The document provides details about the Senedd building project in Cardiff, Wales. It discusses the geographical background and location of the building. It then covers the historical background of the project including utilization of local resources like slate and concrete. It describes the project management structure and use of techniques like value engineering, whole-life costing and PRINCE2 methodology. The objectives, scope, benefits, risks, and elements of success of the project are also summarized.

1. THE SENEDD, NATIONAL ASSEMBLY
FOR WALES, CARDIFF – Project Management
PRESENTED BY
Obinna Uzoma Okonkwo - S11763768
Balasubramanian Subburaj - S11733438
Isaiah Tukasi - S07414021
Nanthini Veeramani - S11731439
Oluwasegun Akande - S11731546

2. GEOGRAPHICAL BACKGROUND
“The SENEDD”
Coordinates 51°27′50″N 3°09′43″W
Alternate names National Assembly Building, Wales
Architectural style Sustainable architecture, High-tech
architecture
Address & Location National Assembly, Cardiff. CF99 1NA
Cardiff, Wales
Owner National Assembly for Wales
Started, Completed & Started 1 March 2001, Completed 7 February,
Inaugurated 2006 and Inaugurated 1 March, 2006
Floor Count & Area 3 Floor 5308 square metres (57000 sq ft)
Main Contractors Skanska (phase 1)
Taylor Woodrow (phase 2)
Total Cost GB£69.6 million
Architecture firm Richard Rogers Partnership
Structural engineer Arup
Services engineer BDSP Partnership and MJN Colston
(Assembly & Partnership 2006)

3. HISTORICAL BACKGROUND
(Body et al. 2008)

4. HISTORICAL BACKGROUND - Continued
No of People Utilizing the skills of over
1200 people, a high proportion of them are
Welsh
Slate Usage Over 1000 tonnes of Welsh slate
Concrete Usage More than 16,700 tonnes of concrete
Glass Usage Expansive glass enclosure to its upper levels, it
creates a wonderful impression of light, space
and transparency that reflects the Assembly‟s
values of openness and
participation.
(apm awards 2006 project manager of the year 2006)

5. HISTORICAL BACKGROUND - Continued
 The total cost was £69.6 million, which included £49.7M in
construction costs.
(Body et al. 2008)

6. HISTORICAL BACKGROUND - Continued
 The total cost was £69.6 million, which included £49.7M in
construction costs.
(Body et al. 2008)

7. STRUCTURE OF PROJECT
MANAGEMENT
Source: Welsh Assembly Government
(Body et al. 2008) Page 38

8. STRUCTURE OF PROJECT
MANAGEMENT - Continued
Project Manager: Schal
Main Contractor Taylor Woodrow Construction
Architect: Richard Rogers Partnership
Structural/Lift/Façade/Wind Engineering: ARUP
Environmental / M&E Services Engineer: BDSP Partnership
Quantity Surveyor: Northcroft
IT Infrastructure provider: Siemens
Landscape Gillespies
Fire Engineering Warrington Fire Research
Acoustics Sound Research Laboratories
Access Vin Goodwin Access Consultant
Broadcasting Consulting Department Purple
http://dcfw.org/casestudies/view/y_senedd

9. PROJECT OBJECTIVES & SCOPE
OBJECTIVES SCOPE
 A model of environmental best practice  The 5,308 square
and sustainable development‟, specifically
that the project should „achieve BREEAM metres (57,100 sq ft)
„Excellent‟ Senedd building.
 A design of both the internal and external
environments of the National Assembly for  Divided into five parts
Wales that will contribute positively to the
public life of the city and create a (Debating Chamber,
seamless transition between the building Committee Room,
and outdoor space.
Meeting
 The views into and out of the building to Room/Offices, Public
achieve the architectural vision of a
building that seeks to embody democratic Gallery & Upper
values of openness and transparency. Foyer)
 Standards of sustainability through a
range of innovative techniques.
http://dcfw.org/casestudies/view/y_senedd
(Body et al. 2008) Page 38

10. METHOD OF PROJECT PLANNING
VALUE ENGINEERING
Use of value engineering in the procurement of the Senedd
 Component Appraisal
to determine
alternatives
 Waste Reduction &
Inefficiency
elimination
 Training to
encourage team work
and end-user buy-in.
 Value management is
on function and value
for money, not
reducing cost.
(Body et al. 2008)

11. METHOD OF PROJECT PLANNING
WHOLE-LIFE COSTING
Whole Life
Cost (WLC)
Non
Life Cycle
Constructio Income Externalities
Cost (LCC)
n Costs
Construction Maintenance Operation Occupancy End of Life
Economic consideration of all whole life costs and benefits over a period of analysis, as
defined in the agreed scope
(Body et al. 2008)

12. METHOD OF PROJECT PLANNING
PRINCE2 PROJECT MANAGEMENT METHODOLOGY
Using OGC PRINCE 2 template.
The OGC’s Management of Risk aims
to enable any organization to make
cost effective use of a risk process
that has a series of well defined
steps.
Application of the principles
outlined in APM PRAM to
manage the risks.
(Body et al. 2008)

13. METHOD OF PROJECT PLANNING
PROJECT RISK ANALYSIS AND MANAGEMENT
 IDENTIFY
 EVALUATE
 MANAGE
 ASSEMBLING PROJECT TEAMS WITH THE RIGHT MIX OF SKILLS AND PERSONALITIES
 THE USE OF APPROPRIATE PROCUREMENT CONTRACTS.
(Body et al. 2008)

14. BENEFITS
HARD BENEFITS
 Enabled better informed and more believable
SOFT BENEFITS
plans, schedules and budgets
 Improved the corporate experience and general
communication
 Increased the likelihood of a project adhering
to its schedules and budgets
 Led to a common understanding of the risks and improved
team spirit
 Lead to the use of the most suitable type of
Contract
 Distinguish between good luck/good management and
bad luck/bad management
 Allowed a more meaningful assessment of
Contingencies
 Developed the ability of the team to assess risks
 Discouraged the acceptance of financially
 Focused project management attention on the real and
unsound project
most important issues
 Contributed to the build-up of statistical
 Facilitated greater risk-taking, thus increasing the benefits
information to assist in better management of
gained
future projects
 Demonstrate a responsible approach to key stakeholders
 Enabled a more objective comparison of
Alternatives
 Provided a fresh view of the personnel issues in a project
 Identified, and allocated responsibility to, the
best risk owner

15. BENEFITS
ORGANISATION BENEFITS
 Compliance with corporate governance requirements including
OGC procedures
 An greater potential for future business
 Reduced cost base
 Better reputation as a result of project success
 Better customer relations due to improved performance on project
 A less stressful working environment

16. METHOD OF PROJECT CONTROL
 PEOPLE AND BEHAVIOURAL
MANAGEMENT
 Leadership, Effective
Teamwork, Partnering & best
practice, Decision Making,
Conflict Management,
Communication, Negotiation,
Personnel Management,
Coaching and mentoring the
Client and Team
 TECHNICAL MANAGEMENT &
MEETING THE ASSEMBLIES
OBJECTIVES
 Project Execution Plan,
Sustainability and integration,
“It‟s almost impossible to find anyone with a bad word to say about the  PROJECT RISK ANALYSIS AND
Senedd” reported the BBC when the new building opened for business on 7th MANAGEMENT
February 2006: “Almost everyone I‟ve spoken to is gushing with praise.”
 Value Criteria, Effective
“We did not just deliver a building; we won over the hearts and minds of Teamwork
politicians, the press and the public”.

17. FINANCIAL, LEGAL AND
INTERNATIONAL IMPLICATIONS
 FINANCIAL
 Due to change in initial design and rising cost, the final cost was 4 times
higher than the initial budget.
 Chunk on Tax Payer‟s pocket.
 LEGAL
 Termination of the Richard Rogers Partnership employment, lead to taking
legal action and therefore sought specialist advice for the appointment of
an adjudicator to resolve the dispute over fees
 INTERNATIONAL
 It achieved the highest BREEAM rating ever in Wales.
 Prestigious iconic symbol of Welsh and history.

18. KNOWN ISSUES WITH THE PROJECT
PHASE 1
 From the outset, RRP has advised that the project could not be built within a
construction budget of £13.1M due to client changes, the political requirement to use
indigenous materials at any cost and exceptional contractor changes. RRP's advice was
consistently ignored.
 The project was 580% over budget compared with the original budget forecast in April
1997 (Phase 1) and was four years and 10 months late.
PHASE 2
 The project was 5.5% over budget from the lump sum offer made by Taylor Woodrow in
July2003 (Phase 2) and was six months late due to ICT problems.

19. ELEMENTS OF SUCCESS
 Clear Project Objectives
 DECISION MAKING: Timely and well-
considered decisions enabled leading  PERSONNEL MANAGEMENT: The
the team to achieve well-deserved management of personnel factors
success was not a significant element of the
project.
 COMMUNICATION: Effective
communication with all stakeholders
and project participants was
absolutely fundamental to the project
success
 CONFLICT MANAGEMENT: The art of
managing and resolving conflict
creatively and productively was
essential.
 On the Assembly Building clear
communication together with
understand and acceptance of
common objectives

20. PESTLE ANALYSIS
POLITICAL FACTOR ECONOMICAL FACTOR
 Focus on High level of design  Economic Growth from tourism
and project objectives  Use of indigenous materials
and labour
SOCIAL FACTOR TECHNOLOGICAL FACTOR
 Emphasis on Security • Merlin - ICT and broadcasting
 A less stressful working • Renewable technologies and
environment be energy efficient
 Good access for the disabled
LEGAL FACTOR ENVIRONMENTAL FACTOR
 Legal issue surrounding the  Accessible to all members of
termination of contract the public.
 A bitter row led to costs  Sustainability & design life of
incurred by Assembly 100 years
 Environmental Assessment
Method (BREEAM). Excellent
Award

21. POST PROJECT ACTIVITIES & AWARDS
 DQI process
 Regular Annual Report by the Auditor General for Wales
NOMINATIONS & AWARDS
 Nominated for the 2006 Stirling Prize awarded by the Royal Institute of British Architects. The award
was won by Terminal 4, Barajas Airport, Madrid, also an RRP design.
 Nominated for the 2006 Prime Minister’s Better Public Building Award.
 Listed as Architects' Journal's top 50 favourite building.
 Awarded "Excellent" certification by BREEAM, the highest ever awarded in Wales.
 Awarded Major Project of the Year in the 2006 Building Services Awards, organized by Building
Sustainable Design and Electrical and Mechanical Contractor magazines.
 Awarded the 2006 Gold Medal winner from the National Eisteddfod of Wales.
 Awarded the Slate Award in the 2006 Natural Stone Awards.
 Awarded the 2006 Structural Steel Design Award.
 Awarded the 2006 Excellence on the Waterfront from the Waterfront Center, in the category
Commercial and Mixed Use.
 Civic Trust Award winner in 2008.
 Awarded a Chicago Athenaeum 2007 International Architecture Award.

22. RECOMENDATIONS
 Specification details for major  The assembly government
procurement should formalize the lessons
learnt and incorporate them into
 Periodically monitoring whether the operational procedures of
the building continues to meet the organization.
evolving user requirements.
 The assembly government
 Regular performance reports should disseminate the use of
of the building to ensure good practice processes such
continuing environmental and as:
sustainability standards are met • Value engineering;
• Whole-life costing;
• Prince2 project
management methodology

23. REFERENCES & BIBLOGRAPHY
 Body, G., Morgan, J., Verity, J., Wilson, D., & Grove, P. (2008). The Senedd The
Senedd. Assembly, (March).
 Bourn, J. (2000). Report by the Auditor General for Wales.
 Bourn, J. (2002). THE NATIONAL ASSEMBLY ‟ S NEW BUILDING UPDATE
:
REPORT T HE N ATIONAL A SSEMBLY ‟ S NEW BUILDING Building.
:
 Assembly, N., & Partnership, R. R. (2006). National Assembly building, [1].
Structural Engineer, (August 2003).
WEBSITES
• http://www.assemblywales.org/sen-home/sen-projecthistory/sen-project-history-
subpage.htm (accessed March 19, 2012)
• http://dcfw.org/casestudies/view/y_senedd (Accesed March 20 2012

30. THANK
YOU