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BS3954 PROJECT MANAGEMENT – OPERATIONS Author: Donna Catherine Booth Submission Date: 2015 Word Count:

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Page 1: BS3954 dcb v1PROJECT MANAGEMENT.docx

BS3954 PROJECT MANAGEMENT – OPERATIONS

Author: Donna Catherine Booth

Submission Date: 2015

Word Count:

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Contents

Project Overview......................................................................................................................3

Scope...................................................................................................................................4

Rationale..............................................................................................................................4

Benefits.................................................................................................................................4

Project Definition......................................................................................................................5

Project Scope.......................................................................................................................5

Project Objectives.................................................................................................................5

Deliverables..........................................................................................................................5

Assumptions & Constraints..................................................................................................6

Planning...................................................................................................................................7

Work Breakdown Structure (WBS)...................................................................................7

Budgeting...............................................................................................................................10

Budget Allocation............................................................................................................10

Cost Overruns.................................................................................................................10

Scheduling.............................................................................................................................11

Project master schedules...................................................................................................11

Project Organisation...............................................................................................................12

Organisational Structure.................................................................................................12

Roles and Responsibility.................................................................................................12

Project Team...................................................................................................................12

Contractors.....................................................................................................................12

Risks and Opportunities..................................................................................................12

Contacting and Procurement.................................................................................................13

Risk and Issue Management..................................................................................................14

Key Issues......................................................................................................................14

Risks...............................................................................................................................14

Opportunities...................................................................................................................14

Change Management Plan....................................................................................................15

Quality Management Plan......................................................................................................16

Safety and the Environment...................................................................................................17

Annexes.................................................................................................................................18

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Project Overview

Aberdeen city council is actively exploring ways to ensure the long term success of the city centre to create a vibrant and modern city centre that will help to attract future new business investment and retain existing businesses. A 20 year MASTERPLAN to regenerate the centre of Aberdeen has been given the go-ahead.

The 20-year masterplan includes many projects one of which being the refurbishment of Aberdeen Music Hall.

Recent and future major investment projects within the town centre include

St Nicholas House redevelopment

City Circle Pedestrian Route (a pedestrian walking route around the city centre)

Upper Denburn redevelopment

Art Gallery redevelopment

The City Garden project

The Aberdeen Music Hall, is one of Scotland’s main A listed concert hall in the North-east, located at the heart of the city centre on Union Street. The music hall is a much loved, iconic venue that’s been a big part of cultural, civic and community life in the city of Aberdeen for more than 150 years. Currently being managed by the non- profit-making organisation, Aberdeen performing Arts since 2004. Nowadays the Music Hall plays host to an ever-widening range of events. Programmes of comedy and classical, folk, rock, pop and jazz music are equally at home in the Hall while exhibitions, seminars, conferences, graduations, tea dances and craft fairs all find a professional welcome.

Unfortunately more than 150 years of assemblies, concerts, fairs, functions, rallies, shows and cabarets have taken their toll on the ‘ A listed building and the current conditions of the music hall do not comply with expectations of the public and artists that utilise the hall, It’s in desperate need of refurbishment.

Aberdeen Performing Arts, are seeking to upgrade the building for modern use. The internal alterations to the building primarily aim is to make the concert hall more flexible, improve access and circulation around the building for all users, as well as modernising the interior of the building to make it more attractive, providing greater audience comfort and improved facilities for performer. The main need for the refurbishment works is to revitalise the Music Hall building and make it an

economically viable and an attractive nationally regarded 21st

Century concert venue.

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Project Definition

Project Scope

The main scope of the project is to agree a service level and development agreement with an contractor to alter and refurbish the interior and exterior of the existing music hall building which will include: part basement excavation, reconfigure interior to form new studio, storage, toilets and stairs; upgrade mechanical and electrical services and lighting, form new access ramp and relocate accessible chair lift. The estimated budget for this project is £7M and so far secured pledges of £4.8m, from Aberdeen City Council (£1,000,000), Creative Scotland (£1,500,000), Heritage Lottery Fund (£700,000), Historic Scotland (£220,000), The Robertson Trust (£200,000) APA are contributing £1,250,000 from their own reserves, accumulated over many years from tickets sales etc. The final £2.2m will be taken as a loan from the council. The refurbishment has been estimated to take around 20 months to complete.

Project ApproachThe overall project will be managed by the a project board made up primarily from Aberdeen Permormimg Arts and Aberdeen city Council. Given the timescales for the project, the specialist nature of some of the refurbishemnt work, the actual construction and refurbishemnt works will be outsourced by competitive tender.

The overall project will be managed utilising a reduced PRINCE2 Project Management methodology.

Project Objectives

Improve the wellbeing of the city and help to make Aberdeen a great place to live, a vibrant business base and a favourite cultural tourism destination

Act as a stimulus for the regeneration of Union Street and making a tangible impact on the city centre economy

Improve the quality and the impact of the arts in Aberdeen through re-invigorated cultural leadership

Develop their role as a creative force, a talent hub and a focal point for artists and musicians in the North-east

Increase the number of performances staged and offer a more diverse and distinctive programme of music and arts

Develope and diversify the audience base for the Music Hall, attracting younger audiences, first timers and audiences from further afield

Provide a more engaging and welcoming customer experience by improving access, circulation, foyer, public spaces and creating a visual connection with Union Street

Increasing community participation in the arts and music and providing inspirational learning spaces and opportunities

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Providing a focus for youth arts and music making Restore, and upgrade a built heritage asset of national significance Achieve the highest standards of architecture and design Undertake an essential programme of repairs and reducing environmental impacts Increase financial sustainability through increased box office revenue, more ancillary

catering, conferencing and corporate activity

Deliverables

Provide new access ramp for disabled at the front entrance Create new studio space Create new learning space Restore and renovate the auditorium Improve artistic accommodation Create new box office Modernise building and make it environmentally friendly

Main entrance (public access) – Install ramp and disabled success lift, which will make the Music Hall more open and welcoming, creating a new reception point, a fully accessible main entrance, barrier free access at every level and simplifying wayfinding and circulation.

Main auditorium - Restore and upgrade the concert hall auditorium, new flooring, staging, seating, lighting and restoration of the Willis organ.

New Studio - Create a new, flexible, 100 capacity performance space at the heart of the building for daytime, late night and more intimate concerts and events.

Creative Learning – Create a new, dedicated education and community space for music making, community and youth arts.

Fabric repairs - Undertake a programme of essential upgrades and equipment replacement – heating, ventilation, wiring, roof repairs, stonework and improving environmental sustainability.

Lighting and décor – Introduce a new dynamic lighting scheme throughout to animate the spaces and highlight architectural features and a contemporary design treatment to compliment and contrast with period features.

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Benefits

The music hall is a major and iconic building. However, it fails to meet its potential. At present, less than optimum utilization of the available space prevents the building from fully meeting the requirements of either the public or the present performers requirements. In addition is not fully DDA compliant.

Investment in refurbishing the building will improve:

Compliance with Legal and Welfare Requirements

Legal requirements and the publics and performers welfare aspirations will be met through these works including progress towards full building DDA compliance through improved access.

Efficiency of space use within the building

A refurbished music hall will allow more efficient and flexible use of space will allow much more of these demands to be met within the building itself. This will have the positive effect of increasing the number of performances held at the music hall.

Music Hall Reputation

The benefits to the Aberdeen performing arts from redeveloping the music hall building are numerous. The Music Hall regeneration will encourage more people to come to Aberdeen to attend the various events, this will have the positive effect of increasing the town centre economy and footfall in Aberdeen.

Welcoming Facilities for the Community

By providing a redeveloped and inviting building, This will have a positive effect of increasing the number of visits and the financial stability of the music halls

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Assumptions

Appointed contractors can deliver on time to cost and quality parameters. Funds for the project has been approved and is available Project Board and Project Team members have capacity to sanction and deliver the project. Planning permission will be granted.Sufficient resource will be made available. If the availability of resources and operational staff are reduced this will not affect the refurbishment within the proposed timescales. Upgrades and designs meet performers and user needs and requirements.

ConstraintsIssues relating to compliance and planning permission. Internal and external resource availability.

Success criteriaRefurbishment completed within agreed time cost and quality parameters. Music hall fully compliant with building regulations, DDA compliant and all historic Scotland legislations. Approval of project closure document and end of project report.Reduced maintenance and running costs for the building. Increased revenue generated.

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Planning

Work Breakdown Structure (WBS)

The top down structure diagram below shows the various components of the project as a whole and the various tasks within each objective.

(Figure 1.0 WBS-Top down Structure)

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(Figure 1.1 – WBS Aberdeen Performing Arts - Outline of tasks vs duration, time and cost)

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(Figure 1.3 – Aberdeen Performing Arts Redevelopment Gantt chart)

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Budgeting

Budget AllocationThe below table shows the allocations of funding and estimated total costs.

The total cost of the project is £7m and so far secured pledges of £4.87m. To date we have received pledges from Aberdeen City Council (£1,000,000), Creative Scotland (£1,500,000), Heritage Lottery Fund (£700,000), Historic Scotland (£220,000), The Robertson Trust (£200,000) APA are contributing £1,250,000 from their own reserves, accumulated over many years from tickets sales etc.

The final £2m will be taken as a loan from the council

Cost Overruns

Capital Direct CostsTotal Costs

£

Refurbisment works 1,000,000

New building fixtures and fixtures

1,000,000

Sub total of costs above 1,000,000

Professional Fees @ circa. 12% 1,000,000

Total Capital Costs£ 1,000,000

Indirect CostsTotal Costs

£1,000,0001,000,000

Consultancy and expert advice 1,000,0001,000,000

Total Revenue Costs 1,000,000

Increased Maintenance CostsTotal Costs

£Increased maintenance costsTotal Maintenance Costs £Total all above costs(capital + revenue + maintenance) £ ,

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Other CostsTotal Costs

£

Contingency 1,000,000

Inflation Allowance @ 2.5%Non-recoverable VAT 0

Total Other Costs£1,000,000

Total Project Cost £ 1,576,700

FundingTotal Costs

£

Aberdeen City Council 1,000,000

Creative Scotland 1,500,000

Heritage Lottery Fund £700,000Historic Scotland (£220,000), £220,000Historic Scotland (£220,000)) £220,000The Robertson Trust (£200,000) £200,000APA are contributing £1,250,000

1,250,000

Sub totalTotal

Aberdeen City Council loan (£1,000,000),

Total Costs

£

Aberdeen City Council (£1,000,000), (£2,000,000),

% of total cost of delivering the project 100%

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Scheduling“Present and discuss the project master schedules based on the overall work.”

Project master schedules

Monthly/quarterly highlight reports to CMT; members; stakeholders

The project will be managed by stages as shown below with high level activities. Each stage will be run by work streams . In the project current stage of Start up work stream leads are also identified below and within the project plan

Stage Description of activity

Start up

Formation of Project Management ,Outline Business case produced,Procurement of consultants to support delivery options appraisal, Delivery options appraisalDevelopment of communication strategyStakeholder consultationExecutive Board sign off to move to the next stage

Initiation

Production of Project Initiation Document (PID ) Production of detailed business case & costs Formation of detailed project management Detailed communication strategy

Stakeholder consultationExecutive Board sign off the move into delivery

Delivery

Delivery of project planDelivery of Communications StrategyRegular checkpoints for approval through governanceContinued monitoring of Business case and benefits against objectives

Closure

Project evaluationOutcomes and criteria evaluationBenefits ReviewExecutive Board authorisation to close the project

Start Up Stage - Work stream Leads

Work stream Supported By Risk

Business Case & Strategy Development Project team; external advisors

Risk Analysis Project teamDelivery Options Project team

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Finance

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Project Organisation

“Define and discuss the overall organisational structure, roles, and responsibilities to be employed, including the project team, contractors and available external resources. Evaluate this structure in terms of risks and opportunities.”

Organisational StructureRoles and ResponsibilityProject TeamContractorsRisks and Opportunities

Initial Business Case:

The Business Case for this project was established when the Aberdeen council agreed the proposals to refurbish Aberdeen music hall

The proposals are consistent with the Aberdeen Council’s Master Plan’s Goals in relation to :

Sustain improvements in the quality of Aberdeens environment Continue to promote healthy living, leisure and cultural opportunities

The project is specifically identified as an action in the Council’s Materplan to be a vibrant and modern city centre that will help to attract future new business investment and retain existing businesses.

Organisation structure: The Project Board will consist of :

Project board

Project team

Stakeholders

External advisors

Project Board –

Members –

To approve the strategic direction, outline scope of activity, agree outcomes and benefits and authorises procurement process

To approve recommended partner(s) at the end of the procurement process Review project progress and approves any exceptions to the approved scope Ensures process is properly aligned at all stages to the strategic outcomes required. Supports key communication processes across stakeholders Commissions and chairs reviews during the project to ensure alignment with

objectives, capability of delivery and measurable achievement of benefits

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Project team:

Project Lead:

Is directly accountable for the delivery of the project delivering agreed outputs to required specification and quality within budget

Maintains close liaison and communication with Key Stakeholders Ensures business case is maintained and remains relevant to the overall strategic

aims Ensures that communications with internal and external stakeholders are effective Manages the key strategic risks facing the project Meets with the project manager regularly to review progress

Project Manager:

Provides project information and advice to partner organisations and stakeholders

Project manages and plans all stages of the project Agrees delegation and project assurance roles Prepares project reports as defined by the Project Initiation Document Manages on a day to day basis the business and project risks (includes

contingency planning) Liaises with members of associated activities e.g. Communications Monitors progress, expenditure, resources and initiates corrective action Keeps project lead informed of deviations in plans and associated action (ie

Change Control) Identifies and obtains support and advice necessary for the management,

planning and control of the project Manages the development of the communication strategy and delivery of the

communications plan

External advisors

• Advice will be sought on an ongoing basis from external advisors. Their role will be to advise the project team/board

Who RoleMusic hall users user. Will need input into business case, specification, ongoing maintenance, programming; insuranceLegal Ensure compliance with all appropriate legal matters; check contracts; insuranceTechnical Advise on matters such as; environmental factors e.g.Finance Check/challenge assumptions in cost projections/proposedHighways Ensure traffic management plan and proposed layout is robust, workable and legally compliantHealth and safety Management of risk; compliance with health and safety standardsmanagement Check ongoing maintenance plan and depreciation projections are fit for purposeElected members Check/challenge; ensure project alignment to corporate aims; sign off at

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gatewaysUtilities Ensure that building work does not adversely impact existing utilities eg

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Contacting and Procurement

“Discuss any contracting pre qualifications that may need addressing and evaluate potential procurement issues.”

Communication Plan

The Executive will be kept informed of the project progress by report to the Executive Meetings. Preparation of these reports will be the responsibility of the Project Manager.

The financial monitoring of the project will be undertaken as part of regular strategic financial monitoring procedures and will be informed by the Project Manager in conjunction with the Project Assurance role.

Keeping all relevant staff informed of the project will be the responsibility of the Project Manager .

The Business Executive / Project Sponsor and the Project Manager will be responsible for keeping the key stakeholders informed of the project via quarterly steering committee meetings. These will also be attended by the Senior Supplier and the Project Team.

The Project Manager through the Project Team will also be responsible for ensuring effective delivery of project information and news to the wider community through information on

Project Plan

The Project Plan outlined below is a statement of how and when the project’s objectives are to be achieved, by showing the major products, activities and resources required on the project. It will be used by the Project Board as a baseline against which to monitor progress and costs stage by stage.

A detailed project plan should be developed showing the project management stages, product descriptions and product flow diagram.

The main products identified and the anticipated completion dates are shown on the table below : (To be completed)

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Risk and Issue Management

“Assess the key issues, risks and opportunities presented by the project”

Key IssuesRisksOpportunities

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Change Management Plan

“Evaluate the relationship between change management and project management and establish a change management process, including controls to manage the project life cycle.”

Project controls

The project will be reviewed by the Project Board at the end of each stage as outlined in the project plan. In addition the Project Manager will produce a highlight report at key stages as outlined below. The Project Board will then consider acceptance of the stage and assess whether to proceed to the next stage. The Project Board will be required to meet at the end of each stage outlined, and if necessary when an exception is identified by the Project Manager .

The recommendations of the Project Board will seek authorisation of the Executive where required in accordance with the Constitution, for example to release funding for the project.

The stakeholders will be advised of progress and developments via the methods identified in the Communication Plan.

The key deliverables will be formally reviewed by the Project Team and signed off by the Project Board.

Responsibility for all day-to-day controls will rest with the Project Manager with overall responsibility for the successful delivery of the project resting with the Business Executive / Project Sponsor on the Project Board.

Exception procedures

The project has clearly defined timescales and budget; consequently the tolerances for the project are limited. In the event of a deviation from the pre-agreed stage plan the Project Manager will notify the Project Board via an exception report.

Initial Risk Log

There are a number of risks already identified for this project which will be detailed in the Risk Log for the project.

These risks will be monitored by the Project Manager and if necessary an exception report will be presented to the Project Board.

Contingency plans

There are a number of risks identified in the Risk Log which may have an impact on this project. In the event of the project being affected as a consequence of any of these risks being realised, the Project Manager will have to report this to the Project Board.

Project Filing Structure

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The Project Manager will keep electronic copies of all documentation on a shared network directory on the server. Hard copies of documents will be kept in a suitable folder relating to this project held in the Waste and Street Scene Unit.

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Quality Management Plan

“Define the objectives, scope and processes of the project quality management plan.”

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Safety and the Environment

“Discuss any safety and environment issues that are likely to impact the project, and how you propose to address such issue.”

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Annexes

Contain supplementary materials important to the project execution process