This undertaking concerned the building of the Scottish Parliament edifice located at the Holyrood site in Edinburgh. The construct of the edifice commenced at the treatment phase in May 1997 and the edifice was opened by HM Queen Elizabeth in October 2004. The Government ‘s White Paper on Devolution outlined the demands for a edifice to house the Scots Parliament as follows:
“ The edifice the Scottish Parliament occupies must be of such a quality, lastingness and civic importance as to reflect the Parliament ‘s position and operational demands ; it must be secure but besides accessible to all including people with particular demands ; it must advance modern and efficient ways of working and good environmental pattern.
It will be an of import symbol for Scotland. It should pay testimonial to the state ‘s past accomplishments and signal its future aspirations. It must be flexible plenty to suit alterations over clip in operational demands. Quality and value for money are besides cardinal considerations.
The adjustment must let Scots Parliamentarians and their staff to work expeditiously tackling the best of modern engineering. Peoples must be able to see and run into their elected representatives and to watch the Scots Parliament in operation. Provision needs to be made to allow easy coverage and broadcast medium of Parliamentary proceedings so that people throughout Scotland can be cognizant of its work and determinations. “ 2
However, on completion, the populace were outraged over the overly expansive, grossly late and overspend that had taken topographic point on this edifice.
Introduction
The aim of this instance survey is to develop a Undertaking Plan for this building venture which will reflect the modern demands of Project Management ( PM ) .
Although this undertaking was managed by the counsel produced by HM Treasury in 1997, the methodological analysis utilised for this instance survey will be that of PRINCE2. The ground behind the pick of utilizing PRINCE2 is that the instance survey is that of a Government undertaking and this system now tends to be the chosen method of PM for Government bureaus. The result will place any differences between the two methods and highlight the chief defects with the undertaking.
History of the Undertaking
The chief mileposts of the undertaking are detailed in Appendix A.
Program versus Undertakings
There are two elements that must be clearly defined and that is ‘project ‘ and ‘programme ‘ . It should be remembered that a programme is a impermanent, but extremely flexible administration brought into being to administrate, supervise and direct a figure of undertakings that require to be kept under a individual programme umbrella. The Programme Manager controls these assorted undertakings in order to present a set of results which are related to the administrations ‘ premeditated concern program. Whereas, a undertaking is an administration, albeit a impermanent one, constructed to present one portion of the overall programme. A programme itself may hold a shelf-life of many old ages, where the undertaking may last merely a fraction of that clip.
It could be said in the instance survey that the programme was degeneration and the abetment of a Scots Parliament and the undertaking was the building of the Parliament edifice itself. However, in this peculiar instance, the edifice work overtook the degeneration procedure.
Undertaking Management ( PM )
A comprehensive definition of Project Management is:
“ … the planning, deputing, monitoring and control of all facets of the undertaking, and the motive of those involved, to accomplish the undertaking objectives within the expected public presentation marks for clip, cost, quality, range, benefits and hazards. “ 3
The Holyrood undertaking was modelled upon the procurement counsel issued by the HM Treasury and from this, they had adopted the undermentioned definition of Project Management from BS 6079 ( 1996 ) :
“ The planning, monitoring and control of all facets of a undertaking and the motive of all those involved in it to accomplish the undertaking objectives on clip and to the specified cost, quality and public presentation. ”
Upon near examination of these two definitions, the three common elements are that of Time, cost and quality. There is besides really small difference of any item, hence, the system adopted by the Government should hold resulted in the same result as if PRINCE2 was available and utilized.
Key Principles of Project Management Methodology
All undertakings require a cohesive organizational construction, necessitating at least:
Project Board ( non in all instances ) ;
Undertaking Sponsor: High degree executive and Board member, provides project way, ensures budgetary proviso, reviews advancement, approves certification, approves any alterations and marks off the gate reappraisals ;
Undertaking Manager: duty for the bringing of the undertaking within all limitations, i.e. budget, clip, providers, etc and coordinates the undertaking squads. Reports to the Project Sponsor ; and
Project Team or Teams.
The chief cardinal rule is that of control. The three chief control steps are project reappraisals, good robust certification and the lifecycle stage or stages. The most suited control or controls are chosen based upon the undertaking size, strategic significance, hazard and complexness.
The undertaking lifecycle is the period between the initial start of the undertaking to the full blessing of the intended undertaking consequence. A major portion of the lifecycle is the benefits realization ; this is a elaborate reappraisal procedure to guarantee that the purposes and aims have been met. This procedure can take up to a twelvemonth to finish, but it is a really of import portion of the procedure.
The methodological analysis of good PM is split into five parts, these being:
The construct: This includes the understanding of the Project Sponsor to continue with the undertaking and will ensue in a comprehensive undertaking brief papers.
Start-up: This begins with the production of a concern instance which will bring forth the range and administration of the undertaking itself. This stage can be best described utilizing – Why? the What? , the How? The How much? and the When? The ensuing replies to these inquiries may non be completed in this portion, but may be completed in the planning stage and consequence in the undertakings baseline, against which the undertaking will be monitored against and controlled. The ensuing study will finally specify the undertaking.
Planning: This will include the undertaking baseline and ensuing cost, a full hazard analysis will be completed to foreground any possible countries for hold or slippage and a agenda of these plants. On completion of this phase the Project Definition Report will be reviewed and possibly revised.
Execution: This is where the undertaking and if applicable, sub-phases, are monitored and compared against the program. Periodic advancement studies will be produced.
Closure: This will include guaranting that the undertaking has been completed as agreed, the concluding cost established and any jobs highlighted, documented and disseminated so that lessons can be learnt. The consequence of this phase will be the production of the Project Completion Report.
The overruling rule of this methodological analysis is that each portion is completed in full before continuing to the following. PRINCE2 defines this as the ‘waterfall method ‘ , that is, merely like a waterfall a undertaking will flux downwards and therefore it can non travel back a stage. Each stage is clearly defined and a ‘gate reappraisal ‘ completed between stages. This reappraisal ensures that the stage has been completed in full, any issues highlighted are so addressed, if appropriate the concern instance may so undergo reappraisal and so a determination to continue authorised.
PRINCE2
The undertaking methodological analysis selected to analyze is that of PRINCE2. This system is a non-proprietary ( i.e. it is non protected by hallmark, patent or right of first publication ) and generic PM method, which is known as one of the globally broad accepted strategies. The flexibleness of this system allows it to be appropriate for many administrations over a scope of undertakings, environments, industries, etc and is every bit applicable to big and little undertakings likewise. There are 14 cardinal benefits of this method, these being:
Utilises established and proven best pattern and administration ;
Can be applied to any undertaking ;
Widely used, hence promotes effectual communicating ;
Undertaking duties are explicitly defined ;
Clarity on the undertaking objectives, i.e. what, why, when, by whom, for whom ;
Careful design to carry through the demands of all squad members ;
‘Management by Exception ‘ provides the efficient and economic usage of direction clip ;
Focuses the squads on the undertaking viability in relation to the concern instance, non merely the finish line ;
Thorough study construction ;
Proper stakeholder representation ;
Promotes continual betterment and acquisition ;
Undertaking work consistence ;
A diagnostic tool, easing confidence, appraisal, trouble-shooting and scrutinizing ; and
Adept support.
Additionally, PRINCE2 is based upon seven steering rules, these being:
Continued concern justification ;
Learn from experience ;
Defined functions and duties ;
Manage by phases ;
Manage by exclusion ;
Focus on undertakings ; and
Tailor to accommodate the undertaking environment.
Furthermore, there are seven linked subjects to which if a Undertaking Manager abides by, will let them to carry through their function in a professional and competent mode. These subjects are:
Business instance: Why?
Administration: Who?
Quality: What?
Plans: How?
How much?
When?
Hazard: What if?
Change: What ‘s the impact? and
Advancement: Where are we now?
Where are we traveling?
Should we transport on?
However, it must be noted that these subjects can be applied to any undertaking size ; however, they may hold to be tailored to forestall the procedure going over bureaucratic, particularly with respects smaller undertakings.
These seven subjects are described in more item in Appendix B.
PRINCE2 Procedures
There are seven procedures involved in the running of a successful undertaking, these being:
Get downing up a undertaking: naming a Project Board, measure uping the initial thought ;
Directing a undertaking: Project Board input to supply sufficient support and way ;
Originating a undertaking: how the undertaking is qualified to enable it to run into its aims before the committing of resources ;
Controling a phase: Project Manager ‘s twenty-four hours to twenty-four hours direction of the undertaking ;
Pull offing merchandise bringing: direction of squads covering work bundles, advancement studies, work bringing ;
Pull offing a phase boundary: preparing for Project Board reviews ; and
Closing a undertaking: shuting down the undertaking, follow-on actions, post-project benefit reappraisals.
A simplified diagram of this procedure is shown as follows:
Figure: PRINCE2 Process Model7
The Construction Management Procurement System
The system used by the Scots Office for the Holyrood undertaking was the Construction Management Procurement Route, HM Treasury counsel from their Procurement Group. The chief advantage of this system is speed ; nevertheless, the chief disadvantage is that of monetary value uncertainness until the last contract is leased.
This system is based upon three rules, these being:
Scope ;
Functions and duties ; and
Ability and preparation.
In add-on, the counsel papers refers users to a sum of 22 other counsel paperss to help in the PM procedure.
Undertaking Administration
Under the Construction Management system, the undertaking administration was as follows:
Figure: Traditional Undertaking Organisation8
The chief difference between the two is that PRINCE2 has four degrees of direction and the Treasury theoretical account five beds, which may hold added to the bureaucratism and deficiency of control of the undertaking.
Holyrood Project Failures
The two major jobs associated with this undertaking were that of the late bringing of some 20 months to the undertaking and overspend of budget.
Budget overspend
With respects the overspend, the cost of this undertaking increased from the original ?50 million to the concluding cost of ?431 million. It is hard to command a budget when the design is non agreed at the oncoming and alterations made throughout the undertaking. In add-on, ?19 million of the addition was due to rising prices and the bulk of trade contracts came in at 21 % over their estimations. The additions can be categorised as follows:
Inflation – ?19 million ;
Delaies, break and continuation – ?73 million ; and
Design development – ?68 million.
Due to the competitory nature of the initial procedure to present a interior decorator and contracts, this lead to uncertainness which did non help in the integrating of the assorted contracts to accomplish the undertaking within the set parametric quantities.
Addition in Time-Line
A common public misconception was that slippage was due to the Corporate Body which continually changed its demands, Black ( 2004 ) . In fact, one time stage D design was approved in June 2000, no important changes took topographic point. The attendant addition of the building cost due to the client was that of ?600,000, merely 0.2 % of the building estimation.
The chief grounds for slippage were:
The pick of building direction of as the method of securing the undertaking – this resulted in the design being uncomplete at the beginning of the undertaking and the hazards being accepted by the client. However, this method was non implemented to the full, which resulted in the hazards and challenges non being to the full understood by the client and undertaking direction.
The assorted jobs experienced as a consequence of the building of a really complex and extraordinary design, against a really tight deadline – this was non appreciated early in the undertaking and could be seen as a undertaking direction failure.
The original programme did non let for any slippage.
These grounds made it hard for the designers and building contractors to present on clip, which lead to plan fluctuations and late proviso of information.
Therefore, the chief ground for the slippage experienced was that of hapless control by the undertaking direction functionaries.
Management Failings
The underpinning stableness of a strategy is that of undertaking direction. Good undertaking direction is a delicate balance between clip, quality and outgo. In this peculiar instance in order to hasten the undertaking rapidly, so quality was lowered or as was the instance here, the budget increased.
In this peculiar instance, a undertaking budget was non set which led to the Project Manager non being able to respond and either Begin to cut down costs and/or obtain extra fiscal support. A major subscriber to the overspend is that until 2003 no regular studies were carried out on the undertaking costs, it seemed that determinations were being made to a ‘forecast ‘ and non a budget. This resulted in the undertaking get downing to command the costs, instead than the other manner around.
This does bespeak a deficiency of leading and direction within the undertaking. This was due to direction and control being divided between a figure of different parties. The Project Director should be given the duty for the overall control of the undertaking, but in this peculiar instance this was non achieved. In add-on, the senior stations were non filled by competent individuals, as the Project Owner and Project Director were non building professionals. In fact the Project Director fulfilled a function more kindred to a undertaking decision maker. However, the Project Manager was but lacked the authorization to do important determinations.
PRINCE2 Application to Holyrood
Get downing up a Undertaking
There are a figure of activities that need to be completed before the undertaking can get down. The activity that was non controlled sufficiently at this phase was that of the Project Organisation, design and naming the Project Management Team. In this instance, although the legal client was the Corporate Body itself, this power was delegated to the Clerk, who acted upon the advice from the Progress Group. The Chief Executive of the Parliament was both the Principal Accountable Officer and Project Director and hence led the Project Team. However, due to a deficiency of direction control a new Project Director was appointed in 2001. In add-on, due to tensenesss between the PM and the designer, the PM resigned at the terminal of 1998. Although the PM was an experient person and competent, there was an evident deficiency of flexibleness which is a critical leading accomplishment in this environment. Besides, the Project Sponsor, Mrs Doig, was appointed due to her political accomplishments and had no experience of running undertakings. This appears to hold led to a complicated and inefficient direction construction which resulted in the bulk of the issues.
Directing a Undertaking
Although the PM is in control of the daily direction of the undertaking, the Project Board is responsible for overall control and cardinal determination devising. A figure of issues which besides link into this country have already been highlighted in the old paragraph. Other countries which appear to be lacking were that of the apprehension of any possible hazards with the undertaking, i.e. the possible escalation of costs and an evident deficiency of a quality direction scheme. It could be argued that if these issues had been identified and resolved at this phase, so the ensuing addition in costs and slippage may hold been avoided or minimized. In add-on, it could besides be identified that a deficiency of experience at Board degree allowed the mandate of this phase.
Originating a Undertaking
This procedure will put the basicss for the successful bringing of the undertaking. Important countries include the readying of the hazard direction, direction, communicating ( internal and external ) and choice direction schemes. Although the Project Board understood the primary aim of the undertaking, this undertaking appeared to continue straight to ‘start-up ‘ without undergoing these phases ( one of the advantages of the Construction Management System ) , and so history informs us that important fiscal resources were committed without a house budget in topographic point. One of the major grounds is that the concern instance was non redefined, which was demonstrated when none of the design bidders managed to subject a design within the set budget.
Controling a Phase
The chief purpose of the phase commanding stage is to supervise the advancement of the undertaking. This allows any divergence from the program to be managed to cut down slippage times, control hazard and guarantee quality is being maintained. This type of control is applied to all work bundles, which may ensue in disciplinary actions and new work bundles issued before the phase mandate is given. In add-on, the PM should be supplying the Project Board with phase studies. It was this deficiency of describing that Black ( 2004 ) highlighted in his study. With the resulting slippage and budget additions it is evident that phase control was non in topographic point. This is shown by the fact that the design was non officially confirmed until 2000, even though the White Paper was published in 1997 and that building commenced in early 1999.
Pull offing Merchandise Delivery
This procedure is the nexus between the PM and the undertaking squads and is focused on accepting, put to deathing and presenting the work bundles. The lynch-pin of this procedure is for the squad to present within the boundaries set by the PM. However, due to the assorted holds to the building of the undertaking, a figure of these due to complex designs such as the roof in the assembly room ; this merely led to the added defeat of the original PM and farther grounds of a deficiency of control or leading.
Pull offing a Phase Boundary
The chief purpose of this occasion is to guarantee the Project Board that all merchandises within the current phase have been completed and approved and to fix for the following phase. This would so let them to see the back uping certification and entree the viability of the undertaking and whether to continue to the following phase. Once once more, as the undertaking was allowed to go on it appears that this degree of control was non in topographic point.
Closing a Undertaking
The closing of the undertaking was a more controlled procedure with Lord Fraser of Carmyllie being appointed in June 2003 to take probe into cost of the new Parliament edifice. This resulted in the Holyrood Inquiry Report being published in August 2004 to let lessons to be learnt.
Decision
As Black ( 2000 and 2004 ) highlighted, the chief job with this venture was hapless direction and leading. The incidental affects of this resulted in the wrong pick of undertaking direction system ( building direction ) , a monolithic addition in budget ( from ?50 to ?431 million ) , with an incidental addition in the clip line ( from 2001 to 2004 ) .
A effect of this and the lessons highlighted in the subsequent question is that the bulk of Governmental bureaus now implement the PRINCE2 or other equal, proven industry criterion.
However, subsequent undertakings such as the Wembley Stadium and the Fire Brigade Control Centres, have demonstrated that undertakings are still over-running both in costs and clip. So, even though good pattern is used, if it is non managed and controlled efficaciously, so mistakes will still go on to happen.
Mentions
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