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Managing Projects Level 3 - Coggle Diagram
Managing Projects Level 3
Woodwharf - Lessons Learnt Meeting
Several elements of the design and installation cost
Please give some tangible examples of what elements were going to run over on cost and programme on the Woodwharf project?
Mechanical pipework (Wielded Mild Steel)
Programme
– As wielded steel was original specified, this added on considerable time as all pipework was manufactured off of site, if there were any wrong lengths that did not fit, they would need to be taken back off of site and readjusted to suit which added more time on for installation
Cost
- Due to the nature of the building being a high rise (58 stories), it was important that the product chosen was competitive on cost. Wielded steel was specified due to the concerns around pipe pressures, although there were cheaper alternatives which still delivered the same output the client wanted to stick with Wielded steel for the original project. The cost of steel started to increase during COVID.
Electrical containment (Trunking, conduit and singles above a ceiling void)
Cost
– The design consultants over engineered a large part of the project but specifying enclosed containment above closed ceiling voids.
Programme
– The specified design added on a greater deal of time onto the programme as installation time was more than double alternative options.
Key constraints and identified several different solutions
Please give some tangible examples of what the key constraints were and the several solutions proposed for the Woodwharf lessons learned meeting?
Canary Wharf Commercial fit out policies utilised in their residential projects
Solution
– Adopt a more residential friendly approach to the design, I demonstrated on areas of contention like landlord corridors and front of house areas both clear saving opportunities on cost and time.
Constraint
- This meant that for the most part, a lot of the M&E services were over engineered in places i.e. all installation was treated as surface installation no matter where it was installed on the project. This added both unnecessary cost and time onto the project
Keeping all data infrastructure separate on the project
Constraint
– This meant that a backbone for each service would need to run up the riser which added additional cost, time and sequencing of works for multiple trades
Solution
– Run a fibre backbone up the riser that can accommodate all infrastructure requirements. They wall will be separate and secure but will facilitate the need to only run 1 cable up the building rather than potentially 6.
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.
Give some examples of how you can avoid scope creep on a project?
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
Lessons Learned Meeting
What is the purpose of a lessons learned meeting?
To review a recent failing or success on a project to:
1) Put a procedure in place to prevent the failing happening again
OR
2) Review the success and share with others
What is the structure of a lessons learned meeting?
Questionnaires sent to the project team prior to the workshop to compile their views on project success/failure. The questionnaire could include:
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?
What was the contents of the lessons learned report?
What went well
Achieved design intent in a 58 storey building with no secondary plant room required
What didn't go so well
Adopting Client policy on enclosed electrical containment above ceiling voids. Caused unnecessary programme and design coordination constraints
What should be done differently
Not adopting client policy on enclosed electrical containment above ceiling voids as this increased the installation duration and caused unnecessary coordination problems in the ceiling voids
Project goals attained?
The project was not handed over on time. This was due to early façade issues which affected progress for other trades. We identified that certain elements of works could be sequenced so that the façade did not become a critical path item for our element of works
Poplar - Value Engineering (VE)
VE
What elements of plant was VE explored on other than the heating system?
Changing manufacturer of the small power outlets
Changing of lighting control system in the apartment to conventional switching with dimming control
Energy Centre Plant
What plant did this include?
Condensing Boilers Vs Heat Pumps
Pumps
Thermal Stores
An average annual saving of 5% on a 3000-home development over the life expectancy of the plant
How was this quantified? What was the energy/money savings?
The design engineer conducted a desktop survey on the predicted occupancy schedule and thus energy usage over a typical year in the geographical location. This gave a figure of the predicted heat output required and thus the energy used that year if the condensing boilers were to remain. The design engineer then did a like for like desktop survey but instead swapped out the condensing boilers for the air source heat pumps, this identified that for the same heat output required over the course of the year, the actual plant required 5% less energy in order to do so.
Why was the calculations done on the whole scheme when you was only working on phase 1?
With client care in mind, we wanted to demonstrate best value for the client by not just thinking about phase 1, but about all the subsequent phases as well. The main condensing boilers were part of the district heating for the project so the decision around what plant to use now, was very important to consider for the future phases.
Increase their overall ROI on the development .
Client Rejected the proposal for phase 1
Why did the client decide to stick with condensing boilers on phase 1?
As these talks about utilising different heating plant came quite late on in the design portion of the project, the client didn’t want to delay the procurement of the proposed heating system as this would be on the critical path to getting heat on and achieving a sectional completion date.