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Managing Projects Level 1 - Coggle Diagram

- - - - 1) Understanding of the client's requirements and the development/project brief
      - 2) Understand the reasons for any changes to the client's requirements and the development brief
      - 3) Understand the reasons for the chosen procurement route and the actual and planned performance of the project team
      - 4) Understand the project team structures and procedures
      - 5) Understand the reasons for any design, cost and programme variations
      - 6) Understand the project risks and any unforeseen problems
    - - 1) Brief description of the object of the project
      - 2) Summary of amendments to the original project and their reasons
      - 3) Brief comment on project form of contract and other contractual/agreements provisions.
      - 4) Organisation structure, its effectiveness and adequacy of expertise/skills available
      - 5) Master schedule: project milestones and key activities highlighting planned versus actual achievements
      - 6) Unusual developments and difficulties encountered and their solutions
      - 7) Brief summary of any strengths, weaknesses and lessons learned with respect to
        
        Cost Scheduling
        
        Technical Competency
        
        Quality
        
        H&S
        
        Sustainability
      - 8) Did the project fulfil and meet the client's needs
      - 9) Further improvements for a better value for money basis
      - 10) Improvements that could be made
    - - Purpose is to review effectiveness of
        1) Cost & Budgetary controls
        2) Claims procedures
      - What is included in a cost & time study?
        
        1) Authorised and final cost
        
        2) Planned against actual costs (S-Curves) and analysis of original and final budget
        
        3) Impact of Claims
        
        4) Maintenance of necessary records to enable the financial close of the project
        
        5) Identification of time extensions and cost differentials resulting from changes
        
        6) Brief analysis of original and final schedules, including stipulated and actual completion date; reasons for any variations
    - - Workshop
        
        Questionnaire
        
        Questionnaires sent to the project team prior to the workshop to compiler their views on project success
        
        1) What worked well for this project or the project team?
        
        2) What didn't work well for this project or the project team?
        
        3) What should be done over or differently?
        
        4) What surprises did the team handle during the project?
        
        5) What project events were not anticipated?
        
        6) Were the project goals attained? If not, what changes would help to meet goals in the future?
        
        Meeting Structure
        
        1) Introduction (Brief/Client objectives)
        
        2) Go through key points raised by the questionnaire
        
        What went well
        
        What didn't go so well
        
        Look forwards not backwards
        
        Honest assessments/Constructive criticisms
        
        3) Lesson learnt
        
        Strengths & Weaknesses of the project
        
        New or revised procedures
        
        Changes to project structure
        
        Improvements to quality and time of information
        
        New ideas/innovations
        
        4) Conclusion/learnings to take forward
        
        Purpose - The principles of a lesson learnt workshop are to evaluate the success of a project and to generate learning points, both positive and negative, from the experiences on the project to take forth onto other projects.
        A report would be produced at the end of the process and distributed to the team / client.
- - - - 1) A measure of project/project team against agreed criteria
      - 2) Enables the client to assess performance of the project/team
      - 3) Allows project teams to benchmark their performance in areas that are critical to project success
      - 4) Allows continuing improvements of projects and teams across a programme of works
      - 5) Its a measurement of framework that address
        
        Financial perspective
        
        Customer perspective
        
        Internal business process perspective
        
        Learning & growth perspective
    - - By comparing project and company goals to the industry
    - - 1) Planning - Establish what need to be improved. Has to be important to you and your client and also determine the data collection method
      - 2) Analysis - Gather data and determine the current performance gap. This could be against a competitor, in industry or internally and identify the reasons for the difference
      - 3) Action: develop and implement improvement plans and performance targets
      - 4) Review: Monitor performance against the performance targets
      - 5) Repeat: repeat the whole process. Benchmarking needs to become a habit if you are serious about improving a performance
    - - 1) Client Satisfaction
      - 2) Competence
      - 3) Teamworking
      - 4) Productivity
      - 5) Profitability
      - 6) Construction Time
      - 7) H&S
      - 8) Impact on Environment
      - 9) Whole Life Performance
      - 10) Employee Satisfaction
  - - - 1) Involves someone who is not directly involved in the project undertaking a review at key points in the project with the aim to pick up any potential issues before they develop.
      - 2) Ensures that the service is being delivered to the required standard
      - 3) Has the value of bringing a new pair of eyes to the project
    - - 1) Ensures an appointment/contract is in place
      - 2) Ensures internal QA procedures are being adhered to
      - 3) Identified risks and opportunities
      - 4) Reviews project progress
      - 5) Compares works undertaken against the agreed scope
      - 6) Identifies lessons learnt/actions
- - - - 1) Undertake design studies, engineering analysis and cost exercises to test Architectural Concept resulting in spatially coordinated design aligned to updated cost plan, project strategies and outline specification
      - 2) Initiate Change Control Procedures
      - 3) Prepare stage design programme
      - 4) Planning application
    - - 1) Develop Architectural and engineering technical design
      - 2) Prepare and coordinate design team building systems information
      - 3) Prepare and integrate specialist subcontractor Building systems information
      - 4) Prepare Design stage programme
    - - 1) Prepare Architectural Concept incorporating Strategic engineering requirements and aligned to Cost Plan, Project Strategies and Outline Specification
      - 2) Agree Project Brief Derogations
      - 3) Undertake design Reviews and Client Project Stakeholders
      - 4) Prepare stage design programme
    - - 1) Finalise Site logistics
      - 2) Manufacture Building Systems and construct building
      - 3) Monitor Progress against Construction programme
      - 4) Inspect Construction Quality
      - 5) Resolve Site queries as required
      - 6) Undertake commissioning of building
      - 7) Prepare Building Manual (O&Ms)
    - - 1) Prepare Project Brief including project outcomes, sustainability outcomes, quality aspirations and spatial requirements.
      - 2) Undertake feasibility studies
      - 3) Agree project budget
      - 4) Source site information including site surveys
      - 5) Procurement strategy to be chosen
      - 6) Prepare project programme
      - 7) Prepare Project Execution plan
    - - 1) Hand over building in line with plan of use strategy
      - 2) Undertake review of Project performance
      - 3) Undertake seasonal commissioning
      - 4) Rectify Defaults
      - 5) Complete initial aftercare tasks including light touch Post occupancy evaluation
    - - 1) Prepare Client Requirements/Strategic brief
      - 2) Develop Business Case (review project risks and budget)
      - 3) Review Feedback from previous projects
      - 4) Undertake Site appraisals
    - - 1) Implement Facilities Management and Asset Management
      - 2) Undertake Post Occupancy Evaluation of building performance in use
      - 3) Verify Project Outcomes including sustainability Outcomes
- - - - Communications protocol
      - Document management plan
        
        Details the way in which documents will be managed, circulated, distributed and sorted on the project.
      - Invoicing protocol
        
        Details the way in which consultants will need to submit their invoices to the PM for review for them to be processed for payments
      - Cost Management
        
        This details how the costs will be managed on the project and the PEP will note that the cost management team will be responsible for managing costs. A separate cost report will be issued by the cost management team to monitor progress against the budget.
      - Change control process
      - Stakeholder Management Plan
      - Programme of Works
      - Project Summary, definition, aims & objectives
      - Roles & Responsibilities
- - - - 1) Programming and planning
      - 2) Monitoring and Review
      - 3) Risk Management
      - 4) Change Control
      - 5) Approval process
      - 6) Cost control
      - 7) VM and VE
      - 8) Understanding the team
      - 9) Sharing Knowledge
      - 10) Information exchange
      - 11) Procurement
  - - - 1) Quality planning - this is the quality management plan that should be outlined in the PEP and the ERs
      - 2) Quality assurance - this is the process outlined of how the quality will be checked and assured which usually includes a quality audit. This gives the client the confidence in the quality of the works
      - 3) Quality control - This is the actual inspection and testing to ensure quality
      - 4) Continuous improvement - Taking on lessons learned and feed that back into the process. Specifically tightening up requirements for quality to ensure the re-work/snagging is reduced
    - - Definition - This is a certified management system for organisations who want to prove their ability to consistently provide products and services that meet the needs of their customers and other relevant stakeholders.
        ISO 9001 is a standard that sets out the requirements for a quality management system.
      - Main Principles
        
        1) Customer focus - Meet the customer requirements and to strive to exceed customer expectations
        
        2) Leadership - Leaders at all levels establish unity of purpose and direction and create conditions in which people are engaged in achieving the organisation's quality objectives
        
        3) Engagement of people -Competent, empowered and engaged people at all levels throughout the organisation are essential to enhance its capability to create and deliver value
        
        4) Process approach - Consistent and predictable results are achieved more efficiently and effectively when activities are understood and managed as interrelated processes that function as a coherent system
        
        5) Improvement - Successful organisations have an ongoing focus on improvements
        
        6) Evidence-based decision making - a. Decisions based on the analysis and evaluation of data and information are more likely to produce desired results
        
        7) Relationship management - For sustained success, an organisation manages its relationships with interested parties such as suppliers
  - - - Definition - Value management is a method of highlighting possible opportunities to create value within a project and subsequently managing those solutions to ensure value is continuously delivered. It encompasses the whole life cycle of a project, from design to completion and beyond.
      - Main Elements to consider
        
        1) Costs - Whole lift costs to be understood. As an example some initial sizeable costs could be justified and explained if it reduces future maintenance costs.
        
        2) Time - time or programme issues could often be a major problem on a scheme. This could cause funding problems and in fact increases overall scheme costs
        
        3) Function - this is the wants and needs of the stakeholders, with some being essential 'must haves' and whilst others being less important. All options must be considered in an effort to ensure true value management
    - - Definition - Value Engineering is a method used to eliminate any unnecessary costs in order to achieve value for money on a project.
      - Main Elements to consider
        
        1) Team - Best utilised as a team approach to provide the optimum value on a project
        
        2) Value/cost - VE can be also associated with maximising value, not just reducing costs
        
        3) Waste reduction - VE extracts unwanted was such as water, energy, time, maintenance and reduces life cycle costs whilst providing better function, quality and sustainability.
        
        4) Better understanding - VE can provide better understanding of a brief, highlight different design solutions, and identify different construction methods to employee empowerment
- - - - Judicial Review
        
        A procedure in English Law by which the courts supervise the exercise of public power on the application of an individual. A person who feels that an exercise of such power by a government authority is unlawful/incorrect, perhaps because it has violated his/her rights, may apply to the administrative courts for judicial review of the decision.
  - - - Housing Grants, Construction and Regeneration Act (HGCRA) 1996
        
        The legislation is intended to ensure that payments are made promptly throughout the supply chain and that disputes are resolved quickly.
        
        Local Democracy, Economic Development and Construction Act 2009.
        
        This is a development from the Housing Grants, Construction and Regeneration act 1996. This legislation places a duty on local authorities to promote understanding of the functions and democratic arrangements of authority among local people.
        
        Main drivers for amending the HGCRA 1996
        
        1) Increase clarity in construction contracts
        
        2) Introduce fairer payment regime
        
        3) Encourage the use of adjudication
        
        1) The right to be paid in interim, stage or periodic payments
        
        2) The right to be informed of the amount due, or any amounts that are to be withheld
        
        3) The right to suspend performance for non-payment
        
        4) The right to adjudication
        
        5) Disallowing pay when paid clauses
        
        Scheme for Construction Contracts
        
        A scheme which applies when construction contracts do not comply with the HGCRA. It either supplements the provisions of the contract where it has deficiencies relative to the requirements of the HGCRA or replaces the contract where it is not compliant. This enables contracts to remain capable of performance whilst allowing regulatory control over their provisions.
        
        Part 1: Provision for adjudication where the contract does not comply with the requirement for adjudication
        
        Part 2: Payment
      - Planning
        
        London Plan
        
        The mayor has to produce a spatial development strategy, this is the London Plan. This is a 20-25 year overall strategic pan for London setting out an integrated economic, environmental, transport and social framework for London
        
        Types of planning obligations
        
        S106
        
        A legally binding agreement established under the Town and Country Planning Act 1990. Its a mechanism to minimise the impact of a development through payment to local authority or provision of amenity space/housing for example. They are used to mitigate or compensate for the negative impacts of a development. They are intended to make acceptable developments which would otherwise be unacceptable by offsetting the impact by making location improvements. The obligation is subject to planning permission. S106 is not always chargeable, its is only when a community is likely to be affected
        
        S278 of Highway Act 1980
        
        A section 278 agreement is a section of the Highways Act 1980 that allows developers to enter into a legal agreement with the council to make permanent alterations or improvements to a public highway, as part of a planning approval
        
        S96A
        
        S73
        
        CIL
        
        Applicable to new construction projects, this is a council infrastructure levy system that applicants must pay into. It captures the value in land gained when developer receive planning permission. The funds raised by the levy system can be used to facilitate infrastructure projects and they don't have to necessarily be in the same district.
        
        TPOs
        
        BREEAM
        
        CFSH
        
        Bicycle provision
        
        Car Park Restriction
        
        S38 of Highway Act 1980
        
        Often entered into alongside a section 278, it is an adoption of a new highway within a development, this includes infrastructure such as drains, lighting and supporting structures. This is placed onto maintenance by the developer for a period of time until adopted. Once adopted this maintenance is then taken on by the highways authority
        
        S104 of Water industry 1991
        
        Provides a mechanism for newly-constructed private sewers and pumping stations to be 'adopted' by the local sewerage authority, who will then maintain them at their own expense.
        
        Design & Access Statement
        
        Illustrates the process behind and justification of a planning application. The statement explains the principles and concepts that have been applied to particular parts of the proposed development.
        
        Planning application process
        
        Pre-Application
        
        Applicants can seek pre-application advice from the local authority. This can help/clarify
        
        1) The merits of the proposed development
        
        2) Relevant Policies and other material considerations
        
        3) Improve the quality of the planning submission and likelihood of success
        
        4) Resolve issues associated with proposed development
        
        5) Makes planning process and determination of the application more efficient
        
        6) Collaborative and open relationship
        
        7) Consultation requirements
        
        8) Planning conditions and obligations
        
        9) Information that should accompany the application
        
        10) Reduce the likelihood of delays
        
        What does a planning application contain
        
        1) Application form and fee
        
        2) Gross External Area
        
        3) Gross internal Area
        
        4) Drawings
        
        5) Location Plan
        
        6) Design and Access Statement
        
        7) Energy Statement
        
        8) Materials
        
        9) Flood Risk Assessment
        
        10) Employment
        
        11) Travel Plan
        
        12) Transport assessment
        
        13) Ownership Certificates
        
        14) Statement of Community Involvement
        
        15) Secure by Design Statement
        
        16) Architectural Survey
        
        17) Environmental Impact
        
        Assessment
        
        18) Landscape Assessment
        
        19) Air Quality
        
        20) Noise impact
        
        21) Site Waste Management Plan
        
        22) Contractors Method Statement
        
        Appeal planning application decision
        
        If you disagree with the decision or if a decision was not made within 8 weeks (13 weeks major development).
        Anyone can comment on the planning appeal up to 5 weeks from the start date of your appeal, it can take up to 19 weeks to get a response. If you disagree with the appeal, you can challenge the decision in the High Court
        
        Planning Conditions
        
        Often instead of refusing planning permission the local authority will grant permission subject to a series of conditions. These conditions imposed must be adhered to in order to be compliant with the granted planning permission
        Examples include
        1) Colour of materials
        2) Limited operating hours
        3) Landscape details
        4) Confirmation of parking provision
        
        Permitted Development rights
        
        These are certain types of work without needing to apply for planning permission, permitted by Parliament. Depending on the type of dwelling will dictate the type of permitted development rights i.e. House is not the same as a flat
        
        Called-in Planning
        
        Where the secretary of state for communities and local government take over ('Call in') planning applications from the local authority. This usually occurs if an application conflicts with a national policy
      - Building Regulations
        
        Building Regulations set the standard for the design and construction of buildings to ensure safety and health for people around them. They do not control the building process, but outline the essential standards that are to be met during building works or conversions.
        
        1) Part A - Structural Safety
        
        2) Part B - Fire Safety
        
        3) Part C - Site Preparation and Resistance to Contaminants and Moisture
        
        4) Part D - Toxic Substances
        
        5) Part E - Resistance to passage of sound
        
        6) Part F - Ventilation
        
        7) Part G - Sanitary, hot water safety and water efficiency
        
        8) Part H - Drainage and Waste Disposal
        
        9) Part J - Combustible Appliances and fuel storage systems
        
        10) Part K - Protection from Falling, Collision and Impact
        
        11) Part L - Conservation of Fuel and Power
        
        12) Part M - Access to use of Buildings
        
        13) Part P - Electrical Safety
        
        14) Part Q - Security (Dwellings)
        
        15) Part R - Physical infrastructure for high speed electronic communications networks
        
        16) Part S - Infrastructure for charging electric vehicles
- - - - Product development
      - Project implementation
      - Partnering the supply chain
      - Production of components