CK Consulting Services Ltd are delighted to advise HRD
2017 on how they may best realise their development plans to construct a prestigious
Midland’s City office development.


The initial
design of the building is to be a multi-storey block with under-building
parking providing approximately 120,000 square feet (10,100m2) of lettable
office space. The relevant drawings, can be found in Appendix A. There has
been no final decision made concerning the structural frame type, envelope
design or the service level, other than that they should be compatible with a
prestigious office development.

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Although a site has not yet been acquired, one has been
identified, and an outline design proposal has been produced by architects, WNP
Partners. In addition, an outline planning application has been made which is
pending determination.


development must be suitable as a prestigious head office (building) for a
global, UK based company. It should be technically advanced and include new
technologies if they are developed during the construction phase. Quality is to
be chosen first, over cost. The full requirements can be found in Appendix


Site /Soil Conditions &


We have noted
and considered the particular site and soil characteristics in preparing this


Report Outline


 The report has been organised into three
sections, as follows:


Section 1 – Stakeholder
Management of the project – this outlines the key stakeholders that HRD 2017 is
likely to deal with, identifying and justifying what stakeholder management
approach would be best to adopt in the circumstances.


Section 2 – Project Organisation – this makes recommendations on how the
project should be organised and managed moving forward. This also includes an
evaluation of the most appropriate procurement route for this project.


Section 3 – Project plan – outlines the main activities and tasks that should
be undertaken to execute the proposals for both the design and construction phases.
Focusing on the pre-construction period, the linked bar chart project plan will show critical
activities and free float giving a clear route to take if HRD 2017’s end goal
is to be achieved.


















Stakeholder Management of the project

Stakeholders and why they need to be

A stakeholder is defined as anyone who has an interest in the
process or outcome of a project (Fewings, 2005). But crucially it will be those who may influence its
success that will ultimately need to be identified and managed using
appropriate strategies.

As fig 1.0 shows interests
can vary significantly. There may be individuals, groups and organisations
impacted by the project to greater or lesser extents, both positively and
negatively and it is essential that these interests (and potential influences)
are identified, assessed prioritised and managed. As well as taking interest in
a project, stakeholders can also have an influence. It is therefore highly
important to manage them effectively, as depending on circumstances they can cause
a project to succeed or fail. Effective stakeholder management contributes
towards meeting stakeholders needs and project success (Sutterfield et al., 2006;
Yang, 2010)












Stakeholders may also be
classified into two groups; direct stakeholders, and indirect stakeholders.
Direct stakeholders are those directly involved in the project, including the project
manager, architect and quantity surveyor, whereas indirect stakeholders are
those who are indirectly involved in the project, such as local government and
the local community.


Mapping Stakeholders

identified, stakeholders can be mapped, based on their interest and influence
over the project in hand. I have provided a visual representation of this on
the next page, fig. 1.1. This
determines the level of attention that they will require, to keep them
satisfied.  (However, it is important to note for future that this will vary
depending on the project)


Fig 1.1











From analysis, the key
project stakeholders have been identified as being:


1)       Quantity Surveyor,

2)       Architect / Designer, 

3)       Project manager,

4)       Local authority,

5)       Local community.






















Quantity Surveyor


In a project, the role of a quantity surveyor (QS) is to
monitor the finance, primarily ensuring that it keeps to the proposed budget. Also,
it should be expected that they will assist HRD 2017 and the design team
compare different options at the design stage ensuring that not only are their
requirements are met but they remain within a reasonable cost envelope. At this
early stage of the project, they will undertake feasibility studies to
determine whether these options are viable. HRD 2017 should therefore have
regular contact, and manage them most thoroughly.


A project plan and agreed methodology will help to
achieve the project deliverables within time, including quality and cost
constraints. The likelihood, for example, of the budget overrunning which could
then in turn have a knock-on effect on quality if the budget and/time
constraints aren’t, can be reduced/managed. Exception reports against
timeline/critical path, budget will flag critical risks early. Issue and risk
logs, carefully maintained and reviewed will provide an early warning system,
so that risks can be mitigated, reduced or eliminated, where they may not be
avoided. Procuring the ‘right’ QS resource in the first place, with the right
experience and capacity, together with indemnity and other relevant insurance
will also go a long way towards assuring the success of the project.


Therefore, I
would suggest:


Regular, minuted review meetings with
them and the architect, with clear position updates and assigned, time-specific
actions, where necessary

Regular design reviews,

Cost meetings to ensure that the project is still within budget,

Discussions on how cost changes may have implications on the overall
quality of the build as well as project length.






Keep completely informed

Managed most thoroughly

Regular minimal contact

Anticipate and meet needs







Generally, the architect’s role at this stage of the
project is to propose a design for the building which doesn’t just suit the
specified need(s) but fits in with the local building regulations. As stated,
WNP Partners have already been appointed as the architects for this project and
have produced an outline proposal which has already been submitted for outline
planning permission.


Like the QS, the architect will have a high level of
interest and influence on this project. It is their ideas and designs that
influence whether the building is going to ultimately receive planning
permission and meet the building regulations. Equally as important, it is their
role to ensure that the building is designed to the prestige quality required
by HRD 2017.


It is for these reasons, that there needs to be constant
communication with then, so that HRD 2017 are aware of the status of planning
permission, latest design proposals and potential issues with any of their
requirements. The risk of not being sufficiently in contact may be that the
design could lack the quality that is wanted, or be too intricate for it to be
viable both economically and time-wise.


Therefore, I would suggest:


Assurance that adequate professional
indemnity insurance is in place

An outline project plan covering main
stages from application of outline planning permission through to full planning
permission is prepared and reviewed

Regular, minuted review meetings with
them and the quantity surveyor, with clear position updates and assigned,
time-specific actions, where necessary

Regular design reviews

A review of risks and issues
associated with this aspect of the project and measures to address where




Keep completely informed

Managed most thoroughly

Regular minimal contact

Anticipate and meet needs

Project Manager


The role of
the project manager will be to direct the project, monitor progress, liaise
between the various parties involved, and flag up any issues that may arise before
they escalate into something that puts the project at risk. They will have
great influence and interest in the project, as the way that they govern it
will ultimately determine its success
or failure.


It is therefore essential that a competent, experienced professional
is appointed as the project manager for this development. Cutting corners here
could place the entire project in jeopardy and is strongly advised against. A
Prince2 project management practitioner is strongly recommended.


Therefore, I
would suggest:  


Regular updates in the form of
exception reports on variations against the project plan e.g. timescale,
budget, quality,

A review of risks and issues
associated with each aspect of the project and management strategies

Regular, minuted review meetings with
them, the quantity surveyor and architect with clear position updates and
assigned, time-specific actions, where necessary





Keep completely informed

Managed most thoroughly

Regular minimal contact

Anticipate and meet needs


Local Authority


The local authority will be a stakeholder principally in
the role as the planning authority. They will have a considerable amount of
influence on the project, initially in considering design proposals, planning
applications or modifications, and ultimately with planning control and
enforcement. It is crucial that viable planning permission is ultimately
granted for this project, since if they do not like the proposed plans then the
building may not go ahead, or the design may have to be radically altered. Therefore,
it is best to respond to any queries they have, or any issues they may see with
the potential development, and if this can be accomplished at a pre-planning
advice stage, it is to be encouraged. Other than this, the local council have
the ability to stop the project if they feel like it is a nuisance to the
general public. In order to prevent this, their rules should be followed very
closely as any sign of breaching this could result in a halt in the project.


However, despite their high level of influence, due to
other commitments and workloads they will not have much interest except in
terms of compliance with local planning polices/directives, and building
regulations should the development go ahead. Local politicians may be
interested if this was perceived to be an inappropriate development. Highways
and environment may also have an interest.


Therefore, I
would suggest:


Seek pre-planning advice following
approval of outline plans, as necessary,

Set up a meeting with the local
council to outline the plans for the development of the office block, program
duration and recommendations for the safety of the public,

Periodic, minuted review meetings with
them to keep them updated with progress and make them aware of any major works
that are to be undertaken and the effect this will have on the public. This
could be facilitated through any relevant local community interest group,

Produce a logistic plan that shows an
efficient traffic flow in and out of the site, however this may be a problem
due to the site having one entrance,

A review of risks and issues
associated with this aspect of the project, and a change control process to
manage any variances against project plan.



Keep completely informed

Managed most thoroughly

Regular minimal contact

Anticipate and meet needs


Local Community


This constituency is primarily a combination of local
residents & local businesses. As this is understood to be a high-quality
development their interest levels are likely to be moderate to low. Provided
they are appropriately consulted and informed, and the construction process is
sympathetically managed they are likely to exert little influence, as a
majority of people are likely to have a lack of interest. That said,
there will be some issues, such as; noise, disruption (dust etc), parking
problems and the working hours of the site which could cause a backlash.


Although they are likely to have little influence, it
will make the whole project easier if their queries and concerns are listened
to and efforts are made to ensure they are kept happy, as if the council, and
especially local councillors, get a number of complaints they will be inclined
to take action and put the development under scrutiny, perhaps stopping
construction or prolonging the construction process and increasing construction


Therefore, I would suggest:


Posting out leaflets to the
surrounding areas outlining the plans and length of the project,

Keeping them updated with leaflets at
key project stages, once construction begins,

Providing clear signage around the
area, and outside the site, displaying what the building is going to look like
along with a contact email / number for any queries,

Ensuring that working times are
followed, and Considerate Contractor Scheme standards observed. Meeting with
the relevant community interest groups to hear their concerns regarding the
proposed building works, and to address them in a responsible manner.





Keep completely informed

Managed most thoroughly

Regular minimal contact

Anticipate and meet needs







This client
instruction will be managed as a project.


The Chartered Institute of Buildings
define a project as:


“The overall planning, co-ordination and
control of a project from inception to completion aimed at meeting a client’s
requirements in order to produce a functionally and financially viable project
that will be completed on time within authorised costs and to the required
quality standards”. Such a
systematic approach will assure the delivery of expected client outcomes.


Major Tasks / Activities to be


We will
use the RIBA plan of works as a
model to highlight the major tasks and

that are to be undertaken from hereon in. A copy of this is included in appendix
3 for reference. This will be underpinned by use of Prince2 project
management (best practice) standard.


At this stage, as the site has been
identified, as well as the proposals submitted for outline planning permission,
HRD 2017 are already working to stage
2 of the RIBA Plan of Works (Concept


The remaining core objectives of this stage are,
therefore, to:                                                                                         


Outline proposals for the structural design and building
services systems;

Outline specifications and preliminary cost information
along with relevant Project Strategies in accordance with the Design Program;

Agree any alterations to brief as necessary, and issue
the Final Project Brief.


HRD 2017 are recommended to undertake third
party consultations to assist with finalising outstanding decisions. Therefore,
it would be advisable to appoint a structural engineer to work alongside the
architect, assisting with finalising the design of the structural frame type as
well as the envelope design. It is also recommended that site/ soil conditions
are investigated and evaluated to check how this may affect their
current building proposal. In particular, as the building is to be constructed
on a sloping site it is essential to ensure that the below ground parking walls
have enough bearing capacity to hold back considerable banks of ground.


than this, legal advice should be sought regarding the service level agreement.
This will involve looking at insurance requirements, incentives for high levels
of performance, complaints procedures etc. As this is a building in a
major Midlands city, it is fair to assume that significant insurance cover will
be required to address any potential public safety risks. Complaints from the
public are also more likely to arise and it is therefore imperative to have a
correct complaint procedure to deal with this to avoid anything escalating and
causing the project to come to a halt. 


Once the
design has been finalised, it is recommended that advice is sought from a cost
consultant (quantity surveyor) in order to determine preliminary costs.



are several procurement routes potentially available for this project. The
three most commonly used are outlined as below:


Traditional Procurement


This is the most commonly used
procurement method for construction works. In short, this is where the client
firstly appoints consultants to design the project and then prepare the tender
documents. Once collated, the documents are then sent out to contractors for
them to submit tenders These are most commonly lump sum contracts. Generally,
design consultants are involved during the construction phase to prepare /
review any additional designs that may be proposed by the contractor Compared
to other procurement routes, this is considered to offer the lowest risk to the
client, and this should be kept in mind, considering that ‘none of the risks
associated with the projects are to be retained’.


Design and Build


this procurement route has become increasingly popular, with, the design and
construction lying with one company, usually the contractor. Throughout the
project, there will be changes to meet both design and budget needs. There is a
single point of responsibility for delivering the entire project; which may be
beneficial to HRD 2017 as it is stated in the client requirements, that single
point responsibility is required without direct professional responsibility
from the designers and cost consultants. Despite this advantage, the design may
be less creative than one from an independent designer. This may therefore adversely
impact the requirement for the building to be innovative, as a contractor may
not have the same level of design knowledge as an independent designer.















Management Orientated


This actually consists of two separate
management orientated procurement routes; management contracting, and &
construction management. Both of these options are suitable for large projects
with an early start on site requirement. The key difference between the two is
that in construction management all the work is carried out by trade
contractors who are directly contracted to the employer, whereas, in the case
of management contracting all the work is undertaken by works contractors, who
are subcontracted to the contractor. As the quality level is to be prestige on
this project, it is considered I would
suggest that construction management would be the better route to take as
each trade could be monitored in order to ensure that they are completed
to the required level.










the Procurement Route for this


With any
successful project, the procurement route will be determined by the client’s
requirements, and so it is vital to understand what these are, what may flex,
and those which may not.


This project demands that the building is
of a high specification and technically advanced, incorporating new
technologies into the building. Multiple
requirements may need to be considered and weighed against each other. Usually
these requirements are reduced down to quality, cost and time considerations as
depicted in the ‘iron triangle’, below.


















In this case it is understood that the
priority is quality first, with time and cost equal second, so the time(scale)
and cost of the project may need to be increased in order to meet the desired


Specifically, the key requirements
for this project are:


The building Is
to be completed as soon as possible,

A firm price is
needed before construction starts,

The quality level
is to be ‘prestige’.



Each of the procurement routes outlined
previously, have their advantages and disadvantages. As stated previously, the
effectiveness of any of the routes, will depend on the particular requirements
for the particular project (all projects are unique), how well the route
matches the requirements, and ultimately
how well the project is implemented.


As there
are multiple requirements and several potential solutions, HRD2017’s
requirements have been extracted along with other relevant factors and used to
populate a Bennet and Grice Chart to determine the most appropriate procurement
route for the construction of this major office development (see next page).
The Bennet and Grice Chart (industry best practice ‘tool’) is an accepted
method used to compare different procurement methods, and provides scores for
various factors of a project based on their relative importance. The
procurement route with the highest score is generally the best procurement
route to select.  







I believe, that for this particular
project that it would be best to use a Design & Build procurement route, as
confirmed by results (scores) indicated in the Bennet and Grice chart.


Also, this, opinion is underpinned by
the fact that two of HRD’s directors have many successful years running a
construction company using a Design and Build Procurement route, and are
familiar and competent with the approach.





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