Managing Projects

Question 1

What constitutes a change, specifically looking at the 3MW Data Centre Project?

Answer 1

A change is an alteration to the scope of works that was not included in the original contract. The change management process is notset out in the contract and is the process of using a variation. Elements of the process including the use of the change control log are bespoke and based off senior projects managers on this projects previous experience working with the client. The change control log easily sets out all changes and actions associated with each change allowing the client to easily track any outstanding proposed changes before they are formally instructed under the contract as a variation.not set

Question 2

Describe the change management process on the Data Centre project.

Answer 2

The first step is to propose the change, anyone in the project team can identify a change. This person must then provide a proposal for the change which describes the change and how it will benefit the project. The person identifying the change would complete part 1 of the change request form.

The next step is to understand the impact of the change. For this project the relevant party would provide me with the costs for the proposed change, usually this is the contractor providing as assessment of the change. As the project manager I would assess the time impact the change is expecting to have on the project.

Once the initial impact assessment has been completed the QS would validate the costs proposed and ensure these are best value for money for the client.
Once I am happy the form is complete with all relevant information,the change must be approved by the client through a formal email.

Once the client provides formal email approval the change will be recorded as approved in the change log tracker and inform the QS.

The QS will then provide a formal contract instruction to formally complete the change and allow the contractor to implement the change.

Question 3

What are the benefits of having a robust change control procedure on your projects?

Answer 3

• Change control is the administrative process that implements the contract mechanisms for instructing change.
• Process must adhere to the contract requirements for notification and approval of change by the identified parties.
• It is a critical part of a well-run and audited project.
• Any potential change should go through this process before an instruction is given so that the employer feels they are able to make informed decisions.
• Also prevents the contractor acting on changes that they believe were instructed, only to find out that they were not actually communicated to the employer.
• The change control system should not be too cumbersome so that it deters the project team from using it.
• All parties should want to use it, as it will provide security, auditability and clarifications of any changes or rejections of any changes.
• Without a good change control procedure, the final account negotiations can be more difficult.
• Can cause confusion on what contractor believes was instructed and what was actually instructed.

Question 4

What is your overarching role as a PM?

Answer 4

To manage the project team and driver successful completion of the project and its objectives.
In all my prjoects I work on behalf of the client, mainly focusing on ensuring the design has been completed to a high standard and meets their key drivers during pre-contract periods of time.
However, for post contract projects I have worked on behalf of the client to monitor the progress of the construction works and report on this back to the client to ensure they are getting good value for money.

Question 5

What guidance is available regarding employers agents?

Answer 5

RICS Employer’s agent: design and build, 1st edition, October 2017

Question 6

How did you evaluate your teams performance on your last project?

Answer 6

By completing performance appraisals and client experience surveys to understand what has been delivered well.
Reviewing the KPI’s set out at the start of the project
Completing monthly project reviews to assess progress and identify shortcomings in delivery
Reviewing outputs against the scope of services, project quality plan and PEP

Question 7

What is ISO 9001?

Answer 7

It is a certified quality management system (QMS) for organisations that want to prove their ability to consistently provide products and services that meet the needs of their customers and clients.
It provides a basis for effective processes and effective people to deliver an effective service time and time again.

Question 8

What is the purpose of a project audit?

Answer 8

To review the areas of the project quality plan to ensure they are being followed. It provides an opportunity for the team to review challenges, risks and processes to ensure they ate still meetings the projects core objectives.

Question 9

What is a PEP?

Answer 9

Project execution plan
It provides details on how a project will be executed, monitored and controlled. Often described as a methodology for delivering a project.

Question 10

What might a PEP include?

Answer 10

Project definition and summary of key objectives
Programme and key milestones
Roles and responsibilites of the team
Team organogram
Stakeholder management strategy
Communication protcols
Quality assurance strategy
Process for approvals (governance strategy)
Change control processes
Technology strategy
Document storage strategy
H&S strategy
Sustainability strategy

Question 11

How often should a PEP be updated?

Answer 11

On a regular basis but definetly at the start of each new RIBA Stage or if there has been a major change in the project.

Question 12

What is a project stakeholder?

Answer 12

Those with an interest in the project’s outcome. They can be more than just the project team.

Question 13

What is the purpose of change control?

Answer 13

To manage change requests on a project that impact the baseline of a project - either the time, cost or quality.

Question 14

What is Value Engineering (VE)?

Answer 14

It is a method used to to eliminate unnecessary costs and/or increase the value of the item or product in question
Value is not necessarily relayed to cost, this could be increased efficiency, functionality, appearance, sustainbility, etc.

Question 15

What are benefits of value engineering?

Answer 15

Improved performance through efficiency savings
Identifications of alternative designs or solutions
Adding value to the end product
Reduced post construction maintenance costs
Increased building or material life span
Identification of alternative construction methods

Question 16

What are the potential risks associated with value engineering?

Answer 16

If the exercise is undertaken too late the changes might not be effective.
Inadequate information causing incorrect assumptions
Insufficient time allocated for the process
Unknown knock on effects to other elements of the design, e.g. if cladding is subject to VE this could affect U-Values of the building.

Question 17

At what stage should VE be carried out?

Answer 17

It should be planned from inception and reviewed at regular intervals throughout the project delivery, not to be bolted on as a corrective measure later on in the project.
Often it is noted that following a VE exercise it would have been more beneficial if it was done sooner.