1 The Project Quality Review Process ( pqrp ). Aims Continuous improvement Learning for the next Project Timely identification of issues and resolution during the Project Process Affirmation of initial aspirations, continual Review and redirection Improved communication Project ownership Introduction The University and particularly Estates Services is encouraging continuous learning from capital projects whereby issues identified during the Project Process are addressed in a timely manner before Project completion, and the benefits of lessons learned are passed on to other projects. The aim is to foster a culture of continued Review and problem resolution, and constructive feedback within the Project teams and amongst the client representatives, consultants and contractors who work within it, with the intention of improving the efficiency and effectiveness of the delivery Process , therefore ensuring the high Quality of the resulting Project .
2 The pqrp is a whole life Project Process of evaluating the design and construction of new buildings, and the refurbishment of existing buildings whilst actively involving a wide group of people who have responsibility for delivering the Project , who will occupy the resulting construction or have some form of responsibility for the building. The Process involves four key stages, Pre- Project Initiation (PPI), Pre-Construction Review (PCR), Post Project Evaluation (PPE) and Post Occupancy Evaluation (POE). Each stage is equally valuable and to be afforded equal focus and effort. The Project Quality Review Process is primarily concerned with reviewing and improving delivery by undertaking continual: Process Evaluations Operational and Functional Reviews Technical and Performance Reviews The emphasis at each stage evolves throughout the Project .
3 At the start of a Project the pqrp is primarily concerned with reviewing, and if applicable adopting, lessons learnt from previous projects including both problems encountered (and their mitigation) and Project successes. Additionally, at the start of a Project , the focus is one of developing and agreeing the brief and aspirations and conveying this to the team. As the Project evolves the emphasis evolves to one of recording lessons learnt for the benefit of others and to one of checking the brief and aspirations are being met, to finally verifying the functional and technical performance against the original brief. The start of the Project sees the building of a team and adoption of best practice from lessons learnt with regards to Process . This then evolves through stage Review of team performance to a final Review of team performance and onward communication of any lessons learnt.
4 Consistent throughout the Process is a continual Review and improvement cycle, whereby the Project is continually reviewed against original aspirations and the team reviewed for performance in order that any unjustifiable deviations or problems may be addressed in a timely manner ensuring Quality is maintained or improved. Methodology The pqrp provides a tool to assess the design Quality of buildings and the Project Process , adopting lessons learnt, identifying problems and resolving them and passing lessons on to subsequent projects. The Process follows a clear structure that is linked to RIBA stages of a building Project , as well as OCG gateways and other processes including the KPI and benchmarking exercises. At each stage there is a questionnaire gathering of data and a workshop where issues are discussed and actions agreed.
5 Output Each stage will produce a formal report detailing the findings of the Review and the agreed action plan to ensure problems are addressed or Project successes implemented. In addition the information gathered at each stage will form part of the output, including copies of presentations given and the findings of the surveys. The output of each stage also evolves throughout the Project . At the start of a Project the output will focus on the aspirations and brief as well as the lessons to be adopted from other projects both good and bad. As the Project evolves the output will record progress against the original aspirations and brief and detail problems highlighted by the surveys and workshops and the plans for resolution. The output of the final stage will formally record achievements against the original brief and lessons learnt on the Project , both good and bad for subsequent projects.
6 The final output takes the form of a case study detailing the Project , benchmarking and lessons learnt. The Teams The pqrp requires a team who will see the Project and Process through from the initial stages to post occupation. A pqrp team takes ownership of the Project , and as well as professional membership requirements, certain members have other key roles such as the end user representatives who have key role in communicating aspects of the Project through to their departments and encouraging participation in the Post Occupancy Evaluation. The following teams have been designated for pqrp purposes: The Client Team represents those that are responsible for determining requirements and aspirations and those that will use the building or be affected by it and will have responsibilities for the building function, operation, maintenance or safety.
7 This will also involve Stakeholders who have an active interest in the Project as a result of their requirements to discharge their own responsibilities. The Project Team represents those who are responsible for the design, construction and delivery of the building. The teams are made up of the following team members: Client Team Membership Project Team Membership Project Manager Project Manager Chairman, Senior Academic or Principal Investigator Architect Department Facilities Manager Cost Consultant End User Representatives Structural Engineer Area Safety Officer Mechanical Engineer Disability Advisory Service Electrical Engineer Equality & Diversity Unit Civil Engineer Insurance Office Sustainability Engineer Estates Services Asset and Space Management Fire Engineer Estates Services Direct Labour Organisation Landscape Architect Estates Services Director of Capital Projects and Property Maintenance Ecologist Estates Services Electrical Maintenance Manager Security Advisor Estates Services Estates Strategy Manager BREEAM Advisor Estates Services Facilities Manager Planning Consultant Estates Services Head of Capital Projects CDM Coordinator Estates Services Head of Conservation Acoustic Consultant Estates
8 Services Mechanical Maintenance Manager Estates Services Project Support Officers Client Team Members as appropriate Estates Services Sustainability Manager Safety Office Further Participants and Contributors Telecommunications & Data Main Contractor (at PCR, PPE & POE stages). VAT Office Principal Subcontractors (at PCR, PPE & POE stages). PSG Membership Further Participants and Contributors End Users and Occupants (at POE stage). Ownership and Facilitation Each stage is owned by the Project Manager or the Head of Capital Projects. The workshop is facilitated by the Project Manager for the first two stages (PPI and PCR), as these are primarily learning stages. The Director of Capital Projects and Property Maintenance or the Head of Capital Projects will facilitate for the final two stages (PPE and POE) as these are primarily Review stages and must remain objective and independent, although an external facilitator may be appropriate in some cases.
9 The information gathered will primarily be available to the University and participants in the Project . Stages in Summary There are the following four stages to the pqrp : Pre- Project Initiation Pre-Construction Review Post Project Evaluation Post Occupancy Evaluation Pre- Project Initiation Owner Project Manager Associated Process Stages Facilitator Project Manager KPI Process - Setting of KPIs by PSG. Participants Project Team Benchmarks - Review and setting of benchmarks Client Team RIBA Stage B or C. PSG Members OCG gateway 2 or 3A. Stakeholders Invited Sustainability Aspirations Map Objectives Obtain an understanding of the Client's business Review and application of lessons learnt from previous Project case studies Setting of Project Quality objectives and aspirations Pre- Review Preparation Review and gather case studies and Project Quality Review Process output from other projects Review of Project Quality Review Process database Completion of PPI questionnaire by Client Team, Project Team, PSG members and Stakeholders Collation and graphical representation of questionnaire responses Set up Review meeting/workshop, invite participants and issue agenda Facilitator indentifies relevant issues and lessons learnt for discussion at Review meeting/workshop Client.
10 Project Team and Project Manager prepare presentations Review Activities Presentation from Client detailing business operations, aspirations and goals Presentation of brief by Project Team (Architect or Project Manager). Presentation of questionnaire findings Assessment of questionnaire findings against Project brief, identification of issues and actions to be implemented Review and identification of lessons to be applied from previous Project case studies Detailing and recording of actions to be incorporated into design and Process stages Output Output document detailing lessons adopted, actions needed to ensure lessons are incorporated into design and Project Process , decisions made and action plans Results of questionnaire Feedback on Project Quality Review Process Copies of all presentations given Pre-Construction Review Owner Project Manager Associated Process Stages Facilitator Project Manager KPI Process - KPI survey Participants Project Team Benchmarks - benchmark Review Client Team RIBA Stages D to J.