1 www.macegroup.com Programme Management & London 2012 Doug Gillespie Director - Mace November 2011
2
About the Mace Group
Founded in 1990 to find better ways of working
Consultancy and construction firm
Global business: across 51 countries
21 services spanning the entire property lifecycle
152 awards
3000+ people
£900m+ turnover in 2010
3
The Group Board
Stephen Pycroft
Chairman - CEO
Michael Davies
Chief Operating Officer
Marcus Burley
Director
David Vaughan
Group Finance
Director
Mark Reynolds
Deputy Chief
Executive
Consultancy board International board
Gareth Lewis
Chief Operating
Officer
Construction board
Mark Holmes
Chief Operating Officer
5
What do we do?
Programme and Project management
Construction delivery
Cost consultancy
Facilities management
7
Turnover 2002-2012
£102M£135M
£182M
£271M
£372M
£531M
£608M
£708M
£825M
£925M
£1,000M
£00M
£250M
£500M
£750M
£1,000M
2002 2003 2004 2005 2008 2009 2010 2012 2006 2007 2011
Income Projected Income Construction delivery
£35m £58m
£74m
£152m
£202m
£300m £301m
£385m
£444m £467m £520m
9
Mace Group Programme Management Track record Over the last decade
Dixons stores group branch roll-out programme
Hertfordshire County Council
Royal Bank of Scotland branch roll-out programme
Jumeirah Beach Residence, Dubai
Veolia Water Capital Alliance Programme
Heathrow Terminal 5
London 2012 Olympic and Paralympic Games
Sochi 2014
Hackney Homes renewal
Sheffield One
Nokia Siemens Networks
Manchester BSF and Academies program
10
Agenda • Introduction
› Our Programme management approach
• Leadership & strategy › The brief, the baseline, governance, strategic planning & IT
• Programme controls › PDMS, reporting and meetings, scheduling, cost engineering, change control, risk &
document management
• Commercial › Procurement & contract strategy, supply chain management, cost management, forecasting
& reporting, contract administration
• Socio economic environment › Environment, sustainability, community, IR, employment & skills,
• Technical › Design Management, Value management and engineering
• Delivery › Approvals, strategy, integration & interfaces
• Assurance & audit › Quality, environment & sustainability, commercial
• Prime contract › Administration, Human resources & organisational development, communications & IT
• London 2012 – Case Study
12
Introduction • Understand the options
> develop the business case,
> initiate technical solutions,
> early engagement with stakeholders
• Define the scope
> agree the strategy
> develop a program initiation document that confirms outline approach
> finalise brief including scope, cost and programme
• Execute
> establish organisation
> establish procedures and processes
> lead, manage and control the program
o Activate & manage the outcome
> closeout programme
> handover to operations
> ongoing performance review
13
Introduction
� Business Case
� Technical Solutions
� Branding
� Stakeholder Profiling – political,
economic, geographic, social
� Programme Controls
� Programme delivery strategic funding
� Project Definition
� Project Management
� Town Planning
� Design and Management
� Supply Chain Management
� Project Delivery Strategy
� Commercial Management
� Future Service Requirements
� Sourcing Options
� Occupancy and use Strategy
� Service Management Strategy
Identify strategic
options
Define Execute Activate and
Manage
� Technical and Design Standards
� Governance & Organisation design
� Programme Controls
� Financial Strategy and management
� Assurance Strategy
� Stakeholder Strategy
� Knowledge Strategy
� Asset Strategy
� Marketing Strategy
Pro
gra
mm
e /
Po
rtfo
lio
Man
agem
ent
Pro
ject
Man
agem
ent
� Technical & Design Standards
� Programme Controls
� Organisational Effectiveness (review /
refine / transformation
� Delivery : Stakeholder Strategy;
Programme assurance; Knowledge
Strategy
� Marketing / Lease / Sales
� Financial Management
� Close the Programme
� Sales / Leasing
� Handover to operations
� Service Mobilisation controls
� Service Transformation controls
� On-going service performance
controls
� Design Management
� Commercial Management
� Supply Chain Management
� Project Delivery
� Project Controls
� Health, Safety & Environment
� Sustainability
� Project Completion
� Commissioning and Handover
� Detailed service scope
� Detailed service requirements
� Sourcing approach
� Sourcing preparation
� Management Information requirements
� Service mobilisation
� Service management
� Service delivery
� Performance management
� Management reporting
� Client, occupier, customer, tenant liason
Op
erat
ion
s
Man
agem
ent
En
terp
rise
Pro
gra
mm
e
Man
agm
ent
� Opportunity Identification
� Analysis and Evaluation
� Business Case / Funding Approval
� Site Acquisition / Legal
� Accounting / Systems
� Business Case / Funding Approval
� Accounting / Systems
� Capex / Project Performance
� Standard Reporting
� Capex / Project Performance
� Standard Reporting
� Capex / Project Performance
� Opex / Asset Management
Performance
� Standard Reporting
15
• Establish & approve the business case
› purpose of the investment
› sets the objectives
• Identify the benefits
› monitor the benefits
• Establish & agree the program baseline
› scope, cost, schedule, risks, interface, stakeholders
› becomes the basis for controlling change
› apportions responsibilities
Leadership & strategy
› Use gateway process to
ensure programs
progress is controlled
› Allocate spend to each
gateway
16
• Governance
› Agree the structure - strategic boards, meetings and reports
› Policy Setting – contract, procurement, design ,
change, contingency use
› Delegated Authority - commercial, contractual,
financial, design, statutory, regularity
Strategic planning
› Create the delivery master plan – understanding
timing and sequence
› Engage with stakeholders – establish collective
ownership
› Provides credible delivery timeframes –
highlights risks and interfaces
IT Strategy
› What do you need to support the program –
systems, products
› Agreement on IT platforms – types of software
› Resilience – Back up facilities, dual feeds etc
Leadership & strategy
18
PDMS
› A web based system that captures all systems and processes within a program
› MUST be bespoked for each program
› A simple means of navigating and retrieving information - 3 clicks of the mouse takes the user to the correct tools to carry out the task
› Key early deliverable
Programme controls
19
Governance
Reporting -
› Challenge is converting a mass of data into actionable information
› Report by exception wherever possible to make sure decision makers are not drowned in detail
› That reports are data not narrative driven
› Reports concentrate on 80% looking forward and 20% looking back
› Cycle allows for informed and timely management decisions
› Ensures stakeholder requirements and expectations are managed
Meetings -
› Agree the hierarchy
› Dovetail with the reporting cycle
› Limit ad-hoc meetings & meetings requiring significant attendees
› Agree a consistent format
Programme controls
Programs must adopt a program wide consistent approach to reporting and meetings
20
Planning & scheduling -
› Establish a work breakdown structure
› 100% scope in WBS managed through change
control
› Programme resource loaded and logic linked
› Combination of EV, milestone and delivery
metrics for measuring performance
Cost engineering -
› Program controls reports, Commercial manages
cost
› Uses a combination of metrics; Baseline value,
EV, actual costs, schedule and cost variance,
SPI, CPI, budget at completion
› Uses WBS and change control to manage
variations
Programme controls
£1000M
£2000M
£3000M
£4000M
£5000M
£6000M
Jan-
06Apr
-06
Jul-0
6O
ct-0
6Ja
n-07
Apr
-07
Jul-0
7O
ct-0
7Ja
n-08
Apr
-08
Jul-0
8O
ct-0
8Ja
n-09
Apr
-09
Jul-0
9O
ct-0
9Ja
n-10
Apr
-10
Jul-1
0O
ct-1
0Ja
n-11
Apr
-11
Jul-1
1O
ct-1
1Ja
n-12
Apr
-12
Jul-1
2O
ct-1
2Ja
n-13
Apr
-13
Jul-1
3O
ct-1
3Ja
n-14
Apr
-14
Jul-1
4O
ct-1
4
Planned Cost (OBB)Planned Cost (CBB)
Olympic &
Paralympic
Games
Note: Reported figures exclude Village
Vertical Build, VAT, Programme and
Central Contingency, Corporation Tax,
Contributions, Interest Received and DP
Enhanced Profit.
Today
ODA Management Fees
1.11.04.02
CLM Fees
1.11.04.03
ODA Legal Fees
1.11.04.01
Development
Management Staff Costs
1.11.01.03.01
Delivery Partner
Staff Costs
1.11.01.03.02
Sales & Marketing
1.11.01.03.03
Consultant Design Fees
1.11.01.03.04
Project Monitor
1.11.01.03.05
Defects Interface
1.11.01.03.06
Service Charge Voids
1.11.01.03.07
Non Recoverable VAT
1.11.01.03.08
Council Tax
1.11.01.03.09
Warranties & Inspection
1.11.01.03.10
Maintenance & Handover
1.11.03.04
Interest/Finance Fees
1.11.03.01
Rental Guarantees
1.11.03.02
Pre Contract Staff Costs
1.11.03.03
DRAFT 15/04/09
NE Security Plaza
1.11.01.02.01
Clays Lane Infilling
1.11.01.02.02
Residential Plots
HANDOVER
WBS: 1.11.01.01
LOCOG Retaining
Wall
1.11.01.02.03
Temporary
Polyclinic
1.11.01.02.04
Other LOCOG
Ancillary Space
1.11.01.02.05
Vertical Development
Required Infrastructure
HANDOVER
WBS: 1.11.01.02
Site Wide
Preliminaries
1.11.01.01.15
Accommodation
1.11.01.01.15.01
Logistics
1.11.01.01.15.02
ICT
1.11.01.01.15.03
Security
1.11.01.01.15.04
Temp Utilities
1.11.01.02.06
Running Costs
1.11.01.01.15.05
Rail Sidings
1.11.01.01.15.06
Occupational Health
1.11.01.01.15.07
Site Wide Transport
1.11.01.01.15.08
Budget Contingency
£326m £0
Total
£326m
Plot Preliminaries
1.11.01.01.01.04
Construction
1.11.01.01.01.03
Procurement
1.11.01.01.01.02
Design
1.11.01.01.01.01
Piling
1.11.01.01.01.03.01
Substructure
1.11.01.01.01.03.02
Structural Frame
1.11.01.01.01.03.03
Envelope
1.11.01.01.01.03.04
M & E Services
1.11.01.01.01.03.06
Fit Out
Apartments &
Common Areas
1.11.01.01.01.03.07
Commissioning
1.11.01.01.01.03.08
Final Inspection &
Completion
1.11.01.01.01.03.09
Plot N01
1.11.01.01.01
Plot N02
1.11.01.01.02
Plot N03
1.11.01.01.03
Plot N04
1.11.01.01.04
Plot N05
1.11.01.01.05
Plot N06
1.11.01.01.06
Plot N08
1.11.01.01.08
Plot N09
1.11.01.01.09
Plot N10
1.11.01.01.10
Plot N13
1.11.01.01.11
Plot N15
1.11.01.01.13
Plot N26
1.11.01.01.14
Olympic Village Vertical Build Sub-Programme
WBS 1.11
Plot N07
1.11.01.01.07
Plot N14
1.11.01.01.12
Olympic Village
Vertical Development
ODA Assurance Costs
_________________
Sponsor: Alan Bates
WBS: 1.11.04
Olympic Village
Vertical Development
Other Items
_________________
Sponsor: Alan Bates
WBS: 1.11.03
Olympic Village
Vertical Development
HANDOVER
_________________
Sponsor: Alan Bates
WBS: 1.11.01
Olympic Village
Vertical Development
RETROFIT
_________________
Sponsor: Alan Bates
WBS: 1.11.02
OLYMPIC VILLAGE
VERTICAL DEVELOPMENT
_______________
WBS: 1.11
_________________
SRO: Ralph Luck
Olympic Village
Vertical Development
Lend Lease Fees
_________________
Sponsor: Alan Bates
WBS: 1.11.05
Construction Management Fees
1.11.05.01.01
Project & Development
Management Fee
1.11.05.01.02
Cost Incentive Fee
1.11.05.01.03
Budget includes £95
million transferred from
WBS 1.07.12 and the
additional Funders
Contingency of £231
million.
Construction
Management Staff
Costs
1.11.01.01.15.09
Vertical Development
Development Costs
HANDOVER
WBS: 1.11.01.03
Residential Plots
RETROFIT
WBS: 1.11.02.01
Site Wide
Preliminaries
1.11.02.01.15
Plot N01
1.11.02.01.01
Plot N02
1.11.02.01.02
Plot N03
1.11.02.01.03
Plot N04
1.11.02.01.04
Plot N05
1.11.02.01.05
Plot N06
1.11.02.01.06
Plot N08
1.11.02.01.08
Plot N09
1.11.02.01.09
Plot N10
1.11.02.01.10
Plot N13
1.11.02.01.11
Plot N15
1.11.02.01.13
Plot N26
1.11.02.01.14
Plot N07
1.11.02.01.07
Plot N14
1.11.02.01.12
LEGEND
HANDOVER WORKS
RETROFIT WORKS
OTHER ITEMS
External Works/
Landscaping
1.11.01.01.01.03.10
Programme Incentive Fee
1.11.05.01.04
Construction Management Fees
1.11.05.02.01
Project & Development
Management Fee
1.11.05.02.02
Cost Incentive Fee
1.11.05.02.03
Programme Incentive Fee
1.11.05.02.04
HANDOVER
1.11.05.01
RETROFIT
1.11.05.02
Mock-ups
1.11.01.01.15.10
Construction Security
1.11.01.01.15.04.01
ODA Enhanced
Security
1.11.01.01.15.04.02
Delaps Survey
1.11.01.03.11
Plot N01 Design Fees
1.11.01.03.04.01
Plot N02 Design Fees
1.11.01.03.04.02
Plot N03 Design Fees
1.11.01.03.04.03
Plot N04 Design Fees
1.11.01.03.04.04
Plot N08 Design Fees
1.11.01.03.04.08
Plot N09 Design Fees
1.11.01.03.04.09
Plot N07 Design Fees
1.11.01.03.04.07
Plot N05 Design Fees
1.11.01.03.04.05
Plot N06 Design Fees
1.11.01.03.04.06
Plot N13 Design Fees
1.11.01.03.04.11
Plot N14 Design Fees
1.11.01.03.04.12
Plot N10 Design Fees
1.11.01.03.04.10
Plot N26 Design Fees
1.11.01.03.04.14
Sitewide Design Fees
1.11.01.03.04.15
Plot N15 Design Fees
1.11.01.03.04.13
Plot Staff Cost
1.11.01.01.01.04.01
Other Preliminaries
1.11.01.01.01.04.02
Programme Contingency
1.11.06.01
Warranty Defects Provision
1.11.06.02
LOCOG Interface Risk
1.11.06.03
Olympic Village
Vertical Development
Risk and Contingency
_________________
Sponsor: Alan Bates
WBS: 1.11.06
Bathroom Pods
1.11.01.01.01.03.05
LOCOG Temporary
Overlay
1.11.01.01.01.05
Trades
1.11.01.01.01.05.01
Preliminaries
1.11.01.01.01.05.02
Plot Preliminaries
1.11.01.01.02.04
Construction
1.11.01.01.02.03
Procurement
1.11.01.01.02.02
Design
1.11.01.01.02.01
Piling
1.11.01.01.02.03.01
Substructure
1.11.01.01.02.03.02
Structural Frame
1.11.01.01.02.03.03
Envelope
1.11.01.01.02.03.04
M & E Services
1.11.01.01.02.03.06
Fit Out
Apartments &
Common Areas
1.11.01.01.02.03.07
Commissioning
1.11.01.01.02.03.08
Final Inspection &
Completion
1.11.01.01.02.03.09
External Works/
Landscaping
1.11.01.01.02.03.10
Plot Staff Cost
1.11.01.01.02.04.01
Other Preliminaries
1.11.01.01.02.04.02
Bathroom Pods
1.11.01.01.02.03.05
LOCOG Temporary
Overlay
1.11.01.01.02.05
Trades
1.11.01.01.02.05.01
Preliminaries
1.11.01.01.02.05.02
Plot Preliminaries
1.11.01.01.03.04
Construction
1.11.01.01.03.03
Procurement
1.11.01.01.03.02
Design
1.11.01.01.03.01
Piling
1.11.01.01.03.03.01
Substructure
1.11.01.01.03.03.02
Structural Frame
1.11.01.01.03.03.03
Envelope
1.11.01.01.03.03.04
M & E Services
1.11.01.01.03.03.06
Fit Out
Apartments &
Common Areas
1.11.01.01.03.03.07
Commissioning
1.11.01.01.03.03.08
Final Inspection &
Completion
1.11.01.01.03.03.09
External Works/
Landscaping
1.11.01.01.03.03.10
Plot Staff Cost
1.11.01.01.03.04.01
Other Preliminaries
1.11.01.01.03.04.02
Bathroom Pods
1.11.01.01.03.03.05
LOCOG Temporary
Overlay
1.11.01.01.03.05
Trades
1.11.01.01.03.05.01
Preliminaries
1.11.01.01.03.05.02
Plot Preliminaries
1.11.01.01.04.04
Construction
1.11.01.01.04.03
Procurement
1.11.01.01.04.02
Design
1.11.01.01.04.01
Piling
1.11.01.01.04.03.01
Substructure
1.11.01.01.04.03.02
Structural Frame
1.11.01.01.04.03.03
Envelope
1.11.01.01.04.03.04
M & E Services
1.11.01.01.04.03.06
Fit Out
Apartments &
Common Areas
1.11.01.01.04.03.07
Commissioning
1.11.01.01.04.03.08
Final Inspection &
Completion
1.11.01.01.04.03.09
External Works/
Landscaping
1.11.01.01.04.03.10
Plot Staff Cost
1.11.01.01.04.04.01
Other Preliminaries
1.11.01.01.04.04.02
Bathroom Pods
1.11.01.01.04.03.05
LOCOG Temporary
Overlay
1.11.01.01.04.05
Trades
1.11.01.01.04.05.01
Preliminaries
1.11.01.01.04.05.02
Plot Preliminaries
1.11.01.01.07.04
Construction
1.11.01.01.07.03
Procurement
1.11.01.01.07.02
Design
1.11.01.01.07.01
Piling
1.11.01.01.07.03.01
Substructure
1.11.01.01.07.03.02
Structural Frame
1.11.01.01.07.03.03
Envelope
1.11.01.01.07.03.04
M & E Services
1.11.01.01.07.03.06
Fit Out
Apartments &
Common Areas
1.11.01.01.07.03.07
Commissioning
1.11.01.01.07.03.08
Final Inspection &
Completion
1.11.01.01.07.03.09
External Works/
Landscaping
1.11.01.01.07.03.10
Plot Staff Cost
1.11.01.01.07.04.01
Other Preliminaries
1.11.01.01.07.04.02
Bathroom Pods
1.11.01.01.07.03.05
LOCOG Temporary
Overlay
1.11.01.01.07.05
Trades
1.11.01.01.07.05.01
Preliminaries
1.11.01.01.07.05.02
Plot Preliminaries
1.11.01.01.09.04
Construction
1.11.01.01.09.03
Procurement
1.11.01.01.09.02
Design
1.11.01.01.09.01
Piling
1.11.01.01.09.03.01
Substructure
1.11.01.01.09.03.02
Structural Frame
1.11.01.01.09.03.03
Envelope
1.11.01.01.09.03.04
M & E Services
1.11.01.01.09.03.06
Fit Out
Apartments &
Common Areas
1.11.01.01.09.03.07
Commissioning
1.11.01.01.09.03.08
Final Inspection &
Completion
1.11.01.01.09.03.09
External Works/
Landscaping
1.11.01.01.09.03.10
Plot Staff Cost
1.11.01.01.09.04.01
Other Preliminaries
1.11.01.01.09.04.02
Bathroom Pods
1.11.01.01.09.03.05
LOCOG Temporary
Overlay
1.11.01.01.09.05
Trades
1.11.01.01.09.05.01
Preliminaries
1.11.01.01.09.05.02
Plot Preliminaries
1.11.01.01.11.04
Construction
1.11.01.01.11.03
Procurement
1.11.01.01.11.02
Design
1.11.01.01.11.01
Piling
1.11.01.01.11.03.01
Substructure
1.11.01.01.11.03.02
Structural Frame
1.11.01.01.11.03.03
Envelope
1.11.01.01.11.03.04
M & E Services
1.11.01.01.11.03.06
Fit Out
Apartments &
Common Areas
1.11.01.01.11.03.07
Commissioning
1.11.01.01.11.03.08
Final Inspection &
Completion
1.11.01.01.11.03.09
External Works/
Landscaping
1.11.01.01.11.03.10
Plot Staff Cost
1.11.01.01.11.04.01
Other Preliminaries
1.11.01.01.11.04.02
Bathroom Pods
1.11.01.01.11.03.05
LOCOG Temporary
Overlay
1.11.01.01.11.05
Trades
1.11.01.01.11.05.01
Preliminaries
1.11.01.01.11.05.02
Plot Preliminaries
1.11.01.01.13.04
Construction
1.11.01.01.13.03
Procurement
1.11.01.01.13.02
Design
1.11.01.01.13.01
Piling
1.11.01.01.13.03.01
Substructure
1.11.01.01.13.03.02
Structural Frame
1.11.01.01.13.03.03
Envelope
1.11.01.01.13.03.04
M & E Services
1.11.01.01.13.03.06
Fit Out
Apartments &
Common Areas
1.11.01.01.13.03.07
Commissioning
1.11.01.01.13.03.08
Final Inspection &
Completion
1.11.01.01.13.03.09
External Works/
Landscaping
1.11.01.01.13.03.10
Plot Staff Cost
1.11.01.01.13.04.01
Other Preliminaries
1.11.01.01.13.04.02
Bathroom Pods
1.11.01.01.13.03.05
LOCOG Temporary
Overlay
1.11.01.01.13.05
Trades
1.11.01.01.13.05.01
Preliminaries
1.11.01.01.13.05.02
Plot Preliminaries
1.11.01.01.10.04
Construction
1.11.01.01.10.03
Procurement
1.11.01.01.10.02
Design
1.11.01.01.10.01
Piling
1.11.01.01.10.03.01
Substructure
1.11.01.01.10.03.02
Structural Frame
1.11.01.01.10.03.03
Envelope
1.11.01.01.10.03.04
M & E Services
1.11.01.01.10.03.06
Fit Out
Apartments &
Common Areas
1.11.01.01.10.03.07
Commissioning
1.11.01.01.10.03.08
Final Inspection &
Completion
1.11.01.01.10.03.09
External Works/
Landscaping
1.11.01.01.10.03.10
Plot Staff Cost
1.11.01.01.10.04.01
Other Preliminaries
1.11.01.01.10.04.02
Bathroom Pods
1.11.01.01.10.03.05
LOCOG Temporary
Overlay
1.11.01.01.10.05
Trades
1.11.01.01.10.05.01
Preliminaries
1.11.01.01.10.05.02
Plot Preliminaries
1.11.01.01.12.04
Construction
1.11.01.01.12.03
Procurement
1.11.01.01.12.02
Design
1.11.01.01.12.01
Piling
1.11.01.01.12.03.01
Substructure
1.11.01.01.12.03.02
Structural Frame
1.11.01.01.12.03.03
Envelope
1.11.01.01.12.03.04
M & E Services
1.11.01.01.12.03.06
Fit Out
Apartments &
Common Areas
1.11.01.01.12.03.07
Commissioning
1.11.01.01.12.03.08
Final Inspection &
Completion
1.11.01.01.12.03.09
External Works/
Landscaping
1.11.01.01.12.03.10
Plot Staff Cost
1.11.01.01.12.04.01
Other Preliminaries
1.11.01.01.12.04.02
Bathroom Pods
1.11.01.01.12.03.05
LOCOG Temporary
Overlay
1.11.01.01.12.05
Trades
1.11.01.01.12.05.01
Preliminaries
1.11.01.01.12.05.02
Plot Preliminaries
1.11.01.01.14.04
Construction
1.11.01.01.14.03
Procurement
1.11.01.01.14.02
Design
1.11.01.01.14.01
Piling
1.11.01.01.14.03.01
Substructure
1.11.01.01.14.03.02
Structural Frame
1.11.01.01.14.03.03
Envelope
1.11.01.01.14.03.04
M & E Services
1.11.01.01.14.03.06
Fit Out
Apartments &
Common Areas
1.11.01.01.14.03.07
Commissioning
1.11.01.01.14.03.08
Final Inspection &
Completion
1.11.01.01.14.03.09
External Works/
Landscaping
1.11.01.01.14.03.10
Plot Staff Cost
1.11.01.01.14.04.01
Other Preliminaries
1.11.01.01.14.04.02
Bathroom Pods
1.11.01.01.14.03.05
LOCOG Temporary
Overlay
1.11.01.01.14.05
Trades
1.11.01.01.14.05.01
Preliminaries
1.11.01.01.14.05.02
Sitewide LOCOG
Temporary Overlay
1.11.01.01.15.11
Trades
1.11.01.01.15.11.01
Preliminaries
1.11.01.01.15.11.02
Utility Connections
1.11.03.05
Plot Preliminaries
1.11.02.01.01.04
Construction
1.11.02.01.01.03
Procurement
1.11.02.01.01.02
Design
1.11.02.01.01.01
M & E Services
1.11.02.01.01.03.02
Fit Out
Apartments &
Common Areas
1.11.02.01.01.03.03
Commissioning
1.11.02.01.01.03.04
Final Inspection &
Completion
1.11.02.01.01.03.05
External Works/
Landscaping
1.11.02.01.01.03.06
Plot Staff Cost
1.11.02.01.01.04.01
Other Preliminaries
1.11.02.01.01.04.02
Bathroom Pods
1.11.02.01.01.03.01
LOCOG Temporary
Overlay Removal
and Retrofit
1.11.02.01.01.05
Trades
1.11.02.01.01.05.01
Preliminaries
1.11.02.01.01.05.02
Plot Preliminaries
1.11.02.01.02.04
Construction
1.11.02.01.02.03
Procurement
1.11.02.01.02.02
Design
1.11.02.01.02.01
M & E Services
1.11.02.01.02.03.02
Fit Out
Apartments &
Common Areas
1.11.02.01.02.03.03
Commissioning
1.11.02.01.02.03.04
Final Inspection &
Completion
1.11.02.01.02.03.05
External Works/
Landscaping
1.11.02.01.02.03.06
Plot Staff Cost
1.11.02.01.02.04.01
Other Preliminaries
1.11.02.01.02.04.02
Bathroom Pods
1.11.02.01.02.03.01
LOCOG Temporary
Overlay Removal
and Retrofit
1.11.02.01.02.05
Trades
1.11.02.01.02.05.01
Preliminaries
1.11.02.01.02.05.02
Plot Preliminaries
1.11.02.01.03.04
Construction
1.11.02.01.03.03
Procurement
1.11.02.01.03.02
Design
1.11.02.01.03.01
M & E Services
1.11.02.01.03.03.02
Fit Out
Apartments &
Common Areas
1.11.02.01.03.03.03
Commissioning
1.11.02.01.03.03.04
Final Inspection &
Completion
1.11.02.01.03.03.05
External Works/
Landscaping
1.11.02.01.03.03.06
Plot Staff Cost
1.11.02.01.03.04.01
Other Preliminaries
1.11.02.01.03.04.02
Bathroom Pods
1.11.02.01.03.03.01
LOCOG Temporary
Overlay Removal
and Retrofit
1.11.02.01.03.05
Trades
1.11.02.01.03.05.01
Preliminaries
1.11.02.01.03.05.02
Plot Preliminaries
1.11.02.01.07.04
Construction
1.11.02.01.07.03
Procurement
1.11.02.01.07.02
Design
1.11.02.01.07.01
M & E Services
1.11.02.01.07.03.02
Fit Out
Apartments &
Common Areas
1.11.02.01.07.03.03
Commissioning
1.11.02.01.07.03.04
Final Inspection &
Completion
1.11.02.01.07.03.05
External Works/
Landscaping
1.11.02.01.07.03.06
Plot Staff Cost
1.11.02.01.07.04.01
Other Preliminaries
1.11.02.01.07.04.02
Bathroom Pods
1.11.02.01.07.03.01
LOCOG Temporary
Overlay Removal
and Retrofit
1.11.02.01.07.05
Trades
1.11.02.01.07.05.01
Preliminaries
1.11.02.01.07.05.02
Plot Preliminaries
1.11.02.01.04.04
Construction
1.11.02.01.04.03
Procurement
1.11.02.01.04.02
Design
1.11.02.01.04.01
M & E Services
1.11.02.01.04.03.02
Fit Out
Apartments &
Common Areas
1.11.02.01.04.03.03
Commissioning
1.11.02.01.04.03.04
Final Inspection &
Completion
1.11.02.01.04.03.05
External Works/
Landscaping
1.11.02.01.04.03.06
Plot Staff Cost
1.11.02.01.04.04.01
Other Preliminaries
1.11.02.01.04.04.02
Bathroom Pods
1.11.02.01.04.03.01
LOCOG Temporary
Overlay Removal
and Retrofit
1.11.02.01.04.05
Trades
1.11.02.01.04.05.01
Preliminaries
1.11.02.01.04.05.02
Plot Preliminaries
1.11.02.01.09.04
Construction
1.11.02.01.09.03
Procurement
1.11.02.01.09.02
Design
1.11.02.01.09.01
M & E Services
1.11.02.01.09.03.02
Fit Out
Apartments &
Common Areas
1.11.02.01.09.03.03
Commissioning
1.11.02.01.09.03.04
Final Inspection &
Completion
1.11.02.01.09.03.05
External Works/
Landscaping
1.11.02.01.09.03.06
Plot Staff Cost
1.11.02.01.09.04.01
Other Preliminaries
1.11.02.01.09.04.02
Bathroom Pods
1.11.02.01.09.03.01
LOCOG Temporary
Overlay Removal
and Retrofit
1.11.02.01.09.05
Trades
1.11.02.01.09.05.01
Preliminaries
1.11.02.01.09.05.02
Plot Preliminaries
1.11.02.01.10.04
Construction
1.11.02.01.10.03
Procurement
1.11.02.01.10.02
Design
1.11.02.01.10.01
M & E Services
1.11.02.01.10.03.02
Fit Out
Apartments &
Common Areas
1.11.02.01.10.03.03
Commissioning
1.11.02.01.10.03.04
Final Inspection &
Completion
1.11.02.01.10.03.05
External Works/
Landscaping
1.11.02.01.10.03.06
Plot Staff Cost
1.11.02.01.10.04.01
Other Preliminaries
1.11.02.01.10.04.02
Bathroom Pods
1.11.02.01.10.03.01
LOCOG Temporary
Overlay Removal
and Retrofit
1.11.02.01.10.05
Trades
1.11.02.01.10.05.01
Preliminaries
1.11.02.01.10.05.02
Plot Preliminaries
1.11.02.01.11.04
Construction
1.11.02.01.11.03
Procurement
1.11.02.01.11.02
Design
1.11.02.01.11.01
M & E Services
1.11.02.01.11.03.02
Fit Out
Apartments &
Common Areas
1.11.02.01.11.03.03
Commissioning
1.11.02.01.11.03.04
Final Inspection &
Completion
1.11.02.01.11.03.05
External Works/
Landscaping
1.11.02.01.11.03.06
Plot Staff Cost
1.11.02.01.11.04.01
Other Preliminaries
1.11.02.01.11.04.02
Bathroom Pods
1.11.02.01.11.03.01
LOCOG Temporary
Overlay Removal
and Retrofit
1.11.02.01.11.05
Trades
1.11.02.01.11.05.01
Preliminaries
1.11.02.01.11.05.02
Plot Preliminaries
1.11.02.01.13.04
Construction
1.11.02.01.13.03
Procurement
1.11.02.01.13.02
Design
1.11.02.01.13.01
M & E Services
1.11.02.01.13.03.02
Fit Out
Apartments &
Common Areas
1.11.02.01.13.03.03
Commissioning
1.11.02.01.13.03.04
Final Inspection &
Completion
1.11.02.01.13.03.05
External Works/
Landscaping
1.11.02.01.13.03.06
Plot Staff Cost
1.11.02.01.13.04.01
Other Preliminaries
1.11.02.01.13.04.02
Bathroom Pods
1.11.02.01.13.03.01
LOCOG Temporary
Overlay Removal
and Retrofit
1.11.02.01.13.05
Trades
1.11.02.01.13.05.01
Preliminaries
1.11.02.01.13.05.02
Plot Preliminaries
1.11.02.01.14.04
Construction
1.11.02.01.14.03
Procurement
1.11.02.01.14.02
Design
1.11.02.01.14.01
M & E Services
1.11.02.01.14.03.02
Fit Out
Apartments &
Common Areas
1.11.02.01.14.03.03
Commissioning
1.11.02.01.14.03.04
Final Inspection &
Completion
1.11.02.01.14.03.05
External Works/
Landscaping
1.11.02.01.14.03.06
Plot Staff Cost
1.11.02.01.14.04.01
Other Preliminaries
1.11.02.01.14.04.02
Bathroom Pods
1.11.02.01.14.03.01
LOCOG Temporary
Overlay Removal
and Retrofit
1.11.02.01.14.05
Trades
1.11.02.01.14.05.01
Preliminaries
1.11.02.01.14.05.02
Plot Preliminaries
1.11.02.01.26.04
Construction
1.11.02.01.26.03
Procurement
1.11.02.01.26.02
Design
1.11.02.01.26.01
M & E Services
1.11.02.01.26.03.02
Fit Out
Apartments &
Common Areas
1.11.02.01.26.03.03
Commissioning
1.11.02.01.26.03.04
Final Inspection &
Completion
1.11.02.01.26.03.05
External Works/
Landscaping
1.11.02.01.26.03.06
Plot Staff Cost
1.11.02.01.26.04.01
Other Preliminaries
1.11.02.01.26.04.02
Bathroom Pods
1.11.02.01.26.03.01
LOCOG Temporary
Overlay Removal
and Retrofit
1.11.02.01.26.05
Trades
1.11.02.01.26.05.01
Preliminaries
1.11.02.01.26.05.02
Vertical Development LOCOG
Temporary Overlay
Development Costs
HANDOVER
WBS: 1.11.01.04
Development
Management Staff Costs
1.11.01.04.01
Delivery Partner
Staff Costs
1.11.01.04.02
Consultant Design Fees
1.11.01.04.03
Service Charge Voids
1.11.01.04.04
Non Recoverable VAT
1.11.01.04.05
Council Tax
1.11.01.04.06
Warranties & Inspection
1.11.01.04.07
Delaps Survey
1.11.01.04.08
Accommodation
1.11.02.01.15.01
Logistics
1.11.02.01.15.02
ICT
1.11.02.01.15.03
Security
1.11.02.01.15.04
Running Costs
1.11.02.01.15.05
Rail Sidings
1.11.02.01.15.06
Occupational Health
1.11.02.01.15.07
Site Wide Transport
1.11.02.01.15.08
Construction
Management Staff
Costs
1.11.02.01.15.09
Mock-ups
1.11.02.01.15.10
Construction
Security
1.11.02.01.15.04.01
ODA Enhanced
Security
1.11.02.01.15.04.02
Sitewide LOCOG
Temporary Overlay
Removal and Retrofit
1.11.02.01.15.11
Trades
1.11.02.01.15.11.01
Preliminaries
1.11.02.01.15.11.02
Development
Management Staff Costs
1.11.02.03.01
Delivery Partner
Staff Costs
1.11.02.03.02
Sales & Marketing
1.11.02.03.03
Consultant Design Fees
1.11.02.03.04
Project Monitor
1.11.02.03.05
Defects Interface
1.11.02.03.06
Service Charge Voids
1.11.02.03.07
Non Recoverable VAT
1.11.02.03.08
Council Tax
1.11.02.03.09
Warranties & Inspection
1.11.02.03.10
NE Security Plaza
1.11.02.02.01
Clays Lane Infilling
1.11.02.02.02
LOCOG Retaining
Wall
1.11.02.02.03
Temporary
Polyclinic
1.11.02.02.04
Other LOCOG
Ancillary Space
1.11.02.02.05
Vertical Development
Required Infrastructure
RETROFIT
WBS: 1.11.02.02
Temp Utilities
1.11.02.02.06
Vertical Development
Development Costs
RETROFIT
WBS: 1.11.02.03
Delaps Survey
1.11.02.03.11
Plot N01 Design Fees
1.11.02.03.04.01
Plot N02 Design Fees
1.11.02.03.04.02
Plot N03 Design Fees
1.11.02.03.04.03
Plot N04 Design Fees
1.11.02.03.04.04
Plot N08 Design Fees
1.11.02.03.04.08
Plot N09 Design Fees
1.11.02.03.04.09
Plot N07 Design Fees
1.11.02.03.04.07
Plot N05 Design Fees
1.11.02.03.04.05
Plot N06 Design Fees
1.11.02.03.04.06
Plot N13 Design Fees
1.11.02.03.04.11
Plot N14 Design Fees
1.11.02.03.04.12
Plot N10 Design Fees
1.11.02.03.04.10
Plot N26 Design Fees
1.11.02.03.04.14
Sitewide Design Fees
1.11.02.03.04.15
Plot N15 Design Fees
1.11.02.03.04.13
Vertical Development LOCOG
Temporary Overlay Removal and Retrofit
Development Costs
RETROFIT
WBS: 1.11.02.04
Development
Management Staff Costs
1.11.02.04.01
Delivery Partner
Staff Costs
1.11.02.04.02
Consultant Design Fees
1.11.02.04.03
Service Charge Voids
1.11.02.04.04
Non Recoverable VAT
1.11.02.04.05
Council Tax
1.11.02.04.06
Warranties & Inspection
1.11.02.04.07
Delaps Survey
1.11.02.04.08
21
Change control –
› Uses baseline as control document
› Manages use of contingency
› Robust process and provides visibility
Risk -
› Three lines of defence for risk
Project and programme level
Programme assurance by central body
Risk & audit committee at director level
› Risks reported for each project and at programme level
Monthly
› Contingency calculation based on risk assessment
› Schedule risk analysis equally important
Document management -
› Recommend use of document collaboration tool
Programme controls Project and Construction Management
Change Management
Project Manager’s Change Approval Process
20080903
Overview Project Manager’s Level Changes – changes that do not affect the Project Scope, Schedule or Cost - require minimal approval effort. Essentially the Project Manager approves the change and notifies Programme Controls and the Head of Programme Assurance.
Input Change Issue Worksheet
Timing Change issues are processed throughout the project cycle from project commencement through completion and close-out.
Tools Contingency Request Guidelines
Programme Controls, Change Management – Programme Baseline Change Control Process
Project Change Log
Change Request Form
Change Request Form Job Note
Change Types/Approval/Documentation Requirements
Scope, Cost or Programme Impact:
If the Change Issue does not affect these “dimensions”, the Project Manager is free to implement the change without further approvals.
The Project Controls Coordinator coordinates with Programme Controls to verify the absence of impact and reports to the Project Manager.
NOTE: If the Change Issue does affect these dimensions, it is a Programme Level Change and the Project Manager must seek additional approvals before commencing any changed work.
Risk Management:
If the Project Manager’s Change is in response to or has an impact on a Threat or Opportunity on the Project or Programme Risk Register, report the actions taken to the Project Manager, Project Risk Coordinator, Risk Owner, and Risk action Owner.
Activities
Project Manager’s Change Approval Process:
Complete and submit the Change Request Form along with the appropriate supporting documentation to the Programme Change Control Manager.
The Programme Change Control Manager will notify the following as appropriate:
o ODA Head of Programme Assurance
o ODA Project Sponsor
o Delivery Partner Head of Programme Controls
On completion of notifications the Project Manager implements the actions required to effect the change.
Guidelines As Above
Quality Checkpoints
Project and Programme Controls verify the absence of impact on the Project Baseline.
MS/Word Version
22
Programme controls
• Managing Risk and Controlling Change
› All contingency is identified as either Project
or program – in scope or Funders - out of
scope
› Contingency levels are established by
evaluating risk using a QRA based on P80
› Strong governance is built around the
process for allocating contingency
› Achievement of risk reduction events frees
contingency for reassignment
› All contingency is rigorously tracked
22
Contingency
Project
Prog
Funders
Taking the Contingency out of the project doesn’t reduce the cost
24
Commercial
• Procurement & contract strategy
› Establish an approach that
provides certainty of delivery and cost efficiencies
recognises maturity of scope
ensures compliance with appropriate legislation
attracts early engagement from supply chain
• Supply chain management
› Limits ‘lottery’ approach
› Monitors financial status of supply chain
› Builds and ‘informed buyer’ mentality
› Create a regime of continuous improvement
Projects Cluster 6: Landscape & Common Areas
Projects Cluster 5: Temporary Venues & Facilities
Projects Cluster 4: Permanent Venues & Associated Works
Projects Cluster 3: Roads & Bridges
Projects Cluster 2: Utilities
Projects Cluster 1: Enabling Works
Soft Landscape
(North & South)
Hard Landscape
(North & south)
North & South
Coach Drop Off
Common Area
Utilities &
Systems
Security Check
Areas
West Ham
Ramp/ Greenway
Hockey Basketball Fencing
Paralympics
Tennis &
Archery
Temporary Off
Park Venue
Olympic
StadiumAquatics Velopark
Handball/Indoor
Sports ArenaIBC/MPC
Southern Roads Northern Roads Land Bridges
Construction
Bridges
(Permanent)
Bridges
(Road/Canal)Bridges (Rail)
New Utilities
Networks
Utilities
Diversions
Energy and
GenerationTelecommunications
Existing Utility
Diversions
Demolition/
RemovalsRemediation Bulk Earthworks
Works to River
Walls
Wildlife
Translocations
Temporary
Bridges
Contract Administration
Primavera
Contract Manager
Bentley
ProjectWise
Procurement
About this Guide
PowerPoint Slide
Module Status
Incomplete content
Accruals, Payments & Cost
Management
Commercial Close-out
Commercial and Contract
HSE Online
Reporting System
Introduction Introduction Introduction
The Mace Programme Delivery Management
System establishes the detailed policies and
procedures for managing the successful delivery
of a Program Management Commission.
The Guide has been developed on a simple drill-
down structure consisting of four levels:
Level 0: PDMS Front Page
Level 1: …Shop Front
Level 2: …..Process Map
Level 3:………..Activity Guides
Level 4: ……………Documentation/Tools
Select a delivery responsibility from the array on
this page and connect to the detailed guidance
and tools for its performance.
All feedback to be sent to
Supply Chain Management
ASSAI
Introduction
Key links to other tools and systems
Cost Planning
Delivery Responsibilities
25
Commercial
• Cost management, forecasting & reporting -
› Create systems that will support program controls in
producing all commercial related dashboard reports, for
example:
› Forecast Final Costs
› Cash flows
› Cost performance measures
› Variance analysis
› Contingency status
› Risk analysis
› Approved and pending change
› Spend to date
› Forecast to complete
Board
Programme
Office
Project Offices
Suppliers – Contractors - Consultants
RE
QU
IRE
ME
NTS
INFO
RM
ATIO
N
Monthly cost
reports
Monthly
performance
reports
Cash flow reports
Earned value
analysis
Risk and
opportunity reports
Trend analysis
Board
Programme
Office
Project Offices
Suppliers – Contractors - Consultants
RE
QU
IRE
ME
NTS
INFO
RM
ATIO
N
Board
Programme
Office
Project Offices
Suppliers – Contractors - Consultants
RE
QU
IRE
ME
NTS
INFO
RM
ATIO
N
Monthly cost
reports
Monthly
performance
reports
Cash flow reports
Earned value
analysis
Risk and
opportunity reports
Trend analysis
REPORTING
HUB
Performance
Measurement
e.g. P6
Finance
e.g. Oracle
Cost
Management
e.g. BIW
Risk
Management
e.g. ARM
REPORTING
HUB
Performance
Measurement
e.g. P6
Performance
Measurement
e.g. P6
Finance
e.g. Oracle
Finance
e.g. Oracle
Cost
Management
e.g. BIW
Cost
Management
e.g. BIW
Risk
Management
e.g. ARM
Risk
Management
e.g. ARM
26
Commercial
• Contract Administration
› Develop system to comply with contract utilised and
that gives visibility to the management of;
Change
Valuation & payments
Notices (e.g. early warnings, approvals, compliances
Disputes
Insurances, Warranties & bonds
Financial close, final accounts
Tools
.PPTSlide
Contacts
Payment Process
20071123
Front
Page
Procurement and Contract Administration
Consultant
or Contractor
Consultant
Contractor
Ensure Individual
Contractors have
an approved Cost
Collection System
Assessment Date
Consultant
Payment Process
Contractor
Payment Process
Payment Process
Dispute Resolution Process
No
Yes
Tools
.PPTSlide
Contacts
Dispute Resolution Process
20071009
FrontPage
Procurement and Contract Administration
Commercial
Negotiations
Break Down
No
YesIdentification
of Dispute
Selection of
Resolution Process by
Either Party
Yes
No
Implementation of Outcome
Accepted?
Elevation to Tribunal (only
after Adjudication)
Referral to
Adjudication
Referral to Independent
dispute avoidance
panel
Pursue another dispute
avoidance or resolution process
Elevation to
Senior
Executives
Abandoned ?
Agreed ? Conclusion
e
Tools
.PPTSlide
Contacts
Completion Process
20071029
Front
Page
Procurement and Contract Administration
Completion – Commercial Process
Pre Completion
Meeting
Pre-Completion Date Post-Completion Date Handover to Follow-On Project
Project Manager
decides Date of
Completion
Payment
Assessment at
Completion
Request Contractor to Prepare final
account
Cost Verification
Agree Final
Account & Final
Assessment
Condition Survey
Raise CEN for
Accepted Defects
Joint Condition
Survey for Follow-
on Project
Follow-on Project
Start Up Process
28
• Environment & sustainability
› Recognise the environment the
program works within
› Agree an approach with client and
appropriate stakeholders
› Ensure a sympathetic approach to
issues such as;
• Materials, waste, biodiversity,
• energy & emissions, water
• efficiency, land, water, air and
• noise etc
Socio economic environment
Inclusive Design
Employment Opportunities
Business Opportunities
Community Engagement
Integration and Capability
29
• Community, IR, employment & skills
› Establish strategies that seek to address concerns
the program could raise with regards to;
› Education, employment
› Community well being and cohesion
› Economic development
› Local employment & skills
› Ensure a proactive program of knowledge transfer
› Establish a series of tangible KPI’s and
performance measures for measuring success in
these areas
Socio economic environment
In its 20 year history Mace has never incurred a ‘lost time’ IR incident
London 2012 case study
Contracts set out clear expectations for delivering on equality,
employment and skills commitments;
Contractor mobilisation formalised and Equality Impact assessments
Workforce monitoring and reporting developed and in place
20% of workforce live locally, 18% of workforce are BAME
750 local people employed via Jobs Brokerage
2,442 trainees passed through London 2012 Skills Academy
120 Apprentices recruited in 6 months
3 training centres on-site, including an apprenticeship hub
31
Technical
• Technical/Design Management
› Establish a design management plan that provides for;
› client sign offs and approvals
› design principles & BIM strategy
› design management plan
› value management and engineering interventions
› integration of relevant development strands
› project close out and issue of relevant documentation
Environment & Sustainability
Primavera
Contract Manager
Bentley
ProjectWise
CDM-Co-ordination & H&S
in Design
About this Guide
PowerPoint Slide
Module Status
Incomplete content
Client Review & Sign off
Process
Document Management
Technical Services
HSE Online
Reporting System
Introduction Introduction Introduction
The Mace Programme Delivery Management
System establishes the detailed policies and
procedures for managing the successful delivery
of a Program Management Commission.
The Guide has been developed on a simple drill-
down structure consisting of four levels:
Level 0: PDMS Front Page
Level 1: …Shop Front
Level 2: …..Process Map
Level 3:………..Activity Guides
Level 4: ……………Documentation/Tools
Select a delivery responsibility from the array on
this page and connect to the detailed guidance
and tools for its performance.
All feedback to be sent to
Brief Management
ASSAI
Introduction
Key links to other tools and systems
Employment & Skills /
Stakeholder Management
Delivery Responsibilities
Project Close Out
Design Integration &
Co-ordination
Design Systems & Tools
Town Planning, Consents
& Licenses
Project Value Management
Process
33
• Delivery strategy – provide a report that covers the following key headings
› Delivery analysis – program requirements and goals
› Implementation phasing – ‘what if’ scenario planning on phasing options
› Interfaces & integration – establish understanding of internal and external interfaces
› Strategic plan – identifying key milestones and deliverables
› Strategic procurement model – identifying ‘long lead’ & critical items
› Financial services – establish key cost drivers
Delivery
35
Assurance & audit
• Assurance and audit
› Regardless of any external interventions All
programs will implement a thorough audit
assurance review across all key disciplines;
Commercial, Quality, Technical, Environment &
Sustainability, Health & Safety etc
› This assurance function will operate under four
main work streams
Audit
Monitor & measurement
Communication
Leadership & behaviour
Primavera
Contract Manager
Bentley
ProjectWise
Health & Safety Assurance
About this Guide
PowerPoint Slide
Module Status
Incomplete content
Quality Assurance
Environmental &
Sustainability Assurance
Assurance
HSE Online
Reporting System
Introduction Introduction Introduction
The Mace Programme Delivery Management
System establishes the detailed policies and
procedures for managing the successful delivery
of a Program Management Commission.
The Guide has been developed on a simple drill-
down structure consisting of four levels:
Level 0: PDMS Front Page
Level 1: …Shop Front
Level 2: …..Process Map
Level 3:………..Activity Guides
Level 4: ……………Documentation/Tools
Select a delivery responsibility from the array on
this page and connect to the detailed guidance
and tools for its performance.
All feedback to be sent to
Employment & Industrial
Relations
ASSAI
Introduction
Key links to other tools and systems
Delivery Responsibilities
Risk Assurance
36
Health Safety and Environment Strategy
Policy & KPI’s
Management Arrangements
Procurement
Design / CDM-C
SHELT (SHE Leadership Team)
Site Rules / Risk Management
Occupational Health Facility
36
38
Prime Contract • Prime Contract Administration
› Important to manage contract with client
› Create a no surprise transparent culture
› Establish a formal environment for managing
the prime contract
› Implement an ‘Early warning’ system
• Human resources & organisational development
› Provide support in the following areas
› organisational development
› leadership development
› resource planning
› performance/career management
› learning & development
› reward and recognition
› internal communications
› equal opportunities
Primavera
Contract Manager
Bentley
ProjectWise
Human Resources
About this Guide
PowerPoint Slide
Module Status
Incomplete content
IT
Prime Contract
Business Functions
HSE Online
Reporting System
Introduction Introduction Introduction
The Mace Programme Delivery Management
System establishes the detailed policies and
procedures for managing the successful delivery
of a Program Management Commission.
The Guide has been developed on a simple drill-
down structure consisting of four levels:
Level 0: PDMS Front Page
Level 1: …Shop Front
Level 2: …..Process Map
Level 3:………..Activity Guides
Level 4: ……………Documentation/Tools
Select a delivery responsibility from the array on
this page and connect to the detailed guidance
and tools for its performance.
All feedback to be sent to
Legal
ASSAI
Introduction
Key links to other tools and systems
Delivery Responsibilities
Communications
40
40
CLM History
January 2006 the ODA issued a PQQ Pin Notice for the Delivery Partner
CLM were selected as the Delivery Partner for the Olympic Delivery
Authority in August 2006 after extensive 3 months Competitive Dialogue
bid process
CLM is a consortium made up of CH2M Hill, Laing O’Rourke and Mace
The role of the Delivery Partner is to provide:
program, Project and Construction Delivery Management
Initial scope was £4.7bn – now at £6bn
Contract and delivery scope is negotiated through a task order which
establish what needs to be delivered
Highly incentivised contract to ensure that schedule, costs and risks are
managed
Delivery Partner to provide challenge to clients and stakeholders to ensure
best value decision
41
Programme Summary
350 hectares
26 Olympic sports in 34 venues, 20 Paralympic sports in 21
venues, 10,500 Olympic athletes and 4,200 Paralympic
athletes
Budget £9.325bn with a max monthly spend £150M
Started on site June 2006
Handover - June 2011 for Test Events
41
42
Delivery Partner
42
Organisational Structure
Olympic
Board
BOA
GLA
LOCOG
GOVT
IOC
LOCOG
Olympic Delivery
Authority
Supply Chain
43
Work with contractors to identify sensitive works in advance and limit impact to local communities
All venues and park environment ‘Secured by Design’
Access control and daily screening for entire park workforce
Remote accreditation of all site deliveries (via dedicated Logistics Centres)
Half of all construction materials transported to site by sustainable means (non-road)
50% reduction in carbon use and 40% reduction in potable water demand
Target BREEAM Excellent in Legacy; Code for Sustainable Homes target level 4
Meet Inclusive Design Standards for all Olympic facilities
Defined benchmarks for London Living Wage and proportion of workforce in training, previously unemployed, and BAME
350 new apprenticeships in place by end of 2010
100% of spectators to visit Games by public transport, cycling or walking
All project designs subject to input from and approval by Legacy stakeholders
Health, Safety and Environment
Performance targets well above industry norms: Accident Frequency Rate and Significant Environmental Incident
Frequency Rate of 0.1
Security
Sustainability
Equality, Inclusion, Employment and Skills
Transport Sustainability
Community Engagement
Designing for Legacy
Priority Themes KPIs 43
44
Timeline of the Olympic Park
Site preparation
Build infrastructure
Build venues
Test events
Olympic/Paralympic Games
Deconstruction / Transformation
2007
2008/11
2012
2008/11
2011/12
2012/13
Legacy 2013 - 2025
44
46
46
Demolition Soil remediation Bridges andHighways
Primary Substation Energy Centre Sewer and Pumping Station
Infrastructure
50 www.macegroup.com
Programme Management
£50m Efficiency Savings through
Enabling Work Projects
>£120m of Value Engineering Savings
on Infrastructure Projects
>£100m of Procurement Gains
Through Flexible Procurement
Strategies
Other Savings Through Contract
Administration and Robust Contingency
Management
Robust Project Controls Systems
Programme Delivery Management
System ISO 9001 Accreditation
50
51 www.macegroup.com
Sustainability
Systems
Waste Sorting Facilities;
Use of Temporary Facilities for Ease of
Dismantling/Re-use;
Use Materials with High Recycled Content
Equipment Procurement Policy
Onsite Material Retention Level 95%
Results
58% of Materials Delivered to Site by
Sustainable Means
50% Reduction in Carbon Emissions on
Stadium Project
Zero Waste to Landfill at Games Time
Target – On Track
51
52 www.macegroup.com
Equality, Employment and Skills
Strategy established and agreed with local, regional
and national stakeholders
Contracts set out clear expectations for delivering
on equality, employment and skills commitments;
Contractor mobilisation formalised and Equality
Impact assessments completed
Workforce monitoring and reporting developed and
in place
20% of workforce live locally
18% of workforce are BAME
750 local people employed via Jobs Brokerage
2,442 trainees passed through London 2012 Skills
Academy
120 Apprentices recruited in 6 months
3 training centres on-site, including an
apprenticeship hub
52
53 53
Integration and Managing Complexity
1 Programme
19 Major Projects
950 Town & Country Planning Applications
37,000 Engineering Drawings (+72,000 including revisions)
4,400 Unique Design Interfaces
1,890 Engineering Technical Reviews
135,000 Formal Documents Managed/controlled
96 Tier 1 Suppliers (generated 29,000 Contract Communication to date)
120 NEC3 Contracts (plus,1 Dev’t Ag, 149 JCT Contracts,3 Concessions Contracts)
869 Critical Tier 2 & 3 suppliers
1,400 Unique Principal Contractor boundaries (600 active)
151 Critical Stakeholder Delivery Milestones
27,000 Integrated Plan – individual activities / milestone
1,520 Integrated Plan – linked activities
10,490 Site Workers
529 Vehicle movements per day (material deliveries)
304 Environmental Monitoring Points (179 active)
2 Site Entry Points (plus rail head)
7,300£m Budget (Avg spend £130m p.mth)
1 Key Date (27 July 2012)
53