6 Glamorgan – Toronto Community Housing Mechanical & Electrical Upgrade (SHAIP)

I led the mechanical and electrical system upgrade project at 6 Glamorgan Avenue for Toronto Community Housing. The project was part of a capital improvement initiative to modernize aging building infrastructure, improve system reliability, and complete the work safely within an occupied residential building. The project had to stay aligned with the approved scope, schedule, and budget while minimizing disruption to tenants and maintaining building operations. I led the planning stage by identifying key stakeholders, including Toronto Community Housing representatives, facility management, engineering consultants, subcontractors, technical specialists, and tenant representatives. I managed stakeholder engagement meetings to define the project objectives, scope boundaries, tenant impact considerations, project requirements, and success criteria. I also helped establish the project charter and moved the project into detailed planning once authorization was received. I led the development of the project management plan, including the scope, schedule, cost, quality, communications, procurement, risk, and stakeholder engagement plans. I created the WBS and WBS dictionary to break the mechanical, electrical, procurement, tenant coordination, testing, and closeout work into clear work packages. I developed the schedule baseline using activity sequencing, duration estimating, schedule network analysis, and critical path review. I also built the cost baseline using three-point estimating, subcontractor pricing, and cost aggregation based on the WBS. I identified project risks, documented them in the risk register, and reviewed probability and impact to prioritize the most important risks. For the mechanical and electrical upgrade work, I managed the contractors and technical specialists responsible for the system installations and related construction activities. I managed procurement by preparing bid documents, reviewing proposals, supporting vendor and subcontractor selection, negotiating scope details, and finalizing contracts. During construction, I managed project meetings, reviewed progress, tracked issues, reviewed upcoming work, and kept the project team aligned with the approved scope and schedule. Because the building remained occupied, I also managed construction sequencing, access requirements, communication with building representatives, and work planning to reduce disruption to tenants. Throughout the project, I monitored progress using schedule reviews, cost tracking, variance reviews, and performance reporting. I maintained the issue log, used root cause analysis to resolve problems, and updated the risk register as new risks or site conditions came up. I managed change control by reviewing the impact of proposed changes on scope, schedule, cost, quality, and tenant disruption before approvals were issued. I also managed quality control through inspections, system testing, deficiency reviews, and corrective actions to make sure the work met the project specifications. I led project closeout by verifying deliverables through inspections, measurement, testing, commissioning review, and client walkthroughs. I managed final documentation, including commissioning reports, as-built drawings, system manuals, deficiency closeout records, and project files. I also led lessons learned discussions and archived the project records for future reference. The project was completed within the approved schedule and delivered improved building system performance, reliability, and long-term operational value for the residential facility.