Battersea Arts Centre Project Execution Plan – Living ... Project Execution Plan Battersea Arts Centre Project Execution Plan – Living Radically Capital Programme 1

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  • BAC Project Execution Plan

    Battersea Arts Centre Project Execution Plan Living Radically Capital Programme

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  • BAC Project Execution Plan

    Contents

    1.0 Introduction 3 2.0 Creation and Revisions 6

    2.1 Revision History 6 2.2 Distribution 6

    3.0 The Project Team 7

    3.1 Organisation Structure and Project Governance 7 3.2 Lines of Communication 9 3.3 Project Team responsibilities 9 3.4 Meetings 12

    4.0 Project Controls and Management 14

    4.1 The Project Brief 14 4.2 Approvals and Change Control Procedures 15 4.3 Programme 15 4.4 Risk Management 17 4.5 Cost Management 17

    5.0 Works on site 19

    5.1 Request for Information Schedule 19 5.2 Client Approval, Hold Point and Sign-Off 19 5.3 Communication and Instruction 19

    Appendix 21

    Appendix A Strategic Road Map 22 Appendix B BAC Capital Objectives 23 Appendix C Programme 24 Appendix D Risk Register 25 Appendix E Change Management Plan Template 27 Appendix F Change Request Form Template 31 Appendix G Change Request Log Template 34

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  • BAC Project Execution Plan

    1 .0 Introduction Under Battersea Councils Victorian motto Not for you, not for me, but for us, BACs Grade II* listed Old Town Hall has been a hub for radical politics and cultural activity since opening in 1893, transforming the local, national and international political and cultural landscape. Home to a succession of prominent individuals with the passion and drive to challenge the status quo and imagine what a better world could look like, the function of the building may have changed over time but its significance lies in a unique continuity of vision that remains embodied in the programme of an iconic 21st Century Arts Centre.

    After securing a 125 year lease on the building for the first time, BAC has embarked on an ambitious Capital programme to create a 21st Century Theatre in a 19th Century Town Hall. The fundamental project objectives are to:

    To be the most dynamic performance environment for artists and audiences in the UK, based in a 19th Century town hall

    A space which enables playful interactions and enables us to be better together. To record and share our process BAC as a destination venue, locally, nationally and internationally Increased income through caf sales, room hire and tickets sales and improved efficiencies Transitioning to a new operating model and programme that promotes sustainability in space, time,

    money and energy The project is being run in 3 main phases of work over the course of a 4-5 year period. These break down as follows: Phase 1 Funded by Arts Council RENEW (plus match) We began working with Arts Council RENEW funding in Spring 2010. The idea of RENEW is to test or scratch architectural ideas that help us interrogate our plans for the building whilst delivering significant improvements to the current building. Our RENEW proposition was that by spending more time doing research and development we would end up with a building that was more fit for purpose than if we just carried out a straight architect-client design process. Areas of the building included in the scheme include: First Floor performance environment, Public Spaces, Home, Infrastructure and Town Hall Road. Through this and the HLF work we developed a robust Stage C plan for an overall scheme that will cost 11.3m. Phase 2 Funded by Heritage Lottery Fund (plus match) BAC is coming to the end of the development phase of a Heritage Lottery Fund grant which was given in May 2010. The specific aims of the Heritage Lottery Funded area of the project include the improved interpretation of our heritage and the design and restoration of the space; increasing the impact and reach of our learning and participation programme through a digital archive and installations in the building and performance; increasing overall visitor numbers and income generation by improving access, infrastructure and facilities across the whole building; implementing environmentally and economically sustainable solutions that are sympathetic to the demands of a large nineteenth century building; embedding the celebration of our heritage into every day practice at BAC and to make better use of our heritage assets within our main programme. This document forms part of the submission for Round 2. Phase 3 Funded by Arts Council Capital (plus match) This is the final phase of the works and will incorporate core works such as the opening up of the attic spaces to provide staff offices, a lift that runs through 4 floors of the building, improvement of access and circulation throughout BAC and the opening up of the central court year. We will apply for Arts Council Capital funding for this in autumn 2012 and would hope to start work in June 2013.

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  • The purpose of this document is to determine and present the organisational structure by which the project will be delivered and controlled. It also sets out the requirements for stakeholder input and the roles and responsibilities of individuals and groups comprising the project team. It outlines a clear timeline for the project and gives a full account of the risks and how these will be mitigated. Although this plan is designed to inform all stages of the plan, it is a working document and therefore currently outlines mainly the works involved with the Phase 2 of the project funded by HLF. The aims for this project are designed to complement those of the main capital project but also to create a focused a contextualised phase that is self-reliant. Its objectives are: To deepen our audiences engagement and ownership of the building by enabling the public to actively

    participate in the interpretation of our heritage and the design and restoration of the space. To increase the impact and reach of our learning and participation programme by creating a publicly

    accessible, digital archive of our heritage that provides the foundation and inspiration for new displays, installations and participatory activities across the entire building, online and in the community.

    To increase overall visitor numbers and income generation by improving access, infrastructure and facilities across the whole building through a cost-effective, phased process of design, restoration and refurbishment

    To implement environmentally and economically sustainable solutions that are sympathetic to the demands of a large nineteenth century building.

    To embed the celebration of our heritage into every day practice at BAC and to make better use of our heritage assets within our main programme.

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  • BAC Project Execution Plan

    2.0 Creat ion and Revis ions This document was produced by BAC staff and Haworth Tompkins with advice from external consultants. It will be used as an ongoing tool for monitoring the progress of the project and ensuring the smooth running of works. It will be revisited as part of the weekly meeting with BAC and HT at least every month. Any revisions made will be noted in the table below. 2 .1 Revis ion History

    2 .2 Distr ibut ion

    David Jubb Artistic Director

    David Micklem Artistic Director

    Sarah Preece Executive Director

    Humphrey Waterhouse BAC General Manager

    Jo Hunter Strategic Development Manager

    Tbc BAC Project Manager

    Tbc BAC Junior Project Manager

    Toby Johnson / Imogen Long Haworth Tompkins Architects

    Design Team Haworth Tompkins to distribute

    BAC Capital Group Where appropriate

    Revis ion Date Sum m ary of Changes 001 18th January 2012 N/A 002 14th February 2012 Meeting structure confirmed by Haworth Tompkins 003 30th May 2012 Stage D report now concluded 004 19th June 2012 Project control changes update

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  • BAC Project Execution Plan

    3.0 The Project Team Based on learning from the development phase, a project team has been brought together by BAC to manage the Capital programme. BAC have taken the decision not to appoint an external Project Manager as having tested this process in the ACE RENEW works and HLF development phase, feel it is crucial that the staff team are fully involved with the project and that the project is wholly owned in house. Instead we will appoint a full time Capital Project Manager to work at BAC, with experience of building project management. They will be supported by the Strategic Development Manager (also full time on the Capital project) and will work very closely with the project Architect at Haworth Tompkins. Haworth Tompkins was awarded the architects contract in December 2011 following the completion of the OJEU process. The current Design Team were appointed in April 2012 ahead of the Stage D work. Contractors will be appointed after the completion of the design stages. 3 .1 Organisat ion Structure and Project Governance The staff structure for the project is outlined on the following page. The key building management projects, Infrastructure and Technical and Welcome are shown side by side with the Capital and Activity projects (Strategic Building Plan and Process Lab) as they will be key areas to feed into the scope and management of the capital works. The Town Hall Manager and Production Manager will liaise closely with the Capital Project Manager to ensure that all works planned are relevant to the day to day management of the building and to closely oversee maintenance budgets. They will also help to oversee and mitigate the impacts of delivery of the work on the running of the building during works periods. Over the last three years we have developed and tested what we call playgrounding, which is based on three simple principles:

    1. to develop a vision for the project through collaborations between architect and artists and other users of the building; for architect and BAC to promote and sustain that robust vision through all building projects

    2. to encourage a culture of testing ideas in low-cost ways before committing to significant expenditure and to phase the building project over a number of years whilst keeping the building open

    3. to project manage the building work in-house and retain control over the budgets, methodology and lines of communication with the builders and artisans who are employed to develop the space

    The role of the architect through this process is akin to the role of artist. BAC has worked with Haworth Tompkins as a central collaborator throughout the building project: working with other artists on theatre projects; developing the building vision; leading on architectural developments; advising BACs in-house team; providing a connection to a wider design team and consultants as required. This process has led to an evolution of our design ideas. However, during most of the HLF works we will use a more traditional design process. As such there will be 3 working methodologies between BAC and Haworth Tompkins:

    1. strategic input - in to the overall direction of the project and activity programme 2. design input for phased projects - collaborating with artists 3. design team and BAC collaboration - to deliver major design works

    The majority of this plan is based on number 3, but is informed and fed by learnings from 1 and 2

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  • Project BAC

    Strategic Development Manager Jo Hunter

    Capital Working Group Capital Project Manager

    Reporting

    HLF Lead Monitors

    Senior Grants Officer Jane Stancliffe

    Consultants and Contractors

    Project Manager: Jo Hunter

    Project Manager: Sarah OConnor

    Town Hall Manager: Rachel Henery

    Technician

    Creative Design Technician

    BAC Projects Involved Infrastructure and Technical

    Welcome Team Strategic Building Plan

    [Capital]

    Production Technician

    Junior Project Manager

    Capital Project Administrator

    Digital Collections Manager

    Building Maintenance Technician

    Site and Facilities Manager Technical Manager

    Process Lab [Activity]

    Volunteer Administrator

    Funded by HLF

    Volunteers and Other BAC Staff

    Capital Group

    BAC Board of Trustees

    Haworth Tompkins Architects

    Design Team

    Contractors

  • Issue 3. May 2012

    3.2 Lines of Communication The Strategic Development Manager will be the central point of contact for Project BAC, Funders and all BAC staff as well as the key strategic lead on behalf of PBAC and link person for all parties. The Capital Project Manager will report directly to them and will deal with all day to day enquiries and management of the project team. As such:

    All Design Team members, Contractors and Consultants will report directly to the Strategic Development

    Manager and Capital Project Manager. The Strategic Development Manager will report all project changes to the Joint Artistic Directors and will be

    managed by them. The Joint Artistic Directors will report to the Capital Group, with support from the Strategic Development

    Manager. All approvals and changes were made in accordance with the change procedure outlined later in this document. 3.3 Project Team Responsibilities The scope of services for each appointed party is set out in their contract and related documentation. This section is intended to complement that and in the event that there is a conflict between this section and the appointment document, the latter supersedes.

    Each member of the project team is responsible for ensuring the following Work is in accordance with the Project Execution Plan, scope of services and appointments. Information is shared and submitted on time. A duty of care to consider the programme of works by others. Be cooperate and helpful to create a sense of team. Work in collaboration with and in the spirit of BACs approach to the capital programme

    BAC Strategic Design Group A specific internal BAC group has been established with the key objective being to provide strategic advice, guidance and management throughout the project process, as well as making decisions on key project changes, developments and areas of design. It is made up of:

    David Jubb Joint Artistic Director

    David Micklem Joint Artistic Director Sarah Preece Executive Director Jo Hunter Strategic Development Manager BAC Capital Project Manager BAC Senior Accountant Haworth Tompkins (when required) Bruce Thompson Chair of the Capital Board (when required)

    Strategic Design Group responsibilities include the following:

    Obtain and provide necessary approvals and authorisations to allow project to proceed in accordance with predetermined timescales and milestones

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  • BAC Project Execution Plan

    Report progress and issues to the BAC Board Assess the project risk in accordance to the project risk register Report to departments at BAC as and when appropriate Approve all changes between 50-250k

    BAC Capital Group A Capital Group has been developed as a sub-committee of our Board to oversee the Capital Development programme over a number of years. It is made up of:

    Bruce Thompson (Chair) Director of Dorrington Property, Commercial Arm Alan Read Professor of Theatre, Kings College David Rosenburg Member of Artistic Collective, Shunt Sarah Rackham Community Development Manager, Katherine Low Settlement

    This group may grow to accommodate the needs of the project as we move forward. Its Terms of Reference are:

    To support the executive team in the planning and implementation of the capital project To monitor the risks of the project To approve any phase of works or changes that will cost over 250k To be an advocate for BACs capital project To provide good governance by reporting to the main Board through the Chair of the Capital Group

    BAC Staff The Joint Artistic Director (David Jubb), as a representative of Project BAC (The Directorate), will take responsibility for overseeing the project at the highest level. It is imagined that at least 10 percent of his time will be spent on this project over the next 2 years. He will also work closely with the rest of Project BAC during this time but will be the main representative on the project. The Strategic Development Manager (Jo Hunter) will shape the project overseeing the relationship with the funder, all stakeholder communications, all minor project changes, budgets and timescales. They will report into the Joint Artistic Directors and Chief Executives. The Capital Project Manager (TBA) will be a new full-time post overseeing the day to day running of the capital project, all contracts, detailed budgeting, site visits, procurement, manage the change control procedure and be the main point of contact for the design team.

    The Junior Project Manager (TBA) is a new full time post that will oversee administration and coordination for the capital and activity sides of the project, coordinating meetings, events, support with volunteers and the planning of installation projects and the festival. The Capital Project Administrator (Tref Davies) This post manages the Project Office for the Capital Project and will support the work of the Project Managers and team where required, recognising the synergy between the different streams of the overall project, and coordinating with the rest of the Organisation. They are responsible for organised administration and documentation. The Digital Collections Manager (Foteini Aravani) will oversee the development of the digital archive and be responsible for all cataloguing, with the support of volunteers. They will also oversee the storage and eventual relocation of the archive.

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  • BAC Project Execution Plan

    The Volunteer Administrator (Sally Barlow) will take responsibility for the majority of Volunteer activity throughout BAC and develop and run the volunteer strategy. Other BAC staff including the Town Hall Manager, Production Manager, communications team, producers, the Executive Director, finance, maintenance and development will play an important role in delivering the project across the organisation. Design Team Architect and Design Team Leader Haworth Tompkins The architect will be responsible for the following during the phase of the project

    Completion of design information Co-ordination of team inputs Advise client on required inputs Attend meetings as required

    Quantity Surveyor Bristow Johnson The Quantity Surveyor will be responsible for the following during this phase of the project

    Advise on costs and prepare cost reports Issue information to design team leader

    Structural Engineer Heyne Tillett Steel The Structural Engineer will be responsible for the following during this phase of the project

    Completion of structural design information Issue information to design team leader Attend meetings when required

    Services Engineer XCo2 The Services Engineer will be responsible for the following during this phase of the project

    Advise on environment design Completion of services design Issue information to design team leader Attend meetings as required

    Acoustic Consultant Soundspace Design Limited The Acoustic Consultant will be responsible for the following during this phase of the project

    Completion of acoustic design information Issue information to design team leader Attend meetings as required

    Theatre Technical Consultant Charcoal Blue

    Light-touch consultancy role advising BAC staff Some provision of information to Design Team Leader

    CDM Coordinator PFB Construction Management Services

    Advise client on compliance with CDM Regulations 2007 Issue information to design team leader Attend meetings as required

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  • BAC Project Execution Plan

    3.4 Meetings

    The type and purpose of the various meeting associated with the Project together with the frequency, timetable and list of attendees are described below. HLF monitoring meetings will take place in addition to this. Frequency Title Description Agenda

    set by Chaired and Minuted by

    Attendees

    Weekly Weekly Project Meetings

    The Strategic Development Manager and Haworth Tompkins hold a regular weekly meeting to update on progress and changes. They will be joined by the Capital Project Manager when appointed. This meeting keeps a regular check on the project, oversees minor changes and, when joined by the Artistic Director, can be used to approve changes under 50k.

    BAC BAC Strategic Development Manager Capital Project Manager Project Architect

    Financial Control meetings

    These will happen with the Capital Project Manager, Capital Administrator and the Finance Team keeping a close check on financial controls, cashflow and budget. Any problems will be escalated to the Weekly Project Meetings or Strategic Design Meetings, depending on the severity. These meetings will happen weekly during works periods and bi-weekly in quieter planning times.

    BAC BAC Capital Project Manager Senior Accountant Capital Administrator

    Bi-Weekly Strategic Design Meetings

    To review Strategic objectives and set the overall direction of the project and activity programme and to approve any changes

    BAC BAC Joint Artistic Directors Executive Director Strategic Development Manager Capital Project Manager Senior Accountant Haworth Tompkins (when required)

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  • BAC Project Execution Plan

    Bruce Thompson Chair of the Capital Board (when required)

    Design Team Meetings

    To receive an update on design progress from members of the design team with details of information issued and current technical design issues which need to be resolved; to receive reports from the QS on cost issues; principally regard design development

    HT HT Capital Project Manager Strategic Development Manager (when required) HT Full design team

    Monthly Site Meetings

    To review Contractors progress, information required and site related problems

    Contractor Contractor As required

    As needed Design Workshops

    To review progress to date, co-ordinate design information requirements and resolve current technical issues

    HT HT As required

    Quarterly Capital Group Meetings

    To review any major changes to the project and give advice and guidance

    BAC B AC Capital Group Members Joint Artistic Directors Strategic Development Manager

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  • BAC Project Execution Plan

    4.0 Project Controls and Management A number of Project controls have been put in place to ensure the smooth running of the project. This section outlines these controls and the way in which they will be managed. BACs decision to take the Project Management of such a major project in-house has been supported by a number of trainings sessions for Project Managers and the development of project control procedures with the support of external consultants. Training for all staff and the use of existing Project Management software such as Sharepoint will also support delivery. 4.1 The Project Brief

    A full project brief can be found in the Stage D design report. The key areas of the brief for the full master plan are:

    Increasing the sense of conviviality, welcome and intrigue throughout the building. Re-vivifying the heart of the Town Hall to strengthen the connection between the Lavender Hill building

    and the Grand Hall.

    ADD HERITAGE HERE Increasing the coverage, compliance and ambition of the public safety and access infrastructures. Increasing the technical capacity of the building to support performance and protect the long-term

    viability of the BAC. Making new physical connections and adjustments within the found spaces to allow even richer artistic

    possibilities within the building and opening up more of the building as a viable performance environment.

    Making the building more sustainable through fabric upgrades or repairs, more imaginative environmental expectations and energy efficiencies in the technical systems.

    Creating a genuine sense of home for staff and artists, including residential accommodation and informal entertaining facilities.

    Creating a better equipped, more capable and more efficient production workshop and a better get in to streamline performance support.

    Connecting the building to useable outdoor public spaces, strengthening the invitation of the BAC and reinforcing connections with the neighbourhood.

    Allowing the maximum latitude for future improvisations, explorations and non-permanent interventions by artists, producers and BAC staff, so that the building remains provisional, fresh and surprising.

    This brief will be owned at all times by the Strategic Development Manager who will use it to assess progress of the project and to ensure any changes are in line with the original brief.

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  • BAC Project Execution Plan

    4.2 Approvals and change Control Procedures Approvals and changes made throughout the project will be made at the following levels, using the lines of communication and staff team outlined in section 3. Decisions will be taken at the appropriate meetings

    A Change Management template and Change Log, outlining detailed processes and requirements for change have been developed by the Project Team to ensure accountability and smooth running of the project. These will be circulated to the appropriate groups and written by the Project Manager or lead architect, and the Log retained and managed by the Project Office. These documents are outlined in Appendix C. 4.3 Programme

    BAC, with advice from Bollingbrook, has issued a programme which outlines clearly the phasing of works and a timetable for reaching each of the RIBA stages. Any changes to this programme will be outlined through the Change Control procedures above. This document is Appendix C

    Approval at each RIBA stage will be made by through the following process. Any amendments will be made at each stage with a formal approval given by the relevant meeting group to proceed to the next phase of the approval process.

    Approvals and Changes below 50k

    BAC Project Manager

    BAC Strategic Development Manager BAC Artistic Director

    Approvals and Changes 50k- 250k

    Strategic Design Group Decision

    Approvals and Changes above 250k

    BAC Capital Group to approve decision by Strategic Design Group on behalf of BAC board

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  • BAC Project Execution Plan

    The design team will present the following information for Sign Off at each of these stages: a) Stage E Detail Design Stage E Report consisting of: Architectural Design GA Plans Sections and Elevations identifying any changes from the Stage D Scheme Typical details for each element of the work Sample of principle materials and finishes Cleaning and maintenance access strategy Security Strategy Outline specification for the works Structural GA Plans Sections and Elevations identifying any changes from the Stage D Scheme Typical details of each new structural insertion incorporating information from any site investigations Outline specification for the works Building Services GA Plans Sections and Elevations identifying any changes from the Stage D Scheme Layouts of plant areas, risers and horizontal distribution. Sample of visible termination such as lights, radiators, switches, sockets, grilles, louvres etc. Outline controls strategy Review of maintenance and plant replacement strategy Outline specification for the works

    Presentation of Stage Report and costs by Architect to BAC

    Strategic Design Meeting

    Presentation of Stage Report and costs by Architect and BAC Staff team to BAC Capital Group

    Presentation of Stage Report and costs to HLF

    Final Approval to proceed

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  • BAC Project Execution Plan

    Acoustic Consultant Review of updated design with comments on acoustic performance Cost Consultant Stage E Cost Plan Updated Risk Register Statutory Approvals Update Project Programme Update Procurement Strategy Form of Contract Contractor Selection b) Stage FG Tender Documentation Pre-tender Report consisting of: Confirmation of variations and design development to Stage E design. Confirmation of Samples and Mock-Ups to be provided as part of the contract. Confirmation of Procurement Strategy - Contracts and Warranties - Contractor Selection Procedure Pre-tender Estimate Statutory Approvals Update Updated Project Programme c) Stage K Samples and Mock-Ups Review and sign-off of samples and mock-ups in accordance with an agreed schedule. 4.4 Risk Management BAC, with advice from Haworth Tompkins and Bollingbrook has prepared a risk register for the project covering both non-construction and construction activities over the life cycle of the project. Each risk has its own monitoring process and owner attached to it, in order to ensure that risks are being appropriately managed across the project. The risk register is included as Appendix D 4.5 Cost Management

    The BAC Strategic Development Manager will manage the overall budget in collaboration with the Capital Project Manager and the Joint Artistic Directors. Any changes to the budget will be agreed as part of the Change Control Procedure.

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  • BAC Project Execution Plan

    The Day to Day management of the budget will be overseen by the Capital Project Manager who will have support with the processing of invoices and inputting data by the Administration and Finance team. There will be a weekly financial controls meeting to keep a close eye on income and expenditure and cashflow The Capital Project Manager, Strategic Development Manager and Haworth Tompkins will review this at the weekly Project meeting.

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  • BAC Project Execution Plan

    5.0 Works on site Works on site will be delivered through a traditional procurement process with the selection of one main Contractor for the majority of works, with some specialist contracts (such as the organ) being handled outside of this. The Contractor will be contracted directly to BAC but will be line managed by Haworth Tompkins. The full nature of the contract will be designed as this process evolves and the 3 sections below will be completed in line with the contract issued and as the execution plan evolves, but will be in line with the assumptions listed. 5.1 Request for Information Schedule Haworth Tompkins is in regular communication with BAC either via email or during regular meetings on- and off-site. A formal weekly meeting is in place between the lead architect and the Strategic Development Manager.

    Here, discussions around the projects programme and progress take place, as well as any small changes or developments. An open dialogue with both parties was integrated at the start of the project to ensure that specific detail on the project (building related and activity related) is always available.

    Any formal requests for information will be made by email between the Strategic Development Manager, BAC Project Manager and the lead Architect. 5.2 Client Approval, Hold Point and Sign-Off A schedule of Client Approval and Sign Off structure will be fully developed between Haworth Tompkins and BAC. The approvals process is noted earlier in this document and based on the scale of works or changes. All changes to the project will require a member of the architects and design team and a Strategic Design group member to be present for signing off the initial phase / sample of the installation. BAC will be in attendance at all Design team and Site meetings as it is the opportunity for what has previously been approved on paper to be realised in-situ. Design reviews of the project are looked at and reviewed by BACs Capital Group at each RIBA stage. Once reviewed, design is looked over by BAC Board Members. Invoice sign off will be done by either the Artistic Director or the Strategic Development Manager. The process for all payments is then the responsibility of the Project Manager, with support from the Junior Project Manager and Finance team. 5.3 Communication and Instructions The formal line of contractual communication is between the Strategic Development Manager and architects (Haworth Tompkins) and, subsequently between Haworth Tompkins and the Contractor.

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  • BAC Project Execution Plan

    For expediency the client team is permitted to provide guidance and direction on site in accordance with the Employers Requirements but this must be recorded and communicated back to the Strategic Development Manager for formal communication to the Artistic Director. Any work carried out by the design team must be agreed and fed back to the architects (Haworth Tompkins). The architects will discuss any specification changes to the client (BAC) if and when required. In the event that verbal instructions are given on site by the Project Manager, the Capital Administrator and contractor will record this as a confirmation of verbal instruction and issue it to Project Manager

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  • BAC Project Execution Plan

    APPENDIX Appendix A: Strategic Road Map 22 Appendix B: BAC Capital Objectives 23 Appendix C: Stage D Programme 24 Appendix D: Risk Register 25 Appendix E: Change Management Plan Template 27 Appendix F: Change Request Form Template 31 Appendix G: Change Request Log Template 34

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  • Issue 3. May 2012

    Appendix A Strategic Road Map

    MISSION

    To invent the future of theatre

    VISION

    A better future for everyone by putting creativity and invention at the heart of everything we do A community that explores its history and looks to its periphery for inspiration

    A theatre where our collective imagination is a catalyst to change the world

    VALUES

    Better together

    Playful & Provocative

    Life-changing

    STRATEGIC FOCUS AREAS for 12-15 that help you prioritise within your project

    Great art

    Brilliant work for more people

    Collaboration

    Look after each other

    Profile

    Shout about it

    Money

    Be entrepreneurial

    Environment

    A better place to be

    KEY INITIATIVES

    that describe groups of projects in the Project Log

    Core projects Projects that enable the organisation to

    deliver its plans

    Cook up projects

    Ongoing activity projects with no set end point

    Tuck in projects

    Larger-scale projects of work with a clear beginning and end

    Take out projects

    BAC projects with friends across London and beyond

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    Appendix B BAC Capital Objectives

    Great art

    Brilliant work for more people

    Collaboration

    Look after each other

    Profile

    Shout about it

    Money

    Be entrepreneurial

    Environment

    A better place to be

    To be the most dynamic performance environment for artists and audiences in the UK, based in a 19

    th Century town

    hall

    A space which enables playful interactions and enables us to be better together.

    BAC as a destination venue, locally, nationally and internationally

    Increased income through caf sales, room hire and tickets sales and improved efficiencies

    Transitioning to a new operating model and programme that promotes sustainability in space, time, money and energy To record and share our

    process

    To improve facilities and increase the range of work that can be created, including a sustainable production resource.

    To provide residential accommodation for up to 24 artists.

    To improve the public facing impact of the building including a new entrance, the development of Town Hall Road as a public space and better signage

    To create an exciting place to eat, drink and meet for a minimum of 120 in the caf and foyer area

    To make the building more accessible to more members of our community and improve circulation. To open up the whole building for public use and introduce a lift that will provide level access to all floors

    To bring artefacts and building history to life

    To develop hosting and event spaces for eating and congregation

    To create a more welcoming environment that has an atmosphere of accessibility whilst retaining a sense of adventure and play

    The building is licensed for and comfortably holds 2000 people

    To stop gas usage, move to renewable electric sources, reduce energy consumption.

    To create a promenade of a dozen flexible performance spaces on the first floor that can be used together or individually

    To provide creative and administrative space for developing new ideas in crafts and design, performance, film and music, including space for start up companies

    To produce a major resource and ongoing public engagement campaign about the building and our process

    To improve the quality of spaces and facilities for room hire, specifically the Grand Hall and Council Chamber and community facilities in the Lower Hall

    To improve the usage of natural resources throughout the building

    To restore the original fabric of the building and ensure compliance

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  • BAC APPENDIX DMajor Risks Register for Heritage Lottery Fund Project - 5c and 7b

    BAC Risk Register - HLF Project

    Risk ID Risk identified Consequence Control procedure Responsibility

    Governance and management

    GOV001 Loss of key project staff Med High Artistic Director

    GOV002 Low Med Artistic Director

    GOV003 Poor communication of project aims and late planning Low Med Artistic Director

    Operational riskLearning and Participation

    OPR001 Lack of diversity amongst participants Med Med

    OPR002 Low Low

    OPR003 Med Med

    OPR004 Med/High Med

    OPR005 Low Low

    OPR006 Med Med

    OPR007 Copyright issues around the material in the archive High Med/High Digital Collections Manager

    OPR008 Med Med Digital Collections Manager

    OPR009 Risks to an archive involved in physical removal from a building Low/Med Med/High Records are damaged/lost in the move to a different location. Digital Collections Manager

    OPR010 Part-time posts working on Archive Medium High This will mean that Archive work will be slow Train interns and volunteers to contribute to the organisation of the archive

    OPR011 Scheduling for individual activities in the archive falls behind Low Medium Consistent updating, workflow monitoring according to plan

    OPR012 Short-term employed staff (volunteers, interns) Medium Medium Ensure retention of appropriate staff in management and maintenance plan

    OPR013 Collaboration between BAC and Wandsworth Heritage Services Low Medium Ensure that both institutions collaborate harmonically and on time.

    OPR014 Medium High Digital Collections Manager

    OPR019 Lack of digital preservation and post sustainability Medium High Records are unable to be obtained or viewed. Files are lost or deleted. Digital Collections Manager

    OPR020 Medium High

    OPR021 Digital archive system does not feel user friendly or easy to use Medium High Digital Collections Manager

    OPR022 Medium High

    OPR023 Potential physical difficulty to access installation series Medium Low

    OPR024 Family workshops not being inclusive or of interest to families Low Low Numbers of families taking part in family workshops would be low.

    OPR025 Medium Medium

    OPR026 Possible physical restrictions to archive when stored at WHS Low Medium Difficultly in accessing and WHS building and facilities could put users off

    OPR027Difficulty of accessing facilities (toilets, caf, etc) in BAC Medium High Design for the toilets, caf and ramps to be in line with DDA requirements

    Medium High Put in 2 viewing pods in the foyer to allow public access to digital archive

    OPR028 Medium High

    Likelihood of occurrence

    (High, Medium or

    Low)

    Severity of impact (High,

    Medium or Low)

    Loss of expertise at BAC in understanding and managing project, leading to weaker relationships with design team and stakeholders

    Thorough handover and procedural manuals for all key roles. Ensure staff terms and conditions continue to compete with market standard.

    BAC being over-ambitious and unrealistic about resources needed to deliver work of excellent quality

    Project fails to achieve ambitions and delivers poor quality outcomes for BAC and stakeholders. Staff and resources over-stretched with knock-on impact on core organisational delivery.

    New posts increase capacity in Producing team and Capital team. Project workload built into business planning across the organisation so integrated into 10 year business plan.

    Staff prioritise poorly and project timetable slips, impacting on quality of delivery.

    Clear information flow from project team and Directors/Organisational and Financial Management meetings to and from the rest of the organisation. Timetable and deadlines built into individual work plans.

    Project fails to achieve ambitions to bring visitors of all ages and backgrounds together. Activity is unrepresentative of the communities BAC serves.

    Targeting and developing the programme with a wide range of diverse partners to offer a balanced level of engagement and commitment

    Strategic Development Manager

    Poor quality participatory and learning activities, connected to our new heritage programme

    Participants have unsatisfactory experiences with BAC, leading to low levels of engagement and loss of reputation.

    Working in partnership with heritage organisations and appointing specialist staff to support producing team.

    Strategic Development Manager

    Inability to balance new heritage learning programme with existing participation activity

    BAC fails to capitalise on archive development and activity plans and reneges on commitment to HLF

    Programme integrated into strategic planning for BAC, new staff appointed to build capacity in team, fundraising to support this element of the programme, Strategic Development Manager works across programme.

    Strategic Development Manager

    BAC possibly loses potential access to funding streams in future by not having a physical archive onsite

    Some funding for archives will only be available to those housed on-site. This may prevent specific applications that access continuation funding for the archive.

    Manage this risk by emphasising the archival nature of the online service and ensuring thorough cataloguing and digitisation here. Exploit digital streams of revenue to greater effect.

    Strategic Development Manager

    BAC potentially loses measure of prestige as an artistic organisation that doesnt physically possess its own heritage

    BAC could lose some prestige around housing the archive off-site but this is unlikely as it is not currently known as a heritage organisation.

    Manage this risk by potentially keeping some of the very best bits, or at least good copies of some of the very best bits for display or interpretation around the building

    Strategic Development Manager

    The BAC loses a measure of control over a key resource (i.e. the physical archive)

    By housing the archive elsewhere we could lose control of some elements of the storage facilities, access and cataloguing.

    Manage this risk at the time of determining the deposit arrangement with the external institution; for example whether or not BAC has option of re-accessioning the archive in the future; the amount of notice BAC would need to give to temporarily remove archives from the host institution; the nature of the appraisal decision and extent of control external institution has over this; provision for what happens to archive if host institution loses funding or is closed

    Strategic Development Manager

    Manage this risk through copyright risk management, i.e. due diligence on more sensitive works, and a takedown policy. Also could employ intern to undertake due diligence

    With the wide range of sources from the archive it is likely that there will be some issue with accessing copyright for some artist's materials, or that material could go up without permission.

    As an online resource a digital archive could become very stale very quickly unless new content is continually uploaded and new features introduced.

    Audiences lose interest, the archive is not accessed by a wide range of people

    Manage this risk by setting up an initial framework to the digital archive that encourages/necessitates continual upload of user content; also manage risk by synchronising the digital archive with the work of the BAC, across functions, and stop looking at the archive as a separate area, and start looking at it as an intrinsic part of all the departments / projects in BAC this will ensure the long term sustainability of the digital archive. Opening up the uploading of comments to all users will also helo keep material fresh.

    This can be mitigated by using specialist services and working with WHS who will have specialist knowledge of this.

    Strategic Development Manager

    Digitisation, metadata record creation, optimisation and general admin/project duties will lag behind and cause knock on effects with other

    programmes

    Strategic Development Manager

    No consistency with volunteers and interns could mean commitment to duties will lack or volunteers/interns no longer offer their time

    Strategic Development Manager

    Failure of a harmonised collaboration between the two institutions may result in the delay of the project

    Strategic Development Manager

    Material is uncatalogued or poorly catalogued due to volunteers or unskilled staff working on it

    Would mean checking through records to make sure all are catalogued correctly which would take extra time and set back the project

    Uncatalogued material will be catalogued to donds level in the first phase and to item level (n the second phase)

    Ensure digital preservation techniques will take place to the digital storage space and ensure access in the long term

    Potential damage of physical records while relocating the archive

    This could cause archived material to become damaged and beyond repair causing items to be lost from the collection

    Ensure archive has correct shelf marks and it is relocated bit by bit to avoid losses and damages.

    Strategic Development Manager

    Would mean that only specialist people who have the experience of using digital archiving system

    Have clear instructions on to how to use digital archive software. Make sure that system is PC/Mac compatible and use web 2.0 technologies to develop

    the database

    Written information and interpretation for archive collection not being easy to understand

    Written information will not enable all to read and understand. People will stop reading and not take an interest in the project

    Ensure that all interpretation is developed by using interpretation standards and DDA regulations

    Strategic Development Manager

    Difficulty in accessing installation would discourage any visitors who have limited mobility and could persuade visitors not to take part in visiting any

    future installations at BAC

    Capital changes to the building to ensure that exhibitions and installations are accessible

    Strategic Development Manager

    Do a series of family workshop trials and evaluate to make sure groups get the most out of their informal learning

    Strategic Development Manager

    School workshops not linking with students learning capacity or Schemes of Work

    Schools not wanting to take part in workshops. Schools not wanting to take part in future workshops.

    Employ all learning strategies (differentiation, KS levels) in workshop planning. Communicate with teachers taking part for relevant feedback

    Strategic Development Manager

    Ensure that access to WHS meets DDA and access consultant working with BAC to evaluate access

    Strategic Development Manager

    Visitors would stop coming to BAC and could even use word of mouth to tell other potential users not to visit

    Strategic Development Manager

    Difficulty of public accessing digital archive whilst onsite at BAC

    Would prevent public to regularly use digital archive, become frustrated and could even make public not use digital archive at all

    Strategic Development Manager

    Artists not planning projects / shows that are inclusive to all audiences as part of the Heritage Festival

    Audience confused to what is on. Shows being abstract and produced by artists who assume that audiences already know what the show is about. Audiences would be discouraged to visit show and any other future shows at BAC

    Ensure that all artists and producers plan their work to include key target audiences. Producers to understand possible restrictions and to have knowledge of the access audit. Producers to seek advice from access consultant if necessary.

    Strategic Development Manager

    25

  • BAC APPENDIX DMajor Risks Register for Heritage Lottery Fund Project - 5c and 7b

    BAC Risk Register - HLF Project

    Risk ID Risk identified Consequence Control procedure Responsibility

    Likelihood of occurrence

    (High, Medium or

    Low)

    Severity of impact (High,

    Medium or Low)

    Communication

    COM01 Negative audience response to capital developments. Low Med

    Health & Safety

    H+S01 Med Med HT/Capital Project Manager

    H+S02 Low High Accidents and injury.

    H+S03 Loss of revenue income due to capital project Med High Digital Collections Manager

    Financial risks

    FIN001 Med High BAC unable to meet HLF requirements and complete full scope of works.

    FIN002 Low Med

    FIN003 Low Med Errors in budget, actual accounts and projections. Deploying member of BAC finance team as project accountant

    FIN004 Med Med

    FIN005 Not reaching the fundraising match target Med High BAC unable to meet HLF requirements and complete full scope of works.

    Environmental/external factors

    ENV001 High Med BAC unable to meet match funding requirements for capital investment.

    ENV002 High High Artistic Directors

    ENV003 Currency fluctuations, general economic uncertainty, etc Low to High Low to High Artistic Directors

    Compliance risk (law and regulation)

    COM001 Project does not comply with lease requirements Low High

    COM002 Low Medium Contractor delayed on site (and cost implication as a result)

    COM003 Low Low

    Design & Construction

    DES001 Untimely provision of information by Design Team pre contract

    Low Medium

    Impact on programme and budget Project programme agreed

    HT

    DES002 Finalising design within budget Low Medium Impact on programme in order to bring down to budget Cost control procedures agreed HT

    DES003 High-speed design changes which are not properly evaluated Low MediumLate changes in design while on site Close cost control with regular reviews

    DES004 Disability access audit is not up to date Low Low Changes in design required with impact on programme and budget Access audit completed; access consultant to review scheme at next stage HT/BJP (QS)

    DES005 Single source materials or products

    Low Low

    Avoid single source where possible

    DES006 Use of preferred suppliersLow Low

    Additional cost HT

    DES007 Low LowImpact on programme and budget Project programme agreed HT

    DES008 Tender information incompleteLow Low

    Impact on programme and budget Review of completeness before issue

    DES009 Low MediumImpact on programme and budget HT

    DES010 Poor coordination of design

    Low Medium

    Changes in design required with impact on programme and budget Regular review of coordination

    DES011 Unknown services locations discovered during construction Medium MediumImpact on programme and budget HT

    DES012 Unknown asbestos locations discovered during construction

    Medium Medium

    Impact on programme and budget

    DES013 Organ works overrun

    Low Medium

    Impact on programme for main works

    DES014 Client not giving access to contractor due to noise or dust

    Low Medium

    Impact on programme and budget

    DES015 Damage to valuable building elements by contractor Low Medium Loss of heritage value and impact on programme and budget Required method statements to be identified in tender information HTDES016 Listed Building Consent refused Low Medium Scheme delayed Ongoing consultation with Conservation department and English Heritage HTDES017 Planning Consent refused Low Medium Scheme delayed Ongoing consultation with Planning department HTDES018 Section 247 highways agreement not reached Low Medium Scheme delayed Ongoing consultation with Planning department HTDES019 Inability to obtain building control approval Low Medium Impact on programme and budget Ongoing consultation with Building Control department HT

    Lower visitor numbers than projected, impacting on income projections, and weak community engagement.

    Audience consultation built in throughout design process, clear engagement strategy established from outset, local communities actively involved in learning, participation and conservation activities.

    Artistic Director/Comms Manager/ Strategic Development Manager

    Unforeseen building fabric issues (asbestos, damp, rot, other deleterious materials, etc) arise

    Safe working conditions affected and project timetable and budget increases.

    Detailed surveying undertaken during design phase to minimise unforeseen risk but appropriate contingency built into budgets and timetable.

    Poor health and safety management and lack of rigorous working practices.

    Health and safety committee proactively managing health and safety and ensuring that health & safety training is carried out to an adequate level by all staff and contractors

    CDM/Capital Project Manager

    BAC's ongoing activities are affected, leading to issues of quality of provision for audiences and stakeholders, and financial viability of organisation.

    Forward planning and phasing to ensure key income streams are maintained during works. Effective core cost recovery through capital fundraising

    Cashflow is difficult due to delay in funding coming in

    Clear control of outgoings to manage budgets, flexibility and contingency in finance and schedule, significant leverage and strong partnership working at all levels of funders and potential funders, matched to robust fundraising strategy.

    Artistic Director/Capital Fundraiser/Capital Admininstrator

    Improvements to the infrastructure lead to higher operational costs

    BAC's long-term ambitions around financial and environmental sustainability are compromised, with knock-on impact on revenue budgets that can not be met.

    Working with Services consultant to achieve best possible financially & environmentally sustainable heating, cooling and power systems for the building. Evolving new working systems that use the building in a pragmatic way.

    Strategic Development Manager/ Artistic Director

    Over complication of financial management systems on capital project

    Executive Director/Capital Administrator

    Lack of budget contingency or reserves to respond to new needs or requirements that arise

    BAC unable to respond to new requirements, resulting in reduced scope or inability to complete project.

    Appropriate contingency fund built in at every stage and detailed planning undertaken to mitigate unforeseen risks as far as possible.

    Finance Manager/Capital Project ManagerWe have appointed a new Chair of BACs Development Council and a new

    trustee to BAC, in the shape of Fiona McTaggart MP. Fiona is a huge supporter of BAC and has come on board specifically to help with the capital campaign. We are also re-booting the nature of BACs campaign in order to improve its effectiveness now that the project is actually starting. David Jubb & David Micklem, as Joint Artistic Directors and Chief Executives are leading the fundraising campaign working very closely with Tim Burley BACs Head of Development (who is managing the campaign on a day-to-day basis). The Board are also aware of the risk and are working with the Exec team to mitigate.

    Artistic Director/Capital Fundraiser

    Downturn in corporate sponsorship market and trusts and foundations endowments

    Clear funding leads already identified and project phasing designed to take account of current economic climate. Maintenance of high quality development department and continued outward facing nature of Directors. Continued growth of the development group and board support towards strategic fundraising.

    Artistic Director/Capital Fundraiser

    Change in government policy especially with regard to arts and culture funding

    Reduction in BAC's core revenue funding from Arts Council England and Wandsworth Borough Council and resulting impact on ambitions to develop 21st century arts organisation within 19th century building

    Develop arts sector's dialogue with government & opposition in order to make the case for continued investment. Demonstrate the ways in which BAC supports ACE and WBC strategic objectives and aim to strengthen ACE and WBC's advocacy for the sector through robust dialogue. Ensure appropriate operational and financial contingencies built into organisational planning that enable us to evolve services whilst maintaining quality and public engagement.

    Various - but with specific reference to risk of contractor failure (and their sub-contractors and suppliers) and deposits paid against any specialist materials

    Financial strength of contractors / suppliers to be considered when placing any orders.

    BAC would default on the lease with Wandsworth Borough Council, leading to WBC potentially re-inhabiting building

    Ensure project scope includes key lease requirements and sustain high-level relationship management with Wandsworth Strategic Development

    Manager

    Delay in works on site as a result of not signing-off planning conditions on time

    Architect to manage tracking schedule and all conditions to be recorded on master project programme Strategic Development

    Manager

    Delay in obtaining building regulation approval whilst design works ongoing

    Re-design works required which could lead to a pre-contract delay (and design fee cost implication as a result)

    Approved inspector appointment to be made at the start of Stage E and are to work in parallel with the design team

    Strategic Development Manager

    HT/Strategic Development Manager

    Lack of availability of materials or products with impact on programme and budget

    HT/Strategic Development Manager

    Avoid preferred supplers

    Lack of integration between design and construction programmes

    HT/Strategic Development Manager

    Lack of integration between separate phased projects and HLF works

    Masterplan developed and agreed

    HT/Strategic Development Manager

    Internal and external electrical survey commissioned; utilities surveys requestedManagement Survey completed; Refurbishment and Demolition survey to be undertaken prior to site works

    XCO2/Strategic Development Manager

    Survey of existing organ to be undertaken to establish detailed scope of works

    Strategic Development Manager

    Sequencing to be part of design development and constraints identified in tender information

    Strategic Development Manager

    26

  • APPENDIX E

    PROJECT CHANGE MANAGEMENT PLAN

    Project Name:

    Prepared by:

    Date (MM/DD/YYYY):

    1. Purpose

    The purpose of this Change Management Plan is to:

    Ensure that all changes to the project are reviewed and approved in advance

    All changes are coordinated across the entire project.

    All stakeholders are notified of approved changes to the project.

    All project Change Requests (CR) must be submitted in written form using the Change Request Form provided.

    Link_To_Project Change Request Form

    The project team should keep a log of all Change Requests. Link_To_Project Change Request Log

    2. Goals

    The goals of this Change Management Plan are to:

    Give due consideration to all requests for change the degree to which they affect scope, schedule, budget or funding agreement, as an example

    Identify define, evaluate, approve, and track changes through to completion

    Modify Project Plans to reflect the impact of the changes requested

    Bring the appropriate parties (depending on the nature of the requested change) into the discussion

    Negotiate changes and communicate them to all affected parties.

    3. Responsibilities

    Those responsible for Change Management Their Responsibilities

    Capital Project Manager Developing the Change Management Plan if required

    Facilitating or executing the change management process. This process may result in changes to the scope, schedule, budget, and/or quality plans. Additional resources may be required.

    Conducting reviews of all change management activities with senior management on a periodic basis

    Capital Administrator Maintaining a log of all Change Requests

    27

  • 3. Responsibilities

    Those responsible for Change Management Their Responsibilities

    Strategic Development Manager Ensuring that adequate resources and funding are available to support execution of the Change Management Plan

    Ensuring that the Change Management Plan is implemented

    4. Process

    The Change Management process occurs in six steps:

    1. Submit written Change Request (CR) for any significant change which would affect:

    a. Budget over 50,000

    b. Scope which significantly affects design/outcome

    c. Schedule which affects set timescales or milestones

    d. Funding agreement terms

    2. Strategic Development Manager and Capital Project Manager to Review CRs and present for acception or rejection this will happen at Strategic Design Meetings

    3. Accept or reject the recommendation

    4. If accepted, update project documents and re-plan

    5. Notify all stakeholders of the change.

    The following describes the change control process in detail:

    1. Any stakeholder can request or identify a change. He/she uses a Change Request Form to document significant changes, based on the criteria above, or send a description of non-significant changes to the Capital Administrator

    2. The completed form is sent to the Capital Administrator who enters the CR into the Project Change Request Log.

    Link_To_Project Change Request Log

    3. CRs are reviewed at Strategic Design Meetings (for budget changes above 50k) or Weekly Project Meetings (for anything else) and assigned one four possible outcomes:

    Reject: Notice is sent to the submitter Change Log updated with decision and reasons

    Defer to a date (e.g. because more information is required, or because it needs to be viewed/signed off by Strategic Design Meeting or BAC Capital Group):

    Submitter informed and asked for any further info required

    Change Log updated

    Added to agenda for deferred date, or to agenda of Strategic Design Meeting/Capital Group meeting for deferred date

    Accepted immediately (e.g., emergency, where all info and solutions were available):

    Submitter informed

    Change Log updated with decision and reasons

    Necessary updates made to project documents (schedule, scope, budget, etc)

    28

  • 4. Process

    Accept for further analysis (non-emergency, where necessity for change is accepted but alternative designs/solutions/analysis still needed):

    Submitter informed

    Further analysis of change, design or solution carried out

    Change Log updated

    Added to agenda for deferred date

    This will then re-enter the change system and return to the first step

    5. Notes on the Change Control Process

    1. A Change Request is:

    Included in the project only when recommended action is agreed by group with necessary level of authority to do so.

    2. The CR may be:

    Low-impact Has no material affect on cost or schedule. Quality is not impaired. Full written submission not required; approval required from Weekly Project Meeting (must include Artistic Director)

    Medium-impact Moderate impact on cost (between 50k and 250k) or schedule, or no impact on cost or schedule but quality is impaired. Full written submission required; approval required from Strategic Design Group.

    High-impact Significant impact on cost (over 250k), schedule or quality. Full written submission required; approval from BAC Capital Group.

    3. For this project:

    Moderate-impact Fewer than 2 weeks change in schedule; between 50k and 250k in budget; quality of one or more major outcome(s) impacted

    High-impact More than 2 weeks change in schedule; more than 250k change in budget; one or more major outcome lost.

    4. All project changes will require some degree of update to project documents:

    Low-impact Changes likely require update only to requirements and specifications documents

    Moderate- or high-impact depending on the type of change, the following documents (at a minimum) must be reviewed and may require update: Scope, Schedule, Budget, Quality, Funder report

    6. Project Change Management Plan / Signatures

    Project Name:

    Project Manager:

    I have reviewed the information contained in this Project Change Management Plan and agree:

    Name Role Signature Date

    (MM/DD/YYYY)

    29

  • 6. Project Change Management Plan / Signatures

    The signatures above indicate an understanding of the purpose and content of this document by those signing it. By signing this document, they agree to this as the formal Project Change Management Plan.

    30

  • APPENDIX F

    PROJECT CHANGE REQUEST FORM

    Project Name:

    Prepared by:

    Date (MM/DD/YYYY):

    Control No. (from CR Log):

    1. Requestor Information

    Fill in with appropriate information or place an X next to those that apply:

    Area of Change:

    Scope [ ] Schedule [ ]

    Budget [ ] Quality [ ]

    Is this Change the result of a Risk Management Action?

    No [ ] Yes [ ] Risk ID:

    Does this Change affect the Funder Agreement?

    No [ ] Yes [ ]

    Proposed Change Description and References: Provide information below concerning the requested change. Create links to any supporting documentation.

    Description:

    Justification:

    Links to supporting documents:

    Impact of Not Implementing Proposed Change:

    Alternatives:

    2. Initial Review Results of the Change Request

    Initial Review Date: Reviewing

    31

  • 2. Initial Review Results of the Change Request (MM/DD/YYYY) Meeting:

    Action Comments/Reasons

    Reject [ ]

    Defer until (MM/DD/YYYY) [ ]

    Express approval

    (analysis included below)

    [ ]

    Accept for further analysis

    (to be detailed below)

    [ ]

    3. Initial Impact Analysis

    Baselines Affected:

    Configuration Items Affected (e.g. changes to outcome):

    Cost / Schedule Impact Analysis Required? (check one) Yes [ ] No [ ]

    Impact on Cost:

    Impact on Schedule:

    Impact on Resources:

    Risk associated with implementing the change:

    Risk associated with not implementing the change:

    Final Review Results:

    Review Date: (MM/DD/YYYY)

    Priority: (check one) High [ ] Medium [ ] Low [ ]

    32

  • 5. Final Recommendation (Decision & Reasons)

    6. Project Change Request Form / Signatures

    Project Name:

    Project Manager:

    I have reviewed the information contained in this Project Change Request Form and agree:

    Name Title Signature Date (MM/DD/YYYY)

    The signatures above indicate an understanding of the purpose and content of this document by those signing it. By signing this document, they agree to this as the formal Project Change Request Form.

    33

  • Change Request

    No.

    Link to Change

    Request FormChange Description Priority Requested By

    Meeting and date

    for reviewDecision Reasons/Notes

    APPENDIX G

    BAC PROJECT CHANGE REQUEST LOG

    Project Name:

    Project Manager:

    Log in each Change Request as it is received. See Definitions tab for further instruction/information.

    34

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