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Programme and Planning Level 3 - Coggle Diagram
Programme and Planning Level 3
Poplar - Energy Centre Procurement
Critical Path
Why was the energy centre plant on the critical path?
Without the energy centre plant installed and connected onto the system, the heating could not be commissioned which then meant that the sectional completion date for the handover of the first lot of residential apartments could not be sustained
Procurement risk float
What is procurement risk float? How did you quantify how much procurement risk float to add to the programme?
Procurement risk
is the potential for failures of a procurement process designed to purchase services, products or resources. Common types of procurement risk include fraud, cost, quality and delivery risks.
We did a market test with our suppliers on the plant for the energy centre and identified that on average the majority of the plant’s lead times had a potential risk to increase by 33% due to the ongoing effects around procurement. As it was still unclear on whether the current economic climate would get worse we decided to double to the lead time from the original so rather than 33% we applied 66%. In terms of weeks as an example, if something had an average lead time of 6 weeks, we then factored in an additional 4 weeks which amounted to a 10 week programme.
Critical order dates
What was the knock-on effect to the delay in getting the energy centre plant delivered?
Not being able to get heat on, which meant commissioning in the apartments could not commence
What were the dates that the plant had to be ordered by?
30th September 2021 – 10 weeks delivery (with float) = Thursday 9th December
Float Margin
How much float was added for delays?
Procurement risk float added was 66% (average of 4 weeks on most items). We added in an additional week of float for any sort of unaccounted for delays in transportation, therefore in total we had factored in 5 weeks worth of procurement/delivery risk float.
Lloyds - Long lead procurement items
High end equipment
What items were on a long lead time?
Furniture
Retractable wall
Audio Visual
Bespoke Joinery
Bespoke Lighting
Critical Path
How did you ensure the critical activities remained on programme?
I set the design team completion targets but brought the dates forward to incorporate some float in case there was more time required for design coordination, development or stakeholder sign-offs.