BEING AN EXCELLENT PROJECT MANAGER

Andrew Beard

DESIGN LIVERPOOL 50

16th January 2007Making it HappenPhilharmonic Hall, Liverpool

Who is the Project Manager?

Complex projects often have several clients

Project Manager may also have role of client

Can be direct client for community projects eg public realm, community facilitiesProject Manager / client for consultants or design advisers eg master-planningProcurer of developers eg housing, city centre sites

Project Managers can be employed from an externalorganisation, but who manages the Project Managers?

Southey Owlerton Area Regeneration

Hub and parks schemes project managed by HMR project team

What are the responsibilities of the Project Manager?

Influence nature and character of large areas of the city

Lead and coordinate project team

Protect community interests – public servants

Ensure positive social impact

Manage quality – delivery to agreed standards

Manage programme – delivery on time

Manage budget – delivery within budget

Ensure long term viability – sustainability

Community engagement and the Project Manager

Manages consultation with the community

Participation or public relations?

Guardian of the city – public realm etc

Establish community ownership of projects

Exhibition over a weekend in city centre for a city centre masterplan

Southey Owlerton residentsvisit housing schemes priorto interviewing and selecting developers

Consultation…………………..Participation

The Fourth Grace, LiverpoolPublic poll for preferred project.Alsop design received lowest number of votes.

Planning the project

Project plan

- identify vision and objectives

- map out stages

Business plan / feasibility study to assess viability

Sufficient capacity and resources to successfully deliver

Realistic timetable

Political and stakeholder support

Project brief Fully explains to project delivery team how to reach required destination.

VisionKey objectivesContext / background informationUrban design and town planning contextParameters – quality, time and costRequirementsBudgetTimetableTechnical informationStakeholders

CABE diagram of inputs to brief

Procuring the right team

Crucial to get the right people

A second rate team will rarely deliver an excellent project

Right skills and experience essential

Client Design Advisers

Need a strong project champion

Design champion

Behind every excellent project lies an excellent client

Tate Modern

Sir Nicholas Serota, Director, Tate Gallery

Selecting a procurement process

Design competitionsDeveloper architect competitionsTwo stage competitionNegotiation or partnering

Design competition

Bluecoat Gallery extension

Open design competition won by BIQ Architecten, Rotterdam

1. Strong leadership

Creative

Inspiring

Single minded

Problem solving

Provide strong leadership

Ideally all the clients will possess these qualities

2. Committed to team working

CLIENT Team

StakeholdersSpecialist Advisers

Design Team

Construction Team

Design and Construction consultants and advisers

Staff

The Board

Get the right structure for the project delivery

Understand everyone’s roles and powers

Project Team - involving all key players

Steering group(s) - of stakeholders

Advisory group – experts, influencers

Project board – executive decision makers

Project teams working in a collaborative way

Ensure appropriate membershipRegular meetings, properly recordedBuild team cultureIdentify positive outcomesClearly defined responsibilitiesShared ownership of decisionsClear prioritization – all pulling togetherRapid clearing of blockagesEstablish milestonesMonitor progressCelebrate successes!

3. Clear about the vision

Clarity of aims

Link vision to objectives

Well defined outputs

Regular monitoring

4. Learn from other projects

Foresight Insight Hindsight

Don’t reinvent wheels

Find successful exemplars

Network

Monitor journals

Look for useful websites

Spread word of successes

Selwyn Street, OldhamDean Aggett

5. Develop a clear brief

VISION STATEMENT

OBJECTIVES

MARKET BRIEF

DEVELOPER SUBMISSIONS

EXCELLENT SCHEME

6. Enough at the right time

TIME

VALUE

Prepare Design Development

OPPORTUNITY

COST

Set a realistic timetableInvest time at the outsetEnsure sufficient resourcesGet commitment from key playersSet milestonesMonitor regularly and honestlySign off key stages

7. Find the right partners

Funders – English Partnerships, etc

Other agencies – health, education etc

Developers

Design Teams

Advisers – CABE etc

Local businesses

8. Involve stakeholders

Develop strategies to involve all relevant stakeholders:- residents- Council members- senior officers- schools and education providers- health services- businesses- public transport

Establishes ownership of the project

Ensures appropriate context – social, cultural, economic, physical

9. Be flexible and adaptableRespond to changesHave strategies to overcome problemsBut maintain vision

10. Commit to sustainability

Sustainable communities

Location and access

Materials: robust, non-toxic, easy maintenance

Energy efficiency

Flexibility and adaptability

Recycling

Biodiversity

11. Adequate budgets to ensure viabilityCost £ per sq m

Ensure an adequate budget for project

Ensure adequate resources for project management

Establish capital receipt/ quality balance

Understand financial constraints

Monitor viability/ costs regularly

Get approval for financial changes

12. Plan a review process

Special session of Project Group to review successes and shortcomings

Seek feedback from stakeholders

Post completion evaluation

Identify lessons for future

Publicise successes

Communicate to others

Twelve key ways to be a successful client1 Provide strong leadership2 Commit to team working 3 Clear about vision4 Learn from other projects 5 Develop a clear brief6 Enough time at the right time 7 Find the right partners8 Involve stakeholders9 Be flexible and adaptable 10 Commit to sustainability11 Adequate budget for viability12 Plan a review process