Contents

1. Project Description 1

1.1 Project Identification 1

1.2 Project Schedule 1

1.3 Project Budget 1

1.4 Project Scope 1

2. Develop the Communication Management Plan 2

2.1 Gather Planning Inputs 3

2.2 Identify Stakeholders 3

2.3 Determine Stakeholder Needs 4

2.4 Identify Communication Methods and WBS Products 4

3.Communication Management Plan 4

3.1 Community Involvement 4

3.2 Communication Methods 5

4.Develop a Conflict Management Strategy 6

5.Distribute Information 8
6.Report Communication Performance 9
7. Cultural Dimensions 9
7.1 Cultural Dimensions of South Korea 10
7.2 Cultural Dimensions of Myanmar 10
8. Conclusion 11
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1. Project Description

1.1 Project Identification

The project will connect downtown Yangon with its underdeveloped Dala township The bridge
will be 1,936 feet long running from Phone Gyi street in Lanmadaw township on Yangon side to Bo
Min Yaung street on the other side of the Yangon river.The bridge will be 87 feet wide, and 160 feet
high to allow passage of big ships underneath.The bridge type is cable-stayed bridge.

1.2 Project Schedule

The Yangon-Dala Bridge will begin construction in January 2018 and is scheduled for
completetion in the 2020-2021 fiscal year.The ministry of construction selected the consultancy
companies on December 2016 for the design and paid compensation to the locals from April 2016 to
February 2017.The ministry will also choose the companies to construct the bridge from October to
December 2017.

1.3 Project Budget

The project has been budgeted to cost US $168.174 million. Of this, US $137.83 million is funded
by a loan from South Koreas Economic Development Cooperation Fund (EDCF) to mark the friendship
between the two countries and the Ministry of Construction covers the remainder.The loan will be
completely paid back in a 40-year plan involving a 15-year suspension period and 25 years of
repayment. The interest is 0.01 percent and the loan will be repaid bi-annually.

1.4 Project Scope

1.4.1 Pre-construction
(1) Relocation of existing facilities and resettlements &compensation and livelihood assistance
(Kamar Kasit Quarter in Dala Township) as necessary.
(2) Construction/setting up of temporary site offices, site facilities such as workshops,
equipment storage, and site accommodation.That set up will include sanity facilities with sewage
treatment facility of sufficient capacity.
(3) Mobilization of equipment, labor and materials to site. This includes the sourcing of
suitable base materials such as gravels for the road base.
(4) Surveying and setting out of the proposed alignments and facilities.
(5) Construction of any temporary access or ramps, to ensure undisturbed service of the
pontoon during construction.
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(6) Vegetation clearance

(7) Public disclosure and stakeholder consultations
1.4.2. Construction
(1) Earthworks and surfacing of the approach roads.
(2) Transportation of construction materials (both raw and finished materials) and machinery
to site.
(3) Construction of the bridge foundation into the riverbed.
(4) Construction of bridge support and bridge deck.
(5) Construction of the water pipeline on the bridge.
(6) Construction / building work of border facilities on both sides.
(7) Road signage & safeguard fences and signposts.
(8) Landscaping and rehabilitation of degraded sites including borrow pits and detours.
(9) Re-vegetation.
(10) disposal of waste generated by demolition of existing structures
(11) Installation of batch plant and crusher(up to local situation)
(12) Continued public disclosure and stakeholder consutlations
(13) Activation of Grievance Redress Mechanism
1.4.3. Operation
(1) Maintainance of Bridge for long life.
(2) Continued Grievance Redress Mechanism
1.4.4. Decommissioning
(1) Construction of temporary site.
(2) Decommissioning activities

2. Develop the Communication Management Plan

Preparing the Yangon-Dala bridge project communication management plan assists the project
team in identifying internal and external stakeholders and enhances communication among all
parties involved in this project. The project manager leads the project development team to prepare
a communication management plan to ensure that an effective communication strategy is built into
the project delivery process. This plan is a framework and should be a living, evolving document that
can be revised when appropriate.This communication management plan is part of the Yangon-Dala
bridge project management plan.
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2.1 Gather Planning Inputs

This project development team develops two inputs for this project communication
management planning process:

Work Breakdown Structure product list a list of potential this project products, based on the
workplan that includes all the elements of the WBS, and the subproducts of the WBS.

Project charter the record of the agreement between all internal and external project stakeholders
on the key elements of this project. This project charter lists the project manager, the project
sponsor, the project development team and all this project stakeholders.

2.2 Identify Stakeholders

This project stakeholders have information and communication needs. Identifying the
information needs of the stakeholders and determining a suitable means of meeting those needs are
important factors for this project success.

This project development team must identify the stakeholders on this project, determine what
their needs and expectations are, and then manage and influence those expectations to ensure this
project successful. Identify all people or organizations affected by Yagon-Dala Bridge Project, to
analyze stakeholder expectations, and to effectively engage stakeholders.
2.2.1. Internal project stakeholders
(1) the project sponsor
(2) project team
(3) support staff
(4) top management
(5) functional manager
(6) project manager
(7) Ministry of Construction
2.2.2 External project stakeholders
(1) competitors,
(2) suppliers,
(3) government officials
(4) concerned citizens
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2.2.3. Additional Stakeholders

(1) The Republic of the Union of Myanmar

(2) The Republic of Korea(South Korea

2.3 Determine Stakeholder Needs

As early as possible, this project development team assigns team members to contact local,
regional, state, and federal agencies. By working with these agencies from the earliest stages, the
project team reduces the chance of conflict at critical times.

2.4 Identify Communication Methods and WBS Products

This project development team members and stakeholders use different communication
methods at particular times during this project lifecycle. This project development team uses the
work breakdown structure product list to identify the products that may be needed on this project.

This project development team identifies:

- Who produces the product

- Who receives the product
- The method of product transmittal

3.Communication Management Plan

The Yangon-Dala bridge project communication plan includes the information needed to
successfully manage project product deliverables. This project communication management plan
includes the following:

3.1 Community Involvement

The regional government held a meeting with Hluttaw representatives(senators), officials from
the Ministry of Construction, Myanma Port Authority and private port management operators on 4
May 2017. At the meeting, they discussed this project which will connect downtown Yangon with
Dala Township.The regional government and departmental officials approved construction of the
Yangon-Dala river crossing bridge with the original bridge design of 49 meters in height. The bridge
will connect Phone Gyi Street in Lanmadaw with Dala. The Yangon-Dala river crossing bridge will be
built with an aim to enable the local people in Dala, Twantay, Kawhmu and Kungyangon and
Ayeyawady Region to travel For Dala Township constitiuency.
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3.2 Communication Methods

The Project Manager schedules formal monthly project development team meetings during this
project life cycle phases. Notices/invitations are sent out through Emails,mobile phones,faxes.
Meetings are held in the meeting rooms at Ministry of Construction,Napyitaw and at this project
site,Dala township,Yangon. Notes will be taken and distributed to the project development team
members.Before planning a meeting, the project manager or assigned project development team members
should consider the communication objectives carefully and choose a meeting format that will meet the
objectives.

Method Purpose Responsibility Frequency Audience

Project Develop a formal baseline Project Weekly until Project
development workplan, which is used to manager Baseline manager and
team meeting define,monitor, and manage Workplan is all
project execution. signed stakeholders
Identify the basic task
elements of a project and
assess the resource needs for
delivering a project within an
assigned time frame.
Project Communicate changes in Single focal Weekly at Project
Management Department policy or point Designated manager and
senior staff procedures, time functional
meeting manage program managers
expectations, and enhance
training processes.
Project status Report status and progress of Single focal Monthly at Project
review meeting scheduled milestones and point designated manager,and
activities. time database
Identify and discuss problems administrative
and solutions for project staff
obstacles.
Project team Report project status and Project As needed Project
meeting progress of scheduled manager (weekly, manager,
milestones and activities. monthly, functional
Identify and discuss project quarterly,or managers,
issues and corrective actions. ad hoc) and task
managers
working on
the specific
project
Office meeting Report status and progress of Project Weekly Office
projects and scheduled tasks. manager, supervisor
Identify and discuss office functional and staff
related issues. manager, or
task manager
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Purpose Responsibility Frequency Audience

Method
External Involve external customers Project As needed All
customer and suppliers in the project. manager, stakeholders
and/or supplier functional
meeting manager, or
task manager
Project Internet Report status and progress of Webmaster As needed All
site scheduled milestones and stakeholders
activities

Teleconference Communicate changes in Varies Weekly at manager,

Department policy or designated DDDPPM
procedures, manage program time
expectations, and enhance
training processes.
Report status and progress of
scheduled milestones and
activities.
Identify and discuss problems
and solutions for project
obstacles.
Varies
Correspondence Document status of action All As needed All
(letters, memos, items, decisions made, and stakeholders stakeholders
email, etc.) problems encountered
Site visit Identify and discuss problems Project As needed All
and solutions for project manager or stakeholders
obstacles. functional
manager

4.Develop a Conflict Management Strategy

The Yangon-Dala bridge project communication management plan includes a conflict management
strategy which is designed to make issues between stakeholders more manageable.The project
manager minimizes conflicts and resolves issues through constant communication with the project
sponsors, project team members, and other project stakeholders. The project manager negotiates
and/or mediates conflict resolution.The project manager encourage project stakeholders to seek
win-win solutions to their problems when possible. Because the project manager discusses and
develops a conflict management strategy before the project begins,issues are more manageable. The
project manager documents in the project record any decisions that utilize the conflict management
strategy.
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All parties agree to work cooperatively to avoid and resolve conflicts at the lowest level possible. If
disagreements which cannot be resolved emerge, the following procedure will be followed:

1. All parties involved must agree that an impasse exists

2. All parties involved must be able to respond in the affirmative to the following statements:

The position taken is legal and ethical

The position taken is good for our customers
The position taken makes efficient use of resources
Each party accepts full responsibility for the position he/she is taking
The position taken works towards meeting project delivery goals

When the parties at the lowest level are unable to come to a solution, the problem must be escalated
to the next working level.

This process supplements the MOU for project delivery between Ministry of Construction and the
construction company concerning Yangon-Dala bridge project. This document, developed jointly by
MOC and the construction company concerning Yangon-Dala bridge project, is intended to provide a
framework for resolving conflicts between the parties, should they arise and an impasse has occurred
between the parties.

PRINCIPLES

MOC and the construction company concerning Yangon-Dala bridge project share the following
principals in the resolution of conflicts:

1. The efficient delivery of effective, appropriate projects is the primary goal of both parties
under this MOU.

2. The parties will focus on their common goals rather than differences.

3. Win/win solutions to conflicts should be sought.

4. Differences of opinion are okay.

5. Timely, open honest communication is the key to avoiding and resolving conflicts.

6. Decisions should be made and conflicts should be resolved at the lowest possible level.
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DECISION PROCESS

The attached Conflict Resolution Plan matrix is to be followed to identify the process by which
unresolved issues may be elevated to a higher decision authority.

construction company MOC participant for MOC Participant for

Level
Participant single-project issues Program-wide issues
1. Decision timeframe Dist. Div. Chief for
Program Manager Project Manager
1-15 days Program/Proj. Mgmt.
2. Decision timeframe Dist. Div. Chief for
Executive Director District Director
16-30 days Program/Proj. Mgmt.
3. Decision timeframe
Agency Board District Director District Director
31-90 days

If the 90-day limit is reached, the construction company may submit a written request for further
review by MOC to the District Director. The request must describe the position of the construction
company on the issue. The District Director will forward the construction companys request to the
MOC Division Chiefs for Yangon-Dala Bridge Project Management. In addition, the District Director
will provide a report describing the steps taken to attempt to resolve the issue. This report should
provide an issue overview, a discussion of the items that are in dispute with references to sections in
policy manuals and memos that support the Districts position, and a District recommendation on
the issue.

A meeting may be convened, by either the MOC the Program Manager for Project Management to
consider the issue, and include the construction company and District representatives. If a solution
is reached that is agreeable to both parties, the agency and the District will work to implement the
solution. If the agreement is not achieved, the issue may be addressed to MOC for consideration. All
decisions and agreements should be documented fully and a copy should be kept in the PM project
files.

5.Distribute Information
Proper information distribution makes information available to this project stakeholders in a timely
manner. The more information stakeholders have regarding this project or deliverable, the less likely
last minute conflicts, changes, or complaints will affect this project.This project development team
members use a variety of communication methods to deliver project information, including
meetings, telephone calls, email, voicemail, radios ,the Globel New Light of Myanmar
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newspaper,MRTV channel,Myawady TV channel,Skynet TV channel,Ministry of Construction website

and Ministry of Information website.

6.Report Communication Performance

The Communication Plan is reviewed continuously throughout the project to ensure that it remains
effective.Periodically, the project manager asks the project stakeholders if the project
communication is sufficient to suit the stakeholders needs. In some cases, project stakeholders may
need greater detail or more frequent delivery. In other cases, certain stakeholders may need
summary information, or may request notification only if problems arise.
To evaluate and report communication performance:
Step Action
1 Review the project communication plan
2 Solicit feedback from the project stakeholders, verbally or in writing, as to whether
the current information or communication method is adequate,based on the
following criteria:
- Type of information
- Frequency of information
- Depth/detail of information
- Format of information
- Method of transmittal
3 Discuss the stakeholder feedback with the project development team(PDT).
4 Update the project communication plan if needed

7. Cultural Dimensions
All stakeholders should know cultural dimensions of Myanmar and South Korea to make
Myanmar-Korea Friendship Bridge (Dala) project successful.
(1) Power distance index (PDI)
(2) Uncertain avoidance index (UAI)
(3) Masculinity index (MAS)
(4) Individualism (IDV)
(5) Long-term orientation (ILO)
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7.1 Cultural Dimensions of Korea

7.2 Cultural Dimensions of Myanmar

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8.Conclusion
Myanmar-Korea Friendship Bridge (Dala) Constructionof building a bridge over the Yangon River
(also known as the Hlaing River) will connect the Yangon and the Dala areas. When completed, the
Friendship Bridge will be a substitute for ferries, the only available transportation system at the
moment. The construction is expected to contribute to a balanced growth between the undeveloped
Dala region and developing Yangon city. At present, logistics of the project area is carried out solely
by waterborne transportation. But the completion of the project will link the inner circular road
system to Highway No.1, playing a big role in developing the local Yangon economy, including Yangon
and Dala areas. The structure will also facilitate exchanges of people and physical distribution,
thereby bettering undeveloped conditions of Dala. At the request of Ministry of Construction (MOC),
the Republic of Korea was commissioned for the construction of the Friendship Bridge, funded by
Economic Development Cooperation Fund (EDCF) loan. The Korean government conducted the
feasibility study for the project in 2013. The bridge will contribute to the development of Myanmars
regional communities but also broaden recognition of Korea and its technological excellence among
people there. All stakeholders,the project manager and project development team must follow and
implement this commumication management plan to be a successful project.
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