The Project Process
The project process is just 5 steps. It passes through three quality gates.
Here are the activities and actions that must be completed to take the project from its inception through to completion.
See also:
Bid and Award
Complete tendering, select contractors, engage suppliers, and complete preparation activities.
⭐️ Quality Gate 2
In this step, you define the project requirements, budget and timescales. Identify its risks and constraints.
Make sure you understand the scope, the design criteria and the potential procurement strategy.
Create the following outputs:
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Design Intent
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Project Execution Plan
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High Level Scope
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Budget
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Time Estimate
Step 1 - Project Initiation
In this step, pick apart the detail of the project. Review it, analyse it, get answers to your questions.
Your stakeholders might have different expectations and priorities. Resolve all disagreements before moving on. It is easy to make changes now. Later, in the execution step, they will give you nightmares.
Use the RIBA Plan of Work. It gives you a framework for design and construction, including a process map and a management tool.
Some of the design details can be left to the Execution step of the project, by means of a Design - Build appointment with the contractor or execution team.
But don't use that as an excuse for avoiding vital decisions that must be taken now!
Step 2 - Design
In this step, you complete tendering, select contractors, engage suppliers, and complete preparation activities like getting permits and approvals.
Finalise the construction budgets and timescales. Order long lead items required for the build.
You might want to offer the full scope of the project to a managing contractor, or break it down into several packages.
Like the Design step, time and effort spent here give you the best chance of delivering a successful project. Resolve all queries, issues and risks you can identify, to avoid delays and increased costs during construction.
Step 3 - Bid and Award
In this step, you and your team deliver the main project works.
This might be a new build, or fit-out and decoration of an existing building. Perhaps it's the implementation of a new process. Or a new IT system roll-out.
If you did the previous steps properly, you have a good chance of completing this step on time and budget. Requirements met, and everyone safe. You will thank your previous self if you allowed enough time to prepare and mobilise at the start of execution, and enough time for testing, commissioning, snagging and handover at the end.
During this step you must:
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Set realistic expectations for the budget and timescales, accepting that things don't always go to plan.
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Protect your contingencies, no matter how much pressure you are under
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Prioritise safety
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Resist change and manage it when it is inavoidable
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Keep track of progress and understand the detail.
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Establish interim milestone and celebrate when they are achieved.
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Challenge the delivery team. Ask questions and support them.
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Stay positive!
The execution step completes with whatever handover activities are required to obtain formal acceptance and close out all project activities.
Step 4 - Execution
The project completes with whatever handover activities are required to obtain formal acceptance and close out all project activities. Here's a checklist:
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Technical systems testing, commissioning and certification
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Regulatory and compliance documentation
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Operational and maintenance training
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Agree snag list and any additional work, and the plan to complete them
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Support early operation and transition, handing over to Business As Usual
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Agree the final accounts
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Assemble the build documents and the operational and maintenance manuals
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Review lessons learnt during the project. What would we do differently in future projects?
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Track post-project performance.
Don't forget to take a breath, look back at your successes over the course of the project, and enjoy the new post-project world!
Step 5 - Handover & Close Out
Bid and Award
Complete tendering, select contractors, engage suppliers, and complete preparation activities.