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...................................................................................35
..................................... Error! Bookmark not defined.
4.6 Roles and Responsibilities...................................37
5.0 COMMUNICATIONS MANAGEMENT PLAN......38
5.1 Introduction ..........................................................38
5.2 Purpose................................................................38
5.3 Approach..............................................................38
5.4 Stakeholder Communications Plan ......................38
5.4.1 Stakeholder Analysis .....................................38
5.4.2 Stakeholder Communication Needs
Assessment ............................................................39
5.4.3 Stakeholder Satisfaction Matrix .....................40
5.4.4 Stakeholder Engagement Plan ......................41
5.4.5 Communication Matrix ...................................41
7.0 REFERENCES........................................................44
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1.0 INTRODUCTION
1.1 Project Overview
The Sapphire Kensington will be a luxury mid – rise, mixed
use development in the heart of West Hillhurst and
Sunnyside. It will combine retail and residential units and
possess high end finishes catering to prospective buyers.
The targeted demographic of young professionals and
empty nesters are willing to pay for a high quality unit in a
cosmopolitan neighborhood immediately adjacent to the
downtown core that possesses a wide variety of
restaurants, cafes, shopping, and leisure options.
With its proximity to downtown, the river pathway system,
transit, and an eclectic neighborhood that offers amazing
amenities at any time of the day, Sapphire Kensington is
certain to be the next crown jewel development coming to
Calgary. Sapphire Kensington will be constructed as a
seven story residential building with retail on the ground
level and two underground parking levels. It will have 143
residential units and has been planned for flexible large
retail spaces in order to attract businesses that previously
required square footages not available in the
neighborhood. The building will be constructed and
finished with luxury materials to attract a hip, wealthy
clientele. Finally, the streetscape will be addressed
through the provision of public realm amenities including
street trees, bicycle storage, benches, and cantilevered
awnings that will provide shelter and a transition between
the street and the building. The goal is to make the building
both pristine and welcoming.
Figure 1: Sapphire Kensington Frontage
Figure 2: Building in existing context
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The project management plan put in place to execute this
project will include a project scope management plan, a
project monitoring and control plan, a human resource
management plan, a communications management plan.
This plan will outline the project requirements and the
timeline for deliverables to ensure project success. More
specifically, this project management plan will illustrate
how the project will be completed over the three year
maximum time frame.
The project deliverables will include initial concept
designs, engineering drawings, marketing strategies and
communication releases. In addition, a formal presentation
to the Calgary City Council will be required for approval of
the project.
The main deliverable for this project will be the
development permit to allow our contractors to start
construction on the Sapphire Kensington. Therefore, the
majority of the deliverables will be associated with the
development application process at the City of Calgary.
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1.1.1 Site Location
West Hillhurst and Sunnyside are two of Calgary’s oldest
inner city neighborhoods. These communities have for the
most part remained relatively underdeveloped despite
their proximity to the Central Business District. In
accordance with the West Hillhurst Sunnyside Area
Redevelopment Plan and the recent Kensington BRZ
designation as a Transit Oriented Development, there
have been a number of mid-rise developments both
completed and planned in the area to transform the
existing plots of land to their highest and best use. This
has been achieved in the form of buildings like Pixel, Lido,
and the Kensington along the busiest corridor of the
neighborhood and also as infill on residential parcels,
where existing buildings have been demolished in favor of
something new that maximizes FAR and land value. As a
result of infill, the built form of West Hillhurst and
Sunnyside is slowly transitioning to reflect a neighborhood
within walking distance of downtown and the river pathway
system that houses ample open space and amenity
offerings.
1.1.2 Demographics
A demographic study was undertaken to determine which
age groups and dwelling types compose the largest cross
section of the population in West Hillhurst and Sunnyside.
The table below, constructed with help from the City of
Calgary Community Profiles webpage provided this
information to the development team. When compared
with the City of Calgary, the neighborhood results show
that on average, a low percentage of children compose the
neighborhood population. It also shows that the number of
apartments and multifamily units on average are higher
than the rest of Calgary, specifically in the Kensington BRZ
and Sunnyside. This information provided developers with
a better idea of what kind of residential and groups to cater
the Sapphire Kensington to when the marketing phase
begins.
1.2 Purpose of Project Management Plan
The Sapphire Kensington Project Management Plan has
been documented to establish uniform policies and
procedures that will guide the project management team,
consultants, and the construction team throughout the
project timeline, from the initiation phase to the closing of
the project to ensure that the project meets the timeframe,
budget and expectations of the company. The President
will approve the Project Management Plan and authorize
the Project Manager to begin work with the project team.
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1.2.1 Project Vision
The team’s vision is to obtain the necessary permits and
approvals from the City of Calgary in order to begin
construction on the Sapphire Kensington. This mixed use
development will have a positive contribution to the
Kensington Area. The Sapphire Kensington provides
increased density and commercial activity to support the
Transit Oriented Design policies in the City of Calgary. In
addition, the Sapphire Kensington is financially viable for
the company, with an internal rate of return of
approximately 15%.
1.3 Project Management Approach
The project management approach for the Sapphire
Kensington will be a traditional approach which defines the
sequence of goals and objectives throughout the project
duration.
The Project Manager (PM) will have overarching authority
over all decisions regarding the management and
execution of the project. The project team will include both
internal and external staff members. The project manager
will use the project management plan as a guide to
achieve the project objective, in the long run fulfilling the
vision of the project. The project manager will ensure the
efficient use of the project time and resources.
Funding for this project will be provided by the ‘The
Sapphire Group’ as well as other Financial Institutions.
Funding is based on initial analysis of leasing potential and
income over a period of time. The total amount of funding
will be 10% of the total construction and land costs (Figure
3). The Sapphire Kensington construction costs are
$62,534,547 therefore the total project management
budget for internal and external consultants is
$6,253,454.7.
The project manager will ensure the documentation of all
project documents, ensuring that they are official and
signed by both parties in any agreement.
Figure 3: Total Investment
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Each project member will report to his immediate superior,
who will in turn report to his/her superior, following the
designated roles and responsibilities chart.
The project team will then report to the project
stakeholders on a regular basis informing them of
progress and limitation/constraints in the project. This will
be completed through consistent communications
releases after each phase of the project has been
completed according to the project management plan. The
project manager will also ensure timely submission of
deliverables and ensure efficient communication between
project team members, groups and stakeholders.
Alongside this, the team will ensure transparency
throughout the project, especially with the public and City
officials. This will improve the relationship between both
parties and hopefully reduce the time, duration and overall
costs of the project.
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2.0 SCOPE MANAGEMENT PLAN
2.1 Introduction
This section includes the identification of the project scope
and how it will be managed and controlled. As well it
includes the assumptions and limitations associated with
accomplishing the final deliverable, and a work breakdown
structure based on these project deliverables.
2.2 Purpose
The scope management will serve as a tool to monitor and
control the project throughout its lifespan. This plan will
ensure that delays are being minimized and resources are
being adequately utilized in achieving the project's
objectives and goals.
2.3 Approach
It is the responsibility of the project manager to manage
the project scope. While taking into consideration the
project assumptions and limitations, the scope statement
will serve as a guide to ensure that all activities stay within
scope. The Work Breakdown Structure will be used to
show how deliverables have been broken down into
specific tasks and which staff member has been assigned
each task.
2.4 Scope Definition
The project scope is defined by the requirements needed
to gain the approval of the City Council for the construction
of the Sapphire Kensington. As well, the scope is
influenced by the company’s desire to maintain a
significant profit margin on the completion of the project.
These requirements form the deliverables for each phase
of the project.
2.5 Scope Statement
The aim of the project is to obtain development approval
from Calgary City Council for the construction of the
Sapphire Kensington.
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2.7 Scope Management & Control
The project scope will be managed by the project manager
and project team heads by ensuring that:
The project scope and WBS is clearly stated and
structured.
That both documents stated above are made
readily available to all stakeholders and team
members
Any task undertaken are those which are stated in
the work breakdown structure
Tasks performed lead to achieving project
deliverables.
Changes to both the scope and WBS are approved
by the project manager and Sponsor
Changes are documented and communicated to all
stakeholders and team members in a timely
manner
2.8 Work Breakdown Structure
The work breakdown structure (WBS) manages the tasks
and resources in each project phase. The WBS is created
after adequate consideration of tasks and resources that
are needed to achieve each project milestone. The
breakdown illustrates the project timelines from beginning
to completion.
Figure 5: Scope Definition Breakdown
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2.8.3 WBS Flow Chart – Excel
Initial Concept
Deesign
Market
Analysis
Financial
Analysis
Concept
Design
Approval of
Concept
Design
City Approval
Pre -
Application
Impact
Assessments
Complete
CARLS
City Review
Calgary
Planning
Commission
Council
Approval
Design and
Engineering
Initial
Engineering
Drawings
Internal Cost
Review
Final
Construction
Drawings
Lease
Negotiations
Contact
Leasing Agents
Tenant
Negotiations
Leases Signed
Arranging for
Financial
Meet with
Banks
Finacial Review
Counter
Proposals
Accept
Financing
Constriction
Contracts
Bid Documents
Contractor
Selection
Contracts
Signed
Marketing
Strategy
Complete
Marketing
Strategy
Communications
Strategy
Initial Concept
Design Release
City Approval
Release
Lease
Negotiations
Release
Financing
Release
Arranging
bidding
Release
Marketing
Strategy
Release
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3.0 PROJECT MONITORING &
CONTROL PLAN
3.1 Introduction
This section of the document contains a Change
Management Plan and a Schedule Management Plan.
The change management plan is designed to ensure
consistency when changes to the project schedule are
required for various reasons. The schedule management
plan is put in place to manage the overall project schedule
and ensure tasks are completed on time and resources
are allocated effectively.
3.2 Change Management Plan
3.2.1 Purpose
The purpose of the change management plan is to provide
a guide to how changes in the project will be managed in
order to provide consistency for all project stakeholders.
3.2.2 Approach
The project manager will be responsible for managing and
approving all proposed changes throughout the project.
The project manager will ensure that all requested
changes to any part of the project, at any phase, goes
through a process that will be established by the change
management plan. The change management plan will set
a standard to
Determine if requested changes are appropriate
and within the scope of the project
Approve changes after appropriate review of
requested changes
Document and communicate changes to all
stakeholders and staff members
Track of all changes
3.2.3 Definitions of Change
Changes to the project may fall under any of the following
categories:
Schedule Change: Changes to the project schedule may
affect the project WBS or project timeline and resources.
Budget Changes: Changes in budget are more likely to
be an increase rather than a decrease. Changes in budget
may come either with a change in schedule, change in
scope, and change in human resources or unforeseen
risks.
Scope Changes: Changes to the scope are major
changes that affect the entire project and deliverables.
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3.2.4 Change Control Cycle
The change control cycle illustrates the change process
for the Sapphire Kensington project (Figure 6). To begin,
it is necessary to reiterate that the project manager is
responsible for the approval of all changes to the project.
In addition, the team member is responsible for submitting
the change request using the change request form (Figure
7) for approval. Once the change request is approved, the
change is communicated with the rest of the project team.
From there it the change moves into implementation and
then operational phases.
3.2.5 Change Control Tools
Alongside the change control cycle, there are a number of
change control tools which will be used to help maintain
project schedule and budget. These are:
Gantt Chart
Work Breakdown Structure (WBS)
These tools will enable the Project Manager to compare
work done and resource usage with what is contained in
the WBS and Gantt chart.
Figure 6: Change Control Cycle
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3.3 Schedule Management Plan
3.3.1 Purpose
The purpose of the Schedule Management Plan is to
provide a guide to managing and monitoring the project
schedule to ensure that there are no delays in reaching
each project milestone.
3.3.2 Approach
The project schedule is determined by the Work
Breakdown Structure. Additionally, the project manager is
the owner of the schedule management plan and has the
duty to ensure that the project stays on schedule
throughout the duration of the project.
3.3.3 Schedule & Time Management
The schedule will be maintained by following the WBS and
Gantt chart throughout the project. In addition, the
milestones table set completion targets for the project
team to work towards as the project progresses through its
various phases.
Figure 8: Schedule Management Tools
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3.3.3.2 Milestone Table
The milestone table illustrates the key milestones and
deliverables for the Sapphire Kensington project.
Estimated completion time and expected completion dates
give the team deadlines to work towards.
Figure 9: Milestone Table
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3.3.3.3 Gantt Chart
The Gantt Charts also outline the project deliverables and
team members assigned to each task in detail. This Gantt
chart shows that multiple tasks are occurring within the
project. Various groups can begin working on their tasks
at the same time to keep the project within time without
exceeding the budget. The tasks highlighted in red show
the critical path of the Sapphire Kensington project.
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4.0 HUMAN RESOURCES
MANAGEMENT
4.1 Introduction
This section will outline how the project will be staffed in
order to complete the project on schedule. Additionally, it
will illustrate how resources will be procured and managed
as well as the key resources which will be required for the
project.
4.2 Purpose
The purpose of the human resource management plan is
to guide the acquisition and management of the human
resources needed throughout the project.
4.3 Staffing Management Plan
4.3.1 Staff Acquisition
The human resources required for this project will be
acquired through the following process:
Identify skills that will be needed based on tasks
identified in the WBS
Identify persons who have the skill set or
qualification
Acquire staff based on experience, skill set,
qualification and labor cost
4.3.2 Staff Composition
The project will be staffed mainly with external consultants.
70% of the total project management budget will be
allocated to the external staff while the remaining 30% of
the budget will be allocated to the internal staff.
4.3.3 Resource Calendars
The project manager and internal staff members will all be
full time staff for the duration of the project with the
exception of the President. The President will share their
time over approximately 10 projects. All other team
members will operate on a part time basis, depending on
what phase of the project they are assigned to.
4.3.4 Staff Training
There will be no training of staff for this project. All
knowledge needed for this project will be put into
consideration during staff acquisition.
4.3.5 Performance Review
Each staff member’s performance will be reviewed using
the work breakdown structure. Staff members assigned a
task is expected to handover deliverables as at when due.
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4.3.6 Recognition & Rewards
Staff members will be recognized and rewarded for
extraordinary contribution to the success of the project.
This rewards shall be:
Based on overall performance
On a monthly basis
Administered in a social gathering
In monetary value or its equivalent
4.4 Staffing Plan
In order to complete the project on time and on budget,
external consultants’ are required. To begin, Architects
and Urban Planners are needed to ensure that the project
meets existing policy and land use in Kensington. From
there, Engineers will be needed to design the building and
make sure that it meets Alberta building code regulations.
Engineers will also be needed for electrical, HVAC and
Structural purposes. Additional consultants will be needed
for financial and accounting expertise as well as legal and
marketing. The staffing breakdown for the Sapphire
Kensington project is located in Figure 10. The number of
staff was based on keeping the project within a three year
timeline and budget.
4.4.1 Staff Resource Usage
The staffing resource usage matrix shows how resources
will be used throughout the project based on billing hours.
Figures 11 and 12 below are based on groups of
consultants and individual internal staff members. The
graph charts show the Assistant Project Manager and
Assistant to the Director of Communications billing the
most for the internal staff and the Architects and Urban
Planners billing the most for the external staff.
Figure 10: Resource Breakdown
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Figure 11: Internal Resources
4.4.2 Human Resources Status
Extrapolated from our Microsoft project document, the
table below shows resource usage status. Within the table
the following is identified:
Project Team/Team Member: This is either a group
of staff, for example architects – which is a group of
7 architects, or a single staff member for example
the Project Manager.
Duration: The duration for which the staff member
or group will be engaged in the project.
Remaining Work: Work remaining to be done in the
project.
Cost: The cost of labor based on hourly rate.
Figure 12: External Resources
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4.5 Project Team
President/Project Sponsor (PS):
The project sponsor has the highest authority and is
responsible for approving the project charter and scope.
The PS is also responsible for approving all changes to the
project scope and receiving final project deliverable.
Project Manager (PM):
The PM is responsible for the success of the project. The
PM has the final authority as regards project scope
management, control and change, scheduling,
communication and acquisition of human resources. The
PM reports to the PS.
Assistant Project Manager (APM):
The APM is responsible for ensuring that all tasks are
completed on time and with the adequate use of
resources. The APM reports to the PM.
Estimator:
The Estimator is responsible for assisting with the cost
estimations throughout the project. The estimator is the in
house expert for financial and account purposes. The
estimator reports to the project manager.
Director of Communications:
The Director of communications is responsible for
ensuring consistency in the communication strategy with
stakeholders and politicians. During each phase of the
project, the Director will issue a press release which
highlights the project successes to date. The director of
communications on the project reports to the project
manager.
Assistant Director of Communications:
The Assistant to the Director of Communications is
responsible for maintaining a constant communication line
with the Assistant to the Project Manager. This
collaboration reduces the delay in communication
releases during each phase. The Assistant to the Director
of Communications reports to the Director of
Communications.
External Consultants:
The external consultants are responsible for duties which
are agreed upon by the Project Manager and consulting
team. External Consultants are responsible for completing
the tasks which they are contracted to accomplish. They
report directly to the Project Manager.
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4.6 Roles and Responsibilities
A team has been created for each phase of the project
based on milestones that has to be achieved. The role and
responsibility of each team member will be mapped out
based on tasks required to reach that specific milestone.
The table below shows teams members for each
milestone for each project phase (Figure 14).
Figure 114: Roles and Responsibilities
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5.0 COMMUNICATIONS
MANAGEMENT PLAN
5.1 Introduction
This section will outline the communications management
plan for the Sapphire Kensington mixed use development
project. It will specifically address the internal and external
communication process.
5.2 Purpose
The purpose of this communication management plan is
to define and manage the needed communication tools
that will be required to ensure efficient communication
between team members at all levels and stakeholders
throughout this project. The overall objective of the
communications plan is to promote the success of the
project by meeting the communication needs of project
team members and stakeholders.
5.3 Approach
The Director of Communications and Project Manager will
be in charge of creating and authorizing the
communications plan. Changes will also be approved by
both the Director of Communications and Project Manager
and such changes will be communicated to all
stakeholders and team members. The communication
matrix is a guide to how communication will be
disseminated throughout the project span, the matrix
defines communication type and the frequency of
communication, its format, participant, distribution,
deliverables and owner. All communication must be done
within available time and with available resources.
The communications management plan will define the
following:
The format and level of detail in each
communication
Required template for communication
How the information is to be communicated
The frequency of the communication
Who is responsible for distributing the information?
How important and confidential information should
be communicated
The hierarchical flow of communication
Manage changes in communication strategy
5.4 Stakeholder Communications Plan
5.4.1 Stakeholder Analysis
Identifying stakeholders is necessary in creating a
communications plan. This project will include internal and
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external stakeholders, this includes the City of Calgary and
Community Associations.
5.4.2 Stakeholder Communication Needs
Assessment
The needs of internal and external stakeholders will be
used to develop the communications plan. These needs
can be assessed by looking at the work breakdown
structure and the project charter to see what kind of
communication will be needed throughout the course of
the project to ensure that the project progresses as
planned. A survey will be carried out by the
communications team to find out from stakeholders and
team leaders what communication tools will be effective
for each phase of the project.
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5.4.3 Stakeholder Satisfaction Matrix
Stakeholder matrix shows the relative importance of each
of the stakeholders which will be impacted by the
development process.
Keep Satisfied Manage Closely
Sponsor
City Council
Internal Stakeholders
Monitor Keep Informed
Support Group
Lobbying Group
General Public
LOW HIGH
HIGH Satisfaction Matrix
Influence
Interest
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5.4.4 Stakeholder Engagement Plan
The level of stakeholder engagement for this project as
shown in the table below falls between inform and engage
(Figure 15). This engagement plan outlines the type of
communication that will be decimated throughout the
project as well as the format and frequency.
5.4.5 Communication Matrix
The communication matrix gives a guide to how
information will be communicated for each
phase/milestone of the project as well as necessary
description of communication details, which are as follows:
Format: This describes the format in which the
information communication will be distributed.
Description: This explains what the scope of the
information to be communication for that particular
phase/milestone
Frequency: Describes how often information will be
communicate.
Participants: This describes the recipients of the
information
Deliverables: What materials will be communicated
Owner: This states who will be in charge of the
communication process.
Figure 15: Engagement Matrix
