The document outlines the RIBA Plan of Work, which provides a systematic approach to managing projects. It describes the 12 key stages of a construction project from appraisal to after practical completion. Each stage involves specific tasks such as developing proposals, obtaining approvals, preparing tender documents, and overseeing construction. The plan is intended to help structure project management processes.
Hossam Weiss provides a document outlining his experience and qualifications for business planning. He has over 20 years of experience in project, program, and portfolio management as well as general management and business planning. He has worked with several major companies. The document outlines his educational background and professional certifications. It then discusses the objectives and outline of a business planning presentation, covering topics such as situational analysis using tools like SWOT, PEST, and Porter's Five Forces to understand the internal and external business environment and form strategies and objectives.
The document discusses the importance of ongoing business planning and reviewing business plans regularly. It provides guidance on key elements that should be included in business plans such as marketing objectives, financial forecasts, and exit plans. For larger businesses with multiple departments, the document advises developing integrated business plans for each department that align with overall organizational strategy. Effective implementation requires allocating sufficient resources, setting measurable targets, and monitoring performance against the plan on a regular basis through continuous review and revision of objectives.
The document provides an overview of key elements to include when developing a business plan, including: the importance of defining the business and its purpose; incorporating future vision and growth; and outlining elements such as the executive summary, business concept, financial features, requirements, and achievements. It also discusses additional planning considerations like market strategies, positioning, pricing, distribution, promotional plans, organizational structure, and more. The overall document serves as a guide for entrepreneurs on how to structure and communicate the essential information needed for an effective business plan.
The document discusses the business planning process. It begins with defining a business plan and its objectives. It then outlines the various steps in preparing a business plan, including preliminary investigation, idea generation, environmental scanning, feasibility analysis, project report preparation, and evaluation/control/review. For each step, key activities and considerations are described at a high level. The document provides an overview of the essential information and process one should follow when developing a business plan to start a new venture.
Entreprenureship - The Business Planning ProcessUkwuaniBarnabas
The most important benefit of writing a business plan is all of the learning that accompanies the process. You basically learn to Identify your concept, research the concept and glean a perfect understanding of the industry to which you belong, your competitors and your customers.
It helps you relate with the deep understanding of your Business Model and its drivers
Having grasped all of the information from the process, it helps entrepreneurs to communicate the business opportunity to potential investors / various stakeholders in the most articulate manner. This is a proper guide for understanding business planning.
This document provides an overview of the business planning process. It discusses that the purpose of a business plan is to develop a clear strategic plan to direct future decision making and operations. The planning process involves thoroughly evaluating the business opportunity, testing alternatives, and documenting conclusions. Key elements of a business plan include an executive summary, market analysis, operations plan, and financial projections. The document also includes examples of feasibility calculations and sample financial projections tables.
Tips for a Strategic Planning Process for your BusinessDavid Stoffel
The document provides tips for developing a strategic planning process for a business, noting that strategic plans can be developed in different ways depending on factors like organization size and expertise. It recommends assessing the current business environment, defining strengths, weaknesses, opportunities and threats, building consensus on mission and goals, mapping an action plan with budgets and target dates, and creating a contingency plan for monitoring progress. The planning process involves assessing the situation, setting goals and strategy, and planning implementation and oversight.
The document outlines the key steps in a business planning process map. It involves analyzing internal strengths and weaknesses as well as external opportunities and threats. Strategic options are then generated and evaluated using tools like market planning, operational planning, and financial modeling. The preferred strategic options are selected after risk analysis and consideration of key stakeholder power and influence.
Hossam Weiss provides a document outlining his experience and qualifications for business planning. He has over 20 years of experience in project, program, and portfolio management as well as general management and business planning. He has worked with several major companies. The document outlines his educational background and professional certifications. It then discusses the objectives and outline of a business planning presentation, covering topics such as situational analysis using tools like SWOT, PEST, and Porter's Five Forces to understand the internal and external business environment and form strategies and objectives.
The document discusses the importance of ongoing business planning and reviewing business plans regularly. It provides guidance on key elements that should be included in business plans such as marketing objectives, financial forecasts, and exit plans. For larger businesses with multiple departments, the document advises developing integrated business plans for each department that align with overall organizational strategy. Effective implementation requires allocating sufficient resources, setting measurable targets, and monitoring performance against the plan on a regular basis through continuous review and revision of objectives.
The document provides an overview of key elements to include when developing a business plan, including: the importance of defining the business and its purpose; incorporating future vision and growth; and outlining elements such as the executive summary, business concept, financial features, requirements, and achievements. It also discusses additional planning considerations like market strategies, positioning, pricing, distribution, promotional plans, organizational structure, and more. The overall document serves as a guide for entrepreneurs on how to structure and communicate the essential information needed for an effective business plan.
The document discusses the business planning process. It begins with defining a business plan and its objectives. It then outlines the various steps in preparing a business plan, including preliminary investigation, idea generation, environmental scanning, feasibility analysis, project report preparation, and evaluation/control/review. For each step, key activities and considerations are described at a high level. The document provides an overview of the essential information and process one should follow when developing a business plan to start a new venture.
Entreprenureship - The Business Planning ProcessUkwuaniBarnabas
The most important benefit of writing a business plan is all of the learning that accompanies the process. You basically learn to Identify your concept, research the concept and glean a perfect understanding of the industry to which you belong, your competitors and your customers.
It helps you relate with the deep understanding of your Business Model and its drivers
Having grasped all of the information from the process, it helps entrepreneurs to communicate the business opportunity to potential investors / various stakeholders in the most articulate manner. This is a proper guide for understanding business planning.
This document provides an overview of the business planning process. It discusses that the purpose of a business plan is to develop a clear strategic plan to direct future decision making and operations. The planning process involves thoroughly evaluating the business opportunity, testing alternatives, and documenting conclusions. Key elements of a business plan include an executive summary, market analysis, operations plan, and financial projections. The document also includes examples of feasibility calculations and sample financial projections tables.
Tips for a Strategic Planning Process for your BusinessDavid Stoffel
The document provides tips for developing a strategic planning process for a business, noting that strategic plans can be developed in different ways depending on factors like organization size and expertise. It recommends assessing the current business environment, defining strengths, weaknesses, opportunities and threats, building consensus on mission and goals, mapping an action plan with budgets and target dates, and creating a contingency plan for monitoring progress. The planning process involves assessing the situation, setting goals and strategy, and planning implementation and oversight.
The document outlines the key steps in a business planning process map. It involves analyzing internal strengths and weaknesses as well as external opportunities and threats. Strategic options are then generated and evaluated using tools like market planning, operational planning, and financial modeling. The preferred strategic options are selected after risk analysis and consideration of key stakeholder power and influence.
The document outlines the key components of a business plan, including describing different types of business plans, the advantages of developing a business plan, and the processes involved in business planning, marketing research, product development, financial planning, and supply chain management. It provides an overview of the various sections that should be included in a business plan and factors to consider in each business planning area.
Business plan formulation and venture capitalistMayank Singh
The document provides an overview of business plan formulation and the fund raising process. It discusses that a business plan targets venture capital firms, potential employees, bankers and others. The plan should include sections on the company overview, product/market description, development plan, marketing plan, management team, and financial projections. It emphasizes that a business plan is a formal document, not a PowerPoint, and should be concise at 30-35 pages with an executive summary, table of contents, and confidentiality clause.
Marketing involves understanding customer needs and satisfying them profitably. Companies that invest in truly understanding customers through market research and prioritize customer satisfaction over profits implement the marketing concept. They view all employees as marketers and strive to communicate internally and externally in a way that builds relationships. In contrast, production-oriented companies focus on manufacturing then aggressively selling what they produce. The 4Ps of marketing - product, price, place, promotion - must be designed together as a marketing mix that positions a company to best meet customer needs within a target market.
The Business Plan, The Business Planning Process, Strategic Planning, Analysing The Environment, Analysing The Firm, Industry And Competitor Analysis, Product And Portfolio Analysis, SWOT Analysis, Generating Strategic Options, Market Analysis And Strategy , Market Forecasting, The Operational Plan, Model The Business, Accounting Principles, Completing The Financial Statements, Reviewing The Financial Statements, Evaluating Strategic Options, Funding Issues, Risk Analysis, Presenting The Business Plan And Obtaining Approval, Implementing The Business Plan, Sayeed Alam, 9910479355
The document provides guidance on developing a marketing plan as part of an overall business plan. It discusses key components of a marketing plan, including defining the industry and competitive landscape, analyzing the target market and penetration strategies, and establishing a timeline and performance metrics. The marketing plan is presented as an essential part of the business plan that helps establish goals and coordinate marketing efforts to achieve business objectives over one to five years.
This document discusses tools and processes for innovation and entrepreneurship. It provides an outline for a business plan, including sections on marketing, production, management, and finances. Key points covered include brainstorming techniques for generating ideas, screening ideas through macro and micro analysis, using SWOT to evaluate remaining ideas, and standard components of a business plan like executive summary, products/services, market analysis, operations, and financial projections. The document emphasizes that planning is an ongoing process, not just a static plan, and outlines best practices for an effective business plan.
This document discusses key aspects of business planning including what a business plan is, why it is important, who prepares it, and the steps involved. A business plan is a comprehensive written description of a business that presents its future. It is crucial for obtaining funding. The plan should be prepared by a company's CEO, marketing/sales managers, development/production managers, and financial manager. The planning process involves assessing the situation, developing a mission, getting ready, setting goals, and monitoring progress. Reinventing a business model is also discussed as important for CEOs to manage the present, selectively forget the past, and create the future.
The document provides an overview of business plans and strategic planning. It explains that a business plan guides strategic direction, is needed for lenders and investors, and helps establish goals, market opportunities, costs, and profitability. A strategic plan communicates organizational direction to stakeholders. Key parts of a business plan include an executive summary, company and product descriptions, market analysis, competitors, marketing/sales plans, management, and financial projections. The document also compares business plans and strategic plans.
This project gives a fair idea of starting a venture which is particularly applicable in India due to its various tax and legal laws. But still it gives the essentials of starting a venture anywhere in the world
The document provides guidance on creating an effective business plan. It discusses the importance of planning for a new business venture and identifies key components that should be included in a business plan, such as an environmental analysis, description of the business concept, marketing plan, financial projections, and risk assessment. The document also notes that the business plan should be used to guide implementation and progress of the new venture after funding is obtained. Regular monitoring of goals and metrics is important to ensure the plan remains on track.
BUSINESS PLAN (CREATING AND STARTING THE VENTURE)Kacung Abdullah
The document outlines the key components of an effective business plan, including describing the venture, production plans, marketing strategies, organizational structure, financial projections, and risk assessment. A business plan is an important document written by the entrepreneur that communicates the vision, goals, and strategies for starting a new business to stakeholders like investors. It provides a comprehensive overview of all relevant internal and external factors for establishing and operating the new venture successfully.
This document provides a template for creating a go-to-market plan to help companies expand into new markets or launch new products. It outlines two main parts: discovery and data gathering, and the go-to-market strategy. The discovery section involves defining the product, objectives, markets, insights and competition. The strategy section covers the business case, market strategy including positioning and messaging, pricing, sales and support plans, and customer service. The template is designed to help companies strategize their approach for successfully entering new areas of growth.
The Business Plan: Creating and Starting the VentureYashika Parekh
The Business Plan: Creating and
Starting the Venture
Planning as Part of the Business Operation
What is the Business Plan
Who Should Write the Plan?
Scope and Value of the Business Plan—Who Reads the Plan?
How do Potential Lenders and Investors Evaluate the Plan?
Planning
Plan
Information Needs
Writing the Business Plan
Using and Implementing the Business Plan
Why Some Business Plans Fail
The document discusses the importance of a business plan for starting a new venture. It defines a business plan as a written document prepared by an entrepreneur that describes the internal and external elements and strategies of a new business. The business plan is valuable for entrepreneurs, investors, and employees. It helps determine the viability of the venture, provides guidance for planning activities, and helps obtain financing. The document outlines the typical sections of a business plan, including an executive summary, environmental analysis, description of the venture, marketing plan, financial plan, and appendix. It also discusses implementing, updating, and measuring the progress of the business plan.
The document outlines the 7 key steps in an innovative venture creation process: 1) Idea, 2) Preseed, 3) Seed, 4) Startup, 5) Initial Growth, 6) Expansion, and 7) Restructuring. Each step involves certain activities like prototyping, fundraising, hiring, and product development. Gates or stagegates are reached at the end of each step to evaluate commercial potential and organizational readiness before advancing to the next phase.
This document discusses project feasibility analysis techniques. It begins by defining feasibility as the capability of being done with the means and circumstances available. For organizations, feasibility analysis is an important planning procedure to ensure a project will be effective and work as intended. The document then outlines the basic steps of feasibility analysis, which include project planning and analyzing the project's possibility of success. It discusses various factors to consider in project planning and different aspects of feasibility analysis, including technical, managerial, economic, financial, cultural and social feasibility. The overall purpose is to determine the likelihood of a project's success through a thorough planning and analysis process.
The project plan is a document that guides project execution and control. It includes key elements like authorization, project scope, an integrated management plan, and resource estimates. The scope is based on a solution architecture, which comes from the enterprise architecture. The integrated management plan covers scope, schedule, cost, quality, human resources, communication, risk, and procurement management. These elements work together to define how the project work will be planned, monitored, and controlled.
The document discusses the key elements of an effective project plan, including authorization, project scope, an integrated management plan, and resource estimates. It emphasizes that the project plan guides both project execution and control by documenting planning assumptions and decisions. The plan is composed of various artifacts such as the project charter, scope statement, schedule, budget, and risk register. It should define how the project will be executed, monitored, controlled and closed.
The document outlines the key components of a business plan, including describing different types of business plans, the advantages of developing a business plan, and the processes involved in business planning, marketing research, product development, financial planning, and supply chain management. It provides an overview of the various sections that should be included in a business plan and factors to consider in each business planning area.
Business plan formulation and venture capitalistMayank Singh
The document provides an overview of business plan formulation and the fund raising process. It discusses that a business plan targets venture capital firms, potential employees, bankers and others. The plan should include sections on the company overview, product/market description, development plan, marketing plan, management team, and financial projections. It emphasizes that a business plan is a formal document, not a PowerPoint, and should be concise at 30-35 pages with an executive summary, table of contents, and confidentiality clause.
Marketing involves understanding customer needs and satisfying them profitably. Companies that invest in truly understanding customers through market research and prioritize customer satisfaction over profits implement the marketing concept. They view all employees as marketers and strive to communicate internally and externally in a way that builds relationships. In contrast, production-oriented companies focus on manufacturing then aggressively selling what they produce. The 4Ps of marketing - product, price, place, promotion - must be designed together as a marketing mix that positions a company to best meet customer needs within a target market.
The Business Plan, The Business Planning Process, Strategic Planning, Analysing The Environment, Analysing The Firm, Industry And Competitor Analysis, Product And Portfolio Analysis, SWOT Analysis, Generating Strategic Options, Market Analysis And Strategy , Market Forecasting, The Operational Plan, Model The Business, Accounting Principles, Completing The Financial Statements, Reviewing The Financial Statements, Evaluating Strategic Options, Funding Issues, Risk Analysis, Presenting The Business Plan And Obtaining Approval, Implementing The Business Plan, Sayeed Alam, 9910479355
The document provides guidance on developing a marketing plan as part of an overall business plan. It discusses key components of a marketing plan, including defining the industry and competitive landscape, analyzing the target market and penetration strategies, and establishing a timeline and performance metrics. The marketing plan is presented as an essential part of the business plan that helps establish goals and coordinate marketing efforts to achieve business objectives over one to five years.
This document discusses tools and processes for innovation and entrepreneurship. It provides an outline for a business plan, including sections on marketing, production, management, and finances. Key points covered include brainstorming techniques for generating ideas, screening ideas through macro and micro analysis, using SWOT to evaluate remaining ideas, and standard components of a business plan like executive summary, products/services, market analysis, operations, and financial projections. The document emphasizes that planning is an ongoing process, not just a static plan, and outlines best practices for an effective business plan.
This document discusses key aspects of business planning including what a business plan is, why it is important, who prepares it, and the steps involved. A business plan is a comprehensive written description of a business that presents its future. It is crucial for obtaining funding. The plan should be prepared by a company's CEO, marketing/sales managers, development/production managers, and financial manager. The planning process involves assessing the situation, developing a mission, getting ready, setting goals, and monitoring progress. Reinventing a business model is also discussed as important for CEOs to manage the present, selectively forget the past, and create the future.
The document provides an overview of business plans and strategic planning. It explains that a business plan guides strategic direction, is needed for lenders and investors, and helps establish goals, market opportunities, costs, and profitability. A strategic plan communicates organizational direction to stakeholders. Key parts of a business plan include an executive summary, company and product descriptions, market analysis, competitors, marketing/sales plans, management, and financial projections. The document also compares business plans and strategic plans.
This project gives a fair idea of starting a venture which is particularly applicable in India due to its various tax and legal laws. But still it gives the essentials of starting a venture anywhere in the world
The document provides guidance on creating an effective business plan. It discusses the importance of planning for a new business venture and identifies key components that should be included in a business plan, such as an environmental analysis, description of the business concept, marketing plan, financial projections, and risk assessment. The document also notes that the business plan should be used to guide implementation and progress of the new venture after funding is obtained. Regular monitoring of goals and metrics is important to ensure the plan remains on track.
BUSINESS PLAN (CREATING AND STARTING THE VENTURE)Kacung Abdullah
The document outlines the key components of an effective business plan, including describing the venture, production plans, marketing strategies, organizational structure, financial projections, and risk assessment. A business plan is an important document written by the entrepreneur that communicates the vision, goals, and strategies for starting a new business to stakeholders like investors. It provides a comprehensive overview of all relevant internal and external factors for establishing and operating the new venture successfully.
This document provides a template for creating a go-to-market plan to help companies expand into new markets or launch new products. It outlines two main parts: discovery and data gathering, and the go-to-market strategy. The discovery section involves defining the product, objectives, markets, insights and competition. The strategy section covers the business case, market strategy including positioning and messaging, pricing, sales and support plans, and customer service. The template is designed to help companies strategize their approach for successfully entering new areas of growth.
The Business Plan: Creating and Starting the VentureYashika Parekh
The Business Plan: Creating and
Starting the Venture
Planning as Part of the Business Operation
What is the Business Plan
Who Should Write the Plan?
Scope and Value of the Business Plan—Who Reads the Plan?
How do Potential Lenders and Investors Evaluate the Plan?
Planning
Plan
Information Needs
Writing the Business Plan
Using and Implementing the Business Plan
Why Some Business Plans Fail
The document discusses the importance of a business plan for starting a new venture. It defines a business plan as a written document prepared by an entrepreneur that describes the internal and external elements and strategies of a new business. The business plan is valuable for entrepreneurs, investors, and employees. It helps determine the viability of the venture, provides guidance for planning activities, and helps obtain financing. The document outlines the typical sections of a business plan, including an executive summary, environmental analysis, description of the venture, marketing plan, financial plan, and appendix. It also discusses implementing, updating, and measuring the progress of the business plan.
The document outlines the 7 key steps in an innovative venture creation process: 1) Idea, 2) Preseed, 3) Seed, 4) Startup, 5) Initial Growth, 6) Expansion, and 7) Restructuring. Each step involves certain activities like prototyping, fundraising, hiring, and product development. Gates or stagegates are reached at the end of each step to evaluate commercial potential and organizational readiness before advancing to the next phase.
This document discusses project feasibility analysis techniques. It begins by defining feasibility as the capability of being done with the means and circumstances available. For organizations, feasibility analysis is an important planning procedure to ensure a project will be effective and work as intended. The document then outlines the basic steps of feasibility analysis, which include project planning and analyzing the project's possibility of success. It discusses various factors to consider in project planning and different aspects of feasibility analysis, including technical, managerial, economic, financial, cultural and social feasibility. The overall purpose is to determine the likelihood of a project's success through a thorough planning and analysis process.
The project plan is a document that guides project execution and control. It includes key elements like authorization, project scope, an integrated management plan, and resource estimates. The scope is based on a solution architecture, which comes from the enterprise architecture. The integrated management plan covers scope, schedule, cost, quality, human resources, communication, risk, and procurement management. These elements work together to define how the project work will be planned, monitored, and controlled.
The document discusses the key elements of an effective project plan, including authorization, project scope, an integrated management plan, and resource estimates. It emphasizes that the project plan guides both project execution and control by documenting planning assumptions and decisions. The plan is composed of various artifacts such as the project charter, scope statement, schedule, budget, and risk register. It should define how the project will be executed, monitored, controlled and closed.
The document discusses project planning and outlines the key elements of an effective project plan. It defines a project plan as a formal, approved document that guides project execution, monitoring, and control. The major sections of a project plan include authorization, project scope, an integrated management control plan, and resource estimates. These sections cover the project's authorization, defined scope of work, management plans for areas like schedule, cost, quality, and risk, and estimated project baselines and resources. Effective project planning requires mature solution architecture and enterprise architecture.
The project plan is a formal, approved document that guides project execution, monitoring, and control. It defines how the project is executed, monitored, and controlled. The project plan includes key elements such as an authorization document, project scope, integrated management control plan, and resource estimates. It is developed using various project management processes and artifacts defined in standards like PMBOK.
The project plan is a formal, approved document that guides project execution, monitoring, and control. It defines how the project is executed, monitored, and controlled. The project plan includes key elements such as an authorization document, project scope details, an integrated management control plan, and resource estimates. It is developed using various project management processes and artifacts defined in standards like PMBOK.
The document discusses the key elements of an effective project plan, including authorization, project scope, an integrated management plan, and resource estimates. It emphasizes that a project plan should be based on a mature solution architecture, which in turn is based on enterprise architecture. The project plan guides project execution and control by documenting planning assumptions and decisions, defining management reviews, and establishing baselines for progress measurement and control.
The document discusses the key elements of an effective project plan, including authorization, project scope, an integrated management plan, and resource estimates. It emphasizes that the project plan guides both project execution and control by documenting planning assumptions and decisions. The plan is composed of various artifacts such as the project charter, scope statement, schedule, budget, and risk register. It should define how the project will be executed, monitored, controlled and closed.
The project plan is a formal, approved document that guides project execution, monitoring, and control. It defines how the project is executed, monitored, and controlled. The project plan includes key elements such as authorization, project scope, an integrated management control plan, and resource estimates. It is developed using various project management processes and artifacts defined in standards like PMBOK.
The project plan is a formal, approved document that guides project execution, monitoring, and control. It defines how project management processes will be implemented and documents key outputs from the planning processes. The project plan includes elements such as the project authorization, scope, integrated management control plans covering schedule, cost, quality, and risk, and resource estimates. It is based on the detailed solution architecture and enterprise architecture.
The project plan is a formal, approved document that guides project execution, monitoring, and control. It defines how the project is executed, monitored, and controlled. The project plan includes key elements such as an authorization document, project scope, integrated management control plan, and resource estimates. It is developed using various project management processes and artifacts defined in standards like PMBOK.
The document discusses the key elements of an effective project plan, including authorization, project scope, an integrated management plan, and resource estimates. It emphasizes that the project plan guides both project execution and control by documenting planning assumptions, decisions, and establishing baselines for progress measurement. The project plan is a formal document that is composed of various artifacts including the project charter, scope statement, schedule, budget, and risk management plan. It defines how the project will be executed, monitored, controlled and closed.
The project plan is a formal, approved document that guides project execution, monitoring, and control. It defines how project management processes will be implemented and documents key outputs from the planning processes. The main elements of a project plan are the project authorization, project scope, integrated management control plan, and project resource estimates. The plan establishes performance baselines for tracking progress and makes use of various artifacts such as scope statements, schedules, budgets, and management plans.
The project plan is a document that guides project execution and control. It includes key elements such as the project authorization, scope, integrated management plan, and resource estimates. The project scope is based on the detailed solution architecture, which in turn is based on the enterprise architecture. The integrated management plan comprises plans for scope, schedule, cost, quality, human resources, communication, risk, and procurement management. The project plan establishes performance baselines for progress measurement and control.
The project plan is a document that guides project execution and control by defining how the project will be executed, monitored, and controlled. It includes key elements such as the project authorization, scope, integrated management plan, and resource estimates. The plan draws from various artifacts including the solution architecture, which is based on the enterprise architecture. It is developed through iterative planning processes and is a formal, approved document used to manage the project.
The document discusses the key elements of an effective project plan, including authorization, project scope, an integrated management plan, and resource estimates. It emphasizes that the project plan guides both project execution and control by documenting planning assumptions and decisions. The plan establishes baselines for progress measurement and control and defines management review processes. It describes the various artifacts that make up the project plan, such as the project charter, scope statement, schedule, and cost estimates.
The document discusses the key elements of an effective project plan, including authorization, project scope, an integrated management plan, and resource estimates. It describes each element in detail, noting that the project plan guides both project execution and control. The plan is a product of planning processes and addresses questions like what work needs to be done, who has authority, how the work will be completed, and what resources and time are required.
Project management tools and techniquesTata Dinyuy
The different tools and techniques used to plan projects ( both micro and macro projects) including human, material, financial and scheduling techniques (how to draw up Gantt charts, work breakdown schedule, network diagrams and the Program Evaluation and Review Technique)
This document discusses project management group no. 5 and provides an overview of key project management concepts. It defines a project as a temporary endeavor to create a unique product or service. Project management is described as applying knowledge, skills, tools, and techniques to project activities to meet requirements. The document outlines the project management process, which includes integration, scope, schedule, cost, quality, and other components. It also discusses the project life cycle and constraints of time, cost, scope, and quality.
The document describes the WRITE (Wireless Real-time Productivity Measurement) System, which was developed to measure on-site construction productivity in real-time. The WRITE System collects video data using cameras and sensors to calculate productivity metrics. It then compares the real-time productivity data to benchmark values to help project managers identify if adjustments are needed to improve productivity. The system was tested on a bridge reconstruction project and able to provide detailed productivity analysis of different construction operations.
This document discusses construction productivity in the UK and other countries. It notes that productivity levels directly impact economic success. UK productivity lags countries like Germany, France, and the Netherlands. Factors that affect productivity include project management, resource management, labor characteristics, and waste. Improving areas like planning, prefabrication, training, and technology adoption can boost productivity. The document also examines reports that identified issues lowering UK productivity compared to other nations.
The document discusses major influential factors that affect construction productivity. It identifies internal factors like project managers, site managers, design coordination, and resource management as important. Effective project management, which includes tasks like planning, communication, and controlling costs/time, is also key. External factors like weather, the economy, and client involvement can also influence construction productivity. The document emphasizes that managerial skills, experience, and effective leadership are instrumental in maximizing productivity.
This document contains a job description for a customer care role at a construction productivity company. It lists several key responsibilities and requirements for the role, including providing customer assistance, making well-informed decisions, adapting to change, demonstrating understanding and empathy, handling legal issues knowledgeably, communicating effectively, understanding the company's operations, anticipating and solving problems, analyzing information, inspiring and motivating others, and having expertise in areas like project management, quality assurance, and risk management. Financial management skills and experience with requirements analysis are also identified as important qualifications.
This document discusses models for measuring productivity at the company level. It presents a research model that identifies organizational factors, contract management, finance, and others that can impact productivity. It also discusses a project work environment model that examines pre-construction activities, site managers, labor, management factors and systems, and resource management. Finally, it introduces the Performance Ability Ratio (PAR) as a method to measure productivity by comparing current performance to exemplar performance levels. A PAR greater than 1 indicates potential for improved performance.
The document discusses communication in construction projects. It describes various communication instruments used in projects like email, documents, meetings, and drawings. It emphasizes the importance of standardizing communication processes to improve productivity. An effective communication plan outlines responsibilities, information sharing processes, and appropriate communication methods. The document also discusses formal and informal communication flows within projects and between organizations. It presents results from a survey that ranked communication highly among factors influencing construction project productivity.
Poor communication in the construction industry costs at least £20 billion per year in defects. Effective communication is important for reducing defects. Key aspects of good communication on construction projects include: clearly defining communication roles and methods; carefully managing drawing distribution, updates and storage; holding pre-start meetings to establish contact details and communication protocols; and providing technical support and guidance to site workers. Formal meetings and using new technologies can also help facilitate communication.
A change identification and evaluation model is needed to provide early warning to management of potential changes. A process model for managing changes should consider factors that influence changes like causes, likelihood, and consequences. It is important to select an appropriate procurement method and implement dispute resolution, communication systems, and change management processes to minimize the impacts of changes like delays, costs, and disputes.
1. The document discusses managing changes during construction projects to reduce their negative impacts and improve productivity. Effective change management is essential.
2. Many factors can cause changes, including assumptions being proven wrong and external/internal influences. Changes must be identified, their impacts planned for, and coordination ensured across the project.
3. Key aspects of change management are monitoring costs, controlling scope changes, and identifying causes of changes to mitigate negative effects like cost overruns. Change control systems help observe costs and allow timely corrective actions.
The document discusses changes that commonly occur on construction projects. It states that changes are often inevitable as designers and engineers have to make assumptions with limited information, and if any assumption proves wrong, decisions may need revision. It identifies several types and causes of changes, both external such as economic or technological factors, and internal such as design improvements or organizational issues. Effective change management is important to avoid or reduce the negative impacts of changes on productivity and schedules.
PT communication
Science, Politics,Scholarly Articles For Mathematics and Productivity, Religion
http://www.twitlonger.com/show/n_1sphfcg?new_post=true …
Poor communication in the construction industry costs at least £20 billion per year in defects. Effective communication is important for reducing defects. Key aspects of good communication on construction projects include: clearly defining communication roles and methods; carefully managing drawing distribution, updates and storage; holding pre-start meetings to establish contact details and communication protocols; and providing technical support and guidance to site workers. Formal meetings and using new technologies can also help facilitate communication.
1. The document discusses managing changes during construction projects to reduce their negative impacts and improve productivity. Effective change management is essential.
2. Many factors can cause changes, including assumptions being proven wrong and external/internal influences. Changes must be identified, their impacts planned for, and coordination ensured across the project.
3. Tools like scheduling, modeling, and cost control systems can help construction managers monitor costs, identify deviations early, and take corrective actions to reduce overruns from changes. Close monitoring of activities and costs is important for change management.
The document discusses changes that commonly occur on construction projects. It states that changes are often inevitable as designers and engineers have to make assumptions with limited information, and if any assumption proves wrong, decisions may need revision. Effective change management is essential to avoid or reduce the negative impacts of changes, which can result from internal or external factors. The objective of change management is to forecast possible changes and identify those that have already occurred.
The document discusses business planning processes and project management. It explains that all projects should arise from strategic objectives and achieving competitive advantages. The business planning process involves four steps: mission statement, objectives, strategies, and tactics. It also discusses establishing clear communication structures and convening meetings. Project management involves functions like planning, organizing, coordinating, controlling, and leading projects. The document outlines the RIBA Plan of Work, which provides a systematic approach to projects through stages like appraisal, strategic brief, and outline proposals.
The document discusses business performance management for small and medium-sized enterprises. It focuses on challenges such as inefficiencies that result in lost profits. Case studies from the UK estimate average annual lost gross profits of £54,900 for one enterprise group and £215,500 for another. After implementing performance management programs, enterprises saw on average a 9% increase in productivity, 18% improvement in efficiency, and 25% increase in gross profits, among other gains. The document outlines basic principles of continuous improvement, including optimizing the use of resources like labor, materials, and equipment to reduce losses and waste.
This document provides an overview of Total Productive Maintenance (TPM). It discusses the 8 pillars of TPM including OEE/Focused Improvement, Autonomous Maintenance, Planned Maintenance, and others. It outlines the philosophy and goals of TPM including maximizing overall equipment efficiency with zero accidents, defects, and breakdowns. The document also provides examples of TPM implementation including organizing steering committees, establishing key performance metrics, and engaging employees in improvement activities.
The document discusses planning benefits realization from investments in information systems and technology. The main activities in benefits planning include finalizing benefit measurements and changes, obtaining stakeholder agreement on responsibilities, and producing a benefits plan and investment case. Key questions focus on how benefits will be defined, tracked, and reviewed. Executing the plan involves monitoring and evaluating results to identify both achieved and unexpected benefits, as well as benefits not yet achieved and further actions needed.
Organisations are increasingly focusing on benefits management to ensure projects and programmes deliver intended strategic benefits. Benefits management involves identifying, planning, tracking and optimizing the benefits of change initiatives. It helps gain approval for investments and informs strategic decision making. While the practice is still developing, many successful organisations now use benefits management to better link change delivery to strategic goals and realize projected benefits.
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
2. PROJECT MANAGEMENTPROJECT MANAGEMENT
BUSINESS PLANNING PROCESSBUSINESS PLANNING PROCESS
Organisations under takeOrganisations under take
RISKRISK when they need towhen they need to
achieve their businessachieve their business
objectives more effectively.objectives more effectively.
ExpandExpand ONLYONLY when thewhen the
potential benefits out weightpotential benefits out weight
the risk involved.the risk involved.
3. PROJECT MANAGEMENTPROJECT MANAGEMENT
BUSINESS PLANNING PROCESSBUSINESS PLANNING PROCESS
All projects should thereforeAll projects should therefore
arise from a need to fulfil twoarise from a need to fulfil two
main factors such as:main factors such as:
1.1. Specific Strategic ObjectivesSpecific Strategic Objectives
2.2. Achieve competitive advantagesAchieve competitive advantages
4. PROJECT MANAGEMENTPROJECT MANAGEMENT
BUSINESS PLANNING PROCESSBUSINESS PLANNING PROCESS
The business planning process hasThe business planning process has
four essential steps:four essential steps:
RememberRemember ‘‘MOSTMOST’’
Mission StatementMission Statement
States the reason for theStates the reason for the
organisations existence;organisations existence;
Initiates the business planningInitiates the business planning
process;process;
5. PROJECT MANAGEMENTPROJECT MANAGEMENT
BUSINESS PLANNING PROCESSBUSINESS PLANNING PROCESS
Objectives are:Objectives are:
The position;The position;
In quantities terms;In quantities terms;
In qualitative terms;In qualitative terms;
that the organisation wishes to reach;that the organisation wishes to reach;
Must be in a stated period of time.Must be in a stated period of time.
6. PROJECT MANAGEMENTPROJECT MANAGEMENT
BUSINESS PLANNING PROCESSBUSINESS PLANNING PROCESS
Strategies to consider:Strategies to consider:
Design to achieve the objectivesDesign to achieve the objectives
such as:such as:
A set of budgetsA set of budgets
Clear goalsClear goals
Achievable targetsAchievable targets
Statement for needs.Statement for needs.
7. PROJECT MANAGEMENTPROJECT MANAGEMENT
BUSINESS PLANNING PROCESSBUSINESS PLANNING PROCESS
Covering all aspects of the businessCovering all aspects of the business
such as:such as:
PeoplePeople
PremisesPremises
OrganisationsOrganisations
CapitalCapital
Cash.Cash.
8. PROJECT MANAGEMENTPROJECT MANAGEMENT
BUSINESS PLANNING PROCESSBUSINESS PLANNING PROCESS
Tactical plansTactical plans
Individual plans to achieve items such as:Individual plans to achieve items such as:
Defined goalDefined goal
Operations and ProjectsOperations and Projects
The plan describes how the organisationThe plan describes how the organisation
will achieve each element of the strategicwill achieve each element of the strategic
plan.plan.
11. PROJECT MANAGEMENTPROJECT MANAGEMENT
BUSINESS PLANNING PROCESSBUSINESS PLANNING PROCESS
Another way to look at Business planAnother way to look at Business plan
RememberRemember ‘COST’‘COST’
CC Commitment by all concerned to the projectCommitment by all concerned to the project
OO Objectives being clear to all-Scope andObjectives being clear to all-Scope and
MissionMission
SS Strategy to meet the objectives-MilestoneStrategy to meet the objectives-Milestone
PlanPlan
TT Tactical-activities found necessary toTactical-activities found necessary to
achieve to each milestone and solve Problemsachieve to each milestone and solve Problems
15. FUNCTION OF PROJECT MANAGEMENTFUNCTION OF PROJECT MANAGEMENT
FUNCTION OF MANAGEMENT TEAMFUNCTION OF MANAGEMENT TEAM
The basic Management PrinciplesThe basic Management Principles
described by Henri Fayol are:described by Henri Fayol are:
To planTo plan
To organiseTo organise
To co-ordinateTo co-ordinate
To controlTo control
To leadTo lead
17. FUNCTION OF PROJECT MANAGEMENTFUNCTION OF PROJECT MANAGEMENT
The function of Management TeamThe function of Management Team
in more detail are:in more detail are:
To establish the clientsTo establish the clients
objectives and priorities issuesobjectives and priorities issues
such as:such as:
brief formulation;brief formulation;
client organisation;client organisation;
approval powers.approval powers.
18. FUNCTION OF PROJECT MANAGEMENTFUNCTION OF PROJECT MANAGEMENT
Design Project OrganisationDesign Project Organisation
Such as:Such as:
organisation chart;organisation chart;
decision point;decision point;
Relationships;Relationships;
feed back.feed back.
19. FUNCTION OF PROJECT MANAGEMENTFUNCTION OF PROJECT MANAGEMENT
Integrate Client into theIntegrate Client into the
projectproject
client organisationclient organisation
integrated into projectintegrated into project
organisation;organisation;
people responsibilities;people responsibilities;
decision processes.decision processes.
20. FUNCTION OF PROJECT MANAGEMENTFUNCTION OF PROJECT MANAGEMENT
Selection and appointment ofSelection and appointment of
ContributorsContributors
identify contributors;identify contributors;
identify input required;identify input required;
identify when input required andidentify when input required and
duration;duration;
record types of appointment.record types of appointment.
21. FUNCTION OF PROJECT MANAGEMENTFUNCTION OF PROJECT MANAGEMENT
Full brief formulation processFull brief formulation process
Establish need, budget, costEstablish need, budget, cost
plan, cost limit, procurementplan, cost limit, procurement
route.route.
Start value engineering.Start value engineering.
Programme formulation.Programme formulation.
The overall project programme.The overall project programme.
22. FUNCTION OF PROJECT MANAGEMENTFUNCTION OF PROJECT MANAGEMENT
The phase or stage programmeThe phase or stage programme
The design programme.The design programme.
The procurement programme.The procurement programme.
The construction programme.The construction programme.
The commissioningThe commissioning
programmeprogramme..
23. FUNCTION OF PROJECT MANAGEMENTFUNCTION OF PROJECT MANAGEMENT
Activation of the relationshipsActivation of the relationships
between contributorsbetween contributors
Ensure contributors are broughtEnsure contributors are brought
in and integrated into the projectin and integrated into the project
organisation.organisation.
Ensure contributors can performEnsure contributors can perform
as required.as required.
24. FUNCTION OF PROJECT MANAGEMENTFUNCTION OF PROJECT MANAGEMENT
Establish appropriate informationEstablish appropriate information
and communication structure by:and communication structure by:
establishing a full projectestablishing a full project
procedures manual containing;procedures manual containing;
description of formaldescription of formal
communication cannel;communication cannel;
25. FUNCTION OF PROJECT MANAGEMENTFUNCTION OF PROJECT MANAGEMENT
change requests and instructions;change requests and instructions;
drawings framework;drawings framework;
co-ordination project informationco-ordination project information
system;system;
Address index of all contributorsAddress index of all contributors..
26. FUNCTION OF PROJECT MANAGEMENTFUNCTION OF PROJECT MANAGEMENT
Convening and chairing meetings ofConvening and chairing meetings of
contributors at all stages such as:contributors at all stages such as:
Judging the need and frequency;Judging the need and frequency;
Who needs to attend;Who needs to attend;
Agenda setting;Agenda setting;
Minutes and action.Minutes and action.
27. FUNCTION OF PROJECT MANAGEMENTFUNCTION OF PROJECT MANAGEMENT
Monitoring and controllingMonitoring and controlling
Pro-active role;Pro-active role;
Obtaining feedback and under takingObtaining feedback and under taking
analysis;analysis;
Testing outcomes to objectives andTesting outcomes to objectives and
taking corrective action;taking corrective action;
Forecasting;Forecasting;
Integrating and controlling contributors.Integrating and controlling contributors.
28. FUNCTION OF PROJECT MANAGEMENTFUNCTION OF PROJECT MANAGEMENT
Managing completionManaging completion
Commissioning programme;Commissioning programme;
Training of user;Training of user;
As built drawings-user maintenanceAs built drawings-user maintenance
manuals;manuals;
Strategy for occupation or disposal.Strategy for occupation or disposal.
Evaluation of outcomesEvaluation of outcomes
Success in achieving objectives;Success in achieving objectives;
The final feedback loop;The final feedback loop;
29. FUNCTION OF PROJECT MANAGEMENTFUNCTION OF PROJECT MANAGEMENT
SYSTEMATIC APPROACH TO ANYSYSTEMATIC APPROACH TO ANY
PROJECTPROJECT
Royal Institute of British ArchitectsRoyal Institute of British Architects
(RIBA PLAN OF WORK)(RIBA PLAN OF WORK)
31. RIBA PLAN OF WORKRIBA PLAN OF WORK
AppraisalAppraisal
11 Carry out studies to determine theCarry out studies to determine the
feasibility of the Client's requirement.feasibility of the Client's requirement.
22 2A Review with client alternative design2A Review with client alternative design
and construction approaches and theand construction approaches and the
cost Implications.cost Implications.
33 2B Provide information for report on cost2B Provide information for report on cost
implications.implications.
32. RIBA PLAN OF WORKRIBA PLAN OF WORK
B Strategic BriefB Strategic Brief
11 Receive strategic brief prepared by the client.Receive strategic brief prepared by the client.
C Outline ProposalsC Outline Proposals
1 Commence development of Strategic Brief into1 Commence development of Strategic Brief into
Project BriefProject Brief
2 Prepare Outline Proposal2 Prepare Outline Proposal
3A Provide an approximation of construction3A Provide an approximation of construction
costs. ORcosts. OR
3B Provide information for cost planning.3B Provide information for cost planning.
33. RIBA PLAN OF WORKRIBA PLAN OF WORK
4 Obtain Client approval to Outline4 Obtain Client approval to Outline
Proposals and approximate constructionProposals and approximate construction
cost.cost.
5 Co-operate with Planning Supervisor5 Co-operate with Planning Supervisor
where applicable.where applicable.
34. RIBA PLAN OF WORKRIBA PLAN OF WORK
D Detailed ProposalsD Detailed Proposals
1 Complete developments of Project Brief.1 Complete developments of Project Brief.
22 Develop the Detailed Proposal fromDevelop the Detailed Proposal from
approved Outline Proposals.approved Outline Proposals.
3A Prepare a cost estimate. OR3A Prepare a cost estimate. OR
3B Provide information for preparation of3B Provide information for preparation of
cost estimate.cost estimate.
4 Consult statutory authorities.4 Consult statutory authorities.
35. RIBA PLAN OF WORKRIBA PLAN OF WORK
5 Obtain Client approval to the Detailed5 Obtain Client approval to the Detailed
Proposal showing spatial arrangements,Proposal showing spatial arrangements,
material and appearance, and a costmaterial and appearance, and a cost
estimate.estimate.
6 Prepare and submit application for full6 Prepare and submit application for full
planning permission.planning permission.
36. RIBA PLAN OF WORKRIBA PLAN OF WORK
E Final ProposalsE Final Proposals
1 Design Final Proposals from approved1 Design Final Proposals from approved
Detailed Proposals.Detailed Proposals.
2A Revise cost estimate.2A Revise cost estimate.
2B Provide information for revision of cost2B Provide information for revision of cost
estimate.estimate.
3 Consult statutory authorities on3 Consult statutory authorities on
developed design proposals.developed design proposals.
37. RIBA PLAN OF WORKRIBA PLAN OF WORK
44 Obtain Client approval to type ofObtain Client approval to type of
construction, quality of materials, standardconstruction, quality of materials, standard
of workmanship and revised costof workmanship and revised cost
estimate.estimate.
5 Advise on consequences of any5 Advise on consequences of any
subsequent changes on cost andsubsequent changes on cost and
programme.programme.
38. RIBA PLAN OF WORKRIBA PLAN OF WORK
F Production InformationF Production Information
1 Prepare production information for tender1 Prepare production information for tender
purposes.purposes.
2A Prepare schedules of rates and/or2A Prepare schedules of rates and/or
quantities and/or schedules of works forquantities and/or schedules of works for
tendering purposes and revise costtendering purposes and revise cost
estimate. ORestimate. OR
39. RIBA PLAN OF WORKRIBA PLAN OF WORK
2B Provide information for preparation of2B Provide information for preparation of
tender pricing documents and revision oftender pricing documents and revision of
cost estimate.cost estimate.
3A Prepare and make submissions3A Prepare and make submissions
under building acts and/or regulations forunder building acts and/or regulations for
other statutory requirements. ORother statutory requirements. OR
3B Prepare and give building notice3B Prepare and give building notice
under building acts and/or regulations (notunder building acts and/or regulations (not
applicable in Scotland).applicable in Scotland).
40. RIBA PLAN OF WORKRIBA PLAN OF WORK
4 Prepare further production information4 Prepare further production information
for construction purposes.for construction purposes.
G Tender documentsG Tender documents
11 Prepare and collate tender documents inPrepare and collate tender documents in
sufficient detail to enable a tender orsufficient detail to enable a tender or
tenders to be obtained.tenders to be obtained.
22 Where applicable pass final informationWhere applicable pass final information
to Planning Supervisor for pre-tenderto Planning Supervisor for pre-tender
Health and Safety Plan.Health and Safety Plan.
41. RIBA PLAN OF WORKRIBA PLAN OF WORK
3A Prepare pre-tender costs. OR3A Prepare pre-tender costs. OR
3B Provide information for preparation of3B Provide information for preparation of
pre-tender cost estimatepre-tender cost estimate
H Tender ActionH Tender Action
1 Contribute to appraisal and report on1 Contribute to appraisal and report on
tenders negotiations.tenders negotiations.
2 If instructed revise production information2 If instructed revise production information
to meet adjustments in the tender sum.to meet adjustments in the tender sum.
42. RIBA PLAN OF WORKRIBA PLAN OF WORK
J MobilisationJ Mobilisation
1 Provide production information as1 Provide production information as
requested for the building contract and forrequested for the building contract and for
construction.construction.
K Construction to Practical CompletionK Construction to Practical Completion
1 Make visits to the works in connection1 Make visits to the works in connection
with the Architect's design.with the Architect's design.
43. RIBA PLAN OF WORKRIBA PLAN OF WORK
2 Provide further information reasonable2 Provide further information reasonable
required for construction.required for construction.
3 Review design information from3 Review design information from
contractors or specialists.contractors or specialists.
4 Provide drawings showing the building4 Provide drawings showing the building
and main lines of drainage and other Iand main lines of drainage and other I
information for the Health and Safety File.information for the Health and Safety File.
44. RIBA PLAN OF WORKRIBA PLAN OF WORK
5 Give general advice on operation and5 Give general advice on operation and
maintenance of the building.maintenance of the building.
L After Practical Completion.L After Practical Completion.
1 Identify defects and make final1 Identify defects and make final
inspections.inspections.
2A Settle Final Account. OR2A Settle Final Account. OR
2B Provide information required by others2B Provide information required by others
for settling final account.for settling final account.