helpdesk@construction-productivity.co.ukhtt://www.construction-productivity.co.ukPROJECT MANAGEMENT &BUSINESS PLANNING PROCESS

*

PROJECT MANAGEMENT BUSINESS PLANNING PROCESSOrganisations under take RISK when they need to achieve their business objectives more effectively.Expand ONLY when the potential benefits out weight the risk involved.

*

PROJECT MANAGEMENT BUSINESS PLANNING PROCESSAll projects should therefore arise from a need to fulfil two main factors such as:

Specific Strategic ObjectivesAchieve competitive advantages

*

PROJECT MANAGEMENT BUSINESS PLANNING PROCESSThe business planning process hasfour essential steps: Remember MOSTMission StatementStates the reason for the organisations existence; Initiates the business planning process;

*

PROJECT MANAGEMENT BUSINESS PLANNING PROCESSObjectives are:The position; In quantities terms;In qualitative terms;that the organisation wishes to reach; Must be in a stated period of time.

*

PROJECT MANAGEMENT BUSINESS PLANNING PROCESSStrategies to consider:Design to achieve the objectives such as: A set of budgets Clear goals Achievable targets Statement for needs.

*

PROJECT MANAGEMENT BUSINESS PLANNING PROCESSCovering all aspects of the businesssuch as:People Premises Organisations Capital Cash.

*

PROJECT MANAGEMENT BUSINESS PLANNING PROCESSTactical plansIndividual plans to achieve items such as:Defined goal Operations and Projects

The plan describes how the organisationwill achieve each element of the strategicplan.

*

Tactical plans

*

PROJECT MANAGEMENT BUSINESS PLANNING PROCESS

*

PROJECT MANAGEMENT BUSINESS PLANNING PROCESSAnother way to look at Business planRemember COSTCCommitment by all concerned to the projectOObjectives being clear to all-Scope and Mission SStrategy to meet the objectives-Milestone PlanTTactical-activities found necessary to achieve to each milestone and solve Problems

*

*

*

P7

*

FUNCTION OF PROJECT MANAGEMENT FUNCTION OF MANAGEMENT TEAMThe basic Management Principles described by Henri Fayol are:To planTo organiseTo co-ordinateTo controlTo lead

*

FUNCTION OF PROJECT MANAGEMENT

*

FUNCTION OF PROJECT MANAGEMENT The function of Management Teamin more detail are:To establish the clients objectives and priorities issues such as:

brief formulation;client organisation;approval powers.

*

FUNCTION OF PROJECT MANAGEMENT Design Project Organisation Such as:organisation chart;decision point;Relationships;feed back.

*

FUNCTION OF PROJECT MANAGEMENTIntegrate Client into the projectclient organisation integrated into project organisation;people responsibilities;decision processes.

*

FUNCTION OF PROJECT MANAGEMENTSelection and appointment ofContributorsidentify contributors;identify input required;identify when input required and duration;record types of appointment.

*

FUNCTION OF PROJECT MANAGEMENTFull brief formulation processEstablish need, budget, cost plan, cost limit, procurement route.Start value engineering.Programme formulation.The overall project programme.

*

FUNCTION OF PROJECT MANAGEMENTThe phase or stage programmeThe design programme.The procurement programme. The construction programme.The commissioning programme.

*

FUNCTION OF PROJECT MANAGEMENT Activation of the relationships between contributorsEnsure contributors are brought in and integrated into the project organisation.Ensure contributors can perform as required.

*

FUNCTION OF PROJECT MANAGEMENT Establish appropriate information and communication structure by: establishing a full project procedures manual containing;description of formal communication cannel;

*

FUNCTION OF PROJECT MANAGEMENTchange requests and instructions;drawings framework;co-ordination project information system;Address index of all contributors.

*

FUNCTION OF PROJECT MANAGEMENTConvening and chairing meetings ofcontributors at all stages such as:Judging the need and frequency;Who needs to attend;Agenda setting;Minutes and action.

*

FUNCTION OF PROJECT MANAGEMENTMonitoring and controllingPro-active role;Obtaining feedback and under taking analysis;Testing outcomes to objectives and taking corrective action;Forecasting;Integrating and controlling contributors.

*

FUNCTION OF PROJECT MANAGEMENTManaging completionCommissioning programme;Training of user;As built drawings-user maintenance manuals;Strategy for occupation or disposal.

Evaluation of outcomesSuccess in achieving objectives;The final feedback loop;

*

FUNCTION OF PROJECT MANAGEMENTSYSTEMATIC APPROACH TO ANYPROJECT Royal Institute of British Architects (RIBA PLAN OF WORK)

*

TACTICAL PLANS

*

RIBA PLAN OF WORKAppraisal Carry out studies to determine the feasibility of the Client's requirement. 2A Review with client alternative design and construction approaches and the cost Implications.2B Provide information for report on cost implications.

*

RIBA PLAN OF WORKB Strategic Brief Receive strategic brief prepared by the client.C Outline Proposals 1 Commence development of Strategic Brief into Project Brief 2 Prepare Outline Proposal 3A Provide an approximation of construction costs. OR3B Provide information for cost planning.

*

RIBA PLAN OF WORK4 Obtain Client approval to Outline Proposals and approximate construction cost. 5 Co-operate with Planning Supervisor where applicable.

*

RIBA PLAN OF WORKD Detailed Proposals 1 Complete developments of Project Brief. 2 Develop the Detailed Proposal from approved Outline Proposals. 3A Prepare a cost estimate. OR 3B Provide information for preparation ofcost estimate. 4 Consult statutory authorities.

*

RIBA PLAN OF WORK5 Obtain Client approval to the Detailed Proposal showing spatial arrangements, material and appearance, and a cost estimate. 6 Prepare and submit application for full planning permission.

*

RIBA PLAN OF WORKE Final Proposals1 Design Final Proposals from approved Detailed Proposals. 2A Revise cost estimate. 2B Provide information for revision of cost estimate. 3 Consult statutory authorities on developed design proposals.

*

RIBA PLAN OF WORK4 Obtain Client approval to type of construction, quality of materials, standard of workmanship and revised cost estimate. 5 Advise on consequences of any subsequent changes on cost and programme.

*

RIBA PLAN OF WORKF Production Information 1 Prepare production information for tender purposes. 2A Prepare schedules of rates and/or quantities and/or schedules of works for tendering purposes and revise cost estimate. OR

*

RIBA PLAN OF WORK2B Provide information for preparation of tender pricing documents and revision of cost estimate. 3A Prepare and make submissions under building acts and/or regulations for other statutory requirements. OR 3B Prepare and give building notice under building acts and/or regulations (not applicable in Scotland).

*

RIBA PLAN OF WORK4 Prepare further production information for construction purposes.

G Tender documents Prepare and collate tender documents in sufficient detail to enable a tender or tenders to be obtained. Where applicable pass final information to Planning Supervisor for pre-tender Health and Safety Plan.

*

RIBA PLAN OF WORK3A Prepare pre-tender costs. OR3B Provide information for preparation of pre-tender cost estimate

H Tender Action 1 Contribute to appraisal and report ontenders negotiations. 2 If instructed revise production information to meet adjustments in the tender sum.

*

RIBA PLAN OF WORKJ Mobilisation 1 Provide production information as requested for the building contract and for construction. K Construction to Practical Completion 1 Make visits to the works in connection with the Architect's design.

*

RIBA PLAN OF WORK2 Provide further information reasonable required for construction. 3 Review design information from contractors or specialists. 4 Provide drawings showing the building and main lines of drainage and other I information for the Health and Safety File.

*

RIBA PLAN OF WORK5 Give general advice on operation and maintenance of the building.

L After Practical Completion. 1 Identify defects and make final inspections. 2A Settle Final Account. OR 2B Provide information required by others for settling final account.

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*

*