6HX503 Construction Management | My Assignment Tutor

www.derby.ac.ukCivil Engineering ConstructionManagement6HX503Session 8B PROJECT MANAGEMENTProject ManagementAdvanced PlanningConsiderate ConstructorsHealth and Safety Legalwww.derby.ac.ukTODAYS AGENDA1. Update on Session 8A2. Advanced Planning Tools3. Considerate Constructors4. Law and Projects5. Tutorial 8Bwww.derby.ac.ukProject Management• Scope• Time Cost and Quality• Stakeholders• Commercial Arrangements• Planning Procedures• Resource Planning• Monitoringwww.derby.ac.ukADVANCED PLANNINGTECHNIQUESwww.derby.ac.ukTHE PLANNING CYCLEA PLANNING PROCESS FORMIDDLE-SIZED PROJECTS• The Planning Cycle brings together all aspects ofplanning into a coherent, unified process.• By planning within this structure, you will help toensure that your plans are fully considered, wellfocused, resilient, practical and cost-effective. Youwill also ensure that you learn from any mistakesyou make, and feed this back into future planningand Decision Making.www.derby.ac.ukwww.derby.ac.ukEvaluation of the Plan and its Impact• Once you have worked out the details of your plan, the nextstage is to review it to decide whether it is worthimplementing. Here you must be objective – however muchwork you have carried out to reach this stage, the plan maystill not be worth implementing.• This is frustrating after the hard work of detailed planning. Itis, however, much better to find this out now than when youhave invested time, resources and personal standing in thesuccess of the plan. Evaluating the plan now gives you theopportunity to either investigate other options that might bemore successful, or to accept that no plan is needed orshould be carried out.• Depending on the circumstances, the following techniquescan be helpful in evaluating a plan:www.derby.ac.uk• PMI (Plus/Minus/Interesting):This is a good, simple technique for ‘weighing the pros and cons’ of a decision. It involves listingthe plus points in the plan in one column, the minus points in a second column, and theimplications and points of uncertainty of the plan in a third column. Each point can be allocated apositive or negative score.• Cost/Benefit Analysis:This is useful for confirming that the plan makes financial sense. This involves adding up all thecosts involved with the plan, and comparing them with the expected benefits.• Force Field Analysis:Similar to PMI, Force Field Analysis helps you to get a good overall view of all the forces for andagainst your plan. This allows you to see where you can make adjustments that will make the planmore likely to succeed.• Cash Flow Forecasts:Where a decision is has mainly financial implications, such as in business and marketingplanning, preparation of a Cash Flow Forecast can be extremely useful. It allows you to assessthe effect of time on costs and revenue. It also helps in assessing the size of the greatest negativeand positive cash flows associated with a plan. When it is set up on a spreadsheet package, agood Cash Flow Forecast also functions as an extremely effective model of the plan. It gives youan easy basis for investigating the effect of varying your assumptions.• “6 Thinking Hats”:6 Thinking Hats is a very good technique to use to get a rounded view of your plan and itsimplications. It provides a context within which you can examine a plan rationally, emotionally,optimistically, pessimistically and creatively.• Any analysis of your plan must be tempered by common sense. If your analysis shows that theplan either will not give sufficient benefit, then either return to an earlier stage in the planning cycleor abandon the process altogether.www.derby.ac.ukFor larger projects, Project Management becomes a technicaldiscipline in its own right.To run projects as efficiently as possible, Project Managersneed to be trained in methodologies such as PRINCE2 (anincreasingly widespread UK government standard whichstands for “PRojects IN Controlled Environments”) or anequivalent, and need to apply an appropriate subset of thesemethodologies.LARGE PROJECTSwww.derby.ac.ukPRINCE 2• PRINCE2 is powerful in that it completely:– clarifies people’s roles in projects,– ensures that lines of communication are clear,– makes sure that project risk is activelymanaged,– sets up appropriate controls,– establishes baseline costs, schedule andscope, etc.• In this, it embodies and codifies much of projectmanagement best practice.www.derby.ac.ukPRINCE 2• https://youtu.be/hedKb90AFVAwww.derby.ac.ukwww.derby.ac.ukwww.derby.ac.ukwww.derby.ac.ukOverviewThe Considerate Constructors Scheme is thenational initiative, set up by the constructionindustry to improve its image. Any work that couldbe construed by the general public as‘construction’ can be registered with the Scheme.Sites and companies that register with the Schemeare monitored against an eight point Code ofConsiderate Practice, designed to encourageperformance beyond statutory requirements.When monitoring, the Scheme considers all thoseinvolved in the construction process, from thelocal authority and the client, to the operativesand delivery drivers.www.derby.ac.ukCode consists of the following eight sections:Considerate,Environment,Appearance,Good Neighbour,Respectful,Safety,ResponsibleAccountable.www.derby.ac.ukImage of the industry as a whole.The neighbourhood and general publicshould do all they can to reduce any negative impact onanyone affected by their work and they should aim to leave apositive impression on their neighbours.The workforceshould do all they can to be a considerate employer. Theyshould provide clean and appropriate facilities for those whowork for them. Facilities should be comparable to thoseprovided in any other working environment.The environmentshould do all they can to reduce any negative effect they haveon the environment They should work in an environmentallyconscious andsustainable manner.www.derby.ac.ukwww.derby.ac.ukProject Management LawLegal Context for Health &Safety in ConstructionWebster 10.14Amended:00.00Module 6HX503www.derby.ac.ukLawSub-divisions of law• Civil• Criminalwww.derby.ac.ukCivil Law• Law concerning private and civil affairs withoutdirect involvement of the state• Relevant law may be a mixture of common lawand statute law• Breaches usually remedied by compensation• Costs and damages normally covered byinsurance Employers’ Liability (CompulsoryInsurance) Act 1969• Burden of proof: on a balance of probabilitieswww.derby.ac.ukCriminal Law• Addresses public and moral wrong doing and made byparliament: written law of the land• Crime is a wrong doing which directly and seriouslythreatens the well being and security of society and whichcannot be left to be redressed by compensation of aninjured party• No absolute definition and may change over time, eg drugs• Generally anyone may begin a criminal prosecution but nothealth and safety offences• Prescribes punishment: eg, fines, imprisonment• Burden of proof: beyond reasonable doubtwww.derby.ac.ukSources of Law: CommonLawEvolution of legal principles over time bydecisions of courts and judges – system ofrules or precedents which bind futuresimilar casesSome common law offences are crimes,(e.g. murder, criminal libel)www.derby.ac.ukSources of Law: Statute Law• Addresses public and moral wrong doing and made byparliament: written law of the land• Crime is a wrong doing which directly and seriouslythreatens the well being and security of society andwhich cannot be left to be redressed by compensation ofan injured party• No absolute definition and may change over time, eg,drugs• Supreme over all other sources of law• Prescribes punishment: e.g., fines, imprisonmentwww.derby.ac.ukBurdenOf ProofCivil LawRemedySoughtCRIMINALLAWBalance ofProbabilitiesInstigatorof ActionSet ByPrecedenceSourceof LawHSEEHOCPSBeyond allReasonableDoubtTheAggrievedpersonStatuteLawCommonlaw Compensation CountyCourtSmallClaims HighCourtMagistratesCourtCrownCourtForInjuryLossDamageCausedwww.derby.ac.ukEuropean Dimension• UK bound by EU legislative procedures on joining (thenEEC) in 1972• Veto by member states on proposed legislation changedto qualified majority voting on adoption of SingleEuropean Act 1986• Significant progress made since SEA on new health andsafety legislationwww.derby.ac.ukStatute Law: Types• Acts: eg, Health and Safety at Work etc Act 1974– primary or principal legislation with enablingprovisions• Regulations: eg, Control of SubstancesHazardous to Health regulations 1999 – delegatedlegislation• Orders: eg, Commencement Orders bringing Actsinto force• Approved Codes of Practice (ACoPs): eg,COSHH• Guidance Notes: eg, HSE HSG and GN serieswww.derby.ac.ukStatute Law: Status of Acts andRegulations• Acts: primary or principal legislation with enablingprovisions made by parliament• Regulations: delegated (by Acts) legislationmade by appropriate Secretary of State followingproposals made by Health and SafetyCommission – laid before parliament and do notrequire a vote but can be vetoed within 40 days ofbeing laidwww.derby.ac.ukwww.derby.ac.ukStatus of Orders, ACoPs andGuidance• Approved Codes of Practice: supplementaryguidance to Acts regulations approved by HSC.Failure to comply not an offence provideddefendant can show compliance achieved bysome other equally effective means• Guidance: eg, HSC/HSE guidance, BritishStandards, industry guidance – not law butpersuasivewww.derby.ac.ukPersonal Activity Tutorial 8B• Take a project (any project). Provide an outline of all ofthe project stages from design to practical completion.• Determine what and how legislation/regulations impacton each stage.• Provide a brief outline on how we manage theimplications of the legislation/regulation on the project.What systems/processes do we put in place.• What aspects of Considerate Constructors could helpwww.derby.ac.ukYour PortfolioEACH SECTION• 1/2 pages– Essential Systems– Standard Company Systems– Best Practice• Quality Enhancement Areas• Target setting• Examples from actual industry systems (2-3)ENDComments on improvement areas as a conclusion to theportfolio


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