project plan interventions

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Interventions to the Plan

Presented by: Alex OsborneDate: 30th April 2010



Agenda

Approach

Current progress up to the 1st October 2010

Recruitment and Training of Teachers

Ebola Virus

Ethics and the APM Code of Professional Conduct

Construction

Design Changes

HRH Prince of Wales – Early November Visit

Congolese Ministry of Local Affairs visit

Prime Minister Adolphe Muzito visit

Lessons Learnt



Approach

Interventions were tackled in the context of a real project environment. This means that each intervention was seen to impact the project on an individual basis, rather than 14 interventions all at one time, which is highly unlikely. Remedial action was taken as each intervention impacted the programme.

All interventions have been tackled using the appropriate Prince2 procedures.



Current Progress up to 1st October 2010

Original DatesActivities Time Date from Date to

Project Timeline 506 days 01/05/2009 01/05/2011Project Management Tasks 277 days 01/03/2010 01/04/2011Start up the Project (Appoint Project Team)

6 days 01/05/2009 11/05/2009

Fundraising 505 days 01/05/2009 29/04/2011Initiate project 231 days 12/05/2009 08/04/2010Execute Project 192 days 15/03/2010 14/12/2010Project Closure 94 days 15/12/2010 01/05/2011

Revised Dates

Activities Time Date from Date to

Project Timeline 462 days 01/05/2009 25/02/2011Project Management Tasks 234 days 01/03/2010 01/02/2011Start up the Project (Appoint Project Team) 6 days 01/05/2009 11/05/2009Fundraising 462 days 01/05/2009 25/02/2011Initiate project 249 days 12/05/2009 05/05/2010Ebola Virus 63 days 01/03/2010 01/06/2010Execute Project 197 days 18/01/2010 26/10/2010Project Closure 85 days 27/10/2010 25/02/2011

Original Cost £2,464,556

Revised Cost £2,339,296

Variance £125,260

Original Contingency (Inc Risk) £1,019,044

Revised Contingency (Inc Risk £647,323

Variance £371,721



Recruitment and Training of Teachers

Options Analysis – Full time, Part time, Distance Learning

Provider – Open University

Cost Impact

Partnering

Provider Offer

New Board Member

Addition to schedule

Contingency Fund

Cost Impactper hire £5000per PGCE £2905Flights & Expenses £800Total per head £8705 X20 Teachers £174,100

Contingency Fund: £240,188

Remaining £66,088

Impact Time Cost Quality Scope

Additional Cost £174,100



Ebola Virus Your team had a close shave!

missed it by 1 day and Consultancy

by 3 days, however…



20% Pay Increase for Principle Contractor Staff or 3 month delay!

Pay increase option over 3 month delay

Total Cost for Principle Contractor Staff prior to intervention = £650,725

%20 Increase: £650,725/100*20 = £130,145 (20%)

A total compensation increase of £130,145 to the total cost of principle contractor staff cost if applied.

Activity (118) was adjusted to consider the option of a three (3) month delay over the additional cost of £130,145. The activity was increased from 5 days to 65 days (3mons + 5 days = 65days).

The implications of the delay will result in final project completion 13th June 2011, which is x32 days over the completion date. This delay in unacceptable when a second option is available and sufficient funds are allocated for such an event.

Risk (015) has been allocated for ‘unreliable performance of principle contractor’ and an event such as this. £164,352 is available to cover the cost of £130,145 impact. This brings the total risk value down to £34,207.

Impact TimeCost Quality Scope



Ethics and the APM Code of Professional Conduct

5.1.1 Act honestly and promptly and in such a manner to ensure that their client is not misled, offering appropriate professional advice and guidance;

Remit – Build only and Handover, Minutes of meeting

New Board Member issues

Open and Honest

Jeopardising HRH Visit

5.1.3. act in the best interests of their employer and clients in all business and professional matters, having regard to wider public interest concerns and those of any employer or colleague;

Set the standard

Legality and ethics



Construction

Rare Newts – Found on 20th June

Ecological survey and assessment has been undertaken

Ground works does not start until 20th August, so the equipment required to get the newts ready for breeding and the pond prepared conflicts with the overall programme.

It would be remise to set up a pond during the preliminary stage of the development, the dust and waste may cause the new proposed habitat to be damaged.

Proposal

Set up a temporary enclosure at least 500m away from the main so main construction can be undertaken.

Purchase a temporary pool and enclosed area has been allocated. During ground works a pond location will be identified and dug out in conjunction with the main works

Risk item (018) can be utilised for the development of the temporary and permanent pond and surrounding area. The 35K available will be fully utilised for this work and deducted appropriately. This leaves 5K in this risk item.



Design Changes

Interventions 5 – Consultants on Holiday

The results of Activity (80) being extended from 1month to 40 days has moved the finished date to 2nd April 2010 from 5th March 2010. This extends overall Design from 190 days to 208 days

Interventions 8 – Consultancy Marriage & Holidays

The end of initiate stage meeting (82) has been put back to Tuesday 4th

May 2010 as the Monday is a Bank Holiday. No major impact on the completion date




Design Changes Cont…

The PM investigated whether the prefabricated units could be extended to the end of January 2010.

The procurement of prefabrication units will be bought prior to design completion, therefore at risk,

This is not a traditional build and design features are more limited. The majority of the units are off the shelf, standard design that do not change. The risk is therefore acceptable.

This also results in a very significant improvement in the potential completion date of the project, bringing it forward to 20th January 2011 and cost saving of £136,970

Intervention 6 – Ordering of the Prefabricated Units




HRH Prince of Wales – Early November Visit

The only way to achieve HRH visit is to move some of the project closure activities so they happen after the visit. The construction phase completes on the 26th October 2010 (116) once the School Power Supply is in place which is well within the early November deadline for HRH’s visit.

Visit can be any time between 1st to 5th November

HRH visit has impacted the programme by 7 days

All future changes to the schedule were made with HRH visit in mind




Congolese Ministry of Local Affairs visit

To limit any project delays now that we have agreed to meet construction completion for HRH it is imperative meet maintain programme. The Congolese Ministry have been allocated dates 01/11/10 – 22/11/10

Work has already been paused for 7 days to accommodate the HRH visit (174) from 28/10/10 to 05/11/10. It was felt prudent to utilise this down time especially as the project construction is complete.

The Congolese Ministry have been given an extra day on the assumption that no inspections can happen on the day of the HRH visit once this date is confirmed. The Ministry will no doubt be delighted to meet HRH so this isn’t envisaged to be an issue.

standards being set by the project far exceed those of the Republic of Congo so the team are confident changes will be minor if any and can happen in conjunction with the other project closure tasks. w 25 th February 2011, this is still well within the original 1st May 2011 target.




Prime Minister Adolphe Muzito visit

Recommended visit date: 8th October 2010

He will be able to see the solar panel system in place and (even though the power supply is being connected from the 8th October 2010) the project team are confident that they will be able to do a mini demonstration to show how it will work once fully operational.

The project has also taken the opportunity to invite the Prime Minister back to see the completed project in the first week of November when HRH Prince of Wales is visiting.




Lessons Learnt

Have a good contingency fund for any eventuality

Do a thorough risk assessment of the project

Be aware and take note of the surrounding environment for which you are working in, e.g. wild life

Do not underestimate your client or stakeholders

Sometime constraints can lead to opportunities for others, e.g. the HRH visit provided an opportunity to use it as a means of leveraging the Mayor from adding his brother as head teacher

Ensure you have sufficient risk added for your Principle Contractor and their performance

Interventions can sometimes bring your project in much earlier than you had planned!

project plan interventions

Technology

days interventions

x32 days

initiate project

project team

project timeline

project closure

original cost

revised cost