Project Management Procedures4266

Plymouth City Council Project Management System Project Management Procedures
Project Management Procedures

Purpose of this document
The purpose of this document is to provide an overview and general understanding of the Project Management Procedures adopted by Plymouth City Council to improve the control of its projects. It will enable project managers, clients, stakeholders and new users to understand the control steps a project must follow in order to deliver a successful outcome. ach control step identified within this procedure document will have a separate more detailed document to e!plain in full what is re"uired. The procedures do not describe the normal day to day tasks that would be re"uired to deliver a project merely how a project will be controlled. The order of the procedures has assumed a traditional procurement route amendments to this order will be re"uired on a project by project basis dependant on the nature of the project and it#s procurement route.
$ocument %istory
&evision %istory
&evision date ,th May -., 12 'ugust ., 1, (ept ., .2/0./., 'uthor Tony %opwood Tony %opwood ( 5regson 7 8ondon (ummary of Changes $raft for review/comment Inclusion of !ecutive 3oard 'mendment to include all PM documents 'mendments to include P(T team comments )ew *ersion &ef+ 0..1 0..4 0..6 0..9
$istribution %istory
)ame Title $ate of Issue *ersion
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Contents
..Project Management ...........................................................................................................4 0.&I3' (tages ' < 3 =Project 'ppraisal>................................................................................9 0.09.'pproval to Proceed by Capital Programme 3oard......................................................04 ?nce the Capital Programme 3usiness Case has been approved by the Capital Programme 3oard and the project has gone through the 5ateway 0 &eview then the project is able to proceed to the ne!t stage..........................................................................04 &I3' (tage C =Project Proposals/Concept $esign>.............................................................06 4.&I3' (tages $ < =Project $esign/$evelopment>...........................................................02 4.04.'pproval to Proceed by Capital Programme 3oard......................................................1. 6.&I3' (tages : < % =Production Information and Tender 'ction>......................................10 9.&I3' (tages 7 < @ =Construction>......................................................................................16 A.&I3' (tage 8 =Post Construction>.....................................................................................1A
0. Project Management
0.1. What is a project?
' project is a uni"ue set of coBordinated activities, with definite starting and finishing points, undertaken by an individual or team to meet specific objectives within defined time, cost and performance parameters as specified in the business case. It should have the following characteristics+ a finite and defined lifespan defined and measurable business products =that is, deliverables and/or outcomes to meet specific business objectives> a corresponding set of activities to achieve the business products a defined amount of resources an organisation structure, with defined responsibilities, to manage the project.
Projects should contribute to business objectivesC typically their funding is identified as part of business planning. They may be part of an overall programme of business change.
0.2. What is project management?

Project management is much more than the tasks carried out by a Project Manager. Project management is a combination of the roles and responsibilities of individuals assigned to the project, the organisational structure that sets out clear reporting arrangements and the set of processes to deliver the re"uired outcome. It ensures that everyone involved knows what is e!pected of them and helps to keep cost, time and risk under control.
0.3. Why use project management?

!perience has shown that projects are inherently at risk B through overrunning on time and cost and/or failing to deliver a successful outcome. (uch failures are almost invariably caused by+ poor project definition by the projectDs owner, perhaps because of insufficient consultation with stakeholders or their failure to be specific about re"uirements and desired outcomes lack of ownership and personal accountability by senior management inade"uately skilled and e!perienced project personnel inade"uate reporting arrangements and decisionBmaking inconsistent understanding of re"uired project activities, roles and responsibilities.

Project management helps to reduce and manage risk. It puts in place an organisation where lines of accountability are short and the responsibilities of individuals are clearly defined. Its processes are clearly documented and repeatable, so that those involved in the project can learn from the e!periences of others. The principles of project management are e"ually valuable for smaller and/or less comple! projects. The nature of your project will determine the project management approach you need, which should be adapted as re"uired < see $efine Project.
0.4. Critical success factors

(uccessful projects have+ a wellBdefined scope and agreed understanding of intended outcome active management of risks, issues and timely decisionBmaking supported by clear and short lines of reporting ongoing commitment and support from senior management a senior individual with personal accountability and overall responsibility for the successful outcome of the project an appropriately trained and e!perienced project team and in particular a Project Manager whose capabilities match the comple!ity of the project defined and visibly managed processes that are appropriate or the scale and comple!ity of the project.
:or crossBcutting projects, there may be nominated senior owners from each organisation involved in the project and its delivery. Ehere this is the case, there must be a single owner who is responsible for the whole project. 'll projects will follow key stages and the following outlines the control steps that must be taken in each stage+
1.
!"# Stages # $ " %Project #ppraisal&
The Project 'ppraisal stage enables the client department to identify the need for a project, its objectives, business case and possible constraints on development. It assesses various options and their feasibility to enable the client to decide whether to proceed. The following identifies the key steps to be taken within the stage.
1.1. Statement of 'ee(

The (tatement of )eed defines and documents client objectives in consultation and will establish how their achievement will be measured. The aim is to uncover the underlying need that may be initially e!pressed by stakeholders in the form of a solution. In order not to rule out alternatives and to objectively evaluate solutions, the statement sets out the FEhatF rather than the F%owF. The information contained is used in tandem with the Project Mandate to trigger starting up a Project. It will be produced by the Client $epartment and issued with the Project Mandate to the $epartmental Management Team =$MT> to enable the $epartment to consider the scheme and it#s fit with the $epartment#s and Council#s strategic re"uirements. )o e!ternal fees and only minimal officer time is to be spent on the scheme until such a time as the Initial Project Proposal =IPP> has been approved and funding to develop the scheme identified and approved by the Capital Programme 3oard and/or Cabinet < see (tatement of )eed.
1.2. !nitial Project #ppraisal

The Client (&? may wish to assure themselves that the ideas for the project are feasible in broad/property/construction terms before advancing any further into the appraisal stage. In such a situation the Client (&? can re"uest a Portfolio Manager to provide an Initial Project 'ppraisal by making a re"uest to the Project (ervices Manager. It will enable the Client (&? to advance into the initial stage of the project with more confidence < see Initial Project 'ppraisal.
1.3. Project Man(ate

The information in the mandate is used to trigger starting up a Project. It should contain sufficient information to identify at least the objectives of the project. The Project Mandate will be produced by the Client $epartment and issued to the Client $epartmental Management Team =$MT> to enable the $epartment to consider the scheme and it#s fit with the $epartment#s and Council#s strategic re"uirements. Gpon receipt of $MT approval the Project Mandate is forwarded to the Project (ervices Manager who will assign a Portfolio Manager to develop the mandate and produce a Project 3rief in consultation with the (enior &esponsible ?fficer =(&?>.
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)o e!ternal fees and only minimal officer time is to be spent on the scheme until such a time as the Initial Project Proposal has been approved and funding to develop the scheme identified and approved by the Capital Programme 3oard and/or Cabinet < see Project Mandate.
1.4. )efine Project %Major*Minor&

This step determines which Project Procedures shall be adopted and the approach to risk identification. 'll projects with an estimated cost in e!cess of H9..,... shall be deemed as major projects regardless of their comple!ity. If the cost is IH0..,... and JH9..,... then the Project Manager shall undertake an assessment of the project risk level against the following criteria+ Council re"uirement risk Council and user re"uirements complete, accurate and agreed Council/$epartmental reputation criticality Time/occupation criticality Intensity of use and design life
&egulatory risk
(afety criticality nvironmental criticality ?ther regulatory re"uirements
$esign/construction risk Cost of build )ovelty of key technology or building services $esign comple!ity/interfaces 8evel of recent e!perience/capability ach of the above criteria shall be scored on a scale of 0BA to indicate the most likely risk value. The higher the risk or level of uncertainty the higher the score =0Klow risk, AKhigh risk>. ' simple spreadsheet tool =below> shall be used for this purpose. (chemes with an estimated cost less that H0..,... are to be considered minor unless there are particular comple!ities and/or political issues that would re"uire the greater level of control e!ercised on more major schemes. The final decision shall be made in consultation with the Capital Programme $irector.
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The Project (ervices Manager shall undertake the assessment with the support from specialists =as re"uired> and key stakeholders as part of the development of the Project 3rief. This may be undertaken as part of an initial &isk Management Eorkshop. The result of the assessment shall be stated in the Project 3rief/ !ecution Plan. This shall be used for determining which Project Procedures shall be adopted and the approach to risk identification < see $efine Project =Major/Minor>.
1.+. #llocate Portfolio Manager

?nce the Project (ervices Manager has defined the project, they will then allocate the project to a Portfolio Manager who will work with the project throughout its lifetime < see 'llocate Portfolio Manager.
1.,. Pro(uce Project -ile . Programme

The Portfolio Manager will ensure that any new project is allocated a project file, project number and will immediately prepare a Project Programme < see Pro(uce Project -ile . Programme.
1./. Project "rief

The project 3rief provides a firm foundation for the initiation of the project. If approval is given to proceed to production of a Capital Programme 3usiness Case =CP3C>, the Project 3rief is e!tended and refined into the Project !ecution Plan. :or construction projects, the Project 3rief is a formal statement of the objectives and functional and operational re"uirements of the finished project. It should be in sufficient detail to enable the construction team to e!ecute the design and specification of the work and is therefore an essential reference for the construction team. The Project 3rief is a key document in its own right. 'ny significant change to the material contained in the Project 3rief will thus need to be referred to corporate or programme management. :or construction projects the Project 3rief is a key component of the Project !ecution Plan. :itness for purpose content+ $oes the Project 3rief accurately reflect the mandate for the projectL $oes it form a firm basis on which to initiate a projectL $oes it indicate how the customer will assess the acceptability of the finished product=s>L

The Project 3rief is to be developed between the Client (&? and the Portfolio Manager and should be approved by the Project 3oard as the basis for the scheme < see Project 3rief.
1.0. Project Structure an( 1o2ernance

The Portfolio Manager will identify, produce and gain approval of a suitable Project (tructure and 5overnance to successfully deliver the project. The following identifies the essential roles to be included in any Project (tructure and 5overnance+ Investment decisionBmaking B takes the investment decision based on affordability and cost justification this role is the responsibility of the $irector of the $epartment sponsoring the project ?wnership B defines the scope and content of the project for delivering the benefitsC personally accountable for the success of the project =usually known as the (enior &esponsible ?wner, as this role must be taken by a senior individual in the organisation>. The (&? should have the status and authority to provide the necessary leadership and must have the clear accountability for delivering the project outcome Interface between ownership and delivery =sponsorship/directing>B ongoing management on behalf of the owner to ensure that the desired project objectives are deliveredC must have ade"uate knowledge and information about the business and the project to be able to make informed decisions. This may be known as the Project (ponsorC sometimes referred to as the Project $irector =the Portfolio Manager>. Project management B leading, managing and coBordinating the project team on a dayBtoBday basis =the Project Manager> Project team B delivers the re"uired outputs or deliverables =the Project Team>
In addition to the essential roles described above, there will be a re"uirement for specialists, design consultants such as architects, and others who are appointed by the Project (ponsor/Project $irector or Project Manager. :or all major, and some minor projects there may be a Project 3oard chaired by the (&?. Membership of the Project 3oard, which is through formal appointment by the (&?, should be a single role representing key stakeholder interests =described in more detail below> and a single role addressing technical/supply issues =typically a representative from the supplier organisation>. The Project 3oard provides the owner with stakeholder/technical input to decisions affecting the projectC ultimate authority and accountability resides with the (&?. There will always need to be active project assurance B to assure the owner that the project is employing good practice B making sure stakeholders are being consulted appropriately and their needs are being addressed, for e!ample. Project assurance is ultimately the responsibility of the (&? and will be included in the
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responsibilities of project board members, or may be fulfilled by individuals e!ternal to the project acting on behalf of the owner. In practice, some roles may be combined, subject to an overriding proviso that the person combining the roles possesses the re"uisite competencies, e!perience, e!pertise and time. :or e!ample, the roles of project ownership and project sponsor/director can be combined where the responsibilities of both roles can be fulfilled by a single individual. Ehere roles are combined the allocation of the functions must always be absolutely clear, with delegations and responsibilities that do not overlap. The role of Project Manager should be clearly defined and implemented, and not simply another member of the project team. Ehere two roles are combined, the person appointed must have at least the authority and status of the DhigherD roleC however, it is important to note that the roles of Investment $ecisionBMaker, (enior &esponsible ?wner and Project (ponsor/Project $irector cannot be allocated to a single individual < see Project (tructure and 5overnance.
1.3. !nitial Project Proposal

The Initial Project Proposal =IPP> document is used to alert the key and significant persons outside of the project related client department of a possible future project and that work is being undertaken to appraise the potential project. (ubmission of the IPP to CP3 and/or Cabinet enables them to ask "uestions about the development of the project and to approve/decline its further progress < see Initial Project Proposal.
1.10.
4en(er Process for Consultant*Project team
The Portfolio Manager will identify and undertake the most effective tender process to procure the relevant consultants/project team. This must include the appointment of a Construction $esign Management CoB ordinator =C$MBC> on all relevant C$M projects. 'll procurements must comply with PCC :inancial &egulations and ?7 G re"uirements where applicable. 'dvice and approval is to be sort from the PCC Procurement Team. In addition the procurement method will need to be approved by the Project (ervices Manager before commencement < see Tender Process for Consultant/Project team.
1.11.
-easi5ility Stu(y Stage " eport
The feasibility study consists of two main sections =see :easibility (tudy (tage 3 &eport>+ Part 16 Statement of e7uirements The purpose of the feasibility study is to further define the statements of need, bring together relevant information and establish clear operational and business re"uirements. It will make use of the objectives defined by the stakeholders. The sections below could be used to provide the above+ 0.0 !ecutive summary 0.1 Project 3ackground 0.4 (tatement of ?bjective
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0.6 Project Conte!t < including (trategic, ?perational nvironmental and (afety 0.9 Council &e"uirements including Time, Cost and Muality 0.A &isk Part 26 "asis of )esign This section translates the business need into technical re"uirements such as process flows, building areas, etc. The sections below could be used to provide the above+ 1.0 (ite/location re"uirements 1.1 'ccommodation re"uirements 1.4 (tandard 1.6 Plant/ "uipment (ystems
1.12.
Project Control )ocumentation
The following control documentation will be compiled during the 'ppraisal stage it will be reviewed, updated and reported on throughout the life of the project.
0.01.0. Communications Plan

The Communications Plan is used to define all parties with an interest in the project and the means and fre"uency of communication between them and the project. The Project $irector owns this plan with the Project Manager, to ensure all necessary communication is issued out to relevant parties. Communication Plans are re"uired for all major projects < see Communications Plan.
0.01.1. &isk Management Procedure and &isk &egister

The purpose of risk management is to identify and manage risks as opportunities or threats to the project objectives. &isk management aims to ma!imise the results of positive events =opportunities> and minimise the conse"uences of adverse events =threats>. Identification and management of risk is re"uired to provide assurance to key stakeholders that the project will achieve its stated benefits to cost, time and "uality. Certainty of outcome increases, through reduction in risk e!posure, as the project progresses < see &isk Management Procedure and &isk &egister.
0.01.4. Project !ecution Plan

The project !ecution Plan =P P> is the core document for the management of a project. It is a statement of policies and procedures defined by the project director, although usually developed by
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the Project Manager for the Project (ponsor/Project $irectorDs approval. It sets out in a structured format the project scope, objectives and relative priorities < see Project !ecution Plan.
0.01.6. Project $eliverables N $esign 'pproval

'pprovals will be re"uired for the project deliverables and designs using a standard pro forma+ $ocuments re"uiring this signBoff include, but are not limited to, the following =see Project $eliverables N $esign 'pproval>+ (tatement of )eed < $MT signature only Project Mandate < $MT signature only Project 3rief < $MT/(takeholders Initial Project Proposal =IPP> < %ead of (ervice/:inance ?fficer/CP3 and possibly Cabinet Capital Programme 3usiness Case < 'ccountable Project ?fficer/:inance ?fficer/%ead of (ervice/CP3 and possibly Cabinet Communications Plan :easibility report (tage reports Cost Plans CP3/Cabinet Papers Post Project &eview tc.............
0.01.9. Cost Management Procedure

The purpose of this procedure is to provide a structured approach to the management of all costs associated with the project. This shall ensure the project achieves a balanced and logical distribution of available funds between the various elements of the works, that the total e!penditure is within the approved budget and that overall the final product represents good value for money. The Cost Management process comprises a set of tasks which span the life of a project from the earliest stages of project appraisal up to construction, but with implications for the operation and maintenance of a building or facility during the postBconstruction stage. The outlined tasks and activities shall be undertaken as described for project appraisal to postB construction stages of a normal project.
0.01.A. Project Performance Management Process


The purpose of this document is to drive continuous improvement in the delivery of the Council#s projects. The procedure sets out how performance is recorded and managed throughout a project against a set of @ey Performance Indicators. The outputs of this procedure will beC a set of @PI Targets, Performance Measurement against the @PI Targets, Project Team Performance $ata and a Project &eview &eport contained within the nd of Project &eport.
0.01.2. &e"uest for Information =&:I>

This document enables anybody within the project to formally re"uest information and to record when the information re"uested and returned.
0.01.;. 8essons 8earned 8og

The purpose of the 8essons 8earned &eport is to bring together any lessons learned during the project that can be usefully applied to other projects. 't the close of the project it is completed and prepared for dissemination. 's a minimum, lessons learned should be captured at the end of each stage of the projectC ideally a note should be made of any good or bad point that arises in the use of the management and specialist products and tools at the time.
1.13.
Capital Programme "usiness Case
The 3usiness Case is a description of the reasons for the project and the justification for undertaking the project, based on the estimated costs of the project, the risk and the e!pected benefits to the Council. The 3usiness Case is used continuously to align the projects progress to the business objectives through consideration and approval by the Capital Programme 3oard. The 3usiness Case also re"uires approval by %ead of (ervice and possibly Cabinet < see Capital Programme 3usiness Case.
1.14.
1ate8ay 1 e2ie8
This review focuses on the projectDs justification from a regulatory =including %N(>, commercial or operational perspective. It provides assurance to the Council stakeholders that the need for the project e!penditure is valid and shall provide a net benefit < see 5ateway 0 &eview.
95jecti2es of this 1ate8ay

Confirm Project 3rief document has been endorsed and approved Compilation of Project &isk 8og using appropriate procedures and documentation
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Project (ervices Team

Confirm Initial Project Proposal has been endorsed and approved 'ny feasibility studies and initial surveys are complete, relevant and valid 'ppointment of the Professional Team with appropriate approvals and agreements Production of a Project Programme with date and version reference Production of a Project !ecution Plan Production of a Project :ile for use in the project office nsure a clear Project ?rganisational (tructure through the establishment of the Project 3oard and if appropriate advisory boards or user committees including production of an organogram to illustrate project relationships :acilitate Project 3oard signBoff of (tage and secure approval to proceed :acilitate submission of Capital Programme 3usiness Case to the Capital Programme 3oard to seek corporate approval to proceed
1.1+.
#ppro2al to Procee( 5y Capital Programme "oar(
?nce the Capital Programme 3usiness Case has been approved by the Capital Programme 3oard and the project has gone through the 5ateway 0 &eview then the project is able to proceed to the ne!t stage.
!"# Stage C %Project Proposals*Concept )esign&

The Project Proposals (tage implements the $esign 3rief and the preparation of additional data. This will include the preparation of a concept design, proposals for structural and building services systems, outline specifications, a preliminary cost plan and a review of the procurement route.
2.1. :p(ate Project "rief

The Project Manager will update the Project 3rief for the project stage. 't this stage the following items should have been considered and finalised+ ?perational re"uirements and any functional relationships (iOe of the facility, i.e. physical area (pecific technical re"uirements, e.g. design life, performance standards, procurement strategy and alignment with framework agreements :ormal communication structure
The brief will be submitted to the Project Client for approval < see Gpdate Project 3rief.
2.2. :p(ate Control )ocumentation

'll the project control documentation will be reviewed and updated during this stage.
2.3. e;appoint*Confirm Consultant*Project team

There will be a re"uirement to either appoint a new project team or to reBengage the project team from the Project 'ppraisal (tage. 'dditional team members from the appraisal stage may also be re"uired < &eB appoint/Confirm Consultant/Project team.
2.4. <alue =ngineering

*alue management during the design development stage is termed P*alue ngineeringQ. The objectives are to ascertain elements of the design and specification that add no value to the project in terms of satisfying the brief and objectives of the Council or those which could be provided through another method thus increasing value to the Council < see *alue ngineering.
2.+. Whole >ife Costing

Whole-life costing must be undertaken in accordance with the British and International Standard: BS ISO 15686 ser!ice life "lanning of buildings and constructed assets#
2.,. !"# Stage C eport

The &I3' (tage C report will enable the sign off of the stage. The &I3' (tage C report will include the following =see &I3' (tage C &eport>+
Introduction 'rchitectural (tructural ngineering Cost Programme and Planning Procurement &isk %ealth and safety Eay :orward @ey Performance Indictors Mechanical N lectrical
2./. !"# Stage C eport Sign 9ff

The &I3' (tage C report must be signed off by the Project 3oard. There must be evidence of stakeholder consultation and agreement with the design proposal.
2.0. 1ate8ay 2 e2ie8

This review shall establish that the project scope, objectives and strategy for implementation has been clearly defined in view of risks and regulatory re"uirements. It provides the Client and Project $irector with assurance that the most cost effective approach to implementation has been selected prior to developing the design and entering to commitments with suppliers < see 5ateway 1 &eview.

Confirm any updates to the Project 3rief document nsure any changes made to the project undertaken in value engineering e!ercises have been communicated to all project stakeholders and duty holders nsure the Project &isk &egister has been updated Compliance with (tage C signBoff procedures nsure that the project cost plan per the Project 3rief/Project !ecution Plan is detailed and achievable
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Project (ervices Team

nsure the procurement strategy is appropriate in view of scope, risks and 3uilding Projects e!perience nsure compliance with client#s statutory duties under C$M/%ealth and (afety &egulations nsure the Project !ecution Plan is up to date Production of a Project Programme with date and version reference nsure that the project plan as per the Project 3rief and Project !ecution Plan an is detailed and achievable Compliance with Monthly &eporting procedures and re"uirements nsure all surveys are complete, relevant and valid nsure compliance with any planning re"uirements $rawings =including floor naming and room numbering> are produced to Council standards
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3.
!"# Stages ) $ = %Project )esign*)e2elopment&
The $esign $evelopment (tage =$> enables the development of the concept design to structural and building services systems, updated outline specifications and cost plan. It also allows the completion of the Project 3rief. ?nce approval has been gained for the (tage $ report the planning application can be submitted. The Technical $esign (tage = > enables preparation of technical design=s> and specification sufficient to coB ordinate components and elements of the project and information for statutory standards and construction safety.
3.1. :p(ate Project "rief

The Project Manager will update the Project 3rief following the previous project stage. 't this stage the following items should have been considered and finalised =see Gpdate Project 3rief>+ :unctional layouts Circulation/?perational (trategy Phasing/$emolition/$ecanting (trategies $esign Concept and Proposed (ervices (trategy Procurement (trategy
3.2. :p(ate Project )ocumentation

3.3. <alue =ngineering e2ie8

*alue management during the design development stage is termed P*alue ngineeringQ. The objectives are to ascertain elements of the design and specification that add no value to the project in terms of satisfying the brief and objectives of the Council or those which could be provided through another method thus increasing value to the Council < see *alue ngineering.
3.4. Whole >ife Costing e2ie8

3.+. !"# Stage ) )etaile( )esign eport

The &I3' (tage $ report will enable the sign off of the stage. The &I3' (tage $ report will include the following =see &I3' (tage $ $etailed $esign &eport>+

Introduction 'rchitectural (tructural ngineering Cost Programme and Planning Procurement &isk %ealth and safety Eay :orward @ey Performance Indicators Mechanical N lectrical
3.,. Stage ) )etaile( )esign
eport Sign 9ff
The stage $ report must be signed off by the Project 3oard. There must be evidence of stakeholder consultation and agreement with the design.
3./. Planning #pplication

The full planning application will be made by the Project Manager on behalf of the Client. $etails about Planning 'pplications along with the online form are available at www.plymouth.gov.uk/planningapplications B see Planning 'pplication.

:ollowing the tender return a value engineering review should take place. The objective will be to ascertain any further elements of the design and specification that can be amended or removed without effecting the value to the project in terms of satisfying the brief and objectives of the Council or those which could be provided through another method and increase the value to the Council. ' full value engineering e!ercise maybe re"uired if the tender value e!ceeds that allowed in the budget < see *alue ngineering &eview.
3.3. Whole >ife Costing e2ie8

3.10.
!"# Stage = -inal )esign . Cost
eport
report will include the
The &I3' (tage
report will enable the sign off of the stage. The &I3' (tage :inal $esign N Cost &eport>+
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following =see &I3' (tage Introduction

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'rchitectural (tructural ngineering Cost Programme and Planning Procurement &isk %ealth and safety Eay :orward @ey Performance Indicators Mechanical N lectrical
3.11.
Stage = -inal )esign . Cost
eport Sign 9ff
The (tage
report must be signed off by the Project 3oard. There must be evidence of stakeholder
consultation and agreement with the final design. The Project 3oard will approve the submission of the planning application.
3.12.
1ate8ay 3 e2ie8
This review confirms that appropriate design reviews and approvals have been undertaken and that the recommended final proposal is appropriate before entering into the production information stage. It provides assurance over the effectiveness of the design development. This is important to ensure that the final proposal design is cost effective and consistent with Council/user re"uirements =per Proposals (tage> < see 5ateway 4 &eview.

Confirm any updates to the Project 3rief nsure any changes made to the project undertaken in value engineering e!ercises have been communicated to all project stakeholders and duty holders nsure the Project &isk &egister has been updated Compliance with (tage signBoff procedures
nsure that the project cost plan per the Project 3rief/Project !ecution Plan is detailed and achievable nsure compliance with client#s statutory duties under C$M/%ealth and (afety &egulations nsure the Project !ecution Plan is up to date nsure the Project Programme is updated with date and version reference nsure that the project plan as per the Project 3rief and Project !ecution Plan is detailed and achievable Compliance with Monthly reporting procedures and re"uirements
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nsure all surveys are complete, relevant and valid nsure compliance with any planning re"uirements $rawings =including floor naming and room numbering> are produced to Council standards Confirm the business case =cost vs. benefits> now that final proposal design is complete 'pproved in line with regulatory re"uirements =including %N(> and Council delegations of authority nsure that project controls are in place to manage cost, time and "uality in view of risk and change nsure approval of the final proposals and decision to proceed to production information by the Client/Project (ponsor nsure that timescales for delivery are communicated and integrated with departmental plans.
3.13. #ppro2al to Procee( 5y Capital Programme "oar(

?nce the (tage &eport has been approved by the Capital Programme 3oard and the project has gone through the 5ateway &eview 4 then the project is able to proceed to the ne!t stage.
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4.
!"# Stages - $ ? %Pro(uction !nformation an( 4en(er #ction&
The Production Information (tage =:> is enables the preparation of detailed information for construction and the application for statutory approvals. The Tender $ocumentation (tage =5> enables the preparation and/or collation of tender documentation in sufficient detail to enable a tender or tenders to be obtained for the project. Tender 'ction (tage =%> sees the identification and evaluation of potential contractors and/or specialists for the project. 't the end of the stage tenders will be obtained and appraised with a clear recommendation submitted to the client for approval.
4.1. -or8ar( Plan

:or projects greater then H9..@ in value a forward plan template must be prepared and submitted to notify the public and Councillors that a key decision will be re"uired in the near future. This will be undertaken by the Portfolio Manager. 'pproval of the :orward Plan is re"uired by the relevant Cabinet Member before the :orward Plan is published. Cabinet will not approve any re"uests to enter into contract unless a :orward Plan has been previously submitted at the appropriate time < see :orward Plan.
4.2. :p(ate Project )ocumentation

4.3. 4en(er Process for Contractor

The tender process must comply with all PCC :inancial &egulations and ?7 G re"uirements as applicable. 'dvice and approval should be sort from PCC Procurement Team and all re"uired PCC Processes followed. In addition the procurement method will need to be approved by the Project (ervices Manager before commencement.

:ollowing the tender return a value engineering review should take place. The objective will be to ascertain any further elements of the design and specification that can be amended or removed without effecting the value to the project in terms of satisfying the brief and objectives of the Council or those which could be provided through another method and increase the value to the Council. ' full value engineering e!ercise maybe re"uired if the tender value e!ceeds that allowed in the budget < see *alue ngineering &eview.

4.+. Whole >ife Costing e2ie8
4.,. :p(ate Capital Programme "usiness Case

The 3usiness Case is used continuously to align the projects progress to the business objectives and at this stage will be updated to reflect the tender return < see Gpdate Capital Programme 3usiness Case.
4./. Prepare Contract )ocumentation

The contract documentation should start to be prepared and put in place ready for the 5ateway 6 &eview. The Portfolio Manager will liaise with the PCC 8egal Team to prepare the contract. The Capital Programme 'pproval :orm needs to be fully approved before the contract can be signed and the Contractor appointed.
4.0. 1ate8ay 4 e2ie8

This review confirms that appropriate design review and approvals have been undertaken and that the recommended contract decision =for construction works only contracts> is appropriate before entering into contract. It provides assurance over the effectiveness of the design development and tendering process =as appropriate>. This is important to ensure that the implemented design is cost effective and consistent with Council/user re"uirements =per Proposals (tage> < see 5ateway 6 &eview.

Confirm the 3usiness Case =cost vs. benefits> now that design is complete ?btain additional authorisation for increased spend =as appropriate> using Change &e"uest :orm/CP': Confirm that tenders have been properly evaluated and the recommended contract decision is cost effective and 'pproved in line with regulatory re"uirements =including %N(> and Council delegations of authority nsure that project controls are in place to manage cost, time and "uality in view of risk and change nsure approval of the detail design and decision to proceed to Construction (tage by the Client/Project (ponsor nsure that timescales for delivery are communicated $epartmental plans
4.3. Capital Programme #ppro2al -orm

The Capital Programme 'pproval :orm must be completed by the Portfolio Manager and all re"uired approvals identified within the document obtained before contracts can be signed and the Contractor 'ppointed < see Capital Programme 'pproval :orm.
+.
!"# Stages @ $ A %Construction&
The Mobilisation (tage =7> enables the letting of the building contract and the main contractor to be appointed, the issuing of information and arrangement site hand over to them. Construction to Practical Completion (tage =@> enables the administration of the building contract to practical completion, provision to the contractor of further information as and when reasonably re"uired and review of information provided by contractors to specialists
+.1. #ppoint Main Contractor

' contract signed by both the Contractor and relevant PCC signatories must be in place before any works can commence on site. 'ppointment of the main contractor re"uires approval and signBoff by the Project (ervices Manager before taking place. ?nly in e!ceptional circumstances will letters of intent be approved to enable certain elements of work or orders placed for products to commence prior to the contract being signed. ?nce this is complete the site should be handed over to the contractor < see 'ppoint Main Contractor.
+.2. :p(ate Project )ocumentation

+.3. Mo5ilisation an( Construction

Throughout the Construction Period the Project Manager will continue to provide Monthly &eports to the Portfolio Manager and Project 3oard. The Project Manager will also organise and report monthly site progress meetings to the Portfolio Manager. Gsing the monthly reporting and site progress reports the Portfolio Manager will track the progress of the project ensuring the Project Manager has tight control of the project. They will ensure all certified payments are made within the re"uired time scales and will monitor the overall budget using a PCC internal 3udget Monitoring (preadsheet, collecting data on both e!ternal and internal costs to the project.
+.4. 4esting an( Commissioning

The Project Manager will ensure that a detailed programme for testing and commissioning is prepared =appro! two months before handover>, communicated and undertaken prior to %andover. This must include the training of the relevant PPerson In ControlQ of the property.
+.+. Project ?an(o2er

The Project Manager will ensure a detailed handover programme is prepared =two weeks prior to handover>, communicated and undertaken. The Project Manager will ensure the Portfolio Manager, nd Gser and Clerk of Eorks attend the %andover meeting. The practical completion certificate will be signed and issued by the Project Manager on successful completion of the handover.
+.,. e2ie8 Capital Programme "usiness Case

The Capital Programme 3usiness Case must be reviewed to assess its alignment with the business objectives and to identify any re"uired actions < see &eview Capital Programme 3usiness Case.
+./. 1ate8ay + e2ie8

This review focuses on ensuring that the project delivers the outcome defined in the (tatement of )eed and (trategic 3rief/3usiness Case. It provides assurance that the deliverables are satisfactory and capable of being properly put into service to achieve the stated benefits < see 5ateway 9 &eview.

nsure that the contract records are up to date nsure that the construction works are properly tested and accepted prior to final payment Check that the business case remains valid and the project shall provide the stated benefits nsure that handover is properly controlled nsure that risks and issues are properly managed during construction and reflected in revised contingency levels nsure that necessary testing is done =including user acceptance> nsure that appropriate arrangements are in place for maintenance and operation following handover.
,.
!"# Stage > %Post Construction&

eport
,.1. =n( Project
This report is the Project ManagerDs report to the (&? on how well the project has performed against the Project 3rief, including the original planned cost, schedule and risk allowances, the revised business case and final version of the project plan < see nd Project &eport.
,.2. -inal #ccount an( Cost #nalaysis

The final account should be agreed and signed off within three months of practical completion. The cost manager will undertake a full cost analysis on the final contract figures and report accordingly.
,.3. Post 9ccupancy e2ie8

$ %ost Occu"ational &e!iew must be carried out when the facilit' has been in use for long enough to determine whether the business benefits ha!e been achie!ed (t'"icall') twel!e months after com"letion and while the change is still recent enough for users to be aware of the im"act of the change*#
+his re!iew establishes: whether the e!pected business benefits have been achieved from the investment in the facility, as justified in the business case. if lessons learned from the businessBfocused aspects of the project will lead to recommendations for improvements in performance on future projects. 's a minimum this review will assess+ the achievement of business case objectives to date whole life costs and benefits to date against those forecast, and other benefits realised and e!pected continued alignment to the business strategy the effectiveness of improved business operations =which may include functions, processes and staff numbers> ways of ma!imising benefits and minimising wholeBlife cost and risk the sensitivity of the business service to e!pected business change business and user satisfaction. There should be regular post implementation reviews over the operational life of the facility.
These reviews are essential inputs to 5ate A &eview.
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,.4. 1ate8ay , e2ie8
This &eview focuses on ensuring that the project achieves the benefits identified in the 3usiness Case. This review shall be undertaken within si! to twelve months following project handover or when evidence of the inBservice benefits is available. It must align with the Post ?ccupancy &eview and use the information gathered at that review < see 5ateway A &eview.

'ssess whether the justification for the project, per the business case, was realistic. 'ssess whether the planned benefits are now being delivered. nsure that any onBgoing contract services meet user/Council re"uirements and plans are in place to manage the contract to its conclusion.
,.+. Project -ile Close(

The project file with then be brought to a close and the PCC Programme (upport ?fficer will ensure that the file is appropriately archived < see Project :ile Closed.

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Plymouth City Council Project Management System Project Management Procedures