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• <br />• <br />Project Management Plan <br />Phase III Plan Selection, Documentation & Implementation Strategies - This short <br />duration initial investigation of the CRRP should be considered a success if it can <br />concisely demonstrate the types of alternatives that might be feasibly implemented <br />even if they do not include a large diameter pipeline all the way from the Utah state <br />line to the Continental Divide and beyond. <br />A key element in managing any type of planning and decision process is the issue of <br />defining and managing the expectations of the project participants and other <br />stakeholders. Our Project Management Plan recognizes that the completion of Tasks <br />8a,b &c will likely generate significant reactions from many parties. Therefore, we have <br />included Task 8d in Phase III recognizing that the selection process may take some time <br />even if the plans are only categories of types of plans that include pipeline sections <br />combined with non - structural elements. It is hard to imagine the identification and <br />selection of any plan (all structural, all non - structural, or combination) that will not require <br />significant institutional discussion extending well beyond the November 2003 study <br />deadline. Therefore, our Project Management Plan assumes that our Project Manager will <br />spend considerable amount of time in Phase III assisting the State in its communication of <br />study results and the development of strategies for further project analysis. <br />In summary, our Project Management Plan consisting of the three - phases of study <br />management presented above will help assure the study is completed in a timely fashion <br />and that the Project Manager and Assistant Project Manager are in positions to reliably <br />carry -out their external and internal management functions appropriately. <br />The remainder of our Project Management Plan addresses the specific roles of each of the <br />professionals comprising our team. In a study of such short duration, each member must <br />know exactly what they are to produce at contract signing since there will such limited <br />opportunity for anyone to "figure it out as they go ". Furthermore, a relatively large <br />number of senior specialists will be needed to provide comprehensive and reliable <br />assessments of the CRRP alternatives. As part of our Project Management Plan, we have <br />developed the following matrix showing exactly which members of our team will be <br />involved in each the tasks listed in the State's RFQ. <br />21 <br />