OPERATIONS MANAGEMENT ASSIGNMENT

MANAGEMENT PLAN FOR AFFORDABLE HOUSING AT OYIBI

Project Title: Affordable Housing Scheme at Oyibi Project Sponsor: R&J System
Limited
Project Working Title: Oyibi Affordable housing Project Manager: ……………….
Project ID: AB2020RJ Project Duration: 18 months

KEY STAKEHOLDERS:

 Board of Directors and Shareholders of R&J Systems Limited

 The Ministry of Works and Housing
 The Chief and People of Oyibi

1.0 INTRODUCTION

This document is a Management Plan which outlines the approach to managing a housing
project planning, execution control and closure to create modern affordable home suitable for a
growing family living. The Plan has been formulated out of best practice for execution of the
minor nature of the development proposed.

This document includes comment on the envisaged construction operations comprising: site
establishment, logistics and the process of managing the overall local environment. It seeks to
ensure that the works cause the minimum practicable disruption to residents including by
achieving a safe working and living environment.

Formal approvals and activity methodology approaches will be addressed in detailed

submissions to the design team and the Client. Liaison with the neighbours and interested
parties will continue throughout project execution and as information is updated. Neighbours
will be kept informed of progress and anticipated works.

The Plan provides an overview of the key project activities. Generic statements will be
amplified at the appropriate stage of the project execution together with relevant procedures
and detailed method statements. This Plan will be used as the template for developing the
construction phase health and safety plan.

2.0 PROJECT SCOPE STATEMENT

a) Project Objectives

The objective of this project is to build one hundred (100) affordable high-quality, single
family house units at Oyibi in the Greater Accra (Tema) municipality within 18 months. The
 project is also designed to support youth employment agenda within the community. The
affordable houses units will be built from sustainably sourced materials.

The unit features will be as described in the deliverable list to improve its life span. The
average construction price (cost per unit) for a unit is approximately GHS 120,000 (Taylor,
2014, p. 1). The specification for this project involve large finished area with planned
amenities to meet demand.

b) Project Deliverables
1. A 370 square-foot finished houses, with 2 bedrooms and 1 bathroom.
2. Exterior finish in accordance with environmentally preferable products.
3. Energy independence systems, including rooftop solar energy installation.
4. Interior finish using environmentally preferable materials.
c) Project Baseline Milestones
Project Phases Activity Completion Date
1. Contract signed 6th July, 2020
2. Architectural design started 12th July, 2020
3. 30% design review 20th July, 2020
Phase One 4. 60% design review 3rd August, 2020
5. 90% design review 16th August, 2020
6. Design complete 30th August, 2020
7. Permits approved 30th September, 2020
8. Excavation complete 30th November, 2020
9. Foundation complete 8th January, 2021
10. Block works 30th January, 2020
Phase Two 10. Framing complete 14TH March, 2021
11. Roofing complete 30th April, 2021
12. Plumbing, electrical, and mechanical 4th June, 2021
installed
13. Plumbing, mechanical, electrical inspections 11th July, 2021
passed
Solar system installed 30th July, 2020
14. Exterior finish 27th August, 2021
Phase Three 15. Landscaping complete 30th October, 2021
16. Interior finish 30th December, 2021
17. Final inspection and acceptance by sponsors 22nd January, 2022

d) Limitations and Exclusions

Limitations of the project scope exclude:
1) Providing electrical power, sewage, natural gas, and water services to the site.
2) Development of driveways beyond 500 feet from the building site.
3) Maintenance contracts and inspections (e.g. septic system).
 3.0 PROJECT COMMUNICATION PLAN
As part of the management plan, the various communications that will be carried out from the
project start to finish with all stakeholders will be done as documented.
Project Communication Plan
Deliverable Recipient Frequency Method Communicated
By
Milestone reports Project Manager, Monthly Email, Project Team
Sponsor. hardcopy
Project status Sponsor Weekly Email, Project Team
reports hardcopy
Contractor Project Manager, Bi-weekly Email Contractor Lead
status reports Project Team
Subcontractor Project Manager, Email Sub-contractor lead
status reports Project Team, Bi-weekly
Contractor
Issues reports Project Team Weekly Email Contractor and sub-
contractor
Change requests Project manager Weekly Email, Project Team
hardcopy
Approved change Sponsor When due Email, Project manager
requests hardcopy

a) Analysis of Stakeholders
Stakeholder analysis is intended to identify the groups that are involved in the project in order
to ensure their communication needs are known by the project team. This is because
stakeholders need “project information to make decisions and/or contribute to project
progress” (Larson and Gray, 2014, p. 120). The analysis of the stakeholders for this project
show there are three main groups namely: Board of Directors and Shareholders of R&J
Systems Limited, The Ministry of Works and Housing, The Chief and People of Oyibi, Tema
Municipal Assembly.

b) Information Need
The various stakeholders will be updated as each sub-task is completed, and if any activity will
cause a delay, increased cost, or affect project inspection or completion of milestones as soon
as they are identified, stakeholders will be informed if required. Regular communications will
also be ensured among the project manager, project team and contractor, sponsor.
The goal of this analysis is to ensure the project defines “what information is pertinent to
stakeholders who contribute to the project’s progress” (Larson & Gray, 2014, p. 121). The
project manager will be kept apprised of aspects of the project from the project team, general
contractor, and county Inspector in order to make adjustments in time, cost, or supplies. The
project team will be responsive to all levels of the project to resolve issues as soon as practical.
 c) Information Source
Sources of information to be communicated includes; Milestone reports provided by the
project team to the sponsor and project manager will include progress status for each
milestone. Project status reports are provided by the project manager and will include an
updated risk register highlighting any risks that have become issues, along with the proposed
remediation plan, primary point of contact for resolution, and project budget status.

The General Contractor and sub-contractor status reports will be provided by the respective
entity and will include, at a minimum, actual and projected percent of completion of the task,
status of known risks, and emerging risks. Issue reports will be updated by the responsible
party per the schedule given in the below matrix. New issues affecting scope, schedule, or
budget will be reported to the project manager by the responsible party immediately.

Approved change requests are the sole responsibility of the project manager. Change requests
shall be formulated and submitted by the project team to the project manager and will include
recommended corrective or preventative actions to remedy or avoid potential shortfalls or
undesirable conditions.

d) Modes of Information communication

Coordinating of communication will be done through predetermined modes to ensure clear

concise answers to issues, questions and approvals. These elements of plan modes of
communication will defines “how information will be communicated” (Larson & Gray, 2014,
p. 120). These shall include; Email and signed or certified mail hardcopies. In-person and
hardcopy communication will be required for any escalation of reports that affect scope, cost,
and time. The preferred methods of the communication will be by email and certified delivery
of hardcopies for documentation as specified in the table matrix above. All change requests
will require email and hard copies once approved.

e) Responsibility and Timing

It will be the responsibility of the party that cannot meet their respective task on time, within
budget, or within scope, to notify the required audience in writing within 24 hours of the issue
being identified. It will be the recipient’s requirement to reply with their response or solution
in writing within 24 hours of being notified. The exception to this is if the approval from the
sponsor is required. Any approval costing more than GHS 2,000 or delaying the primary
project by more than one week must have the sponsor’s signed approval.

4.0 PROJECT TIME MANAGEMENT PLAN

The duration of the project is 18 months (546 days) approximately. Therefore, the activity
sequencing will be used to identify the various works and manage the work breakdown
structure. This involve the scheduling of the work by activities us the Gantt chart technique.

GANTT CHART
2020 2021 2022
Activity Node Activity (Task) Start End Dur July Aug Sept October Nov Dec Jan Feb March April May June July Aug Sept Oct Nov Dec Jan
1.1 Project Initiation 30/06/2020 06/07/2020 7
1.2 Project planning 01/07/2020 31/08/2020 60
1.3 Project design 01/07/2020 31/08/2020 60
1.4 Permitting 01/08/2020 30/09/2020 60
1.5 Foundation works 01/10/2020 08/01/2021 100
1.6 Block works 01/11/2020 30/01/2021 90
1.7 Framing and Roofing 09/01/2021 14/03/2021 60
1.8 Electrical works 01/03/3021 30/04/2021 60
1.9 Plumbing works 12/04/2021 11/06/2021 60
1.10 Solar system 01/06/2021 30/07/2021 60
1.11 Exterior finish works 18/07/2021 27/08/2021 45
1.12.1 Dry wall 15/06/2021 30/07/2021 45
1.12.2 Interior finish carpentry 01/08/2021 30/09/2021 60
1.12.3 Interior painting 02/11/2021 31/12/2021 60
Kitchen and bathroom
1.12.4 01/10/2021 30/11/2021 60
cabinetry
1.12.5 Floor finish 01/11/2021 30/12/2021 60
1.13 Landscaping 01/09/2021 30/10/2021 60
1.14 Monitoring and control 15/10/2020 25/12/2021 450
1.15 Project closure 01/01/2022 14/01/2022 14
Final inspection and
1.16
acceptance by sponsors. 15/01/2022 22/01/2022 7

This will help to manage time constrains as a result of slacks. Where there are leads, proper
arrangements will be made to capitalize on them to cover delays in other activities. Therefore a
schedule control system will be adopted which will includes the paper-work, tracking systems,
and approval levels necessary for authorizing changes.
5.0 PROJECT BUDGET MANAGEMENT APPROACH
The budget the affordable housing project will be managed not to exceed GHS 120,000. In
preparing the budget, the top-down estimate approach will be adopted. This will also involve
budgeted cost of work scheduled which will provide accurate tracking of each deliverable to
find out if it is under cost or over cost as compared to the project estimate. This tracking will
take into account cost of resources paid.
Microsoft Project 2013 will be used by the team to track the variance over time utilizing the
report option. The variance over time in Microsoft Project 2013 allows for the project manager
and the project team to evaluate cost variance (CV) and schedule variances (SV) for the project
based on status date. Such that if CV is negative, then the project is over budgeted. If SV is a
positive value, then the project is behind schedule. Where Cost Variance (CV) = Earned Value
(EV)-Actual Cost (AC). The earned value is the budgeted cost of work performed (BCWP).
Scheduled Variance (SV) = Earned Value (EV)-Planned Value (PV).
a) Proposed Cost Estimate

WBS Task Name Duratio Resources Identified Cost (GHS)

n
1 Affordable Housing 546 12,000,000
Project days
1.1 Project Initiation 7 days 10,000
1.2 Project planning 60 days Permit fees, 30,000
Ministry of works
1.3 Project design 60 days and housing, Tema 50,000
municipal assembly,
1.4 Permitting 60 days Project documents 50,000

1.5 Foundation 100 Foundation and 1,100,000

days
1.6 Block works 1,200,000
90 days
1.7 Framing Framing materials 1,300,000
60 days (trusses, metals, etc.)

1.8 Electrical works Electrical materials 1,000,000

60 days (wires, tapes, roofing
sheets, etc.)

1.9 Plumbing works Plumbing materials 1,000,000

60 days (pipes, glue, etc.),

1.10 Solar system Solar system 1,000,000

60 days materials (solar
panels, batteries,
etc.)
1.11 Exterior finish works and 300,000
45 days Exterior materials
1.12 Interior works: Plywood
1.12.1 Dry wall 45 days 2”2, 2”4 boards 300,000
1.12.2 Interior finish carpentry 60 days 1,000,000
1.12.3 Interior painting 60 days Paints, brushes 400,000
1.12.4 Kitchen and bathroom 60 days 1,000,000
cabinetry
1.12.5 Floor finish 60 days Cements, etc. 500,000
1.13 Landscaping 60 days Grass, shovel, etc. 500,000
1.14 Monitoring and control 450 Project team, 500,000
days manager
1.15 Project closure 14 days 10,000
Sponsor, project
1.16 Final inspection and 7 days manager, project
acceptance by sponsors. team 20,000
 b) Time-Phased Budget
A time-phased budget will also be developed for this project to assist in determining
progress payments to the service providers and to help in conducting schedule compression
analysis. In addition, project performance measures such as Earned Value, Cost
Performance Index (CPI), and Schedule Performance Index (SPI). CPI measures the cost
efficiency of the work accomplished to date (Larson and Gray, 2014, p. 473). When the
value of CPI is greater than 1.0, the project or task is better than planned through that
period. When looking at the Schedule Performance Index (SPI), like CPI, when it is less
than 1.0 can be considered “worse than planned”.
6.0 QUALITY MANAGEMENT PLAN
The following Quality Management Plan will describe how quality control will be planned,
managed, and measured throughout the project and will serve to establish a common
understanding of quality management for all project stakeholders (Piscopo, 2014). This plan
is organized to establish:
 Quality management approach:
While the project manager retains ultimate responsibility for quality management, every
member of the project team must ensure quality is a top priority. The quality management
approach will be to plan, execute, measure, verify and document compliance for all
deliverables in accordance with applicable industry standards. Project team members
assigned as quality representatives will support and advise contractors in establishing a robust
quality assurance system as well as verify validity of and adherence to the processes. Quality
control measures will be in place prior to production of the respective deliverable
 Quality standards
It remains the goal of the project team to exceed or achieve standards like the ISO 9000, SIX
SIGMA wherever feasible and prudent. Deliverables meeting the standards outlined in this
code will be acceptable. Proof of adherence to the standards in both product and process will
be incumbent on the producing party and will be verified by the project team quality
representative. Open communication and transparency among all stakeholders is vital to
ensuring all parties are executing in accordance with the appropriate regulations and
standards. In cases where process quality becomes less than that called for in the governing
regulation, or where the project team quality representative deems necessary, the processes in
question will cease until a resolution is reached. This will ensure all work is done at or above
standards to avoid rework where possible.
 Quality assurance activities
Quality assurance for the project will be based on the overall quality management strategy
plan of: execute, measure, verify and document. An assigned project team quality
representative will advise the producing party on establishing a quality management plan
before any work begins. This will include establishing valid and meaningful metrics for the
job at hand. Due to the wide range of tasks encompassed in this project, this Quality
Management Plan will not delve into specific metrics, but will require that quality
representatives define these metrics for efforts they oversee.
 Quality control activities
Project team quality representatives will establish periodic inspection points as a part of the
planning phase of their respective effort. These inspection points can be chronologically
based, but will more likely be based on individual task milestones. The quality representative,
accompanied by the producing party, and the project manager for key milestones, will
perform physical inspections and/or testing as applicable.
7.0 RISK MANAGEMENT PLAN
The risk management plan will establish the policy, disseminate guidance and communicates
procedures to ensure the most effective use of risk management techniques within the project.
Risk management will involve proactive risk identification, analysis, mitigation and
documentation procedures and must incorporate the project team, subcontractors and key
stakeholders to meet project objectives. This plan will be guided by the project scope
statement, cost management plan, schedule management plan, and communications plan.
The plan intentions are to mitigate or reduce the negative risks. Exploiting the possibilities
positive risks “opportunities” within the project will not be handled under this plan.
Opportunities to reduce schedule or cost will be identified and handled under the change
Order process. Within this document the term “risk” will mean only negative risk. Risk
management is an iterative process of addressing threats to the realization of project cost,
schedule, quality, and other key performance objectives. The main risk management
procedures will be to:
1) Identify risks and issues in a timely manner
2) Analyze severity and probability of risk factors
3) Plan mitigations to minimize impact on objectives
4) Implement risk and issue mitigations
5) Accept risk
6) Monitor and document risk / issue
The above listed procedures adopted will be followed using the appropriate risk management
techniques to plan risk response measure that have impact on the three constraints (cost, time
and quality). For example an impact measure technique will be as follows;
Impact Cost Schedule Quality
Resolution expected to cost Minimal or no No reduction in
Low less than 5% of project budget impact Performance or
structural integrity
Resolution expected to cost Chance of missing No reduction in
Minor between 5% and 12% of targets. No impact to performance of
project budget project complete critical parts.
date
Resolution expected to cost Targets will not be May need minor
Moderate between 12% and 15% of met. May result in resolution to pass
project budget about 1 week delay initial inspection
in critical paths
Significant Resolution expected to cost Critical path affected Does not meet
between 15% and 20% of by 2 week schedule Project
project budget delay. criteria or pass
Will not meet targets building code
or Milestones. without Major
redress
High Resolution expected to cost Will not meet Does not pass
25% or more than of project activity delivery building code or
budget by1 month schedule meet Scope
delay to critical path requirements as
required documented

8.0 HUMAN RESOURCE PLAN

The Human Resource Management Plan will serve to establish project team organization,
roles and responsibilities, and staffing management plan. This plan will ensure the project
team consists of people with the right mix of skills and abilities, and that each member of the
team is keenly aware of their responsibilities.
a) Project Team Organization
The project team will be built on a matrix style organization chart, wherein team members are
organized according to their functional specialty, with the Project Manager serving as the
supervisor of the individual team leads. Project members will be assigned to certain task
teams for operational control, but will remain under the administrative control of their
respective functional manager.
Functional team leads will be responsible for all aspects of management for the members of
their team. This includes hiring, firing, initial and continuous training, welfare, and discipline
of the members of their team. Team members will fall under the operational control of the
individual responsible for the task assigned. This includes day-to-day work assignments as
required to complete the task at hand.

REFERENCE
• Larson, E. W., & Gray, C. F. (2014). Project management: The managerial process. (6 th
ed.). New York, NY: McGraw-Hill Education.
• Project Management International. (2013). A guide to the project management body of
knowledge (5th ed.). Newtown Square, PA: Project Management Institute.
• Taylor, H. (2014). Cost of constructing a home. National Association of Home Builders.
Retrieved from http://www.nahb.org/generic.aspx. (Accessed on 12th June, 2020)