Rawalpindi-Islamabad Metro Bus Project

Course: Advance Project Management

INTRODUCTION: -

Murree Road is one of the busiest and most preferred link between the twin cities due to its shorter
length and direct approach. During the last few years there has been an unprecedented increase in
vehicular traffic in the city, especially along Murree Road, resulting in severe traffic congestion on this
route. This congestion causes excessive delays, environmental pollution and associated socio-economic
problems for the daily commuters. Public transport is one of the major contributors in the traffic mix and
the quality of service being provided is of poor standard. The greater Islamabad – Rawalpindi
Metropolitan Area is the third largest conurbation in Pakistan with a population of over 4.5 million
inhabitants. The Twin cities of Islamabad and Rawalpindi are growing at a rate of more than 4 percent
per anum, indicating a higher than national growth due to significant migration. With present growth
trends it is expected that the population would increase to 7.0 million in twenty years’ time. Since both
cities have grown into each other, significant amount of commuting takes place between the two cities.

Currently private transport is the major means of mobility between two cities comprising of Mazda,
Toyota Hiace, and Suzuki vans plying on various routes within and between the two cities. There is no
organized urban bus transport service operating in the city and between cities of Rawalpindi and
Islamabad. Level of service offered by the minibuses is far below any acceptable standard. Traffic
volumes of over 210,000 vehicles ply on three major corridors connecting both the cities carrying around
525,000 passengers. It is estimated that public transport demand of around 153,000 passengers is
available on daily basis between the two cities. Interestingly this passenger demand is concentrated
around a corridor which is of high density and strategically located to provide for reasonable patronage
for a rapid transit system.

Based on studies conducted by Government of Punjab and Capital Development Authority, the two
governments (Federal & Provincial) joined hands to launch a Metro Bus project to connect the twin cities
and alleviate the traffic congestion on this corridor. In a meeting held in Lahore on 19thJanuary 2014, co-
chaired by the Prime Minister of Pakistan and the Chief Minister of Punjab, it was decided that the
project shall be funded on 50:50 sharing basis by the Federal Government & Government of the Punjab.
As the Punjab Government has already completed successfully a similar Metro Bus project in Lahore.
Prime Minister of Pakistan decided that the Provincial Government will execute this project through
Rawalpindi Development Authority (RDA) as the single executing agency for both parts of the project. It
will work in close coordination with the Capital Development Authority (CDA) for the Islamabad Part of
the project. Punjab Metro bus Authority (PMA) will control the operation & maintenance of the project
after its completion. PMA will also coordinate with CDA at O&M stage of the project.
BACKGROUND: -
Since the twin cities are hub of economic, political, and educational activities, significant commuting
takes place between the twin cities and adjoining areas.

The available public transport is dominated by the private sector, contributing to about 35 per-cent of
the share of overall modes of transportation. This share is now declining due to poor service and
widespread customer dissatisfaction with the available options. The people travelling by public transport
are passing through double agony because despite getting high fares, the transporters do not finish their
routes, thus making the commuters pay extra fare for reaching their destinations by changing two
vehicles from Saddar to Pak Secretariat. Moreover, during peak hours, vehicles are overloaded.

Therefore, the existing public transport system requires a major uplift in level of service and quality. In
order to tackle this problem and provide improved quality of public transport, Government of Punjab,
Rawalpindi Development Authority (RDA) decided to construct the Metro Bus System (MBS) in
Islamabad.

BRIEF ABOUT THE COMPANY: -

Rawalpindi Islamabad Metro Bus project has been divided into two parts i-e Rawalpindi and Islamabad.
Further the Rawalpindi part has been divided into three packages. Each package has been assigned to
three different companies. Package I (Flash man hotel to committee chowk) has been awarded to Zahir
Khan & Brothers pvt ltd. Zahir khan & Brothers As a preeminent infrastructure company established
over four decades ago, Zahir khan & Brothers has, over the years, strongly anchored itself to Pakistan’s
Development efforts. At the time of its conception the company operated solely within Baluchistan
region, but with the passage of time they have expanded the scope of their operations throughout the
country. Today it is acknowledged as a company that continues to empower Pakistan, enabling the
nation to surge ahead in different core sectors. At the heart of all development efforts is the attempt to
touch and improve the quality of life.

ABOUT THE PROJECT: -

The Metro Bus service Rawalpindi-Islamabad consists of approximately 23 km that starts from flash man
hotel Rawalpindi and end at prime minster secretariat Islamabad. The project has been divided into two
parts i-e

 Rawalpindi

 Islamabad
 The Rawalpindi part is further divided into three packages i-e

 Package I (Flash man Hotel to committee chowk)

 Package II (Committee Chowk to sixth road)
 Package III (Sixth road to IJP road Rawalpindi)

The Islamabad Corridor of MBS starts from end of Faizabad interchange at IJP Road at this point. It runs
in between at-grade and takes right turn on 9th Avenue. Along Ninth Avenue (Islamabad) crosses
Kashmir Highway and turns to Jinnah Avenue and ends at Civil Secretariat. The total length of MBS
Islamabad will be 13.6 km. The Islamabad part has been further divided into five packages

Package I: Faizabad to Peshawar Modr 4.4 km

Package II: Interchange Peshawar Modr 1.1 km

Package III: Peshawar Modr to Centaurus 2.9 km

Package IV: Centaurus to Shaheed-e-Millat 3.1 km

Package V: Shaheed-e-Millat to Secretariat 2.156 km

OBJECTIVES: -
The overall objective of the proposed project is to augment public transport services in the city with
provision of safe, efficient and comfortable traffic facility to the commuters of the area. The proposed
project will greatly benefit the commuters by providing better quality and environmental friendly public
transport, reducing number of vehicles on the road, thus reducing fuel consumption and consequent air
emissions from vehicular exhaust. Implementation of the project is envisaged having the following
specific objectives:

 To facilitate intercity movement of passengers at low cost, high capacity and dedicated lanes to
avoid disruption on the existing flow of traffic;
 To provide the public with environmental friendly public transport;
 To provide transport safety, transport productivity, travel reliability, travel choices, and social
equity;
 To reduce the traffic conflicts/accidents due to reduction in number of vehicles on road;
 To help save the travelling time by reduction in traffic congestion;
 To reduce the fuel consumption by reducing the demand of private vehicle etc;
 To reduce the, noise and air pollution resulting from vehicular exhaust; and
 To provide an opportunity to laborers and skilled/unskilled staff to work in the project area
FEASIBILITY METHODOLOGY: -
The methodology adopted to conduct this study was as follows:

 Meetings and discussions were held among the members of the EIA consulting team, design
engineers and proponent. This activity was aimed at achieving a common ground of
understanding of various issues of the study.
 Planning was carried out to assess data requirements and their sources; time schedules and
responsibilities for their collection; logistics and facilitation needs for the execution of the data
acquisition plan.
 Primary and secondary data were gathered through observations during the field survey,
environmental monitoring in the field, concerned departments and published materials to
establish baseline profile for physical, biological and socio-economic environmental conditions.
 The impacts of the project on the physical, biological and socio-economic environment prevalent
in the project area were visualized at the design, construction and operational phases.

The adequate mitigation measures and implementation mechanisms were proposed so that the
proponent could incorporate them beforehand in the design phase.

RAWALPINDI-ISLAMABAD METRO BUS SERVICE ROUTE

PROJECT CHARTER: -
General Information
Project Title: Rawalpindi-Islamabad Metro Bus Project (Package I)

EXECUTIVE SUMMARY: -
The Metro Bus service Rawalpindi-Islamabad consists of approximately 23 km that starts from
flash man hotel Rawalpindi and end at prime minster secretariat Islamabad. The people travelling
by public transport are passing through double agony because despite getting high fares, the
transporters do not finish their routes, thus making the commuters pay extra fare for reaching
their destinations by changing two vehicles from Saddar to Pak Secretariat. Moreover, during
peak hours, vehicles are overloaded. Therefore, the existing public transport system requires a
major uplift in level of service and quality. In order to tackle this problem and provide improved
quality of public transport, Government of Punjab, Rawalpindi Development Authority (RDA)
decided to construct the Metro Bus System (MBS) in Islamabad.

PROJECT PURPOSE: -
The overall objective of the proposed project is to augment public transport services in the city
with provision of safe, efficient and comfortable traffic facility to the commuters of the area. The
proposed project will greatly benefit the commuters by providing better quality and environmental
friendly public transport, reducing number of vehicles on the road, thus reducing fuel consumption
and consequent air emissions from vehicular exhaust

ASSUMPTIONS: -
  The people travelling by public transport are passing through double agony because
despite getting high fares, the transporters do not finish their routes, thus making
the commuters pay extra fare
 There is no pre existing quality transport facility in the twin cities
 It will provide transport safety, transport productivity, travel reliability, travel choices,
and social equity;
 To reduce the traffic conflicts/accidents due to reduction in number of vehicles on
road;
 To help save the travelling time by reduction in traffic congestion;
 To reduce the fuel consumption by reducing the demand of private vehicle etc

PROJECT AUTHORITY (AUTHORIZATION): -

 Zahir Khan & Brothers
 According to the company policy, director North is the sole signatory for all project
related matters.
 CEO : Mr. Zahir Khan

PROJECT MANAGER: -
Project Manager: Mr. Mohabat khan

Role and Responsibilities: Overlook the entire project and assign responsibilities and tasks to the
relevant team members. Also involved in Intiating , planning , executing , monitoring and
controlling and closing phase of the project.

ENTERPRISE ENVIRONMENTAL FACTORS: -

 Disturbance in the daily routine activities of locals and the people visiting educational and
health facilities, like; Hamdard University, Virtual University, the University of Lahore, Allama
Iqbal Open University, Kulsoom International Hospital, Polyclinic etc. during construction;
 Air and noise pollution due to the operating of construction machinery during construction
phase of the project;
 Solid waste generation during construction and operation;
  Generation of municipal waste water and wastewater from construction activities;
 Accidental leaks/spills of hazardous chemicals from construction activities and machinery;
 Health and safety issues of the workers;
 Contamination of water body by construction activities;
 Removal of vegetation;
 Visual impact in cause of fenced dedicated MBS lane;
 trash pooling resulting from improper drainage system and consequent Inconvenience to the
public;
 Land Acquisition and Resettlement; and
 Relocation of public utilities.

ORGANIZATIONAL STRUCTURE: -
The Organizational structure is projectized in which the project manager has full authority to assign
priorities, apply resources, and direct the work of persons assigned to the project.

HIGH LEVEL STAKEHOLDERS: -

Project Sponsor
The project sponsor is the champion of the project and has authorized the project by signing the project
charter. The project sponsor for MBS is Punjab and Federal Government. This stakeholder is responsible
for the funding of the project and is ultimately responsible for its success. Since the Project Sponsor is at
the executive level communications should be presented in summary format unless the Project Sponsor
requests more detailed communications.

Project Manager

The Project Manager has overall responsibility for the execution of the project. The Project Manager
manages day to day resources, provides project guidance and monitors and reports on the projects
metrics as defined in the Project Management Plan. As the person responsible for the execution of the
project, the Project Manager is the primary communicator for the project distributing information
according to this Communications Management Plan.

Project Team

The Project Team is comprised of all persons who have a role performing work on the project. The
project team needs to have a clear understanding of the work to be completed and the framework in
which the project is to be executed. Since the Project Team is responsible for completing the work for
the project they played a key role in creating the Project Plan including defining its schedule and work
packages. The Project Team requires a detailed level of communications which is achieved through day
to day interactions with the Project Manager and other team members along with weekly team
meetings.

Performing Organization:

Zahir khan & Brothers has, over the years, strongly anchored itself to Pakistan’s Development efforts. At
the time of its conception the company operated solely within Baluchistan region, but with the passage
of time they have expanded the scope of their operations throughout the country.

PROJECT SCOPE: -
 Fixed Price Contract
 Procurement of land
 Structural Dimensions
 Architectural Designs and Maps
 Casting Working Piles (Inset with reverse rotary system)
 Piers Shafts ( Steel form work with batching plant concrete)
 Transform (Steel form work with concrete pump & batching plant)
 R.C.C Box Girder precast pre-stressed
 Earth Work ( Approved Rollers
 Marketing Strategy And Mix

PROJECT MILE STONES: -

 Composite Approval from authorities / NOC's
 Architectural Drawings
 Foundation excavation

PROJECT MANAGER WILL MAINTAIN ALL PROJECT DOCUMENTS AND

SCHEDULE
 In the event that the Project Manager subcontracts work, all subcontractors’ employees will be
verified by the Project Manager to be bonded and will hold trade licenses and credentials.
 Project Manager has agreed to the terms of the fixed price contract and schedule.
 During planned project execution, Project Manager will provide periodic progress reports to the
sponsor.
 Following any schedule delay, Project Manager agrees to provide progress reports on a weekly basis
until the schedule has been caught up.

CHANGE MANAGEMENT: -
 Change log maintained by the project manager.
 Project manager will co-ordinate with the sponsor with the change request and business case
/justification.
 Sponsor will approve the change.
 Cost manager will verify the cost implications pertaining to the change.
 The change will be updated in the project management plan and the update represented.
 The change will also by verified by the risk manager.
COMMUNICATION MANAGEMENT: -
 The sponsor will be notified by the Project Manager via e-mail or telephone of all the urgent issues.
Issue notification will include the time constraints and the impacts that shall notify the urgency of
the request.
 The progress report will be presented by the Project manager to the management and the team
leaders.
 Weekly meetings will be conducted between the Project Manager and the Managers.
 Change will be communicated and implemented in a timely fashion.

PROCUREMENT MANAGEMENT: -

The Procurement Manager will maintain a Procurement Management Plan in accordance with the
Project Plan. The procurement plan will document the following:

 How / when and by what means the resources(material, equipment, etc.) will be contracted
 All procurements will be monitored by the procurement manager and project manager shall be kept
in loop at all times.
 In an event of any change in the scope, it shall be the responsibility of the project manager to notify
the procurement manager in a timely manner and the procurement manager will acquire the
relevant resources.
 All procurements shall be obtained through open bid in order to obtain the best quality in the least
possible price. (construction equipment)
 Procurement process
 Procurement of material required for the initial testing will be done by the project manager as per
the requirement provided by the sponsor.
 In case of sub-contraction involvement, PM will be responsible for the monitoring and controlling of
the material and service.

RESOURCE MANAGEMENT: -

 All materials and services to be delivered as part of the project along with cost estimates and quality
information.
OUTSTANDING ISSUE: -

 Project manager will be responsible not only for workmanship but also for all reporting and report
related matters, change requests, Etc.
 Any delay caused by the sponsor will be charged accordingly – man hours, opportunity cost, time
delay cost.
 Third party liability insurance by AA rated company.
 All employee health and life insurance policy.

APPROVALS AND PAYMENT OPTIONS: -

 As stated in the charter it is the responsibility of the sponsor to get all Initial Approvals pertaining to
the project such as NOC , CDA approval , WAPDA , etc.
 All payments will be through cheques ( Postal Orders / Bank Drafts)
 No payment shall be delayed more than one week from the date of invoice.
 Project Manager will be part of all invoicing details.

REFRENCES: -
 All CDA/RDA bylaws will be followed with prior approval.
 All architectural designs and blue prints of the project will be submitted to CDA/RDA for approval
and record purposes.

PROJECT FEASIBILITY REPORT

Background: -

The people of Twin cities travelling by public transport are passing through double agony because despite
getting high fares, the transporters do not finish their routes, thus making the commuters pay extra fare for
reaching their destinations by changing two vehicles from Saddar to Pak Secretariat. Moreover, during peak
hours, vehicles are overloaded.
Therefore, the existing public transport system requires a major uplift in level of service and quality. In
order to tackle this problem and provide improved quality of public transport, Government of Punjab,
Rawalpindi Development Authority (RDA) decided to construct the Metro Bus System (MBS) in
Islamabad. The total length of the route from Saddar to Pak Secretariat will be approximately 23 KM. The
route will consist of 24 Bus Stations, TEN bus stations will be established in Rawalpindi and Fourteen in
Islamabad. An 8.6 KM elevated track, consisting of 10 bus stops, would be constructed from Flashman’s
Chowk in Saddar to Faizabad. From Faizabad it turns towards Islamabad using IJP Road and enters Jinnah
Avenue via 9th Avenue and continues towards Pak Secretariat.

Market Viability: -

Since the twin cities are hub of economic, political, and educational activities, significant commuting takes
place between the twin cities and adjoining areas. The need of such quality transport system is necessity.

Target Market: -

The target audience for this project is the general population of Rawalpindi and Islamabad, travelling
daily between the twin cities.

Competitive Advantage: -

Metro bus service is one unique of its kind; it will provide quality and environmental friendly transport
facility to the public.
 Will provide transport safety, transport productivity, travel reliability, travel choices, and social
equity;
 Will reduce the traffic conflicts/accidents due to reduction in number of vehicles on road;
  Will help save the travelling time by reduction in traffic congestion;
 Will reduce the fuel consumption by reducing the demand of private vehicle etc;

Environment and climate feasibility: -

The physical environment includes topography, geology and soils, climate, hydrology and drainage, land
use, surface water and quality, groundwater and quality, ambient air quality, noise levels, floods and
seismicity.

The climate of the project area is hot in summer and moderate in winter. The coldest month is December
and the hottest is June. Flood discharges have also been reported at various locations along the Nullah
Lai. According to the Seismic Zoning Map (prepared by Pakistan Meteorological Department), the
proposed Project falls in Zone 2 B (Moderate), where 2B represents peak horizontal ground acceleration
from 0.16 to 0.24 g.

Positive and Negative Impacts of Project: -

The proposed project will have both positive and negative impacts during the construction and
operational phases, for which proper mitigation measures are necessary. During the field survey,
significant efforts were made to identify the main social, cultural and environmental issues related to the
project. Various government departments and agencies were also contacted for obtaining salient
information along with area resident/ stakeholders. Most of the perceived impacts are during
construction phase. Following is the list of main concerns identified in the study:

 Disturbance to the public movement during construction;

 Excavation and Vibrations due to construction machinery may affect the structure stability of
the buildings during construction.
 Disturbance in the daily routine activities of locals and the people visiting educational and
health facilities, like; Hamdard University, Virtual University, the University of Lahore, Allama
Iqbal Open University, Kulsoom International Hospital, Polyclinic etc. during construction;
  Air and noise pollution due to the operating of construction machinery during construction
phase of the project;
 Solid waste generation during construction and operation;
 Generation of municipal waste water and wastewater from construction activities;
 Accidental leaks/spills of hazardous chemicals from construction activities and machinery;
 Health and safety issues of the workers;
 Contamination of water body by construction activities;
 Removal of vegetation;
 Visual impact in cause of fenced dedicated MBS lane;
 trash pooling resulting from improper drainage system and consequent Inconvenience to the
public;
 Land Acquisition and Resettlement; and
 Relocation of public utilities.

Cost: -

The total cost of package I is expected to be Rs 4,701,404,017/. Break up of cost is given below

Sr No Description Amount in Rs.

1 Earth work & Allied Activities 21,470,780/-

2 Sub-base & base 194,537,100/-

3 Surface Courses & Pavement 120,413,600/-

4.1 Structure (Elevated flyovers for MBS) 3,752,640,590/-

4.2 Structure(NJB/Rigid pavement) 22,259,220/-

4.3 Structure( Pedestrian Bridges) 230,690,400/-

4.4 Structure (Bus Stations) 125,575,012/-

5 Drain and Drainage system 152,067,320/-

6 Ancillary works 117,673,005/-

 7 General items 23,600,000/-
8 Electrical works 251,765,176/-

Total 5,012,692,20
LESS 6.21% (Rebate) (311,288,185)

Total Contract Price 4,701,404,017

PROJECT HUMAN RESOURCE MANAGEMNET PLAN

Purpose: -

This document describes the Staff Management Plan for the Package I of the Project. The purpose of the
Staff Management Plan is to capture how the project manager will manage the project staff resources
throughout the life of the project. The Staff Management Plan will make certain the project has sufficient
staff possessing the correct skill sets and experience to ensure a successful project completion.

Scope: -

This Staff Management Plan identifies the process and procedures used to manage staff throughout the
project’s life. The plan describes the planning and acquisition of staff, describes the responsibilities
assigned to each staff, and discusses transition of staff to other assignments.
Staff Estimates: -

This section describes the type of HR and their quantity that will be required for completion of the
project. Approximately 400 employees working on the package I, Employees include

 Project Manager

 Procurement and Logistics Manager

 Construction Manager

 Construction Workers

 Human Resource Manager

 Finance and Accounts Manager

 Budget Control Team Lead

 Risk Manager

 Chief Mechanical Engineer

 Civil Engineers

 Equipment Deployment Engineer

 3rd Engineers

 Lead Architect and Designers

 Electrical Engineers

 Security Guards
Staff Acquisition: -

Internal Acquisition

This section describes the procedure of internal acquisition of the project staff that will not be hired but
will be moved to this project from some other project. Project Manager will assign the existing resources
as and when required by the Project Manager during different phases of the project.

Selection/Recruitment

HR Manager will schedule interviews for the shortlisted candidates. The interviews will be conducted by
HR Manager, Project Manager and respective Manager of the concerned department. After the first
round of interviews, HR Manager will further shortlist the candidates and call the candidates for final
round of interviews

Staff Training: -

Ongoing Staff Training

At the start of the project, the direct or functional managers would review their staff skill sets against any
new roles or responsibilities needed for the phase. Each manager and their staff should discuss where
additional training might be needed to ensure staff has the necessary skills to execute the activities for
each project phase.

Staff Transition: -
Transition to other Projects
The project manager is responsible for ensuring any pending work is transferred to a remaining staff
member to ensure timely transition and completion of the work. If appropriate, the receiving staff may
request additional training to support the new responsibilities.
Transition at Project Completion
This section describes the process for transitioning staff once the project is completed. It also describes
how the project or department will help to place staff. This section indicates how staff will be released.

Roles and Responsibilities: -

This section describes the specific roles and responsibilities as they have been tailored for the project.
These are not meant to be job descriptions, but rather a summary of the responsibilities for each role.

Project Manager: -

The Project Manager is accountable to the Project Director for all the project office management related
activities. The Project Manager plans, guides, and oversees the day-to-day internal activities that support
the Project Office, and assists in the development of the master project schedule and all other project
work plans. The Project Manager is accountable for the development, maintenance, and adherence to
the Project Office infrastructure and supporting methodologies (e.g. processes, procedures, standards,
and templates) that are in compliance with organization’s Best Practices and policies.

COMMUNICATION MANAGEMENT PLAN: -

The purpose of the Communications Management Plan is to define the communication requirements for
the project and how information will be distributed throughout the project. The Communications
Management Plan defines the following:

 Communication requirements based on roles

 What information will be communicated
 How the information will be communicated (Mode of Communication)
 Frequency of the distributed information
 Who does the communication
 Who receives the communication

This Communications Management Plan sets the communications framework for this project. It will
serve as a guide for communications throughout the life of the project and will be updated as
communication needs change. This plan identifies and defines the roles of persons involved in this
project. It also includes a communications matrix which maps the communication requirements of this
project. An in-depth guide for conducting meetings details the communications rules and how the
meetings will be conducted, ensuring successful meetings. A project team directory is included to
provide contact information for all stakeholders directly involved in the project.

Communications Management Approach: -

The Project Manager will take a proactive role in ensuring effective communications on this project. The
communications requirements are documented in the Communications Matrix presented in this
document. The Communications Matrix will be used as the guide for what information to communicate,
who is to do the communicating, when to communicate it and to whom to communicate.

SCHEDULE MANAGEMENT PLAN : -

Introduction

Purpose of the Schedule Management Plan

The Schedule Management Plan has the following purposes:

To present the schedule of the project;

• To identify factors that will tend to delay the schedule; and

• To describe procedures that will be used to deal with schedule slippages.

Potential Causes of Schedule Slippage: -

Following is a list of the factors that could lead to a slippage in the schedule.

• Project activities require more effort than planned;

• Project staff requires more training or experience to meet the estimates;

• Additional activities beyond those planned are required;

• Specific technical skills were assumed in the plan that is not available;

• Customer decision are not made in a timely manner; or

• The review and approval of deliverables takes longer than planned.

Project Control Procedures

Identification of Schedule Problems

• Weekly review of activity status and estimates to complete work packages. Each current activity will be
reviewed and an estimate to complete (ETC) it will be made. The estimate to complete will be added to
the effort already spent. A potential slippage occurs when that total (EAC) exceeds the original estimate.

• Weekly (or other) review of unplanned requirements such as equipment, staff, or consulting resources.
The adequacy of current resources, human and equipment will be reviewed. A potential schedule
slippage occurs when the need for additional resources is identified.

• Weekly (or other) review of customer activities and performance. The response of the customer team
will be reviewed, particularly for current activities. A potential slippage occurs when there are delays in
responsiveness or customer decisions.

• Weekly (or other) review of risks and changes to risks. The current status of risks will be reviewed as
described in the Risk Management Plan.

• Weekly (or other) review of changes to scope, approved or otherwise The current status of scope
compliance will be reviewed as described in the Scope Management Plan. A potential slippage occurs
when unapproved scope changes are being carried out.
Resolution of Schedule Problems

• Resolve the slippage the schedule slippage will be resolved by (adding resources, authorizing overtime,
engaging consultants). The effect of this approach will be to increase costs.

• Apply contingency See below for the procedure to apply contingency to a schedule slippage.

EXECUTING