This document provides an overview of a presentation on project success through excellent contract management. It discusses why procurement and contract management are important for project managers. It outlines the agenda which will cover modern developments in these areas, a seven stage procurement and contract management model, and things project managers should consistently do well. It also defines procurement and discusses how the definition and understanding of procurement has expanded with developments like considering outcomes, benefits, whole lifecycles, and the need for collaboration in complex projects.
PetroSync - Advanced Contract Negotiation and Post-Contract ManagementPetroSync
While many negotiation courses address the topic in a general light, this workshop is specifically focused upon the Oil and Gas commercial relationship negotiation interface. You will learn how to become an effective negotiator in the context of a commercial contracting – you will realize that negotiations is not merely an event, but rather an inter-related phase in a larger process. When should you negotiate? How can you best prepare for negotiations with commercial partners in the Oil and Gas sector? Why are internal negotiations with stakeholders sometimes tougher than negotiating with external commercial partners? These are just some of the easier questions we will address in this interactive session.
PetroSync - Advanced Contract Negotiation and Post-Contract ManagementPetroSync
While many negotiation courses address the topic in a general light, this workshop is specifically focused upon the Oil and Gas commercial relationship negotiation interface. You will learn how to become an effective negotiator in the context of a commercial contracting – you will realize that negotiations is not merely an event, but rather an inter-related phase in a larger process. When should you negotiate? How can you best prepare for negotiations with commercial partners in the Oil and Gas sector? Why are internal negotiations with stakeholders sometimes tougher than negotiating with external commercial partners? These are just some of the easier questions we will address in this interactive session.
Procurement system in the Indian construction industry issues and remediesPavitr1203
Procurement System in the Indian Construction Industry Issues and Remedies by Pavitra Sharma - Master of Science Candidate in Construction Management at Arizona State University, Tempe AZ
This program is designed for those involved in drilling and service contracts from both the operator and contractor perspective. Attendees will actively participate in discussions pertaining to contracting philosophy and terms as well as industry custom and practice.
The program will cover all aspects of contracts including the tender process, letters of intent, contract negotiation, contract administration, ethics considerations and dispute resolution. Special emphasis will be placed on the most controversial and highly negotiated provisions of drilling and service contracts, the impact of decisions in the pending Macondo litigation and contract administration in the event of a crisis.
While the program will focus on offshore and land daywork drilling contracts, incentive contracts (footage, turnkey and performance bonus) and variable day rate drilling contracts will also be reviewed and analyzed along with oil service contracts.
Guide to BS8534 British Standard on ProcurementSarah Fox
A guide to the British Standard, BS8534:2011 “Construction procurement policies, strategies and procedures – code of practice.”
This short note sets out some of the content of the Standard and how it links with the Briefing Checklist for Advisers www.slideshare.net/sarahjvfox/construct-checklist
The guide was developed by Sarah Fox, author of the 500-Word Contract.
For help writing simpler contracts or understanding complex ones, including ensuring your contract processes meet best practice and British Standards, email: sarah@500words.co.uk or visit www.500words.co.uk
Guide to Construction Procurement StrategiesSarah Fox
A guide to the three most common procurement strategies used on UK construction projects:
1. Traditional or general contracting
2. Design and build
3. Management based (covering management contracting, construction management and prime contracting).
Many construction professionals stick with what they know when choosing or recommending procurement, risk and contract strategies. However, making an informed choice can reduce the risk of conflict later. The comparison of the different strategies is partly based on Which Contract? By Cox, Clamp and Lupton.
This guide was developed by Sarah Fox, author of the 500-Word Contract. Using her 20 years' experience with construction projects, she gives you the confidence to use the right contracts for project success. The right contracts depend on the right procurement and risk strategies.
To find out more about her contract workshops, visit www.500words.co.uk or email sarah@500words.co.uk
design bid build or Traditional contract shortcomings and alternative method,...Tehmas Saeed
discussion of time, quality and cost, Factors which shape and influence project success.procurement selection criteria, matrix, risk allocation of different contractual arrangements, procurement strategy,
Project Delivery Method: Logic and Tool to Make an Informed Choice / Bill Hale and Bill O’Brien. Presented at the 2016 CTR Symposium: http://ctr.utexas.edu/ctr-symp/
This presentation covers business English vocabulary related to projects and project management. Visit www.BusinessEnglishPod.com to view the video version of this presentation.
Procuring for agile: thoughts on what good looks like webinar
Thursday 23 April 2020
presented by
Dr Jon Broome, Olubukola Feyisetan, John Lake, Jason Sprague, Will Webster
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/procuring-for-agile-thoughts-on-what-good-looks-like-webinar/
Procurement system in the Indian construction industry issues and remediesPavitr1203
Procurement System in the Indian Construction Industry Issues and Remedies by Pavitra Sharma - Master of Science Candidate in Construction Management at Arizona State University, Tempe AZ
This program is designed for those involved in drilling and service contracts from both the operator and contractor perspective. Attendees will actively participate in discussions pertaining to contracting philosophy and terms as well as industry custom and practice.
The program will cover all aspects of contracts including the tender process, letters of intent, contract negotiation, contract administration, ethics considerations and dispute resolution. Special emphasis will be placed on the most controversial and highly negotiated provisions of drilling and service contracts, the impact of decisions in the pending Macondo litigation and contract administration in the event of a crisis.
While the program will focus on offshore and land daywork drilling contracts, incentive contracts (footage, turnkey and performance bonus) and variable day rate drilling contracts will also be reviewed and analyzed along with oil service contracts.
Guide to BS8534 British Standard on ProcurementSarah Fox
A guide to the British Standard, BS8534:2011 “Construction procurement policies, strategies and procedures – code of practice.”
This short note sets out some of the content of the Standard and how it links with the Briefing Checklist for Advisers www.slideshare.net/sarahjvfox/construct-checklist
The guide was developed by Sarah Fox, author of the 500-Word Contract.
For help writing simpler contracts or understanding complex ones, including ensuring your contract processes meet best practice and British Standards, email: sarah@500words.co.uk or visit www.500words.co.uk
Guide to Construction Procurement StrategiesSarah Fox
A guide to the three most common procurement strategies used on UK construction projects:
1. Traditional or general contracting
2. Design and build
3. Management based (covering management contracting, construction management and prime contracting).
Many construction professionals stick with what they know when choosing or recommending procurement, risk and contract strategies. However, making an informed choice can reduce the risk of conflict later. The comparison of the different strategies is partly based on Which Contract? By Cox, Clamp and Lupton.
This guide was developed by Sarah Fox, author of the 500-Word Contract. Using her 20 years' experience with construction projects, she gives you the confidence to use the right contracts for project success. The right contracts depend on the right procurement and risk strategies.
To find out more about her contract workshops, visit www.500words.co.uk or email sarah@500words.co.uk
design bid build or Traditional contract shortcomings and alternative method,...Tehmas Saeed
discussion of time, quality and cost, Factors which shape and influence project success.procurement selection criteria, matrix, risk allocation of different contractual arrangements, procurement strategy,
Project Delivery Method: Logic and Tool to Make an Informed Choice / Bill Hale and Bill O’Brien. Presented at the 2016 CTR Symposium: http://ctr.utexas.edu/ctr-symp/
This presentation covers business English vocabulary related to projects and project management. Visit www.BusinessEnglishPod.com to view the video version of this presentation.
Procuring for agile: thoughts on what good looks like webinar
Thursday 23 April 2020
presented by
Dr Jon Broome, Olubukola Feyisetan, John Lake, Jason Sprague, Will Webster
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/procuring-for-agile-thoughts-on-what-good-looks-like-webinar/
Pearson HND BTEC Level 5 HNDManaging a Successful Business Pr.docxAASTHA76
Pearson HND BTEC Level 5 HND
Managing a Successful Business Project (MSBP)
LO 1
[email protected]
Managing a Successful Business Project
Learning Outcomes
By the end of this module you will be able to:
Establish project aims, objectives and timeframes based on the chosen theme.
Conduct small-scale research, information gathering and data collection to generate knowledge to support your project.
Present your project and communicate appropriate recommendations based on meaningful conclusions drawn from the evidence findings and/or analysis.
Reflect on the value you have gained from conducting a project and its usefulness to support sustainable organisational performance.
LO1 : Establish project aims, objectives and timeframes based on the chosen theme.
P1 - Devise project aims and objectives for a chosen scenario.
P2 - Produce a project management plan that covers aspects of cost, scope, time, quality, communication, risk and resources.
P3 - Produce a work breakdown structure and a Gantt Chart to provide timeframes and stages for completion.
What is project management and what does it involve?
What is project management and what does it involve?
Most firms day to day operations serve customers through a network of inter connecting business processes, as business volumes change, the loading on these processes can increase or decrease (Nokes et. al. 2003) and there is often a need for some adaption in each process.
There may be a cumulative effect of many adaptions just to change of one of the processes, and as markets are subject to rapid change firms cannot afford to wait for gradual adaptions to take effect, therefore projects are required to provide a structure for making changes at a faster rate.
Nokes et al suggests that “ as markets increase and product cycles shorten the importance of projects will increase”. Projects are required to replace old and inefficient ways of doing things to methods better suited to modern market conditions.
Projects and the management of projects may be needed to tackle new problems.
Benefit of using case studies
In the aftermath of a series of acquisitions and mergers, a large financial services firm found itself attempting to operate with nearly seven hundred job titles for many similar positions due to the continued use of multiple legacy HR systems. The organization wanted to develop and implement a common set of job families and titles that could be used across the entire organization. Realizing the complexity of the task as well as a lack of internal expertise, they decided to seek external resources to carry out the work (Kaplan & Norton, 1996).
In order to begin developing a general overview of the project’s scope and cost, it is often helpful to collect information about how others have approached the same issue. This can be done through informal benchmarking efforts, consulting with colleagues.
How do you define a successful project? Primarily a project needs to deliver on few basic parameters that can be used to validate if the project really provided the value it intended!
12 Terms You Should Know | Project Management Fundamentals
12 key terms that we think everyone should know (from beginners to experts)
12 key project management terms that she thinks everyone involved with projects should know. No longer get confused when confronted with unfamiliar terms
#projectmanagement #terms #tips #Tamdeed
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APM webinar hosted by the Scotland Network on 14 May 2024.
Speakers: Chris Drysdale and Peter Huggett
An interactive session discussing how Project Managers can identify mental health symptoms, provide tools to help themselves and others, plus also increase the capabilities of the Project Management function. This webinar was held on 14 May 2024.
The covid-19 pandemic led to concerns about a worsening of mental health & wellbeing across the world and increased awareness in both society and the workplace. This webinar looks to advise the benefits of having a Mental Health First Aid function in the workplace whilst also providing tools and techniques that can be readily used and applied to yourself and colleagues. Additionally, there are wider benefits to Project Management which will be proposed and discussed.
Making communications land - Are they received and understood as intended? webinar
Thursday 2 May 2024
A joint webinar created by the APM Enabling Change and APM People Interest Networks, this is the third of our three part series on Making Communications Land.
presented by
Ian Cribbes, Director, IMC&T Ltd
@cribbesheet
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/making-communications-land-are-they-received-and-understood-as-intended-webinar/
Content description:
How do we ensure that what we have communicated was received and understood as we intended and how do we course correct if it has not.
APM Welcome
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Professor Adam Boddison OBE, Chief Executive Officer, APM
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM welcome from CEO
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Projecting for the Future: Harmonising Energy and Environment
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Graham Winch, Professor of Project Management, Alliance Manchester Business School
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM launched Projecting the Future in June 2019 to debate the challenges and opportunities for the profession, building on the 2017 Future of Project Management exercise conducted by Arup and University College London. This presentation provides the initial results from this third phase of reflection on the future of our profession.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
New to Nuclear - Transition into nuclear from other sectors
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Elaine Falconer, Head of Profession for Project Management, Jacobs
and
Karen Williams, Project Manager, Jacobs
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
In this session, Jacobs shared insights and learning from its ‘New to Nuclear’ programme designed to support mid-career and lateral entrants whose existing skills and expertise can be utilised in the nuclear sector.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Tell us what to do, not how to do it
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Alan Livingstone, Project Delivery Lead, UK&I Water Sector, Stantec
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
How the Stantec Project Management Framework provides our PMs with the flexibility to deliver projects of varying complexity, across a variety of different sectors, within a Global Organisation.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
The Future is Fractional
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Karen Frith, Founder & Managing Partner, Greenlight Partners
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
Discovering the transformational impact of working with fractional experts. Learning how businesses and professionals are embracing fractional roles and how they’re redefining work structures for optimal agility and efficiency.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Lessons learned across projects
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Barney Harle, Head of Major Projects, Manchester City Council
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
What are my key takeaways from working on a vast array of projects including the recent 30+ low carbon and decarbonisation schemes at Manchester City Council?
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Agile Adaptability: Navigating Project Management in a Dynamic World
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Nathan Lumb, Partners Project Manager, GEIC
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This presentation delved into the vital role adaptability plays in modern project management.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Inclusive Practices in Project Management: Leveraging Digital Frameworks for Diverse Minds
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Caroline Keep, PhD researcher Digitization in Education Organisation, University of Central Lancaster
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This talk aimed to provide actionable insights and strategies for embedding inclusivity into the fabric of project management, thereby unlocking the new dimensions of productivity and innovation in the digital sphere.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Leadership - the project professionals secret weapon
Wednesday 24 April 2024
APM East of England Network
Presented by:
Chris MacLeod
Keep up to date with the APM East of England Network:
https://www.apm.org.uk/community/east-of-england-network/
Content description:
“I’m a Project Manager”.
That’s often what we tell family, friends and peers when asked what we do. But is it really a fair description? It may well be our role title, but it probably doesn’t convey a lot of what we actually do.
This presentation and discussion is about going beyond the frameworks, processes and stereotypes associated with project management and exploring the leadership roles we all in fact perform.
“I provide leadership focused on delivering projects and change for organisations”
APM Project Management Awards - Hints and tips for a winning award entry webinar
Thursday 18 April 2024
The APM Awards overview and the resources of this webinar:
https://www.apm.org.uk/apm-awards/
Content description:
Ahead of the APM Awards 2024, find out from our expert panel what elements make a winning APM Award entry.
Learn how to choose the category best suited to you or your company.
Answers provided to those all-important questions:
-What importance does the criteria hold?
-What are the judging panel looking for?
-How should I structure my entry?
-What additional evidence is acceptable?
-What will give my entry an edge?
X hashtag: #APMawards
The Vyrnwy Aqueduct Modernisation Programme webinar
Wednesday 17 April 2024
APM North West Network
Presented by:
Katie Rowlands
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/the-vyrnwy-aqueduct-modernisation-programme-webinar/
Content description:
Spotlight on the Vyrnwy Aqueduct Modernisation Programme and the challenges facing a large project within Cheshire.
The Vyrnwy Aqueduct Modernisation Programme is one of United Utilities largest projects focused on the modernisation of three 42” aqueducts that carry clean drinking water across the North West.
This webinar covered the Vyrnwy project and an insight into the project challenges that face a live project within the Cheshire area.
APM event hosted by the London Network on 10 April 2024.
Speaker: Nick Fewings, MD of Ngagementworks
In March 2022, Nick Fewings, Ngagementworks, MD of Ngagementworks, published Team Lead Succeed, based on his 30+years of both leading operational and project teams, and subsequently facilitating team development around the world.
It has become a best seller, with a 96% 5-star review rating, and has been read on 5 of the 7 continents.
In this interactive session, Nick will share learning from Team Lead Succeed that can be applied immediately and make a positive difference to your teamwork.
Nick will share the importance of knowing both WHO is in your team and also HOW effective your teamwork is.
Only 10% of teams achieve high-performance, with 50% being average and 40% dysfunctional.
In this session, delivered by award-winning conference speaker Nick Fewings, and author of best-seller Team Lead Succeed, Nick will share his 30+ years of leading teams and facilitating team development.
Nick has profiled 1,000 of individuals and worked with 100s of teams.
Those attending will benefit from understanding;
Why many projects fail to achieve their goals.
Not relying on just measuring KPIs.
The importance of knowing WHO is in your team, both from a behavioural and technical skills aspect.
The 16 areas of high-performance teamwork, and their importance.
https://www.apm.org.uk/news/team-lead-succeed-helping-you-and-your-team-achieve-high-performance-teamwork-2/
Currently Knowledge Transfer Subject Matter Expert (Commercial) in the UKDT PMO on the Peru Reconstruction Plan. Stuart has more than 25 years’ track record of commercial and contract management experience working across both public and private sector projects, as well as more than 20 years’ experience in the development and delivery of professional training. As well as working for Gleeds in the UK and Peru, Stuart has also worked in China for Gleeds and has supported people development in Gleeds’ offices in Egypt and Poland. Stuart has been well placed to support the adoption of the NEC and UK Cost Management best practice in Peru – he was Chair of the RICS New Rules of Measurement (NRM) initiative and was heavily involved in the creation of the RICS Black Book Guidance (best practice in cost management).
APM event hosted by the Midlands Network on 11 April 2024.
Speaker: Carole Osterweil
Data is power. AI changes everything.
If the claims about both are true, how can we ensure we use data and AI well? And what does it mean for the very things which make us human - our feelings?
In this workshop Carole will draw on material from her ground-breaking book, Neuroscience for Project Success: why people behave as they do to answer both questions.
“We like to think our decision making is completely rational. However, once there's an element of uncertainty, conscious assessments are only part of the story. Two other inputs, both subconscious and driven by our innate need to survive, have a big impact.
One, automatic reactions driven by cognitive biases, gets plenty of airtime.
The other input, our raw visceral emotions might be scary to talk about and less understood - but that’s not a reason to pretend they don’t exist!”
This interactive workshop will draw on material from Carole’s book, Neuroscience for Project Success: why people behave as they do, published by APM in 2022.
You’ll come away with:
a clear understanding of how the human brain works.
a framework that:
explains ‘why people behave as they do’.
makes it easier to talk about feelings in a matter-of-fact way (so that they become part of your conscious data set)
new insights into yourself and your projects in a world that’s often characterised by stress and disorder.
Act on these insights and you’ll see the impact - on your teams and stakeholders, your decisions about how to use data and AI, and ultimately your project outcomes.
AI in the project profession: examples of current use and roadmaps to adoption webinar
Wednesday 27 March 2024
Association for Project Management
Speaker panel:
Andy Murray, James White, James Garner, Karina Singh and Alex Robertson
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/ai-in-the-project-profession-examples-of-current-use-and-roadmaps-to-adoption-webinar/
Content description:
Disruptive technology and accelerating change is the now the norm within business. Advancements that feel relatively recent are already becoming embedded into business-as-usual activity. AI is one such advancement; it is already being used and having real-world impacts across the project profession.
To help P3M professionals understand the implications of this change, APM invited representatives from organisations that have introduced or are preparing to introduce AI into their project workstreams, to explain their approach and share their insight with fellow professionals.
This webinar on explored how AI is currently being used in project and programme management, and how organisations are gearing up for its adoption.
Katharine works for WRAP which is a climate action NGO working in more than 40 countries around the globe to tackle the causes of the climate crisis and give the planet a sustainable future. In this session, you will learn about WRAP’s plastics programme and how sustainability has been incorporated as a core value in delivery of the programme, with the aim of inspiring the audience to take action in their own work.
Kai-Fu Lee predicted that AI would change the world more than anything in the history of humanity – even electricity. It would disrupt how we live and work, how we operate our businesses, the core products and services on offer and the way in which we build technology.
However, in 2024 the impact of AI can no longer be discussed in future tense. With Microsoft copilot now publicly available, the change is already upon us. There is no consultation period or ‘unsubscribe’ button.
Project management professionals are likely to be asked to manage AI projects - and we are expected to skilfully use AI in our daily work lives. While overwhelming, this is not the first time we’ve had to adapt.
Sarah helps her audience sharpen their cutting-edge skills by answering:
What do I need to know about AI right now?
If I’m asked to work on an AI project, what techniques do I need to be successful?
Where do I start my own learning journey to upskill and prepare?
Sarah’s expertise in advanced agile and experience in highly regulated Finance environments give her a unique perspective into balancing governance with technical innovation. She uses her own experience building an AI solution in 2023 to share practical, widely applicable concepts in an “AI for project managers” 101 style session.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...
Contract and procuremet guide evening launch slides 05 10-17
1. 1
Welcome
to
the
Project
success
through
excellent
contract
management
:
an
overview
of
the
new
guide
by
Dr
Jon
Broome,
chair
of
C&P
SIG
Why
you
came
?
§ why
(almost)
every
project
manager
should
have
knowledge
&
skill
in
contracts
&
procurement to
be
effective;
§ modern
developments
in
contracts
&
procurement;
§ the
seven
stage
procurement
and
contract
management
model
and
the
level
two
activities
that
sit
beneath
them
§ (small)
things
that
highly
effective
project
managers
and
project
procurement
professionals
should
do
consistently,
consistently
well.
Agenda
§ Aims
&
Agenda
+
Intros
§ Modern
developments
&
why
C&P
affects
you
even
more
§ The
seven
stage
model
with
stories
&
vignettes
to
illustrate
some
of
the
stages
§ Summary
of
things
you
should
do
The
intended
readership
The
intended
audience
for
the
Guide
is
:
vProject
managers
and
project
procurement
professionals
who
would
like
a
guide
on
how
P3
procurement
&
contract
management
operates
vStakeholders
– both
internal
and
external
to
the
project
team
-‐ who
need
to
increase
their
awareness
of
project
procurement
e.g.
finance,
engineers
etc
2. 2
Intro’s
:
who
are
you
?
§ Sector
?
– Oil
?
– Construction
&/or
civil
engineering
?
– IT
?
– Heavy
engineering
?
– Other
?
§ Role
?
– Project
Manager
– Procurement
professional
– Legal
– Commercial
– Other
?
What
is
Procurement ?
§ APM
Body
of
Knowledge
5th
edition (Section
5.4)
§ "Procurement
is
the
process
by
which
the
resources
(goods
and
services)
required
by
a
project
are
acquired.
It
includes
the
development
of
the
procurement
strategy,
preparation
of
contracts,
selection
and
acquisition
of
suppliers,
and
management
of
the
contracts."
APM
Body
of
Knowledge
6th
edition (definition)
§ “Procurement
is
the
process
by
which
products and
services are
acquired
from
an
external
provider
for
incorporation
into
the
project,
programme
or
portfolio.”
Why
is
Procurement
Important
?
§ If
80
– 90%
of
a
projects
spend
is
outsourced
in
some
way,
then
might
having
the
right
organisations
and
people
on
board
with
good
contracts
in
place
be
helpful
?
§ Research
shows
that
good
procurement
decisions
can
have
just
as
much
effect
on
delivering
projects
to
time,
cost
and
performance
as
technical
decisions.
§ A
Project
Manager
can
only
manage
a
sub-‐project
/
contract
through
the
cards
he
or
she
is
dealt.
Procurement
is
about
the
cards
you
deal
yourself.
Contracts
management
is
about
how
you
play
them.
3. 3
Procuring
at
a
higher
level.
Developments
since
the
last
Guide
§ The
Project
Life-‐Cycle
now
includes
Operation
&
arguably
Termination.
APM Guide to Contracts and Procurement
6
operate’ concept; more commonly known as the private finance initiative (PFI)
or public private partnership (PPP).
n An increasing need for collaboration in order to deliver projects, as no longer
can a single organisation do it all due to the increasing complexity of both
technology and society, in some sectors.
n Selection of providers, in some cases almost wholly, on the basis of their
cultural and technical capabilities. This is increasing due to the ‘end product’
being not fully defined or being a moving target. What is being bought is
therefore the capability to develop a solution rather than delivery to fixed start
and end points. The procurement cycle is therefore increasingly used to
leverage the know-how of the supply chain to deliver competitive advantage.
n Conditions of contract are being designed to align motivations and be more
relationship based, i.e. define how parties work together, as opposed to trying
and often failing to define illusory fixed end states. An example of this trend is
the growing use of the New Engineering Contract version 3 (NEC3) family of
contracts in the engineering and construction industries and elsewhere.
n The emergence of programme management; defined as:
Figure 1.3 Expansion of the project life cycle (from APM Body of
Knowledge 6th edition)
Developments
since
the
last
Guide
§ There
is
a
greater
emphasis
on
outcomes,
benefits
&
wlc’s.
§ The
Project
Life-‐Cycle
has
expanded
to
include
Operation
&
Termination.
§ As
technology
&
society
get
more
complex,
there
is
an
increasing
need
for
collaboration
to
deliver
projects.
§ Selection
therefore
includes
culture
and
capabilities
as
the
end
‘product’
cannot
be
fully
defined.
§ Contracts
need
to
align
motivations
and
be
more
relationship
based
i.e.
define
how
parties
work
together.
§ Consequently,
procurement
literature
should
cover
the
procurement
of
‘sub-‐projects’
/
Packages
with
the
above
characteristics,
not
just
goods
&
services.
§ This
can
be
for
a
Programme
or
even
Portfolio
of
contracts.
APM
Body
of
Knowledge
6th
edition (definition)
§ “Procurement
is
the
process
by
which
products
and
services
are
acquired
from
an
external
provider
for
incorporation
into
the
project,
programme
or
portfolio.”
So,
given
these
developments,
IS
THIS
DEFINITION
FIT
FOR
PURPOSE
?
4. 4
A
new
definition
for
Procurement
?
“Procurement
is
the
process
by
which
the
benefits,
enhanced
capability,
functions
/
performance
or
resources
(goods
&
services)
required
from
or
by
a
project
or
programme
are
acquired.
It
includes
deciding
the
Package
Breakdown
Structure
(PaBS)
and,
for
each
package,
the development
&
implementation
of
the
§ a contracting
strategy
§ contract
documents,
including
the
specific
scope
/
requirement
§ process
and
evaluation
criteria
for
selection
and
award
leading
to
the
effective
management
and
administration
of
the
contracts
once
entered
into."
3
of the size of the project or programme. For a small procurement, it may mainly
be a thought process. However, the larger the project or programme, the more
thoughtshouldbeappliedwithmoreformalityintermsofrecordingthedecisions
made and reasons why. Indeed, for a major procurement exercise, this guide
could be used as the starting point for the process of developing the required
contracts and an aid to seeking further detailed advice or guidance if required.
We believe that you will find the following chapters a useful introduction to
each of these activities and it will spur you on to further develop your under-
standing and skills in these areas.
Figure 1.1 The procurement guide life cycle stages
Why
‘Concept
&
Feasibility’
?
§ We
are
talking
about
the
business
case.
§ How
much
will
this
change
?
§ If
significant
/
critical
parts
are
going
to
be
outsourced,
how
can
you
not
consider
the
market
and
likely
packages
&
their
procurement
&
commercial
arrangements.
Introduction
prevailing environment external to the project, e.g. changes in legislation,
businesscontext,politics,etc.Theconditionsofcontractputinplaceforpackages
should not only accommodate change, but should also allow the employer the
flexibility to influence package outcomes (e.g. to reduce the ultimate cost by the
application of good project management).
Simply having a good provider in place with conditions of contract which
enable the management of change is unlikely to be enough to achieve optimum
The cost influence curve: Prior study10
has pointed out that it is early in
the project that the ability to influence the outcome in terms of cost is the
greatest. Typically, during the initial weeks/months of the project, the
project’s critical elements are shaped, including the involvement patterns
of the project sponsor.
Figure 1.4 Cost influence curve (after Rocque)
Conversely the investment in the project (its cost) rises throughout the
project thus the risk of there being wasted investment also increases (for
example if a provider needs to be changed due to performance or other
issues developing).
§ Shouldn’t
PMs
and
procurement
professionals
be
involved
at
an
early
stage
then
?
APM Guide to Contracts and Procurement
18
1. Develop the ‘strategic’ business case (SBC).
2. Gain support of a business case sponsor.
3. Identify and analyse stakeholders.
4. Decide which stakeholders to engage with and when.
5. Assess stakeholder views in order to:
a. Develop the project brief.
b. Identify and develop the high-level options and produce the options paper.
c. Estimate the overall project cost in the context of the overall endeavour.
6. Assess and Select the best option(s), involving key stakeholders in the
process.
7. Develop a project scope statement for the preferred option(s) including an
initial budget and an overall programme plan with contingencies.
8. Refine/update the SBC, including budget, programme plan and contingencies.
9. Conduct a gateway review in order to obtain a decision on whether to proceed
with the project or not, and if it is a medium or major project for organisation;
(9a) involve the future project board/steering group.
Figure 2.1 Process diagram for the concept and feasibility stage
5. 5
A
few
comments
…
Activity
5:
Development
of
the
Project
Brief.
The
Project
Brief
is
a
high–level
outline
specification,
in
terms
of
capability
or
functions
and
performance
levels,
of
stakeholders’
(customers/clients)
needs
and
requirements
for
the
project
needed
to
deliver
the
agreed
Benefits.
This
would
include
the
Benefits
being
refined
where
possible
into
tangible
or
measurable
Success
Criteria.
Activity
7
:
Develop
Project
Scope
Statement
§ What’s
in,
what’s
out
and
what’s
a
maybe
?
§ High
level
boundaries
/
constraints.
§ High
level
project
breakdown
structure
for
costing
&
planning.
§ Threats
&
Opportunities
37
strategies are developed and providers are selected.
3.3 Activities
The key activities of this phase are illustrated in Figure 3.2 and described in the
following sections.
Figure 3.2 Process diagram for the project procurement strategy stage
Example
‘Make
or
Buy’
Criteria
Procuring
at
a
higher
level.
6. 6
38
if EU procurement legislation is not mandated, it is wise to demonstrate fairness
in provider selection to avoid reputational damage.
3.3.2 Activity 1: Determine the high-level PaBS
The PaBS is developed via an iterative process, usually starting as relatively
high-level and then being refined via consultation. The initial PaBS may be formed
by breaking the overall project down into an initial hierarchy by considering the
terms as shown in Table 3.1, which uses a solar power station as an example.
Table 3.1 Example high-level package terms for a solar power station
Example for a solar power station
Business benefits, resulting from the
completed project
Quantified increase in revenue and earnings
from the completed project. Desired ROCE
Success criteria, by which the project can be
judged at the time of its completion
CAPEX (capital expenditure) within budget;
completion on or before planned date; initial
OPEX (operational expenditure) within
budget
Enhanced capabilities that are delivered to the
customer organisation(s)
Total power able to be generated, efficiency in
terms of converting lumens to power
Deliverables that provide this capability The design; main construction works including
foundations, operator facilities, access roads,
solar panels; converters; high-voltage wires
connecting to grid, etc.
Work breakdown structure (WBS) of the
goods and Services that make up each
deliverable.
e.g. For the foundations; holes to be dug,
concrete, reinforcing bar, etc.
Based
on
a
true-‐life
story
…
45
Project procurement strategy
Figure 3.3 Example package breakdown structure (PaBS)
Figure 3.4 PaBS development for a wind-farm project
Having gone through a number of iterations with all of the potential packages,
the end result should be that every item in the project works hierarchy is in one
of the packages, but in one package only, e.g. in terms of goods and services,
there is a ‘hard’ boundary with no duplication or overlap between packages. This
should be documented in a scope/responsibility matrix that identifies allocation
of ownership for all package components.
You
want
‘hard’
boundaries
between
Packages
…
APM Guide to Contracts and Procurement
46
Bear in mind that projects are undertaken over a period of time. Consequently,
in packaging elements of a project together, the interactions and interdependen-
cies that occur during the implementation phase need to also be considered. As
a result, you may decide to package two otherwise separate, but interdependent
elements together, so that the chosen provider becomes more motivated to
manage the interface successfully. This strategy may reduce the risk of conflict
between providers thus reducing the potential for extra management costs for
the employer and for the overall project. Taking the ‘design and build’ example
from construction again, another benefit it provides is time-saving; as design and
build can more easily overlap if they are in the same package. This is in contrast
to the traditional route where design should be finished before the build package
is tendered and let.
If it is the employer organisation that will manage these boundaries, then for
each package, these interdependencies and interactions must be identified,
along with the necessary management steps to ensure smooth delivery. It is
worth considering what the provider’s tactics may be at these scope boundaries,
in order to devise control measures and strategies to prevent such risks occurring.
Where less is known, then the provider may charge a premium to manage these
risks. Don’t think that all risks can be passed to a provider – many are not
necessarily better placed to manage the risks than the employer – but you end up
paying them for it.
Figure 3.5 illustrates the ‘hard’ and ‘soft’ boundaries for goods and services
that require definition and management.
Figure 3.5 The ‘hard’ and ‘soft’ boundaries for goods and services
7. 7
Figure 3.8: Diagram correlating Nature of Relationship with Type of Package
53
4
Package contracting
strategy
4.0 Overview
This stage develops the contracting strategy for each individual package to be
procured. During the stage, decisions are made on the main elements of the
strategy for the providers of each of the packages. The strategy should include:
n The basis for how the provider is paid.
n The payment schedule (defining the cash flow).
n To whom risk is allocated and hence how it will be managed (allocated,
contained and mitigated).
n Howthepartiesaremotivated,whetherpositivelythroughbonusesanduseof
remedies in case of default.
n Choice of the contract terms, which may be based on a ‘best fit’ standard form
of contract, or whether an in-house or custom form should be used.
The output from the stage will be a briefing document that will be used to instruct
the drafting team for the contract terms and requirement (see Chapter 5).
Package contracting strategy
4.4.1 Activity 1: Information gathering
This stage is predominantly about gathering more detailed information regarding
the package and the likely participants within it. This information is equally
valuable for consideration in Stage 5 when selecting the provider. Information
can be gathered under three inter-related main headings as below:
1.The participants’ drivers and constraints: The employer needs to be
Figure 4.1 Process diagram for the package contract strategy stage
What
Sort
of
Contracting
Strategy
?
Input-based
Arrangements
Trans- Short Medium Long Permanent
actional 1 year 2 years 5 years 10 years 25 years
Complexity /
Degree of UncertaintyLow
High
Joint
Venture
Companies
TIMESCALE
Fixed price contracts
- activity schedule - lump sums
- milestone payments
BOOT / DBFO
(Build, Own,
Operate, Transfer /
Design, Build
Finance, Operate)
Arrangements
Strategic Outsourcing
Project Alliances
Management Contracting
Cost reimbursable
Bill of Quantities
Target cost contract
Frameworks
Price
Based arrangements
Schedule of Rates
8. 8
101
Prepare the contract terms and requirements
packagescopeanditsinteractionsandinterdependencieswithothers.Otherwise,
we have seen, for instance, they may well enthusiastically develop a fully
defined requirement, in terms of goods and services specified when actually the
contract requires a performance specification. Failure to have this initial under-
standing can result in significant wasted professional time being expended,
which not only costs in fees, but delays the overall project. Make sure that the
responsibility for design and specification rests where it best suits the employer’s
requirements. Contract forms or procurement routes can sometimes be inadvert-
ently selected.
In addition, unless there are sound commercial reasons not to, it is suggested
that drafters are also briefed on the business case and the procurement
management plan as well as having access to the relevant documents. This is to
ensure that they understand the ‘big picture’ of the project, how their part fits
into it and have a full understanding of the inter-dependencies of their contract
package across the project. The drafters should also be given a list of the names
and contact details for those parties with whom they are expected to liaise to
obtain answers to questions arising for the detail. This may be an extensive list
where the contract is complex or international.
Figure 5.1 Process diagram for the prepare contract terms and
requirements stage
Drafting
Philosophy
§ The
importance
of
briefing,
so
that
reality
is
in
accordance
with
desired
strategies.
§ Transaction
based
contracts
for
commodities
vs.
Relationship
based
contracts
for
projects
(where
things
do
go
wrong)
leads
onto
...
...
§ Contract
administration
vs.
contract
management.
§ Use
standard
forms
where
possible
and
limit
amendments
to
those
that
are
needed.
§ Control
the
lawyers
!
Control
the
tech
specialists
!
What
should
a
contract
cover
?
§ Governance,
especially
in
Partnering
Style
arrangements
§ Definitions
§ Design
development
and
implementation
§ Types
of
liability
:
reasonable
skill
and
care
(services);
fitness
for
purpose;
tort.
§ Existing
State
/
Starting
Point
§ The
Deliverable
§ Each
parties
Rights
&
Obligations
during
delivery
§ Constraints
during
Delivery
§ Subcontracting
§ Testing
&
Commissioning
§ Correction
of
defects
after
completion
§ Time,
inc
Final
Certificate
§ Payment
:
Certification
:
when,
by
what
criteria
(foreign
currencies)
and
by
whom.
Interest
payments
for
late
payment.
§ Approvals
/
Instructions
etc.
on
behalf
of
Employer
§ Risk
Allocation
/
Management
of
Change
:
the
need,
risk
allocation,
calculation
of
time
and
cost.
§ Title
&
ownership
rights,
inc
IPR
§ Insurance
:
what
each
party
should
hold,
indemnity.
§ Termination
/
Exit
procedures
§ Dispute
Resolution
:
options
&
sequence
(dispute
resolution
board,
adjudication;
mediation;
arbitration
or
litigation).
§ International
Factors
e.g.
multiple
currencies,
shipping..
9. 9
113
6
Select provider and
award the contract
6.0 Overview
In this stage, the ‘best value’ available provider(s) for the individual contracted-
out project packages are selected and the contract awarded to them. This stage
is particularly key, as once the contract(s) are placed, the legally binding commit-
ments will have been made and external costs will start accruing.
During this stage, a more detailed view is taken of what criteria are used to
shortlist and select the potential provider(s) given what they will be asked to
deliver in the contract, including risks allocated to them and other factors such as
market conditions.
The stage includes:
n Definition of the selection criteria, which may include factors such as track
record, price and experience of personnel.
n The process that needs to be implemented based on the overall timescales of
the project or programme.
123
n Members from the project board or steering group.
n Those team members who are going to work with the provider (they could
also be in the team who will do the administration and scoring).
n A representative of the ultimate user.
Figure 6.1 Process diagram for the provider selection stage
Types
of
Selection
Criteria
§ Past
Performance
:
for
you
&
/
or
others
§ Price
*
/
Cost
factors
*
§ The
End
Deliverable
:
Provider’s
Proposals*
vs.
what
you
asked
for
§ Means
of
Delivery
*
:
Hard
&
Soft
factors
Internal
vs.
External
§ Capability
:
Organisationally
&/or
of
Individuals
*
§ Culture
: Generally
&/or
Compatibility
Organisationally
&/or
Individually
VfM
* Contractual status must be decided.
Table 6.1 Characteristics of differing procurement methodologies
Type Characteristics
When to use (See also section 3.3.6
for consideration of the type of
supplier relationship)
Equivalent EU procedure
(2016 guidance)55
Open market (any
organisation can respond)
Advertised to the world.
Large number of bidders
Selection on lowest price
For example, e-Auctions.
When there is an exacting or precise
specification, normally for goods, and a
sufficient number of providers who can
supply it (i.e. commodity type goods).
The Open Procedure
Limited competition (two
stage)
When the employer has significant
knowledge of the market place and
past experience of individual
providers (i.e. where an initial
selection can be done based on
experience).
Initial stage using a PQQ, or only a
short list invited to tender.
The final selection is typically done
on best value criteria (a combination
of price and other factors).
When there is a large number of providers
who could potentially meet the unique
requirement, some filtering for the best ones
is needed prior to a detailed bid.
For the final bid, the employer can define
what it is they want to a level of detail that
ensures they will get it and the constraints
that the bidder must adhere to, yet both of
these give the bidder some leeway to
innovate to give a ‘best value’ bid,
howsoever that is defined.
The Restricted Procedure
Note that there has to be a two-stage
competition to be compliant.
For ‘best value’ read ‘most
economically advantageous tender’
(MEAT).
Ongoing discussion, then
negotiation with a limited
number of providers
Employer cannot define exactly
what they want and/or how it is to
be delivered. They use the market
place to help them define this and,
in doing so, the market better
understands the requirement.
High value adding requirements with a large
risk – both opportunity and threat – element
in it.
The Competitive Dialogue and
Competitive Dialogue with
Negotiation Procedures
A three-stage process of pre-
qualification; invitation to participate
in the dialogue; and invitation to
tender (best and final offer).
Single source Where the solution is very specific
to a known source. Request for
submission of alternative ideas by
providers. Negotiation with new
providers or single source.
When time or quality is paramount.
Ideally, there is an ongoing commercial
relationship which prevents the employer
from being taken advantage of when pricing.
The Innovative Partnership
Procedure
55
Based on the UK Government Guide (UK Crown Commercial Service, 2016).
10. 10
APM Guide to Contracts and Procurement
144
It is almost inevitable that some more detailed delivery planning will need to
be conducted to firm-up the detail of what the provider(s) need to supply and
how it will integrate with the rest of the solution; including the employer’s work
packages and those of any other providers. The planning/definition stage is
therefore included following Initiation, its depth depending on the level of
planning already conducted during provider selection.
The follow-on implementation stage may include design and build sections,
culminating in the final delivery of the solution preceding the contract closure,
handover, operation and support stage (see Chapter 8). For goods, the delivery
of the requirement may be at a point in time. For works, such as the construction
of an asset, delivery happens over a period of time.
Several parallel management activity streams need to be carried-out during
Implementation:
n Work package execution (whether internal or contracted): The
work must be undertaken in an ordered sequence to take account of
the dependencies across the delivery teams. This often is carried out in a cyclic
fashion to allow for integration of the work package outputs to take place to
build up the solution.
n Risk management:Risksmayemerge,becomeissuesorberetiredthroughout
implementation and need to be constantly managed to minimise impacts.
Figure 7.2 Manage and deliver the contract process
Initiating
the
contract
APM Guide to Contracts and Procurement
146
desirable that people from all parties need to get to know each other (ideally
during the negotiation phase but certainly at the inaugural meeting).
Responsibilities within the respective organisations should be defined so that
ownership is clear. Stakeholders (all management staff including their names,
seniority, responsibilities and reporting line – organisational chart) within each of
the parties should be identified in order for the employer’s project manager to
develop a stakeholder management plan. Key roles are typically:
For the employer
Project manager: Oversees and has responsibility for the project delivery. Has
ultimate responsibility for the performance of the project and providers.
Contract manager (if not the project manager): A person nominated to manage
the provider, undertaking day-to-day communications and reporting progress
and issues to the project manager.
Commercial/purchasing managers: Persons responsible for the contract and
the drafting of any change orders.
Technicalauthority(TA):Theseniorpersonresponsibleforthetechnicalsolution.
Figure 7.3 Initiation stages
151
Manage and deliver the contract
7.3.3 Activity 3: Implementation
In Figure 7.2 we depict an ‘implementation cycle’: ‘Design, Build, Deliver,
Integrate, Accept’. This is because the implementation; involving one or more
providers as well as the activities of the employer’s internal team is often cyclic in
nature with individual packages being delivered throughout. Significant risk is
introduced due to the need to integrate the works together, which may involve
interdependencies between multiple contracted providers. Such interdepend-
encies, which may be realised well into the overall project, are often cited as the
most frequent cause of issues developing that can significantly impact time, cost
and quality if not accounted for (see Appendix A).
The implementation cycle is affected by:
n The impact of realised risks and the resulting negotiations between parties to
resolve the impact ownership (covered by the risk management activity – see
section 7.3.4).
n The advent of necessary contract changes (covered by the change control
process – see section 7.3.5). Changes may result from risk realisation, or from
changes to the overall requirement.
During implementation, a good management technique for the employer’s
project manager to use is the Deming circle60
(see Figure 7.4).
60
Deming, E.D. Out of the Crisis (Deming, 1986).
Figure 7.4 Deming circle
…
and
then
improving
the
operation
of
it.
Contract
Administration
v.
Management
Contract
administration Contract
Management
‘Impartial’
administration
based
on
:
• ‘reasonable’
,
not
an
extreme
interpretation
of
contract,
• information
submitted
by
Provider
&
readily
accessible
to
administrator;
• professional
judgement
=
experience.
Project
Management
of
contract :
making
decisions
in
best
interests
of
the
Client.
Applies
to
:
• Payment
• Acceptance
of
deliverables
• Assessment
of
Change
• Other
residual
matters
Have
to
:
• be
able
to
project
manage;
• know
client’s
objectives
and
priorities;
• have
information
to
make
informed
decisions;
• a
contract
which allows
you
to
make
project
management
decisions;
• be
empowered
by
the
client.
165
Contract closure, handover, operation and support
n contract closure (see section 8.5);
n handover (see section 8.6); and
n ongoing operations, maintenance and support (see section 8.7).
These activities follow-on from the decision to close the contract (see section
7.3.7). The ‘contract closure’ and the ‘handover’ stages may be conducted in
parallel; feeding into the preparation for the ‘operation and support’ activities.
8.4 Activity 1: Assign resources
The resources that you need to achieve the right conditions to close a contract
and to achieve handover are likely to be different from those during delivery; for
example increased financial activity may be required. It is beneficial to estimate
as soon as practicable the resources that will be required and what must be
in place to support the collation of the information needed for efficient use of
those resources. Similarly, if it is known during the manage and deliver the
contract stage (see Chapter 7) what financial information is going to be required
to close the contract, including its format, then this allows gathering of the
Figure 8.1 Contract closure, handover, operation and support process
11. 11
Key
points
summary
§ The
earlier
you
get
involved
in
procurement,
the
more
influence
you
have
over
the
cards
you
are
dealt;
§ Project
manage
the
pre-‐contract
procurement
phase,
inc.
your
consultants;
§ RTFC
and
develop
a
project
organisation
that
is
fit
for
purpose;
§ Administrate
and
Manage
the
contract
and
don’t
confuse
the
two.
Contact
details
:
07970 428 929
jon@leadingedgeprojects.co.uk
www.jonbroome.com