PM The STH Way sustainable direction ltd 6 Twigworth Court Business Centre Twigworth Gloucester GL2 9PG UK T 44 0 1452 382218 wwwsustainabledirectioncom 1 The STH Way Taking an Improved Heritage Project Management System ID: 801261
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Sustainable Direction Ltd
PM – The STH Way
sustainable direction ltd.6 Twigworth Court Business CentreTwigworth, Gloucester GL2 9PG UKT +44 (0) 1452 382218www.sustainabledirection.com
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Slide2The STH Way
Taking an Improved Heritage Project Management System
to a Re-Focused Delivery Culture for a large NHS Hospital Capital Expenditure Directorate2
Slide3Today
The Approach John Henry LooneyThe Starting Point Ian FirthDefining the Outcome Ian FirthThe Process John Henry LooneyThe Outcome John Henry Looney
Next Steps Ian Firth3
Slide4The Approach – John Henry
Diagnose then TreatWell Person Check UpBAT = Best Available Techniques NOT Technologies (e.g. Software)
Improve Self-Awareness / Mind-fullness4
Slide5The Starting Point – Ian
Heritage SystemProject types and scales (most £0.5 – 1M)
Current / Forward Programme CITCapital Investment Manual CIM HeritageSTH stakeholders and multidisciplinary project teamOperations / Maintenance Team InterfaceHTMs historic way of processSTH Purchasing SystemSo a too confusing processLead to a STH Checklist5
Slide6“Symptoms” and Challenges
Communications
Change ManagementPM Processes-Procedures
Roles &
Responsibilities
Capital
Programme
M
anagement
Budget
&
Cost Control
Time overruns
Design Management
Consultant / Contractor
Management
Contract Administration
Gateway Control
Procurement strategy
In-House Resources
Governance
Reactive
not
Planned
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Slide7In Particular
Current Processes to reviewDesign Team Appointment and Management
Contractor Appointment and Management7
Slide8Defining the Outcome - Ian
Improve ProductivityImprove PM Practice – Standard ApproachContinual Improvement ApproachProcess Driven
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Slide9The Process – John Henry
Advance Review of Checklist and AttachmentsWorking Day with the Leadership Team and the Programme and Design Managers to benchmark and define status, issues and outcomes
Four working half day sessions with the Leadership Team and all PMs and the Commissioning ManagersQuestions and Discussion Led – not training (yet)9
Slide10Alignment
PM / Construction
ManagementNHS TitlesRIBA Stages
Project Establishment
SOC
0/1 – strategic definition
preparation & brief
2 – Concept design
Delivery – pre construction
OBC
3 – Developed design
FBC
4 – Technical design
Procurement
Allows for Various Approaches
Delivery – Construction
5 – Construction
6 – Handover & Close out
Operational
7 – In
use
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Slide11Project Establishment
Project identificationProject definitionKey Roles – PD & PMAims & Objectives
Key activitiesServices requiredGovernance regimeProject teamProject StructureStages/PhasesExisting dataProcurement / Contract strategies11
Slide12Pre-construction
Design briefDesign developmentDesign managementCost control
Timetable/programmeRisk assessmentsLogisticsProcurement – site worksReporting12
Slide13Construction
Overall ProgrammeCost controlWork by STHDesign release schedule
Change controlContract administrationMeeting regime & reportingSTH policiesManaging Prime Cost / Provisional sumsQuality InspectionsHandover “Board”“In use”13
Slide14Commissioning
Involvement from Day 1 (as before)Commissioning planEquipment Group 2/3 itemsHandover to
UserClosing the Project14
Slide15Other
CDM regulations2015 regsPrincipal Designer roleSTH role
Planning Permissionspre-commencement conditionsconditions dischargeBuilding RegulationsFire officer approvalAsbestos/LegionellaProCure 21 + projectsetc.15
Slide16The Outcome – John Henry
The STH PM Way is working pretty well alreadySome key opportunities to improve have been indentified and the process to deliver them
Minimum Compliant Scope is Key16
Slide17RIBA Plan of Work
Task Bar ItemsCore ObjectivesProcurement
Programme(Town) PlanningSuggested Key Support TasksSustainability CheckpointsInformation ExchangesStagesStrategic DefinitionPreparation and BriefConcept DesignDeveloped Design
Technical DesignConstructionHandover and Close OutIn-Use
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Slide181 Strategic Definition Stage
Identify Client’s Business Case and Strategic Brief and other core project requirements.Initial considerations for assembling the project team
Establish Project Programme.Pre-application discussions may be required to test the robustness of the Strategic Brief.Review Feedback from previous projects.Strategic Brief.18
Slide194 Construction (part of RIBA activities)
Construction in accordance with the Construction Programme and resolution of Design Queries from site as they arise.Administration of Building Contract, including regular site inspections and review of progress.
Update Construction and Health and Safety Strategies.Support tasks are now focused on health and safety on site and ensuring that the project handover and post-occupancy activities, determined earlier, are properly facilitated.19
Slide20Next Steps - Ian
Leadership Improved Improved Consistent SystemsImproved Communications and ListeningClarity on Roles and Responsibilities
Coaching and MentoringMeasuring and Managing20
Slide21Where to find us:
Email
jh.looney@sustainabledirection.com Tel 01452 382218Mob 07817 809018Web www.sustainabledirection.com Thank you.Dr John Henry Looney 21