A DESIGN MANAGEMENT DOCUMENT A05
/ © / PROJECTDESIGN
GUIDES / DEP
PROJECT DESIGN GUIDE A05
DESIGN EXECUTION PLAN
Project Name:Name / Project No.:
Number / Date:
Date
Document No.: PDG-PDG-PRO-A05.0 / Date Created: / Date Revised:
Revision History
Revision / Date / Author / Checked / Authorised / Comments
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Edited to be project specific / Revised by:
Name: / Position:
Signature: / Date:
Checked by:
Name: / Position:
Signature: / Date:
Authorised by:
Name: / Position:
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Document Distribution
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Status key:
A – Action
I – Information
Contents1.0 / Introduction / 5
2.0 / Design Management Resources / 6
3.0 / Design Fundamentals / 7
4.0 / Appointments / 8
5.0 / Design Processes & Protocols / 11
5.1 / Scope (Complete/element/package) / 11
5.2 / CDM / 12
5.3 / Risk / 12
5.4 / Quality Objectives / 12
5.5 / Design & Development INPUTS / 13
5.6 / Management Responsibilities / 14
5.7 / Communication Plan / 14
5.8 / Resources / 15
5.9 / Control of Documentation and Data / 15
5.10 / Planning of Asset Realisation / 17
5.11 / Design & Development OUTPUTS / 17
5.12 / Design & Development Planning / 18
5.13 / Contractor Design (CDP) / 20
5.14 / Client Related Processes / 20
5.15 / Technical Interface / 21
5.16 / Design & Development Review / 21
5.17 / Design & Development Verification and Validation / 23
5.18 / Design & Development Changes / 24
5.19 / Quality Conformance / 24
5.20 / Contractor reporting and KPI’s / 25
5.21 / Post Construction / 26
6.0 / Design Sub-contractor Deliverables & Responsibilities / 28
7.0 / Policy documents / 29
8.0 / Managing this document / 29
9.0 / Schedule of Working Tools / 31
1.0Introduction
The purpose of the Design Execution Plan (DEP) is to define the project specific processes and provide key information that would pass the ‘knock down bus’ test; to enable a competent person, should the need arise, to be able to take over the project at short notice and be able to maintain specified programme, service, and performance. It should consist of processes done in the normal course of events. Of course, it is also proof that due process has taken place if/when a project is QA audited.
Process and Tools to be used are to be made project specific as the need arises and identified in this DEP at regular intervals (suggest monthly). This document is therefore a ‘Live’ record of design process. To be clear, it is not expected that all sections of this document are to be created on day one. Some processes may not even be required, in this eventuality they should be struck out with the agreement of the Project Manager/Regional Design Manager.
With the evolution and increasing use of BIM, design with BIM for ‘realising’ the project and future building owner/users requirements is a key decision point. Increasingly it will be defined by the client at point of ITT.
Using this document
The DEP allows for the defining of document availability. This provides ‘at a glance’ colour identification to whether a process or tool has been completed and is in use. Words can be added to give additional clarity. The suggested Availability in the Master copy is to be over written with ‘Not completed’ when initially setting up this document.
Availability Key:
Restricted / Limited Availability / All Parties / Not completedProcess and Tool are to be filed/found in a defined location and referenced in the tables provided, to enable parties to access(or request) the original/master copy.
Location Key: (amend as required)
Contractor project server. / 4 Projects (4P) / Web site / OtherThis document may be used to audit Design Management – refer to section 8.
Ref / Item / Location / AvailabilityA05.0 / This Document (DEP) / / Public
2.0 Design Management Resources
Design Management (DM) resources are dictated by value, and complexity of project, and stages to manage.
The level of resource will be initially decided at the Adjudication meeting where prelims are reviewed.
Thereafter it will be the Project Managers responsibility to ensure appropriate resources are assigned dependent upon the demands of the live project.
The following table is to be completed to the agreed resource plan:
Discipline / Name / Stage / Allocation %Regional DM
Pre-con SDM
Technical SDM
DM (primary)
Assistant DM
MEPh DM
4Projects Administrator
BIM TechnicalManager
BIM Information Manager
Document Controller
Reporting
The reporting lines will be as follows:
- During pre-construction stage the pre-construction DM will report to the Regional DM as and when required.
- During the CPSAstage theprimary DM will manage all other specialist design and BIM disciplines reporting to the Project Manager on a weekly/fortnightly basis and the Regional DM on a Monthly basis as a minimum.
- During the construction stage the primary DM will manage all other specialist design and BIM disciplines reporting to the Project Manager on a weekly/fortnightly basis and the Regional DM on a Monthly basis as a minimum.
- Design consultants will all issues reports to the primary DM, who will call upon specialist DM’s to review and comment as required.
- Design sub-contractors will report to the relevant package manager.
Amend to project specific procurement route.
Place Org diagram here if required
3.0Design Fundamentals
A quick reference of information fundamental to the project is to be provided and should include the following:
3.1 / Location:3.2 / Parties: / Contact Details
Client organisation – Key contacts:
Clients representative – Key contacts:
Clients Development Partner – Key contacts:
Main Contractor – Key contacts:
Architects
Structural Civil
Building Services / Acoustics / BREEAM
Interior Designer
Landscape
For a full list of the contacts and their details refer to:
tbc / Contact Directory / Not completed
3.3 / General info
Procurement route:
Commodity: / Does the building design work? Does it answer the brief?
Approximate value/GMP:
Programme key dates: / Refer to 5.12 Design & Development Planning below.
Key Area fig’s & ratios: / Refer to Fact Sheet.
tbc / Project DataSheet / Key Area fig’s & ratios: / Not completed
tbc / Not completed
tbc / Not completed
3.4 / Description
Site context:
Project description:
Built form:
Access:
Public realm:
Landscape:
Sustainability:
3.5 / Statutory / Contact Details
LA Planning:
Building Control:
Highways Agency:
Environment Agency:
English Heritage:
Nature England:
Other:
3.6 / Statutory Services / Contact Details
Water:
Foul:
Electricity:
Gas:
Telecoms:
3.7 / Compliance / level / Contact Details
BREEAM:
Excellent
Secure by Design:
Lifetime Homes:
Code for Sustainable Homes:
Level 4 / This has been de-regulated and is unlikely to be required on new projects.
4.0Appointments
Appointment documents for consultants are a MUST whether first appointed by the contactor or Novated. They should ideally be back to back with the main Contract and signed up to, at the same time as the main contract. This is to avoid contractual gaps or onerous clauses and, if signed later on in the project, an imbalanced negotiation position.
Consultant appointments have been managed and undertaken in accordance with the following documents:(amend as required)
Ref / Item / Location / Availabilitytbc / Competence - skill, knowledge, ability / Not completed
tbc / T&C’s / Not completed
Appointment schedules
D02.0 / - Team Structure & key CV’s / / Public
D02.0 / - Resource Profile / / Public
A01.0 / - Design Responsibility Matrix (DRM) / / Public
A02.0 / -Schedule of Services (SoS) / / Public
tbc / - Design Programme (co-ordinated) / Not completed
tbc / - Activity [fee] Schedule / Not completed
A00.0 / Consultant Appointment Strategy / / Public
Other
The above are the fundamentals, dependant on the project complexity, size, and phasing, the appointment process may be far more complex.
5.0Design Processes & Protocols
In addition to this document, the DEP is made up of a series of project design managementtools & processes that are the main ‘working’ contents of the DEP. Together they constitute the requirements of a DEP. A brief description of the content of each section can be found below along with a table giving a; Reference, Item [name], location, and availability. This is to both aid the reader in understanding the principles of the DEPwhile leaving this core document manageable.
5.1 Scope
Project scope definition is the most important factor when it comes to project requirements. It is vital for the Contractor to be able to define the scope of the project in order to successfully enter into an agreement with the client. Scope certainty is required to enable cost and programme certainty.
Project scope is defined by one or many of the following: Brief, Contractual responsibilities, RIBA stage, description of asset, site boundary. All elements of the brief, subject to ambiguity, need to be clarified and agreed, to ovoid scope creep.
Refer to:
Ref / Item / Location / AvailabilityRefer to section 4.0 Design Fundamentals, of this document.
Consolidated Title Plan / Land Registry deeds for ownership boundary.
‘Red’ line drawing received, legals not part of ITT. / Not completed
tbc / L.A. Planning red line boundary for extent of works. / Not completed
A06.0 / Clarifications schedule. / / Public
A06.0 / Derogations schedule. / / Public
A06.0 / RDD Tracker. / / Public
Various / ITT information sent, numerous documents. / Not completed
tbc / Project brief at contract award agreed as achieving RIBA stage ‘?’ / Not completed
tbc / Developers specification (AR’s) / Not completed
tbc / Tenant lease agreements / Not completed
tbc / Contractor Proposals (CP’s) / Not completed
5.2 CDM
H&S is governed by the CDM statutory regulations and the contractorsn’s H&S policy. All parties MUST comply with their CDM duties, and MUST be familiar with the contractors H&S policy on ALL projects at ALL stages.
Refer to:
Ref / Item / Location / AvailabilityCDM regulations. / / Public
tbc / Contractor Policy / Appended to this document. / Not completed
5.3 Risk Register
The project Risk Register is the responsibility of and owned by the Project Manager/Commercial Manager. All disciplines are responsible to add project specific risk to the register. The consultant designers forward their evaluation of risk to the Design Manager for review and inclusion as appropriate.
The risk register allows for both:
- Pre-commencement design risk evaluation
- Design issues and risks identified during the course of the project
In both cases the register tracks the issues from identification through to mitigation:
- Risk evaluation where issues are listed and weighted according to probability and impact
- Management plan to resolve or mitigate the issue
- Action taken and tracked to close out each issue
- Red- Outstanding action
- Orange - Action in progress
- Green - Item complete or closed
- Description of any residual risk
Ref / Item / Location / Availability
tbc / Risk Register (live document) / Not completed
5.4 Quality Objectives
There are differing quality definitions; one should, however refer to the standards described in the Main contract and those dictated by the contractors’process. Thecriteria by which to define and measure quality holistically or in part, by organisations, such as Design Council CABE, are to be included in the table below.
Refer to:NOT REQURIED FOR THIS PROJECT
Ref / Item / Location / AvailabilityDesign Council CABE. / / Public
CIC - DQI / / Public
Other
5.5Design & Development INPUTS
All items required to undertake the design of the project from award. From the Client – the brief, required standards, surveys, all items required under the CDM regulations. From the Contractor – the cost plan, construction programme, Phasing, logistics, knowledge of all specialist supply chain members being deployed.
Refer to:
Ref / Item / Location / AvailabilityRefer to section 5.1 Scope above. / Not completed
tbc / Survey Tracker and individual surveys.
TO BE REVIEWED WITH DT / Not completed
D01.b / LA Planning submission information. / / Public
D01.b / LA Planning conditions. / / Public
D01.a2 / Design Information Required Schedule (DIRS) / / Public
D01.b / TQ answers / / Public
D01.b / RFI answers / / Public
Other
It is common that the process for information required from the client is called RFI, while the similar process between other parties is call TQ.
Request for Information Procedure (RFI)
Requests for Information will be used to obtain and track specific information required from the client team.
Technical Queries (TQ’s)
Technical queries will be used to request and track specific information required from the design team.
A typical process guide can be found on the following site.
Refer to:
Ref / Item / Location / AvailabilityD06.0 / RFI/TQ process / / Public
5.6Management Responsibilities
Ensuring that the process adheres to company/clientquality guide lines and so ensuring the DEP fits the project needs for – strategic planning, effective communication, resource management & training needs, design control, development control (product quality conformance), risk mitigation, performance monitoring (KPI’s), and feed-back.
5.7 Communication Plan
A project team is very often made up of numerous organisations; of different sizes, disciplines, and cultures, with inherent self-interest. It is therefore fundamental to create and manage a project communication plan to ensure the project team are bound together, not only in terms of a common set of systems, but also with the aim to create a positive project specific culture.
Alignment of systems ensures smooth and efficient information sharing, and decision making.
A positive culture helps individuals to proactively work together for a common goal.
The sub-sections below make up the content of the Communications Plan.
Systems deployed and aligned
The first and most essential factor is to ensure all design consultants, Contractor and client are using compatible systems. Some systems may be imposed on designers, while others will be dictated by in-house preference or specialism. The choice of system and the requirement to align systems must be made clear to the consultants during the appointment process. Protocol for the system are referenced in section 5.9 below.
Schedule of systems:(amend as required)
-EPWMS – Extranet Project Workflow Management System - 4 Projects (for design information)
-BIM – Building Information Management – Revit 2014
-CAD – Computer Aided Design (e.g. Autocad)
-Office software - Mircosoft Word, Excel, etc
Ref / Item / Location / AvailabilityCommunications Plan / / Public
D02.0 / -Project Design organisation structure / / Public
D02.0 / -Meeting Matrix / / Public
tbc / -CEM table / Not completed
tbc / -Consultant Reports / Not completed
T01.0 / -DTM Agendas / / Public
T02.0 / -DTM Meeting Minutes / / Public
T02.0 / -Engagement Meeting Minutes / / Public
5.8Resources
Resources, in terms of human capital, are the most important asset for professional service firms. It is therefore fundamental that checks are in place to ensure consultancies appointed have the depth and breadth of knowledge & skill to undertake project services and deliverables. It is also fundamental to check the correct individuals are available to be assigned to a project and have the necessary competences to undertake tasks.
While one would normally seek to appoint consultancies that have all the required competencies, there a circumstances where training will be required and so should not be discounted under CDM. Resources are to be planned for the entire project and any proposed changes need to be brought to the employer’s attention in accordance with contract procedure.
While Reference is to be made to the documents listed it should be noted that confidential information will NOT be provided to any other organisation than the originator and the contractors personnel.
Refer to:
Ref / Item / Location / AvailabilityRefer to Section 4.0 Appointments above for Team structure and Resource profile.
CV’s – refer to section 4.0 Appointments above.
Refer to section 5.7 Communications Plan, above.
5.9Control of Documentation and Data
It is vital that the method of designing (i.e. BIM or CAD) is fully understood and agreed between all parties and competence checked, before these protocols are written. Information is the life blood of construction projects. Therefore, the DEP should describe the way to manage and control the documents used. Usually there is a common documentation repository with controlled access in order to store and retrieve items (i.e. 4 Projects).
Refer to:
Ref / Item / Location / AvailabilityD04.0 / Document Protocols / / Public
tbc / EPWMS Protocols / Not completed
tbc / BEP / Not completed
tbc / BIM Competence / / Public
Other
The decision on managing BIM in-house or out-sourcing is to be made by the Project Director and Regional Design Manager. Key BIM personnel e.g. BIM facilitator, Data manager are to be named here. It is vital that they are checked for competence,using the CPIx series of document, and understand their responsibilities in relation to both the contractors’ requirements for BIM and the Clients/users future requirements.
BIM personnel are to be named in Section 2.0 Design Management Resources.
Document Workflow
The consultant/subcontractor design drawings/documents will be uploaded onto 4Projects and will automatically enter the approval ‘Workflow’ system where the document is colour coded at each stage during the process for all parties to monitor the progress of the drawing during the approval process. The following colours are given for each stage:
Contractor Quality Review-Blue
Lead Consultant Review and status-Purple
Contractor Final Status-Light Blue
A, B or C Status-Green, Yellow or Red (Respectively)
To understand where the drawing/document is on the approval process see the ‘Workflow’ colour coded diagram below:
Comment/Approval Colour coded system on 4Projects
Replace the above workflow with the project specific workflow image and delete this note
5.10 Planning of Asset Realisation
An asset, whether building or infrastructure needs to be realised in accordance with the client’s business plan. An asset, as opposed to a building or structure, embodies the concept of commercial value. It is not uncommon for clients to keep their asset running while construction is being undertaken. The planning of asset realisation, usually by Contractor to satisfy client needs, will have a bearing on how the design solution is formulated. Live sites, phased hand-over, restricted sites, and Contractor specialism’s, to name 4 constraints, will have a bearing on design solutions.
Describe project specific constraints here:
Ref / Item01 / Live sites.
02 / Phased hand-over, refer to contract programme dates.
03 / Restricted site, refer to Architects site plan and contractors phasing slide show.
04 / Specialist contractor processes – CLT frame, ……..
5.11 Design & Development OUTPUTS
Outputs generally come in 2 forms, those used for decision making and those used for construction processes. The type of output will depend on the stage of the project.