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The Dr. Christopher Dresser Project - How the project was delivered without a Project Manager 1

The Christopher Dresser Project – its delivery and outcome without a Project Manager

– an investigative analysis

Viva by Kathy Warrick

2014 – 2015

Supervisor: Dr. Manu Ramegowda


How can a project be delivered successfully without a project manager?

This research project challenges the success of the Christopher Dresser Project by the Dorman Museum in Middlesbrough and precisely, how it was delivered without a Project Manager.

This research project examines how the project was delivered by analysing the project structure, milestones, financials, resources, procurement contracts, risk mitigation strategies and plans.

This live project established a permanent Christopher Dresser Gallery exhibition in the Dorman Museum, Middlesbrough ascertaining funds from Heritage Lottery Fund, Art Fund, V&A Museum and Middlesbrough Borough Council.

Within the thesis, lessons learned are explored in detail to recommend action points to the Dorman Museum if and when a similar project begins, and robust conclusions are made.

Abstract


Background

Dr Christopher Dresser was both a botanist and designer who operated in the latter half of the nineteenth century. He designed and put his name to well-known ranges of metal work, ceramics, glass and textiles for some of the largest manufacturers in the UK.

The Dresser Project enabled the Dorman Museum in Middlesbrough to have the largest collection of Christopher Dresser pieces in the world, establishing a centre for expertise and excellence in the international antiques trade.

A significant prestigious acquisition of 160 Dresser works has brought a significant private collection into the public domain and has secured it for future generations. It has also enabled the Museum to present a new permanent exhibition dedicated to Dresser as a 'Pioneer of Modern Design.'


Research ObjectivesThe objectives of the research were to:

Examine the procurement methods used in the Project. Identify the client’s needs in time, cost and quality. Analyse the building, engineering and construction contracts used, their formation and their terms and conditions, discharge and remedies. Analyse the tendering process, contractor selection and pricing methods.

Determine the management of finance and operations of the project. Analyse the planning and control processes of the management accounting of the Project. Examine the industry and the budgets of the project, identify performance measurement, capital appraisal, business strategy, operational processes and performance, and output performance using the Balanced Scorecard cause and effect process.

Analyse the Project as a Project Manager using Prince2 methodology and report on its effectiveness and success and comment on lessons learned. This involves examination of how the gallery exhibition was created and built, methods used and finance through the eight stages of Project lifecycle - Conceive, Design, Plan, Allocate, Execute, Deliver, Review and Support. (Chapman & Ward 2003)

To analyse the Project as a Risk Manager and report on its risk efficiency, to reduce threats and enhance opportunities. This involves planning and developing a Risk Management framework to manage the uncertainty of the Project

To pursue risk efficiency as a motive for lean progress in the Project, diagnose changes in plans, reduce threats to Project performance and identify positive opportunities to deliver a successful Project.


Project Plans: MS Project Gantt Chart


18 June 2010 27 November 2012 15 March 2013 31 May 2014

Heritage Lottery Fund awarded

Victoria and Albert Museum awarded Art fund awarded

Middlesbrough Borough Council

awarded

£250,100 £45,000 £45,750 £20,000

Total: £360,850

29 June 2013 1 July 2013 16 August 2013 20 December 2013

Authorisation to proceed from

Heritage Lottery

Launch of the Christopher

Dresser Society

Appoint Consultant team

Approval to proceed Dresser

Gallery

14 March 2014 4 July 2014 Summer 2014 July 2015

Practical completion of

project

Launch of Christopher

Dresser exhibition

Opening of Dresser’s Tea

Room

Dresser Fest Symposium held

Project Funding Timeline

Project Milestones - Event Timeline

Timeline: Milestones and funding


Partner NameChairman of the Christopher Dresser Society https://dressersociety.wordpress.com Principal Lecturer in the School of Arts and Media, Teesside University

Paul Denison

Dorman Museum, Middlesbrough Borough Council Gill Moore (Curator)Subcontractor NameLead Design Consultant AtkinsGallery Construction Engineers Wharton Construction

LtdDisplay Cabinet Engineers RS Displays

Partners and subcontractors

Project team members

https://dressersociety.wordpress.com/


£137,125

£16,000 £7,656

£175,000

£10,000

Christopher Dresser Project Revised costs 2014

Construction costs Design fees ContingencyCollection Purchase Education & interpretation

Task breakdown

HLF Offer Letter

Revised Costs 2014

Percentage Breakdown %

Consequence

Construction costs

£129,475

£137,125 32

Increase in costs £7650

Design fees £23,650 £16,000 6Reduction in costs £7650

Contingency £7,656 £7,656 2 BreakevenCollection Purchase

£235,321

£175,000 58

Reduction in costs £60,321

Education & interpretation 10,000 10,000 2

Breakeven

Totals£406,102

£345,781 100

Compromises and remedies madeThere was an increase in construction costs of £7650. There was a saving in Design costs of £7650. Harry Lyons reduced the price of his collection by taking two large items out. This reduced the collection purchase to £175,000 making a saving of £60,321.

Project finance

9

Role Contract awarded Company AmountHistoric Architect, Architect, Mechanical/Electrical Engineer and Structural EngineerDesign Consultant

Preferred Supplier List Atkins £15,864.00

General Works Contractor JCT Minor works building contract

Wharton Construction £46,496.26

Display Cabinet Contractor

JCT Minor works building contract

RS Displays £108812.35

Project tenders to contract

To deliver the project, the management team had to firstly secure further funding to undertake the project.

Then purchase the Harry Lyons Dresser collection.

Finally they had to make detailed plans, design and build the new Gallery. Experts were consulted throughout the project. From the Middlesbrough Borough Council preferred supplier list, Atkins was chosen to be the Historic Architect, Mechanical/Electrical and Structural Engineer and Design Consultant.Two further contracts were initiated, the General Works Contractor and the Display Cabinet Contractor.

The following table indicates which contractors were chosen, however detailed reports follow in the thesis on how they were chosen to do the job, on the best value according to the specification of works, following the procurement process.

Middlesbrough Borough Council Tenders

The Dr. Christopher Dresser Project - How the project was delivered without a Project Manager

Procurement


To reduce the risks to the Contractors works, in the clearing and demolition of the existing gallery and the construction of the new Gallery a detailed risk register was developed and monitored throughout the project. Precise risks, stages, responsibilities, responses were detailed ensuring that the subcontractors contributed to the project’s success. This was to identify the risks and reduce, mitigate and avoid hazards. An asbestos survey was undertaken before the works commenced to ensure that there was none present in the existing Gallery. This took several weeks, however the report stated that there was no asbestos present. If positive, then this would have delayed the project, and the expense of removing it may have been inhibitive. Consideration was taken to the health and well-being of all staff, contractors and the general public before work commenced.

Access: Access was planned to take place in the compound area to the rear of the Museum where deliveries normally take place, avoiding disruption to day to day management of the Museum. Contractors took advantage of the Museum being closed on a Monday to deliver goods and complete work. Contractors were responsible for providing screening whilst work was going on.

Demolition: There is a risk of physical injury during demolition, and the architect required the contractor via tender to produce method statements. The contractor appointed a structural engineer to review all proposals and method statements produced by contractor after the on site investigations were carried out.

Moving vehicles: Collision was avoided by contractors providing method statements and all parties being aware of the dangers of deliveries to the compound area.

Electrical works: The risk of electrocution was avoided by ensuring works were carried out by competent personnel. The Electrical Engineer reviewed electrical proposals and method statements by contractor.

Mechanical works: Physical injury was avoided by ensuring that works were carried out by competent personnel. A Mechanical Engineer reviewed all proposals and method statements.

Manual handling/lifting: Falls and injuries were avoided by limiting the weight of items as per Manual Handling Operations Regulations 2002.

Fire: A fire extinguisher was provided in the working area to mitigate fire risk (Electricity work regulations 1989)

Working at height and drillings: The risk of physical injury/electrocution was mitigated using the Work at Height Regulations 2005, reviewed by the Clerk of works and the contractor undertook risk assessment and a site survey before commencing work. (see Risk Register).

Project risks


The Christopher Dresser Project completed successfully without the Project Manager. There were reasons for this occurring. The Dorman Museum management team were very enthusiastic and committed. They lead the project, monitored and controlled the project, mitigating the risks as they went along. They faced numerous challenges, the first being staffing, then funding and designs and scheduling.. They were able to overcome each challenge and lead to complete the project almost on time, there was a small time slip.

The Dorman Museum had a high performing team. The Museum had an existing loyal and committed willing to go the extra mile to complete the project successfully. The team worked tirelessly to complete the project and despite the extra work load burden placed on them by the project, they were able to perform to a very high standard making the project a success. The management team were able to determine a business strategy which optimised operational processes and performance.

The research focus was on the completion of the successful project without a project manager; and how this was achieved. Heldman (2006) explains that projects without a project manager typically run dramatically over budget, rarely meet a schedule and are frequently plagued by scope. Clearly, the Christopher Dresser project did not comply with this trend.

Conclusions


As there is limited amount of academic information on managing projects without a Project Manager, it is recommended that more research is to be done, particularly where the unavailability of funding inhibits the hiring of the Project Manager.

For similar projects, it is recommended that the employment of a Project Manager is crucial to the delivery and ongoing success of the project, whenever possible.

It is recommended that when planning the project, to make visible a team plan highlighting roles, responsibilities, activities, schedule and resources when ‘forming’, ‘storming’ and ‘norming’ the team. This ensures the Project Team know who is responsible for what and their role within the project.

It is recommended that the Project Manager develops and executes an effective and workable Project Communication plan, highlighting key communication activities to ensure the project runs smoothly internally (within the team – to push for momentum) and externally (outside of the team e.g. when dealing with suppliers – to give correct messaging).

It is recommended that the Project Manager or Management Team tailors Prince2® methodology to the project and client where possible, reducing risks and aligning to a proven framework of best practice that the Project Manager and team can follow.

It is recommended that the Heritage Lottery Fund aligns its guidelines to enable organisations to value the role and responsibilities of a Project Manager. Projects that employ a Project Manager are more likely to succeed. For further Heritage Lottery Fund projects, downfalls include:

Further funding not being secured through sourcing adequate partners Project control not being monitored successfully by the Management Team, especially with risks, issues and

dependencies on other projects. Project team members not being aware of the extra workload and commitment needed to embark on a project

and bring it to successful completion. It is recommended that the Project Manager or Management Team documents regular status update

reports to their sponsors and stakeholders to highlight progress, monitor and control risks, issues, assumptions and dependencies.

Recommendations


Berkun, S. 2008, Making things happen: mastering project management, O'Reilly, Sebastopol, Calif.

Burke, R. (2013) Project management: planning and control techniques. 5th ed. edn. Chichester: Wiley.

Chapman, C. & Ward, S. 2003, Project risk management: processes, techniques and insights, Wiley, Chichester.

Craig, H.K. 2010, "Projects without project managers", Contractor, [Online], vol. 57, no. 10, pp. 70.

Heldman, K. (2006) Project Manager's Spotlight on Planning, Jossey-Bass. Nokes, S and Kelly, S (2007) The Definitive Guide to Project Management. Prentice Hall

Publishers Smith, K.A. 2014, Teamwork and project management, 4th edn, McGraw Hill Higher

Education, Boston.

References


Appendix: Interior Plans of Dresser Gallery

15

Appendix: Launch of the Dresser Gallery4 July 2014

The Dr. Christopher Dresser Project - How the project was delivered without a Project Manager


Appendix: Dresser designed gallery furniture


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