The Project Process
Regardless of the size, cost, complexity, or type of project being undertaken, any well-run project will follow a broadly similar process or lifecycle. The project process is essentially a set of phases (or stages), activities and actions that must be completed to take the project from its inception, through to completion.
The activities are usually grouped into phases (the process we describe has five clear phases) and generally run in sequence (although overlapping activities can sometimes be necessary and beneficial).
The project process (and phases therein) provides structure and control, provides clear checkpoints and ‘go / no-go’ decision points along the way, and allows the project to be broken down into manageable and quantifiable pieces for everyone involved in the project:
The Project Process
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The Project Process
See also:
For additional information on the project process, please see below.
1. Project Initiation
(Concept Design)
2. Design (scheme/
developed/ technical/
construction)
3. Bid and Award (Procurement)
4. Execution
5. Handover & Close Out
The Iconic Project Process is broken down into five phases detailed below. We also show two Gateways (G1 and G2). Gateways are points in the project to assess progress, look ahead to next steps, and re-evaluate budget, scope, and programme.
G1 is positioned immediately prior to the design phase, which is the point at which you will likely commit costs and time to an external designer or design team. Prior to this point, the project could be closed without significant impact.
G2 is positioned immediately prior to the execution phase, which is the point at which significant costs and resources will be invested to deliver the project. A key point to ensure everything is in order before progressing to the most expensive and contractually onerous phase of the project.
Project Initiation:
During this early stage, you should try and understand the reason for and purpose of the project. Focus on the problem you are trying to solve, the change you are trying to make. Avoid jumping straight to a solution.
During this phase you should understand the project requirements, budget, schedule (time), risks and constraints. You should also move towards an understanding of the scope, design criteria and potential procurement strategy. The latter stages of the phase include feasibility work and initial concept (or ‘Test-Fit’) design.
The outputs at the end of the phase are design intent information, a project execution plan (which is a rough (or detailed) plan of how you intend to work through the project), a high-level scope, budget, and time estimate.
Design:
The design phase is where the detail of the project is picked apart, reviewed, and analysed. The more time, effort and energy expended at this stage of the project, the more likely that the remainder of the project will run smoothly, on time, on budget and aligned with the project scope and objectives.
It is far easier and more cost effective to make a change on a drawing than it is to make changes once the project has moved into the execution or construction phase.
The design phase is usually broken down into several sub-phases as the design is developed from concept through to a technical and co-ordinated level of design detail. The purpose of the phase is to output a detailed design that achieves key project requirements (scope, cost, quality, safety, time) and is at a level of detail that can be procured and built.
Most construction projects in the UK follow the RIBA Plan of Work. The RIBA Plan of Work provides a shared framework for design and construction that offers both a process map and management tool. The RIBA plan of work is a useful tool to use during projects as it can be used to breakdown a project into its different stages. A link to it can be found here.
The latter stages of design (e.g. technical detail / trade coordination) can be passed on to the Execution phase of the project, by means of a Design-Build appointment with the contractor or execution team.
Bid and Award:
During the bid and award phase (often referred to as the procurement phase), tendering* is completed, contractors are selected, suppliers are engaged and preparatory activities (such as permits and approvals) are completed. During the phase, the construction budget and timescales are finalised, manufacture of long lead items will commence.
The project scope can be offered as a single complete package (with the managing contractor responsible for purchase of all resource and materials for the project) or broken down into several packages to best suite the needs and requirements of the project.
Like the design phase, time and effort spent during this phase
will improve the likelihood of a successful construction phase. The phase provides opportunity to refine design, integrating feedback from potential suppliers and contractors. Any queries, issues and risks that can be identified and resolved at this stage will undoubtably save cost and delay during construction.
The stage provides an important opportunity to negotiate with suppliers and contractors and obtain their buy-in to your objectives & aspirations. Contracts and agreements are formalised during this stage, and there is an opportunity for co-ordination between suppliers, contractors, and the design team.
*Tendering is an invitation for a company to bid to provide goods or services on a project. It can be as simple as asking a single supplier or contractor for a proposal to complete works, or a more formal process involving several companies, sealed bids, and multiple rounds. The purpose of the tender exercise is to find the best overall price, product, or contractor for a given piece of work (i.e. not necessarily to find the cheapest price).
Execution:
The execution phase is the period in which the main project works are delivered. Depending on the scope of the project, this may be construction works, internal fit-out works, decoration, implementation of a new process, rebranding, roll-out of a new IT system or upgrade (etc). For simplicity, we term all these variants as ‘Execution.’
In an ideal world, execution is a simple realisation of the designs, plans and aspirations established during the earlier phases. The phase runs safely on time and on budget, delivering scope to the required standard and quality level. Whilst this is an achievable scenario (the chances of which increase with successful and comprehensive completion of the earlier phases), frequently projects are hit with challenges, change and unplanned external impacts.
To manage and mitigate these factors it is important to:
Allow sufficient time for mobilisation and preparation at the start of the phase and for testing, commissioning, snagging and handover at the end.
Set realistic expectations for budget (incl. contingency allowances) and timescales (and accept that things don’t always go to plan).
Prioritise safety.
Proactively manage change on the project.
Keep track on progress and details through the phase, challenge and ask questions of the delivery team.
Incorporate interim and sectional milestones on the project to formally check on progress.
Stay optimistic!
The execution phase will usually complete with a series of handover activities, formalising completion, and final accounts, ensuring snagging, testing, and commissioning works draws to a successful completion. And for larger projects a process for integration and handover of new assets into ‘business-as-usual’ operations (including Operation and Maintenance training and documentation).
Handover & Close Out:
The final phase of the project is to complete handover and close-out activities. As with all phases, the extent of this will depend on the size and complexity of the project.
Usual activities include the following:
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Complete testing, commissioning, and certification of technical systems.
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Obtain any regulatory and compliance documentation (e.g. Building Control / close out of planning conditions).
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Complete Operational & Maintenance training.
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Agree the snag-list (and any additional work) and a plan to complete.
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Support early operation and transition period – a seamless handover to business as usual.
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Agree the final account(s).
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Assemble As-Built documents and Operational & Maintenance manuals.
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Complete a review of lessons learnt during the project, particularly if future projects are anticipated.
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Track post-project performance to ensure anticipated benefits and improvements are realised, and systems and infrastructure are fully integrated.
And don’t forget to take a breath, look back at your successes and achievements over the course of the project and enjoy the new, improved post-project world.
Coming soon
