Project, Contract and Programme Management.
Generally this whole area is commonly referred to as project management, however in our experience there are a number of distinctions to be drawn out between what is done by the project manager on site, and higher level support in terms of commercials, project planning and client liaison. The intention of this document is to detail the roles and responsibilities offered under each of these headings.
The project manager (PM) is the person who is responsible for the successful delivery of a project. He will typically spend all or the majority of his time on site depending upon the nature of the project. The critical success factors are as follows:
- Project delivered on time.
- Project delivered within estimated cost.
- Project delivered in accordance with defined quality standards.
- Project delivered in accordance with defined performance standards.
- Health and safety managed so that no dangerous occurrences, incidents or accidents happen.
- Relationships both with client, constructor and sub-contractors are managed in an open, professional and friendly manner.
Whilst the PM is responsible for the overall delivery of the project he has a number of key dependencies:
- A detailed, well considered and workable design. The PM will be responsible for liaison with the designer to ensure that all necessary information is provided in good time.
- A detailed and accurate cost estimate. The PM will be responsible for liaison with the estimator to ensure the cost build up is understood and accurate.
- Appointment of appropriately qualified and competent installation engineers who are familiar with the equipment being installed.
- The appointment of appropriately qualified and competent commissioning engineers who are familiar with the equipment being set to work and integrated.
- Planning support to create a programme of works.
- Commercial support (Contract Manager and / or Quantity Surveyor) to provide information on costs incurred to date, submission of applications for payment, valuing variations and agreeing final accounts.
- The appointment of a technical author to create bespoke operation and maintenance manuals as well as a simple user guide.
- The appointment of a trainer able to deliver a professional package of learning to system users, including post course assessment of user ability.
The PM has a number of tasks to perform throughout the course of the project to ensure the critical success factors are achieved:
- Manage health and safety for all his operatives on site. Carry out risk assessments and write method statements for all aspects of the installation ensuring that this information is fully understood by the engineers. Perform site inductions for all new members of staff and carry out weekly tool box talks. Manage Personal Protective Equipment (PPE) and maintain a constant vigil on all matters of safety to ensure an incident free delivery. Document any near misses, incidents or accidents.
- Manage the delivery of equipment to site and ensure that engineer levels are sufficient to maintain progress against the programme of works.
- Maintain a site diary recording which engineers were on site, the time of their arrival and departure, as well as the main items of work being executed each day.
- Operate as the central point of contact for all stakeholders to ensure full co-ordination.
- Maintain a record of all Requests For Information (RFI) recording to whom the RFI is addressed and when the information is required. Actively manage RFIs to ensure the appropriate flow of information throughout the project.
- Issue progress updates on a weekly or monthly basis (as appropriate) to show actual performance against the programme. If progress falls behind that planned document action plans to bring the project back on track.
- Carry out weekly quality inspections of completed works, issuing a snag list which is subsequently re-inspected to clear off the follow week.
- Attend weekly Health and Safety and Progress Meetings.
- Liaise with Contract Manager or Quantity Surveyor in assessing the value of works complete to date for payment applications including variations. Provide a detailed breakdown of the costs still to come to enable a full contract commercial review to be undertaken on a monthly basis. Support as necessary in settling the final account at project completion.
- Should a significant risk of the project not completing in time become apparent the PM should raise an Early Warning Notice (EWN) that records the nature of the problem so that all stakeholders are made aware at the earliest opportunity and can all work toward a solution.
The Contract Manager is senior to the project manager and has the task of defining the installation methodology with a programme of works and reporting the commercial performance of the contract. He will form the high level line of reporting for senior stakeholders. Main duties are as follows:
- Create a detailed programme of works which is issued to all stakeholders. Liaise with all stakeholders to ensure the programme works and that there is sufficient time and resource indicated.
- Based on the estimate and programme of works provide cash flow forecasts based on materials on site and progress on a month by month basis to planned completion date.
- Each month assess progress and update programme of works accordingly.
- Each month assess materials on site and works complete and submit an application for payment.
- Each month assess costs to date and costs still to come with the PM. Complete a contract commercial review and issue to senior management.
- Attend monthly high level progress meetings.
- Agree final account.
A programme manager is required for large roll out projects that involve a lot of separate sites, often across a broad geographical base all working in parallel towards a defined goal often integrating systems onto a common platform. A roll out programme of this nature will require multiple project managers and possibly one or more contract managers. The main responsibilities of the programme manager are:
- Consolidated reporting of progress to a steering committee, project board, main board of directors.
- Consolidated reporting of commercial contract performance to a steering committee, project board or main board of directors.
- Final point of escalation for project issues as appropriate often necessitating problem solving and negotiation at director level with main sub-contractors and suppliers.