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PennaGroup’s 100% track record of successfully completed federal projects as a Prime Contractor establishes the necessary technical, managerial, and organizational skills needed to lead and complete any federal project's design and construction.

PennaGroup's extensive list of highly-complex federal work includes design-build bridge construction for the Department of Interior. Easily among the most complicated design-build projects, PennaGroup received all "excellent" ratings for both its design and construction, due in large part, to our detailed Program Management Plan.

Program Management Plan. PennaGroup employs a highly proactive program management approach and prepares a Program Management Plan (PMP) (and Summary Matrix) for every project. Our PMP contains the following:

  1. Scope Management;
  2. Requirements Management;
  3. Schedule Management;
  4. Cost Management;
  5. Quality Management;
  6. Stakeholder Management;
  7. Communications Management;
  8. Risk Management; and
  9. Opportunities Management.

(1) Scope Management. PennaGroup’s scope management involves gathering information required to start a project and understanding the features the project would have that would meet its stakeholder requirements. This includes both Project Scope (i.e., work that needs to be accomplished to deliver a product, service, or result with the specified features and functions) and Product Scope (i.e., features and functions that characterize a product, service, or result).

(2) Requirements Management. For every construction project, we document, analyze, trace, prioritize, and agree on the Project’s requirements which allow us to control change and communication for the Project stakeholders. Requirement Management is a continuous process throughout the Project.

(3) Schedule Management. Notably, PennaGroup has completed every federal projects on schedule. We accomplish this goal by implementing an Integrated Master Plan (IMP) and an Integrated Master Schedule (IMS).

  • Integrated Master Plan. The IMP provides checkpoints and significant milestone events, maturation points in schedule for period of performance (such as prescribed dates and intervals in design-review) for clear entrance and successful exit dates.
  • Integrated Master Schedule. The IMS outlines avenues for achieving our requirements with a traceability matrix, including a mitigation plan for any deviations.

(4) Cost Management. At the beginning of every project, we prepare a cost performance index. We further prepare EACs (estimate-at-complete) that analyze actuals-to-date compared to planned-spending (underruns), analyze deviations, and institute implementations of adjustments. Our plan also identifies and analyzes overruns and OTBs (over-target baseline) and helps in the preparation of mitigation strategies.

(5) Quality Management. Our PMP contains a Program Quality Assurance Plan (PQAP) that guides both the project’s technical compliance and ongoing quality. Our Three-Phase Quality Control Plan (TPQCP) that has a proven track record of early identification and resolution of program variances, including rapid in-the-field changes for unforeseen events such as change orders and Type-I and Type-II differing site conditions.

(6) Stakeholder Management. PennaGroup understands that a critical component any Project's successful delivery is stakeholder management. Stakeholders are any individual, group or organization that can affect, be affected by, or perceive itself to be affected by the Project. PennaGroup creates positive relationships with stakeholders at the onset of the Project, and continues to do so by meeting or exceeding the Project's agreed expectations and objectives.

(7) Communications Management. PennaGroup’s communications management insures a clear and consistent message for all involved parties (i.e., the Government and all stakeholders, infra-firm team members, and all subcontractors, vendors and suppliers). PennaGroup engages in systematic planning, implemention, monitoring, and revision of all channels of communication within our organization and between other organizations - including the organization and dissemination of new communication directives, chain-of-command communication flow, internal and external communications directives, including online communication.

(8) Risk Management. Our risk management includes the identification, assessment, and prioritization of risks (defined in ISO 31000 as “the effect of uncertainty on objectives”) followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of unfortunate events and/or to maximize the realization of opportunities (see para. 9, below). Risk management’s objective is to assure that uncertainty does not derail the Project’s successful and timely completion, and includes a mitigation strategy for each identified risk in a “worse case” scenario prior to the Project's commencement.

(9) Opportunities Management. PennaGroup’s PMP also includes an opportunities management plan where opportunities are identified and analyzed. We outline a handling plan for implementing any opportunities including a decision tree identifying the risks involved in the opportunities' implemention.

(10) Subcontractor Management Plan. We further institute a Subcontractor Management Plan (SMP) to ensure all subcontractors are delivering their portion of work on-schedule and in high-quality. PennaGroup accomplishes this by establishing an onsite project office to effectively support the needs of the subcontractors. We provide our subcontractors clear directives including educating them on the overall SOW, their specific Project roles and responsibilities, scheduling, budget, QC, and effective channels of communications. We also conduct Milestone Reviews and QA Reviews for each definable feature of subcontractor work.

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