I was appointed Planning Manager at initial stages of the project development the £100 Million Emergency Care Centre project in late 2008. This role also included development of a logistical and methodology plan required to serve the project’s needs. The project was located in the centre of one the busiest NHS Hospital and Teaching facility in Europe. It was also in a cul-de-sac location. It required:-
During tender stage, time is often at a premium and costs for vital plant requirements can often be assessed recklessly. On some projects, these may be on site for a considerable time, and can easily cost £1000 per week for hire alone. I have produced a simple spreadsheet which ultimately identifies the number of hoists required to perform identified duties over a specific programme period. This is an invaluable exercise which requires only entry of programme data, hoist spec, cycle and loading times and quantities of materials being used.
The “Accepted Programme” within the NEC3 form of contract is the fundamental tool for administering and control of time and cost issues within the project. It demands robust monitoring and project management control of the programme much more than other contracts such as JCT etc. Fundamentally, the Accepted Programme looks ahead, not back, and requires a collaborative approach by all parties involved within the project.
I was appointed Planning Manager at initial stages of the project development the £100 Million Emergency Care Centre project in late 2008. On its conclusion in 2013, of this award winning project (winner of the prestigious CIOB Construction Manager of the Year Award 2013 in the New Build & Refurbishment £40-£100 Million category), I was approached by Asta Development to assist in their publication of a case study of the project. This highlighted my extensive use of their Project Management software (Powerproject) and some of the challenges the software helped me overcome.
The “Accepted Programme” within the NEC3 form of contract is the fundamental tool for administering and control of time and cost issues within the project. It demands robust monitoring and project management control of the programme much more than other contracts such as JCT etc. Fundamentally, the Accepted Programme looks ahead, not back, and requires a collaborative approach by all parties involved within the project.
The NEC3 form of contract treats the impact of weather more empirically than other forms of contract. Its method fundamentally eradicated the subjectivity of impact associated with the more traditional approach.
The following is a presentation I prepared and delivered several times to the construction, design and client teams during the course of successfully delivered contract valued £100 million.
I have provided my reference and am in agreement that Mark is likely to be a suitably qualified candidate to be considered as a Fellow of the Guild.
Mark is a great asset to our business, his wealth of knowledge, experience, patience and encouragement has been a fantastic help to myself and our project teams. The quality and accuracy of his work is excellent and he is the first guy I look for advice from.
Mark was Planning Manager on the largest project undertaken by Robertson Construction on a complex and challenging site to construct due to its proximity to existing clinical services within the largest teaching hospital campus in the U.K. Mark was pivotal in the success, due to his excellent planning and coorination of each of the 10,000 activities and 40,000 logic links that were required to be assessed and reviewed to deliver this project on time and witin budget.
Gary worked for me as Client Planner on a portfolio of projects at Crossness STW, which included a £250m upgrade there. Throughout this time Gary advised on the contractor's programme, protecting the client's interests all the while taking a fair and pragmatic approach. Gary did not have a leadership role within the team but worked collaboratively, responding positively to my requests and adding a great deal of value to the project team. Gary applied hi robust analytical skills to present information that enabled a number of commercial issues to be resolved effectively.