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Managing Projects Level 2 - Coggle Diagram

- - - - Stage 3 - Spatial Coordination
        
        2) Initiate Change Control Procedures
        
        3) Prepare stage design programme
        
        4) Planning application
        
        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
      - Stage 4 - Technical Design
        
        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
      - Stage 2 - Concept design
        
        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
      - Stage 5 - Manufacturing and Construction
        
        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)
      - Stage 1 - Preparation & briefing
        
        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
      - Stage 6 - Handover
        
        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
      - Stage 0 - Strategic Definition
        
        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
      - Stage 7 - Use
        
        1) Implement Facilities Management and Asset Management
        
        2) Undertake Post Occupancy Evaluation of building performance in use
        
        3) Verify Project Outcomes including sustainability Outcomes
    - - 1) Stage name changes
        a) Stage 1 - Preparation and brief to Preparation and briefing
        b) Stage 3 - Developed Design to Spatial Coordination
        c) Stage 5 - Construction to Manufacturing and Construction
        d) Stage 6 - Handover and close out to Handover
        e) Stage 7 - In use to Use
      - 2) Changes have been introduced in relation to the digitisation of the industry, modern methods of construction, increasing awareness of ethics, the importance of sustainability, the value of aftercare and different approaches to the timing of planning applications and procurement.
      - 3) New Sustainability project strategy
      - 4) Improved guidance on planning process, procurement and information requirements at each stage
      - 5) Set out detailed stage descriptions and new guidance on core project strategies
  - - - Stage 0 Strategic Definition – Understanding and collating of clients requirements from the statement of need and workshop with the client. Help identify initial project risks and outline budget with commercial team. Undertake appraisal of pervious similar projects and present an options appraisal of how to deliver this project.
      - Stage 1 Preparation & Briefing – Help define what the project brief which will include defining project outcomes, sustainability outcomes, quality aspirations and spatial requirements. Undertake feasibility studies, prepare project programme, conduct site surveys as necessary and prepare PEP.
      - Stage 2 Concept design – Monitor design process to ensure this remains on programme. Help align the design with client requirements on time, cost and quality. Monitor any changes on the project and record on change control template. Manage the risk register.
      - Stage 3 Spatial Coordination - Monitor design process to ensure this remains on programme. Help align the design with client requirements on time, cost and quality. Monitor any changes on the project and record on change control template. Manage the risk register. Manage any value engineering that is required within the project.
      - Stage 4 Technical Design - Monitor design process to ensure this remains on programme. Help align the design with client requirements on time, cost and quality. Monitor any changes on the project and record on change control template. Manage the risk register. Manage any value engineering that is required within the project.
      - Stage 5 Manufacturing and Construction – Ensure long lead procurement items have been ordered. Manage the project in terms of time, cost & quality. Prepare site logistics plan, finalise programme of works for the construction phase. Manage tender and appoint contractors. Contract administration if required. Manage project commissioning
      - Stage 6 Handover – Contract administration, ensuring all commissioning paperwork is in place. Ensuring any defects are rectified before handover. Ensuring O&Ms have been produced and issued.
      - Stage 7 Use - N/A
- - - - The Project Execution Plan is the core document for the management of a project and defines the policies and procedures to be followed to achieve the Client's objectives.
        It is a live document that enforces discipline and planning and forms a basis for:
        • Sign off by the Client body at the end of the feasibility & strategy stages.
        • An aid for funding.
        • A modus operandum for the project team.
        • An information and 'catch up' document for prospective contractors
    - - Project Summary & Key Information.
      - Summary of Objectives.
      - Project Directory.
      - Organisational structure.
      - Communication structure.
      - Health & Safety procedures.
      - Approvals and instructions.
      - Change Control.
      - Programmes.
      - Progress and Reporting.
      - Cost management.
      - Design management.
      - Risk Management.
      - Contract / Procurement.
      - Construction issues.
      - Payment procedures.
      - Completion / Handover
  - - - RFI stands for : “Request For Information” and it is one of the most fundamental processes/tools for construction management of any type and size of a project today.
        Every RFI is basically a question to another stakeholder of the project asking for more information, clarifications, additional details or anything else that is not clear in any other document (Design Drawing, Specifications, Standards, Contract etc) or requesting a change on materials, method or design.
    - - RFI response time was 10 working days from when the RFI was raised on Asite
- - - - Value Engineering is a method used to eliminate any unnecessary costs in order to achieve value for money on a project.
    - - Design engineers would adopt specification plant within design and coordinate with the services & verify calculations, so they knew this design was sufficient
      - They then sourced alternative plant/products from manufacturers that delivered the same specification/output or better but were cheaper to buy/install/maintain/lower operating costs.
      - They would run those plant selections through the design calculations, if they passed the design verification calculations the engineer would then put a report together highlighting what the benefits would be for proceeding with the alternative.
      - I would then present these reports to the client in our DTM meetings emphasising on the benefits from both cost or/and time and/or operational for review/approval.
      - If this was of interest to the client we would submit formally to the Client QS and Employers agent.
      - If accepted the employers agent would issue out the instruction to proceed with the alternative piece of plant
  - - - Changing Manufacturer of Small Power outlets
      - Lighting control system to conventional switching
      - Changing from Radiators to under floor heating
  - - - The original manufacturer was Wandsworth, the alternative was Knightsbridge. Wandsworth are a luxury brand of small power outlets along with the likes of Focus SB as they are in the market for a certain type of client.
  - - - The £30,000 saving was qualified by our QS collating quotations from various manufacturers based on the known quantities for the project. There were several other manufacturers that offered some form of saving against the original specified product although Knightsbridge seemed to be the most competitive.