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Dr Christopher Dresser

The Christopher Dresser Project its delivery and outcome without a Project Manager an investigative analysisViva by Kathy Warrick2014 2015Supervisor: Dr. Manu Ramegowda

The Dr. Christopher Dresser Project - How the project was delivered without a Project Manager1


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.AbstractThe Dr. Christopher Dresser Project - How the project was delivered without a Project Manager2


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.'

The Dr. Christopher Dresser Project - How the project was delivered without a Project Manager3

Research ObjectivesThe objectives of the research were to: Examine the procurement methods used in the Project. Identify the clients 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 ProjectTo 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.

The Dr. Christopher Dresser Project - How the project was delivered without a Project Manager4

The Dr. Christopher Dresser Project - How the project was delivered without a Project Manager5Project Plans: MS Project Gantt Chart

Project Funding Timeline

Project Milestones - Event Timeline

Timeline: Milestones and fundingThe Dr. Christopher Dresser Project - How the project was delivered without a Project Manager6

PartnerNameChairman of the Christopher Dresser Society https://dressersociety.wordpress.com Principal Lecturer in the School of Arts and Media, Teesside UniversityPaul DenisonDorman Museum, Middlesbrough Borough CouncilGill Moore (Curator)SubcontractorNameLead Design ConsultantAtkinsGallery Construction EngineersWharton Construction LtdDisplay Cabinet EngineersRS Displays

Partners and subcontractors

Project team membersThe Dr. Christopher Dresser Project - How the project was delivered without a Project Manager7

Task breakdownHLF Offer LetterRevised Costs 2014Percentage Breakdown %ConsequenceConstruction costs129,475137,12532Increase in costs 7650Design fees23,65016,0006Reduction in costs 7650Contingency7,6567,6562BreakevenCollection Purchase235,321175,00058Reduction in costs 60,321Education & interpretation10,00010,0002BreakevenTotals406,102345,781100

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.The Dr. Christopher Dresser Project - How the project was delivered without a Project Manager8Project finance

RoleContract awardedCompanyAmountHistoric Architect, Architect, Mechanical/Electrical Engineer and Structural EngineerDesign ConsultantPreferred Supplier ListAtkins15,864.00General Works ContractorJCT Minor works building contractWharton Construction46,496.26Display Cabinet ContractorJCT Minor works building contractRS Displays108812.35

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 Manager9Procurement

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 projects 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).The Dr. Christopher Dresser Project - How the project was delivered without a Project Manager10Project 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 face