APMP_Strategic Definition

STRATEGIC DEFINITION
Bassi Edelberto APM, Emmten

1. Executive summary and brief analysis
This project is part of a wider analysis of the railways operations, infrastructure and equity holdings owned by the
European Republic of Moesia.
The railway is the life blood of the countries industry and economy but there is a clear need to rationalise the railway
operations and infrastructure to meet the demands of a developing economy and potential future new industries.
The focus of this report is to assess the railway at Berzozil and the key outcomes will be to provide a new 21st century
railway station that will regenerate the local community and initiate the rationalisation of the exist siding's, in view of providing
development land for future projects and intern this will give benefits to the local community one of which will be a community
arts project.
In addition to this future projects built on this land will generate demand for the station facilities and these include a
new hotel and transport interchange. This in time will give future financial viability and longevity to the Berzozil Railway project has
whole.
The challenge will be to work within a redundant political system that is routed in passed communist ideologies
however the situation is improving and the government understands the need and benefits to regenerate the countries
infrastructure and how this in times will increase the wealth of the country and provide new and improved opportunities for future
investment.

1. Executive summary and brief analysis
The Berzozil project objectives are to produce a framework to test the viability and provide a
cohesive and robust case for the project to move the project forward potentially to the initiation stage.
This report is aimed at the key stakeholders, international investment organisations,
governmental departments, the railway administration and operational representatives as the key
audience and the report would be structured around principle definition headings that includes project
organisation, personnel resources and responsibilities, financial cost control systems, reporting
mechanism's and project planning methodologies.
The Project Plan below states what needs to be done and references to appendix documents
that elaborate on WBS.

2. Stakeholder analysis
Stakeholders are those individuals or groups who directly or indirectly has an influenced by the proposed project, like the appointment to develop the
potential of the railway in the Eastern European Republic of Moesia.
The first step that we can touch in this Briefing, is the dimension of the area, where we can choose different and specific groups, that they follow:
- Industry:
- Residential:
- Commercial:
- Railway.
Inside a any groups we can also, share the groups into a area define Internal and External.
• The subgroup Internal would include:
• Financial institution:
• Customers:
• End Users:
• Public Member:
• Institution
• Train users/passengers
• Railway Officials
• Holiday Makers
• Financial Backers
• Government
• Secret Police
The subgroup External would include:
• All organisation or individuals who have sufficient
power to determinate the strategy:
• Petro chemicals Groups:
• Paper Manufactures Firms:
• Multinational retailer for the City/Station:
• Independent firm of designers, planner and consultant.
We can also identify which may also be adding like inside of
programme;
• Corrupt Informers/Gangsters
• Individuals & Groups Affected by the Work
• Road Users
• Moesia Hotel
• Catholic Church
• Intensive Animal Rearing
• Aircraft repair facilities
• Shops in local
• Taxi Rank

Each of these groups of stakeholders is usually termed "constituencies", and a constituency represents a homogenous group
usually holding a similar interest in the organization’s affairs. The diagram below shows common internal (orange) and
external (blue) stakeholders.

High External out of
programme
Keep Satisfied Key Players
Power
External in of programme
Minimum
Effect
Keep informed
Low External in of programme Internal
Low High
Level of Interest
During this stage our company, could help the analysis and the management consultancy with this matrix:

The matrix is the base to capture the power, salience and influence, for each stakeholder’s, Internal or External. This stage
help the company is establishing and reviewing the various options available to achieve these objectives.
Finally I consider using of some questions, which we can be used to understand the correct stakeholders estimate.
• How will they be affected by the work?
• Will they be openly supportive, negative or ambivalent?
• What are their expectations and how can these be managed?
• Who and/or what influenced the stakeholder’s view of the project?
• Who would be the best person to engage with the stakeholder’s?
The project or the management consultancy it needs to clean up a number of fundamental issues like the stakeholder’s
identification. First of all is the financial viability.

3. Proposed Development
N
Large Scale Site Plan – As Existing

Site Plan – As Existing

Concept Proposal

t
- Regenerate ‘industrial waste land’
- Minimise disruption
- Maintain strong community hub
- Utilise prefabrication methods
- Provide opportunity to divide up
programme into smaller projects
- Potential utilise existing infrastructure
for delivery of materials
- Bridge a divided town

Site Plan - As Proposed

4. Project Plan
Appointment of project leader. Key stakeholders to review CV's in respect to
appropriate experience of candidates and appoint.
Scope - This has be defined in the executive summary/ brief but simply the report
focuses on the Railway at Berzozil being part of a holistic analysis to rationalise the
whole railway network and to provide framework that is formed of elements that
Stake holders - it's important to separate key stakeholders from parties that have
influenced but do not have authority to effect funding and make key political
decisions to ensure that the project maintains momentum and is completed.

4. Project Plan
• Work break down structure highlighting key deliverables.
• Resources to deliver the project aims.
• Study of accessible local labour and existing skills together with future training
requirements(health and safety).
• Roles and responsibilities, team anagram outlining team structure.
• Project timeline /Programme and milestone schedule. Network diagram to inform the program
and to analyse float task over laps, agreed milestones.
• Budget and financial control systems
• Quality plan all consultant companies should have in house quality procedures (ISO-14001 etc)
and they must provide evidence of PI insurance and the sums insured.
• Safety provide a safety plan /risk register to review safety risk to project and the potential
implication this may have and how this will feed into WBS and program. This would include cost
of safety training and site systems.
• Contingency Plans
• Reporting systems and communication protocols.
• Monitoring and evaluation strategy Initiation

4. Project Plan
i. Project definition.
ii. Work break down structure.
iii. Organisation Breakdown Structure.
iv. Philosophy of project management.
v. Risk Analysis.
vi. Programme of Work.
vii. Procurement Strategy.
viii. Finance Plan.
ix. Systems and Procedures.
x. Review and Closure Process.

4. Project Plan
v. Risk Analysis.
viii. Finance Plan.
The WBS aided in identifying key consultants that maybe required to
deliver the project. These included;
- Project Management
- Design Team; Architectural, Structural, Civil, MEP, Planning
Consultants, Landscape Consultants, QS
- Local Legal Consultants
- Public Relations
- Management Contractor - international company who has
experience working in high risk countries
The companies would require mechanism's and procedures that
include high risk analysis and in addition established systems to
report to international funding bodies and the ability to control the
stakeholders.

Dialogue and Cooperation: We emphasize a consultative, inclusive
approach to project implementation. The involvement of counterparts in
the design and implementation is essential to ensure that change
management programs are effective and supported.
Ownership and Empowerment: It is important to emphasize the
development of local talent. We are keen on empowering staff based on
solid risk management approaches and motivational strategies.
Integrity and Accountability: Especially in difficult environments such as
Afghanistan and many other developing countries, it is important to adhere
to the highest standards of professionalism, integrity, client concern and
service.
Internal Financial and Risk Controls
Quality and Innovation: We try to utilize the latest technology in support of
project implementation. Content Management Systems
4. Project Plan
v. Risk Analysis.
viii. Finance Plan.

4. Project Plan
Area Risk Controllable Likelihood Impact Risk Consequence Ownership/Response
Financial
Budget and cost control
Yes M (3) H(5) 15 Project will Fail
Continued assessment of budget reported in monthly or
Fortnightly project meetings and mechanisms agreed to
deal with budget overruns
Financial
Financial systems - project funding to meet
payment schedules linked to program
tranches and or phases
yes M(3) H(5) 15 Project will Fail
Payment schedules to be produced and agreed with
funding body and contractor and schedules to be include
in the contract.
Financial
Stakeholder commitment
No H(5) H(5) 25 Project will Fail
Regular project meetings to report progress and
outcomes in view of meeting the stakeholders objectives
and ensuring that effective lines of communications are
established
Political/Appro
val
Government approvals - red tape No H(5) H(5) 25
Delays waiting for
approvals impact
on program and
budget
Lobbying government department officials to ensure
that approvals are given on time and clearly outline
consequences should there be a decision delay
resource
Labour resources - religious rituals/
tolerances and cultural mix in the work
force, local available skills
Yes M(3) H(5) 15
Delays in decision
making and
project may fail
Survey of the local man power resource, existing skill
and potential training requirements. Management
procedures to include cultural/religious sensitivities in
the workforce.
Political Political instability No H(5) H(5) 25
Delays in decision
making and
project may fail
The countries political stability to be kept continually
under review and measures develop to limit impact to
the project
Political/Appro
val
Railway bureaucracy and slow decision
making for approvals
No H(5) H(5) 25
Programme
delays and Budget
Approvals required to be agreed and dates coordinated
into the project program. Schedules/trackers produced
that includes approval timelines and WBS covered by the
approvals and the impact to the project should there be
delayed approvals. All reported in project meetings
Programme Program- unforeseen circumstances. End
date, realistic timelines
yes M(3) M(3) 9
Programme
delays and Budget
Project programme should be continually revised to
accommodated unforeseen circumstances and impacts
reported and remedies formulated and agreed in project
meeting
Recourse
Material resource- procurement strategy
and manufacturers commitment to meet
delivery dates
yes M(3) H(5) 15
Programme
delays and Budget
Survey of suppliers and list of reliable suppliers provided.
Procurement contracts to include financial penalties for
delayed deliveries
Rating Probability
1 Very Low
2 Low
3 Medium
4 High
5 Very High
v. Risk Analysis.
viii. Finance Plan.

v. Risk Analysis.
viii. Finance Plan.
4. Project Plan
Project PERT

Construction Phase - Programme Network
4. Project Plan

Management Contracting
Client appoints a professional team to manage the design and construction of the project.
Advantages
+ Costs can be kept at local level.
+ Contractor can be appointed early and can provide input on buildability and programme.
+ Work can commence on site before the design is completed.
+ Design and construction phases can be overlapped, reducing the overall programme.
+ Design may not be at RIBA Stage 4 when the Management Contractor is appointed, but should
be at Stage 4 for the individual works contractors.
+ Can enable a more flexible approach to design and the selection of construction methods and
scope of works.
+ Sub-contract packages can be let competitively.
+ Late design changes can be incorporated.
+ Can be less adversarial than traditional procurement routes.
Disadvantages
- Cost certainty is not achieved until all the works packages have been procured. This can be
well into the construction period.
- Cost control relies upon procurement of packages against a cost plan.
4. Project Plan
v. Risk Analysis.
viii. Finance Plan.

- The scheme should be split into separate contracts as I believe this will
reduce the financial risk for the client should the rebuilding of the train
station prove less of a commercial success than originally anticipated.
- The funding for the building works could follow a project bank type format. In
this format the funding for the scheme is held separately from the client in
the project bank potentially controlled by the main funder and all
applications for payments after being approved by the QS are forwarded to
the project bank for payment.
- This model means that all payments are made on time within agreed
timescales. If we anticipate the use of local labour on the project we ensure
that funding is returned locally to stimulate the economy, with agreed time
scales and should aid in creating a positive image of the company.
v. Risk Analysis.
viii. Finance Plan.
4. Project Plan

• we have 2 types of PR/Marketing we need. The first part is to the Stake holders, we need to ensure we have the
following:
– Regular meetings/consultations with the local residents
– Regular meetings/consultations with the investors
• Both of the above to include information on the site plans, maps etc so people can understand the planned proposals. In
advance of this, we would flyer the local residents and business to gauge interest and concerns.
• Assessment of local environmental requirements – ground plans, services and utilities access and permissions.
• Promotion and advertising of opportunities for the local people to be part of the opening of the site. It is key that we are
demonstrating a time of change and inclusion for this new development.
• The objective of all the above is indeed to change them from large influencers to just being informed of progress on the
development.
• In addition, we have to also consider the potential investors/retail companies/hotels who would want to seek
opportunities on the site. For this we would need a specialist PR/Digital Media partner who could help us reach out to
these people. See below a link to ‘The Big Partnership’ who are a specialist in Transport PR and have worked on a
number of projects. An organization like this would also help in government conversations and would give a significant
amount of leverage with demonstrating to new business that the market is changing and Berzozil is a key town of
growth.
v. Risk Analysis.
viii. Finance Plan.
ix. PR and Marketing Strategy
4. Project Plan

Review are one of the principle mechanisms by which the quality of deliverables, performance of the
management process and on-going viability of the work are assured.
To be effective the review should include a:
• Deliverables: a reviews can be a procedure for quality control of products delivered by a project and
Programme;
• The business case: the continued desirability, viability and achievability of the work should be
reviewed at set points in the life cycle;
• Management process: in this instance a review is a apart of assurance to check that the work is
being well managed.
Reviews of the project’s business its purpose id to learn lessons and improve the ability to deliver
future project by:
• Evaluating the effectiveness of project management;
• Comparing what was actually delivered against the original requirements;
• Identifying lessons learned;
• Assessing performance
• Capturing stakeholders’ opinion of how the project was delivered;
• Disseminating finding
4. Project Plan
v. Risk Analysis.
viii. Finance Plan.

APMP_Strategic Definition

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