Management of the Holyrood building project (PDF ... - Audit Scotland

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66 Exhibit 40 Traditional project organisation Client Adviser (may be required for non-technical sponsor; generally external consultant) Consultants (designers, cost consultants, planning supervisor) Investment Decision Maker Project Owner Project Sponsor Project Manager (generally external consultant) Contractor Source: Essential Requirements for Construction Procurement, HM Treasury, 1997 Project Board User Panel (including functional and operational stakeholders Suppliers
Exhibit 41 Holyrood project organisation from June 2000 Source: Audit Scotland Design Team Architects EMBT/RMJM Structual Engineer Ove Arup Service Engineer RMJM Scotland Ltd Part 5. Project management and control 67 Client Scottish Parliamentary Corporate Body Project Management Clerk of Scottish Parliament Project owner and Principal Accountable Officer Holyrood Project Team Headed by the Project Director/Sponsor Cost Consultant Davis Langdon & Everest Holyrood Progress Group Construction Manager Bovis Lend Lease (Scotland) Ltd Works Package Contractors
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Management of the Holyrood building
Page 3 and 4:
Contents Key findings Page 4 Part 1
Page 5 and 6:
List of exhibits Exhibit 1: The Aud
Page 7 and 8:
1. The subject of my report is the
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detailed design at the tender stage
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30. In all projects, care should be
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1.1 This report concerns the manage
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Exhibit 2 Changes in the forecast c
Page 17 and 18: Exhibit 3 The new Parliament buildi
Page 19 and 20: Exhibit 4 Key features of construct
Page 21 and 22: Exhibit 7 Holyrood - main programme
Page 23 and 24: 2.24 Discussion of the necessary co
Page 25 and 26: was linked to varying degrees to a
Page 27 and 28: Exhibit 11 The Parliament’s Holyr
Page 29 and 30: Exhibit 13 Audit findings on the Fl
Page 31 and 32: Exhibit 14 Tender approval for 20 m
Page 33 and 34: Exhibit 15 Slippage in programme 6
Page 35 and 36: Exhibit 16 Slippage in programme 7
Page 37 and 38: • additional work to roof lights
Page 39 and 40: Part 3. The reasons for later deliv
Page 41 and 42: Exhibit 19 Key features of traditio
Page 43 and 44: Exhibit 20 Post tender changes in c
Page 45 and 46: Exhibit 22 Problems of interdepende
Page 47 and 48: January 2003 Source: Audit Scotland
Page 49 and 50: Exhibit 24 Initial contract delays
Page 51 and 52: were responsible for some elements
Page 53 and 54: Exhibit 27 Increase in the forecast
Page 55 and 56: 4.10 Exhibit 29 (overleaf) presents
Page 57 and 58: Exhibit 30 Holyrood - estimated con
Page 59 and 60: Exhibit 32 Main reasons for constru
Page 61 and 62: 4.27 The architects had accepted re
Page 63 and 64: 4.36 After construction started the
Page 65 and 66: Exhibit 37 AGS recommendations on p
Page 67: Exhibit 39 Achievement of prioritie
Page 71 and 72: Exhibit 43 Design team management P
Page 73 and 74: Exhibit 46 Comparative unit constru
Page 75 and 76: Exhibit 47 Estimated construction c
Page 77 and 78: that the original procurement strat
Page 79 and 80: Exhibit 48 Special features of work
Page 81 and 82: Appendix 1. Trade Contract case stu
Page 83 and 84: 9. In July 2001 the construction ma
Page 85 and 86: 7. The blast doors are critical to
Page 87 and 88: performance of glazing in the debat
Page 89 and 90: Cost issues 7. Due to the limited l
Page 91 and 92: work continued on site and by mid J
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Management of the Holyrood building project (PDF ... - Audit Scotland

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