Sustainable Direction Ltd PM – The STH Way sustainable direction ltd. 6 Twigworth Court Business Centre Twigworth, Gloucester GL2 9PG UK T +44 (0)

The STH Way Taking an Improved Heritage Project Management System to a Re-Focused Delivery Culture for a large NHS Hospital Capital Expenditure Directorate 2

Today The ApproachJohn Henry Looney The Starting PointIan Firth Defining the OutcomeIan Firth The ProcessJohn Henry Looney The OutcomeJohn Henry Looney Next StepsIan Firth 3

The Approach – John Henry Diagnose then Treat Well Person Check Up BAT = Best Available Techniques NOT Technologies (e.g. Software) Improve Self-Awareness / Mind-fullness 4

The Starting Point – Ian Heritage System Project types and scales (most £0.5 – 1M) Current / Forward Programme CIT Capital Investment Manual CIM Heritage STH stakeholders and multidisciplinary project team Operations / Maintenance Team Interface HTMs historic way of process STH Purchasing System So a too confusing process Lead to a STH Checklist 5

“Symptoms” and Challenges Communications Change Management PM Processes- Procedures Roles & Responsibilities Capital Programme Management Budget & Cost Control Time overruns Design Management Consultant / Contractor Management Contract Administration Gateway Control Procurement strategy In-House Resources Governance Reactive not Planned 6

In Particular Current Processes to review  Design Team Appointment and Management  Contractor Appointment and Management 7

Defining the Outcome - Ian Improve Productivity Improve PM Practice – Standard Approach Continual Improvement Approach Process Driven 8

The Process – John Henry Advance Review of Checklist and Attachments Working Day with the Leadership Team and the Programme and Design Managers to benchmark and define status, issues and outcomes Four working half day sessions with the Leadership Team and all PMs and the Commissioning Managers Questions and Discussion Led – not training (yet) 9

Alignment PM / Construction Management NHS Titles RIBA Stages Project Establishment SOC0/1 – strategic definition preparation & brief 2 – Concept design Delivery – pre construction OBC3 – Developed design FBC4 – Technical design ProcurementAllows for Various Approaches Delivery – Construction 5 – Construction 6 – Handover & Close out Operational7 – In use 10

Project Establishment Project identification Project definition Key Roles – PD & PM Aims & Objectives Key activities Services required Governance regime Project team Project Structure Stages/Phases Existing data Procurement / Contract strategies 11

Pre-construction Design brief Design development Design management Cost control Timetable/programme Risk assessments Logistics Procurement – site works Reporting 12

Construction Overall Programme Cost control Work by STH Design release schedule Change control Contract administration Meeting regime & reporting STH policies Managing Prime Cost / Provisional sums Quality Inspections Handover “Board” “In use” 13

Commissioning Involvement from Day 1 (as before) Commissioning plan Equipment Group 2/3 items Handover to User Closing the Project 14

Other CDM regulations –2015 regs –Principal Designer role –STH role Planning Permissions –pre-commencement conditions –conditions discharge Building Regulations Fire officer approval Asbestos/Legionella ProCure 21 + projects etc. 15

The Outcome – John Henry The STH PM Way is working pretty well already Some key opportunities to improve have been indentified and the process to deliver them Minimum Compliant Scope is Key 16

RIBA Plan of Work Task Bar Items Core Objectives Procurement Programme (Town) Planning Suggested Key Support Tasks Sustainability Checkpoints Information Exchanges Stages Strategic Definition 1. Preparation and Brief 2. Concept Design 3. Developed Design 4. Technical Design 5. Construction 6. Handover and Close Out 7. In-Use 17

1 Strategic Definition Stage Identify Client’s Business Case and Strategic Brief and other core project requirements. Initial considerations for assembling the project team Establish Project Programme. Pre-application discussions may be required to test the robustness of the Strategic Brief. Review Feedback from previous projects. Strategic Brief. 18

4 Construction (part of RIBA activities) Construction in accordance with the Construction Programme and resolution of Design Queries from site as they arise. Administration of Building Contract, including regular site inspections and review of progress. Update Construction and Health and Safety Strategies. Support tasks are now focused on health and safety on site and ensuring that the project handover and post-occupancy activities, determined earlier, are properly facilitated. 19

Next Steps - Ian Leadership Improved o Improved Consistent Systems o Improved Communications and Listening o Clarity on Roles and Responsibilities Coaching and Mentoring Measuring and Managing 20

Where to find us: Tel Mob Webwww.sustainabledirection.com Thank you. Dr John Henry Looney 21