© Turner & Townsend plc December 11making the difference

Capturing Lessons Learned

Art and Design Building Project

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Speaker Profile

APM 2010 - Project Manager of

the Year

Associate Director at Turner and

Townsend

Matthew Pendergast

APM 2013 – Finalist Project of

the Year – Liverpool Library

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Aims of Session

■ To understand why we should undertake lessons learned

■ To learn best practice lessons learned techniques

■ To learn how we captured lessons learned on MMU Art & Design project

■ To learn how we are applying lessons on future projects

� Original School of Art 1885

� Chatham Tower 1960 refurbishment

� New Build 7,000m²

� Vertical Gallery - Eye on the Arts

� Convergence of Digital and Craft

� Village Green – collaboration

� Shared resources

� Open spaces

� Natural light

� Creative

School of Art & Design

School of Art & Design

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Definitions of Lessons Learned

■ The bringing together of any insights gained during a project that can be

usefully applied on future projects.

■ PMBoK defines lessons learned as the learning gained from the process of

performing the project to

■ Promote the reoccurrence of desirable outcomes and

■ Preclude the reoccurrence of undesirable outcomes”

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Lessons Learned

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Question

“What percentage of projects

undertake a formal lessons learned

exercise?”

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Why don’t we do lessons learned

■ Lack of time.

■ Lack of management support.

■ Lack of resources.

■ Lack of clear guidelines around collecting the information.

■ Lack of processes to capture information.

■ Lack of knowledge base to store and search information captured for future us.

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Art and Design Building

Programme

Estimated – 74 weeks

Actual – 107 weeks

Cost (Construction)

Estimated – £23m

Actual – £23.5m

Cost (Overall)

Budget – £36.7m

Actual – £33.8m

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Industry Best Practice

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Methodology

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Best Practice Methods - Qualitative

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Best Practice Methods - Quantative

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Process

■ Project Objectives

■ Delivery against programme and

budget

■ Project Organisation and

Governance

■ Reporting and Controls

■ Project team performance and

behaviours

■ Project Execution Plan(s)

■ Risk Management

■ Procurement and Supply Chain

Management

■ Cost Control/ Finance

■ Design Management

■ Construction Phase performance

(including Quality Management)

■ Change Control/ RFI/ Contract

Administration

■ Health, Safety, Security and

Environmental

■ Commissioning and Handover

■ Defects Management

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Functional and Technical Performance

■ Overall quality of the areas

■ Security of the building

■ Accessibility

■ Cleanliness

■ Air Quality

■ Temperature

■ Noise

■ Lighting

■ Serviceability

■ Whole Life Cycle Costs/ Space

Utilisation Benchmarking

■ Aesthetic and Image Space

■ Environmental Systems

■ ICT Systems

■ In Use

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Summary of Key Findings

■ Went Well

■ User Leadership and Decision Making

■ Collaboration and integration

■ Streamlined decision making

■ Use of best practice tools, templates and processes

■ Favourable benchmarked life cycle costs, energy usage and space utilisation

figures

■ Financial Reporting

■ Appropriately resourced

■ Legal and Procurement

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Areas of Development

Area for Development How have we addressed

M&E Defects Picked up in backlogmaintenance

Continuity of IT personnel Dedicated ICT resource

Elements of training were reactive

Soft Landings Strategy and Action Plan

Door Design Addressed through planned maintenance programme

Sub Contractor insolvency Market Driven

Test Business Case Objectives have been met

Use of KPI’s

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Conclusion

■ To understand why we should undertake lessons learned

■ To learn best practice lessons learned techniques

■ To learn how we captured lessons learned on MMU Art & Design project

■ To learn how lessons are being applied on future projects