Fluent Essays

assignment should be done in MSExcel sheet and please watch the uploaded video for the guidelines and how the assignment should be done. Also please check the document uploaded it is part 1 of the assignment " Renovation of library"  Note: i need 35 risks that cause while Renovating a library in Surry. Surry is a location in British colombia, canada. RBS ..... Project 1.External 2.Organizational 3.Operational 4.Project Management 1.1.Owner / Client 1.2.Sub-Contractors 1.3.Vendors 1.4.Natural Enviromental 2.1.Project Team 2.2.Resource Including Human Resource 2.3.Funding & Budgeting 2.4.Culture 3.1.Requirement / Scope 3.2.Technology Availability 3.3.Complexity 3.4.Quality 4.1.Planning & Estimating 4.2.Control & Monitoring 4.3.Communication 4.4.HSE 1.5.Market / Economy 3.5.Performance & Reliability 1.6.Political Condition 2.5.Location 2.6. Expriences 3.6.Technology Limits 4.5.Contract 3.7.Design 3.8.Change 3.9.Interface 3.10.Supply 3.11.Construction Instructions General Tips 1.      Utilize the drop down menus when available to keep things consistent 2.      Use “Alt + Enter” to place a hard return within a cell. Using a hyphen “-“ as a bullet at the beginning of text along with a hard return at the end of text helps keep information organized when there is more than one response plan or owner. Description of risk Register column. Helpful Hints for risk Assessment No.: Identification number of each risk. Once risks are identified, they should be given a unique identification number, beginning with 1. Date ID: The date that the risk was originally identified and included in the risk register. Date Updated: The date that the risk was last updated in the risk register. Project: The name of the project. The name used should be consistent for each project. Category: The primary category or functional area that the risk pertains to. Generally, the risk breakdown structure is a way of categorizing or grouping risks by the potential cause of the risk. SubCategory The second level of the RBS. The RBS Group 2 is a more detailed grouping of a particular risk than RBS Group 1. Opportunity/Threat: Opportunity Risk identified as an opportunity in the assessment section of the risk register Threat Risk identified as a threat in the assessment section of the risk register Opp./Threat Risk identified as an opportunity and a threat in the assessment section of the risk register Summary Description: Brief, generally unique description of the risk specific to the Project In the identification process, think about risks relevant to the project scope, schedule, or cost. Additionally think of risks that may impact the agency's reputation. Detailed Description: Detailed description of the risk, generally including a "cause", possible "risk event", and "effects". The goal is to ensure that other users of the register can interpret the risk identified. Try to be specific and not overly vague. Sample risk statement templates are "If <uncertain event> --> then <effect on objectives>." or "Due to <definite cause>, <uncertain event> may occur, resulting in <effect on objectives>. Probability: A rating on a scale of 1 through 5 indicating the likelihood that a risks will occur based on current requirements or conditions. See "Opportunity - Rating Desc." and "Threat - Rating Desc." tabs. Project Impact (pre-response): Impacts to project objectives of quality, cost, and time. The pre-response rating is based on current requirements or conditions, prior to the response plan being implemented. See "Opportunity - Rating Desc." and "Threat - Rating Desc." tabs for general rating definitions to be used as guidance; however this is also subject to judgment of the project team. Severity (P): The product of the probability and the highest rated project risks impact Agency Impact (pre-response): Impacts to MnDOT's goals of safety, connectivity, congestion, and best-in-class agency (reputation, public perception, etc...). The pre-response rating is based on current requirements or conditions, prior to the response plan being implemented. See "Opportunity - Rating Desc." and "Threat - Rating Desc." tabs for general rating definitions to be used as guidance; however this is also subject to judgment of the project team. Severity (A): The product of the probability and the highest rated agency risks impact Severity (max): The absolute value of the highest rated project and agency risks severity value - used primarily for sorting and normally hidden in reporting. Probability: The estimated likelihood in percent (%) of the risk occurring based on current state of the risk. For the initial risk assessment, this value should generally correlate with the pre-response assessment. For subsequent risk assessments as response plans are implemented, the value should reflect the estimated probability at the time of assessment. Minimum (Cost) The estimated minimum cost impact of the risk if it were to occur (in millions of Euros). For the initial risk assessment, this value should generally correlate with the pre-response assessment. For subsequent risk assessments as response plans are implemented, the value should reflect the estimated impact at the time of assessment. Most Likely (Cost): The estimated most likely cost impact of the risk if it were to occur (in millions of Euros). For the initial risk assessment, this value should generally correlate with the pre-response assessment. For subsequent risk assements as response plans are implemented, the value should reflect the estimated impact at the time of assessment. Maximum (Cost) The estimated maximum cost impact of the risk if it were to occur (in millions of Euros). For the initial risk assessment, this value should generally correlate with the pre-response assessment. For subsequent risk assessments as response plans are implemented, the value should reflect the estimated impact at the time of assessment. Minimum (Schedule) The estimated minimum schedule impact of the risk if it were to occur (in months). For the initial risk assessment, this value should generally correlate with the pre-response assessment. For subsequent risk assessments as response plans are implemented, the value should reflect the estimated impact at the time of assessment. Most Likely (Schedule): The estimated most likely schedule impact of the risk if it were to occur (in months). For the initial risk assessment, this value should generally correlate with the pre-response assessment. For subsequent risk assessments as response plans are implemented, the value should reflect the estimated impact at the time of assessment. Response Category: Opportunity or Threat Response - Pick One Accept Indicates that the project team has decided not to change the project plan to deal with a risk, or is unable to identify any other suitable response strategy. It should be noted, that mitigation or transference is not necessary for all risk threats, particularly those with a small severity rating. Judgment must be used as to whether a more rigorous (and potentially costly) response should be implemented. If accept is chosen as the response, generally the pre- and post-response assessment ratings remain the same. Share Allocates a portion of ownership of a risk threat to another party who is best able to minimize the impact and/or probability of the risks. Allocates all or a portion of ownership of a risk opportunity to another party who is best able to maximize its probability of occurrence and increase the potential benefits if it does occur. MnDOT and 3rd party share the benefits of the opportunity. Threat Response Mitigate Seeks to reduce the probability and/or impact of a risks threat to below an acceptable threshold. If mitigate is chosen as the response, generally the post response assessment is lower than the pre-response assessment. Transfer Allocates all ownership of a risk threat to another party who is best able to minimize the impact and/or probability of the risk. If transfer is chosen as the response, generally the post response assessment is lower than the pre-response assessment. If the risk is fully transferred with no residual risk to MnDOT, the post-response assessment would equal zero. However, it is important to think about the cost of transferring the risk, which can be captured in the "Response Cost" column. Avoid Involves changing the project plan to eliminate the risk threat or to protect the project objectives from its impact. If avoid is chosen as the response, generally the risk is totally eliminated in the post response assessment. Opportunity Response Enhance Seeks to modify the “size” of a risk opportunity by increasing its probability and/or impact thereby maximizing benefits realized for the project. Exploit Seeks to eliminate the uncertainty associated with a particular upside risk by making the risk opportunity definitely happen - can be considered a more rigorous response than "enhance". Urgency: Rating of "High", "Medium", or "Low" in regards to when the risk needs to be addressed. Project Impact (post-response): Impacts to project objectives of quality, cost, and time. The post-response rating is the residual risk assuming the response plan has been implemented properly. See "Opportunity - Rating Desc." and "Threat - Rating Desc." tabs for general rating definitions to be used as guidance; however this is also subject to judgment of the project team. These cells come prepopulated with values from the pre-response to assist with data entry in the post-response evaluation. The prepopulated values (formulas) should be overwritten with new ratings of 1 through 5 taking into account the response plan. If the response is to accept, the values would remain the same as the pre-response. Severity (P): The product of the probability and the highest rated project risk impact Agency Impact (post-response): Impacts to MnDOT's goals of safety, connectivity, congestion, and best-in-class agency (reputation, public perception, etc...). The post-response rating is the residual risk assuming the response plan has been implemented properly. See "Opportunity - Rating Desc." and "Threat - Rating Desc." tabs for general rating definitions to be used as guidance; however this is also subject to judgment of the project team. These cells come prepopulated with values from the pre-response to assist with data entry in the post-response evaluation. The prepopulated values (formulas) should be overwritten with new ratings of 1 through 5 taking into account the response plan. If the response is to accept, the values would remain the same as the pre-response. Severity (A): The product of the probability and the highest rated agency risk impact Severity (max): The absolute value of the highest rated project and agency risk severity value - used primarily for sorting and normally hidden in reporting. Priority Priorities are either "high", "medium", or "low". - High priorities are generally items that require immediate action or discussions at a higher level than the project team. - Medium priorities are generally items that are being actively addressed or monitored by the proiect team. - Low priorities are identified items that are not being actively addressed or monitored, but are desired by the project team to remain on the register in the event that conditions change on the project. Response: Primary plan to address the risk. Response plans should be specific enough to implement.  It is okay to include steps to implementation.  For example further study may be needed prior to implementing a response plan to determine whether it would be effective; or options may need to be evaluated and decided upon by the project team prior to implementation.  Owners assigned are those who are best able to monitor the risk and implement the response.  More than one owner can be assigned, but it should be clear what each owner is responsible for. Risk Owner: Person or people assigned to implement the response plan and monitor the risk. If multiple people are assigned as owners, it should be clear what each of their roles are and what they are individually responsible for. Trigger(s): Description of events that may serve as indicators that a risk has occurred or is about to occur. Triggers help in monitoring the risk. Identification of triggers is recommended, but may not be applicable in all cases. Think about potential risk triggers and list them if they apply. Triggers are not absolutely necessary for all risks, but are useful in monitoring. They are indications that the risk is about to occur or has occurred. Contingency Plan: For risks, this is the plan to address if the risk threat were to occur. Contingency plans allow for agreement of the plan in advance so that the plan can be implemented more efficiently in order to reduce impacts. Developing contingency plans is recommended, but may not be applicable in all cases. Determine whether a contingency plan would be beneficial. Not all risks need a contingency plan but they are helpful for when a risk event does occur or the primary plan fails so there is a rough plan in place to put into action. Response Cost: Cost of the response plan as provided in the risk register for cost estimating purposes. This cost may be shown as negligible if it is reasonable to assume the costs can be absorbed into other project activities. Estimating response cost is recommended, but may not be applicable in all cases. Agency Risk (X): Automated box that includes an "X" for risks that are identified with Agency impacts. Cost Impacts (X): Automated box that includes an "X" for risks that are identified with cost impacts. If performing the quantitative assessment, this box is an indicator that cost impacts (in millions of dollars) should be entered in cells AS through AU. Schedule Impacts (X): Automated box that includes an "X" for risks/issue that are identified with schedule impacts. If performing the quantitative assessment, this box is an indicator that schedule impacts (in months) should be entered in cells AV through AX. Maximum (Schedule) The estimated maximum schedule impact of the risk if it were to occur (in months). For the initial risk assessment, this value should generally correlate with the pre-response assessment. For subsequent risk assessments as response plans are implemented, the value should reflect the estimated impact at the time of assessment. Cost Impact The adjusted cost impacts of the risk (in millions of dollars) taking into account the probability and the minimum, most likely, and maximum cost impacts. The equation used is the product of the probability and weighted average of the minimum, most likely, and maximum values. (probability (%) * (minimum + 4*most likely + maximum)/6)) Schedule Impact The adjusted schedule impacts of the risk (in weeks) taking into account the probability and the minimum, most likely, and maximum cost impacts. The equation used is the product of the probability and weighted average of the minimum, most likely, and maximum values. (probability (%) * (minimum + 4*most likely + maximum)/6)) Status: Active (Not Started) Risk is being actively monitored and controlled, but the response plan has not been initiated. Active (Ongoing) Risk is being actively monitored and controlled, and the response plan is currently being implemented. Active (Complete) The risk is still being being actively monitored and controlled; however all work on the response plan is complete. Dormant (Not Started) Risk is not currently a high priority, but may become active in the future This status is not often used. Retired (Complete) Risk is no longer a threat to project objectives Risks that are no longer applicable should be listed as "retired" and not deleted from the register. Tracking Comments: Include any comments associated with the risk and the update to the risk in this box. Utilize the comments section to provide updates on actions or owners, or to note changes associated with the response plans. Prepared by: Shahrzad Khosravi- PMP, RMP Risk Register Step 1: Risk Identification Step 2: Risk Assessment Step 3: Risk Response Step 4: Monitor & Control Rank Cost Impact ($M) Schedule Impact (Months) # Category Phase Opportunity / Threat Risk Risk Name Detailed Description Risk Effect P6 Work Package or Activity Related to Risk Probability (1 - 5) Consequence (1-5) Severity (Priority) Probability (%) Minimum (@10%) Most Likely Cost ($M) Maximum (@90%) COST IMPACT Minimum Most Likely (no. Of Months) Maximum TIME IMPACT (Months) Response Category Administration Notification Response Risk Owner Contingency Plan Status Date Last Updated Tracking Comments 1 0 12 Opportunity - Rating Desc. Impact Rating Context Project Impacts -1 -2 -3 -4 -5 Insignificant (VL) Minor(L) Medium(M) Major(H) Sever(VH) Quality Negligible improvements to design quality Negligible improvements to long-term maintenance Barely noticeable Noticeable improvements to design quality Minor improvements to long-term maintenance Minor scope improvements Significant improvements to design quality Significant improvements to long-term maintenance Significant scope improvements Major improvements to design quality Major improvements to long-term maintenance Major scope improvements Exceptional improvements to design quality Exceptional improvements to long-term maintenance Exceptional scope improvements Cost (% of project cost) cost savings = 0.5% cost savings = 1% cost savings = 2% cost savings = 3% cost savings > 4% Schedule (% of project schedule, subject to schedule analysis) schedule savings = 1% schedule savings = 2% schedule savings = 3% schedule savings = 4% schedule savings > 5% Context Agency Impacts -1 -2 -3 -4 -5 Low Medium-Low Medium Medium-High High Safety Negligible safety improvements Minor safety improvements Significant safety improvements Major safety improvements Exceptional safety improvements Congestion Negligible congestion relief or additional capacity from anticipated scope within corridor Noticeable congestion relief or additional capacity from anticipated scope within corridor Significant congestion relief or additional capacity from anticipated scope at several points within the corridor or major congestion relief at single point within the corridor Major congestion relief or additional capacity from anticipated scope at several points along the corridor or exceptional congestion relief at single point within the corridor Exceptional congestion relief or additional capacity from anticipated scope at several points within the corridor Connectivity Negligible improvement from anticipated scope to project limits; or to throughput or connectivity at intersections, interchanges, or parallel or connecting roadways Minor improvement from anticipated scope to project limits; or to throughput or connectivity at intersections, interchanges, or parallel or connecting roadways Significant improvement from anticipated scope to project limits; or to throughput or connectivity at intersections, interchanges, or parallel or connecting roadways Major improvement from anticipated scope to project limits; or to throughput or connectivity at intersections, interchanges, or parallel or connecting roadways Exceptional improvements from anticipated scope to project limits; or to throughput or connectivity at intersections, interchanges, or parallel or connecting roadways Best-in-class agency Negligible benefit to agency's reputation Minor benefit to agency's reputation, single press release Significant benefit to agency's reputation, multiple press releases in regional news Major benefit to agency's reputation, major industry awards, multiple press releases, statewide news Exceptional industry recognition, multiple press releases, national news Probability Rating 1 2 3 4 5 Insignificant (VL) Minor(L) Medium(M) Major(H) Sever(VH) Probability of occurrence 1-15% 16-30% 31-65% 66-80% 81-99% Note: probability scale for threats and opportunities are color coded the same to ensure conditional formatting of cells is consistent and severity rankings are calculated correctly 1 2 3 4 5 Insignificant (VL) Minor(L) Medium(M) Major(H) Sever(VH) Total Needed to reach 100 Scale modifier 15 15 35 15 20 100 0 Threat - Rating Desc. Impact Rating Context Project Impacts 1 2 3 4 5 Insignificant (VL) Minor(L) Medium(M) Major(H) Sever(VH) Quality Negligible impacts to design quality Negligible impacts to long-term maintenance Barely noticeable Requires Design Variance Minor impacts to long-term maintenance Minor scope reduction Requires Design waiver Significant impacts to long-term maintenance Major scope reduction Does not meet acceptable standards and requires Design Exception Major impacts to long-term maintenance Changes unacceptable to TxDOT or stakeholders Does not meet acceptable standards and Design Exception not likely Unacceptable impacts to long-term maintenance Project does not meet need and purpose Cost (% of project cost) cost increase = 0.5% cost increase = 1% cost increase =2% cost increase = 3% cost increase > 4% Schedule (% of project schedule, subject to schedule analysis) delay = 2% delay = 3% delay = 5% delay = 7% delay > 10% Context Agency Impacts 1 2 3 4 5 Low Medium-Low Medium Medium-High High Safety First Aid Restricted Duty / Doctor Visit Recordable Lost Time Major injury or death Congestion Minor additional congestion or reduction in capacity from anticipated scope Noticeable additional congestion or reduction in capacity from anticipated scope Significant additional congestion or reduction in capacity from anticipated scope at several points or major congestion at single point within the corridor Major additional congestion or reduction in capacity from anticipated scope at several points along the corridor or exceptional congestion at single point within the corridor Unacceptable additional congestion or reduction in capacity from anticipated scope at any point within the corridor Connectivity Negligible decrease from anticipated scope to project limits; or to throughput or connectivity at intersections, interchanges, or parallel or connecting roadways Minor decrease from anticipated scope to project limits; or to throughput or connectivity at intersections, interchanges, or parallel or connecting roadways Significant decrease from anticipated scope to project limits; or to throughput or connectivity at intersections, interchanges, or parallel or connecting roadways Major decrease from anticipated scope to project limits; or to throughput or connectivity at intersections, interchanges, or parallel or connecting roadways Unacceptable decrease from anticipated scope to project limits; or to throughput or connectivity at intersections, interchanges, or parallel or connecting roadways Best-in-class agency Negligible impact to agency's reputation Noticeable impact to agency's reputation, single press release Significant impact to agency's reputation, multiple press releases in regional news Major impact to agency's reputation, multiple press releases, statewide news Potential legal action, multiple press releases, national news Probability Rating 1 2 3 4 5 Insignificant (VL) Minor(L) Medium(M) Major(H) Sever(VH) Probability of occurrence 1-15% 16-30% 31-65% 66-80% 81-100% Note: probability scale for threats and opportunities are color coded the same to ensure conditional formatting of cells is consistent and severity rankings are calculated correctly 1 2 3 4 5 Insignificant (VL) Minor(L) Medium(M) Major(H) Sever(VH) Total Needed to reach 100 Scale modifier 15 15 35 15 20 100 0 Severity matrix Low Med- Low Med Med- High High Probability 5 5 10 15 20 25 4 4 8 12 16 20 3 3 6 9 12 15 2 2 4 6 8 10 1 1 2 3 4 5 1 2 3 4 5 Consequence Probability 5 -5 -10 -15 -20 -25 4 -4 -8 -12 -16 -20 3 -3 -6 -9 -12 -15 2 -2 -4 -6 -8 -10 1 -1 -2 -3 -4 -5 -1 -2 -3 -4 -5 Consequence Risk Allocation Lists Categories Status PM Organizational Environmental Design ROW Railroad Utilities External Construction Maint_Ops Identified – Risk documented, but analysis not performed Estimating Project Dependencies Requirements Structures Requirements Requirements Requirements Contractor Site/ Environmental Conditions Pavement Analysis Complete – Risk analysis done, but response planning not performed Planning/ Scope Resources Documentation Drainage Coordination Coordination Coordination Subcontractors/ Suppliers Requirements Structures Planning Complete – Response planning complete Controlling Funding/ Financing Coordination Traffic Control Design Design Design Political Stakeholders Materials ITS Triggered – Risk trigger has occurred and threat has been realized Communications Prioritization Geotechnical Funding / Cost Public Stakeholders Traffic Control Tolling Resolved – Realized risk has been contained Schedule Policy Survey Other Agencies Phasing Drainage Retired – Identified risk no longer requires active monitoring (e.g. risk trigger has passed) Roadway Legislative/ Legal Performance/ Reliability Routine Maintenance Grading Market Conditions Complexity and Interface Other Aesthetics Competition Signing/ Lighting/ Signals ITS Bike Pedestrian Tolling Column B Column E Column V Column F Column W Column D Risk Type Risk Type Response Category Urgency Risk/Issue Status Planning/Scoping Project Opportunity Avoid High Risk Not Started Yes Design Program Threat Transfer Medium Issue Active (Ongoing) No Procurement Both Mitigate Low Omitted (Deleted) Construction Share Retired (Complete) Precomm./Comm. Accept Happened (Issue) Enhance Closed Exploit Category Owner/Client Sub-contractors Vendors Natural Env. Market/Economy Political PROJECT Team Resource /Human Res. Funding & Budgeting Culture Location Experience Requirement /scope Tech. Availiable Complexity Quality Performance & Reability Tech. Limits Design Change Interfaces supply Construction Exploit Plan / Estimate Enhance Controls Communication HSE Contract Issue 4 Risk 60 Threat 51 Opportunity 8 Both 1 Sheet1 < Project Name > < Date > < Surrey College Library RefsdşflmdsşafnaşsRenovatipon > 8/6/21 < Surrey College Library RefsdşflmdsşafnaşsRenovatipon > 8/6/21 1. PROJECT INFORMATION Project Name Project Code The Surrey College Library Renovation Project Sur-Ren-Lib/02 Project Sponsor Project Manager Surinder Kaur / Chief Librarian MGMT 640-Team Four Client Sponsor Client PM BC Ministry of Education Library Board Prepared By Prepared On MGMT 640-Team Four Surrey College Authorized By Authorized On Dr. Sharzad Khosravi Surrey Library Renovation 2. PROJECT DESCRIPTION Throughout the renovation of the first floor of the Surrey College Library, this project offers a unique and contemporary library design in the College Library, which is more enhanced energy-efficient and environment-friendly. It is also presumed to be extra supportive of research, artistic project, and society intercommunication. 3. PROJECT JUSTIFICATION/BUSINESS NEED With a long history and impressive building, the library is a symbol structure of the college. Notwithstanding, it does not cope with the transformation of information retrieval practices in the current generation. It does not present a welcoming and user-friendly setting anymore because of its incapability of providing adequate computing workstation and multimedia devices and additional socializing features demanded by students and faculty. A philanthropic financial grant of a quarter a million CAD was given to the university library from the Ministry of Education, and the library board decided to use the donation on renovating the 1st floor of the College Library. 4. PROJECT OBJECTIVES This project aims to develop a library design in the Surrey College Library to please library users’ knowledge retrieval routine in the modernized age. Its overall purpose is to improve productivity and enhance the study method for students and faculty in the current information era. 5. PROJECT SUCCESS CRITERIA · Meet users’ demands of computers and networks · Encourage group inquiry and collaborative activity · Plan suits the information retrieving practices of library users in the modernized time · Boost study and research · Building is energy-efficient and user-friendly · Extra natural light is let inside the library.  · Users notice the increased area laptop friendly. · Users detect the study places extremely useful and competent for group talks. · Computing workstations are massively utilized by library users, and users determine the computers to run really effectively. · Users notice the fresh location of reference and reserve spaces quite useful and proper for retrieval and discussion 6. HIGH LEVEL SCOPE Project Exclusions/Out of Scope · Relocation, circulation, and reference services related to the collections that are stored originally on the first floor · The warming, cooling, also air conditioning systems of the library construction will not be replaced in the plan as mentioned above. 7. HIGH LEVEL BUDGET Estimated Budget (CAD) Employee Cost 100.000 Equipment Cost 150.000 Total 250.000 8. HIGH LEVEL SCHEDULE Start Date Finish Date September 1st ,2021 March 15th ,2022 Phases Phases Name Description Start Date Finish Date Phase A Floor plan design Questionnaire of users’ opinions and designing September 1st September 29th Phase B Construction Window replacement Wall and floor restoration Electronic line setup Study place and furnishing September 30th January 30th Phase C Computer setup setting up computers January 4th February 5th Phase D Final review , report February 6th March 15th High Level Milestone Phase 1: Phases Start Date Finish Date Major Deliverables Phase A September 1st September 14th Poll (opinions of stakeholders) Phase B September 15th September 30th Desing according to expectations Phase C September 30th November 20th Window, Wall and floor restoration Phase 2: Phases Start Date Finish Date Major Deliverables Phase A November 21st January 30th Electronic line setup, Study place furnishing Phase B January 4th February 5th Computer setup Phase C February 6th March 15th Review, Report 9. HIGH LEVEL COST ESTIMATES Employee and Equipment cost for this project are estimated as 250.000 CAD. 10. PROJECT INFLUENCES Assumptions The following assumptions were made in planning the Project : · The Ministry and College Board of Governors has recognized the restoration project's goal, and supports will be provided by the ministry, university, and library management. · - Staff are ready to complete design, tasks, and purposes · Failure to identify changes to draft deliverables within the time specified in the project timeline will result in project delays · The project plan may evolve as new information and issues are revealed Constraints Possible project constraints are following: · The donation might not be enough for the whole project, and financial support has to be solicited from the Ministry or university board · Due to the characteristics of the restoration, the production phases of six months might not be sufficient · Any staff are from other college services, so other tasks might use large parts of their time and make them unavailable to accomplish their responsibilities promptly for this Project. Risks · Cost calculation maybe not fit with the budget · Expected times for phases may not be sufficient · Staff may not have enough time for their duties · Problems may arise between employees. · Scope of work may be exceeded during the project process < Project Name > < Date > < Surrey College Library RefsdşflmdsşafnaşsRenovatipon > 8/6/21 < Surrey College Library RefsdşflmdsşafnaşsRenovatipon > 8/6/21 Project Charter <Company Name> Page 1 [PBP-PC-T-1.0a] Confidential Copyright 2018 www.pmbypm.com You are free to use it for your projects or for educational purposes, share or transmit to others; provided no part of this template is modified and no money is exchanged. Project Charter <Company Name> Page 1 [PBP-PC-T-1.0a] Confidential Copyright 2018 www.pmbypm.com You are free to use it for your projects or for educational purposes, share or transmit to others; provided no part of this template is modified and no money is exchanged. Project Charter <Company Name> Page 1 [PBP-PC-T-1.0a] Confidential Copyright 2018 www.pmbypm.com You are free to use it for your projects or for educational purposes, share or transmit to others; provided no part of this template is modified and no money is exchanged. Issues 1) Project manager will document the issue as soon as a change which impacts any phase of the project, including agenda, staffing, and spending; 2) Project manager will evaluate the issue, ascertain the associated influence to the project, and will transmit the case, forward with a suggestion to the steering committee for analysis and resolution; 3) Project Steering body will review the issue and agree on whether to confirm, refuse, or revise based on the available report and the project manager’s guidance. If no agreement is reached, the issue will be progressing to the project sponsor for a final decision; 4) Project sponsor will execute a final decision on the permission or rejection of a development; 5) the Project manager will inform the primary requestor of the judgment. 11. PROJECT ORGANIZATION Organization Chart Key Stakeholders · Ministry Representative · College board of Governors · Surrey College Library Advisory Committee · Library Restoration Project Steering Committee · Representatives from Student Union · City representative Other Key Stakeholders · Students and employees of Surrey College library · College faculty Project Manager Role · Lead the project taking into account integration across all areas · Lead and direct various project resources · Monitor and administratethe project scehdule, budget and risk · Organize steering comittee meetings and present status report · Lead team member and motivatethem · Inform project statust to stakeholders, staff, other parts · Maintain project documentation · Taking legal responsibility such as signin documents Project Sponsor Role Project sponsor will render a final decision on the approval or denial of a change. Client PM Role A client project manager performs as a mediator between the client and the project team. Therefore, ensure that the client's needs are met while also ensuring that the project progresses in the right direction. Client Sponsor Role The project client sponsor assesses the project's actual progress against what was planned and provides feedback to the project manager as required. Plus, help the project manager and teamwork more autonomously resolve matters as they emerge while ensuring processes are being ensued. 12. REQUIREMENTS While this project initially began as restoration project, the restoration solution required such extensive work on the building that it provided an opportunity to achieve much more. Resources There are three main sources in total in the project. · Equipment resources · Personnel resources · Financial resources Material · Various construction materials · Electronic tools Equipments · Construction materials · Computers and other devices · Furnitures · Office supplies Signature : Date: 08/06/2021 Title : Project Manager WBS OBS Project Steering Comittee Design Team Construction Team Project Manager Budget Manager Technical Team Project Charter <Company Name> Page 1 [PBP-PC-T-1.0a] Confidential Copyright 2018 www.pmbypm.com You are free to use it for your projects or for educational purposes, share or transmit to others; provided no part of this template is modified and no money is exchanged. Project Charter <Company Name> Page 1 [PBP-PC-T-1.0a] Confidential Copyright 2018 www.pmbypm.com You are free to use it for your projects or for educational purposes, share or transmit to others; provided no part of this template is modified and no money is exchanged. Project Charter <Company Name> Page 1 [PBP-PC-T-1.0a] Confidential Copyright 2018 www.pmbypm.com You are free to use it for your projects or for educational purposes, share or transmit to others; provided no part of this template is modified and no money is exchanged. < Project Name > < Date > < Surrey College Library RefsdşflmdsşafnaşsRenovatipon > 8/6/21 < Surrey College Library RefsdşflmdsşafnaşsRenovatipon > 8/6/21 1. PROJECT INFORMATION Project Name Project Code The Surrey College Library Renovation Project Sur-Ren-Lib/02 Project Sponsor Project Manager Surinder Kaur / Chief Librarian MGMT 640-Team Four Client Sponsor Client PM BC Ministry of Education Library Board Prepared By Prepared On MGMT 640-Team Four Surrey College Authorized By Authorized On Dr. Sharzad Khosravi Surrey Library Renovation 2. PROJECT DESCRIPTION Throughout the renovation of the first floor of the Surrey College Library, this project offers a unique and contemporary library design in the College Library, which is more enhanced energy-efficient and environment-friendly. It is also presumed to be extra supportive of research, artistic project, and society intercommunication. 3. PROJECT JUSTIFICATION/BUSINESS NEED With a long history and impressive building, the library is a symbol structure of the college. Notwithstanding, it does not cope with the transformation of information retrieval practices in the current generation. It does not present a welcoming and user-friendly setting anymore because of its incapability of providing adequate computing workstation and multimedia devices and additional socializing features demanded by students and faculty. A philanthropic financial grant of a quarter a million CAD was given to the university library from the Ministry of Education, and the library board decided to use the donation on renovating the 1st floor of the College Library. 4. PROJECT OBJECTIVES This project aims to develop a library design in the Surrey College Library to please library users’ knowledge retrieval routine in the modernized age. Its overall purpose is to improve productivity and enhance the study method for students and faculty in the current information era. 5. PROJECT SUCCESS CRITERIA · Meet users’ demands of computers and networks · Encourage group inquiry and collaborative activity · Plan suits the information retrieving practices of library users in the modernized time · Boost study and research · Building is energy-efficient and user-friendly · Extra natural light is let inside the library.  · Users notice the increased area laptop friendly. · Users detect the study places extremely useful and competent for group talks. · Computing workstations are massively utilized by library users, and users determine the computers to run really effectively. · Users notice the fresh location of reference and reserve spaces quite useful and proper for retrieval and discussion 6. HIGH LEVEL SCOPE Project Exclusions/Out of Scope · Relocation, circulation, and reference services related to the collections that are stored originally on the first floor · The warming, cooling, also air conditioning systems of the library construction will not be replaced in the plan as mentioned above. 7. HIGH LEVEL BUDGET Estimated Budget (CAD) Employee Cost 100.000 Equipment Cost 150.000 Total 250.000 8. HIGH LEVEL SCHEDULE Start Date Finish Date September 1st ,2021 March 15th ,2022 Phases Phases Name Description Start Date Finish Date Phase A Floor plan design Questionnaire of users’ opinions and designing September 1st September 29th Phase B Construction Window replacement Wall and floor restoration Electronic line setup Study place and furnishing September 30th January 30th Phase C Computer setup setting up computers January 4th February 5th Phase D Final review , report February 6th March 15th High Level Milestone Phase 1: Phases Start Date Finish Date Major Deliverables Phase A September 1st September 14th Poll (opinions of stakeholders) Phase B September 15th September 30th Desing according to expectations Phase C September 30th November 20th Window, Wall and floor restoration Phase 2: Phases Start Date Finish Date Major Deliverables Phase A November 21st January 30th Electronic line setup, Study place furnishing Phase B January 4th February 5th Computer setup Phase C February 6th March 15th Review, Report 9. HIGH LEVEL COST ESTIMATES Employee and Equipment cost for this project are estimated as 250.000 CAD. 10. PROJECT INFLUENCES Assumptions The following assumptions were made in planning the Project : · The Ministry and College Board of Governors has recognized the restoration project's goal, and supports will be provided by the ministry, university, and library management. · - Staff are ready to complete design, tasks, and purposes · Failure to identify changes to draft deliverables within the time specified in the project timeline will result in project delays · The project plan may evolve as new information and issues are revealed Constraints Possible project constraints are following: · The donation might not be enough for the whole project, and financial support has to be solicited from the Ministry or university board · Due to the characteristics of the restoration, the production phases of six months might not be sufficient · Any staff are from other college services, so other tasks might use large parts of their time and make them unavailable to accomplish their responsibilities promptly for this Project. Risks · Cost calculation maybe not fit with the budget · Expected times for phases may not be sufficient · Staff may not have enough time for their duties · Problems may arise between employees. · Scope of work may be exceeded during the project process < Project Name > < Date > < Surrey College Library RefsdşflmdsşafnaşsRenovatipon > 8/6/21 < Surrey College Library RefsdşflmdsşafnaşsRenovatipon > 8/6/21 Project Charter <Company Name> Page 1 [PBP-PC-T-1.0a] Confidential Copyright 2018 www.pmbypm.com You are free to use it for your projects or for educational purposes, share or transmit to others; provided no part of this template is modified and no money is exchanged. Project Charter <Company Name> Page 1 [PBP-PC-T-1.0a] Confidential Copyright 2018 www.pmbypm.com You are free to use it for your projects or for educational purposes, share or transmit to others; provided no part of this template is modified and no money is exchanged. Project Charter <Company Name> Page 1 [PBP-PC-T-1.0a] Confidential Copyright 2018 www.pmbypm.com You are free to use it for your projects or for educational purposes, share or transmit to others; provided no part of this template is modified and no money is exchanged. Issues 1) Project manager will document the issue as soon as a change which impacts any phase of the project, including agenda, staffing, and spending; 2) Project manager will evaluate the issue, ascertain the associated influence to the project, and will transmit the case, forward with a suggestion to the steering committee for analysis and resolution; 3) Project Steering body will review the issue and agree on whether to confirm, refuse, or revise based on the available report and the project manager’s guidance. If no agreement is reached, the issue will be progressing to the project sponsor for a final decision; 4) Project sponsor will execute a final decision on the permission or rejection of a development; 5) the Project manager will inform the primary requestor of the judgment. 11. PROJECT ORGANIZATION Organization Chart Key Stakeholders · Ministry Representative · College board of Governors · Surrey College Library Advisory Committee · Library Restoration Project Steering Committee · Representatives from Student Union · City representative Other Key Stakeholders · Students and employees of Surrey College library · College faculty Project Manager Role · Lead the project taking into account integration across all areas · Lead and direct various project resources · Monitor and administratethe project scehdule, budget and risk · Organize steering comittee meetings and present status report · Lead team member and motivatethem · Inform project statust to stakeholders, staff, other parts · Maintain project documentation · Taking legal responsibility such as signin documents Project Sponsor Role Project sponsor will render a final decision on the approval or denial of a change. Client PM Role A client project manager performs as a mediator between the client and the project team. Therefore, ensure that the client's needs are met while also ensuring that the project progresses in the right direction. Client Sponsor Role The project client sponsor assesses the project's actual progress against what was planned and provides feedback to the project manager as required. Plus, help the project manager and teamwork more autonomously resolve matters as they emerge while ensuring processes are being ensued. 12. REQUIREMENTS While this project initially began as restoration project, the restoration solution required such extensive work on the building that it provided an opportunity to achieve much more. Resources There are three main sources in total in the project. · Equipment resources · Personnel resources · Financial resources Material · Various construction materials · Electronic tools Equipments · Construction materials · Computers and other devices · Furnitures · Office supplies Signature : Date: 08/06/2021 Title : Project Manager WBS OBS Project Steering Comittee Design Team Construction Team Project Manager Budget Manager Technical Team Project Charter <Company Name> Page 1 [PBP-PC-T-1.0a] Confidential Copyright 2018 www.pmbypm.com You are free to use it for your projects or for educational purposes, share or transmit to others; provided no part of this template is modified and no money is exchanged. Project Charter <Company Name> Page 1 [PBP-PC-T-1.0a] Confidential Copyright 2018 www.pmbypm.com You are free to use it for your projects or for educational purposes, share or transmit to others; provided no part of this template is modified and no money is exchanged. Project Charter <Company Name> Page 1 [PBP-PC-T-1.0a] Confidential Copyright 2018 www.pmbypm.com You are free to use it for your projects or for educational purposes, share or transmit to others; provided no part of this template is modified and no money is exchanged.