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Development/Project Brief Level 3 - Coggle Diagram
Development/Project Brief Level 3
Poplar - Lessons Learned (Client Vagueness)
Lessons learned workshop
This meeting does not seem to align with your roles & responsibilities on the project. Could you please provide further details?
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
Client Vagueness
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
How was this slowing down design sign off?
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.
Scope Creep
What is scope creep?
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.
How Can scope creep be avoided?
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
Client Project Briefing Workshops
What are client project briefing workshops
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.
What are the benefits?
Provide a programme that highlights critical dates
Establish an agreed method of working
Identify project constraints at the inception of the project
Confirm the validity of the information with the client
Establish better communication between the project and design team, which allows for the flow of information
Employers Requirements
What employers requirements were vague?
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.
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.
Cobalt - Utilising Existing Printers
Why did they want to re-use their old printing facilities?
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.
Life-Cycle Costs (LLC)
What are life cycle costs (LLC)?
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.
How was the lifecycle analysis conducted?
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.
Where can you get information about maintenance costs?
1) Building Cost Information Service (BCIS)
2) Pricing books such as Spon's
3) Contractors and subcontractors
4) In-house data
5) Previous projects
How can LLC be used in a value engineering exercise?
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
Key cost categories to consider
1) Construction costs
2) Maintenance costs
3) Operation costs
4) Occupancy costs
5) End of life costs
6) Non-construction costs (Land, fees, etc)
7) Income
8) Externalities
Risk
How was this risk presented on the Cobalt Project? (Likelihood x Severity)
High severity as if the printer failed it would distrub business as usual for Lloyds
Identified on a risk register as a high risk rating
High Likelihood as the FM team identified the printer was at its end of life