Assignment Requirements
ackground
The Greater Manchester Strategic Alliance (GMSA), a partnership of universities, colleges, work based learning providers and other stakeholders who collectively deliver a Lifelong Learning Network (LLN) and promotes the progression of vocational learners into Higher Education, have identified within their strategic plan for 2014 – 2019, the opportunities presented by recent government commitment to fund a significant increase in the delivery of Higher Apprenticeships. As a result, GMSA are consulting on the viability of a new "Advanced Manufacturing Research Centre" situated alongside the M62 Corridor in Greater Manchester. The centre will draw on the specialist skills of both the four Greater Manchester universities together with a series of local colleges including those in Rochdale, Oldham and Bury together with leading business organisations located in the Greater Manchester area.
Simulating the role of ‘client agent’ and ‘chartered project manager’ your team has been tasked with contributing specialist knowledge to this initial strategic evaluation, with a specific focus on the physical infrastructure needed to deliver the project., and more specifically how you think the implementation of a value led procurement strategy will enhance the viability and ultimate success of the project.
Assessment Requirements
In your role as a chartered project manager acting as employer’s agent for GMSA, prepare a briefing paper (report) for the board of the Greater Manchester Strategic Alliance reporting on your strategic evaluation, it is expected your analysis will:
• Provide a concise briefing to your client, outlining the legal requirements in terms of embedding value within the project environment;
• Explain the principles of value management, emphasising how adopting ‘value management’ techniques would enhance both the quality and user experience/satisfaction in relation to the project;
• In-line with other significant ‘transformative’ schemes your client is eager to embed both socio-economic and environment sustainability within their project. Provide advice based on the attainment of these objectives within a value framework.
• Identify a suitable procurement and contract strategy for the project, considering the best practice advice contained in (1) the Government’s Construction Strategy 2011 (2) Wolstenholme’s 2009 review of construction industry practice for Constructing Excellence and finally (3) The Industry Strategy for Construction 2025.
• Assuming your client will evaluate tenders based on 70% quality and 30% cost, provide advice on how this can be achieved.
• Provide explicit but succinct recommendations to client on how to proceed with the scheme.
Marking Criteria
Technical Content (90%)
• Introduction (5 marks)
• Legal Requirements (10 marks)
• Explanation of value Management (20 marks)
• Articulation of the client value system (25 marks)
• Procurement Strategy embedding CVS (10 marks)
• Tender Evaluation Strategy embedding CVS (10 marks)
• Conclusions and Recommendations (10 marks)
Structure, Presentation and Referencing (10%)
• Is there an overall sense of direction
• Does the report have at the minimum a summary, contents page, introduction, conclusions and recommendations
• Is the grammar and syntax used correctly
• Has a full, wide ranging, relevant reference list been provided
• Are references cited correctly (i.e. Harvard)
• Have the listed references been cited?
• Have cited references been listed?
DESCRPTION OF THE ASSIGNMENT
This is a report type with abstract and introduction with table of contents.
GUIDELINES TO ANSWERING THE QUESTIONS
1. It requires the following legal reports: European procurement law, treaty of Rome, European public procurement directives, public procurement sector regulation 2006, consider the implication of the treasury green book, consider the implication of the social value act of 2012 and 2013, think about the outward possible change of 2013 European union(E.U) procurement rules. Why it is important? (It should be in 3 paragraphs).
2. What is value management? What is the principle of value management? What is the relationship between value analysis and value management? What is the relationship between value engineering and value management? How to attain the client’s objectives through a value framework? What is positive about value management? How value management can be used in brainstorming key shareholders and the client party? How brainstorming can be used to organised value study or workshop to evaluate ideas like S.M.A.R.T and scoring matrix? How value management can be used to determine who, why, what and tools for the workshop? Who is in the workshop? What is the workshop? Why is the workshop? What tools will be used in the workshop such as S.M.A.R.T, F.A.S.T, M.A.U.T, C.B.N, A.H.P and fuzzy logic in line with the quality, time, and cost? How to attain the client’s objectives through value system? How to achieve the project goals through idea of whole life value? How value management can be used to optimised the few resources? How to use value management to pull the client’s competitive business strategy? How is quality enhanced? How to enhance quality by adopting value study in pre-workshop, workshop and post-workshop by using S.MA.R.T?
3. Using the London Olympic 2012 as a case study. The task is to implement the entire value framework in question (2) into the project mission statement. In this pre-contract stage, how the project manager provide advice based on the attainment of these objectives within a value framework e.g. KPi’s9Key performance indicators). Pre contract group discussion-making and workshop using S.M.A.R.T goals. How will the project manager create project mission statement? In-line with the project what is ”transformative” scheme means? Explain it in the context of mass transformative impact regenerating people lives through employment opportunity to artisan and people of Man-chester, environmental sustainability such as to reduce co2 emission and improve transportation system .In-line with other significant (transformative) project objectives and mission statement such as funding demands. How does the project manager communicate the client’s idea to the professional teams? How can you manage and keep the construction experts in check to ensure that the client’s ideas is not jeopardised? How do you get over the barriers between strategic value management system and project value system? How to conduct workshops the design briefing, pre-design, design and post-design stages? How do you transfer client’s objectives to implementing the project goals and objectives? How does the project manager advise the client in clear, explicit, articulate, systematic, and auditable manner by using tools like F.A.S.T, M.A.U.T, S.M.A.R.T, C.B.N, K.P.i’s, A.H.P and fuzzy logic and use it in value systems such as workshops? How to use value management to pull the client’s competitive business strategy? What is the negative impact such as sufficient funds, will the budget be sufficient and will the client buy the idea? Do you think the client have cognitive functioning to make decision-making? How to form criteria for value analysis? How will the project manager embed the client’s value to socio-economic and environmental sustainability within the project to serve as key project objective? What is the link between the KPi’s and to monitor project attainment? How will the workshop be conducted in line with S.M.A.R.T goals? What is the link between brainstorming and the results from the key stake holder ideas of the previous brainstorming from question (2). Evaluate the findings in a critical way.
4. In the tendering stage, how will procurement strategy be used in compliance to question (1), (2) and (3). In this part the project manager is concerned with value for money compliance. Therefore, how does the project manager recommend the procurement strategy? Design and build procurement or P.F.I (Private finance initiative) as a suitable procurement strategy. Also, identifying N.E.C (New Engineering Contract) as a suitable contract strategy compare P.F.I and N.E.C with the Government’s Construction strategy 2011, Wolstenholme’s 2009 review of construction industry practice for constructing excellence and finally the industry strategy for construction 2025. What is value for money compliance? The project manager will conduct a workshop to act as benchmark?
5. At post-contract stage, the project manager main concern is also compliance. He link it to the criteria identified in question (3). Determine the client’s value for money using the K.P.i’s . The concern is also tender evaluation. How is the tender evaluation process done using RIBA plan of work? What are the changes? How can its goals and measures be evaluated using balance scorecard? How can the project manage use the Olympic 2012 London procurement strategy as a case study to evaluate collaborative procurement strategy? What is the competitive business strategy? What is the link between the outline business case strategy and full business case strategy? Do the outline business case strategy and full business case strategy comply with value for money with post occupancy value evaluation?
6. Conclusion and recommendation. What do you suggest? What is the new finding? Justification for the suggestion.
DESCRPTION OF THE ASSIGNMENT
This is a report type with abstract and introduction with table of contents.
GUIDELINES TO ANSWERING THE QUESTIONS
1. It requires the following legal reports: European procurement law, treaty of Rome, European public procurement directives, public procurement sector regulation 2006, consider the implication of the treasury green book, consider the implication of the social value act of 2012 and 2013, think about the outward possible change of 2013 European union(E.U) procurement rules. Why it is important? (It should be in 3 paragraphs).
2. What is value management? What is the principle of value management? What is the relationship between value analysis and value management? What is the relationship between value engineering and value management? How to attain the client’s objectives through a value framework? What is positive about value management? How value management can be used in brainstorming key shareholders and the client party? How brainstorming can be used to organised value study or workshop to evaluate ideas like S.M.A.R.T and scoring matrix? How value management can be used to determine who, why, what and tools for the workshop? Who is in the workshop? What is the workshop? Why is the workshop? What tools will be used in the workshop such as S.M.A.R.T, F.A.S.T, M.A.U.T, C.B.N, A.H.P and fuzzy logic in line with the quality, time, and cost? How to attain the client’s objectives through value system? How to achieve the project goals through idea of whole life value? How value management can be used to optimised the few resources? How to use value management to pull the client’s competitive business strategy? How is quality enhanced? How to enhance quality by adopting value study in pre-workshop, workshop and post-workshop by using S.MA.R.T?
3. Using the London Olympic 2012 as a case study. The task is to implement the entire value framework in question (2) into the project mission statement. In this pre-contract stage, how the project manager provide advice based on the attainment of these objectives within a value framework e.g. KPi’s9Key performance indicators). Pre contract group discussion-making and workshop using S.M.A.R.T goals. How will the project manager create project mission statement? In-line with the project what is ”transformative” scheme means? Explain it in the context of mass transformative impact regenerating people lives through employment opportunity to artisan and people of Man-chester, environmental sustainability such as to reduce co2 emission and improve transportation system .In-line with other significant (transformative) project objectives and mission statement such as funding demands. How does the project manager communicate the client’s idea to the professional teams? How can you manage and keep the construction experts in check to ensure that the client’s ideas is not jeopardised? How do you get over the barriers between strategic value management system and project value system? How to conduct workshops the design briefing, pre-design, design and post-design stages? How do you transfer client’s objectives to implementing the project goals and objectives? How does the project manager advise the client in clear, explicit, articulate, systematic, and auditable manner by using tools like F.A.S.T, M.A.U.T, S.M.A.R.T, C.B.N, K.P.i’s, A.H.P and fuzzy logic and use it in value systems such as workshops? How to use value management to pull the client’s competitive business strategy? What is the negative impact such as sufficient funds, will the budget be sufficient and will the client buy the idea? Do you think the client have cognitive functioning to make decision-making? How to form criteria for value analysis? How will the project manager embed the client’s value to socio-economic and environmental sustainability within the project to serve as key project objective? What is the link between the KPi’s and to monitor project attainment? How will the workshop be conducted in line with S.M.A.R.T goals? What is the link between brainstorming and the results from the key stake holder ideas of the previous brainstorming from question (2). Evaluate the findings in a critical way.
4. In the tendering stage, how will procurement strategy be used in compliance to question (1), (2) and (3). In this part the project manager is concerned with value for money compliance. Therefore, how does the project manager recommend the procurement strategy? Design and build procurement or P.F.I (Private finance initiative) as a suitable procurement strategy. Also, identifying N.E.C (New Engineering Contract) as a suitable contract strategy compare P.F.I and N.E.C with the Government’s Construction strategy 2011, Wolstenholme’s 2009 review of construction industry practice for constructing excellence and finally the industry strategy for construction 2025. What is value for money compliance? The project manager will conduct a workshop to act as benchmark?
5. At post-contract stage, the project manager main concern is also compliance. He link it to the criteria identified in question (3). Determine the client’s value for money using the K.P.i’s . The concern is also tender evaluation. How is the tender evaluation process done using RIBA plan of work? What are the changes? How can its goals and measures be evaluated using balance scorecard? How can the project manage use the Olympic 2012 London procurement strategy as a case study to evaluate collaborative procurement strategy? What is the competitive business strategy? What is the link between the outline business case strategy and full business case strategy? Do the outline business case strategy and full business case strategy comply with value for money with post occupancy value evaluation?
6. Conclusion and recommendation. What do you suggest? What is the new finding? Justification for the suggestion.
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