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APMP_Strategic Definition

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Emmeten Planningdesign
Emmeten Planningdesign

The document provides a project plan for regenerating the railway at Berzozil. Key points include: - The project aims to develop a new 21st century railway station that regenerates the local community and rationalizes existing sidings to provide development land for future projects. - A stakeholder analysis identifies internal and external stakeholders that will be impacted by the project. - Concept proposals show plans for the site including regenerating industrial land and maintaining a strong community hub. - The project plan outlines the work breakdown structure, risk analysis, program of work, procurement strategy, and review and closure processes to deliver the project objectives.

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STRATEGIC DEFINITION Bassi Edelberto APM, Emmten
Presentation Summary
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
3. Proposed Development Site Plan – As Existing
3. Proposed Development Concept Proposal
t 3. Proposed Development - 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
3. Proposed Development Site Plan - As Proposed
4. Project Plan
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 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 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. 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 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 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 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.
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 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 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.
- 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. 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
• 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. 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. PR and Marketing Strategy x. Review and Closure Process. 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 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.

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APMP_Strategic Definition

  • 3. 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.
  • 4. 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.
  • 5. 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
  • 6. 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.
  • 7. 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:
  • 8. 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.
  • 9. 3. Proposed Development N Large Scale Site Plan – As Existing
  • 10. 3. Proposed Development Site Plan – As Existing
  • 12. t 3. Proposed Development - 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
  • 13. 3. Proposed Development Site Plan - As Proposed
  • 15. 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.
  • 16. 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
  • 17. 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.
  • 18. 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.
  • 19. 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. 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.
  • 20. 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 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.
  • 21. 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 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.
  • 22. 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 Project PERT
  • 23. Construction Phase - Programme Network 4. Project Plan
  • 24. 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 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.
  • 25. - 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. 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
  • 26. • 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. 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. PR and Marketing Strategy x. Review and Closure Process. 4. Project Plan
  • 27. 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 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.