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APC - PM - 2022 > Managing Projects > Flashcards

Managing Projects Flashcards

1
Q

Name Riba Stages of works 2020

A 
0- Strategic definition
1- Preparation and Briefing
2- Concept Design
3- Spatial Coordination
4- Technical Design
5- Manufacturing and COnstruction
6- Handover
7- Use
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2
Q

Latest update of Riba Stages of works

A

2020

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3
Q

List main stakeholders

A

Clasifications:

  • Direct/Internal Stakeholders: These include the client, project sponsor, project manager, members of the project team, technical and financial services providers, consultants, site personnel, contractors and subcontractors as well as end users.
  • Indirect/External Stakeholders: national and local government, public utilities, licensing and inspecting organisations, technical institutions, professional bodies, and personal interest groups such as stockholders, labour unions and pressure groups.
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4
Q

Name project Statutory approvals:

A
  • Planning Permission
  • Building Regulation approval
  • Other such as building near Rail Line, EA, HE
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5
Q

What is a PEP?

A

A Project Execution Plan (PEP) is a governing document that defines how a project is to be executed, monitored, and controlled.

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6
Q

Key Sections of PEP?

A

1 Project goals and objectives
2 Project stakeholders and their responsibilities
3 Cleary defined scope of work
4 The work breakdown structure (WBS) or how to manage workflow for all project tasks
5 The cost breakdown structure
6 KPIs that are to be tracked and reported
7 Issue management plan
8 Risk management plan, including list of possible risks and mitigation strategies
9 How to manage change orders
10 Communications plan, including what is to be communicated, to whom and when
11 Cleary defined milestones and the process for verifying when milestones are reached
12 Clearly defined gateway review process

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7
Q

How do you manage change control?

A

I Record:

  • Who issued
  • the change
  • Time / Cost Implications
  • Date of the approval
  • Date of the instruction
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8
Q

Distribution Centre:
- Change Control
- Programme
Provide an example on how did you manage it.

A

I assessed the changes against the programme and advise the client on the time scales.
The contractor informed that the specified taps were out of stock and an alternative proposal was available.

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9
Q

Bingham - VE meeting. Provide an example of item that was discussed.

A

Hunted Douglas ceiling in the pool hall was replaced for a perforated ceiling,
Alternative ventilation system.

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10
Q

Bingham . Can you please name one of the lessons learn?

A

Tile finish that doesn’t show the water marks

Allow enough drainage for water washing the wet changing village,

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11
Q

Bingham Provide an example on how you advised the client to prevent delays.
Related to design packages.

A
  • Coordination with stakeholders inputs, provide time scales. Monitor design progress against programme so ensure that are incorporated without creating a delay.
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12
Q

Bingham Pre-commencement conditions discharge.

What advise did you give the client?

A

i.e the badger survey 4w and until discharges works could start on site. This links with
Tree removal time scales.

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13
Q

Braintree. How to manage 3 projects with one programme.

What advise did you give to your client in regards the 3 different planning applications.

A

I reflected in the programme the different planning time scales, and presented it to the client, I advised on time scales where the planning application shoudl be submitted to maintain his desired outcomes.

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14
Q

What is a project execution plan?

A

The PEP describes who does what and how, defining the policies, procedures and priorities that will
be adopted. It could be described as the methodology to deliver the project.

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15
Q

What sort of information would be included in a PEP?

A
  • A PEP could include:
  • Project definition and a summary of the strategic brief or later the project brief
  • Project Programme
  • Cost Plan, Cost Management and accounting procedures
  • Contracting and procurement strategy
  • Roles, responsibilities and authorities
  • Monitoring and reporting strategies
  • Health and Safety Strategy
  • Soft landings strategy including business change and staff training requirements
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16
Q

What is a project audit?

A

• A project audit provide an opportunity to review the project challenges, risks and processes
and reflect on if it is still meeting core objectives.
• The audit could be carried out mid-term or at the end of a project with lessons learned.

17
Q

How did you manage the performance of the team?

A
  • Performance appraisals against key performance indicators
  • Monthly reviews / Project Reviews
  • Constantly review the team’s scope of services and monitor delivery
  • Weekly progress meetings requesting updated on each discipline to provide updates on their deliverables
18
Q

What is your main role as a project manager?

A
  • This is subject to my professional appointment with my client
  • Generally my role is to manage the project team and drive the successful completion of the project and its objectives
19
Q

What is ISO9001?

A
  • ISO 9001 is the international standard that specifies requirements for a quality management system.
  • Organisations that use the standard can demonstrate the ability to consistently provide products and services that meet customer and regulatory requirements.
20
Q

How often should you update the Project Execution Plan?

A
  • The frequency of updates to the Project Execution plan depends on the requirements of the project
  • Project progress should be assessed against the project execution pan at regular intervals during the course of the project
  • If any items within the PEP such as programming or cost planning procedures are thought to be outdated due to the circumstances of the project, the PEP should be updated accordingly.
21
Q

Why do you need a project execution plan?

A
  • The project execution plan outlines the steps the project team will undertake for the track to fulfil the clients objectives.
  • This is required so that each member of the team are aware of the deliverables that are required of them and the timescales these are needed in order to deliver the project to the desired programme, cost and quality.
  • The PEP is important as this should also outline what actions the team need to undertake if something goes wrong. This information is normally derived through the project risk register which has contingency plans for each risk item in the event they are realised.
22
Q

What are the reasons project variations occur?

A

• Requests are made by an employer or contractor, whether contractual or non-contractual
• Value engineering is carried out
• A relevant event as set out by the contract occurs
• Revisions to statutory requirements and regulations
• Agreed tender assumptions prove to be incorrect
• Unforeseen ground conditions are encountered, although this risk profile is usually covered in
the contract
• Specified items are unavailable in the programmed timescale
• Additional works are required because of design omissions or errors in the way work has been carried out

23
Q

What are the key stages of change management set out within the RICS change control and management
guidance note?

A

• Approving – On receipt of information relating to the change it may
transpire that the change item will not result in time or cost
implications for the project. In this instance the client may
immediately decide to approve the change.

• Analysing – If the change under consideration will result in time and
cost implications, further clarification on the change impact may be
required by the client or their project team. Following receipt of the
information and clarifications being sough an informed decision can
be made on whether the change is implemented.

• Implementation – The contract being utilised should set out the
formal procedure for instruction and implementation of the change.

24
Q

Did you take part in a formal value engineering workshop? What was your role?

A
  • Bingham Chapel Lane. - Stage 3VE I lead the VE process. Identified with the Qs the areas that required cost improvement.
    Check with the design team is there are viable alternatives
  • Ground engineering
  • SUDS approach. Raise the level to avoid permeable paving throughout the car park. attenuation tank and pumped solution.
25
Q

What do you understand by the term VE?

A

• Value Engineering is an organised approach aimed at providing the necessary functions with an alternative approach. Normally at a lower cot bust not necessarily. Without detrimental effects to Quality, reliability, performance or delivery

26
Q

What do you understand by the term VM?

A
  • Value Management defines the criteria of what value means to a client.
  • By proactively setting out the clients objectives around value at the early stages of design, Value Management aims to ensure that the right decisions are taken in the first instance
  • This differs from Value Engineering which is used reactively to adjust the design when budgetary overspends are identified
27
Q

What is value, what does value mean?

A

• Complex concept, Measure of worth, a relative measure of usefulness of something in relation to the cost paid for it

28
Q

When does the VE/VM process occur?

A

• Concept Design Stages involve VM Workshops for example at Feasibility and Concept Design Stages

• VE is utilised when the design is more developed and budgetary / design alternatives need to
be considered for example at the Detailed and Technical Design stages

29
Q

What happens during the VE process?

A
  • Design team brought together: QS, Arch, Eng, Contractor Pool expertise, guided by a team leader
  • Higher chance of identifying and solving problems at an earlier stage- better value for money
  • Not a cost cutting exercise, this leads to reduced quality and value.
30
Q

What happens during the VE process?

A
  • Design team brought together: QS, Arch, Eng, Contractor Pool expertise, guided by a team leader
  • Higher chance of identifying and solving problems at an earlier stage- better value for money
  • Not a cost cutting exercise, this leads to reduced quality and value.
31
Q

What are the phases of the VE process?

A
  • Information phase: Functional analysis of component.
  • Speculation phase: creative thinking techniques.
  • Evaluation Phase: Evaluate solutions (Cost and Feasibility) List of Options

• Development Phase: Detailed development of surviving ideas and
interfaces: LCC techniques

  • Presentation Phase: Best solution
    identified and recommendation made: Written/ oral report.
32
Q

What are the limitations of VE?

A
  • Assumes all parties have a common understanding of functions being provided.
  • Assumes all feasible design alternatives provide same level of functional performance THEREFORE assessed on basis of cost alone.
33
Q

Can you give me some benefits of VM?

A
  • Assists with identifying project goals are clearly defined.
  • Objectives and decisions are openly discussed and explicitly stated.
  • The Evaluation and re-evaluation frameworks are structured, rigorous and rational
  • Decisions are supported by data and made on the basis of defined performance criteria
  • Accountability is increased
  • Alternative solutions are always sought and considered
  • Business decisions are made with greater confidence
  • Potential for increasing value for money
  • Communication, understanding and teamwork can be improved and disseminated throughout the organisation.
  • Opportunities for long term profitability and continuous improvement are enhanced.

APC - PM - 2022 (13 decks)

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