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THE SENEDD, NATIONAL ASSEMBLY FOR WALES, CARDIFF – Project Management

PRESENTED BY

GEOGRAPHICAL BACKGROUND

(Assembly & Partnership 2006)

Coordinates 51°27′50″N 3°09′43″W

Alternate names National Assembly Building, Wales

Architectural style Sustainable architecture, High-tech architecture

Address & Location National Assembly, Cardiff. CF99 1NACardiff, Wales

Owner National Assembly for Wales

Started, Completed & Inaugurated

Started 1 March 2001, Completed 7 February, 2006 and Inaugurated 1 March, 2006

Floor Count & Area 3 Floor 5308 square metres (57000 sq ft)

Main Contractors Skanska (phase 1)Taylor Woodrow (phase 2)

Total Cost GB£69.6 million

Architecture firm Richard Rogers Partnership

Structural engineer Arup

Services engineer BDSP Partnership and MJN Colston

“The SENEDD”

HISTORICAL BACKGROUND

(Body et al. 2008)

HISTORICAL BACKGROUND - Continued

(apm awards 2006 project manager of the year 2006)

No of People Utilizing the skills of over1200 people, a high proportion of them are Welsh

Slate Usage Over 1000 tonnes of Welsh slate

Concrete Usage More than 16,700 tonnes of concrete

Glass Usage Expansive glass enclosure to its upper levels, it creates a wonderful impression of light, space and transparency that reflects the Assembly’s values of openness andparticipation.

HISTORICAL BACKGROUND - Continued

(Body et al. 2008)

The total cost was £69.6 million, which included £49.7M in construction costs.

HISTORICAL BACKGROUND - Continued

(Body et al. 2008)

The total cost was £69.6 million, which included £49.7M in construction costs.

STRUCTURE OF PROJECT MANAGEMENT

Source: Welsh Assembly Government

(Body et al. 2008) Page 38

STRUCTURE OF PROJECT MANAGEMENT - Continued

Project Manager: Schal

Main Contractor Taylor Woodrow Construction

Architect: Richard Rogers Partnership

Structural/Lift/Façade/Wind Engineering: ARUP

Environmental / M&E Services Engineer: BDSP Partnership

Quantity Surveyor: Northcroft

IT Infrastructure provider: Siemens

Landscape Gillespies

Fire Engineering Warrington Fire Research

Acoustics Sound Research Laboratories

Access Vin Goodwin Access Consultant

Broadcasting Consulting Department Purple

http://dcfw.org/casestudies/view/y_senedd

PROJECT OBJECTIVES & SCOPE

(Body et al. 2008) Page 38

http://dcfw.org/casestudies/view/y_senedd

OBJECTIVES SCOPE A model of environmental best practice

and sustainable development’, specifically that the project should ‘achieve BREEAM ‘Excellent’

A design of both the internal and external environments of the National Assembly for Wales that will contribute positively to the public life of the city and create a seamless transition between the building and outdoor space.

The views into and out of the building to achieve the architectural vision of a building that seeks to embody democratic values of openness and transparency.

Standards of sustainability through a range of innovative techniques.

The 5,308 square

metres (57,100 sq ft)

Senedd building.

Divided into five

parts (Debating

Chamber,

Committee Room,

Meeting

Room/Offices, Public

Gallery & Upper

Foyer)

METHOD OF PROJECT PLANNINGVALUE ENGINEERING

(Body et al. 2008)

Use of value engineering in the procurement of the Senedd

Component Appraisal to determine alternatives

Waste Reduction & Inefficiency elimination

Training to encourage team work and end-user buy-in.

Value management is on function and value for money, not reducing cost.

METHOD OF PROJECT PLANNINGWHOLE-LIFE COSTING

(Body et al. 2008)

Life Cycle Cost (LCC)

Construction Maintenance

Whole Life Cost (WLC)

Non Constructio

n CostsIncome Externalities

Operation Occupancy End of Life

Economic consideration of all whole life costs and benefits over a period of analysis, asdefined in the agreed scope

METHOD OF PROJECT PLANNINGPRINCE2 PROJECT MANAGEMENT METHODOLOGY

(Body et al. 2008)

Using OGC PRINCE 2 template.The OGC’s Management of Risk aims to enable any organization to make cost effective use of a risk process that has a series of well defined steps.

Application of the principles outlined in APM PRAM tomanage the risks.

METHOD OF PROJECT PLANNINGPROJECT RISK ANALYSIS AND MANAGEMENT

(Body et al. 2008)

ASSEMBLING PROJECT TEAMS WITH THE RIGHT MIX OF SKILLS AND PERSONALITIES THE USE OF APPROPRIATE PROCUREMENT CONTRACTS.

IDENTIFY

EVALUATE

MANAGE

BENEFITSHARD BENEFITS

Enabled better informed and more believable plans, schedules and budgets

Increased the likelihood of a project adhering to its schedules and budgets

Lead to the use of the most suitable type of Contract

Allowed a more meaningful assessment of Contingencies

Discouraged the acceptance of financially unsound project

Contributed to the build-up of statistical information to assist in better management of future projects

Enabled a more objective comparison of Alternatives

Identified, and allocated responsibility to, the best risk owner

SOFT BENEFITS

Improved the corporate experience and general communication

Led to a common understanding of the risks and improved team spirit

Distinguish between good luck/good management and bad luck/bad management

Developed the ability of the team to assess risks

Focused project management attention on the real and most important issues

Facilitated greater risk-taking, thus increasing the benefits gained

Demonstrate a responsible approach to key stakeholders

Provided a fresh view of the personnel issues in a project

BENEFITSORGANISATION BENEFITS

Compliance with corporate governance requirements including OGC procedures

An greater potential for future business

Reduced cost base

Better reputation as a result of project success

Better customer relations due to improved performance on project

A less stressful working environment

METHOD OF PROJECT CONTROL

“We did not just deliver a building; we won over the hearts and minds of politicians, the press and the public”.

PEOPLE AND BEHAVIOURAL MANAGEMENT

Leadership, Effective Teamwork, Partnering & best practice, Decision Making, Conflict Management, Communication, Negotiation, Personnel Management, Coaching and mentoring the Client and Team

TECHNICAL MANAGEMENT & MEETING THE ASSEMBLIES OBJECTIVES

Project Execution Plan, Sustainability and integration,

PROJECT RISK ANALYSIS AND MANAGEMENT

Value Criteria, Effective Teamwork

“It’s almost impossible to find anyone with a bad word to say about the Senedd” reported the BBC when the new building opened for business on 7th February 2006: “Almost everyone I’ve spoken to is gushing with praise.”

FINANCIAL, LEGAL AND INTERNATIONAL IMPLICATIONS FINANCIAL

Due to change in initial design and rising cost, the final cost was 4 times higher than the initial budget.

Chunk on Tax Payer’s pocket.

LEGAL Termination of the Richard Rogers Partnership employment, lead to

taking legal action and therefore sought specialist advice for the appointment of an adjudicator to resolve the dispute over fees

INTERNATIONAL It achieved the highest BREEAM rating ever in Wales.

Prestigious iconic symbol of Welsh and history.

KNOWN ISSUES WITH THE PROJECTPHASE 1

From the outset, RRP has advised that the project could not be built within a construction budget of £13.1M due to client changes, the political requirement to use indigenous materials at any cost and exceptional contractor changes. RRP's advice was consistently ignored.

The project was 580% over budget compared with the original budget forecast in April 1997 (Phase 1) and was four years and 10 months late.

PHASE 2

The project was 5.5% over budget from the lump sum offer made by Taylor Woodrow in July2003 (Phase 2) and was six months late due to ICT problems.

ELEMENTS OF SUCCESS

Clear Project Objectives

DECISION MAKING: Timely and well-considered decisions enabled leading the team to achieve well-deserved success

COMMUNICATION: Effective communication with all stakeholders and project participants was absolutely fundamental to the project success

CONFLICT MANAGEMENT: The art of managing and resolving conflict creatively and productively was essential.

On the Assembly Building clear communication together with understand and acceptance of common objectives

PERSONNEL MANAGEMENT: The management of personnel factors was not a significant element of the project.

PESTLE ANALYSISPOLITICAL FACTOR ECONOMICAL FACTOR Focus on High level of design

and project objectives Economic Growth from

tourism Use of indigenous materials

and labour

SOCIAL FACTOR TECHNOLOGICAL FACTOR Emphasis on Security A less stressful working

environment Good access for the disabled

• Merlin - ICT and broadcasting

• Renewable technologies and be energy efficient

LEGAL FACTOR ENVIRONMENTAL FACTOR Legal issue surrounding the

termination of contract A bitter row led to costs

incurred by Assembly

Accessible to all members of the public.

Sustainability & design life of 100 years

Environmental Assessment Method (BREEAM). Excellent Award

POST PROJECT ACTIVITIES & AWARDS

DQI process Regular Annual Report by the Auditor General for Wales

NOMINATIONS & AWARDS Nominated for the 2006 Stirling Prize awarded by the Royal Institute of British Architects. The award

was won by Terminal 4, Barajas Airport, Madrid, also an RRP design. Nominated for the 2006 Prime Minister’s Better Public Building Award. Listed as Architects' Journal's top 50 favourite building. Awarded "Excellent" certification by BREEAM, the highest ever awarded in Wales. Awarded Major Project of the Year in the 2006 Building Services Awards, organized by Building

Sustainable Design and Electrical and Mechanical Contractor magazines. Awarded the 2006 Gold Medal winner from the National Eisteddfod of Wales. Awarded the Slate Award in the 2006 Natural Stone Awards. Awarded the 2006 Structural Steel Design Award. Awarded the 2006 Excellence on the Waterfront from the Waterfront Center, in the category

Commercial and Mixed Use. Civic Trust Award winner in 2008. Awarded a Chicago Athenaeum 2007 International Architecture Award.

RECOMENDATIONS Specification details for major

procurement

Periodically monitoring whether the building continues to meet evolving user requirements.

Regular performance reports of the building to ensure continuing environmental and sustainability standards are met

The assembly government should formalize the lessons learnt and incorporate them into the operational procedures of the organization.

The assembly government should disseminate the use of good practice processes such as: • Value engineering;• Whole-life costing;• Prince2 project

management methodology

REFERENCES & BIBLOGRAPHY Body, G., Morgan, J., Verity, J., Wilson, D., & Grove, P. (2008). The Senedd

The Senedd. Assembly, (March).

Bourn, J. (2000). Report by the Auditor General for Wales.

Bourn, J. (2002). THE NATIONAL ASSEMBLY ’ S NEW BUILDING : UPDATE REPORT T HE N ATIONAL A SSEMBLY ’ S NEW BUILDING : Building.

Assembly, N., & Partnership, R. R. (2006). National Assembly building, [1]. Structural Engineer, (August 2003).

WEBSITES• http://www.assemblywales.org/sen-home/sen-projecthistory/sen-project-history-sub

page.htm (accessed March 19, 2012)

• http://dcfw.org/casestudies/view/y_senedd (Accesed March 20 2012

THANK YOU