PROJECT MANAGEMENT PLAN

Design and implementation of the supervision and control system for the
automation of the four pumping stations of the pipeline section
Esmeraldas - Quito.

1
 INDEX
Scope Management Plan
1.1. List of requirements
[Link] Scope Statement
[Link]
1.4. EDT Dictionary

2. Time Management Plan

[Link]

3. Cost Management Plan

[Link]

4. Quality Management Plan

[Link]ítica de Calidad
[Link] de Calidad
4.3. Standards
4.4. Organizational Chart

4.5. Activities for Quality Assurance

4.6. Activities for Quality Control

5. Human Resources Management Plan

[Link] breakdown structure (Categories)
5.2. Organizational Chart

[Link] Assignment Matrix

[Link] of Roles and Positions
[Link] Resources Release Plan
5.6. Acknowledgments and Rewards
[Link] Evaluation of Team Members
[Link] Change Management

6. Communications Management Plan

[Link] de comunicación
[Link] Activities

7. Risk Management Plan

[Link] Management Methodology
[Link] and Responsibilities of Risk Management
7.3. Frequency
2
 [Link] Categorization
[Link] of Impact and Probability Scales
7.6. Probability and Impact Matrix.
7.7. Risk Records
[Link] registers ( prioritized )
[Link] of Risks Requiring Additional Analysis
7.10. Monitoring List (Low Priority Risks)
7.11. Risk Register (Quantified)
7.12. Risk Register (and response strategies)

8. Procurement Management Plan

[Link] to Make or Buy
[Link] in the Supplier Selection Process
[Link] Selection Procedure
[Link] of Supplier Selection Procedure
[Link] of Supplier Invitation
[Link] of the Supplier Invitation Subprocess
[Link] and Selection of Suppliers
[Link] of the Supplier Evaluation and Selection Subprocess
[Link] of Contract with the Supplier
8.10. Supplier Evaluation Matrix
8.11. Supplier Follow-up Report Format
8.12. Provider Performance Report Template

9. Stakeholder Management Plan

9.1. Identification and Description of Stakeholders
[Link] and relationship with the project
[Link]-Power Matrix
9.4. Main stakeholder groups, interests, and strategies
[Link] Position vs. Desired Position

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1. SCOPE MANAGEMENT PLAN

[Link] of Requirements

How is it reflected or satisfied

Activity Document Development
Source Objective of the Objective of the Design of the
of management or del
business project deliverable
Description deliverable deliverable
Ensure the
profitability of Achieve
project for the rentabilidad Utilidad bruta Plan of
Deed of Based on Reports of
company in business no less than management of
constitution performance contract
compliance with average of 12% project
the established at least 12
by the client.

Time of
Execute the delivery in no
project inside more than 16
Achieve
of the meses, Utilidad
profitability Plan of
parameters of not less than Based on Reports of
Contract of business management of
costo, tiempo, 12% and costs of performance contract
average of project
scope and quality conformities
at least 12
established in no more than 1%
the contract. of cost of
project

Achieve Costs of
Comply with the Plan of
profitability compliance
specifications management of Based on Reports of
Contract of business no more than 1%
and standards project performance contract
average of of cost of
for the design Quality
at least 12 project

The execution of Achieve

Deliver the
project no profitability Plan of
health center Based on Reports of
take more than Contract of business management of
in no more than contract performance
the established in average of project
16 months
the contract. at least 12

4
 Respect for the
percentage of Achieve
Deliver the
participation of Regulatory profitability Plan of
health center Based on Reports of
their members about of business management of
in no more than contract performance
during the average hiring of involved
16 months
execution of the at least 12
project

The systems of The systems of

Avoid
security must security Plan of Plan of
comply with the standard
losses and Based on
Contract must comply management of management of
image of the contract
ZZZ of the ZZZ standard of Quality Quality
company
manufacturing manufacturing

The tests of
functioning The tests of
in factory and site functioning
Avoid
they must be in factory and Plan of Plan of
losses and Basado en
approved by the Contract site must be management of management of
image of the contract
Client for the OK and approved Quality Quality
company
acceptance of by the Client
project.

Compliance
of these rules
Standards
it will be verified
Avoid verified by
by an entity Plan of Plan of
losses and an external entity Based on
external Contract management of management of
image of the contracted by contract
hired by Quality Quality
company the Client.
the Client for
such end.

The
automation Generate a
must generate Achieve reduction of
a reduction profitability 80% in the Plan of Plan of
Based on
of 80% in the Contract of business time management of management of
contract
time average necessary for Quality Quality
necessary for the at least 12 the change of
change of flows. flows

The staff of
Personnel of
field must
field in
to be in
Avoid conditions of
conditions of Plan of Plan of
losses and operate at Based on
operate on Contract management of management of
image of the moment of the contract
moment of the resources Resources
company put in
put in
march
march.

5
1.2 Project Scope Statement

Project Name

Design and implementation of the supervision and control system for the automation of the four
pumping stations of the pipeline section Esmeraldas - Quito.

Critical Success Factors

Product Objectives Critical Success Factors

Implement a compatible security system The components of the instrumented system of

with SIX2 standard. security must be certified by an entity
autonomous that ensures it meets the level
SIX2 security.

Reduce the programming time of the DBCX from 1 hour to 10 minutes to receive the
required for fuel change information from the sensors and send it to the
transported a through the pipeline, actuators to carry out the changes of
increasing the system's availability. flow.

Product scope and project scope (Deliverables)

Product scope:

Implement an automated control system for the four pumping stations of the
client's pipeline section Colombia that contains:

Process control system

Instrumented Security System
Electrical Terminal Unit
Fire and gas detection system
Supervision and control system
Client personnel trained for the operation and maintenance of the system.

Project scope:

Design of plans.
Develop the functional programming specification.
● Carry out the programming of the controllers.
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 Integrate the cabinets.

● Carry out the installation and acceptance and functionality tests

Install and configure internal networks for each station.
Configure the external network that connects the 4 stations.

Program the HMI interface.

Train the Client's staff on the use of the system.

Plan and manage the execution of the project.

Project approval requirements

The constitution act will be approved by the SWSA sponsor, Technical Manager of the
company.
The Automation Manager of PetroXX will be the person in charge of accepting and approving each
one of the deliverables of the project.
The project delivery must be made on February 28, 2015.

1.3 Work Breakdown Structure (WBS)

Examples in course ppt material.

1.3 EDT Dictionary

Account of
Deliverable ID 04.01.01
control
Name of the deliverable AAA
DESCRIPCIÓN DEL TRABAJO

MILESTONES DATE
Not applicable

DURATION x days START DATE x x x END DATE x x x

QUALITY REQUIREMENTS

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RESPONSIBLE

2. Time Management Plan

2.1 Schedule

8
3. Cost Management Plan

4.1 Presupuesto

4. Quality Management Plan

4.1. Quality Policy

Company Quality Policy.

4.2. Objetivos de Calidad

. Ensure that the execution of the work takes place under conditions that
ensure the product quality according to its technical specifications and
comply with the established standards for the project.
. Minimize the environmental impact in the project area.
. Obtain a database of consistent events and situations that are
convert it into lessons learned for other similar projects.

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4.3. Standards and Norms

The applicable rules and standards for each job will be indicated in the relevant ones.
of the project, such as: specifications, material requisition, subcontracts,
procedures, inspection plans, drawings, etc.

ISO standards, CMMI, etc.

Customer Service Standards
Normas técnicas de la industria
National Building Regulations.
ASTM Standard - Quality Control of Materials
Norm G-050 - Construction Safety

4.4. Quality Organizational Chart (for very large projects)

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 4.5. Activities to Manage Quality

Activity and Area to be audited Responsible Frequency of Global value of

/ moment in the project audit inspections inspection (US$)
Design
10 days after the start of
design work of QA Engineer Once a month 3000
specialties
Construction
One month before completion
from the construction work of the QA Engineer Once a month 5000
new infrastructure
Safety and Environment
Professional in
30 days after the start of
Health and Safety Once a month 3500
construction work
Occupational

4.6. Activities for Quality Control

No.
Control activities
Deliverable Frequency/specification inspections
of quality
essays

Diary

Work control Jobs

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previous and/or provisional previous Verification of area execution according to technical specification

Movement Diary with tolerance :

Topographic control of lands Levels: + - 8mm 7
(fillings) - Angulo: + - 0.5°

Movement
Motion control Tests: 1 modified proctor (ASTM D 1557). For every 500 m3or fraction
of lands 5
of earth and embankments with cover placed and by fill areas.
fillings

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 Inspection: Visual, the entire area

Control of works of
Structures 22
reinforced concrete Test: Compressive Strength Fc= 210 kg/cm206 shows every 50
m3

Inspection: Visual, the entire area

Works of
Works Control of Essay: Compression resistance Fc= 210 kg/cm206 shows every 50
concrete 9
simple concrete m3
simple

Journal
Partition 1
Level/droop: max. 1cm for walls
Sand control every 300 m2
Work control of Arena: for sieve No. 8, no more than 80% for sieve No. 30, no more than
architecture Plasters 6
20% through sieve No. 50 no more than 5% through sieve No. 100

Carpentry
1 sectioning every 24 doors to verify manufacturing 2
made of wood
At the end of the electrical installations work:
Facility Control Mega test
5
electric Continuity test
Ground system test
Facility control At the end of the sanitary installation work:
5
sanitary Leak test of pipes at 200 PSI for 15 minutes.

Facility control
Isolated functionality tests in vacuum. 1
mechanics

12
5. Resource Management

5.1. Resource breakdown structure (Categories)

5.2. Organizational Chart

13
5.3. Responsibility Assignment Matrix

14
5.4. Description of Roles and Positions

15
 5.5. Human Resources Release Plan

Resource Release Criteria How Destiny

According to the activity packages of
project management will be used
Communication to
resources according to demand.
Project Manager all the Another Project
Project start: Full time
stakeholders
*Week 11 to 32: Part-time
Week 33 to 35: Full time
According to the activity packages of
Project management will use the
Communication to
resources according to demand.
Project Secretary all the Another Project
Project start: Full time
stakeholders
Week 11 to 30: Part-time
Week 31 to 35: Full time
According to the activity packages of
Project management will be used the
Communication to
resources according to demand.
Project Assistant all the Another Project
Project start: Full time
stakeholders
*Week 11 to 30: Part-time
*Week 31 to 35: Full time

5.6. Recognitions and rewards

For the project, a bonus and recognition policy is established.

function to achieve the 'SMART' objectives set at the beginning of each project.
In the evaluation of the compliance with the 'SMART' objectives of the Project, the following will be reviewed

the quality, deadline, scope, and cost conditions of the project.

If each of the established objectives has been met, the Bonus will proceed.
of the reward established by the Company Nisira.

The bonus amounts to S/. 2,000 new soles.

5.7. Performance Evaluation of Team Members

The company promotes a Culture of Development and High Performance in order to

align their individual goals and action plans of each project with the
company-wide strategy. Key competencies are identified and developed.

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 to achieve results, recognizing them based on the team's performance
work of each project.
Each Project is made up of different workers, who in turn are
classified by roles and functions.

5.8. Personnel change management

Changes in personnel, whether by choice or as a result of

uncontrollable events can have an impact on the rest of the
plan for project management. The criteria for personnel changes
project sound:
Termination of contract due to expiry of term or conclusion of activities
related to the position.
All contracts of personnel, except for permanent and fixed-term staff.
indeterminate of the company, contain a clause with the duration period
of the same or specify the validity until the end of the activities
related.
At the end of this period, the human resources department will contact the staff in order to
to manage their settlement.
Separation of personnel due to disciplinary measures or serious misconduct.
The worker can be separated from the company if in a repetitive manner
presents a penalty as a consequence of a breach of the Regulation
Work Environment or the contractual conditions established.

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 6. Communication Management

6.1. Communication Requirements

To ensure the proper flow of communication among the main stakeholders of the project
both internally and externally, mechanisms, activities, and strategies have been proposed
communication to facilitate the identification of problems and their consequent resolution
for the benefit of the project.
The following table details the different communication mechanisms and associated activities.
to ensure smooth communication among those involved in the project:

Mechanisms of
Definition and associated activities
communication
It occurs after the project award and after defining the
Initiation of
work team for the project. It is the first official meeting with the
project (Kick-off
project team that seeks the commitment of those involved and
meeting
generally establishes the start of activities. It is in charge of
project manager
They are formal or informal meetings established by the leader of a
Meetings of specific work team, either to make known the structure
work teams to work on or to obtain relevant information from the
activities performed
Document that includes the initial subsidiary plans for management
Planning of the of the project. Updates to them will be made in
project set by the work team and centralized and validated by the
project manager
Provide information regarding the progress of the project of a
specific aspect or several together. This document is prepared
Status report by the team of engineers jointly or individually and/or by the
site manager. The information in this document is relevant
para el reporte de actualización del proyecto.
Document that summarizes the main issues discussed during a
Meeting minutes specific meeting. Unless otherwise indicated, the
the person responsible for its writing is the one leading the meeting
Document that compiles the progress of construction over a period of time.
to another. Its creation and follow-up are the responsibility of the resident of
Progress report
work and must be delivered to the external supervisor hired by the
of work
client to be validated. It can be used for the
presentation of progress internally.

6.2. Communication Activities

Media Responsible for Frequency of
Activity Audience
and document and format to communicate communication
- Document: Contract
Project initiation:
signed Sponsor Project manager One time
Awarding of the project.
- Format: printed
- Medium: Meeting of Administration management and
Project initiation: Project manager One time only
award finance (HR management) and

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 Means of communication Responsible for Frequency of
Activity Audience
and/or document and format to communicate communication
Information and definition of - Document: Minutes of project and construction management
team meeting engineering management, control
- Format: printed and/or of projects and constructions)
electronic
Project initiation:
Start of activities with the
work team. review of Work team: staff of
project (scope, time, - Medium: Kick-off meeting Project manager the assigned company to One single time
costo, calidad, RRHH, project
communications, risks and
acquisitions)
- Document: Report of Project and construction management,
Estado del proyecto:
updates of the management administration and
General state information Project manager Monthly
project finance, quality management and
of the project
- Format: electronic* general manager
Weekly until the
Project status: - Document: Report of
Management of Project manager, head of signature of
State information of status of suppliers and
administration and project management and administration contract with
hiring with suppliers and contractors / contracts
finance of quality suppliers and
contractors - Format: electronic*
contractors
- Medium: Meeting of
engineering team
Engineering Directorate: Design
Project Status - design: - Document: Minutes of
Engineering Department of specialties and Once only
Cut and Transition No. 1 meeting
project manager
- Format: printed and/or
electronic
- Document: File
technical (preliminary project,
Project status - design: Cliente: Red de Salud Túpac The required ones
project and others
Submission of Project manager Amaru and municipality of by the client and
documents)
finalized documentation Carabayllo municipality
- Format: printed and/or
electronic

7. Risk Management Plan

One of the key elements in ensuring the success of the project, measured in terms of
compliance with deadlines, costs, functional scope, and final quality of the solution, is the management of
Risks. Implementing an appropriate Risk Management will be a decisive element when it comes to ensuring
the Project, through the identification and prior analysis of potential risks that
may affect the Project, and the development of appropriate contingency actions to prevent
its appearance or to minimize the impact on the Project, in case the risk ultimately
check.

7.1. Risk Management Methodology:

A. Planning and analysis meetings:

This tool will be used to develop the risk management plan as well as
define the methodology, role, and responsibilities to manage and analyze the risks of
project.

B. Reviews of the Project documentation:

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 The documents generated by the project will be continuously reviewed in order to
identify, qualify, classify and monitor the associated risks of the Project.

C. Brainstorming Analysis of assumptions:

Brainstorming and assumption analysis will be used for the identification of the
risks associated with the project considering information sources to the documentation
of the project, historical information and stakeholders of the Project.

D. Evaluation of Probability and Impact:

All identified potential risks will be evaluated based on their likelihood of occurrence.
occurrence and impact on the project considering sources of information to the
project documentation, historical information, and stakeholders of the project.

E. Risk categorization:
All identified possible risks will be classified based on their root cause.
generation in order to facilitate their evaluation, as well as to have a
better control and monitoring over them.

F. Strategies for Identified Risks:

Response strategies will be used and defined for all identified risks.
related to the project with information sources to the documentation of the
project, historical information and stakeholders of the project.

G. Contingency response strategies:

Strategies for response to contingency will be used and defined in case of risk.
identified allows it. To define these strategies, sources will be used.
information on project documentation, historical information and stakeholders of the
project.

H. Risk re-evaluation:
All identified and assessed risks in the risk planning will be
continuously re-evaluated to ensure that such risks are maintained
controlled.

I. Measurement of Technical Performance:

This information will serve as a data source to identify the activation of any
of the identified risks or of any new one.

J. Reserve analysis:
This tool will determine if the identified risks are still covered in
based on the established reservation.

K. Meetings on the status of the Project:

It will allow the project management team to stay informed about the status of the
project and compare the results obtained according to what was planned.

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7.2. Roles and Responsibilities of Risk Management

Project Manager

Supervise and approve the risk management plan for the Project.
Collaborate in identifying risks associated with the Project.
Collaborate with the Qualitative and Quantitative evaluation as Judgment of
expert for the identified risks of the project.
Approve the planned responses to the relevant risks of the Project.
Responsible for leading the Risk Monitoring and Control Committee.

2. Head of Engineering

Collaborate with the identification of risks associated with the Project.

Collaborate with the Qualitative and Quantitative evaluation as Judgment of
expert for the identified risks of the Project.
Define the responses to the relevant risks of the Project.
Participate and support the execution of the Monitoring and Control Committee
Risks.

Logistics Coordinator

Collaborate in identifying risks associated with the Project.

Collaborate with the Qualitative and Quantitative evaluation as Judgment of
expert for the identified risks of the project.
Define the responses to the relevant risks of the Project.
Participate and support the execution of the Monitoring and Control Committee
Risks.

Service Engineer

Lead and ensure the use of tools for identification and analysis of
the risks of the Project.
Lead the control and monitoring of the identified risks.
Responsible for implementing all the planned responses to the risks of
Project.

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 7.3. Periodicity

Periodicity
Process Execution Moment Deliverable of the WBS
Execution

Planning At the beginning of the Project Project Plan Once

At the beginning of the Project in Follow-up Meeting and One time

Identification
each Risk meeting Risk Control Biweekly

Qualitative Analysis at the Beginning of the Project in Follow-up Meeting and One time
Risks every Risk meeting Risk Control Biweekly

Quantitative Analysis at the Beginning of the Project in Follow-up Meeting and One time
Risks each Risk meeting Risk Control Biweekly

Planning At the beginning of the Project in a Follow-up Meeting and Onetime

response to the Risks each Risk meeting Risk Control Biweekly

At the start of the Project in Follow-up Meeting and One time

Response to the Risks
each Risk meeting Risk Control Biweekly

Monitoring and Control At the beginning of the Project in Monitoring Meeting

Weekly
of Risks each risk meeting Control de Riesgos

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 7.4. Risk categorization

7.5. Definition of Impact and Probability Scales

Impact Scale Very low Under Moderate High Very High

Objectives 0.1 0.2 0.4 0.6 0.8

Cost: The
Increase of Increase of
budget no Increase of Increase of Increase of
budget budget
exceeds the budget budget budget
less than 8 under 16 greater than 25%
budget less than 3% less than 8%
- 15 % 25%
assigned.
Time: The deadline
for the Delay of the Delay of the
Delay of the Delay of the
implementation of implementation implementation Delay greater than
implementation implementation
project must not less than 6 less than 11 15 days
less than 3 days less than 5 days
to pass from 10 days 15 days
October 2006.

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 Scope: Changes
Changes that Changes that
in the scope Changes Changes that Changes that
affect the affect the they affect the
initial of minimum that affect the
budget budget
Project, either do not affect or budget budget and/or
or at or to
by decision of to the budget and/or to to the schedule
schedule schedule less greater than
business or of not to schedule
less than 4 less than 8
organism schedule less than 3% 10%
7% 10%
regulator.
Number of Number of Number of Number of Number of
Quality: They must incidents in incidents in incidents in incidents in incidents in the
to have little the applications the applications the applications the applications major applications
incidents and a younger than 5 years old between 6 - 12 years old between 13 - 20 between 21 - 30 a 30 y/o times
good weather of times of times of and/or times of and/or times of of response
answers in the response of 3 response of 5 response of 7 response of 9 greater than 9
applications. seconds per seconds per seconds per seconds per seconds per
transaction. transaction. transaction. transaction transaction.

Probability Impact
Very Low 0.1 Very Low 0.05
Low 0.3 Under 0.1
Moderate 0.5 Moderate 0.2
High 0.7 High 0.4
Very High 0.9 Very High 0.8

7.6. Probability and Impact Matrix.

Prob. Threats Opportunities

0.9 0.045 0.09 0.18 0.36 0.72 0.72 0.36 0.18 0.09 0.045

0.7 0.035 0.07 0.14 0.28 0.56 0.56 0.28 0.14 0.07 0.035

0.5 0.025 0.05 0.10 0.20 0.40 0.40 0.20 0.10 0.05 0.025

0.3 0.015 0.03 0.06 0.12 0.24 0.24 0.12 0.06 0.03 0.015

0.1 0.005 0.01 0.02 0.04 0.08 0.08 0.04 0.02 0.01 0.005

0.05 0.1 0.2 0.4 0.8 0.8 0.4 0.2 0.1 0.05

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 TYPE OF RISK

THREAT OPPORTUNITY

RANGE OF
Type SEVERITY

A=ALTO 0.18 more A=ALTO 0.18 more

B=MODERATE 0.06 to 0.14% B=MODERATE 0.06 to 0.14%

C=LOW 0.05% less C=LOW 0.05% less

7.7. Risk records

Element of Risk Causes of the Impact of Possible Identified

the EDT identified risks Risk answers for whom:

1.2.2 Search for Delay in Delays in Establish Logistics

modules times of the times of Coordinator
Boards inefficient Delivery contingency schedule / (LC)
original Quote the
purchase of
modules with to
minus 3
suppliers

[Link].1 Delay in Delay in Delays Establish Head

preparation delivery of during the payments of Engineering
Standards of Engineering Plans of stage of penalties (HE)
of Blocks Engineering time of
of Detail Engineering
of control detail delay

[Link] Increase Request from the Follow up Search for the Project
Base client for and control excellence in Manager
Minutes of
installed demanding development the deliverables (PM)
conformed expansions on the and fulfill the
d del . personal demands of
project for quality
secure the

25
Element of Risk Causes of the Impact of Possible Identified
the EDT identified risks Risk answers for whom:

quality in
each
deliverable
of the project

[Link] Availability Changes in Delay in Establish Project

of the Personal the the beginning of bonds of Manager (PM
Planning schedule the tasks recognition )
of the Project Resignation scheduled or by good
of Personal s performance
for the team
of project
Implement
a program
for promotion
and line of
race for the
personal

[Link] Delays Fall of the Delay in Establish Head of

during start of the stage of program of Engineering
Set in Stop of system put in review of the (HE)
March of Plant during march deliverables of
system stop of programming
plant of logic
control.

[Link] Change in the Ambiguity No Project Advising

terms of in some approval legal during the Manager
Statement validation of the (PM)
reference of definitions of
of the Scope proyecto of the scope deliverables contract
in the on behalf of the
contract client
Reprocessing
of tasks

26
 7.8. Risk records (prioritized)

Probability Requires Level

Element Risk Category of Probability Impact ad del
response
from the EDT identified Risk (RBS) ad to risk
immediate!
x Impact o
1.2.2 Search for Address 0.2 0.6 0.12 Use Under
modules del fast
Boards inefficient Project tracking
during the
stages of
assembly of
boards and
tests
FAT

[Link].1 Delay in External 0.3 0.7 0.21 Charge High

elaboration penalty
Standard of it's the
s de Engineering companies
Blocks contractor
of Detail
of control s
responsible
it is from the

delays
Use
crashing
the
following
stages of
project

[Link] Increase Address 0.4 0.4 0.16 Ensure the Medi

r Base del availability
Minutes of
installed Project to the
Conformid personal
to the for the
project next
projects

27
 Probability Requires Level
Element Risk Category of Probability Impact ad del
response
from the EDT identified Risk (RBS) ad to risk
immediate!
x Impact o

[Link] Organization Availability 0.2 0.5 0.1 Count on Under

to you nal a base
Planning of
Personal
of the companies
Project sub
contractor
s with
personal
qualified
in use
of the system
of control.

[Link] Delays Technique 0.4 0.9 0.36 Establish High

during double shift
Set in Stop of for the
March jobs
Plant
del during the
system bus stop
plant

[Link] Change in Address 0.2 0.9 0.18 Include Medi

the del clause in o
Statement terms the contract
Project
delete of that the
Scope reference overcost
del they will be

project assumed
for the
client

28
 7.9. List of Risks Requiring Additional Analysis

Identified Risk Category of NEXT DATE

Risk (RBS) REVIEW

Delay in Address 08/09/2013

elaboration of of the Project
Engineering of
Detail

Delays during Technique 08/09/2013

Plant Shutdown

7.10. Supervision List (Low Priority Risks)

Identified Risk Category of PROBABILITY

Risk (RBS)

Search for Address of 0.2

módulos Project
inefficient

Availability of Organizational 0.2

Personal

7.11. Risk Register (Quantified)

Risk Probability Cost of Probability Reservation of

identified Impact contingency
x Impact
Search for 0.2 $ 300,000.00 0.12 $ 300,000.00
modules
inefficient

29
Delay in 0.3 $10,100.00 0.21 $ 10,000.00
elaboration of
Engineering of
Detail

Increase 0.4 $ 0.0 0.16 $ 0.0

Installed base

Availability 0.2 $ 65,400.00 0.1 $ 40,000.00

of Personal

Delays during 0.4 $ 450,000.00 0.36 $ 800,000.00

Plant Shutdown

Change in the 0.2 $ 15,000.00 0.18 $ 10,000.00

terms of
reference of
project

7.12. Risk Register (and response strategies)

Risk Owners Strategy Symptoms and Budget Plans Possible

identified and of the as of signals of sto y risk contingency
tipo
Search for Logistics Respues
riesgos Avoid advertenci
Orders fromreservas
$ y de residuales y
Plan of Risk
modules s delay of 300,000.0 Residual contingency
inefficient Coordinate date of 0 a
actor delivery
(LC) Overcost
Threat Use fast-
tracking
during the Risk
stages of Secondary
assembly of
boards and
FAT tests
Increase
of time
delivery
Plan of
reservation

30
Risk Owners Strategy Symptoms and Budget Plans of
Possible
identified and of the as of signs of I am risk contingency
tipo riesgos Respues advertenci reservas residuales
y de y

Request
supply
of
materials
with others
suppliers

Delay in Head Transfer Problems $ Plan de Risk

preparation Engineer during the 10,000.00 Residual Contingency
of Engineering ring development a
of Detail (HE) of
standards Reprocessing
in the Collect in the stage
Threat program engineering penalties
ion of the at the
logic of companies
control contractors Risk
responsible Secondary
of the
delays
Use
Subcontract
crashing in
a new
the
contractor
following
stages of
project

Plan of
reserve

Establish
double shift
for the
stage of

31
Risk Owners Strategy Symptoms and Budget Plans Possible
identified and of the as of signals of I'm sorry, but the text provided is too short or unclear to translate accurately. risk contingency
tipo riesgos Respues advertenci reservas residuales y de y
development
from
engineering

Increase Project Exploit Requests $ 0.0 Plan of Risk

Installed base Manage of Residual contingency
r (PM) quotation a
from the client

Opportunity for Expansion

migration of warranty
of the of modules.
system of Asegurar la
control of availability
other areas to the
personal Risk
for the Secondary
next
projects
New
Projects
Plan of
reservation

Apply
Goldplating

Availability Project Mitigate Inconsistency$ Plan of Risk

of Personal Manage of the 40,000.00 Residual contingency
r(PM) personal a
Lack of
Threat motivation Conflicts
del inside the
personal equipment of
To have
project
a base of
companies
32
Risk Owners Strategy Symptoms and Budget Plans Possible
identified and of the as of signs of I'm going contingency risks
tipo riesgos Respues advertenci reservas residuales y de y
sub
contractors
with Risk
personal Secondary
qualified
in the use of
system of Reduction of
control. personal
due to the
outsourcing
of the greater
Plan of
part of
reservation
stages of
project

Outsource the
mayor
amount of
stages of
project

Delays Head of Accepting Failures of $ Plan of Risk

during Enginee system 800,000.0 Residual contingency
Stop of ring during the 0 a
Plant (HE) set in
march Faults
potentials
Threat of the new
Establish
system
double shift
for the
jobs
during the Risk
stop of Secondary
plant

Deficit
budgetary
or generated

33
Risk Owners Strategy Symptoms and Budget Plans Possible
identified and of the as of signals of this and risk contingency
tipo riesgos Respues advertenci reservas y de of
Plan residuales
to be paid y
reserve penalties

Offer to the
team of
I project a
good
extraordinary
I of
recognition
he is you
manages to reduce
at least the
time
lost
to avoid
to pay
older
penalties

Change in Project Transfer Requests $ Plan of Risk

the Manager to go of change 10,000.00 Residual contingency
terms (PM) generated a
of for the
reference client No
del Include compliance
project clause in on behalf of
the contract from the client
establishing
(Threat) what the
overcosts Risk
they will be Secondary
assumed
for the
client

34
Risk Owners Strategy Symptoms and Budget Plans Possible
identified and of the as of signals of I am risk contingency
tipo riesgos Respues advertenci reservas y de residuales
Make y
me poor
inside of the
Plan of relationship with
reservation
del cliente

Limit
responsible
dad for
no changes
provided in
the scope
original

35
8. Procurement Management Plan

8.1. Decision to MAKE or BUY:

Since the core business is not software development but another, for this project we
has decided to hire specialized companies in the field of DEVELOPMENT OF
SOFTWARE with the aim of outsourcing the implementation of the project.

The present Plan is in charge of defining how the acquisition processes will be carried out.
of services that are needed outside the project team. The owner of the Process of
Supplier Selection is the Solutions Development Manager.

8.2. Participants in the Supplier Selection Process:

Participant Required Training

Development Manager
Supplier Selection Process
Solutions
Evaluating Committee Supplier Selection Process
Suppliers Supplier Selection Process
Project Manager Supplier Selection Process
Requesting User Supplier Selection Process

36
8.3. Supplier Selection Procedure

37
8.4. Description of Supplier Selection Procedure
Role
ID Actividad Activity Entry Activity Description Exit
Participant
Identificar el tipo de adquisición Type of
E: Manager of
required based on the document acquisition
Project
of acquisition typology. required
Definition of the
Identify type In case the user suggests a
1 Project Provider
of acquisition provider, one must search C: Deputy Manager
section 1 and 2 identified
alternatives and compare them.

Identify if the supplier is unique

Supplier Provider Yes: Continue in 5 E: Manager of

2
Unique? identified No:ContinuesinGPROV00110 Project
Definition of the List of
E: Manager of
Project Suppliers
Project
section 1 and 2 Candidates
Call for applications Make the call for
Type of Proposals of
GPROV00110 from providers using the means
acquisition suppliers C: Deputy Manager
Suppliers defined.
required (RFP)
List of C: Manager of
Suppliers IT Unit
Prepare a list of members of the E: Manager of
Evau
lao
tinCommte
i e. Project
Each project must identify
the necessary roles for the C: Assistant Manager

evaluation. Keeping in mind:

To conform Type of . Networks (only in projects) Committee C: Manager of
3 Committee acquisition with PC platform). evaluator IT Unit
evaluator required . Information Security shaped
. Project Leader
. Requesting User
. Project Manager
. IT Unit Manager

Members of the
Committee Validate the membership list of the
Approve Committee Committee Manager of
4 Evaluator Proposed Evaluator Committee for
Evaluator Evaluator IT Unit
Conformed the project.
Approved
Supplier E
C:o
me
e
tm
ti
Evaluation and selectedEvaluator
Proposals to Evaluate proposals and select Proposal Manager of
GPROV00120 Selection of
Suppliers Winner winner Project
Suppliers

Draft minutes of the meeting where

detail the justification of the Deed of
selection of the proposal meeting
Document
Proposal winner. E: Manager of
5 selection
winner For the case of suppliers Project
supplier Matrix of
this justification can
selection
be documented in the matrix of
updated
selection.
SupplierSupplier Yes: Continue in 5 R: Manager of
6
Selected? selected No: Continue on 6 Project
I: Manager of
Negotiate Supplier Negotiate the contract with the Contract Project
7
Contract selected supplier negotiated E: Assistant Manager

Manager
E: Manager of
Users are informed via Project
Declare Informed Mail declaring
email the evaluation Commtiee
8 Selection Proposals of the call
unsatisfactory from the suppliers
Deserted theProvider desert dressing Evaluator
and is declared vacant.
C: Deputy Manager

38
8.5. Supplier Invitation Subprocess

39
 8.6. Description of the Supplier Invitation Subprocess

Activity ID Activity Entry Description of theActivity Exit Role - Participant

EstimatedCostEstimatedcostofthe Yes: Continue with activity 2

1 Project Manager
< $10,000 ? acquisition No: Continues in activity 3

Contact Contact Suppliers via

Estimated cost and details Contact
2 Providersvia telephone and indicate deadline of Project Manager
functional telephone
telephonic receipt of proposals
Contract Amount Yes: Continue to activity 4
Estimated cost of the
3 >= $10,000 and < Project Manager
acquisition No: Continue to activity 5
$60,000?
Prepare and Send Functionaldetailandcostofsendinglettersoremailstothe
Letters
4 Letters to estimate of the Suppliers indicating date Project Manager
sent
Suppliers acquisition proposal submission deadline
Prepare and Send FunctionaldetailandcostPreparationandSendingofRFPvia Project Manager
5 RFPa estimado de la email to suppliers indicating RFP sent
Suppliers acquisition deadline for reception of C: Requesting User

Receive proposals Receive the submitted proposals Proposals of

Proposals from the
6 of the by the suppliers and the RFPsi the Project Manager
suppliers
suppliers corresponds. suppliers
Prepare and Prepare and deliver the Report of the Report
Project Manager
deliver report Proposals from the Proposals from the Suppliers proposals of
7 I: Assistant Manager, Manager of
Supplier Proposals via mail, according to the format the
Proveedores establecido. proveedores ITUnit
Pre-select the providers
E: IT Unit Manager
Candidates
Pre Select Suppliers
Informede propuestas de Maximum 2 if < 10,000 C: Requesting User
8 Suppliers Preselected
the suppliers
Candidates Maximum 5if < 50,000 os Project Manager
Maximum 9 if > 50,000
Prepare a list of List of
Suppliers Prepare the list of suppliers
9 Suppliers Suppliers Project Manager
Pre-selected candidates
Candidates candidates

40
8.7. Evaluation and Selection of Suppliers

41
 8.8. Description of the Supplier Evaluation and Selection Subprocess

Role
Activity ID Activity Entry Description of theActivity Exit
Participant
Receive Proposals from Proposals of Comem
e
tti
1 Receive proposals from suppliers
Proposals suppliers suppliers to qualify Evaluator
EvaluateProposals using the criteria of
evaluation established in the Proposals document Com
em
e
tti
Evaluation criteria
typology of acquisitions, and the selected procedure Evaluator
Evaluation Matrix.
To grade If the pre-selected supplier does not send their
2
Proposals Proposals of proposal with the defined formats, of Manager of
Evaluation matrix
suppliers In the same way, it should be evaluated in the matrix. Project
of evaluation.
C:User
Applicant
Cost Yes: Continue on 4 E
C
:om
eetm
ti
3 Dear Selected Proposals
No: Continue on 10 Evaluator
$60,000?
Determine the need for pilots, Result of the
considering: evaluation
Evaluate 1. SW packages to customize. Proposals to Convene
E
C
:om
eetm
ti
4 need for Selected Proposals 2. New suppliers for Interbank. Evaluator
pilots Large projects should always have
a pilot. Medium projects can
replace the pilot with a demo.
Need for Yes: Continue at 6 E
C
:om
eetm
ti
5 Selected Proposals
pilot? No: Continue on 10 Evaluator
I:Commtiee
Evaluator
To summon Define date for the presentation of Pilots and Agenda for R: Manager of
6 Proposals to Convene
Pilots inform him via email presentation of pilots Project
I: Suppliers
Called Proposals Analyze and evaluate pilot presentations and
InformedProposals Com
em
e
tti
7 Pilot Evaluation to shape them into the Report format
Evaluation Criteria Suppliers Evaluator
Supplier proposals.
Pilot Proposal Information of Yes: Continue in 10 E
C
:om
eetm
ti
8
Satisfactory? the Provider No: Continue on 9 Evaluator
Do they exist? Yes: Continue in 2 E
C
:om
eetm
ti
9 Proposals in
No:End Evaluator
wallet?
Negotiate with Negotiate economic proposal with Results of E
C
:om
eetm
ti
10 Selected Proposals
Suppliers Providers. Negotiation Evaluator
Informed Proposals
Suppliers Choose the winner based on the negotiation,
Determine Com
em
e
tti
11 Negotiation Results results of the pilot and the criteria of Selected supplier
Winner Evaluator
evaluation
Evaluation Criteria
Send thank you letters to the E: Manager of
Send Final Result Letters of unselected suppliers and Letter of Project
12 Results sent
resultado Selección acceptance of the selected supplier via S
:e
s,u
rIp
ipl
mail Deputy Manager

42
 8.9. Type of Contract with the supplier

Fixed price contract. In this type of contract, the goods are fixed at the beginning.
is not subject to changes, unless the scope of work is modified. Any increase
costs due to adverse performance are the responsibility of the chosen provider,
who is obligated to complete the effort. Within the framework of a fixed-price contract
closed, the buyer must precisely specify the product or services that are
they will acquire, and any changes to the acquisition specifications that may arise
in an increase in costs for the buyer.

8.10. Matriz de Evaluación de Proveedores

WEIGHT Score Score Score Score

Functional requirements 30% 80.10% 24.03% 51.90% 15.57% 80.75% 24.23% 92.20% 27.66%
Technical Requirements 20% 85.80% 17.16% 54.00% 10.80% 83.25% 16.65% 89.10% 17.82%
Costs 20% 70.00% 14.00% 80.00% 16.00% 65.00% 13.00% 75.00% 15.00%
Previous Experience 15% 60.00% 9.00% 62.50% 9.38% 80.00% 12.00% 70.00% 10.50%
Implementation 8% 27.50% 2.20% 33.75% 2.70% 62.50% 5.00% 42.50% 3.40%
Others 7% 85.50% 5.99% 20.50% 1.44% 32.50% 2.28% 83.00% 5.81%

72.38% 55.88% 73.15% 80.19%

8.11. The evaluation committee defined the following weights for each criterion:

a) Functional Requirements - 30%

b) Technical Requirements - 20%
c) Costs - 20%
d) Previous Experience - 15%
e) Implementation - 8%
f) Others - 7%

According to the evaluation of the suppliers, the winning company is YYYYYY, for having the
rating 80.19% higher in the evaluated criteria.

43
8.12. Supplier Performance Report Template

44
9. Stakeholder Management Plan

9.1. Identification and Description of Involved Parties:

The main internal and external stakeholders listed in the following table have been
identified considering the environmental factors and the organization processes of the
company, the preliminary list of involved parties described in the constitution act and the documents
of project acquisitions.

Table: Main Involved Parties (Internal and External)

STAKEHOLDERS INTERNOS
Stakeholder Groups Code Key Stakeholders or Representatives
SH-1 AAAAA SAC General Manager
SH-2 AAAAA SAC Project Manager
Project and Construction Manager
Project management management
SH-3 AAAAA SAC
Management of Administration and Finance
Legal advisor
SH-4 AAAAA SAC Site Manager
EXTERNAL STAKEHOLDERS
SH-5 Ministry The Network
SH-6 External Supervisors Staff selected by the client
General Confederation of Workers of Peru
Construction unions (CGTP)
SH-7
civil Federation of Workers in Civil Construction of
Peru (FTCCP)
Municipality
SH-8 Local government
Citizen Security
General Office of Planning and Budget (OGPP)
General Directorate of Infrastructure, Equipment and
Maintenance (DGIEM)
SH-9 Ministry of Health
The General Administration Office (OGA)
The Office of Investment Projects (OPI)
The Directorate of Health V Lima City (DISA V LC)
Medical Director
Health Center El
SH-10 Medical Staff
Progress
Health Center Workers
National Institute of
SH-11 Assigned supervisor
Civil Defense (INDECI)
Elected representatives or community leaders
SH-12 Communities Local Residents
Neighbors
45
SH-13 Suppliers Main Suppliers

9.2. Roles y relación con el proyecto

The roles and relationship with the project are briefly described below:

SH1. AAAAA SAC–General Manager. In charge of the company

SH2. AAAAA–Project Manager. In charge of the project

SH3. AAAAA–Management and Leadership:

- Project Manager and Works in charge of the management responsible for the different
project management and considered as the internal Sponsor of the project
- Management of Administration and Finance, which includes the commercial manager and head of resources.

humans in charge of accounting, finance, supplier selection and

subcontractors, and drafting of contracts required for the project.
- Management of the Project Management, which includes the heads of Engineering,
Project and Construction Control.
- Legal advisor, in charge of the legal and contractual aspects related to the project.

SH4. Site Resident.

- Professional affiliated hired by AAAAA SAC for this project, who is
responsible for the construction of the work according to the plans, specifications and
other project documents within the budgetary and contractual limits.

SH5. Ministry - The Network

- She is responsible for the execution, operation, maintenance, and subsequent evaluation of
the investment projects within its jurisdiction. It is the direct client of the company
for this project.

SH6. External supervisors.

- Designated by the client according to the public tender bases for this project.
They are responsible for permanently and directly ensuring compliance.
46
 of the specifications of the contract between the company and the client, validating the reports
of work progress.

SH7. Construction Civil Unions

- The General Confederation of Workers of Peru (CGTP) and the Federation of
Workers in civil construction of Peru (FTCCP), legally established in Peru
for more than 50 years, they have been part of the civil construction benefits in
projects carried out in the national territory.

SH8. Local Government

- Represented by the Municipality in charge of the approvals of licenses and permits
of execution and operation of establishments within its jurisdiction. It is
responsible for the allocation of citizen security resources in coordination with
the national police.

SH9. Ministry - Offices and Directions.

- The offices and addresses listed below that are involved in the different
planning activities, budgeting, organization, investment programming,
development, conservation, and maintenance of infrastructure and equipment.

SH10. Center
- Represented by its workers and Director, who are directly benefited.
of this project.

SH11. National Institute

- It is the public agency responsible for the processes of preparation, response and
rehabilitation, in addition to granting operating certification of the
new or remodeled buildings.

SH12. Communities
- Representadas por sus líderes, residentes locales y vecinos, quienes serán los
direct and indirect beneficiaries of the health benefits that will be offered
47
 project when it is finished.

SH13. Suppliers
- Identified and pre-selected by the company that wants to ensure their participation
of the market with the company in charge of the project.

9.3. Interest - Power Matrix

After an analysis that considers the characteristics of the project and the social environment and impact.
of the same in the population of the district, the following interest-power matrix shows the position
current status of each of the main stakeholder groups regarding the project in the
current events, prior to the start of the execution activities.

Figure 1: Stakeholders: Interest–Power Matrix

MATRIZ: INTERÉS - PODER

High
SH-7 SH-1, SH-2, SH-3,
SH-6 SH-4, SH-5

SH-11 SH-8

SH-12 SH-10 SH-9

48
 SH-13
Bajo

Under INTEREST High

SH-1 AAAAA SAC–General Manager SH-2 AAAAA SAC–Project Manager

INTERNOS
SH-3 AAAAA SAC–Management and Leadership SH-4 Site Resident
Construction Unions
SH-5 The Network SH-6 External Supervisors SH-7
Civil
EXTERNALS Ministry - Offices and
SH-8 Local Government SH-9 SH-10 Center
Directions
SH-11 National Institute SH-12 Communities SH-13 Suppliers

49
 9.4. Main groups of Involved Parties, interests and Strategies

The following table summarizes the main groups of stakeholders and their main
interests, their current and desired position regarding the project and the strategies of the
company and/or project team to maintain or achieve the desirable position:

9.5. Current Position vs. Desired Position

The following graph shows the current position vs. the desirable position of the
main groups of stakeholders:

Gráfico: Involucrados: Posición Actual vs. Posición Deseable

Legend:
C–Current Participation
Desired Participation 50
 For the success of the project, the list of stakeholders, the interest matrix-
power and the table of proposed interests and strategies must be reviewed and updated
with a frequency not exceeding 30 days or as needed during the life cycle
of the project. To do this, the project manager must consider the updated information from
new requirements, change logging, incident reports, political factors, and
environmental and organizational factors of the company; information that is required for
project team.

51