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Project Execution Plan – General Template

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PURPOSE OF GENERIC PROJECT EXECUTION PLAN

This document has been formulated to enable the compilation of a Project Execution Plan (PEP) for any type of construction project.

This generic document has been formulated to cover all reasonable variables that would need to be considered.

It has not been designed as a document that just requires the user to ‘fill in the blanks’, but as a prompting tool that provides a combination of whole generic paragraphs that can be included in any PEP, as well as a selection of further considerations that would need to be specifically incorporated by the author.

Key to the document text:

Normal font – text should be included in (almost) all PEP’s

Underscore  – specific project information should be inserted here

Italics – information can be incorporated if applicable

CONTENTS

1. PROJECT DESCRIPTION/BACKGROUND

1.1 GENERAL INTENT

1.2 PROGRESS TO DATE

1.3 MISSION STATEMENT

2. PROJECT OBJECTIVES

2.1 CLIENT BRIEF

2.2 KNOWN PROJECT CONSTRAINTS

3. PROJECT STRUCTURE

3.1 PROJECT INTERNAL MANAGEMENT

3.2 PROJECT CONSULTANTS

3.3 PROJECT CONSTRUCTION TEAM

3.4 PROJECT STRUCTURE

3.5 PROJECT DIRECTORY

4. COMMUNICATION FRAMEWORK

4.1 GENERALLY

4.2 CORRESPONDENCE

4.3 CIRCULATION/LINES OF CORRESPONDENCE

4.4 COMMUNICATION MEETINGS

4.5 MEETING STRUCTURE

4.6 REPORTS

4.7 DRAWING DISTRIBUTION AND APPROVALS

5. PROCUREMENT

5.1 CONSULTANT

5.2 CONTRACTOR

5.3 SUPPLIERS

5.4 SPECIALIST CONSULTANTS

6. PROCEDURES

7. PROJECT BRIEF

8. DESIGN MANAGEMENT

9. APPENDICES

APPENDIX A PROJECT STRUCTURE

APPENDIX B PROJECT DIRECTORY

1. PROJECT DESCRIPTION/BACKGROUND

1.1 GENERAL INTENT

Client                          :           _____________
Project name              :           _____________
Location of project      :           _____________

Give a brief description of project works

Outline the broad objectives (relate to time/cost/quality)

1.2 PROGRESS TO DATE

Describe any project history to date, including:

1.3 MISSION STATEMENT

If desired by client.

2. PROJECT OBJECTIVES

2.1 CLIENT BRIEF

(All relevant requirements/details, including but not restricted to:)

2.1.1 Financial

Control Budget that may be specified by the client, e.g. for:

Include for any Current Estimates

State if the client has any specific requirements for cost checking and controls

Include any requirements for Risk Analysis

State if the client requires any VM/VE workshops during the project

Include any specified Reserves

State if the client has allowed for any Contingencies

2.1.2 Program

State any completion dates the client has,

As well as any interim dates, e.g.:

 Specify what effect any delays to the project completion might have

Include any requirements for Risk Analysis

Specify what program types are to be monitored, e.g.:

2.1.3 Quality

State level of quality required, using comparisons such as:

2.1.4 Prioritization

According to the client project objectives (i.e. client ‘value’), state the client’s priorities by means of ranking the following against each other:

2.1.5 Design Standards

State any design reports/documents that have been produced to date

State level of design required, using measures such as:

State the requirements for ongoing development and monitoring of standards

2.1.6 Special Facilities

List any special facilities that the client specifically requires, e.g.:

2.1.7 Image/Corporate Identity

If required by client

2.1.8 Function

Outline any specific functions the client requires of the project, such as:

2.1.9  Adjacency and Stacking

Outline key adjacencies and stacking requirements

Include diagrams.

2.1.10 Support Services

State any support services that will have to be accommodated, e.g.:

2.1.11 IT and Telecoms

Specify any IT and Telecom requirements that are to be accommodated, e.g.:

2.1.12 Environmental Needs

State any environmental requirements, such as:

2.1.13 Operational Considerations

Include any operational considerations that are known to the client, e.g.:

2.1.14 Growth/Churn

Include any growth/churn considerations that are known to the client, e.g.:

2.1.15  Disabled Access

Include any access considerations that are known to the client, e.g.:

2.1.16 Furniture and Fittings

Include any furniture and fittings considerations that are known to the client, e.g.:

2.1.17 Demise/Sub-let Space

Include any demise/sub-let requirements that are specified by the client, e.g.:

2.2 KNOWN PROJECT CONSTRAINTS

2.2.1 Internal Constraints

State any internal constraints that are known and might affect the project, e.g.

2.2.2 External Constraints

State any internal constraints that are known and might affect the project, e.g.

3. PROJECT STRUCTURE

It is important the following parameters are established for all project parties:

Roles (see Project Handbook for details)
Responsibilities (see Project Handbook for details)
Extent of Authority
Reporting Route
External and Internal Management Structure
References

The above parameters will depend on the nature of the individual project but the following parties could be employed (albeit at different management ‘levels’):

3.1 PROJECT INTERNAL MANAGEMENT

3.1.1 Client Board

State those parties that have, or will be, employed on the client project board, e.g.:

3.2 PROJECT CONSULTANTS

3.2.1 Core Consultants

State those core consultants that have, or will be, employed on the project, e.g.:

3.2.2 Specialist Consultants

State those specialist consultants that have, or will be, employed on the project, e.g.:

3.3 PROJECT CONSTRUCTION TEAM

3.3.1 Contractors

If known, state those contractors that have, or will be, employed on the project e.g.

3.3.2 Suppliers

If known, state those suppliers that have, or will be, employed on the project.

These could be either:

3.4 PROJECT STRUCTURE

3.5 PROJECT DIRECTORY

Insert project directory (Sample project directory included in Appendix B)

4. COMMUNICATION FRAMEWORK

4.1 GENERALLY

All communications are to be as clear and concise as possible. To avoid loss or confusion regarding written correspondence all letters should have as their primary reference “Project Title”. They should be addressed for the attention of the identified Team Leader within each organization and must clearly indicate the distribution that has taken place.  Sub-titles identifying the subject of the correspondence are to be used as appropriate.

Facsimile transmissions should be used where speed of communication is important, but ‘hard copy/copies’ should be sent as back up.

4.2 CORRESPONDENCE

To reduce the possibility of late or superseded information the clarity and response time must be clearly defined at the start of the project.

Information can be communicated using the following media (in order of ascending importance);

The project correspondence must be filed using a clear Filing Register and electronically backed up.

4.3 CIRCULATION/LINES OF CORRESPONDENCE

All written correspondence, i.e. letters, memoranda, minutes or notes, must be copied and circulated to the Client and all parties forming the Project Team. Each item of correspondence should be addressed to the Team Leader with no copies to other members of the organization concerned.

The lines of communication for the project shall be as follows:

4.4 COMMUNICATION MEETINGS

In order to maintain effective communication between the Project Manager, Contractor and Employer it is important that regular meetings are conducted.

Meetings of all types will be minimized in both duration and frequency. Careful consideration is to be given to the necessary attendee at each meeting. It is an aim that all meetings should have a brief agenda circulated to all participants at least 48 hours in advance and that minutes (preferably containing action notes) be distributed within 48 hours of any meeting.

Generally, in respect of meetings, if team members wish to incorporate items on an agenda or table documents for discussion, then they should advise the Project Manager at least 48 hours prior to the meeting. Wherever possible, noted actions are to have realistic time limits put against them.

The Project Manager shall set up and distribute a schedule of all meetings on the Project after discussion with the Client and other members of the Project Team. This schedule shall be reviewed on a regular basis and amended as necessary. All Project Team members shall keep the Project Manager aware of any changes.

The following meetings can be utilized on the project:

4.5 MEETING STRUCTURE

Meeting Frequency Attendees Chair/minute Purpose Agenda
Client Board Monthly Cl/PM/Ar PM A senior steering forum for discussion and determination of Client objectives and requirements. Design/Functional Requirements

Construction

Cost

Progress

Any other Business
Principals Monthly Team principles (in Cl) PM Discussion of any major project issues and strategy Strategic issues relating to:

Construction

Cost

Progress

Any other Business
Project Review Fortnightly Relevant Team MC Discussion of relevant ongoing project issues Contractor’s report

Construction

Progress

Any other Business
Construction progress Fortnightly MC/SC’s MC Discussion of relevant ongoing construction issues Site Progress

Method Statement Status

Site Instructions

Information Required

Master Program

Change Orders

Provisional Sum Expenditure

Health & Safety

Any Other Business
Design team Fortnightly Design team Ar Discussion of relevant design issues Client decisions

Information/report/advice on:

Appointment of sub/specialist contractors

Proposed design and/or cost changes

Receipt, co-ordination and procession of sub-contractors’ information

Overall co-ordination of design and design information.

Any Other Business.
Workshop As required Relevant team Ar Development of any specific design areas Specific design issues

Cost/Program implications
Commercial Monthly Cl/PM/QS QS Discussion of relevant cost  issues Budget

Cashflow

Claims

Changes
Procurement As required Ar/MC MC Discussion of relevant procurement issues Sub contractors Progress
H&S As required Relevant team MC/PS Discussion of relevant H&S issues Relevant H&S issues
Risk Review Monthly Relevant team QS/PM Discussion of relevant project risks Project risks

4.6  REPORTS

The following reports can be utilized on the project:

Meeting Purpose Typical Sections Breakdown When Issued Frequency
Project Manager’s Executive summary of project status Executive Summary

Design Development

Program/Progress

Procurement

Client approvals/Info required

Financial Report

Quality

Planning

Environmental Matters

 Prior to Client Board Meeting Monthly
Design Team Statement on project progress from each design discipline Progress

Design Issues

Procurement

Construction Issues

Cost Issues (including budget status)

Change Order Status

Quality

Health & Safety

Drawing Status

Planning Matters

Building Regulations/Statutory Consents

Information Required

Risks and Uncertainties

Short Term Targets

 Prior to Principal’s Meeting Monthly
Commercial Cost control and reporting of total final construction costs Executive summary

Detailed cost summary

Cost analysis

Procurement

Cashflow forecast

Risk analysis

 Prior to Principal’s Meeting
Construction progress Statement on progress of design and construction Progress Statement

Construction Progress (Planned v Actual)

Information Required

Drawing Approvals

Statutory Approvals/Compliance

Procurement progress

Change Order Progress

Sub-contracted Works

Quality

Health & Safety

 Prior to Principal’s Meeting Fortnightly
Milestone To articulate the project design and scope at specific project stages Varies As required
H&S Health and Safety issues Prior to Principal’s Meeting As required

4.7 DRAWING DISTRIBUTION AND APPROVALS

4.7.1 Design Team

During the design and construction stage of the project, drawings shall be distributed by the design team as follows:

Describe here the manner by which drawings will be issued.  Who receives what (and how many copies).

The client and other parties shall be provided with drawings as and when requested.

A schedule of all current drawings with their revision and status should be issued by each Design Team member at each Project Team Meeting.

4.7.2 Contractor

The main contractor will be responsible for distributing design team drawings and other construction information to sub-contractors, suppliers, manufacturers etc.

The main contractor shall maintain a full set of up to date drawings on site to be available at all times for reference.

Where there is a requirement for sub-contractors, suppliers or manufacturers to provide fabrication, shop drawings and details for approval, two prints of all drawings requiring comment or approval must be submitted to the main contractor for checking and onward transmission to the appropriate design team member for comment. One copy will be returned by the design team member with comments to the contractor and marked A, B or C for onward transmission to the sub-contractor, supplier or manufacturer.

A = Approved/No comment
B = Proceed with works, subject to revision
C = Not accepted; to be revised and re-issued for comment.

On receipt of the marked up print the sub-contractor, supplier or manufacturer will revise his drawings, if necessary, and re-submit two negative copies to the design team member via the main contractor for re-checking and stamping as “approved for construction”.  Stamped copies will be issued under instruction to the main contractor and the specialist.

The main contractor will issue as necessary to other contractors.  The main contractor will be responsible for ensuring that the information passed on to the design team is clear, legible and complete and for ensuring that all necessary parties receive the information.

As a general principle, one week will be allowed from submission of drawings for comment by a design team member.

5. PROCUREMENT

5.1 CONSULTANT

Refer to Core Team Selection documentation for procurement strategy. A detailed report should be produced.

The following parameters can be considered when selecting a consultant:

5.2 CONTRACTOR

Refer to Contractor Selection documentation for procurement strategy.

Strategy generally similar to that of Consultant, but with more emphasis on:

and less emphasis on:

5.3 SUPPLIERS

Refer to Supplier Selection Strategy documentation for procurement strategy. A detailed report should be produced.

Alternative procurement routes:

5.4 SPECIALIST CONSULTANTS

Refer to Specialist Consultant Selection documentation for procurement strategy. A detailed report should be produced.

6. PROCEDURES

See Project Handbook

7. PROJECT BRIEF

This may be in existence or not depending on progress of project to date.

It is developed from information established from specific Client Project objectives and a detailed analysis of the specific project parameters.

8. DESIGN MANAGEMENT

The design management should follow the following guidelines:

Following verification of the project brief and selection of consultants:

The cost consultant must relate the design to the budget. The design team and cost advisors are to meet regularly to progress and co-ordinate the design within agreed financial limits.

Co-ordinate and obtain information required from the Client by the design team. VM/VE workshops can be arranged to assist this process.

The design must be developed in sufficient detail to obtain meaningful tenders and take account of the chosen procurement route.

Samples are to be approved by the Client. Identify any ‘specials’ proposed by the designers and review with the Client’s FM – ensure standard products are specified if required.

Obtain written confirmation from the designers that all statutory and 3rd Party consents have been obtained.

Establish design team and client change order procedures once the scheme design report has been approved by the Client.

APPENDIX A

PROJECT STRUCTURE

Typical Project Structure

APPENDIX B

                                                 PROJECT DIRECTORY

PROJECT NAME                                                                     PROJECT NO.

Project Role Company Address Contact Name Telephone & Fax
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