Challenges

Due to the nature and complexity of the project, it became apparent very early on in the programme that the original client design was destined to significantly change.  Many of the proposed and actual changes carried cost and programme implications. This required significant input from our design team, delivery team and client. Many of the changes related to detailing, layouts and mechanical and electrical requirements for example.

Solutions

In order to mitigate the effect of these design changes on the contract programme and overall out turn cost of the scheme, we implemented two key strategies.  Firstly, we deviated from our standard design team co-ordination reviews and workshop approach. To ensure that we completely understood the client’s requirements, we actively encouraged their input at our internal design team meetings.  This allowed the supply chain designers, our own design team and delivery team to understand the drivers for change. It also allowed the client to understand what the consequences of the changes would be should they be perused. Secondly, we adopted a stringent change control procedure to monitor and track change.  To the change requests, we attached cost and programme information associated with the proposals, again giving the client a rounded view up on which they could make their final decision.

Results

By adopting these methods, we were able to assist the client in making informed decisions.  It gave the client team the knowledge and confidence to make key decisions knowing what implications were attached to those design changes.  It also made the design and change process more efficient, and as such assisted in de-risking programme.

The use of monitoring and reporting tools, such as change control processes, allowed the whole project team to maintain budgetary and programme needs.  In turn this allowed our delivery team to deliver a building that met the clients’ overall requirements.