Water Supply Project

Project Output/Goal: A newly constructed and functional bore-hole connected to an underground

water storage tank to ensure the steady supply of water in the client’s house.

Project Objectives

Scope: A newly constructed borehole with a newly constructed underground water storage tank,

connected to the already existing in-house plumbing system to ensure a steady supply of water in the

house. Client (the house owner) will sign off and pay off outstanding fees after one week of using the

new water source and attesting to the steady/continuous supply of water.

From initial discussions with the client, the project product of a new constructed borehole connected to

an underground water storage tank was paramount. All other factors were thus constrained by the

product scope of this project. From those discussions, it was clear we are able to optimise budget and

we can compromise on time/duration as long as we are able to deliver product promised. The Project

Manager proposed the budget and the deadlines to which the client indicated his willingness to accept.

Budget: N 350,000.00.

Duration: 6 - 7 weeks [Using the auto-schedule mode of MS Project and ensuring the right dependency

relationships, this project will take 27 working days/roughly 6 weeks. Also taking into considerations the

likelihood of some risk factors (such as unfavourable weather conditions) that will impact the duration

of the project, project duration has been estimated as 6-7weeks]

Organization

The work will be done by three (3) External Contractors (The Masonry Factory, Water Contractors Ltd.,

and The Plumber) coordinated by me the Project Manager (Modupe O of Arise Consulting Firm). The

client agreed to pay fully for the project in 2 tranches: a mobilization fee of 70% of total project cost to

be paid up-front (this was paid on Friday 15th July 2016), and 30% to be paid at client sign off stage. The

service provided by the project will be used by the client and his family.

All contractors are responsible for delivering their scope of work as agreed with the PM and as

stated in their individual contracts. Individual contractors are responsible for the procurement of needed materials and supplies. All procured materials and supplies must be approved by PM. Each contractor will receive mobilization fee as agreed in their individual contracts. No contractor will receive full payment until Client has signed off.

The PM will be responsible for engaging with the Client and the contractors and ensuring all parties are informed on the progress of the project. All planning, organisation and execution activities must be approved by the PM. PM is also responsible for collecting project fees (both tranches) from the Client. The PM is also responsible for daily on-site supervision of the activities of the contractors to ensure they execute according to the agreed scope.

Although the PM (after his discussion with the client) had identified the contractors and sensitized them

about the project and received quotations for the intended work scope, the project start-off date was

taken as the date the client paid the 1st tranche of the project cost.

Roster

Name Role(s) Organisation Contact Details

Modupe O Project Manager Arise Consulting Firm NA

Andrew W Mason The Masonry Factory NA

Kenneth J Borehole Contractor Water Contractors Ltd NA

Samuel P Plumber Independent Contractor NA

Milestone Activities

Activity Code Milestone Activity Responsible Party

1.4 Client pays 1st Tranche Client

3.4 Construction of underground storage tank (completed) Andrew W

5.5 Drilling of Borehole (completed) Kenneth J

7.4 Plumbing work: borehole to the water storage tank (completed) Samuel P

8.2 Client signs off after satisfactory trial run phase and pays 2nd tranche

PM (Modupe O)

Project Activities Overview (Scope, Timeline/Duration & Cost)

WBS Code

Activity Date Duration (days)

Cost in Naira (N)

1 Pre-construction Activities 12 - 18 July 5 days N 25,000

1.4 Client pays 1st Tranche 15th July 0 0

2 Daily on-site supervision of masonry work by PM

19 - 26 July 6 days N 30,000

3 Mason commences and completes the construction of the underground storage tank

19 Jul – 01 Aug

10 days N 120,000

3.4 Constructed of underground storage tank completed

0 0 0

4 Daily on-site supervision of borehole construction work by PM

27 July – 03 Aug

6 days N 30,000

5 Borehole Contractor commences and completes borehole installation

27 July – 03 Aug

6 days N 80,000

5.5 Construction of borehole completed 0 0 0

6 Daily on-site supervision of plumbing work by PM

4 – 9 Aug 4 days N 20,000

7 Plumber commences and completes laying out and connection of water pipes

4 - 8 August

3 days N 20,000

7.4 Plumbing work completed 0 0 0

8 Post-construction activities 9 – 17 Aug 7 days N 25,000

8.2 Client signs off and pays 2nd tranche 0 0 0

The Work Breakdown Structure

Gantt Chart View showing Critical Path & Critical Tasks

Critical Tasks

Non-critical Tasks

Milestone Activities

Showing other types of dependencies (Start-Start, Start-Finish) apart from the default Finish-Start

Gantt Chart View showing Summary Tasks (all except Pre-Activation Activities are unbundled)

Identifying Dependencies – Network Diagram View

Risk Register

From initial discussions with the client, the project goal of the delivery of a new constructed borehole connected to an underground water

storage tank was paramount. All other factors were thus constrained by the product scope of this project. From those discussions, it is clear we

are able to optimise budget and we can compromise on time/duration as long as we are able to deliver product promised.

Thus factors/identified risks likely to impact duration and budget within reasonable limits can be tolerated, but factors/identified risks that may

impact product scope will be of a higher priority. In the risk register below, identified risk score/exposure is calculated based on the Probability

Impact Matrix using the matrix’s colour coding system as well. However, another colour code has been introduced to distinguish priorities

among the yellow coded risks. Please see legend bar below matrix.

Highest priority

High priority

Moderate/Intermediate priority

Low priority

Risk code/ WBS code

Identified risk/ Description

Consequence(s) Impact (0 – 0.8)

Likelihood (0 – 0.8)

Risk Score (I x L)

Mitigation Plan Owner

1.4 Delay in Client paying 1st tranche

Contractor(s) can change/ increase their quoted estimates and thus increase overall project cost

0.3 0.2 0.06 Identify an alternative contractor for each scope of work, and have as stand-by

PM

Contractor unavailability with new dates

0.3 0.2 0.06 Identify an alternative contractor for each scope of work, and have as stand-by

PM

Delayed start off date 0.3 0.2 0.06 Encourage Client to pay 1st tranche on time

PM

3.1 Changes in estimated work/product scope due to Feasibility Study result

Resultant change in budget

0.3 0.3 0.09 Table this risk at the point of pre-engagement discussions with the contractors, so that likely scenarios are discussed with the Client upfront.

Mason

Resultant change in work duration

0.3 0.3 0.09

3.1 Changes in estimated work/product scope due to Feasibility Study result

Resultant change in product scope

0.4 0.3 0.12 Table this risk at the point of pre-engagement discussions with the contractors, so that likely scenarios are discussed with the Client upfront.

Mason

3.2 Delay in procuring materials & delivery to site

Resultant prolongation of project duration

0.3 0.4 0.12 Incorporate a fine/penalty for avoidable lateness in the contractors agreement

Mason

3.2 Unavailability of some materials

Resultant change in product scope

0.8 0.3 0.24 Table this risk at the point of pre-engagement discussions with the contractors, so that likely

Mason

scenarios are discussed with the Client upfront.

3.1 - 3.5 Weather interference

Resultant prolongation of project duration

0.3 0.6 0.18 Incorporate a clause in the contractor contract that says they work for as long as possible during conducive weather periods

Mason

Prolongation can result in unavailability of contractor for next phase

0.3 0.6 0.18 Identify an alternative contractor for each scope of work, and have as stand-by

Mason

3.3 Delay in completing construction due to above reasons

Resultant prolongation of project duration

0.3 0.5 0.15 Incorporate a fine/penalty for avoidable lateness in the contractors agreement

Mason

Prolongation can result in unavailability of contractor for next phase

0.3 0.5 0.15 Identify an alternative contractor for each scope of work, and have as stand-by

Mason

5.1 Changes in estimated work/product scope due to Feasibility Study result

Resultant change in budget

0.3 0.3 0.09 Table this risk at the point of pre-engagement discussions with the contractors, so that likely scenarios are discussed with the Client upfront.

Borehole Contractor

Resultant change in work duration

0.3 0.3 0.09

5.1 Changes in estimated work/product scope due to Feasibility Study result

Resultant change in product scope

0.4 0.3 0.12 Table this risk at the point of pre-engagement discussions with the contractors, so that likely scenarios are discussed with the Client upfront.

Borehole Contractor

5.2 Delay in procuring materials & delivery to site

Resultant prolongation of project duration

0.3 0.3 0.09 Incorporate a fine/penalty for avoidable lateness in the contractors agreement

Borehole Contractor

5.2 Unavailability of some materials

Resultant change in product scope

0.4 0.3 0.12 Table this risk at the point of pre-engagement discussions with the contractors, so that likely scenarios are discussed with the Client upfront.

Borehole Contractor

5.1 – 5.5 Weather interference

Resultant prolongation of project duration

0.3 0.6 0.18 Incorporate a clause in the contractor contract that says they work for as long as possible during conducive weather periods

Borehole Contractor

5.3 Delay in completing drilling because of above factors

Resultant prolongation of project duration

0.3 0.5 0.15 Incorporate a fine/penalty for avoidable lateness in the contractors agreement

Borehole Contractor

Prolongation can result in unavailability of contractor for next phase

0.3 0.6 0.18 Identify an alternative contractor for each scope of work, and have as stand-by

Borehole Contractor

5.4 Delay in installation of pump

Resultant prolongation of project duration

0.3 0.2 0.06 Incorporate a fine/penalty for avoidable lateness in the contractors agreement

Borehole Contractor

5.6 Unfavourable water quality test

Non potability of water 0.2 0.4 0.08 Discuss this possibility with Client upfront

Borehole Contractor

7.1 Changes in estimated

Resultant change in budget

0.3 0.3 0.09 Table this risk at the point of pre-engagement

Plumber

work/product scope due to Site Study result

Resultant change in work duration

0.3 0.3 0.09 discussions with the contractors, so that likely scenarios are discussed with the Client upfront.

Plumber

7.1 Changes in estimated work/product scope due to Site Study result

Resultant change in product scope

0.4 0.3 0.12 Table this risk at the point of pre-engagement discussions with the contractors, so that likely scenarios are discussed with the Client upfront.

Plumber

7.1 Delay in procuring materials & delivery to site

Resultant prolongation of project duration

0.3 0.4 0.12 Incorporate a fine/penalty for avoidable lateness in the contractors agreement

Plumber

7.1 Unavailability of some materials

Resultant change in product scope

0.4 0.3 0.12 Table this risk at the point of pre-engagement discussions with the contractors, so that likely scenarios are discussed with the Client upfront.

Plumber

7.1 – 7.3 Weather interference

Resultant prolongation of project duration

0.3 0.6 0.18 Incorporate a clause in the contractor contract that says they work for as long as possible during conducive weather periods

Plumber

7.2 Delay in completing pipes layout

Resultant prolongation of project duration

0.3 0.3 0.09 Table this risk at the point of pre-engagement discussions with the contractors, so that likely scenarios are discussed with the Client upfront.

Plumber

8.1 Unsatisfactory trial run phase

Delay in Client sign off & payment of 2nd tranche

0.8 0.2 0.16 Daily on-site supervision by PM to ensure every stage of the project is executed as planned to minimise the possibility of this risk

PM

8.1 Non availability of Client during trial run phase

Delay in Client sign off & payment of 2nd tranche

0.3 0.2 0.06 PM’s communication plan should ensure all stakeholders are briefed as to be available as at when needed.

PM