The lessons learned meeting was an internal meeting with my own team, the client also the design consultants. The purpose of that meeting was to identify why certain design elements had changed/were being rejected by the client and how we could better serve the client and add value.

Although we were not involved in developing the initial brief, working as a subcontractor on the time at Poplar under a design and build contract we still have a responsibility to develop the design inline with the design intent and information provided. There were some contradictions as although the client knew what they wanted, they had not conveyed this properly throughout the development of the brief & stage 2-3 design approvals. So the design intent developed did not totally align with what the client wanted as an end state.

Some Tangible examples included:

1) Utilisation of the space to maximise ROI by incorporating additional bike racking, bathrooms, wardrobe

2) Sustainable initiative to drive better efficiencies – Installation of additional EV chargers, Rainwater harvesting & the district heating system

Utilisation of the space to maximise ROI by incorporating additional bike racking, bathrooms, wardrobe

Sustainable initiative to drive better efficiencies – Installation of additional EV chargers, Rainwater harvesting & the district heating system

Scope creep in project management is when changes are made to the scope that don't aid in its successful completion. Creep can be caused by stakeholders making requests or team members making unauthorized changes. Scope creep can cause a project to fail, so is an important concern of project managers.

Scope creep can be avoided by making sure a robust change control process is followed throughout the project to ensure any changes are assessed on time, cost and any risk impact it could have on delivering a successful project

As the client had not conveyed all of their requirements properly, the consultants design did not seem to capture all of their requirements. This they meant that the client were rejecting the signing off of drawings and were requesting for additional changes to the current design.

This is a workshop that looks to drill down into the detail of the project brief to ensure all requirements have been identified and that all member of the project team understand the project in sufficient detail to commence the design.

5. Establish better communication between the project and design team, which allows for the flow of information

2. The Employer’s future operational expenditure – The change from radiators to underfloor heating was driven for both sustainability and lower operating costs as plant running more efficiently. This was not clearly highlighted with the client only referring to ROI on sales. Radiator systems are generally cheaper to install which is why the consultants based their original design on this which was in line with the clients ROI statement but not from a continual operational perspective.

1. A list of the Employer’s goals and objectives for the project – Although it was highlighted in the employers requirements regarding maxmising ROI, it did not demonstrate how this would be achieved or any tangible examples of how they would expect to achieve this. The scope creep came in once the client started requested additional toilets in apartments, additional bedrooms in apartments as well as additional bike racking facilities were required.

As the customer were Lloyds bank, they had operated with the original printing facilities for several years and wanted to continue to use these facilities in their new demise.

LCC is an objective method for measuring and managing the lifetime costs of any project or asset. In construction, it enables design option to be compared from a lifetime perspective with a view to understand and reduce overall costs associated with owning and/or operating the asset.

The FM team looked at the life expectancy of the plant against how long it had currently been used for. They also conducted a survey on the plant and reviewed the maintenance history to identify if there had been any defects highlighted over its total working lifespan.

It may be the case that a component or element of the design has a high capital cost, but its maintenance and replacement costs are significantly less than a cheaper capital cost alternative

High severity as if the printer failed it would distrub business as usual for Lloyds

High Likelihood as the FM team identified the printer was at its end of life