Welcome to the second episode of Property Done Properly, an educational and entertainment podcast in Real Estate, Construction and Facilities management covering the whole life cycle of a project from inception to realisation.

Ian starts with his explanation of his five pillars of success with Process, covering how a project is managed and controlled including how authority is delegated, scheduling or programming, reporting structures, performance management, change management and quality management.

KEY TAKEAWAYS

• Governance is a system of rules, practices and processes by which a project is directed and controlled. It involves balancing the interests of all people involved from the client to the sub contractors and operatives on site.
• The size of the project should dictate the size of the board. Irrespective of scale the project needs a focal point and the board should be clear on its implementation. The board also needs to have relevant skills and experience. 
• The Project Initiation Document (PID) is fundamental to the success of any project. It can also been known as a Project Charter. The client objectives are the basis of this and then the setting the scope and exclusions of the project need to made clear. 
• The Acceptance Criteria should be included. This is where you clearly identify the criteria being used to accept the project as complete. Full risk management should also be included in the PID along with organisational and communication details. 
• Dependencies should be established. What tasks need to be complete to facilitate onward progress? 
• Reporting Structure should be delineated. Often client or investor reports are regularly required and can often be overlooked and often can be taken as a breach of covenants for funding by financiers. Also it should be clear how things are measured and reported and if this can be reasonably achieved. 
• Change management procedure needs to be set out at this stage. There should be a procedure in place for changes of circumstance that might otherwise halt a project if no action is taken. This could include price escalation or circumstantial altering of the original goals, or “scope creep”.
• Quality Management and adherence to modern standards has to be established, as do how quality is to measured and documented. Procedure in the case of quality breaches also need to be detailed. 

BEST MOMENTS

‘The contract should be used as a framework and a safety net in case of any unforeseen disputes or anything like that. We need to act in the projects best interests.' 

‘At the end of the day the project board is the key focal point of the project to make it successful.'

‘What assumptions are being made at the beginning and how is that listed? Those assumptions will need to be dealt with and progressed as we move forward.'

‘Then we need to consider for a particular project, programme or schedule what the detailed schedule of activities are and has this been produced.‘

‘For instance, you clearly need to have a structure in place before you can get a lift or escalator in, however those lifts and escalators may have significant lead times so that needs to be addressed in the PID so that when that is all being ordered that's all pulled together and dealt with.'

‘Does all the reporting comply with the contractual requirements? Particularly in regard to timing because we could soon end up in default.'

‘How will the project deal with the unexpected? There's likely to be natural disasters particularly in certain areas of the world and with the ever changing climate that we've got.'

VALUABLE RESOURCES

https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years' industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD

 https://www.ianjrogers.com/

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