1.0 Project Name and Scope

1.1 Project Name

The Project is to be known as ‘???????’ , and unless requested by the Project Board, this shall be the only title stated on all documentation including correspondence, meeting notes, documentation and drawing title blocks. Within the body of documents, and in informal communication, the abbreviation ‘?????’ may be used.

1.2 Project Background

Description of why the project is required, and explanation of project to date.

1.3 Project Scope

Outline items to be included within the project.

2.0 Project Plan

2.1 Project Plan

Description of project timescales and the pressure on this.

The project has been established to achieve the following outline programme milestones:

Please give elemental breakdown of programme.

3.0 Project Budget

3.1 Project Budget

3.2 Please See Cost Plan in Appendix D

4.0 The Site

4.1 Location

Brief description on location of the building and why this location has been selected

Insert Picture of Location Here

5.0 Abbreviations

5.1 Abbreviations

1.0 Planning Status

1.1 Planning Consent

Give description on whether planning is required, the type of planning request and likely timescales.

2.0 Building Regulation Status

2.1 Building Regulations

Give description on whether Building Regulations approval is required, the type of planning request and likely timescales.

3.0 Legal Agreements/Landlord/Party Wall/Rights to Light Issues

3.1 Legal Issues

Highlight the potential or foreseen legal issues.

1.0 Project Structure

1.1 The Combined Project Board/Project Team

The Project Board will encompass the following roles with the following key responsibilities:

• Project Executive – ultimately accountable for the project, key decision maker for project.
• Project Sponsor – responsible for chairing the Project Board and championing the project to internal/external stakeholders.
• Senior User – responsible for clearly defining requirements and coordinating user interests.
• Senior Supplier – accountable for committing or acquiring the resources needed to satisfy the project; has authority to run the project within the constraints laid down by the Project Board.
• Project Assurance – independent monitor of all aspects of the project performance.

The limits of the Senior Supplier and also the Project Board’s delegated authority to make decisions are restricted to the works, budget and programme approved within the business case, and only when exceeded should an issue be referred to the Campus Masterplan Programme Board. The Project Board will be accountable for delivering the Project within the delegated authority, and the Board will meet on a needed basis to:

• Accept the schedule of requirements and sign of the final design/plans.
• Respond to any exception reports (where a project cannot proceed within the delegated powers).
• Review and approve project continuation post tender.
• Accept hand over/completion sign off.

2.0 Meeting Schedule

The list above is not exhaustive if more meeting are required they will be appropriately arranged.

3.0 Public Relations

2.1 Procedures

The Project Chair is responsible for all external communication relating to the Project, or an appointed designate. Should Project parties wish to communicate externally on project matters they should seek approval from the Project Executive, via the Project Manager before doing so. Should any incidents happen on site, or immediately adjacent, or with regard to the Masterplan development that may be of interest to the general public or news organisations, be it positive or negative, the Project Manager is to be notified immediately to allow the correct course of action to be agreed.

All Programme/Project team members are asked to promote good neighbourly and public relations. The Main Contractor will be required to sign up to, and promote the principles of the Considerate Constructors.

1.0 Consultant Services

The following consultants have been appointed as follows: – (for contact details please see the Project Directory)

Client -

Principal Designer -

Lead Consultant -

Quantity Surveyor -

All design, specification and cost management services are to be complete by (enter name).

2.0 Responsibility Matrix

Individual scopes of service are contained in the appointment documentation of the relevant consultant. The Responsibility Matrix in Appendix B below details the broad division of responsibilities on the Project.

1.0 Main Contractor’s Appointment

Please state who the main contractor is and how they have been appointed, include procurement method and evaluation.

B4 – Direct Appointments

1.0 UoS Direct Appointments

Please name any direct appointments made by the client.

1.0 Format/Pro Forma

1.1 Correspondence/Meetings

In order for works to be carried out in a timely and cost-effective fashion, it is important that all members of all project teams communicate effectively and efficiently. It is envisaged that the majority of issues arising throughout the Project will be able to be coordinated by the Project Manager.

Communication between parties involved in the project should predominantly be by oral (telephone and meetings) and electronic (e-mail) means. It is of vital importance that a record is kept of all decisions made concerning the Project, and, therefore, an e-mail (or letter) or minutes should be sent confirming the content of any decision made. E-mail communication should, where possible, only be used to issue information, a set of instructions or confirm a decision made, and should not be used in a ‘conversational’ manner to avoid inefficient practices.

Communication should follow the routes indicated and be between the key individuals from a relevant organisation. Those key individuals are then responsible for distributing that communication within their organisation.

Alternative communication routes may be followed in the event of an urgent situation or a party/parties not being available, provided that the course of action taken is in the best interest of the Project as a whole. In such a situation, the party/parties who would in the normal way have been involved, must be kept fully informed.

The Project Manager must be copied in on all relevant communications.

2.0 Meetings Schedule

Meetings form one of the prime opportunities for face-to-face communication and are considered fundamental to the successful execution of the project. Meetings will be organised on a needed basis. An agenda for a meeting should be issued with the minutes from the previous meeting. Generally minutes should be a succinct record of the key points discussed at the meeting, with an emphasis on recording the decisions taken and on future actions required.

3.0 Correspondence Distribution

All correspondence and documentation is to be issued with the Project title clearly referenced.

Minutes and other correspondence relating to meetings should be distributed to all meeting invitees, or as appropriate. Thought should be given to ensuring excess distribution is avoided; however, effort should be made to ensure all relevant parties receive information appropriately.

4.0 Action/Information

Each piece of correspondence should be clearly noted for each addressee as either action or information. This will assist all parties to prioritise issues and manage paperwork.

5.0 Period for Reply

All parties are obliged to respond to communications within the requested period. If an extension to this period is required, it must be agreed by all relevant parties.

6.0 Reporting Arrangements

All report problems should be addressed to the Project Manager in a timely manner.

7.0 Contract Administration

Drafting of the Contract and the administration of it is to be completed by????????

1.0 The Process (To Be Reviewed Subject to Procurement Process)

The principle of change management is to establish an approved baseline of information, and if anyone involved in a Project suggests varying from it, a change would be raised for the team to consider, review and for the Senior Supplier to approve and instruct (if acceptable) or to escalate under an exception if it is outside of the scope of the delegated authority.

Unplanned change is highly disruptive and without the explicit control of change, there is a greater chance that project objectives will not be met.

Leadership from the client and active participation by the full project team are critical to the successful operation of a change management process.

The Change Management Procedure will apply to all change irrespective of the originator – e.g. Client, stakeholders, user groups, project team and other third parties.

The Change Management Procedure will apply to all change irrespective of scope, anticipated cost (subject to delegated authority levels).

The change management procedure will be determined by the Employers Agent and agreed with the UoS prior to implementation.

When assessing changes, the project team may find the following classification helpful in determining which instructions are given priority:

• Corrective action – Errors or omissions in work already completed which will result in project objectives not being met.
• Request for change – A change which results in an alteration to the brief, design, specification or project acceptance criteria.

It is recommended that changes required for corrective action are prioritised so that agreed project objectives are met.

The Change control system has two component parts:

• Stage 1 – Early warning notice issued and risk reduction meeting held.
• Stage 2 – Change Control. The formal process used to monitor change on a project. Change control is described in Section C2-3.0

The Stage 2 Change Control Form is used to communicate a need for change and to analyse its impacts. Up until approval the responsibility for the management of communication is held by the change originator.

Use of the Stage 2 Change Control Form supports:

• Alerting all parties to all change – potential and actual, whether considered to have any.
• Implications or not.
• Circulating relevant information to all parties.
• Facilitating the assessment of the implications of change prior to formal client approval and instruction.

• Informing client decision making including identification of the actions needed to accommodate a change.
• Ensuring that the impact assessment and client approval does not delay the project.
• Managing change implementation to control the scope of the change so that consequences are within expected limits.
• Enabling the issue of a formal instruction to the project team once a change has been approved.
• Facilitating the central registration of all change.

2.0 Stage 1 – Early Warning

Early warning is a key aspect of the change management system. The approach to early warning will be informal and the assessment requires minimal technical input. However, early warning must be used consistently if abortive work and possible delay and extra cost are to be avoided.

Early warning provides high-level reporting of the cost implications of brief or design development at any stage of a project. It focuses exclusively on issues of affordability, which may include the cost implications of an extended development or build programme.

3.0 Stage 2 – Change Control Form

The change control procedure is the mechanism by which change orders are approved and issued for action. No change can be issued without client approval obtained through the change control procedure.

The change control procedure applies to all change proposed after Contracts have been executed.

Changes that fall within the scope of the procedure include:

• Changes to the brief.
• Changes to project acceptance criteria.
• Changes to design or specification.
• Changes to working method/sequencing that might have an effect on key project outcomes.
• Changes to previously instructed Variation Orders.

4.2 Change Control Contacts

4.3 Change References

Change number suffixes are based on initials of each project party. Due to duplication of initials the following references are to be used on the project.

4.4 Response Times

Response times relating to priority codes on the Stage 2 forms are as follows:

Priority Response time

4.5 Levels of Delegated Authority for Issuing Stage 2 Change Instructions

Subject to any level of delegated authority being agreed by the client, all change instructions must be assessed using the Change Control procedure prior to issue.

Organisation Name E-mail

1.0 Document Control

Throughout the Construction Period the Project Manager will be responsible for co-ordination of formal submissions and responses between the consultant team and the Client.

All members of the Professional Team will maintain sufficient hard and soft copy filing systems to enable effective storage of information originating from that organisation.

Design Information control will be administered by the Contractor. The Project Manager will be responsible for ensuring that all Project Team members comply with the protocols established as part of the system.

1.0 Health and Safety

UoS require that the correct attention be given to all Health and Safety matters arising from the Project in accordance with the CDM 2015 Regulations. The client will appoint a Principal Designer who will take the lead in planning, managing, monitoring and co-ordinating health and safety during the project.

All Project Team members have a duty to raise any concerns that they have regarding Health and Safety on the project as soon as they become apparent either directly with the Contractor (when appointed) or the client.

1.0 Value Management

All members of the team must adopt a value-based approach. This approach involves employing lateral thinking and keeping an open mind to question why things are done in a certain way, and trying to identify more effective and efficient methods (particularly their tasks on the project).

2.0 Risk Management

Risk Management has been established at Project level, and encompasses the review of strategic/high-level risk. Key Project risks are identified to ensure that they are dealt with in a timely and appropriate manner. The Risk Management Strategy for this Programme will differentiate between project risks and project issues as follows:

Risk – A risk is an uncertainty, which, if it occurs, will have a negative impact on the project.

Issue – An issue is something which is certain to happen, or has already happened, which will have a negative impact on the project.

The Risk Management Strategy is, firstly, to identify risks and issues which could negatively affect the chances of achieving the Project objectives; secondly, to determine the perceived relative importance of each risk identified in order to prioritise them with respect to each other; and, thirdly, to discuss how each risk/issue can be mitigated and who should take responsibility in each case. It is vital that all parties actively participate in this process as risk is subjective, and certain risks may be more important to one party than to another. The outputs from this process will be included within the Risk Register, by the PM, following each meeting. A Risk Management Workshop may be held to expand on the above, if deemed necessary. The Risk Management process will review the value criteria established, and focus on the risks to delivering those objectives.

Appendix A

{The following provides a list of typical requirements at completion. The Client requirements and contract documents should be referred to in creating a project-specific list.}

Appendix B

Responsibility Matrix

Project Board/Project Team

The Project Board is ultimately responsible for the project, supported by the Senior User and Senior Supplier. The Board’s role is to ensure that the project is focused throughout its life cycle on achieving its objectives and delivering a product that will achieve the forecast benefits.

Throughout the project, the Project Board ‘owns’ the Business Case.

Specific Responsibilities

• Oversee the development of the Project Brief and Business Case.
• Ensure that there is a coherent project organisation structure and logical set of plans.
• Monitor and control the progress of the project at a strategic level, in particular reviewing the Business Case continually (for example, at each end-stage assessment).
• Ensure that any proposed changes of scope, cost or timescale are checked against their possible effects on the Business Case.
• Ensure that risks are being tracked and mitigated as effectively as possible.
• Brief corporate or programme management about project progress.
• Organise and chair Project Board meetings.
• Approve the End Project Report and Lessons Learned Report and ensure that any outstanding Project Issues are documented and passed on to the appropriate body.
• Approve the sending of the project closure notification to corporate or programme management.
• Ensure that the benefits have been realised by holding a post-project review and forward the results of the review to the appropriate stakeholders.

The Project Board is responsible for the overall business assurance of the project – that is, that it remains on target to deliver products that will achieve the expected business benefits, and that the project will be completed within its agreed tolerances for budget and schedule.

Business assurance covers:

• Validation and monitoring of the Business Case against external events and against project progress.
• Keeping the project in line with customer strategies
• Monitoring project finance on behalf of the customer.
• Monitoring the business risks.
• Monitoring any supplier and contractor payments.
• Monitoring changes to the Project Plan to see whether there is any impact on the needs of the business or the project Business Case.
• Assessing the impact of potential changes on the Business Case and Project Plan.
• Constraining user and supplier excesses.
• Informing the project team of any changes caused by a programme of which the project is part (this responsibility may be transferred if there is other programme representation on the project management team).

Senior User

The Senior User is responsible for specifying the needs of those who will use the final product(s), for user liaison with the project team and for monitoring that the solution will meet those needs within the constraints of the Business Case in terms of quality, functionality and ease of use.

The role represents the interest of all those who will use the final product (s) of the project, those for whom the product will achieve an objective or those who will use the product to deliver benefits. The Senior User role commits user resources and monitors products against requirements. This role may require more than one person to cover all the user interests. For the sake of effectiveness the role should not be split between too many people.

Specific responsibilities

• Ensure the desired outcome of the project is specified.
• Make sure that progress towards the outcome required by the users remains consistent from the user perspective.
• Promote and maintain focus on the desired project outcome.
• Ensure that any user resources required for the project are made available.
• Approve Product Descriptions for those products that act as inputs or outputs (interim or final) from the supplier function or will affect them directly.
• Ensure that the products are signed off once completed.
• Resolve user requirements and priority conflicts.
• Provide the user view on Follow-on-Action Recommendations.
• Brief and advise user management on all matters concerning the project.

The assurance responsibilities of the Senior User are to check that:

• Specification of the user’s needs is accurate, complete and unambiguous.

• Development of the solution at all stages is monitored to ensure that it will meet the user’s needs and is progressing towards that target.
• Impact of potential changes is evaluated from the user point of view.
• Risks to the users are frequently monitored.
• Quality checking of the product at all stages has the appropriate user representation.
• Quality control procedures are used correctly to ensure products meet user requirements.
• User liaison is functioning effectively.

Senior Supplier

The Senior Supplier represents the interests of those designing, developing, facilitating, procuring, implementing and possibly operating and maintaining the project products. This role is accountable for the quality of the products delivered by the supplier(s). The Senior Supplier role must have the authority to commit or acquire supplier resources required.

Specific Responsibilities

• Make sure that progress towards the outcome remains consistent from the supplier perspective.
• Promote and maintain focus on the desired project outcome from the point of view of supplier management.
• Ensure that the supplier resources required for the project are made available.
• Approve Product Descriptions for supplier products.
• Contribute supplier opinions on Project Board decisions on whether to implement recommendations on proposed changes.
• Resolve supplier requirements and priority conflicts.
• Arbitrate on, and ensure resolution of, any supplier priority or resource conflicts.
• Brief non-technical management on supplier aspects of the project.
• Attendance at monthly Joint Contractors meeting, the monthly Advice meeting, the Project Board and site visits.
• Sign off samples with support from the technical advisor.
• Line manage the Project Support Office.

The Senior Supplier is responsible for the specialist integrity of the project. The supplier assurance role responsibilities are to:

• Monitor potential changes and their impact on the correctness, completeness and integrity of products against their Product Description from a supplier perspective.
• Monitor any risks in the production aspects of the project.
• Ensure quality-control procedures are used correctly, so that products adhere to requirements.

Project Manager

The Project Manager has the authority to run the project on a day-to-day basis on behalf of the Project Board within the constraints laid down by the board.

The Project Manager’s prime responsibility is to ensure that the project produces the required products to the required standard of quality and within the specified constraints of

time and cost. The Project Manager is also responsible for the project producing a result capable of achieving the benefits defined in the Business Case.

Specific Responsibilities

• Direct and motivate the project team.
• Plan and monitor the project, and prepare and report to the Project Board through Highlight Reports and End-Stage Reports.
• Take responsibility for overall progress and use of resources and initiate corrective action where necessary.
• Be responsible for change control and any required configuration management.
• Liaise with the Senior Supplier to assure the overall direction and integrity of the project.
• Identify and obtain any support and advice required for the management, planning and control of the project.
• Liaise with any suppliers or account managers.
• Ensure all identified risks are entered into the risk log.
• Day-to-day main point of contact with construction-related activities.
• Attendance at Project Team monthly meeting.
• Work with Technical Advisor to agree sign off for change/detailed design approval.
• Appointment of Technical Advisors, i.e. approval of professional fees.
• Working with the Employers Agent to ensure delivery and administration of the roles in accordance with the contract.
• Ensure coordination of the construction works with the operational activities of the campus.
• Monitoring and reporting to Project Board the overall project budget.

Stakeholder Lead

Specific responsibilities

• Lead on stakeholder engagement with staff and students.
• Provide support to the Project Manager.
• As Head of Facilities ensure via Building Managers that the daily operations of the estates are not impacted by the on-going construction works.

Project Assurance

Assurance covers all interests of a project, including business, user and supplier.

Specific responsibilities

• Thorough liaison between the supplier and the customer is maintained throughout the project.
• User needs and expectations are being met or managed.
• Risks are being controlled.
• The Business Case is being adhered to.
• The right people are planned to be involved in quality checking at the correct points in the product’s development.
• Staff are properly trained in the quality-checking procedures.
• The right people are being involved in quality checking.
• The project remains viable.
• The scope of the project is not ‘creeping upwards’ unnoticed.
• Focus on the business need is maintained.
• Internal and external communications are working.
• Applicable standards are being used.
• Quality assurance standards are being adhered to.

Project Administrative Support

Specific responsibilities

The following is a suggested list of tasks:

• Administer change controls.
• Set up and maintain project files.
• Establish document control procedures.
• Collect actuals data and forecasts.
• Administer Project Board meetings.
• Assist with the compilation of reports.