Managing Projects

Question 1

What is the role of a Project Manager?

Answer 1

To manage the project team and drive the successful completion of the project and its objectives

Question 2

What project management processes and procedures did you adopt on your last project?

Answer 2

• Adopted the client’s processes/procedures as clients often impose them on their consultants and contractors
• Technical procedures such as payment notices
• Quality procedures
• ISO 9001 (Quality Management Systems)

Question 3

How do you manage performance of a team?

Answer 3

• Performance appraisals against Key Performance Indicators (KPIs)
• Monthly Reviews / Project Reviews
• Constantly review the team’s scope of services and monitor delivery

Question 4

What is the difference between design development and design error?

Answer 4

Design error is a fundamental change to the scope due to the design not working.

Design developments are minor tweaks or adjustments.

Question 5

What is ISO 9001?

Answer 5

ISO 9001 is a certified quality management system (QMS) for organizations who want to prove their ability to consistently provide products and services that meets the needs of their customers and other relevant stakeholders.

Question 6

What is a Project Execution Plan (PEP)?

Answer 6

The PEP describes who does what and how, defining the policies, procedures and priorities that will be adopted. It could be described as the methodology to deliver the project.

Question 7

What sort of information would be included in the PEP?

Answer 7

• Project definition and a summary of the strategic brief or the project brief.
• Project Programme
• Cost plan, cost management and accounting procedures.
  -Tendering and procurement strategy.
• Roles, responsibilities and authorities.
• Monitoring and reporting strategies.
• Stakeholder management
• Communication standards.
• Technology and Strategy.
• Sustainability Strategy.
• Quality Assurance Strategy.

Question 8

How often do you update the PEP?

Answer 8

• The PEP should be reviewed every month at a minimum or;
• After any significant change to the project, e.g. an increase in budget.

Question 9

How do you manage change on a project?

Answer 9

Implement change management procedures.

Question 10

What is change management?

Answer 10

A structured approach to moving an organization from the current state to the desired future state.

Question 11

Why do we need a robust change control procedure?

Answer 11

Once this approval has been given, a change control procedure may be introduced to ensure that the approved information is not changed without the express permission of the client.

Question 12

What are the key stages of change management?

Answer 12

Assess - Assess step constitutes what is needed to convert outputs into outcomes and benefits
Prepare - create a vision and gain support.
- Plan - Plans and schedules must take change into account, especially the communication management plan and risk management plan.
- Implement - Heart of the process. Involves communicating the benefits of the change, removing obstacles and coordinating activities to transform business as usual to the new way of working.
Sustain - Continues to ensure that value is continually realized from the investment in the project.

Question 13

What is an audit?

Answer 13

A project audit provides an opportunity to review project challenges, risks and processes and reflect on if it is still meeting core objectives. The audit could be carried out mid-term or at the end of a project with lessons learnt.

Question 14

How would you undertake a post project audit?

Answer 14

A post project audit is undertaken to evaluate the effectiveness and efficiency of the project delivery process. To undertake a post project audit, it is important to seek the views of contractors designers, suppliers and the client about how well the project was managed.
This may include assessments of how well the delivery of the project performed against KPIs such as:
- The quality of briefing documents
- The effectiveness of communications
- The performance of the entire project team
- Quality issues
- Health and safety issues
- Certification
- Variations
- Claims and disputes
- Collaborative practices

Question 15

How did you identify stakeholders on the scheme?

Answer 15

Sit down with the project team and identify who would be affected by the project. Create a stakeholder register with contact details of the lead.

Question 16

How would you prioritize stakeholders?

Answer 16

• Use a power vs interest tool. The high power/interest become key stakeholders and a suitable communication plan needs to be implemented for the otherse.

Question 17

How do you identify stakeholders within a project?

Answer 17

A stakeholder is anyone with an interest or concern in something. Stakeholders can be identified during a series of meetings and via a stakeholder analysis matrix.
Stakeholders can include:
- Funders
- End Users
- Project Manager
- Architect and professional team
- Contractor
- Neighbours

Question 18

What is value engineering?

Answer 18

VE is a method used to eliminate any unnecessary costs and or increase the value of a specification or a product. The value is not necessarily related to cost, value could be increased efficiency, functionality, appearance etc.

Example: When installing CCTV, look for similar models that do the same job, if not better, for a more cost-effective solution. Picture quality could be improved with increased functionality and it could cost less top operate.

Question 19

If the project cost plan were significantly over budget, what techniques could you recommend to the client to address this?

Answer 19

I considered value engineering strategies in order to review the design, specification, cost and identify areas where cost can be reduced without sacrificing quality or completely compromising the design concept.

Question 20

What is value?

Answer 20

‘Measure of worth’ a relative measure of usefulness of something in relation to the cost paid for it.

Question 21

What are the benefits of value engineering?

Answer 21

Several benefits for both the client and project team:
-Improved performance through efficiency savings
- Identification of alternative designs, solutions or locations
-Adding value to the client
-Enhanced service / product quality

Question 22

What are the risks associated with value engineering?

Answer 22

• The exercise is undertaken too late for changes to be effective
• Inadequate information causing incorrect assumptions
• Insufficient participation from stakeholders
• Insufficient time allocated for the process
• Unknown knock on effects to other elements of the design, e.g. does it affect any sustainability accreditations

Question 23

At what stage should value engineering be carried out?

Answer 23

Value management should be planned from inception, not bolted on as a corrective measure later. One of the most frequent comments received after a successful value engineering study is that the project could have benefitted much more if only the study happened sooner.

Question 24

During the design development phase of a project, the cost planning process shows that the design is within the budget across all the functional elements. Is there point of carrying out a VE exercise?

Answer 24

Yes, value engineering should be considered throughout the process to assess whether the function of an element can be achieved by an alternative solution that meets the client’s requirements. It could be that the client could use the money saved in this exercise to include further wish list items which they may have omitted previously.

Question 25

What is value management?

Answer 25

Value management is the wider term used to describe the overall structured team-based approach to a construction project. It involves clearly defining the client’s strategic objectives, considering optimum design solutions within the context of the client’s business objectives and deciding which of these provides the optimum lifetime value to the client, as well as a review of the whole process after occupancy. It includes value engineering as part of this process.

Question 26

What is the VM process?

Answer 26

• Workshops held where client must make important decisions
• VM1 - Concept: The need to build clear objectives that are structured in a value tree.
• VM2 - Feasibility: Outline brief complete, outline brief costed.
• Review schemes and score against weighted objectives.
• Assess capital cost to determine options for best value for money.

Question 27

What are some benefits of VM?

Answer 27

• Accountability is increased
• Alternative solutions are always sought and considered
• Business decisions are made with greater confidence
• Potential for increasing value for money
• Participation with all key stakeholders increases the likelihood of satisfaction with the end product
• Opportunities for long term profitability and continuous improvement are enhanced