PROJECT MANAGEMENT PLAN

Sustainable Highway Rest and Service Area

1.0 INTRODUCTION

Purpose of Project Management Plan

This Project Management Plan has been documented to describe how the Project
Management team shall implement and conduct its allocated site management responsibilities
during the Construction phase of the Sustainable Highway Rest and Service Area. A
fundamental aim of this Plan is to ensure all construction is properly facilitated, integrated
and coordinated so as to deliver certainty to the objectives of the Project.

This plan forms part of Project Management Body which is accredited to Project
Management Institute. Additionally, the Plan will serve as an agreement between the
following parties: Project Sponsor, Steering Committee, Project Manager, Project Team, and
other personnel associated with and/or affected by the project.

1.2 Site Location

2.0 EXECUTIVE SUMMARY

This Project Management Plan contains information on the project schedule, scope, cost
summaries, quality, risk, communications, project delivery system, and staffing organization.

The authority of the highway and transportations in Malaysia acting as the client, assigned
our company as consultant for the Sustainable Highway Rest & Services Area project
(“proposed project”). The proposed project is an Upgrading project with sustainability
components such as recycles pin, rainwater harvesting, green roof and sustainable materials.
As a sustainable highway rest areas project, the project would assist in reducing and less
damaging to the environment by using the natural materials. Therefore, sustainable materials
are generally lower in embodied energy and toxicity than man-make materials. And the
proposed project would serve the all traveller a stop point during their long distance trip and
made them feel as comfortable as possible to enjoy their journey through PLUS expressway
located at Seremban, Negeri Sembilan.

The existing highway rest area contains of food curt, Surau, toilets, shops and car parking
area. The project proposes the removal of the existing roof structure and replaces it with the
green roof which is solar panels. The upgrading to the sustainability components of the
proposed project, including the rainwater harvesting system that will be installed with roof
through pipes to recycle the rainwater to use it toilets and plants areas. Additionally,
providing a number of recycle bins at the rest area to reduce the volume of waste being sent
to landfill. Recycle bins are separate containers are often provided for paper, tin or aluminum
cans, and glass or plastic bottles.
2.1 Assumptions

The following assumptions were made in preparing the Project Management Plan:

 Management will ensure that project team members are available as needed to
complete project tasks and objectives.

 The Steering Committee will participate in the timely execution of the Project Plan
(i.e., timely approval cycles and meeting when required).

 Failure to identify changes to draft deliverables within the time specified in the project
timeline will result in project delays.

 Project team members will adhere to the Communications Plan.

 Mid and upper management will foster support and “buy-in” of project goals and
objectives.

 All project participants will abide by the guidelines identified within this plan.

 The Project Plan may change as new information and issues are revealed.

2.2 Constraints

The following represent known project constraints:

- Project funding sources are limited, with no contingency.

- Due to the nature of the upgrading work, the construction period of one year
might not be enough;
- Some project members, e.g. technical staff, are from other departments, so other
duties might consume substantial parts of their time and make them unavailable
to fulfil their duties in this project.
 3.0 SCOPE MANAGEMENT

3.1 Work breakdown structure (WBS)

Upgrading
Highway Rest Area

Design & Green Recycle Bin

Mobilization Rain Water Sustainable
Contract Roofing Installation
Harvesting materials

Architecture
Site Excavation for Solar & Removal of Installation of
design
preparation foundation of Batteries existing waste Low Energy
rain water Installing receptacle consumable
harvesting HVAC system
Call out for tank. Wiring
designs harvesting Installation of
Electrical Installation of
recyclable
Concrete Work for Energy
waste
Select and casting for rain wiring efficient
receptacle
finalize water tank lighting
system
Design
Installation of Circuit Painting with
Tender Rain water Breaker low VOC
Invitation collection Installation
systwm

Contract Installation of
Award & irrigation
Agreement system for
gardening &
disposal
system
3.2 Deployment Plan
(a) Personnel Deployment
Role
Project manager
Budget planning director
Design consultant
Quality control Manager
Construction team
Technical team
(b) Equipment & Materials Deployment
Equipment
Construction materials
Computers and software
New furniture
Office supplies
Name(s) Dates
Feb. 1st ,2018 to Dec. 30th , 2018
Jan. 1st ,2018 to Dec. 30th , 2018
Jan. 1st ,2018 to Dec. 30th , 2018
Jan. 1st ,2018 to Dec. 30th , 2018
Mar. 1st ,2018 to Dec. 30th , 2018
Mar. 1st ,2018 to Dec. 30th , 2018
Equipment resources
Dates
Mar. 5th ,2018 to Dec. 30th , 2018
Mar. 1st ,2018 to Dec. 30th , 2018
Mar. 1st ,2018 to Dec. 30th , 2018
Mar. 1st ,2018 to Dec. 30th , 2018
3.3 Change control:

The change management control process will document all changes to the Contract in
accordance with project and all standard one plus policies and procedures. Changes will
include change orders and claims resulting from either the design or construction phases of
the Contract. Information systems used to administer and track changes to the Contract, will
include CCIS and project detailed documentation and tracking. Centric Project, an on-line
collaboration tool will be used by one plus and the Contractor.
4.0 SCHEDULE OR TIME MANAGEMENT

4.1 Major Milestones

 Contract Award ......................................................February, 2018

 Contract Execution .................................................February, 2018
 Record of Decision............................................... February, 2018
 Mobilization……………………………………... February, 2018
 Dismantling of all existing roof.............................. March, 2018
 Rain water harvesting construction……….............October, 2018
 Erection of green/sustainable roofing…………….September, 2018
 Installation of sustainable construction material…November, 2018
 Painting with Low Voc………………………….. November, 2018
 Installation of Recycling bin...................................Nov.- Dec. 2018
 Operationally Complete......................................... December, 2018
 Final Contract Completion .....................................December, 2018
4.2 Schedule/ Time Management:
5. COST/BUDGET MANAGEMENT:

The Design Consultant will establish and maintain a cost control and reporting system.
Through this system, the Design Consultant will provide the Plus Malaysia Berhad with
monthly summary-level cost information derived from approved budgets, current estimates,
progress payments and other actual costs. This information is reported in the monthly
progress report that the Design Consultant submits to the Plus Malaysia Berhad and Program
Managers. The Design Consultant will prepare project financial analyses, budgets, forecasts,
cost estimates, project breakdown schedules, cost reduction evaluations, and financial data to
meet the project’s specific needs. On a monthly basis, the Design Consultant tracks and
evaluates trends and variances in the costs associated with design. Working with the Plus
Malaysia Berhad and Program Managers, the Design Consultant assists in the evaluation of
costs associated with construction, administration, utilities, real estate, and other items. In
addition, the Design Consultant will recommend adjustments when adverse trends occur.

The Design Consultant Project Controls Manger will take the lead on developing, monitoring
and maintaining the various components of the Cost Control System. The Design Control
Project Controls Manager, in coordination with the Program Manager, will work closely with
the appropriate Project Controls and Finance staff to ensure that the project costs and
available contingency amounts are monitored continuously and that there is adequate funding
to cover proposed budget changes. Use or reallocation of contingency funds must be
approved by the Manager for Design and Construction. Cost deviations that will result in
increasing the overall Program Budget will have to be approved by the Plus Malaysia Berhad
Board once it is demonstrated that adequate funding exists to finance the proposed change.

3.2.1 Maintaining Baseline Project Cost

The Baseline Program Budget will be developed at the end of the preliminary engineering
phase, after the alignment is refined and the project is very well defined. This will be the cost
basis against which future cost performance will be measured. design-build contractor bids
and performance will be constantly monitored throughout final design and construction to
maintain consistency with the Baseline Program Budget.
As part of the federal funding process, the Plus Malaysia Berhad will request from the
government a definitive funding contribution to the project. Once this amount is determined,
the baseline budget will reflect the project cost line items in accordance with the Full Funding
Grant Agreement. These line items may include support and maintenance equipment, real
estate acquisition, professional service contracts, construction contracts, force accounts,
supporting services and contingencies, as well as other items.

Once the Baseline Program Budget has been established, with a contingency amount
consistent with the level of design, any major design changes that impact budget or schedule
will undergo an independent review process. The Program Manager will direct the Design
Consultant to analyze submittals associated with redesigns for cost and schedule impacts and
identify any potential mitigation measures. If there is a need to increase the overall program
budget, approvals from the Plus Malaysia Berhad Board will be required.

3.2.2 Performance Measurement

During the preliminary engineering design phase, there are two major components associated
with the total project cost: the cost of professional services and administration, and the cost of
construction. Although the actual cost of the construction will not be confirmed until the
design-build contract is awarded, it is the design that influences the cost of construction. It is
essential that these costs are continuously monitored and controlled throughout the
preliminary engineering phase to ensure that the project progresses within budget. The
fundamental principle of cost management is the establishment of a budget estimate for the
scope of work, and introduction of a set of metrics against which adherence to the budget
may be measured. For this project, during preliminary engineering the Design Consultant will
prepare a Work Breakdown Structure (WBS) for its activities, including specific milestones
for preparation/submission of deliverables. Budgets will be applied to the WBS. An Earned
Value analysis will be performed on a monthly basis to chart actual progress of specific tasks
versus the actual budget spent and the “value earned” for the work that was accomplished.
The percentage of work completed will be compared to the percentage of task budget
expended. This analysis will be monitored and reported to the Plus Malaysia Berhad as a part
of the Design Consultant Monthly Progress Report.
An Original Program Budget has been established. During the preliminary engineering phase,
this Original Budget will be further refined at various stages of design, with a final Baseline
Program Budget being developed at the end of preliminary engineering. The project costs
will be developed in accordance with project requirements and procedures to ensure
consistency of one estimate to another and will be prepared in such a manner to enable the
proper evaluation of critical “cost drivers” of the overall project cost. As preliminary
engineering begins to further define the specific attributes of the project, these costs will be
updated and monitored so that the final Baseline Program Budget may be controlled. These
metrics will continue during the design-build contract.

Budget Estimate
Item Description 2017 RM Notes

GENERAL REQUIREMENTS
Mobilization 30,000
Field Office and Portables 30,000
Temporary Construction Fencing 10,000
Site Storage 10,000
Roof Dismantling 20,000
Subtotal- GENERAL REQUIREMENTS 100,000

GREEN
ROOFING
Green Roofing (Installation of solar system) 620,000
Upgrade Building Electrical Service 50,000
Subtotal 670,000

RAIN WATER HARVESTING & Landscaping

Irrigation System
Rain water Harvesting Tank erection 400,000
Water collection system 20,000
Water Pump Installation 20,000
Landscaping Irrigation Systems 30,000
Subtotal 480,000

RECYCLING BIN INSTALLATION

Recycling Bin 50,000
Installation 10,000
Sub Total 60,000
Green Material uses at BUILDINGS AND
OUTBUILDINGS
Energy Efficiency – Lighting 50,000
Energy Efficiency –Ventilation and Cooling 100,000
Fixtures and Fittings as per Lead Certification 50,000
Painting with low VOC as per Lead standard 150,000
Subtotal 350,000

Subtotal 1,660,000

Contractor Fee (08%) 166,000

Design contingency (08%) 166,000

Total 1,992,000

6.0 QUALITY MANAGEMENT APPROACH

The Project Team Quality goal is for the Work to conform to project requirements without
adverse effect on schedule milestones or budget. The consultant will assume the primary
responsibility for the overall quality of the Work under the oversight of Plus Malaysia
Berhad. The consultant will perform the Quality Assurance (QA)/Quality Control (QC)
functions on the project and plus Malaysia Berhad will perform Quality Verification (QV).
The consultant will develop and submit a Quality Management Plan (QMP) that will describe
how the consultant will provide QA and QC for design and construction of the Project. See
Appendix 4 for the design-build Quality Management Plan. The QMP provides the overall
policies, organizational responsibilities, procedures, and the means of ensuring that all items
of work are in conformance with the contract. It also describes the review and checks that
will be performed on the design for the project components, and the inspection and tests that
will be performed on construction materials and workmanship to ensure the overall quality of
the constructed project. The QMP describes and defines participant roles; quality review
responsibilities and activities; quality requirements for design/construction integration; the
specific quality measures and application instructions; and necessary quality control (QC)
documentation and verifications to which technical reports, project documents, design
drawings, and construction documentation must comply. Plus Malaysia Berhad’s oversight
role assures the Work, materials and progress comply with the contract requirements. Plus
Malaysia Berhad oversight will include design document reviews, verification testing and
audits of construction activities.

3.2.1 Quality Control Personnel Duties and Responsibilities

Quality Manager (QM) – The Quality Manager is responsible for the overall management,
coordination, supervision, and performance of all Quality Control activities performed by or
on behalf of CONTRACTOR NAME as outlined in this plan. The QM will be separate from
the manager of the work activities.

QM responsibilities:

 Development, implementation, management and revision of the Quality Management

Plan (QMP);
 Identify processes or activities that require a Work Plan and prepare said document;
 Coordinate with Production Personnel to ensure QC Testing and Inspection is
scheduled and performed in accordance with the contract requirements;
 Oversee Quality Control document management activities to ensure QC records are
appropriately updated and organized;
 Ensure each Subcontractor has an approved quality control plan and ensure it is
implemented and managed accordingly;
 Ensure the QC test and inspection reports are reviewed and approved by authorized
personnel;
 Ensure all project materials meet or exceed specified requirements and document
receipt of materials with associated documentation via Materials Receiving Inspection
Report ;
 Ensure QC testing and inspection personnel maintain copies of credentials;
 Attend Construction Pre-Activity Meetings and distribute and review QC testing and
inspection requirements and procedures for the work element;
 Review all Non-Conformance Reports (NCR) and lead the resolution process;
 Develop, review, and implement corrective action plans to address systemic issues
within the QC organization.
Quality Control Testers – CONTRACTOR NAME Quality Control Testers will perform
testing and sampling during construction as outlined in the Inspection & Test Plan (ITP) and
Work Plan. The QC sampling and testing will be performed by QC Testers certified through
the Technician Certification Program or a certification program preapproved by Plus
Malaysia Berhad. The QC Testers report directly to the Quality Manager.

QC Tester responsibilities:
 Perform required tests and document test in accordance with contract documents;
 Conduct material sampling and testing in conformance with the appropriate methods
and frequencies;
 Ensure all measuring and test equipment is properly maintained and calibrated;
 Promptly communicate nonconformance material to QM and production staff.

Quality Control Inspectors- Quality Control Inspectors will have a thorough understanding
of the contract requirements and will perform inspections during construction to ensure the
quality of the work meets or exceeds contract specifications. The QC Inspector will be
knowledgeable of the work he/she is inspecting and will be able to recognize conforming and
nonconforming work and material. The QC Inspector reports directly to the Quality
Manager.

QC Inspector responsibilities:
 Perform required inspections and complete checklists in accordance with contract
documents;
 Ensure inspection observations are included on Daily Inspection Report (DIR);
 Ensure material is conforming to the contract requirements before being incorporated
into the work;
 Promptly communicate nonconformance material and work to QM and production
staff.
3.3 Production Personnel (Superintendent/Foreman)

Production Personnel will coordinate QC inspection and testing requirements with daily
construction operations performed by CONTRACTOR and Subcontractor by communicating
the work schedules with the QM.
Production Personnel responsibilities:

 Schedule and lead Pre-Activity Meeting

 Develop and distribute a Weekly Schedule to plus Malaysia Berhad that outlines
project activities for the following two-week period and identifies required hold
points;

 Complete Daily Inspection Report (DIR);

 Promptly communicate nonconformance material and work to QM.

7.0 HUMAN RESOURCES MANAGEMENT

7.1 Introduction

The Human Resource Management Plan details the management strategy for properly
staffing the project. The Plan defines the approach to communicating resource needs to senior
management and other project stakeholders such that project staffing needs can be met.
Human resource management refers to the activities to properly staff a project to complete
project objectives. It involves not only the placement and commitment of resources on a
project, but also the development of the resources to enhance their performance on current
and future assignments
7.2 Organizational Chart

7.3 Roles:
1) Project Owner/ Steering Committee :

Will place demands and keep Check on the on project deliverables and follow-up through
meeting with Project Manager

2) Project Manager

The main assignment for the project manager is to deliver a result to the sponsor through
managing the project group.
3) Resource owners/Line managers:

Recourse owners provide the resource to the projects the company wants to run.

4) Quality assurance manager:

An appointee of the sponsor for evaluating the quality throughout the project.

5) Negotiation Manager:

Responsible for Procurement / Negotiations / Legal advices where ever required.

7.4 HR Planning

Planning for the future personnel needs of an organization .Taking into account both internal
activities and factors in the external environment.

7.4.1) Job Design

usually done prior to recruitment the process of describing the work that needs to be done by
an employee and specifying the requirements needed in fulfilling the job.

7.4. 2) Recruitment

development of a pool of job candidates in accordance with a human resource plan its
purpose is to provide mgmt. with enough candidates from which they can select qualified
employees internal versus external

7.4.3) Selection

the mutual process whereby the organization decides to make a job offer and the candidate
decides whether or not to accept it.

8.0 COMMUNICATIONS MANAGEMENT PLAN

The purpose of the Communications Management Plan is to define the communication

requirements for the project and how information will be distributed to contractor,
subcontractors and Clint representative, but more importantly disseminated to staff at all
levels. The Communications Management Plan defines the following:

 What information will be communicated—to include the level of detail and

format.
 How the information will be communicated—in meetings, email, telephone, web
portal, etc.
 When information will be distributed—the frequency of project communications
both formal and informal
 Who is responsible for communicating project information.
 Communication requirements for all project stakeholders
 How changes in communication or the communication process are managed

This Communications Management Plan sets the communications framework for this project.
It will serve as a guide for communications throughout the life of the project and will be
updated as communication needs change. It also includes a communications matrix which
maps the communication requirements of this project. A directory for the project team is
included to provide contact information for all involved in the project and their areas of
responsibility which will be made available to all stakeholders.

Internal communication
Clear lines of communication throughout all levels and functions (e.g. management, staff and
sub-contracted service providers) are key to minimising work impacts and achieving
continual improvements in project process performance. The project team will meet regularly
with project contractors to discuss any issues with project management on-site any
amendments to plans that might be required or any new/changes to construction activities.
Regular meetings may also be scheduled with the Clint representative and relevant site staff.
The purpose of these meetings would be to communicate ongoing project performance and to
identify any issues to be addressed. This forum will provide an opportunity for the project
team members to communicate on project performance, to advice on any upcoming sensitive
environmental matters for future work areas and to receive feedback from on-site personnel.
Project Contractor’s personnel will participate in toolbox talks on a weekly basis. Contractor
toolbox sessions will be used to communicate internal work matters and any matters advised
by Pacific Complete.
External and government authority consultation & ERG
The Project Sponsor will be the main point of contact regarding specific project issues. The
Project Manager has the responsibility to report on the ongoing project performance of the
work to Consultant, Client Representative. The Project Manager will report regularly to
project Consultant on progress and any key project matters through monthly reports. In order
to maintain ongoing engagement and consultation with the relevant regulatory authorities
associated with the project, PLUS Malaysia Berhad has been established. The purpose of the
PLUS is to ensure prompt and effective consultation with Government agencies, Council
(where required) work issues on the project. The PLUS will meet on a monthly basis and will
include relevant Project Contractors, Detailed Designers and representatives from Pacific
Complete. The form of meeting and agenda will evolve with the phase of the project –
detailed design, construction and operational readiness. In addition to agencies, Consultant,
contractor and delivery partner representatives, the independent Clint Representative will
attend all PLUS meetings. Where required and in consultation with the project stakeholders.

External communication methods include:

• Meetings to be undertaken on a monthly basis in consultation with concerned parties;

• Project website information and communication of management plans and operational
requirements as required by the conditions of approval;
• Three Monthly Project Performance Reporting;
• Meetings and correspondence with interested parties (e.g. local councils) as
necessary.

Stakeholder and community communication

Communications and Stakeholder Engagement Strategy

A Communications and Stakeholder Engagement Strategy has been developed to provide an
approach to stakeholder and community communications in accordance with the
requirements Clint. The strategy identifies opportunities for providing information and
consulting with the community and stakeholders during the construction phase of the work.
The strategy defines:
• The engagement groups
• The key messages of the work
• The range of tools that will be used to interact with community and stakeholders
• The complaints management system
• Protocols, roles and responsibilities.
Communication tools defined in the strategy include:
• Community brochure
• Community update
• Letters
• Project website
• Static information display
• SMS alerts
• Staffed information display
• Face-to-face meetings
• Project email

Communication Plan

Who Why What How When Responsible

Members of Information Pre-study Project Pre-planned Project

the project needed to requirements meetings by project manager
execute the initiation
project

Client Show what the Project plan Steering When needed Sponsor
project has committee
accomplished meetings

Contractor Exchange Budget and Reports Continuously Client

financial calculations
information to
financial
administrator

Steering Deliver Resource Project

committee decision requirement members
 documentation plan

Exchange Status Quality

lessons assurance
learned within manager
the project or
stakeholders

Members of To check if Follow- ups Project Every other Project

project everything meetings week on manger
organization going as Friday
planned

GUIDELINES FOR MEETINGS

Meetings arranged by the PMO will adhere to the following best practice guidelines

Meeting Agenda

Meeting Agenda will be distributed 5 business days in advance of the meeting. The first item
in the agenda should be a review of action items from the previous meeting.

Meeting Minutes

Meeting minutes will be distributed within 5 business days following the meeting. Meeting
minutes will include the status of all items from the agenda along with new action items and
the on hold/further discussion required list.

Action Items

Action Items are recorded in both the meeting agenda and minutes. Action items will include
both the action item along with the owner of the action item. Meetings will start with a
review of the status of all action items from previous meetings and end with a review of all
new action items resulting from the meeting. The review of the new action items will include
identifying the owner for each action item.
Note Taker

The Note Taker is responsible for documenting the status of all meeting items, maintaining a
Parking Lot item list and taking notes of anything else of importance during the meeting.

Communications Matrix

Communi Objective of Medium Frequenc Audience Owner Deliverable

cation communication y
type

Kickoff Introduce the -Face to face Once -Project sponsor Project -Agenda
meeting project team manage
-Project team -Meeting minutes
and the project. r
Review project -Stakeholders
objectives and
management
approach

Project Review status -Face to face Weekly Project team Project -Agenda
team of the project manage
-Conference -Meeting minutes
meetings with the team r
call
-Project schedule

Technical Discuss and -Face to face As Project technical Techni -Agenda

design develop needed staff cal lead
-Meeting minutes
meetings technical
design
solutions for
the project

Monthly Report on the -Face to face Monthly PMO Project -Slide updates
project status of the manage
-Conference -Project schedule
status project to r
call
meetings management
 Project Report the Email Monthly -Project sponsor Project -Project status
status status of the manage report
-Project team
report project r
-Project schedule
including -Stakeholders
activities,
progress, coats -PMO
issues.

9.0 RISK MANAGEMENT

The Business Group, in conjunction with other team members, will continuously evaluate
project risk. A process for evaluation, tracking, and reporting potential risk will be developed
and will include tools to assist in analysis of short term and long term impacts. Providing
current information to program staff is critical to ensure risk issues take into account the
follow-on phases of construction and not just those events that affect this project.There are
known risks, which are those that have been diagnosed and analysed and can be planned
against the unknown risks that cannot be managed even though managers in the project can
deal with them by implementing general contingency plans based on Based on past
experience gained through the implementation of previous projects.

Probability
of Impact Time
Risk Occurrence Level Frame
No. Risk Name (Note 1) (Note 2) Impact Description (Note 3)
1 Legal risk high medium Lack or lack of legal vision of
potential requirements or
modifications in the following
aspects Safety conditions.

Legislation relating to the

environment and urban planning.
Procedures for public places and
regional planning.

Mistakes committed by
contractors or executors in respect
of legal preparations Risks
committed by project
implementers with respect to
compliance with legislation
 during project implementation
2 Technical risk Low high Improper assessment of the
required technology, construction
methods or stages of the project
Modifications of design and
construction methods and
implementation.

Application of new creative

methods or methods of
implementation.

Design modifications are made

during implementation.

Improper estimate of the

quantities of materials necessary
to implement the project.

Disappointing performance by
executing contractors or
designers.

Lack of necessary materials.

Errors in implementation.

3 Organizational Low low Amendments to the project

risk requirements program as a result
of:
Lack of clarity in basic
principles.

Change the definition or project

selection.

Lack of clear procedures for the

project.

Procedures for completion and

acceptance by the beneficiary.

Administrative procedures:
Lack of procedures for clearly
defining requirements set by the
client, manager, municipality or
city.

Lack or lack of good

communication (internal or
external) or incomplete
communication plan.

Lack of a clear plan for quality

Blurred project boundaries
4 Financial risk medium high High prices of materials used in
project implementation.
Changes in interest rates.
Bankruptcy may be suffered by a
contractor, supplier or beneficiary
of the project.

The availability of funding and

the readiness of the donors to
assist the project implementers
Failure to pay obligations to
implementers.

Lack of access to funding

information.

Change in exchange rates

Low currency.

Deviations in tax estimates

5 Social risk Low medium Lack or lack of contacts with
those affected by project
implementation in the region, and
lack of procedures to encourage
their participation and benefit
from the project.

Exaggerating criteria for

evaluating social performance
during project implementation.

Lack of standards to reduce

negative impacts and damage to
the community in the
implementation area.

Wrong estimates of the measures

needed to determine the need for
transport methods and means to
ensure that the community is not
harassed in the implementation
area and that equipment and
materials are transported without
problems to the population
6 Political risk Low medium Failure to obtain approvals or
permission to do some necessary
work in a timely manner.

The lack of clarity in the

municipal and political
administrative bodies regarding
matters related to the methods of
implementation, the general
design of the city, the facades and
 the methods of maintenance or
coordination between the different
projects of the infrastructure and
the relationship of all this to the
environment and its protection

10.0 ISSUES MANAGEMENT

Project communications will focus on the following key questions and concerns:
 Jobs and potential economic benefits.
 Traffic and haul routes.
 Effects on the natural environment from construction and storage.
 Noise and construction effects.
 Cultural resources.
 Hazardous materials.
 Long-term use of the casting facility.
 Continued evaluation of sites.
 Project delivery and schedule.

11.0 PROCUREMENT MANAGEMENT

11.1 Purpose

This plan is a Government company developed and applied document used to make sure that
systematic quality assurance methods are used in the administration of the Performance
Based Service Contract (PBSC) standards included in this contract and in subsequent task
orders issued thereunder. The intent is to ensure that the Contractor performs in accordance
with performance metrics set forth in the contract documents, that the Government receives
the quality of services called for in the contract and that the Government only pays for the
acceptable level of services received.

11.2 Authority

Authority for issuance of this QASP is provided under Contract. Inspection and Acceptance,
which provides for inspections and acceptance of the articles, services, and documentation
called for in task orders to be accomplished by the Contracting Officer or his duly authorized
representative.
11.3 Scope

To fully understand the roles and the responsibilities of the parties, it is important to first
define the distinction in terminology between the Quality Control Plan and the Quality
Assurance Surveillance Plan. The Contractor is responsible for management and quality
control actions necessary to meet the quality standards set forth by the contract and follow-on
task orders. The Contractor develops and submits his Quality Control Plan (QCP) for
Government approval in compliance with his contract deliverables. Once accepted, the
Contractor then uses the QCP to guide and to rigorously document the implementation of the
required management and quality control actions to achieve the specified results.

The Seremban highway on the other hand, is put in place to provide Government surveillance
oversight of the Contractor’s quality control efforts to assure that they are timely, effective
and are delivering the results specified in the contract or task order. The Seremban highway is
not a part of the contract nor is it intended to duplicate the Contractor’s Seremban highway.
The Government has provided the Contractor an informational copy of the Seremban
highway as an Attachment to the solicitation to support the Contractor’s efforts in developing
a Seremban highway and for providing the contractor an opportunity to comment and
propose innovative solutions.

11.4 Resources

The following definitions for resources are applicable to this plan:

Contracting Officer - A person duly appointed with the authority to enter into, administer, or
terminate contracts and make related determinations and findings on behalf of the
Government.

Project Officer - An individual designated in writing by the Contracting Officer to act as his
authorized representative to assist in administering a contract. The source and authority for a
Project Officer is the Contracting Officer. Project Officer. Limitations are contained in the
written letter of designation.

Technical Monitor - An individual appointed by the Project Officer to act as his authorized
representative for the technical administration of specific task order(s) issued under the
contract. The duties and limitations of the Technical Monitor are contained in a written letter
of designation and/or in the body of the issued task order.

11.5 Responsibilities

The resources shall have responsibilities for the implementation of this project as follows:
Contracting Officer – The Contracting Officer ensures performance of all necessary actions
for effective contracting, ensures compliance with the terms of the contract and safeguards
the interests of the United States in the contractual relationship. It is the Contracting Officer
that assures the Contractor receives impartial, fair, and equitable treatment under the contract.
The Contracting Officer is ultimately responsible for the final determination of the adequacy
of the Contractor’s performance.

Technical Monitor
The Technical Monitor provides detailed technical oversight of the Contractor’s performance
and reports his or her findings to the Project Officer in a timely, complete and impartial
fashion to support the Project Officer’s technical administration activities. While the
Technical Monitor may serve as a direct conduit to provide Government guidance and
feedback to the Contractor on technical matters, he or she is not empowered to make any
contractual commitments or to authorize any contractual changes on the Government’s
behalf. Any changes that the Contractor deems may affect contract, price, terms, or
conditions shall be referred to the Contracting Officer for action.