

The Project Quality Management processes that are going to be presented in this document

according to the (Project Management Institute, 2017) are:

a) Plan Quality Management Identifying quality requirements and/or standards for

the project and its deliverables, and documenting how the project will demonstrate

compliance with quality requirements and/ or standards Assessing roles and

responsibilities

b) Manage Quality: The process of translating the quality management plan into

executable quality activities that incorporate the organization’s quality policies into

the project.

c) Control Quality: The process of monitoring and recording the results of executing

the quality management activities to assess performance and ensure the project

outputs are complete, correct, and meet customer expectations

6.2 Quality Policies

For quality improvement in the project, the following actions are going to be implemented

to comply with specified Policies and Standards:

Compliance:

 Identify what quality standards and processes we are going to use and in

what parts of the project.

 Establish standards to achieve the desired level of performance for the

activities and the project.

 Identify the desired levels of performance for the product and its

components.

 Strictly complies with laws, regulations and standards defined in the

following report.

Defects:

 Deliver a product with zero defects to the end user.

 Maintenance of product in case of any defects.

Communication:

 Hold meetings, report incidents and take measurements

 Ask the client for his definition of quality.

 Identify at what level the NGO is going to control the project.

Environment:

 Identify a HRMS for the HR department for employees to avoid risks and

maintain a positive environment.

  Make sure teams members know what quality is expected from their work.

 Meet CSR requirements as defined in Business case.

Testing:

 Define testing requirements according to American standards of

construction for material.

 Define method statements for construction implementation and reporting.

Closing:

 Collect lessons learned and update current plans for coming projects.

6.3 Reference Standards

a) ACI 318-14 code for construction specification:

The American Concrete Institute (ACI) promulgates ACI 318-83, "Building Code

Requirements for Reinforced Concrete, “the aim of building codes is to provide the

minimum public safety criteria, and this is the principle followed in the preparation of the

ACI Building Code. The code sets out appropriate techniques to design and construct

reinforced concrete houses” (Concrete Construction Staff)

b) ISO 9001 for the quality management system (QMS).

According to (Standards Stores), ISO 9001 “is the Quality Management System (QMS)

global standard. It is intended to assist businesses at many levels, including focusing on

client demands, enhancing business management, finding methods to enhance

continuously”
 c) ISO/IEC Guide 71:2014 Standards and regulations.

The (International Organisation for Standadization) describes the ISO / IEC JTC 1 as “a

joint technical committee of the International Organization for Standardization (ISO) and

the IEC. Its aim is to create, preserve and encourage IT and Information and

Communications Technology (ICT) norms”

d) IEC 60364-5-51

The rules set by (International Electrotechnical Commission, 2005) are “intended to

provide for the safety of persons, livestock and property against dangers and damage which

may arise in the reasonable use of electrical installations and to provide for the proper

functioning of those installations”.

6.4 Quality Responsibilities

During projects, making sure that people are on the same page and understanding how they can

contribute becomes increasingly important. The lines of communications, expectations, and

alignment on achieving the vision of the project are critical to ensure success (Kovacevic, 2018)

The following table describes the role and responsibilities of the stakeholders involved in the

project. Moreover, the table reveals the frequency of each activity and who is charge of approving

it.
 Table 26: Roles and Responsibilities

Name Role Responsibility Frequency Acceptance criteria

X Quality - Determine Quality Management Plan. - Once Client Approval

Department - Quality Metrics

- Supervision of Quality Assurance and control on site. - Once Quality Assurance Manager

- Every 7 days Approval

W Project Manager - Develop of Quality Management Plan - Once Sponsor and Client approval

- Project documents updates (Lessons learned register, - Every two weeks - Quality Assurance

Requirements traceability matrix, Risk register, - Every two weeks - Quality Assurance Manager

Stakeholder register). Approval

- Change request - As Needed - Client

- Quality Task Review, deliverables and process - As Needed - Quality Assurance Manager

Approval

89
Name Role - Responsibility - Frequency Acceptance criteria

M Technical Supervision of Quality Control at the design - During the design none

Department - Phase phase

N Sponsors Review and approval of documents - Once none

L Construction Communicating quality specs with site team - Ongoing none

Manager

Q Safety Engineer - Monitor the respect of safety rules on site, so you must - Ongoing Quality Assurance Manager

ensure that the quality of the project is compatible

with safety regulations. Informing the Project Manager

of any problems that occur in search of a better quality

that affect the safety of the project.

L Lab Technician Material Quality Assurance Once none

Source: The authors

  Organizational Chart of the projects structure:

The Organizational Chart on Figure 13 shows the hierarchical structure of the NGO, which illustrates the relationships between the

departments and employees.

Figure 13: Organizational Chart

Source: The authors

 6.5 Manage Quality

Once the Plan Quality Management phase is completed, it is vital to understand how to manage

quality during the project. The main inputs during this phase are:

1) Project Management Plan

2) Project Documents

3) Organizational process assets (PMBOK (2016).

6.6 Quality Control Template

During the project in data gathering, checklists will be used in every step, which is a “structured

tool, usually component-specific, used to verify that a set of required steps has been performed or to

check if a list of requirements has been satisfied” (Project Management Institute, 2017)

Based on the project’s requirements and practices, the checklist that is going to be implemented in

our project will be used during the inspections requests for information regarding site work (civil,

mechanical & electrical), material and safety, which is presented on Figure 14.

92
 Figure 14: Inspection Request
Date:
El Rosario Health Clinic Time
IR No:
INSPECTION REQUEST FOR SITE WORK
Item description:
Coordination

Technical
Survey Electrical Mechanical
Construction Drawings No:

Item ready for On Next Event Start On / /

inspection At ………………………………. At :

Name Date Time Signature

Name Date Time Signature
IR received

Comments
Inspection Result

QC / Approved
Consultant
Approve
d as noted
Civil Electrical Mechanical
Name
Signature Disapproved.
Date

Source: The authors