Eng M 530 - Engineering Project Management: Project Manager: Shannon Macdonald

Eng M 530 – Engineering Project Management
Laboratory Development Project
Intermediate Report
Project Manager:
Shannon MacDonald
Team Members:
Luke Glistak
Sean Hodgson
Mk Nimesh
Anand Rohit
Phone: 780.235.0191 | Fax: 780.483.2519 | 6819-95 Avenue, Edmonton, AB, T6B 1A9
Contents
Contents...............................................................................................................................2
1. Detailed Project Scope Statement................................................................................6
1.1 General Project Information..................................................................................6
1.2 Project Objectives.................................................................................................6
1.3 Product Scope Description....................................................................................6
1.4 Product Scope Description....................................................................................6
1.5 Project Boundaries................................................................................................7
1.6 Project Deliverables..............................................................................................7
1.7 Project Acceptance Criteria..................................................................................8
1.8 Project Constraints................................................................................................8
1.9 Project Assumptions.............................................................................................8
1.10 Initial Project Organizations..............................................................................8
1.11 Initial Project Risks...........................................................................................8
1.12 Schedule Milestones..........................................................................................9
1.13 Fund Limitation.................................................................................................9
1.14 Cost Estimate.....................................................................................................9
1.15 Project Configuration management Requirements..........................................10
1.16 Approval Requirements...................................................................................10
1.17 Project Success Factors:..................................................................................10
2. Work Breakdown Structure........................................................................................11
4. Risk Management Plan...............................................................................................12
5. Scope Management Plan............................................................................................19
5.1 General Project Information................................................................................19
5.2 Scope Assumptions.............................................................................................19
5.3 Scope Constraints................................................................................................19
5.4 Scope Risks.........................................................................................................19
5.5 Production of a detailed Project Scope Statement..............................................19
5.6 Creation of Work Breakdown Structure.............................................................20
5.7 Formal Verification and Acceptance..................................................................20
5.8 Scope Control and Change Management............................................................20
7. Human Resources Management Plan.........................................................................22
7.1 Project Information.............................................................................................22
7.2 Human Resources Assumptions..........................................................................22
7.3 Human Resource Constraints..............................................................................22
7.3.1 Project Owner (Dr. Lipsett)...................................................................................22
7.3.2 Project Manager and Project Team:......................................................................23
7.3.3 Laboratory Technicians.........................................................................................23
7.3.4 Research Students:...............................................................................................23
7.4 Human Resources Risk issues.............................................................................23
7.5 Project Human Resources Need..........................................................................24
7.5.1 Initial laboratory cleanout.....................................................................................24
7.5.2 Secondary Detailed Cleaning.................................................................................24
7.5.3 Infrastructure Setup..............................................................................................24
7.5.4 Heavy Laboratory Equipment and Furnishing Relocation.....................................25
7.5.5 Small Equipment, Tools, Experiments, and Furnishings........................................25
7.6 Time table/Schedule............................................................................................25
7.6.1 Initial laboratory cleanout.....................................................................................25
7.6.2 Secondary Detailed Cleaning.................................................................................25
7.6.3 Infrastructure Setup..............................................................................................25
7.6.4 Heavy Laboratory Equipment and Furnishing Relocation.....................................26
7.6.5 Small Equipment, Tools, Experiments, and Furnishings........................................26
7.7 Recognition and Awards.....................................................................................26
7.8 Compliance with Human Resources Rules.........................................................26
7.9 Team Building Effort..........................................................................................27
7.10 Training Needs................................................................................................27
9. Risk Management Plan...............................................................................................28
9.1 Methodology.......................................................................................................28
9.2 Risk Identification...............................................................................................30
9.2.1 Documentation Review.........................................................................................30
9.2.2 Tools & Techniques...............................................................................................30
9.2.3 Identified Risks......................................................................................................30
9.3 Qualitative Risk Analysis....................................................................................31
9.3.1 Risk Probability & Impact Assessment..................................................................31
9.3.2 Probability & Impact Matrix..................................................................................31
9.3.3 Risk Data Quality Assessment...............................................................................31
9.3.4 Risk Categorization................................................................................................31
9.4 Quantitative Risk Analysis..................................................................................31
9.5 Risk Monitoring, Control and Response Planning..............................................33
9.6 Roles and Responsibilities..................................................................................33
9.7 Budgeting............................................................................................................33
9.8 Reporting Format and Content............................................................................33
9.9 Risk Ownership...................................................................................................33
9.10 Risk Auditing..................................................................................................34
9.11 Risk Management Plan Approval....................................................................34
10. Risk Register...........................................................................................................35
11. Communication Management Plan.........................................................................37
11.1 General Project Information............................................................................37
11.2 Objectives........................................................................................................37
11.3 Communication Constraints............................................................................37
11.4 Communication Assumptions.........................................................................37
11.5 Communication Risks.....................................................................................37
11.6 Target Audiences.............................................................................................38
11.6.1 Stake holder’s requiring formal Communication..................................................38
11.6.2 Team Responsibility..............................................................................................38
11.7 Communication Tools and Format..................................................................38
11.8 Communication matrix....................................................................................39
11.9 Communication Guidelines.............................................................................39
11.10 Special Communication Events.......................................................................40
11.11 Budget.............................................................................................................40
11.12 Evaluation........................................................................................................40
12. Gantt Chart..............................................................................................................41
13. Cost Management Plan...........................................................................................42
13.1 Project Information..........................................................................................42
13.2 Cost Assumptions............................................................................................42
13.3 Cost Constraints..............................................................................................42
13.4 Cost Risks........................................................................................................43
13.5 Budget Sources and Approvals / Cost Management Roles.............................43
13.6 Project Estimation Techniques........................................................................43
13.7 Changes to the Budget.....................................................................................43
13.8 Cost Expenditure Tracking..............................................................................44
13.9 Cost Reporting.................................................................................................44
13.10 Cost Closeout..................................................................................................45
17. Appendix.................................................................................................................46
17.1 - Engineering Change Request Form - ECR................................................46
17.2 – Laboratory Relocation Safety Checklist...................................................47
17.3 - Probability and Impact Matrix....................................................................49
17.4 - Risk Sources and Affected Project Areas..................................................50
17.5 – Accident / Incident Report Form...............................................................51
17.6 - Risk Management Plan Approval...............................................................53
17.7 – Typical Project Meeting Minutes...............................................................54
17.8 - Expense Sheet..............................................................................................55
17.9 – Proposed Laboratory Layout......................................................................56
Team #1 – Personnel Listing.............................................................................................57
1. Detailed Project Scope Statement
1.1 General Project Information
Project Name: Laboratory Development Project

Location: Mechanical Engineering Building, University of Alberta,
Edmonton, Canada
Project Manager: Shannon MacDonald
1.2 Project Objectives
The objective of the Laboratory Development Project is to establish the

plans for setting up a new laboratory in room number MEC E 1-38 in
Mechanical Engineering building by migrating the equipment and
infrastructure from room numbers MEC E 2-22 and MEC E 2-14. This
involves thoroughly inspecting laboratories affected by the migration
process for available furniture and equipment, and a tentative layout of
the new lab in MEC E 1-38 needs to be prepared. Discussion with
students, researchers, faculty members and administrative staff who are
going to be affected has to be undertaken and feedback should be
incorporated in the project plan. Any replaced furniture or equipment
must be serviceable (good working order) however quality level can
include second hand purchases.
1.3 Product Scope Description
The finished product with will be a research facility or laboratory used by

up to a total of 12 students/researchers. This lab will facilitate two
separate lab sections: a ‘clean work’ environment for analytical work and
a ‘wet dirty’ section for hands on work.
The ‘clean work’ environment will include space for 4 computer work
stations as well as other desks, tables and chairs for paperwork and
studying. The ‘clean work’ environment will also require some shelving
units.
The ‘wet dirty’ section will include the usage of heavy machinery
including: a mill, a foam cutter, a refrigerator with oil sand samples, a
hydraulic shaker table (already in lab), solder station as well as additional
storage space for other oil sands materials.
1.4 Product Scope Description

The project management team at Chrome engineering will provide the
planning, scheduling and coordination of the schedule, procurement for
the new MEC E 1-38 lab. We are to obtain feedback from the various
stakeholders for their input on move coordination. These stakeholders
include Dr. Lipsett, the coordinator for the lab technicians Roger
Marchand, as well as the researchers for the current labs. The planning
for the development of the lab will facilitate coordinated and optimized
movement of lab resources in the most efficient way possible such that
the disturbance to the ongoing work/studies in the building is minimized.
1.5 Project Boundaries
The project management team at Chrome Engineering will be

responsible for facilities planning, furniture procurement, resource
allocation for these students and researchers at the new laboratory. The
migration of the current lab facilities and resources in the MEC E 2-22
and MEC E 2-14 labs will be conducted after the winter term of 2011
ends. The new lab space is expected to require 4-8 desks as well as
additional chairs and tables as well as the setup of personal space for
students – personal storage areas (draws or lockers).
It is understood that not all researchers and equipment from MEC E 2-22
and MEC E 2-14 are being moved. Only the resources associated with
the 7 researchers working for Dr. Lipsett are being moved.
We also accept that other labs will be coordinating moves at the same
time. We must schedule to work with these other labs so that the usage
of hallways and entrances does not clash; however we are not
responsible for their moves. Our project management team is
responsible for coordinating moves by producing a schedule. We are
also aware that the scheduled move does not have to happen all at once.
The move should be scheduled to minimize impact on ongoing projects.
Part of our procurement we must ensure proper boxes/equipment are in
place to move equipment without damage. Our project management
team is not responsible for construction/structural changes. Our project
management team is not responsible for U of A responsible features (i.e.
fire extinguishers). We must ensure that the lab in question has
functional campus Wi-Fi as well as a functional phone must be setup.
1.6 Project Deliverables
Our project management team will deliver three separate deliverables.

The first deliverable which has already been completed is the Phase I
report outlining the project definition. The second deliverable is an
intermediate report outlining the work in progress as well as delivering
the currently completed work for review by Dr. Lipsett. The final
deliverable is the Final Report containing our complete migration plan.
1.7 Project Acceptance Criteria
Product acceptance will be based on an assessment by the new lab

users. The use of a post-move survey is recommended. Project
acceptance will be based on evaluation of the completed migration plan
by Dr. Lipsett as well as an independent third party Dr. Sami Fahmy.
1.8 Project Constraints
The work of moving the lab will be conducted mainly with the aid of lab
technicians, researchers and students. The scheduling of this project is
constrained with reference to their work schedules and by the fact that
we must minimize the impact / disturbance to current research work. Our
project is also constrained by a budget limitation and a project
completion deadline.
1.9 Project Assumptions
It is assumed that the Wi-Fi is already available at the new location

provided by the Wi-Fi router in the lab. We also believe that the power
supply in the new lab location is functional and that we are not required
to implement any construction/structural changes.
1.10 Initial Project Organizations
The two main coordinators that have already conducted feasibility

analysis on this project would include Dr. Lipsett and Roger Marchand
who will coordinate the lab technicians.
1.11 Initial Project Risks
We do not currently have schedules for the other labs moving in the
same time frame as these labs. This uncertainty can have associated
risks with the move. As well as any unexpected expense or schedule
delay.
1.12 Schedule Milestones

 Project Definition (Mar. 7)
1. Project Environment
2. Preliminary Project Scope Statement
3. Project Charter
4. Team Charter
5. Stakeholder Register
 Intermediate report outlining the work in progress (Mar. 23)
Format will be the same as the final report.
 Final Report containing the migration plan. (April. 4)
1. Comprehensive Project Plan
1. Summary of Subsidiary Plan
2. Each Subsidiary Plans
1. Detailed Scope Statement
2. Work Breakdown Structure
3. Detailed Statement of Work
4. Work Package Dictionary
5. Scope Management Plan
6. Quality Management Plan
7. Human Resources Plan
8. Procurement Management Plan
9. Risk Management Plan
10. Risk Register (Type I or Type II)
11. Communication Management Plan
12. Gantt Chart
13. Cost Management Plan
14. Estimate for entire Project
15. Simple Flow Diagram
16. Project Charter Comparison
1.13 Fund Limitation
This project has been assigned a budget of $10,000 we have been told
this is flexible, however we should stay close to this number so we will
assume it is an upper limit.
The impact of this assigned budget will be the requirement to complete a
cost estimate for the entire Project.
1.14 Cost Estimate
The moving of equipment and materials will be conducted by students

and lab techs additional paid movers will not be required, therefore the
cost of the move itself will be minimal. Therefore most of the expense
expected will be in procurement. This would be the cost of student
working stations in the clean environment.
1.15 Project Configuration management Requirements
The scope is well defined, and any changes in the scope are expected to
be minimal. Researcher surveys may include a few new or unexpected
procurement provisions; however these are not expected to be large in
size.
1.16 Approval Requirements
Dr. Lipsett has the final say in the approval of this project. All scope
changes, cost changes, quality changes, schedule changes require his
approval.
1.17 Project Success Factors:
This projects success is dependent on the careful considerate and

conscientious delivery of our three project deliverables. These
deliverables must be detailed, complete and functional. These
deliverables will be assessed by Dr. Lipsett and the first and final
deliverable will be assessed by an independent third party Dr. Sami
Fahmy
2. Work Breakdown Structure
Name of Work Package WBS Number Due date
Clean and move-in ready lab MEC E 1-38 1.1.1 May 4, 2011
Responsible Organization or Individual Interdependencies

Before After
Chrome Engineering This should be the None
first activity in
project execution.
Resources Assigned Duration
Lab technicians, Bee-clean cleaners 3 Days
Work Package MEC E 1-38 should be cleaned to remove all non-essential

Description equipment, furnishings, laboratory experiments setup, and
infrastructure. The cleaning must include mopping, dusting,
and wiping down tables along with various other small
cleaning activities.
Work Package  Clean and move-in ready lab MEC E 1-38.
Deliverables
Acceptance Criteria  Approval of Dr. Lipsett.
Assumptions  Lab technicians and cleaners will not be absent during

the activity duration.
Layout plan 1.1.2 April 1, 2011

Before After
Chrome Engineering None None
Chrome Engineering 7 Days
Work Package A layout plan clearly showing proposed configuration of MEC

Description E 1-38 should be prepared using appropriate software tools
such as AutoCAD, SolidWorks etc. The plan must be drawn to
scale and should take all the structural constraints into
consideration.
Work Package  Layout plan clearly showing configuration of MEC E 1-
Deliverables 38.
Assumptions  Team has required skills to use software tools for

layout design.
 Team has access to the necessary software.
Oil sands 1.1.3.1.1 May 11, 2011

Before After
Chrome Engineering None Clean and move-in
ready lab MEC E 1-
38, Layout plan
1 Day
Lab technicians (One crane certified
technician), Laborers
Work Package Oil sand experimentation equipment should be shifted to MEC
Description E 1-38 and commissioned in the dirty area at the location
specified in the layout plan. The installed equipment must be
tested to ensure proper functionality. Any malfunction should
be immediately reported to Dr. Lipsett to take appropriate
actions.
Work Package  Commissioned oil sand experimentation machinery in
Deliverables the dirty area of MEC E 1-38.
Acceptance Criteria  Successful commissioning and operation of oil sand

experimentation equipment.
 Approval of Dr. Lipsett.
Assumptions  Power supply will be available uninterrupted during

testing of installed equipment.
Solder station 1.1.3.1.2 May 11, 2011

Before After
ready lab MEC E 1-
38, Layout plan
Lab technicians (One crane certified 1 Day

Work Package Solder station has to be shifted to MEC E 1-38 and
Description commissioned in the dirty area at the location specified in the
layout plan. The installed equipment must be tested to ensure
proper functionality. Any malfunction should be immediately
reported to Dr. Lipsett to take appropriate actions.
Work Package  Commissioned solder station in the dirty area of MEC E
Deliverables 1-38.
Acceptance Criteria  Successful commissioning and operation of solder

station.

Milling machine 1.1.3.1.3 May 11, 2011

Before After
ready lab MEC E 1-
38, Layout plan

Work Package Milling machine has to be shifted to MEC E 1-38 and
layout plan. The installed equipment must be tested to ensure
proper functionality. Any malfunction should be immediately
reported to Dr. Lipsett to take appropriate actions.
Work Package  Commissioned milling machine in the dirty area of MEC
Deliverables E 1-38.
 Electrical conduits to facilitate operation of the mill.
Acceptance Criteria  Successful commissioning and operation of milling
machine.

XYZ Platform 1.1.3.1.4 May 11, 2011

Before After
ready lab MEC E 1-
38, Layout plan

Work Package XYZ platform has to be shifted to MEC E 1-38 and
layout plan. The machine has large dimensions; therefore
appropriate care must be taken during its migration. The
installed equipment must be tested to ensure proper
functionality. Any malfunction should be immediately reported
to Dr. Lipsett to take appropriate actions.
Work Package  Commissioned XYZ platform in the dirty area of MEC E
Deliverables 1-38.
Acceptance Criteria  Successful commissioning and operation of XYZ

platform.
Assumptions  Doors of laboratories have sufficient height so that the

movement of XYZ platform is not obstructed.
Other small equipments 1.1.3.1.5 May 13, 2011

Before After
ready lab MEC E 1-
38, Layout plan,
Activities in WBS
number 1.1.3.1.1 to
1.1.3.1.4.
Lab technicians 1 Day
Work Package Other small equipments, which are not covered by the
Description activities in the above mentioned work packages, such as
remote controlled car, ancillary materials with equipments,
cables etc. has to be shifted to MEC E 1-38.
Work Package  Other small equipments shifted to the dirty area of MEC
Deliverables E 1-38.
Assumptions  None
3. Scope Management Plan

Location: Mechanical Engineering Building, University of Alberta,
Edmonton, Canada
3.2 Scope Assumptions
It is assumed that all changes to the project scope will required notification to
the following stakeholders: The project owner Dr Lipset, Shannon MacDonald
Project Manager for Chrome Engineering, Researchers using the lab 1-38,
Mechanical Engineering Technician responsible for commissioning the lab (via
Roger Marchand).
3.3 Scope Constraints
It is assumed that creation, changes, updates to project scope will require

approval of the project owner Dr. Lipset and the Project Manager for Chrome
Engineering Shannon MacDonald.
3.4 Scope Risks
We have found that some of the supporting stakeholder information such as

researcher surveys are slow to respond. This may cause scope dependency
risks.
3.5 Production of a detailed Project Scope Statement
Upon receipt of client feedback, stakeholder feedback (researcher surveys) we

will update any new or improved details of the project and product scope into
the preliminary version as well as new details found from the development of
the Work Breakdown Structure into the production of the detailed Project Scope
Statement.
Creation of the Detailed Scope Statement Documentation and updates will be
primarily handled by team member Sean Hodgson. All additions, changes,
corrections, and updates are to be submitted in writing via an approved ECR
(see Appendix 7.11 for ECR form). This process will be described further in
section 3.8, but will require the involvement of the requesting stakeholder, the
Chrome Engineering Project Manager Shannon MacDonald, and the Project
Client Dr. Lipsett.
3.6 Creation of Work Breakdown Structure
The creation of the work breakdown structure for this project will follow the
following steps. The project team for Chrome Engineering will evaluate the
detailed project scope statement, its deliverables and overall project work and
break it down into smaller more manageable pieces. These pieces will be
illustrated and further broken down using a graphical representation via a
network diagram. The components of the network diagram will be further
expanded upon in the creation of a WBS dictionary.
Creation of the WBS documentation and updates will be primarily handled by
team member Anand Rohit. All additions, changes, corrections and updates
are to be submitted in writing via an approved ECR (see appendix 5.9 for ECR
form). Any team member or the client can submit to Anand Rohit a completed
ECR, however it must have signed approval from both the Project Manager and
the Client Dr Lipsett.
3.7 Formal Verification and Acceptance
The final product produced for Dr. Lipsett by Chrome Engineering will be the
planning documents for the Laboratory Development Project. Our completion
and success in this project is dependent on the quality of these documents.
The minimum required level of detail of these documents must outline is listed
in the Detailed Project Scope Statement.
Assessment from the client on the quality of the project deliverables will be
based on the completeness of the project management and planning details in
the final project deliverable. This assessment will be completed with a written
review provided by an independent third party (Prof. Sami Fahmy) who will
evaluate the quality of the project management documentation provided by
Chrome Engineering and will assign a grade for this documentation.
3.8 Scope Control and Change Management
The Detailed Project Scope Statement will continue to develop with the
progress of the project. To implement a scope change new requirements/needs
to be updated and approved. All additional unexpected details must be recorded
and as such the Project Scope Statement should be updated in a formal
manner. It should be understood that additional requirements added on by the
client can and most likely will impact the overall schedule and cost of the project
which is why all changes to Project Scope require formal approval of both the
project manager and the client.
Figure 1. ECR Process
Any major change to the scope of a project requires the submission of an ECR
by a Stakeholder. This ECR is evaluated by both the project manager and the
Client Dr. Lipsett in terms of feasibility. To approve the scope change the client
must come to some understanding of the impact of the scope change to both
time and cost and approve these impacts. If the ECR is approved, the scope
documents are updated and the Project Manager notifies the appropriate
stakeholders. If the ECR is not approved the scope documents are not
approved and the Project Manager notifies the appropriate stakeholders.
7. Human Resources Management Plan
3.9 Project Information
Project Name: Laboratory Development Plan

Location: Mechanical Engineering Building at the University of Alberta
3.10 Human Resources Assumptions
Assumptions made during the development of the Human Resource Plan

Include:
I. The schedules of the laboratory technicians will remain available as was
communicated to the project team by the technicians themselves.
II. The laboratory technician certified, experienced, and responsible for
operating the crane will be available as promised.
III. The laboratory technicians who have been contacted by the project team
will remain employees of the University of Alberta during the entire span of
the project.
IV. The researchers involved and working under Dr. Lipsett will not take any
extended leaves of absence or permanently relocate during the relocation
phase of the project.
V. Researchers have accurately catalogued their needs, equipment, and
availability.
3.11 Human Resource Constraints
The human resources that will be utilized during the course of the project will
include Dr. Lipsett, the project manager (Shannon MacDonald), the project
team, laboratory technicians, a cleaning service, and research students under
Dr Lipsett. Each individual group of human resources has various constraints
which need to be considered.
3.11.1 Project Owner (Dr. Lipsett)
The project owner, Dr. Lipsett, has a flexible schedule. The constraint lies
in quantity of time he is able to spend with the project team on a weekly
basis which is limited to a few hours. This requires the team to be
prepared with concise questions resulting in high efficiency low duration
meeting.
3.11.2 Project Manager and Project Team:

The project manager as well as the project team have considerable
commitments to academic pursuits; work related responsibilities, as well
as other personal commitments. A detailed weekly schedule outlining
unavoidable academic work, industry work, and personal commitments
can be found in Appendix (TB completed). The project manager as well as
the project team will be unavailable after April 13, 2011. The project
manager and the project team are limited by the amount of face to face
meeting times available.
3.11.3 Laboratory Technicians
The laboratory technicians are available to the project team within regular
work hours and are not permitted to work overtime at the University of
Alberta. The laboratory technicians are also unavailable during weekends
and on statutory holidays. Lunch breaks as well as regularly scheduled
coffee breaks will also be taken at designated times for predetermined
durations. These policies are set by and comply with the Canadian labour
code as well as University of Alberta employee policies. Laboratory
personnel handle a wide range of projects at the University of Alberta and
so advanced notice of requirements is necessary. The demanding
schedules of the laboratory technicians limit their work contribution. The
laboratory technician’s work is primarily based on a batch work structure
and so the project team will need to schedule and utilize the technicians
accordingly.
3.11.4 Research Students:
Research students directly affected will require advanced notice of all

migration related activities. Researchers will require windows of allocated
time in which they are able to relocate their materials and tools. The
laboratory space allocated to a researcher is to be work ready upon that
student’s relocation window. This is required to ensure minimal disruption
to the researchers schedule and provides appropriate accommodations for
the researcher to work.
3.12 Human Resources Risk issues
It has been found necessary to address issues such as human resource

shortages, employee transfers, and employee promotions. The project team,
working with the University of Alberta, has been assured that staff will be made
available regardless of the aforementioned. These reassurances have
minimized the associated human resource risk. The labour intensive phase of
the migration process has been scheduled to occur after the end of the
semester. This is advantageous as the amount of constrains and demands on
the laboratory technicians is lowered during this period time. The risk has also
been minimized through the allocation of funds to a reserve dedicated for short
term labour subcontracting in the event University assets are unavailable. The
project team members as well as the project manager have all signed an
agreement stating that the project will be completed before any member is
released of his or her responsibilities.
3.13 Project Human Resources Need
The human resources required have been divided into the categories. Each
category summarizes the number of individuals required, the skills of the
individuals, and how to acquire the right people.
3.13.1 Initial laboratory cleanout
During this phase of the project the primary laboratory which the
researchers are being relocated to will be cleared of all non-essential
equipment, furnishings, laboratory experiments, and infrastructure. This
will require two technicians with little skill due the nature of the items being
moved. The technicians will be provided by the University of Alberta.
3.13.2 Secondary Detailed Cleaning
Secondary cleaning will involve mopping, dusting, and wiping down tables
along with various other small activities. The work will require two
individuals with basic cleaning skills. The work is to be subcontracted to a
cleaning agency approved by the University of Alberta.
3.13.3 Infrastructure Setup
The laboratory has most on the required infrastructure in place. The

additional infrastructure will be installed by the laboratory technicians.
Electrical certification is required as well as experience with wall mounting
shelving and various other fixtures to brick. The technicians will be
provided by the University of Alberta.
3.13.4 Heavy Laboratory Equipment and Furnishing Relocation

A few pieces of heavy equipment are being relocated. The heaviest piece
of equipment will require five laboratory technicians with at least one
technician who is certified to operate the mechanical engineering crane.
The remainder of the large equipment can be transported with pallet jacks.
University of Alberta will supply the crane as well as the operator.
3.13.5 Small Equipment, Tools, Experiments, and Furnishings
The researchers themselves will be responsible for relocating small

furnishings and their own experiments and possessions. This will involve
all eight current researchers and will require basic skills, dolly usage, and
the ability to lift 45 kilograms.
3.14 Time table/Schedule
The activity schedule is as follows and includes the duration of the activities
along with human resource release times.
3.14.1 Initial laboratory cleanout
Once all of the marked and or indicated items have been removed from
the laboratory and relocated to their designated locations both human
resources can released. The duration of the task will require 8 hours from
both technicians.
3.14.2 Secondary Detailed Cleaning
The sub-contractors (Bee-Clean) will be required to supply two individuals

to perform detailed cleaning amounting to 4 hours of work for each cleaner
in the new laboratory. An additional 2 hours from each cleaner will be
required in the old laboratory leaving the space move in ready. After both
laboratories have been cleaned, both human resources will be released.
3.14.3 Infrastructure Setup
Infrastructure setup will require two laboratory technicians, one with

electrical certification. The duration of work will require 8 hours, or a full
working day to complete. The assets can then be released.
3.14.4 Heavy Laboratory Equipment and Furnishing Relocation

The large and heavy equipment relocation will require a total of five
technicians and labourers. One crane certified technician to operate the
crane and the rest of the individuals to support the safe relocation of
equipment. The laboratory technicians will also be relocating all of the
large furniture such as desks. All five assets will be required for one full
working day and can be released thereafter.
3.14.5 Small Equipment, Tools, Experiments, and Furnishings
A total of eight researchers are being relocated. Each researcher will be

relocating their own pieces of small equipment, tools, experiments, and
furnishings. The relocation will be done in groups of two researchers.
Each individual will assist the other with oversized objects. The duration of
time to move both researchers’ items will consume 8 hours. After
completion both researchers will be released.
3.15 Recognition and Awards
Work shall be recognized at the laboratory commissioning. The event will

provide each member who voluntarily attends pizza and refreshments and will
also highlight the accomplishments of those involved. Recognition will be given
to work which has been completed within the allotted time and a safe manner.
3.16 Compliance with Human Resources Rules
All human resource rules have been assessed and will be adhered to. Working
conditions, risks, work durations, and breaks all conform to the rules and
regulations set by Occupational Health and Safety as well as University of
Alberta. A detailed list of expectations will be provided to each human resource
and will be monitored throughout the project. These expectations includes
prioritizing the safety of both human resources and the public. Work being
completed is to be done so in a manner that satisfies the project manager and
to the best ability of the human resource. Any incidents, deficiencies and other
events will be promptly brought to the attention of the project manager. Unsafe
work practices will not be tolerated and work that is unsafe work is not to be
undertaken.
3.17 Team Building Effort
To promote a sense of ownership for the project, tasks have been delegated to
those individuals who volunteer for them. This allows individuals to work within
their fields of interest as much as possible making the work more enjoyable.
Work has also been distributed in a manner which allows pairs of team
members to work together towards common milestones. This promotes an
atmosphere of teamwork and cooperation.
3.18 Training Needs
Basic lifting techniques will be briefly reviewed with the researchers to ensure
all lifting in done in a safe manner. This training will not add any significant cost
to the project. The remainder of the human assets have been certified and
trained.
1.1 Methodology
For the initial risk assessment, the project manager and the team have
brainstormed and collaborated in identifying all possible risks within the current
known elements of the project. These identified risks will be reviewed in the
presence of Dr. Lipsett and Roger Marchand as early as their schedules allow
the review.
To ensure that the risk environment is being assessed sufficiently, Dr. Lipsett
will act as the risk management expert. Other risk-related inquiries will also be
made to the laboratory equipment experts (Roger Marchand and his team).
The following risk management process (described in Figure 2) will be

implemented throughout the duration of the project. If any changes are made to
the project plan during the execution phase of the project, a risk assessment will
be carried out to determine if any new risks are present.
Doing Planned
Reviews
Identification of
Hazards
Reduce the Risk
Risk Assessment/
Analysis
Yes
Yes
Can the Risk Be Is the Risk
Reduced? Acceptable?
No Yes
Discontinue the Manage the

Activity Residual Risk
Figure 2. The Risk Management Process

Doing Planned Reviews: Risk reviews will take place during weekly meetings to
discuss the current state of risks within the project.
Identification of Hazards: Throughout the project lifetime, new processes and

actions may be implemented that pose new risks which had not been identified
in earlier planning stages. During the planned reviews, these risks will be
identified. (See Section 9.1.1 for further details)
Risk Assessment/Analysis: A risk assessment/analysis will be carried out for

any new identified risks. (See Sections 9.1.2 to 9.1.4 for analyses)
Is the Risk Acceptable?: Risks are deemed acceptable only once they have
been rated using a risk matrix (see Sections 9.1.2.1 and 9.1.2.2). Low level
risks are “acceptable,” without any further management involvement. Medium
level risks are “acceptable with certain conditions.” These risks must be closely
monitored, and the project manager must be present to ensure the risk is kept
under control. High level risks are “unacceptable” and any actions producing
such risks will be halted immediately.
Manage the Residual Risk: Once a risk is determined to be acceptable, it must

be managed in the way that is most appropriate for that risk. Methods for
managing each risk will be discussed by the project manager, the team, and the
Dr. Lipsett. (See Section 9.1.4 for further details)
Can the Risk be Reduced?: Further controls, management systems, protective

features, etc. may be added to reduce risks to an acceptable level. (See Section
9.1.4 for further details)
Reduce the Risk: If the risk can be reduced, the necessary changes must be
implemented to decrease it (see Section 9.1.4). It is important to note that if a
change is made to reduce the risk present in a process or action, a full risk
analysis must be redone on the newly implemented process or action. This will
reveal possible new risks that may have been added to the project. (See
Sections 9.1.1 to 9.1.4)
Discontinue the Activity: If a risk has been identified as unacceptable, any

processes or actions that pose that risk will be stopped. This is important to
protect all people involved in the project, people of the community, personal and
university assets, as well as the sustainability of Chrome Engineering as an
enterprise with favourable public opinion.
3.19 Risk Identification
3.19.1 Documentation Review
Risks have been identified by the project manager and the team by first
reviewing the following project documentation:
1) Activity cost estimates

2) Activity duration estimates
3) Scope baseline
4) Stakeholder register
5) Cost management plan
6) Schedule management plan
7) Quality management plan
8) Project documents
9) Enterprise environmental factors
10) Organizational process assets
3.19.2 Tools & Techniques
Brainstorming: At weekly meetings, the team has undergone a

brainstorming session to assess the possibility of risks that were
overlooked earlier in the project Planning Phase. As well, origins of new
risks have been considered as any changes to the project plan have been
made.
Interviewing: Aside from the project team members, Dr. Lipsett has been
interviewed on his perception of possible risks.
Checklist Analysis: A checklist for the duration of the Execution Process

has been created to ensure essential safety and risk management
processes are not overlooked. Refer to the Laboratory Relocation Safety
Checklist in Appendix 7.12.
3.19.3 Identified Risks
All identified risks have been documented in the Risk Register. (See
Section 4). As any further risks become apparent, a full risk analysis will
be performed on each new risk, and the Risk Register will be updated
accordingly.
3.20 Qualitative Risk Analysis
3.20.1 Risk Probability & Impact Assessment
Each identified risk has been assessed for the potential effects on
schedule, cost, and scope by the project manager and the project team.
Incident probabilities have been documented through brainstorming
between the project manager and project team, as well as through
interviewing Dr. Lipsett (See the Risk Register in Section 4).
3.20.2 Probability & Impact Matrix
A probability and impact matrix has been used to identify incident impacts
on project objectives (time, cost, and scope). The matrix can be found in
Appendix 7.13.
3.20.3 Risk Data Quality Assessment
Risk data will be reviewed on a weekly basis. The data collected from
individuals interviewed for their opinions on risk probabilities have been
carefully reviewed for consistency. Any variations larger than ±0.20 have
been reassessed by the project manager, project team and Dr. Lipsett to
attain values whose variation is equal to or less than ±0.20 for a set of
ratings describing a single risk.
3.20.4 Risk Categorization
All documented risks have been categorized by the sources of risk and the
area of the project affected. This methodology illustrates the areas of the
project that have the greatest exposure to uncertainty. Related
documentation can be found in Appendix 7.14.
3.21 Quantitative Risk Analysis
We select X as the total number of working days required by the technicians to

complete the lab setup and heavy equipment move. For our estimate of 4.75
days +/- 20% we can model this random variable X as a normal distribution with
a mean of 4.75 days and a standard deviation of 0.95 days.
We select Y is the total number of working days required by the students to

move their desk possessions and personal items to the new lab. For our
estimate of 5 days +/- 40% we can model this random variable Y as a normal
distribution with a mean of 5 days and a standard deviation of 2.21 days.
The total number of working days to complete the move should take (X+Y)
days. This total does not include delays to start of move or any other variable
occurrences.
We can model the resultant move time as follows:
Figure 3. Cumulative Distribution Function for Move Completion
Therefore we can say with a high degree of certainty (> 95%) that if the move is
uninterrupted it will take less than 3 weeks. To allow time for any unforeseen
delays it would be recommended to schedule a larger amount of time.
3.22 Risk Monitoring, Control and Response Planning
With respect to the Probability and Impact Matrix shown in Appendix 7.13,
and the Risk Register in Section 4, activities posing a risk rating between
8% and 17% will be closely monitored and controlled by the risk owner
during the activity to ensure safe completion. Emergency services offered
by the University of Alberta will be utilized in the event of an injurious or
facilities-related incident. There are no current activities with a risk rating of
18% or higher. If any risks arise with this rating, they will be avoided by
changing the method of execution.
During the weekly risk assessments, any new risks that are identified will be
added to the risk register.
3.23 Roles and Responsibilities
The Risk Owners consist of Dr. Lipsett, Roger Marchand, AICT and the
University of Alberta facilities. Any risk-related activities or processes relevant to
Dr. Lipsett or Roger Marchand will be supervised by them accordingly during
the time that the risk is present. If any incidents occur, these individuals are to
handle them according to the risk responses listed in the Risk Register. Any
incidents relevant to AICT or the University of Alberta facilities will be
documented and the corresponding departments will be contacted.
3.24 Budgeting
(In Progress) (Luke will supply this information)
3.25 Reporting Format and Content
In the event of an incident, the Accident / Incident Report Form is to be filled out
and returned to the Risk Owner. In the event that the risk was previously
unforeseen, and there is no Risk Owner dedicated to the incident, this
correspondence is to be given directly to Dr. Lipsett. This form can be found in
Appendix 7.15.
3.26 Risk Ownership
All risks identified in the Risk Register have been assigned a Risk Owner. Any
actions, processes or events posing a risk to the project will be closely
monitored and dealt with accordingly by the Risk Owners in the event where the
risks are present. In the event that a risk was previously unforeseen, and there
is no Risk Owner dedicated to a risk, Dr. Lipsett will act as the designated Risk
Owner.
3.27 Risk Auditing

Upon the completion of the Execution Phase of the Laboratory Development
Project, the new laboratory set-up in Mec E 1-38 will be assessed a final time
for possible risks present within the new layout. Any new risks will be
documented in the Risk Register found in Section 4, and a risk analysis will be
carried out. (See Section 9.1)
3.28 Risk Management Plan Approval
The Risk Management Plan is to be approved by Dr. Lipsett and Roger

Marchand. Relevant documentation can be found in Appendix 7.16, and is to be
read, understood and signed by both individuals prior to the start of the
Execution Phase.
4. Risk Register
Schedule
Probability Probability Cost Risk Risk
# Risks Risk Type Impact Rating
Level Rating Impact Owner Response
Impact
Roger
Physical injury
Marchand /
1 (during moving Safety 0.10 0.80 8.0% Medium $10,000 2 days Call 911
Mike
or installation)
Lipsett
Late arriving Mike
2 Equipment 0.30 0.05 1.5% Low $0 7 days Call vendors
furniture Lipsett
Power failure
during lab Roger Reschedule
3 Equipment 0.10 0.05 0.5% Low $0 1 day
equipment Marchand move
commissioning
Contact IT
Failure of UWS department for
4 Equipment 0.10 0.05 0.5% Low $200 4 days AICT
connectivity placement of
wireless router
Order
Damaging replacements
Roger
5 equipment Equipment 0.10 0.20 2.0% Low $1,000 14 days from Vendors
Marchand
during move (inform
Students too)
Movers are Roger Reschedule
6 Personnel 0.10 0.10 1.0% Low $500 2 days
absent Marchand move
Order
replacements
Damaging Mike
7 Research 0.10 0.05 0.5% Low $1,000 7 days from Vendors
experiments Lipsett
(inform
Students too)
Reschedule
Roger
8 Failed drainage Facility 0.10 0.05 0.5% Low $4,000 21 days move, assess
Marchand
damage
Exploding Mike Call 911,
9 Facility 0.10 0.80 8.0% Medium $20,000 31 days
equipment Lipsett evacuate
Roger
10 Pipe burst Facility 0.10 0.40 4.0% Low $10,000 31 days Reverse move
Marchand
Available
inventory Mike
11 Equipment 0.10 0.10 1.0% Low -$1,000 -7 days Don't order!
matches Lipsett
requirements
Update move
Power outlets
Mike map, update
12 don't match Facility 0.20 0.10 2.0% Low $50 4 days
Lipsett schedule
layout
accordingly
Roger
Fire alarm
Marchand / Reschedule
13 pulled during Facility 0.10 0.10 1.0% Low $0 1 day
Mike move
move
Lipsett
Update
Building codes requirements
change for Roger for
14 Facility 0.10 0.20 2.0% Low $2,000 14 days
regulatory Marchand procurement
items and move
schedule
Reschedule
15 Elevator fails Facility 0.10 0.05 0.5% Low $0 4 days Facilities
move
5. Communication Management Plan
Project Name: Laboratory development project

Location: Mechanical Engineering Department, University of Alberta Edmonton
5.2 Objectives
To keep all the stakeholders well informed in advance about the project progress
and future activities. The prior knowledge through proper communication channel
will give confidence to all stakeholders. A prompt and accurate communication
will ensure any change in expectations of a stakeholder or alteration in working
environment, thus enabling the project manager to take necessary action to
mitigate any risk.
It will be essential to communicate all the planning process to Dr Lipsett to keep

him aware as he is the most influential stakeholder in this project.
In absence of a good Communication Management Plan not only important

things can be missed but also there is high probability of miscommunication
which may lead to grave problems in course of project.
5.3 Communication Constraints
 Read and understand the safety codes for research facility layout.
 With a very demanding work schedule, availability of Dr Lipsett for direct
face to face meetings is a big constraint which pushes the project
manager to use other mediums.
 Communication with the research students is deemed optional to them by
Dr Lipsett. Although they will be using the new facility.
 Varying schedule of all the team members is also a hurdle for group
meetings, discussion and brainstorming.
5.4 Communication Assumptions
 Team members are assumed to make effort to communicate with fellow

members & project manager in event of an error or anything new is
spotted.
 Dr Lipsett will notify the project manager in case of any changes in
expectation.
5.5 Communication Risks

 Communication lapse with the stakeholders is biggest risk, as the number
of stakeholders is very few so everyone require good amount of attention.
 Communication with research students is restricted to their choice which
might hinder the project manager understanding their expectations.
 Dr Lipsett’s busy schedule poses as a risk to delay communication in the
project.
 Communication gap among project team can hamper the integrity.
 Slow communication or approval from University authority can delay the
schedule.
5.6 Target Audiences
Internal Stakeholder External Stakeholder

Dr Michael Lipsett The project team Mechanical
Engineering
Students
Dr Glen Thomas University of Alberta Vendors
Roger Marchand Bee Clean Inc.
Research Students
Lab technicians
5.6.1 Stake holder’s requiring formal Communication
 Dr Michael Lipsett
 Dr Glenn Thomas
 Roger Marchand
5.6.2 Team Responsibility
 For all the formal communication, project manager is responsible.

 All the outgoing formal communication must pass via project manager
only.
 Team members are strictly restricted to contact any stakeholder.
5.7 Communication Tools and Format
 Dr Lipsett will receive full fledged report on the project progress status, project
issues, project risks, project deliverables and project resources as promised
in project charter. Report will be given in standard format via email. For the
progress face to face meetings would be arranged with him as per his
availability.
 Layout planned for the new lab will be conveyed in engineering drawing in
standard format of Chrome engineering via hard copies and auto-cad
drawing.
 Meetings with Roger Marchand will be used to fully understand the process of
heavy equipment transportation. Schedule planning will depend upon this
activity.
 Report on schedule will be provided to Roger for execution activities and
reminders through email.
 Team members will have weekly meetings or more for discussing the
progress and scheduling their activities.
 Online conference on “skype” will be used as and when required for team
communication.
 Team will be using group on “facebook” the social networking website for
communicating
 Team will use www.scribd.com for sharing documents.
5.8 Communication matrix
Stakeholder Need Type of report Frequency Medium

Owner of the project
Dr Michael Detailed Report Bi-Weekly E-mail
need to know report
Lipsett
of all acitivities
Progress Report Weekly Meeting

Dr Glen Thomas Execution Schedule Once E-mail

Responsible for Execution
Roger Marchand heavy equipment Schedule, Bi-Weekly Meeting, E-mail
movement Execution Planning

Responsible for
Research
movement of light Execution Schedule Once E-mail
Students
stuff

Meeting,
Responsible for
Project Team All reports Weekly Facebook,Scribd,
project management
Skype

5.9 Communication Guidelines
 All the reports should be in standard format.

 Project manager is responsible for communication with all the
stakeholders.
 Team members are prohibited to contact any stakeholder.
 Team communication is open.
5.10 Special Communication Events
Special communication events comprises of imparting information to a group of

stakeholders effectively in two way communication process.
 Before actual movement of equipments, all lab technicians involved would

be explained the activities to be executed by presentation.
 All research students involved in the movement of smaller objects would
be addressed for safe working and activity order with checklist.
 Pizza break after movement will be used for taking feedback.
5.11 Budget
Total budget of $350 will be allocated to communication management plan, $250

as direct expenditure with $100 as contingency resource.
 For all communication via hard copy reports, $50.

 Communication via email & meeting will only consume time.
 $200 for pizza break event.
 All these expenditure can be covered through existing project budgets
5.12 Evaluation
 Feedback from all the stakeholders will be evaluated for measuring the
effectiveness of Communication Management Plan.
 Team satisfaction after completing the project and level of motivation during
project is good indicator of healthy communication plan.
 Feedback from Dr Lipsett will be key indicator of project’s success and further
down the line efficiency of utilizing best management practices
(Communication management plan being one of them).
6. Gantt Chart
7. Cost Management Plan
7.1 Project Information
Project Name: Laboratory Development Plan

Location: Mechanical Engineering Building at the University of Alberta
7.2 Cost Assumptions
Utilizing available human resources to the fullest extent is crucial to ensuring the
project is completed within schedule and budgetary requirements. Many human
resource assets have been provided through the University of Alberta at no cost
to the project owner. These specific assets will be heavily relied upon due to
their inherent financial advantages.
Assumptions made during the development of the Cost Management Plan:
VI. The laboratory technicians will remain available and free of cost as was
communicated to the project team by the University of Alberta.
VII. The budget approved by the project owner will remain the same
throughout the project subject to no minimization.
VIII. The laboratory technicians who have been contacted by the project team
will remain employees of the University of Alberta during the entire span
of the project. This ensures that no additional labour will need to be
brought in at additional cost.
IX. The researchers involved and working under Dr. Lipsett will not be
compensated for moving their own possessions to the new laboratory.
X. The researchers will not take any unplanned extended leaves of
absence or permanently relocate during the relocation phase of the
project. This will ensure no sub-contractors will be required to move their
possessions.
XI. Researchers have accurately catalogued their needs, equipment, and
availability.
XII. The durations of the tasks will not exceed the estimated durations by a
factor of 30% as that is the reserve allocated to the project budget.
XIII. The reserve will be owned by Dr. Lipsett.
XIV. No structural, chemical, or electrical deficiencies will arise during the lab
migration process which will need to be absorbed by the project team’s
budget.
7.3 Cost Constraints
Dr. Lipsett has set the budget at $10 000 dollars. This sum includes contingency
funds and is the absolute maximum available for this project. These funds are to
be allocated according to the project team’s discretion and are to be utilized only
when necessary and in a conservative manner.
7.4 Cost Risks
The cost risks associated with this project are minimal due to the project team
being provided with adequate funds. In addition, the majority of the work will be
conducted through utilizing the University of Alberta’s assets at no cost to the
project. These assets, such as laboratory technicians, will be heavily relied upon
and will greatly reduce the cost of this project. The budget has been divided into
two separate accounts, the primary account and the contingency account. The
primary account will amount to $7500 leaving the remaining $2500 as a
contingency which further mitigates the cost risk.
7.5 Budget Sources and Approvals / Cost Management Roles
The project has one source of funding which has been provided by the project
owner Dr. Lipsett. All changes as well as approvals are to be discussed with Dr.
Lipsett. The projects organizational constraints are minimal limited to contacting
Dr. Lipsett to release the required funds to the project team. The project
manager must approve all funding requests prior to bringing them to the
attention of Dr. Lipsett. The project team is not faced with any fiscal year
constraints and funding will be spent on an “as needed” basis.
7.6 Project Estimation Techniques
The project team will be utilizing bottom-up estimating due to the high level of
accuracy inherent to this method. Each phase of the project will be analysed at
the work package level to develop the greatest level of specified detail. This
method is ideal for this project as the complexity of the costs, expenses, and
budget in general is low.
Online catalogues have provided detailed costs for the materials which will be
acquired. These and all other costs will be review by the project manager and
then submitted for approval by Dr. Lipsett. The nature of the project and the aid
of the owner Dr. Lipsett for expert cost advice has resulted in a comprehensive
cost estimation.
7.7 Changes to the Budget
Budget reviews as well as changes are initially brought to the attention of the
project manager. Prior to addressing the project manager, documentation
outlining the need as well as associated research regarding the budgetary
change must accompany the change request. If the budgetary change is
approved by the project manager it is then through the project manager brought
to the attention of the project owner Dr. Lipsett for final approval.
Supporting material required to accompany a change request includes a formal

quotation from a supplier or written requests received for a stakeholder group.
Cost changes to approved materials, services and or products after the initial
estimation will require supporting documentation such as catalogue references
or formal quotations. The approved budget changes will be reflected in the cost
baseline immediately after final approval.
7.8 Cost Expenditure Tracking
Any work that has been completed which has an associated budgetary expense
is to be documented on an expense sheet. Expense sheets can be found in
Appendix 7.18. The expense sheet includes an area which specifies the
estimated baseline cost and an area which indicates if the work completed has
been done on, below, or above budget. These expense sheets are to be
completed by the project team member overseeing that particular area of work.
7.9 Cost Reporting
Earned value analysis, planned value analysis, as well as actual cost will be
used as tools to help identify and quantify completion of the project. The cost
reporting tools along with the layout in the form of an s-curve diagram can be
seen in Figure 4.
Figure 4. Earned Value, Planned Value and Actual Cost S-curve
Cost variance will be analyzed as a performance measure and will determine

the cost performance of the project. The cost variance threshold will be kept in
the positive and will not fall below -10% of the baseline. This threshold will apply
to all aspects of the project. The project team member who was selected to
complete and compile the cost reports is Lukasz Glistak. The reports will be
submitted on a weekly basis to the project manager for review who will then
address and update the project owner Dr. Lipsett. The weekly reports will be
reviewed by the project manager and if necessary a budgetary change request
may be filed. The project documents will be updated and will include a new cost
baseline. This process allows the project team to closely monitor the budget and
inform and update the project owner of the projects status. The information
contained in the report will help to ensure the project is on track and proceeding
as planned while also being used as an early warning system for budgetary
problems. The reports will also provide the project manger measure against
which to judge the financial health of the project. Reserve spending will also be
conducted based on these cost reports.
7.10 Cost Closeout
The final cost summary will include a comparison of the actual cost vs. the
initial baseline cost estimated at the beginning of the project. The baseline S-
curve will be plotted with the actual cost S-curve. Graphically this will help to
illustrate areas in which the project preformed the best as well as poorest. This
comparison will provide the project team and the project manager valuable
information as to which areas of future projects will require greater attention to
detail or a more substantial allocation of the project reserve. The resulting data
will be archived as a collection of images in succession illustrating the
development of the project form a cost perspective. Below each image will be a
table which will display the Earned value analysis, planned value analysis,
actual cost, and Cost variance.
17. Appendix
7.11 - Engineering Change Request Form - ECR

ECR# Chrome Engineering ECR Form Date Page 1 of
To: From:
Title of Change:
Priority: (Low, Medium, High) Need Date:
Project: Laboratory Development Project

Configuration Items Affected:
Justification for change
Description of Change (if necessary continue on next page)
Signature of Originator:
____________________________
Signature of Project Manager:
____________________________
Signature of Client:
____________________________
7.12 – Laboratory Relocation Safety Checklist
Building: Mechanical Engineering Room #:
Client: Dr. Michael Lipsett Department: Mechanical Engineering
Person Completing this Form:

Name: Title:
Date:
Completed? Date Notify

Completed
A. Administrative
1. Meet with risk management expert. Know
his/her telephone number and e-mail 
address. Yes
Name:
Phone:
E-mail:
2. Meet with lab technician. Know his/her
telephone number and e-mail address. 
Yes
Name:
Phone:
E-mail:
3. Meet with movers. Know the managers
telephone number and e-mail address. 
Yes
Name:
Phone:
E-mail:
4. Meet with custodial supervisor. Know
his/her telephone number and e-mail
address.
Name:
Phone:
E-mail:
B. Fire/Life Safety & Emergency Preparedness
5. Place evacuation maps at all entrances 
within the new lab space. Yes
6. Place first aid maps (locations of first aid 
kits, eyewash stations, etc.) Yes
7. Place maps with locations of fire 
extinguishers and pull alarms at all Yes
entrances within the new lab space.
8. Affix warning labels in necessary vicinities 
(warnings for hazardous materials, Yes
dangerous equipment, etc.)
9. Provide lab emergency contact information 
to the faculty of mechanical engineering. Yes
10. Determine if there will be any emergency
backup systems (emergency power,
temperature alarm response, etc.)
C. Inventory
11. Complete inventory of hazardous goods 
that will be relocated. Yes
12. Complete inventory of lab equipment with 
value greater than $2500 Yes
D. Chemical Safety & Waste Management
13. Ensure that lab personnel know where lab-
specific Material Safety Data Sheets  
(MSDS) are readily found on paper or Yes N/A
online.
14. Ensure that there are sufficient waste bins 
for all necessary waste types (garbage, Yes
recycle, chemical, biological, etc.)
E. Storage
15. Ensure that all elevated storage is 
minimum 18” from the ceiling Yes
F. General
16. Arrange for Dr. Lipsett to review 
Laboratory Relocation Safety Checklist Yes
17. Order appropriate personal protective
equipment (PPE) for the range of hazards  
found in this lab (gloves, splash goggles, Yes N/A
aprons, etc.)
7.13 - Probability and Impact Matrix
Probability Threats Opportunities
0.90 0.05 0.09 0.18 0.36 0.72 0.72 0.36 0.18 0.09 0.05
0.70 0.04 0.07 0.14 0.28 0.56 0.56 0.28 0.14 0.07 0.04
0.50 0.03 0.05 0.10 0.20 0.40 0.40 0.20 0.10 0.05 0.03
0.30 0.02 0.03 0.06 0.12 0.24 0.24 0.12 0.06 0.03 0.02
0.10 0.01 0.01 0.02 0.04 0.08 0.08 0.04 0.02 0.01 0.01
0.05 0.10 0.20 0.40 0.80 0.80 0.40 0.20 0.10 0.05
Impact on an Objective (Cost, Time, or Scope)
Legend
Low Level Risk (Acceptable)
Medium Level Risk (Acceptable with Conditions)
High Level Risk (Unacceptable)

7.14 - Risk Sources and Affected Project Areas
Risk Sources Affected Project Areas
Risk Risk Affected
Risks Risk
No. Sources Risks Project
No.
Power failure during Areas
3 lab equipment Physical injury
commissioning 1 (during moving or
Failure of UWS installation)
4
connectivity Power failure during
8 Failed drainage University of 3 lab equipment
10 Pipe burst Alberta commissioning
Fire alarm pulled Facilities Damaging equipment
13 5
during move during move
Building codes 6 Movers are absent
14 change for regulatory Damaging
items 7
experiments Migration
15 Elevator fails 8 Failed drainage Process
Physical injury 9 Exploding equipment
1 (during moving or 10 Pipe burst
installation) Power outlets don't
Damaging equipment 12
5 match layout
during move Movers Fire alarm pulled
6 Movers are absent 13
during move
Damaging Building codes
7
experiments 14 change for regulatory
9 Exploding equipment items
2 Late arriving furniture 15 Elevator fails
Available inventory 2 Late arriving furniture
11 matches
Vendors
Available inventory
requirements 11 matches
Procurement
Power outlets don't requirements
12
match layout
Layout Plan
Failure of UWS Stakeholder
4
connectivity Satisfaction
7.15 – Accident / Incident Report Form
(This form is to be completed for all employee, patron and visitor accidents /incidents)
INSTRUCTIONS: All venue-related accidents/incidents (employee, patron, visitor, etc) require Sections I and II of this
Accident/Incident Report to be completed by management or another employee of the venue. The injured person should
not complete this report. Management is required to complete Section III on the reverse side, review the report for
completeness and accuracy, sign and log this report in the accident/incident log book within 24 hours of the
accident/incident. Note: the report (and pictures if any) should then be filed together in a safe and secure location of the
venue. Any copies of this report and any other related materials in conjunction with this report cannot be obtained without
the authorization of management.
SECTION I PLEASE PRINT OR TYPE ALL INFORMATION
NAME: ___________________________________________________ _____________________________________

(Brief Physical Description)
HOME ADDRESS:
___________________________________________________________________________________________________
Number/Street City State Zip
TELEPHONE NUMBER: ( )_____________________ AGE: ________ DATE OF BIRTH ______________
(required by insurance agency)
_____ EMPLOYEE _____ PATRON _____ VISITOR (reason for being on premises)___________________________________
SECTION II ACCIDENT DATA

____ Accident/Injury ____ Theft/Burglary
NATURE OF INCIDENT: ____ Physical Altercation ____ Verbal Confrontation
____ Property Damage ____ Other
DATE OF Accident /Incident: __________ TIME of Accident /Incident: _____________ ____AM ____PM
Accident /Incident occurred at: __Inside Venue__ Outside Venue __ Other Location (Specify Location) ________________________
Specific Location of Accident: __________________________________________________________________________________
(Address / Vicinity / Actual Location)
Briefly explain what happened: (if an injury, (1) explain activities occurring when injury or illness occurred and what tools, machinery, chemicals, weapons,
were involved, (2) what happened to cause this injury or illness (3) what was the injury or illness (i.e., state the part of body affected and how it was affected) Use
additional paper if needed.
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
What action was taken: Check all actions taken. If more than one, indicate which occurred 1st, 2nd, etc.
_______ First Aid – administered by _____________________________________________
_______ Sent to Hospital/Physician (Name of Hospital/Physician) ____________________________________________________
_______ Pictures Taken (Number of Pictures Taken) _________________________________
_______ Sent Home
_______ Continued Activity (no action taken)
Venue Contact/Management: __________________ Name of Witness (if applicable) _______________ Phone: __________
Person Completing the Report _________________________________________________________ Date: ____________
Reviewed by Venue Owner/Risk Manager _____________________________________________ Date: ____________
Return form same day (or within 24 hours) of accidents/incident for employee, patron, or visitor to the
corresponding Risk Owner, or Dr. Lipsett.
Accident/Incident Report Form page 2
SECTION III MANAGEMENT/SUPERVISOR REPORT ON THE ACCIDENT/INCIDENT

What action has been taken to prevent such an accident/incident from recurring? Include specific details on how it was
mediated, how the incident can be avoided in the future. (Note that photos are highly recommended immediately following an
incident, if at all possible.)
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
Management/Supervisor’s Account of Incident which supplements and/or clarifies information provided by injured party: (if an
injury, (1) explain activities occurring when injury or illness occurred and what tools, machinery, chemicals, were involved, (2) what happened to cause this injury or
illness (3) what was the injury or illness (i.e., state the part of body affected and how it was affected)
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
Section III Completed by: ____________________________________________ ___________________

Signature Date
SECTION IV- FOR INVESTIGATION/REVIEW ONLY - DO NOT WRITE BELOW THIS LINE:
Investigation Comments: Photos are highly recommended immediately following an incident, if at all possible.
Required Action:
Location Code: ____
Section IV Completed by: ____________________________________________ ___________________

Signature Date
Date sent to management: ________________ other ___________________________
12/8/21 Courtesy of BouncerOnline

7.16 - Risk Management Plan Approval
I have reviewed the information contained in this Risk Management Plan and agree:
_______________________________ _______________________________
Dr. Michael Lipsett Roger Marchand
_______________________________ _______________________________
Date Date
The signatures above indicate an understanding of the purpose and content of this
document by those signing it. By signing this document, they agree to this as the formal
Risk Management Plan document.
7.17 – Typical Project Meeting Minutes
Documentation or agreed upon report formats
 Typical project meeting minutes.

7.18 - Expense Sheet
Name: WBS I.D: Project: Date:

WBS Level: Laboratory
Development
Project
Labor Expenses Description: Budgeted Cost: Cost Incurred: Signature:
Hours Worked:
Hourly Rate:
Material Expenses Description: Budgeted Cost: Cost Incurred: Signature:
Equipment Expenses Budgeted Cost: Cost Incurred: Signature:

Description:
Other Expenses Description: Budgeted Cost: Cost Incurred: Signature:
Note: Staple all receipts to the back of the expense sheet.

7.19 – Proposed Laboratory Layout
Team #1 – Personnel Listing
Shannon MacDonald
Project Manager
Mec E
Mk Nimesh
Devil’s Advocate
Eng. Mgmt.
Luke Glistak
Team Member
Mec E
Sean Hodgson
Team Member
ECE
Anand Rohit
Team Member
ECE

Eng M 530 - Engineering Project Management: Project Manager: Shannon Macdonald

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Eng M 530 - Engineering Project Management: Project Manager: Shannon Macdonald

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Eng M 530 – Engineering Project Management

Laboratory Development Project

Project Name: Laboratory Development Project

1.2 Project Objectives

The objective of the Laboratory Development Project is to establish the

1.3 Product Scope Description

The finished product with will be a research facility or laboratory used by

1.4 Product Scope Description

1.5 Project Boundaries

The project management team at Chrome Engineering will be

1.6 Project Deliverables

Our project management team will deliver three separate deliverables.

1.7 Project Acceptance Criteria

Product acceptance will be based on an assessment by the new lab

1.8 Project Constraints

1.9 Project Assumptions

It is assumed that the Wi-Fi is already available at the new location

1.10 Initial Project Organizations

The two main coordinators that have already conducted feasibility

1.11 Initial Project Risks

1.12 Schedule Milestones

1.13 Fund Limitation

1.14 Cost Estimate

The moving of equipment and materials will be conducted by students

1.15 Project Configuration management Requirements

1.16 Approval Requirements

1.17 Project Success Factors:

This projects success is dependent on the careful considerate and

Responsible Organization or Individual Interdependencies

Lab technicians, Bee-clean cleaners 3 Days

Work Package MEC E 1-38 should be cleaned to remove all non-essential

Acceptance Criteria  Approval of Dr. Lipsett.

Assumptions  Lab technicians and cleaners will not be absent during

Responsible Organization or Individual Interdependencies

Resources Assigned Duration

Chrome Engineering 7 Days

Work Package A layout plan clearly showing proposed configuration of MEC

Acceptance Criteria  Approval of Dr. Lipsett.

Assumptions  Team has required skills to use software tools for

Responsible Organization or Individual Interdependencies

Acceptance Criteria  Successful commissioning and operation of oil sand

Assumptions  Power supply will be available uninterrupted during

Responsible Organization or Individual Interdependencies

Lab technicians (One crane certified 1 Day

Acceptance Criteria  Successful commissioning and operation of solder

Assumptions  Power supply will be available uninterrupted during

Responsible Organization or Individual Interdependencies

Lab technicians (One crane certified 1 Day

Assumptions  Power supply will be available uninterrupted during

Responsible Organization or Individual Interdependencies

Lab technicians (One crane certified 1 Day

Acceptance Criteria  Successful commissioning and operation of XYZ

Assumptions  Doors of laboratories have sufficient height so that the

Responsible Organization or Individual Interdependencies

Lab technicians 1 Day

Acceptance Criteria  Approval of Dr. Lipsett.

Project Name: Laboratory Development Project

3.2 Scope Assumptions

3.3 Scope Constraints

It is assumed that creation, changes, updates to project scope will require

3.4 Scope Risks

We have found that some of the supporting stakeholder information such as

3.5 Production of a detailed Project Scope Statement