The Realities of Project The Realities of Project Management Management

Gerald McKeeverGerald McKeever

Project Development Project Development –– Start to FinishStart to Finish

A comprehensive look at the process of A comprehensive look at the process of facility development from initial planning facility development from initial planning through feasibility, design development, through feasibility, design development, construction to handover and business construction to handover and business start up. start up.

What is Project Management What is Project Management

Project management may be defined as Project management may be defined as ““the overall planning, cothe overall planning, co--ordination and ordination and control of a project from inception to control of a project from inception to completion aimed at meeting a clientcompletion aimed at meeting a client’’s s requirement in order to produce a requirement in order to produce a financially viable project that will be financially viable project that will be completed on time within authorised cost completed on time within authorised cost and to the required quality standards. and to the required quality standards.

We will run through the following 5 key We will run through the following 5 key stages of a project development stages of a project development

Inception Stage Inception Stage Feasibility StageFeasibility StageProcurement Strategy, Funding and Procurement Strategy, Funding and Contract Documentation StageContract Documentation StageDetailed Design and Construction StageDetailed Design and Construction StageBusiness StartBusiness Start--up and Handover Stageup and Handover Stage

Inception Stage Inception Stage

When assessing the need for a project the When assessing the need for a project the key question are:key question are:

Who is the clientWho is the clientWhy is the project needed Why is the project needed How best can the need be fulfilledHow best can the need be fulfilledWhat benefits are expected as a result of the What benefits are expected as a result of the developmentdevelopmentWhat are the investment/funding options What are the investment/funding options What risks to the development can be foreseen at this What risks to the development can be foreseen at this stage. stage.

A sound business case prepared at this A sound business case prepared at this stage will:stage will:

Be driven by needsBe driven by needsBe based on sound information and reasonable Be based on sound information and reasonable estimation estimation Contain rational processes Contain rational processes Be aware of associated risksBe aware of associated risksHave flexibility Have flexibility Maximise the scope of obtaining best value from Maximise the scope of obtaining best value from resources resources Utilise previous experiencesUtilise previous experiences

Investment decision maker:Investment decision maker:National Government Cabinet National Government Cabinet Local government CouncilLocal government CouncilMain board of a Private CompanyMain board of a Private Company

Project Sponsor:Project Sponsor:The project Sponsor has to possess the skills to lead The project Sponsor has to possess the skills to lead and manage the client role, have the authority to make and manage the client role, have the authority to make dayday--toto--day decisions and have access to people who are day decisions and have access to people who are making key decision.making key decision.

ClientClient’’s advisor s advisor

The client advisor can assist with:The client advisor can assist with:Business case development Business case development Investment appraisalInvestment appraisalUnderstanding the need for a projectUnderstanding the need for a projectDeciding the type of project that meets the needDeciding the type of project that meets the needGenerating and appraising optionsGenerating and appraising optionsSelecting an appropriate optionSelecting an appropriate optionRisk assessment Risk assessment Advising the client on the choice of procurement routeAdvising the client on the choice of procurement routeSelecting and appointing the project team Selecting and appointing the project team Measuring and monitoring performanceMeasuring and monitoring performance

Project ManagerProject Manager

Project managers can come from a variety of Project managers can come from a variety of backgrounds, but the project manager will need to have backgrounds, but the project manager will need to have the necessary skills and competencies to manage all the necessary skills and competencies to manage all aspects of a project from inception to occupation.aspects of a project from inception to occupation.

Role of Project ManagerRole of Project Manager•• The key role of the project manager is to motivate, manage, coThe key role of the project manager is to motivate, manage, co--

ordinate and maintain the morale of the whole project team, i.e.ordinate and maintain the morale of the whole project team, i.e. it it is about managing people.is about managing people.

•• He will also manage all aspects of the time, cost and quality He will also manage all aspects of the time, cost and quality constraints of the Development. constraints of the Development.

Appointment of Project ManagerAppointment of Project ManagerTo ensure professional, competent management coTo ensure professional, competent management co--ordination, monitoring and controlling of the project right ordination, monitoring and controlling of the project right from the inception stage, and its satisfactory completion from the inception stage, and its satisfactory completion in accordance with the brief, it is advisable to appoint the in accordance with the brief, it is advisable to appoint the project manager at a very early stage, possibly at the project manager at a very early stage, possibly at the inception.inception.

Managing People Managing People Project management, although strongly associated with Project management, although strongly associated with change management and systems, is above all about change management and systems, is above all about managing people. It is about motivating the project team, managing people. It is about motivating the project team, middle management and the workforce and gaining their middle management and the workforce and gaining their commitment. It is also about achieving an effective form commitment. It is also about achieving an effective form of relationship, which will enableof relationship, which will enable an atmosphere of an atmosphere of mutual comutual co--operation to exist.operation to exist.

Skills & attributes to consider when appointing a Skills & attributes to consider when appointing a Project ManagerProject Manager

What a person can do: skills, competenciesWhat a person can do: skills, competenciesWhat a person can achieve: output, performanceWhat a person can achieve: output, performanceHow a person behaves: personality, attitudes, intellectHow a person behaves: personality, attitudes, intellectWhat a person knows: knowledge, experienceWhat a person knows: knowledge, experienceCommunication: using all means, the foremost skillCommunication: using all means, the foremost skillOrganising: using systems & good management techniquesOrganising: using systems & good management techniquesPlanning: via accurate forecasting & scheduling Planning: via accurate forecasting & scheduling CoCo--ordination: by liaising, harmonising & understandingordination: by liaising, harmonising & understandingControlling: via monitoring & response techniquesControlling: via monitoring & response techniquesLeadership: by exampleLeadership: by exampleDelegation: through trustDelegation: through trustNegotiation: by reason Negotiation: by reason Motivation: through appropriate incentivesMotivation: through appropriate incentivesInitiative: by performance Initiative: by performance Judgement: through experience and intellectJudgement: through experience and intellect

Feasibility Stage Feasibility Stage

ClientClient’’s Objectives s Objectives The objectives for the client at this stage include specifying pThe objectives for the client at this stage include specifying project roject objectives, outlining possible options and selecting the most suobjectives, outlining possible options and selecting the most suitable itable option through value and risk assessment. Establishing the projeoption through value and risk assessment. Establishing the project ct execution plan for the selected option should be the key output execution plan for the selected option should be the key output at at this stage. this stage.

It is considered that the objectives are of complexity or size tIt is considered that the objectives are of complexity or size to merit o merit the engagement of a project manager, the appointment should the engagement of a project manager, the appointment should ideally be made as early as possible, preferably after approvingideally be made as early as possible, preferably after approving the the project requirements at the inception stage. project requirements at the inception stage.

Funding & Investment AppraisalFunding & Investment Appraisal

In all development projects, a balance between cost and In all development projects, a balance between cost and value must be established. The financial appraisal of the value must be established. The financial appraisal of the project can be assessed either by calculating the value project can be assessed either by calculating the value of the end product and working out the project costs with of the end product and working out the project costs with an eye to value.an eye to value.

ClientsClients’’ Objective/Outline Project BriefObjective/Outline Project Brief

GOALGOALThis needs to be specific and include the justification for the This needs to be specific and include the justification for the projectprojectOBJECTIVES OBJECTIVES It is essential these cover the OUTCOMES expected of the projectIt is essential these cover the OUTCOMES expected of the projectAPPROACH APPROACH The project plan should include the key milestones for the revieThe project plan should include the key milestones for the review, i.e. w, i.e.

set a target date for agreeing the project brief and target dateset a target date for agreeing the project brief and target dates for s for completion key stages of the project.completion key stages of the project.

SCOPESCOPEThis sets the project boundaries and it can useful to add what iThis sets the project boundaries and it can useful to add what is not s not

coveredcovered

CONSTRAINTSCONSTRAINTSCould add Could add ““startstart”” date and date and ““endend”” dates heredates here

It is particularly important in the context of vest value, to idIt is particularly important in the context of vest value, to identify here entify here genuine constraints rather than customer pregenuine constraints rather than customer pre--conceived ideas about conceived ideas about the solution.the solution.

DEPENDENCIES DEPENDENCIES This identifies factors outside the control of the project managThis identifies factors outside the control of the project manager, and er, and

may include:may include:Supply of informationSupply of informationDecisions being taken at the right timeDecisions being taken at the right timeOther supporting projectsOther supporting projects

RESOURCE REQUIREMENTSRESOURCE REQUIREMENTSInclude estimate of project days and costs Include estimate of project days and costs

Feasibility Study Reports Feasibility Study Reports Scope of investigation (from outline project brief) including Scope of investigation (from outline project brief) including establishing overall clients objectives, service objectives and establishing overall clients objectives, service objectives and financial objectives. financial objectives. Studies on requirements and risks. Studies on requirements and risks. Public consultation (if applicable)Public consultation (if applicable)Legal/Statutory/planning requirements or constraints Legal/Statutory/planning requirements or constraints Estimates of capital and operating costs Estimates of capital and operating costs Assessment of potential funding Assessment of potential funding Potential site assessmentsPotential site assessments

Feasibility StageFeasibility Stage

Detailed Project Brief/Scheme DesignDetailed Project Brief/Scheme Design

The headings noted in the following slide should be The headings noted in the following slide should be addressed in the detailed project brief. addressed in the detailed project brief.

Funding & Investment Approval Funding & Investment Approval

The balance between cost & valueThe balance between cost & valueSpecialist advisors Specialist advisors

Bank financing Bank financing AccountantAccountantLegalLegalTaxTax

Decision To Go Ahead Decision To Go Ahead ClientClient’’s Decision Prompt List s Decision Prompt List

Is there adequate funding for the project?Is there adequate funding for the project?Does the detailed project brief demonstrate the Does the detailed project brief demonstrate the existence of a worthwhile project & hence justify the existence of a worthwhile project & hence justify the investment involved?investment involved?Are external support and facility requirements available Are external support and facility requirements available and committed?and committed?Have the most appropriate standards been applied, in Have the most appropriate standards been applied, in order to achieve the best value for money?order to achieve the best value for money?Are assurance responsibilities allocated & accepted?Are assurance responsibilities allocated & accepted?

Project Execution Plan Project Execution Plan The PEP is the core document for the management of a project. ItThe PEP is the core document for the management of a project. It is a statement of is a statement of policies and procedures defined by the project sponsor, althoughpolicies and procedures defined by the project sponsor, although usually developed usually developed by the project manager for the project sponsorby the project manager for the project sponsor’’s approval. It sets out in a structured s approval. It sets out in a structured format the project scope, objectives and relative priorities. format the project scope, objectives and relative priorities.

This a live doc that enforces disciplines and planning with a wiThis a live doc that enforces disciplines and planning with a wider circulation than the der circulation than the project design team. It forms a basis for:project design team. It forms a basis for:

•• Sign off by the client body at the end of feasibility and strateSign off by the client body at the end of feasibility and strategy phasesgy phases•• A prospectus for funding A prospectus for funding •• An information and catch up doc for prospective contractors. An information and catch up doc for prospective contractors.

Some of the confidential information in the client version will Some of the confidential information in the client version will be taken out of the be taken out of the published version to other parties. published version to other parties.

Project Execution Plan (PEP)Project Execution Plan (PEP)A typical PEP will cover:A typical PEP will cover:

Project definition and brief Project definition and brief Statement of objectiveStatement of objectiveThe business plan with costs, revenues and cash flow projectionsThe business plan with costs, revenues and cash flow projections including borrowings including borrowings interest and tax calculations interest and tax calculations Market predictions and assumptions in respect of revenue and retMarket predictions and assumptions in respect of revenue and returnsurnsFunctional and aesthetic brief Functional and aesthetic brief Client management and limits of authority including the project Client management and limits of authority including the project managermanagerFinancial procedures & delegated authority to place orders Financial procedures & delegated authority to place orders Development strategy and procurement route Development strategy and procurement route Risk assessment Risk assessment Schedule and phasing Schedule and phasing The scope content of each consultant appointment The scope content of each consultant appointment Reconciled scheme design and budgetReconciled scheme design and budgetDetailed design Detailed design Package design and tendering Package design and tendering Construction Construction Commissioning & handoverCommissioning & handoverOperationOperationSafety & Environmental issues such as the construction design anSafety & Environmental issues such as the construction design and management d management regulationsregulationsQuality assurance Quality assurance PostPost--project evaluationproject evaluation

The PEP will change as a project progresses through its The PEP will change as a project progresses through its design and construction stages. It should be a dynamic design and construction stages. It should be a dynamic document regularly updated and referred to as a document regularly updated and referred to as a communication tool, as well as control referencecommunication tool, as well as control reference. .

Procurement Strategy, Funding Procurement Strategy, Funding & Contract Documentation& Contract Documentation

Procurement Strategy, Funding & Procurement Strategy, Funding & Contract DocumentationContract Documentation

1)1) Procurement StrategyProcurement Strategy

Direct appointments Direct appointments Designers and specialist consultantsDesigners and specialist consultantsContractor Contractor OperatorOperatorFunding Funding

2)2) PPP/PFIPPP/PFI

National Conference Centre – Project Team Structure

The SponsorSDDCL

The AuthorityOPW

PPP CoSDICC Funders Authority

TLE RepresentativeJacobs Consultants

Bank MonitorARUP

Project ManagerBSPM

NEC Management

Services

The OperatorO&M Co

The PPP CoQuality Director

The Contactor

CMP

The DesignerKRJDAMCA

OCSCTheatre

AcousticsCateringOthers

The Archaeologist

MGA

TheArchaeologicalLicence Holder

The CheckersAcousticsStructure

etc

SuppliesODSSub

Contractors

BuildingSub

Contractors

Other PartiesDDADCC PlanningRPACIE/IEResidents AssocWaterways IrelandESBTelecoms SuppliersBGEDCC RoadsDCC SewersDCC WaterHotel Design TeamHotel ContractorCar Park OperatorLocal ResidentsPwCFortis BankBlock R OccupiersResidents STUV

Reports

Liaison & Prog

Reports

& Liaison

Reports, Liaison,

Prog & Design

Liaison & Prog

Liaison & Prog

Liaison, Design & Prog

Liaison & Prog

Contract Administrator

Liaison & Prog

Liaison & Prog

Liaison, Design Monitoring & Programme

Car Park SDDCLContract

Procurement Strategy, Funding & Procurement Strategy, Funding & Contract DocumentationContract Documentation

Design Development Design Development Cost ControlCost ControlPlanning Approval Planning Approval Construction ProcurementConstruction Procurement

oo TraditionalTraditionaloo Design & BuildDesign & Buildoo Management Contracting Management Contracting oo Construction Management Construction Management

Third Party ConsentsThird Party Consentsoo Water Water oo DrainageDrainageoo GasGasoo Electricity Electricity oo Building controlBuilding controloo RoadsRoadsoo Transport Transport oo HSEHSEoo Health Executive Health Executive

Legal documentation Legal documentation

Diagram of the legal documentsDiagram of the legal documents

OPW

D & C Co

Funders

O & M Co

100% Subsidiary of PPP Co

O&M Contract

Design & Construct Contract

Interface Agreement

PPP Co

3rd Parties

Project Agreement Credit Agreement

The CCDThe CCD

Legal documentation Legal documentation

Property documentation Property documentation Free hold title Free hold title Agreement for leaseAgreement for leaseLeaseLeaseProperty MapsProperty Maps

Funder Negotiations Funder Negotiations

Negotiation of the loan terms and the credit Negotiation of the loan terms and the credit agreementagreement::

Technical advisors assessmentTechnical advisors assessment::Cost & Revenue Review Cost & Revenue Review Design Review Design Review Planning Review Planning Review Third Party approvals Third Party approvals Legal review of the contract documentation Legal review of the contract documentation Review of the property documentation Review of the property documentation

Detailed Design & Detailed Design & Construction StageConstruction Stage

Design DevelopmentDesign DevelopmentTo meet the project briefTo meet the project brief’’s scheme design s scheme design requirementsrequirementsThe operator will have a major review an sign The operator will have a major review an sign off role. off role. Certification of the design by the client Certification of the design by the client

Cost Control Cost Control The design documents will be reviewed a The design documents will be reviewed a strategic stages to ensure that the overall cost strategic stages to ensure that the overall cost plan is being met.plan is being met.Establish the change control system (See an Establish the change control system (See an example on the next slide)example on the next slide)

Establish the overall project budget reporting.Establish the overall project budget reporting.

Programme Programme Establish the overall project master programmeEstablish the overall project master programmeDetailed programme are required for:Detailed programme are required for:

oo Design Development Design Development oo Contract lettings Contract lettings oo Construction Construction oo Business StartBusiness Start--upupoo Building handoverBuilding handoveroo Handover documentation Handover documentation

ReportingReportingProject managerProject manager’’s monthly summary reports monthly summary reportMonthly construction Monthly construction Monthly cost report Monthly cost report Monthly operatorMonthly operator’’s report s report Monthly budget review report Monthly budget review report

Negotiation with Third Parties Negotiation with Third Parties Building control officer (local authority or approved inspector)Building control officer (local authority or approved inspector)Inspection of various elements of the works (i.e. foundations, sInspection of various elements of the works (i.e. foundations, structure)tructure)Highways authority Highways authority Inspection and adoption of roads and sewers Inspection and adoption of roads and sewers Utility providers (electricity, gas, water, drainage, telecoms)Utility providers (electricity, gas, water, drainage, telecoms)Environmental Health Officer Environmental Health Officer Inspections related to pollution (i.e. mud, noise, smoke, water)Inspections related to pollution (i.e. mud, noise, smoke, water)Fire Officer Fire Officer Inspection of site for fire escape and hazards, storage of certaInspection of site for fire escape and hazards, storage of certain materials in materials Health & Safety Executive Health & Safety Executive Inspection of site for safety aspects.Inspection of site for safety aspects.Planning officers Planning officers Check on compliance with consent / inspection of preserved treesCheck on compliance with consent / inspection of preserved treesArchaeologists Archaeologists Inspection of excavations fro ground disturbance Inspection of excavations fro ground disturbance Trade UnionsTrade UnionsMeetings with members in relation to complaints about site condiMeetings with members in relation to complaints about site conditions tions Landlords representatives Landlords representatives Inspections of scope and quality of works Inspections of scope and quality of works FunderFunder’’s representativess representativesInspections of progress and quality of works in order to releaseInspections of progress and quality of works in order to release moneymoneyPolice Police Discussions on traffic control, unloading and complaintsDiscussions on traffic control, unloading and complaints

Interface Agreement Interface Agreement between the contract & the between the contract & the

operator operator

Business Start up and Business Start up and Handover Stage Handover Stage

Business Start up programmeBusiness Start up programme

Commissioning Process Commissioning Process

The operator must appoint the facilities The operator must appoint the facilities maintenance team well in advance to validate maintenance team well in advance to validate the commission results and receive the the commission results and receive the necessary training. The procedures are agreed necessary training. The procedures are agreed in the interface agreement.in the interface agreement.

System Installation

System 85-90% Complete.

Sub-Contractor Final Snagging / Completes own Punch-list.

Sub-Contractor Offer System for Walkdown to CMPL/MMA.

Sub-Contractor issues void closure/ Area Closure and test certs where relevant, Quality Checklists and Systems Completion cert with Yellow tag signed to CMPL

MMA / CMPL Walk Down of Systems within voids -example above ceilings and or areas with no voids -example basements. Plant rooms risers etc and Issue of Snag Lists

Start-Up Checks Procedures and Verification

All Category A snag type Issues must be completed at this stage to allow Start-Up commence.

W2

Yellow Tag Red Tag

Approved/ Signed off Test Pack Issued.

Blue Tag Functional

Testing Complete

Green Tag Handover

All category B snag type issues completed

Commissioning Procedure / Protocol Execution

QA /QC Completion Place Card incorporated on Equipment

Integration of all M&E System including BMS, Fire Alarm, Security and Theatre Project elements.

Full Handoverto NEC for Start of

3 Monthly Operational Period

Ongoing Inclusion of Issues / Punch lists onto Data base by the PLA

To achieve Yellow Tag it requires that:-

1. Installation is certified to drawings and specifications using QAprocedures.

2. FAT for equipment successfullycomplete with QA documentationissued and signed off.

3. Vendor and or Sub-Cont On Site Equipment Inspection Sheetscompleted. (SAT’s)

4. Equipment installed, assembledwith any initial tests completed.

5. Draft O&M Manuals issued forcomment / approval

6. Test pack format has been compiled and issued for Comment / Approval

7. Subcon. Walk down W1 complete with snag list issued and signed off on their snag / issues register

8 Sub-Contractor issue the System Completion Cert with Yellow Tag signature, c/w with Void Closureand or Area closure certcomplete with all relevant QAchecklists and Test certs attached

Power On and system start up

Rev 3 1 09 2008

O&M Co / JEL Involvement

To achieve Green Tag it requires that : -

1. Walk down W2 and W3 completed and Punch list Issued for voids and or areasby MMA/CMPL with associated snagging items categorised as A, B or C.

2 Sub-Contractor confirmation that allCategory A snagging items arecompleted and signed off by originator.

3 Sub-Cont. issue of Area Closure certsc/w Final Fix QA Check sheets for

Areas with Walls and Ceilings4 Test pack format is approved, populated

with associated QA checklists,Test Certs,method statements etc and available for commissioning team review.

5 Review of Draft O&M Manuals by MMA and issue of comments.

6 System Acceptance Certificate has beensigned by all the relevant parties at Green Tag Stage and in Test Pack.

7 Relevant System / Equipment Start UpProcedure protocols have been agreedand are in test packs.

8 Punch list Data base is up to date and reflects completion of relevant CategoryA items closed out.

Commissioning Management Team

Commissioning Team

Vendor Training of NEC Representatives.

To Achieve Blue Tag it requires that:.

1. Commissioning procedures fully executed by sub-cont. for individual systems

2. All associated testing information has been submitted to Design team by Sub-Contractor as satisfying the Performance Criteria outlined in the OPW Brief, specifications and Drawings

3. Design Team formal acceptance of the System offered for sign off following their review of the above documentation offered to them by the sub-contractor and their witnessing of the systems at formal System Demonstrations

4. All Cat B Snag Items are Completed

5. System acceptance Certs signed by the relevant parties For Blue Tag Stage and in test Pack

To Achieve Red Tag it requires that:-

1. Individual System Components that have been Blue Tagged as stand alone systems have been integrated where relevant with the Building Wide control systems such as BMS, Fire Alarm, Security, AV etc with Performance testing completed, Demonstrated and Accepted as meeting the OPW Brief , Specifications and Drawings

2. Operational Training Has Been Carried out with NEC Personnel

3. Category C Punch List Items Have Been Completed.

4. O&M manuals have been Handed over to NEC Personnel

5. Keys for Equipment have been handed over to NEC Personnel

6. System Acceptance certs signed by the relevant parties for Red Tag stage and in Test Pack

Orange Tag. Ready for Start-Up

W1

Sub-Contractor Clear Punch-list Category A Items.

To achieve Orange Tag, it requires that:-

1. Relevant equipment Start Up andor pre commissioning procedure

checklists are completed andsigned by the competent

person and in Test pack

2. All start-up Health and Safetyprocedures are in place includingLock out / tag out procedures

3. System / Equipment is safe to energise with consideration to personnel directly or indirectlyinvolved in the commissioningprocess including the building fabric

4 System Commissioning Methodstatements issued for comment

and agreed with MMA/CMPL

4. System Acceptance cert has beensigned by the relevant parties at orange tag status and in test pack.

Construction Team

All category C snag type issues completed

W3

MMA / CMPL Walk Down of Areas where fit outs to Walls and Ceilings Complete

Sub-Contractor issues Area Closure c/w final fix QA checklists for fit out items to walls and ceilings eg grills / lights etc

MoveMove--in & Soft Opening Events in & Soft Opening Events

Provision should be made in the interface Provision should be made in the interface agreement for staged move in and arrangement agreement for staged move in and arrangement for running of soft opening event to test the for running of soft opening event to test the building. building.

DeDe--Snagging ProcessSnagging ProcessA deA de--snagging process is to be prepared by the snagging process is to be prepared by the Contractor.Contractor.A service level agreement should be drawn up between A service level agreement should be drawn up between the contractor and the operator for dealing with the contractor and the operator for dealing with outstanding snags and latent defects. outstanding snags and latent defects. The operator should set up a process for capturing and The operator should set up a process for capturing and reporting on the close out of all latent defects.reporting on the close out of all latent defects.

Issues to be addressed well in Issues to be addressed well in advance of Practical Completion advance of Practical Completion Handover Documentation Handover Documentation Insurances to be transferred at PCInsurances to be transferred at PCEnsure that all Statutory Authority inspections Ensure that all Statutory Authority inspections have been carried outhave been carried outEnsure that all Planning Compliance matters Ensure that all Planning Compliance matters have been approved by the Planning Authority.have been approved by the Planning Authority.

Post Completion ReviewPost Completion Review

A lesson learned workshop should be carriedA lesson learned workshop should be carried--out attended by the relevant representative of all out attended by the relevant representative of all team member organisations.team member organisations.

A closeA close--out report is to be issued by the Project out report is to be issued by the Project Manager.Manager.

Presented by Gerald McKeeverPresented by Gerald McKeever

gmckeever@treasuryholdings.comgmckeever@treasuryholdings.com

Tel +353 1 6189300 Tel +353 1 6189300 Mobile +353 Mobile +353 8686 388 0525 388 0525