THE USE OF PROJECT MANAGEMENT WAYS OF WORKING ACROSS THE ...
REPORT OF THE CHIEF EXECUTIVE
MEETING OF CABINET
3 MAY 2005
THE USE OF PROJECT MANAGEMENT WAYS OF WORKING ACROSS THE
1. PURPOSE OF REPORT
1.1 This report provides Cabinet with information as to how the Directorates of the Council
intend to use project management ways of working to improve efficiency and
2.1 The use of project management techniques is critical in ensuring that major pieces of
work within the Council’s programme are efficiently and effectively delivered. Project
management is key to mitigating the risks inherent in any substantial investment or
piece of work.
2.2 Work began on developing a local Bridgend toolkit for project management as part of
the review of Procurement in 2003. All Directorates participated in this work and the
resulting toolkit is a start point for the adoption of project management as a key
managerial discipline within the Council. The toolkit will be tested during 2005 on
Officer agreed significant projects and will develop as a working tool and become a part
of the development programme for managers in due course.
3. LINKS TO CORPORATE OBJECTIVES
3.1 The development of project management across the Directorates of the Council will
underpin the meeting of corporate objectives.
The adoption of the Project Management Toolkit is the first step in the
development of project management ways of working across the
Council. Officers are considering a range of corporate projects on
which to deploy the framework in 2005. Cabinet are asked to support
this approach and the adoption of the Toolkit as a first step to
developing a corporate approach to project management within the
It is recommended that:
(i) The use of the Project Management Toolkit attached as Appendix 1 to this
report be noted by Cabinet.
Mr IK Lewis
Chief Executive Officer
25 April 2005
Mr. David Sutherland
Head of IS and ICT
Tel: 01656 642110
REPORT OF THE CHIEF EXECUTIVE ON THE USE OF PROJECT MANAGEMENT
WAYS OF WORKING ACROSS THE COUNCIL
PROJECT MANAGEMENT TOOLKIT
1.1 The purpose of this document is to provide a framework for the management of
programmes and related projects within BCBC. The particular focus is upon
1.2 The document is based upon a project management toolkit developed by a sub-
group of the Procurement Review in 2003/4 which itself derives from the Prince2
methodology and the procurement principles of the Office of Government
Commerce guidelines, Achieving Excellence in Construction.
1.3 BCBC undertakes a wide range of projects both in terms of value and scope.
These projects are funded by a variety of sources and undertaken for a number
of different departments and end users. This document recognises this and is not
a rigid one size fits all set of procedures, but rather a definition of the key roles
and responsibilities together with guidelines for effective project management.
2 What is a Programme?
2.1 It is important to recognise that the terms in programme management are loose
and that this document concentrates upon project management. It is important
however that projects are set in a proper context. In simple terms programme
management may be seen as the co-ordinated management of a portfolio of
projects to achieve a set of business objectives. If we adopt this definition then
all projects should themselves be seen as part of the wider corporate
improvement programme which is aiming to achieve for the Council a set of
business objectives. The overall co-ordination of this programme is through the
Corporate Management Board and the Regeneration Enterprise Board.
3 What is a Project?
3.1 For the purposes of this document a Project is an activity that requires
organisation and funding to achieve a physical change. A project will always
have a beginning, a physical work stage and an end. A maintenance programme
would generally not be classed as a Project, although a series of repairs could be
undertaken as a Project.
1 The Key Roles
3.2 The management of a project within the Council requires that people adopt key
roles. In smaller projects it is possible that the roles of client representative and
project manager may merge. Two examples, which aim to show how the roles
operate in actual situations, are provided as Appendices A and B. Appendix A
focuses upon the management of the Junction 36 redevelopment whilst
Appendix B is concerned with the Maesteg Regeneration Project. Further
examples exist in non-technical areas for staff to consider and include the
Personal Services Careworks Raise project.
3.3 Investment Decision Maker(s) – This role is unique in that it may be a group of
people. For a major project within the Council it is likely that the decision to invest
would be a Cabinet or Council decision based on a report of factual information
with a recommendation. Smaller projects may be initiated by senior officers in
accordance with the Scheme of Delegation.
3.4 Project Sponsor (PS) – It is essential that all Projects be ‘owned’ by a senior
officer, generally at Assistant Director or Head of Service level. For projects with
stakeholders across different Directorates the PS may decide to form a steering
group of senior officers from other Directorates or users of the system. This
steering group would then be kept advised of major issues on the project and be
involved in decision-making, but the PS would retain ultimate responsibility for
the delivery of the Project.
3.5 Client Representative (CR) – This role shall be filled by an officer managed
through the PS and the steering group. They would represent the Client and
have responsibility for the interface with the delivery team via the Project
Manager. The CR would maintain a close interest in the project, being kept
informed by the Project manager.
3.6 Project Manager (PM) – The PM is charged with managing the Project and the
Project Team with the objective of delivering the project within the agreed time,
cost and quality constraints.
2 Knowledge and Experience
3.7 The following table summarises the knowledge and experience required from
each of the three key roles. The following definitions apply;
3.8 U – Understanding – able to understand the key issues of each subject heading
and their implications, and able to compose sensible and relevant questions to
gain the important information
3.9 C – Competence – has the technical ability to do what is required at each stage
of the project or able to direct someone to carry out the detailed requirements.
Subject PS CR PM
Business strategy C C U
Investment appraisal C C U
Procurement Strategy U C C
Risk Management U U C
Preparing a Project Brief U C C
Whole life costing U C U
Value management U U C
CDM regulations U C C
Sustainability Issues U C C
Contract Strategies C C C
Forms of Contract U U C
Tender and Tender evaluation U C C
Partnering U U C
Design Process U C C
Technical Process U U C
Health and Safety U C C
Planning & Programming U U C
Performance Measurement U C C
Cost management U C C
Change management U C C
Dispute Resolution U U C
A fuller explanation of the roles and responsibilities is detailed below;
5.4.1 The PS defines the scope of the project, is personally responsible for
its delivery and should be accessible to stakeholders. The PS may be
assisted by a steering group to ensure that other stakeholders buy in
to the project as early as possible. This is normally known as the
Project Board. The Board should not have powers that cut across the
accountability and authority of the PS. Boards should be advisory,
addressing strategic issues and major points of difficulty. If a major
issue cannot be resolved with the PS, Board members would
escalate to the Corporate Management Board or, if appropriate, the
Regeneration Enterprise Board...
5.4.2 The PS's responsibilities are:
• to be the design champion for the project, with a personal
commitment to delivering a product that demonstrates design
excellence - or to ensure that an appropriate individual takes on
the responsibility of design champion
• to oversee the preparation of the business case and budget for
the project, ensuring the proposals are realistic and meet the
business objectives, and submitting them for the necessary
• to establish an appropriate organisation structure and the
necessary communication processes
• to ensure that users and other stakeholders are involved in, and
committed to, the project
• to appoint a project manager and provide the terms of reference,
adequate resources and any necessary support and training
• to ensure that a brief is developed that clearly reflects the project
objectives and is agreed by the stakeholders
• to establish a progress and reporting procedure, ensuring that
any changes in circumstances affecting the project are evaluated
and appropriate action taken
• to resolve issues with members of the client team and other
stakeholders to approve any essential changes to the scope of
the project, ensuring that any impact on quality, cost or time is
assessed and reported to top management as appropriate
• to ensure that a post implementation review is carried out and
considered by all stakeholders in the project
• to ensure that the finished asset still supports and satisfies the
• to ensure that the business accepts and benefits from the
5.4.3 The PS should draw up the terms of appointment for the
Client Representative, setting out the following:
• the business needs to be addressed by the project
• the resources available to the project manager, internally and
• the authority delegated to the project manager for decision-
• the project manager’s responsibilities in relation to health and
5.4.4 The PS should ensure that the terms of appointment are amended
promptly in line with any decisions taken by the Cabinet or Council.
5.4.5 The business case is normally prepared by the Project Sponsor, with
the assistance of independent client advisers as required. It is the
PS's responsibility to ensure that the business case is reviewed to
• the recommended option meets the user needs while providing
best value for money
• all of the viable options have been properly evaluated
• appropriate advice has been sought from suppliers and/or
• risks associated with each option are clearly identified, together
with their impact on the project in terms of performance, cost and
5.4.6 The PS should be committed to encouraging good team working
practices within the client organisation and with other organisations
involved with the project, to ensure that the whole project team really is
integrated - client and supply teams working together as an integrated
project team. In particular, the PS should give clear, decisive backing
where the council enters into partnering or team working arrangements
with the integrated supply team (consultants, contractors and specialist
suppliers) during the life of the project. Such visible backing would
include attendance at the inaugural partnering workshop and
commitment to the partnering agreement.
5.4.7 The PS should attend project reviews with senior managers from the
other parties involved in that stage of the project. These reviews
should be conducted at regular intervals, appropriate to the stage and
nature of the project, to consider major issues, identify achievements
and enable potential disputes to be resolved promptly. The PS is
responsible for ensuring that post implementation review is undertaken
to check that the expected business benefits have been achieved.
5.5 The Client Representative (CR)
5.5.1 The Client Representative acts as a single focal point for day-to-day
management of the council’s interest in a project, securing its
development and delivery and leading its post implementation review.
CR’s should understand the council’s activities but do not have to be
technical experts; they are advised by the Project Manager (who must
have technical expertise), independent advisers or specialist members
of the supplier team as required. They should always report to the PS,
have formal terms of appointment, empowerment to take decisions and
clearly defined delegations with resources provided to ensure that they
can direct the project effectively. The core requirements of each
person's role should be determined before appointment; ideally, the
person should stay in post until the project is completed. Note that
some CRs may have responsibility for a number of projects at one
5.5.2 A CR should understand risk and how it is managed, together with the
principles of brief-writing and project management techniques. Training
should complement practical experience of the industry, including team
working and collaborative working.
5.5.3 The CR must be able to articulate the client's needs and has personal
responsibility to the PS for the whole of the project. The CR should
expect to stay with the project until its completion as continuity is an
essential feature of this role.
5.5.4 The tasks are to:
• support the PS
- prepare business case and investment appraisals and
updating as required
- manage the resources allocated by the PS
- work within delegated authorities, including health and safety
• manage the department's interests in the project by:
- coordinating and directing user input
- appraising options (with assistance from independent advisers,
as appropriate, and the project manager) and submitting them
to the PS for consideration
- preparing the project brief for the project manager, making the
role of design clear in setting the brief and achieving the goals
of the project
- controlling changes (if required) following approval, ensuring
that change control procedures are adhered to
- ensuring appropriate risk management on the project
- managing the project budget, including the risk allowance
- providing a focal point for all client contact with the supply
team, providing approvals and decisions as necessary carry out
a post project review with the integrated project team. Ensure
effective feedback from the project by assisting the PS in
carrying out a post implementation review to inform the PS of:
- how far the project met the department's interests and
- what lessons need to be learned for the future (things done
well and areas that need to improve).
5.5.5 There is no single set of skills and responsibilities for CRs, because
some will undertake only one project in their entire career whereas
others will be involved in a succession of projects. However, there is a
common core set of skills that typically apply to a client representative.
It is unlikely that one individual will possess all these skills;
independent advice may be obtained to provide support where there
5.5.6 A CR should have an understanding or competency of:
• The council's business strategy, objectives, culture and financial
• Investment appraisal
• The functional activity that the project is to support
• The role of design in setting the brief and achieving the goals
• The impact of different procurement routes
• Risk analysis and risk management
• Value management and value engineering
• Health and safety issues relating to technical projects
• Sustainability issues
• The design and technical processes
• The tendering process and forms of contract
• Project management techniques
• Project review, including gateway reviews
• Team working and partnering
• Performance measurement and benchmarking
• Whole-life costing and cost management.
• Dispute resolution
5.5.7 The CR should have interpersonal skills that include decisiveness and
the ability to challenge, communicate, motivate and negotiate
effectively, together with:
• the ability to prepare an investment appraisal, with support from
independent advisers if required
• the ability to write a project brief.
5.5.8 The CR ensures that the users have the opportunity to provide relevant
input to the design process. While the PS can deliver the senior
stakeholders' views, it is unlikely that they will represent the everyday
requirements of end-users, such as travellers using a bus station. The
users may find it difficult to articulate their needs in output terms but
their perception of what makes a successful product is an essential
contribution to the design
5.6 The Project Manager
5.6.1 The Project Manager is the individual responsible for the day-to-day
detailed management of the Project and the delivery team. He
provides the interface between the PS and the delivery team and
provides the leadership, motivation and management that ensure that
the delivery team works effectively. Good Project management is
comprised of both ‘hard’ and ‘soft’ skills.
5.6.2 Hard skills
• Problem solving
• Implementing effective procedures
• Concise reporting
5.6.3 Soft skills
• Dispute resolution.
5.6.4 The hard skills can be provided for a Project Manager through training
and the use of procedures and standard documentation. Standard
formats can be devised and implemented across all Projects e.g. (risk
register, cost reports, monthly reports etc.) Training may be available
to address the soft issues but these are harder to define and the
knowledge gain from past experience (and mistakes!) is invaluable.
5.6.5 The PM must have a detailed understanding of the technical needs
required to fulfil the project.
6 The Arrangements for Working Together
6.1 The Project Board will act as the high level responsible group and contain as a
minimum the Project Sponsor, the Client Representative and Project Manager.
The Project Sponsor will be responsible to either the Corporate Management
Board or the Regeneration Enterprise Board for the delivery of the agreed
outcomes. The Board should take responsibility for the Brief, the Risk Register
and Resource Control as a minimum activity.
6.2 The risk register is a vital tool in the conception, procurement and delivery of any
project. It is very much a living document that is developed and refined as the
project progresses. It is initiated at a very early stage in the project by simply
listing the risks that a project faces. This is often produced by a brainstorming
session, with a number of people involved in drawing up a long list. The risks
should be specific to the project and have a sensible chance of occurring, hence
‘building struck by meteorite’ should not be included but for example on a land
reclamation scheme, experience has shown that ‘uncovering old bombs or
munitions’ is a realistic possibility. There are always generic risks such as
‘adverse weather’ or ‘clash with unknown existing services’ and so consideration
of a previous project risk register is a useful exercise. A consideration of the risks
at a very early stage may influence that way a project develops or in the extreme
case lead to a decision not to proceed at all.
6.3 When the risks are listed, the next step is to record who owns each risk (usually
either Client or contractor) what could be done to mitigate each risk, the possible
effect on the project if it occurs (in terms of time or money) and the likelihood of
the risk occurring. This then leads to the Client setting aside a realistic risk
allowance in the project budget.
6.4 At the time that a contractor is procured there should be a re-examination of the
register as he may suggest additional risks to be considered and it is essential
then that there is clear agreement on the ownership of each risk.
6.5 The importance of resource control cannot be overemphasised and requires a
close working relationship with Finance staff to ensure that all costs, in particular
the apportionment of internal costs are available to the Board and fully
6.6 The Project Team will be overseen by the Project Manager and is likely to be
multi disciplinary and multi organisation.
6.7 The Board and the Team should be supported by a Project Office.
7 The Project Management Process
7.1 The process to be adopted within Bridgend County Borough Council requires key
documents to be in place beginning with an agreed brief and a method for
updating and maintaining the brief (i.e.; change management). There should be
a risk register and a Project Initiation Document (PID) including a Project Plan
references resources against which the project progress can be measured. An
example of a small scale project template is attached as Appendix C.
7.2 The primary role of the PID is to set down the deliverables, the methodology and
critical information relating to the project. The first draft should be prepared early
in the project definition stage and an approved version must be signed off by the
Project Sponsor and end user before any physical work begins. The exact
composition of the document will vary with each project but should include;
• A background to the Project
• The Project brief including clearly defined deliverables
• The personnel involved with roles and responsibilities
• A description of the project documentation to be produced
• Statement on methodology (meetings to be held etc)
• An outline project programme
• The budget.
7.3 The formal sign off of the PID is the final milestone before proceeding to physical
work. The information contained within the PID is relevant to the ongoing process
and is likely to be consulted by members of the team as work progresses
The recommended staging of a model project is as laid out below:
Stage Project Step Supporting Activity
Start Need for Project Identified Identify PS
First estimate of possible cost
Explore possible sources of
Strategic Identify options to meet user Value Management
Undertake feasibility study
Consider procurement options
Prepare business case Risk Management
Initial report to Council
Project Produce project Brief
Prepare Risk register
Determine procurement route
Appoint design team Do EC regulations
Produce initial cost plan
Procurement Determine selection and Do EC regulations
evaluation criteria apply?
Revise cost plan
Cabinet report recommending
proceed to tender and
subsequent acceptance of best
Complete Project Initiation
8 Project Monitoring
8.1 The monitoring of the project is a critical component and is an ultimate function of
the Project Board. It extends beyond the remit of resource control and covers
the close monitoring of project timescales. The Project Board has the
responsibility to act upon the variations identified in the progress and reporting
procedure put in place by the Project Sponsor.
1 The Management of Junction 36: An Understanding of the Project Roles
1.1 To assist in understanding these roles, it is useful to set out how they are working
on a live project. The junction 36 scheme is a £1.5m project to improve the
motorway junction at Sarn. The Project Sponsor is the Head of Transportation
who has steered the scheme through the difficult process of obtaining objective 1
funding. The Client Manager in the Directorate is the Client Representative with a
trained Project Manager in place. All three are based in Morien house and this
aids communication. The CR and PM discuss the scheme most days, usually
briefly, but sometimes in great detail. They are comfortable with this informal
arrangement and do not hold formal minuted meetings, although all-important
decisions are recorded. Due to his previous experience the CR, has a wealth of
experience in Highway works and regulations and the PM will often seek his
advice on small points of detail. The works were procured using the innovative
ECC form which the PM is championing in the Authority, the differences and
benefits of this form are a frequent topic of discussion. Junction 36 is a very busy
junction where a minor problem can quickly escalate and cause major traffic
1.2 The PM ensures that the CR is quickly made aware of any such problems so that
he can provide a positive response when his phone starts ringing! The PS has a
great number of potential schemes and funding issues passing across his desk,
now that junction 36 is live on site, he requires only brief progress reports from
the CR. Junction 36 is a vital gateway for BCBC with the busy M4 and the
commercially important McArthurGlen and Sainsbury's site immediately adjacent.
Some project decisions, such as the date for switching on the new traffic lights
are politically sensitive and the CR will always consult the PS on these issues.
Should the CR be away from his desk and an important issue came up, the PM
would have no hesitation in speaking directly with the PS.
1 The Management of Maesteg Regeneration: An Understanding of the Project
1.1 Project Management Pilot Proposal for Maesteg
1.1.1 The project management paper identified a number of key roles and
• Project Sponsor- a project sponsor (PS) should be a senior officer,
generally at an Assistant Director or Head of Service Level. For
Projects with stakeholders across different departments the PS
may decide to form a steering group of senior officers from other
departments. The steering group would be kept advised of major
issues on project delivery and be involved in the decision making
process, but the PS would retain ultimate responsibility for the
delivery of the project/s.
• Client Representative- The Client Representative (CR) role is
undertaken by an officer who is managed by the PS and the
steering group. They represent the Client and have responsibility
for the interface with the delivery team via the Project Manager.
The CR would maintain a close interest in the project, being kept
informed by the project manager.
• Project Manager- The Project Manager (PM) is charged with
managing the project and the project team with the objective of
delivering the project within the agreed time, cost and quality
(Refer to Toolkit for greater details on these roles)
1.1.2 It is proposed that above principles be applied to Maesteg as follows.
1.2 Project Sponsor /Steering Group
1.2.1 The Assistant Director Community Regeneration and Strategic
Development has now taken on major responsibility in the Llynfi Valley
and therefore will be the PS. The steering group will be the Officer
Working Group which will have officer representation for each of the
key projects being undertaken within Maesteg, including:
• Phase one public realm works
• Phase two public realm works
• Maesteg Washery site phases II and III
• Colonel North Building
• Townscape Heritage Initiative scheme
1.2.2 The PS will chair these meetings and clear terms of reference for the
Officer Working Group will be established. The PS will be responsible
for liaising with the local members and the overarching Maesteg
Regeneration Steering Group (with representatives from the
community, voluntary organisations, private sector and the Council).
1.3 Client Representative
1.3.1 The CR will be the Maesteg Regeneration Officer. The CR will act as a
single focal point for the day-to-day management of the Council’s
interests in a project, securing its development and delivery and
leading its post implementation review.
1.3.2 The CR has personal responsibility to the PS for the whole of the
project. The CR will attend the Officer Working Group and will establish
the sub project officer working groups as and when required.
1.3.3 The CR will also ensure that appropriate consultation is undertaken
with various user groups to enable them to have an input into the
1.4 Project Managers
1.4.1 Paragraph 3.3 identifies the various projects that make up the Maesteg
Regeneration scheme. Each of these projects will be allocated a PM who will be
responsible for the day to day detailed management of the project and the delivery
team and will advise the CR on technical issues. The PM will provide the interface
between the PS / CR and the delivery team.
Diagram 1: Structures
Regeneration Steering Group
(Representatives from Community, Voluntary & Private Sectors and the
Council – Chaired by Deputy Leader)
Member Liaison Meeting
(Local members/ Deputy Leader/ PS/CR)
Officer Working Group
(PS/CR and PM for each core project- chaired by PS)
Sub Project Groups
• Phase 1
• Phase 2
• Washery II &III
• Colonel North
(CR/PM and contractor representatives and other members of the delivery
Project Management Template for a PID
Bridgend County Borough Council
PROJECT INITIATION DOCUMENT
Version Date Description Reviewers
0.1 Draft First draft for review
0.2 Draft Second draft for
1.0 Approved version
B.C.B. Council Project Sponsor: ___________________________
Project Manager: ___________________________
Document control note. Versions commencing with 0 are draft versions, e.g., 0.1. Approved versions
commence at 1.0.
The deliverables from this project will be:-
1. Project Structure Definition
2. Statement of Project Objectives
3. Project Plan
4. Definition of scope of scheme
5. BCBC Internal publicity
6. Definition of individual staff roles
7. Staff trained to perform their defined roles
Project Roles and Responsibilities
Appendix 1. Project Product Descriptions
Title: Project Structure Definition
Purpose: To define the project working relationships
Title: Statement of Project Objectives
Purpose: To define the project objectives
Composition: The plan will be a Word for Windows document.
Quality Criteria: Does the document reflect project objectives?
Are its contents known and agreed by the appropriate
Is the document clear and easy to understand?
Title: Project Plan
Purpose: To communicate a plan of the project tasks and time-
scales to all parties.
Composition: The plan will be a Word table summary and an MS
Quality Criteria: Is the task time scale realistic?
Is the plan known to all those involved?
Are adequate resources available?