Critique
For my critique I have decided to focus on one specific situation during a recent project where my competency as a project manager was put to the test. I made decisions and took certain actions to ensure that there was a positive outcome from a difficult situation.
I have chosen this situation to focus on because it is a typical situation that occurs during projects and it demonstrates a number of the more fundamental competencies required for project management. It required difficult decisions making for the best outcome of the project in the long term.
The competencies this project example demonstrates are;
RICS
CIOB
Project Situation
I had been assigned a project to carry out a deep refurbishment of three gymnasium changing rooms; Male, Female and disabled. The changing rooms in question hadn't had a deep refurbishment for quite some time and were in desperate need of some attention.
The project had been designed, procured and planned in good time. The decision had been taken with consultation with the client (Hallam Active) that the best time to programme the works would be during late August early Sept when the university was in lower footfall with a view to completing ready for the new semester in September and for a recruitment drive for new or returning prospective gym customers. (See evidence 10 - Project Programme, on evidence appendices page)
After commencement on site the first job was to completely strip the changing rooms and shower areas. During the strip out of the showers it became apparent very quickly that the shower substrate and lining membrane was in a worse condition than originally anticipated.
More work, time and cost was required to rectify the problem to ensure the showers weren't to cause a problem again in the future. This did however have an effect on the programme, budget and client expectation.
It is not uncommon to come across unforeseen problems during projects but it is how they are managed to mitigate the risk to programme budget and the client.
I took the following actions and decisions to resolve the problem;
1. Investigated the problem and causes with input from contractor and also a second opinion from one of our senior building surveyors.
2. Determined what remediation works were required to rectify the problem
3. Established effects of carrying out the additional remedial works would have on programme and budget. The additional works were going to result in an extension of the programme for the contractor by approximately a week. (See email evidence 12 of the appendices)
4. Consulted with the client on what implications a delay of a week would have on their service. They stated that a weeks extension wouldn’t have major implications but if it over ran past a week it would have serious implications to their recruitment drive for new customers during fresher’s week.
5. I consulted with the contractor to see what options they could give us for carrying out all the work whilst still completing to the original completion date. They proposed working 2 shifts, working hours and out of hours to accelerate progress to ensure they didn’t overrun on the week extension to achieve the clients desired completion date ready for fresher's week.
6. I then had to weigh up the options of;
a. Accelerating the project by working out of hours at an additional cost but deliver on time for when clients required it for the recruitment drive in fresher's week.
b. Continue working at same pace and cost but deliver project a week late for the client.
7. After consulting with the client, contractor and the budget holder for the project I took the decision that the best course of action was to grant the contractor an extension of time and also accelerate the project out of hours so to ensure that the contractor completed to the newly agreed completion date.
8. After this course of action was agreed by all parties I sent out communication to make all relevant stakeholders aware.
9. The contractor completed on the date agreed to allow installation of the lockers and the changing rooms were handed over to Hallam Active ready for fresher's week.
Competencies Satisfied
CIOB - Decision Making, Element 1; Investigating Problems, causes and effects
I demonstrated this competency by investigating the problem further by visiting site to examine the substrate for myself and also by enlisting the expertise of our building surveying department to get a second opinion to determine the extent and causes of the problem. I also established the effects that a delay on programme would have to the client and their recruitment drive. (See email evidence 12 of the appendices)
CIOB – Decision Making, Element 2; Determining Solutions to problems
Once I had established the cause of the problem. With advice from the contractor I determined the scope of the works required to resolve the problem.
I also resolved the problem of the delay in programme to the client by taking the decision to accelerate the project outside of working hours.
RICS : Programming and Planning (T063) – Level 3
‘Provide advice on corrective measures required to maintain and/or accelerate progress where delays have occurred in relation to the programme’
I demonstrated level 3 competency by advising to my client and the project budget holder on corrective measures required to accelerate the project to maintain the completion date. The corrective measures were to get the contractor working double shifts through the day and night to get back on programme.
CIOB –Planning and Organizing, Element 2; Planning activities and work methods
The reprogramming of the works to progress out of hours required me to reorganize, to ensure there was adequate security resources in place to monitor the contractors while onsite and to open and secure the site when the contractors were entering and leaving site. I also had to reorganize the installations of new lockers which were due to follow on after the main contract I had to ensure that the locker company could push back their installation date to accommodate the extension of the main contract.
CIOB –Planning and Organizing, Element 3; Monitoring and controlling work
After each night shift I had to check with the contractor that there had been no issues overnight and also check with the gym staff that the gymnasium had been left in a fit state for customers to use the next morning,
CIOB - Communication, Element 2; Presenting Information to various audiences
Once the decision had been made to accelerate the project I then had to inform all of the stakeholders affected to make them aware for the proposed changes to the programme. I did this with an email sent out to the; client, budget holder and contractor. I included dates so that everybody was completely clear and there was no room for confusion. (See email evidence 12 of the appendices)
RICS : Leadership (SP001) – Level 3
‘Demonstrating successful outcomes from your leadership and decision making’
I believe I satisfied this competency by handing over the changing rooms in time for the client to open ready for fresher's week. This was made possible because of the decisions and actions I took to progress the project when we discovered a problem.
Learning Outcomes
What I have learnt from this experience;
I have chosen this situation to focus on because it is a typical situation that occurs during projects and it demonstrates a number of the more fundamental competencies required for project management. It required difficult decisions making for the best outcome of the project in the long term.
The competencies this project example demonstrates are;
RICS
- Leadership (SP001) – Level 3
- Programming and Planning (T063) – Level 3
CIOB
- Unit 1 - Decision making: Element 1 & 2
- Unit 2 – Communication : Element 2
- Unit 4 – Planning and organizing : Element 2 & 3
Project Situation
I had been assigned a project to carry out a deep refurbishment of three gymnasium changing rooms; Male, Female and disabled. The changing rooms in question hadn't had a deep refurbishment for quite some time and were in desperate need of some attention.
The project had been designed, procured and planned in good time. The decision had been taken with consultation with the client (Hallam Active) that the best time to programme the works would be during late August early Sept when the university was in lower footfall with a view to completing ready for the new semester in September and for a recruitment drive for new or returning prospective gym customers. (See evidence 10 - Project Programme, on evidence appendices page)
After commencement on site the first job was to completely strip the changing rooms and shower areas. During the strip out of the showers it became apparent very quickly that the shower substrate and lining membrane was in a worse condition than originally anticipated.
More work, time and cost was required to rectify the problem to ensure the showers weren't to cause a problem again in the future. This did however have an effect on the programme, budget and client expectation.
It is not uncommon to come across unforeseen problems during projects but it is how they are managed to mitigate the risk to programme budget and the client.
I took the following actions and decisions to resolve the problem;
1. Investigated the problem and causes with input from contractor and also a second opinion from one of our senior building surveyors.
2. Determined what remediation works were required to rectify the problem
3. Established effects of carrying out the additional remedial works would have on programme and budget. The additional works were going to result in an extension of the programme for the contractor by approximately a week. (See email evidence 12 of the appendices)
4. Consulted with the client on what implications a delay of a week would have on their service. They stated that a weeks extension wouldn’t have major implications but if it over ran past a week it would have serious implications to their recruitment drive for new customers during fresher’s week.
5. I consulted with the contractor to see what options they could give us for carrying out all the work whilst still completing to the original completion date. They proposed working 2 shifts, working hours and out of hours to accelerate progress to ensure they didn’t overrun on the week extension to achieve the clients desired completion date ready for fresher's week.
6. I then had to weigh up the options of;
a. Accelerating the project by working out of hours at an additional cost but deliver on time for when clients required it for the recruitment drive in fresher's week.
b. Continue working at same pace and cost but deliver project a week late for the client.
7. After consulting with the client, contractor and the budget holder for the project I took the decision that the best course of action was to grant the contractor an extension of time and also accelerate the project out of hours so to ensure that the contractor completed to the newly agreed completion date.
8. After this course of action was agreed by all parties I sent out communication to make all relevant stakeholders aware.
9. The contractor completed on the date agreed to allow installation of the lockers and the changing rooms were handed over to Hallam Active ready for fresher's week.
Competencies Satisfied
CIOB - Decision Making, Element 1; Investigating Problems, causes and effects
I demonstrated this competency by investigating the problem further by visiting site to examine the substrate for myself and also by enlisting the expertise of our building surveying department to get a second opinion to determine the extent and causes of the problem. I also established the effects that a delay on programme would have to the client and their recruitment drive. (See email evidence 12 of the appendices)
CIOB – Decision Making, Element 2; Determining Solutions to problems
Once I had established the cause of the problem. With advice from the contractor I determined the scope of the works required to resolve the problem.
I also resolved the problem of the delay in programme to the client by taking the decision to accelerate the project outside of working hours.
RICS : Programming and Planning (T063) – Level 3
‘Provide advice on corrective measures required to maintain and/or accelerate progress where delays have occurred in relation to the programme’
I demonstrated level 3 competency by advising to my client and the project budget holder on corrective measures required to accelerate the project to maintain the completion date. The corrective measures were to get the contractor working double shifts through the day and night to get back on programme.
CIOB –Planning and Organizing, Element 2; Planning activities and work methods
The reprogramming of the works to progress out of hours required me to reorganize, to ensure there was adequate security resources in place to monitor the contractors while onsite and to open and secure the site when the contractors were entering and leaving site. I also had to reorganize the installations of new lockers which were due to follow on after the main contract I had to ensure that the locker company could push back their installation date to accommodate the extension of the main contract.
CIOB –Planning and Organizing, Element 3; Monitoring and controlling work
After each night shift I had to check with the contractor that there had been no issues overnight and also check with the gym staff that the gymnasium had been left in a fit state for customers to use the next morning,
CIOB - Communication, Element 2; Presenting Information to various audiences
Once the decision had been made to accelerate the project I then had to inform all of the stakeholders affected to make them aware for the proposed changes to the programme. I did this with an email sent out to the; client, budget holder and contractor. I included dates so that everybody was completely clear and there was no room for confusion. (See email evidence 12 of the appendices)
RICS : Leadership (SP001) – Level 3
‘Demonstrating successful outcomes from your leadership and decision making’
I believe I satisfied this competency by handing over the changing rooms in time for the client to open ready for fresher's week. This was made possible because of the decisions and actions I took to progress the project when we discovered a problem.
Learning Outcomes
What I have learnt from this experience;
- Allow for more time in programme as a contingency, when approaching projects which involve wet works and works which cannot be fully ascertained until strip out begins.
- When putting together scope of works include for all works as a worst case scenario. This will also result in an allowance in the project budget. It may be the case that the full works aren't required, in which case there would be a saving to the project.
- I learnt to evaluate up the pros and cons of the different options I could have taken, deciding which was more critical to the project budget or programme.
- In the end I concluded that the programme rather than the budget was more critical to the success of the project so we accelerated progress on site at a cost to the project budget.