Project Management

1. RIVER BRENT CORRIDOR
DEVELOPMENT PROJECT
 Ian Romero
 Sagar Shah
 Feroz Sheikh
 Gokul Menon

2. INTRODUCTION
 The Brent Cross Cricklewood regeneration project is Barnet council’s development program that
cost £4.5 billion creating sustainable mixed-use town centre that will contain a rich variety of
uses. The project will be fully integrated with the surrounding community acknowledging and
benefitting from the presence of the existing shopping centre. This is the fundamental objectives
of this project. The proposal in the master plan is to build housing, offices, shops, cinemas, hotel,
schools and other ancillary uses.
 In this project report, we will discuss the feasibility studies that involves political and economic
landscape of the borough, risk assessment, compliance on the requirements of the town and
planning, environmental issues, building information modelling (BIM), plans and key services.
 We also discuss the sustainability and construction management. Benefits of PRINCE2, the
different role of the built environment practitioner, implementation of innovative collaborative
procurement approach, construction methods health and safety and low carbon planning. Overall,
we will provide all the needs of the project and deliver to the client and stake holders optimum
value.

3. RIVER BRENT CORRIDOR SITE

4. EXISTING VEGETATION

5. THE PROPOSED BUILDING

6. SITE DEVELOPMENT PLAN

7. 1ST TO 6TH TYPICAL FLOOR PLAN

8. BASEMENT FLOOR PLAN

9. ELEVATION 2

10. ELEVATION 3

11. SECTION A-A

12. SECTION B-B

13. SCOPE
The Brent Cross Regeneration Project offers a variety of
extensive accommodation facilities ranging from deluxe
four-bedroom, three-bedroom, two-bedroom and one-
bedroom apartments across the project. It is, however,
noticed that there is a strong market demand for a good
quality 1-2-bedroom apartment with modern facilities like
those available in other neighbouring areas. The River
Brent site is strategically located for a strong market of
this kind as it is accessible within reach of the shopping
centre and the motorway. From our market survey, we
anticipate a strong market demand for accommodation of
this type.

14. Connection of footbridge to the Building

15. Political and Economic Landscape
 Housing Profile
 In the 2011 Census, there were 135,916 households in the city of Barnet. The
percentage of owner occupied households were (58%), socially rented (14%) and
privately rented (26%). 141,386 households increase during GLA estimates in
2013.
 In 2011 census data, 2.6 persons and 2.7 bedrooms is the average household in
Barnet. Over 56 repossessions per quarter in 2008 was the increase in mortgage
repossession during the economic downturn significantly.

16. Political and Economic Landscape
 Tenure
 The tenure pattern of households living in Barnet for the last ten years, there has
been a noticeable change as there in most London borough. Censuses in 2001
and 2011 are shown below.

17. Political and Economic Landscape
 Between 2001 and 2011, owner occupation was reduced to just 8%, private
renting has increased to 9% in the same period and a 1% increase council
renting. A lower percentage of owner occupiers and more private renters now in
Barnet than in most of outer London borough on average.
Affordability issues has largely driven the
shift in housing tenure. Barnet is very
expensive in terms of home ownership. A
16% rise in median housing from 2011 to
2014. £451,231 is over ten times the average
income of households in Barnet, home
ownership is unaffordable for most
household in lower income category.

18. Political and Economic Landscape
 Average house prices in Barnet from January 2001 to December 2014 are shown
below.
Between June 2011 and
September 2014, Barnet lower
grade private rents have increased
by £351. Barnet now is the 4th
most expensive outer London
Borough and was below average
before the census.

19. Political and Economic Landscape
Barnet was set to become the most
populous Borough in 2015 and the
increase in population has been projected,
across the housing tenure needs more
homes to be build.
6.7% overcrowded household were
recorded according to the Integrated
Household Survey from ONS and is lower
than the average in London which is 7.5%.

20. Risk management
 To manage risk you must consider:
 Component failure
 Accidental explosions or fire
 Terrorist attacks during occupancy of the project
 mechanical breakdowns
Prevention - Provide the designer with information , establishment of safety rules in
standard design specification, and judgement in applying such requirements and
should adopt more stringent design criteria where conditions dictate.

21. Risk Assessment
 Project Failure – The only main reason is optimistic planning
 Why Do Projects Fail?
 When plan is not met, project exceeds the timeline, overspends the budget, or
underperforms expectation, the project fails.
 When the plan is not met, there are only two reasons:
 Too optimistic plan. When actions and costs are forced to meet predetermined targets.
Also, common causes are underbidding, scale-to-fit, and political spin.
 Plan impact may be caused by external events. These are some example, scope creep,
insufficient resources, anticipated work, and unforeseen events.
Risk assessment means that the project is better
understood, can be better planned and managed, and can
be more profitable.

22. Risk Assessment
 Benefits:
Helps contingency levels.
Expressing concerns and for challenging
assumptions.
Enable risk response .
Mitigation strategies to be expressed.
Contracts to be fairly negotiated.
Bids to be submitted at the right price.
Sensitivity to be appreciated.

23. Risk Assessment

24. A programme for the consultation &
design of the new Infrastructure
Following is the programme for the consultation & design for this project:
1. First Phase:
 Meeting with Client’s to know their aspirations.
 Collaborate with client for the whole project.
 Set the guidelines for responsibilities and set the
ultimate objectives.
 Do site investigations.
 Prepare basic drawings after studying the Brent
council’s planning legislations.
 Assign roles and bring people on the team.
2. Second Phase:
 Prepare Final design and apply for planning
permission
 Design to be passed on to built environment
practitioners for including sustainability.
 Decide procurement method and roll out
tenders for materials to decide supply chain.
 Starting of preparing substructure.
 Construction to take fore front.

25. Compliance of the requirements of the Town and Country Planning legislations
which will affect the project
Town and Country Planning Act 1990
 This section applies, subject to subsection (4), to applications for planning permission for the
development of land without complying with conditions subject to which a previous planning permission
was granted.
 F1Special provision may be made with respect to such applications—

 (a) by regulations under section 62 as regards the form and content of the application, and

 (b) by a development order as regards the procedure to be followed in connection with the application.

 (4) This section does not apply if the previous planning permission was granted subject to a condition as
to the time within which the development to which it related was to be begun and that time has expired
without the development having been begun.

26. Economic Feasibility
 Preliminary Cost Estimate
 In this study the cost estimate of the project
has been carried out by breaking down the
cost of construction into trades to work out the
total cost of the project. Through this method
the cost of construction including
development cost has been estimated at 8
million (£) Pounds. The same was used in the
projected cash flow and feasibility analysis.
Total Budget (£)
1. Preliminary & General 600,000
1. Pilling & Dewatering &
shoring
400,000
1. Substructure 500,000
1. Superstructure 1,700,000
1. Internal Partitioning 300,000
1. External Facade Works 500,000
1. Insulation & Water
proofing
100,000
1. Internal Finishes 1,100,000
1. Electrical & mechanical
Works
1,500,000
1. Vertical Movement 300,000
1. External Works & Pool 200,000
Total Construction Cost 7,200,000
Development Cost 800,000
TOTAL COST 8,000,000
•Development Costs

27. Economic Feasibility
 Projected Income
 A feasibility study has been
prepared for ten years of
operation. The feasibility has
been based on our evaluation
of the market and the
proposed design considering
its estimated costs. This
Feasibility has assumed that
all apartments will be leased.
• The forecast used in the income projected were as follows:
• Rent rate – An average annual rent rate of £15,600 for the
one-bedroom apartments and £19,200 for the two- bedroom
apartments have been considered. All rates have been set to
increase at an inflation rate of 2% starting from the fourth
year of operation
 Occupancy Level – We estimate the tenant occupancy in the
first year of operation to beat 85% and increases 90% in the
second year and 95% in the years thereafter.
 Operating expenses – Cost of operations were calculated in
line with the industry standards and based on the project
facilities. The major cost involved in this type of projects is
mainly, Property management and maintenance.

28. Economic viability
 Internal rate of return (IRR) 16.1%
 Average Return on Investment 15.4%
 (For the first ten years of operation)
 Pay Back Period 6 years

29. Environmental issues
 Buildings account for 40% of energy use energy used during its lifetime causes as
much as 90% of environmental impact from buildings. Building operation
consume more then 2/3 of all electricity. Residential commercial buildings
consume 40% of the primary energy and 70% of the total electricity in the united
states.
 Addressing the issues:
 Managing noise, vibration, air emissions and dust, reducing pollution to water-
Improving biodiversity as well as reduction of energy use and carbon emission.
 Commission a wide range of construction work association with new build and
maintenance activities.

30. BIM- What is BIM?
 BIM is defined as a digital representation of physical and functional
characteristics of a facility
Building Information Modelling uses data-rich model through collective working
processes to improve the quality of data information provided for the design to
consider eliminating construction and operational waste to save budget costs. It is
the process across the generation and management of the physical and functional
information of a project. The output of the process are digital files that define every
aspect of the project and support policymaking throughout the duration of a project
cycle.

31. BIM Cycle

32. The 5D Model and Various Dimension
3D
Existing conditions models (Laser
scanning, Ground penetration
radar(GPR) conversion)
Safety and Logistic Models
Animation, renderings,
Walkthroughs
BIM driven prefabrication
Laser accurate BIM driven held
layout

33. The 5D Model and Various Dimension
 4D
 Scheduling – Project Phasing Simulations
 Lean Scheduling – Last Planner, Just in time (JIT)
equipment deliveries, Detailed Simulation Installation,
Visual Validation for Payment Approval
 5D
 ESTIMATING – Real time conceptual modelling and cost
planning (DProfiler)
 Quantity extraction to support detailed cost estimates
 Trade Verification from Fabrication Models – (Structural
steel, Rebar, Mechanical / plumbing, Electrical)
 Value Engineering – (What-if scenarios, Visualisation,
Quantity extractions)
 Prefabrication solutions – (Equipment rooms, MEP
systems, Multi-trade Prefabrication, Unique
architectural and structural elements
6D
SUSTAINABILITY – Conceptual energy analysis via Profiler
Detailed energy analysis via Geotech
Sustainable element tracking
LEED tracking
7D
FACILITY MANAGEMENT APPLICATIONS – Life Cycle BIM Strategies
BIM As-Builts
BIM embedded O&M manuals
Cobie data population and extraction
BIM maintenance Plans and Technical Support
BIM file hosting on Lend Lease’s Digital Exchange System

34. Benefits of BIM
 The government requirements : BIM level 2
 Provisions and Guidance
 1) Development of information models which reference, federate or exchange information with other models;
 2) Provision of an Employers Information Requirements(EIR) document with clear definition and decision points;
 3) Supplier and Supply chain capability assessment;
 4) Provision of a BIM Execution Plan(BEP) including assigned roles, standard, methods, and procedures and a
master information delivery matrix aligned with the project program;
 5) Provision of a Common Data Environment;
 6) compliance with the documents and standards listed in LEVEL 2 Documents and standards section;
 7) Development of information models utilising database-based software, and analysis software.

35. TECHNICAL ASPECT OF BIM
 Project management can effectively use specific features of a BIM model. The features that is
being developed increasingly can be summarised as follows:
 Clash Detection
 Constructability
 Analysis
 Time and Cost Estimation (4D & 5D
 Integration
 Quantity Take-off
 Element Based Models
 Collaboration and team building
 Communication

36. Illustration of Benefits of BIM

37. Drawback and Mitigations
 Personal beliefs towards the BIM concept is the most difficult deliberation in
implementing it.
 1) technical challenges - BIM software’s problems and data sharing among team
parties are the main issues and conflicts;
 2) skills and training challenges – skills improvement and training of project team
members;
 3) legal and procedural challenges – BIM professional responsibilities has the
absence of standard and legal definition; and
 4) cost challenges – Upgrading their current system to a BIM oriented system is
expensive and that deter the construction firm to change and upgrade.

38. Drawback and Mitigations
 75% of companies has positive return of investment with savings on paperwork
and material cost and a shorter project life cycle upon adopting BIM.
 Labour productivity for modelled and prefabricated areas shows 75% to 240%
increase on labour productivity

39. PRINCE 2
7 Principles
7 themes
7 Process.

40. PRINCE 2
PRINCE2 is a proven and tested, Practice and governance for the management of project.
It will support the smooth and justified progress of the project at every stage.
It can be applied with other detailed models such as use of CPM, or even it can help co-
ordinate with BIM at certain levels of planning.
It promotes effective communication between various department and levels of
management.

41. PRINCE 2
 Well-defined roles and responsibilities. This ensures a defined structure of
accountability, delegation, authority and communication.
 Its output-oriented approach clarifies (for all parties) what a project will deliver,
why, when, by whom and for whom.
 PRINCE2 plan for the project will ensure effective and smooth communication
between different management teams thereby, inducing more efficiency in the
work delivered.
 It is based on a ’management by exception’ framework, providing for the
efficient and economic use of management time.
 PRINCE2 ensures that participants focus on the viability of the project in relation
to its Business Case objectives – rather than simply

42. PRINCE 2
 seeing the completion of the project as an end.
 It defines a thorough but economical structure of reports.
 It ensures that stakeholders (including sponsors and resource providers) are
properly represented in planning and decision making.
 Adopting PRINCE2 promotes learning and continual improvement in
organizations.
 PRINCE2 will help justify that the project is feasible and let us know if it is
destined to achieve its results at completion. The justification process never stops.
It is carried out at various stages and if at any point it is not justifiable to continue
the project we will stop it keeping in mind the client’s benefits.

43. PRINCE 2
 PRINCE2 promotes consistency of project work and the ability to reuse project
assets; it also facilitates staff mobility and reduces the impact of personnel
changes/handovers.
 PRINCE2 is an invaluable diagnostic tool, facilitating the assurance and
assessment of project work, troubleshooting and audits.
 Procurement techniques can work in conjunction with the model of PRINCE2.
Using PRINCE2 early will mean we will also complete the procurement process
during the design stages which will help involve the Project manager and other
Team managers in the process of design and their comments can be taken on the
board early in the project.

44. PRINCE 2
 We have adopted use of manuals for smooth management. There are 26 manuals
which can be used the most important ones are:
 Baseline management

45. Sustainability & Construction
Management
 PRINCE2 application to the
project to help us derive the Risk
v/s Benefits.
 It will be helpful to work on the 7
principles set out and tailor them
in accordance to our residential
scheme.
 Working towards high rating in
LEED(Leadership in Energy and
Environmental Design).

46. Sustainability and Construction
Management.
 Involving the methods of Pre-fabrication of materials
in controlled environment using BIM, Construction
waste management.
 Procurement method of Management Contractor to be
adopted. A management contractor to be appointed
towards the start of design process to facilitate the
ease of working on project.
 Dispute resolution by adding clause of arbitration to
the contracts. Name of arbitrators to be included
with consent from both the parties.

47. Health And Safety
 Health and safety plays and important role for a project
development.
 Following will be the points which will be considered for
health and safety:
• Making provisions to deny access to the site.
• Reporting of accidents
• Avoid working at heights.
• Storing of materials at designated places.

48. Thank You!