RICS Project Management - PER Sample Submission

Sample case study for Project management
Note for users: This case study is an example only. There are many approaches you can take to
meet the requirements and you should not rely solely on this sample.
The names and details have been changed.
Competency statement 1
Competency name Programming and planning
Competency reference number T063
Competency level 3
Context for statement (optional)
I have been involved in planning from an early stage in my career having worked in the planning department of
my sponsoring company while working as an undergraduate. I learned the fundamentals of the planning
techniques and also put these into practice during my time with Grinch and Co.
I was trained early on in the use and application of the project management software including Asta
Powerproject, Microsoft Project and Pertmaster. In business, I have more often than not utilised the Powerproject
tool for its clear presentation and also because in many instances it is what the client had stipulated as part of
the terms of the contract.
More recently I have been involved with projects where the contractor has used the Prima Vera software
package.
In 300-500 words please complete your statement using the following 3 headings
Knowledge and understanding
I have developed this competency via a number of studies that include the following:
National Diploma in Building Engineering – [learning institution and date removed]
BSc(Hons) Construction Management – [learning institution and date removed]
Building Energy Rating Assessor Training – [learning institution and date removed]
Sponsorship and training with Grinch and Co. (1992–1996)
CPD Modules and Company Y Learning Zone. (2009 – present day)
PhD – study commenced.
There are four main questions that need to be answered when preparing a programme:
What needs to be done (and how – with what plant and resource)?
How long will it take?
When will the activity occur?
How much will it cost?
Once all the information is gathered and calculations established, a programme in the form of a bar (Gantt) chart
can be drawn out using a chosen computer software package such as those identified above.
A construction programme will then be established bearing in mind all the key dates including start and finish
time, key milestones with focus on the client interface items, any phasing of works, time and working restrictions,
site access, and storage of materials to be accounted for.

Practical application of knowledge and understanding
Grinch and Co – Planning Engineer
I initially worked with Company X in the tender department – producing programmes using Asta Power
Project software on a number of construction projects. This entailed network analysis, critical path identification
and also illustration of programme float.
Barchester Developments – Client Project Manager
One of the key aspects of working as the client project manager was to prepare monthly project management
“monitoring” reports. These were the formal way of communicating to the client – in addition to meeting minutes
every second week – of how the project was progressing.
One of our roles was to interrogate a contractor’s programme. The experience gained with Grinch and Co
concerning critical path and float enabled an understanding to ensure the contractor was programming in the
most optimal and efficient sequence – particularly when it came to impacts of design information being attributed
to contractor programme delay.
Cost Report summary detailing the current estimated Final Project Cost and how it compared with the Contract
sum.
Reasoned advice (Level 3 where selected)
I recognise that one of the key skills of a project manager is the ability to focus management attention on those
aspects of a problem that most require attention and not waste effort on parts of the project that are insignificant
when compared to the total outcome. When I came to the Dotheboys Hall school project earlier this year, it was
evident to me that significant work was required to address the fire strategy out of which all design deliverables
would be progressed to a conclusion. The client was advised to sanction additional funds for this critical element
of the design.
Last Planner documents are prepared on a weekly basis to co-ordinate the works and inform the team in a
formal manner of the works to be undertaken in the short term – this document is also communicated to the
client for information. This provides a greater visibility to the client pertaining to actual progress on a weekly
basis, and impact on the overall construction programme.
Working as project manager for Goldstone plc on a superstore in a retail park – requiring demolition while leaving
the store operational in part – required detailed input into having the critical elements of the works progressed.
We were able to advise and minimise the disruption in operation to the store.

Case study 1
Context (optional) not included within the word count
Project: Upgrade of baggage screening facility
Client: Barry Sheen Airport (BSA) Isle of Man
Value: [removed]
Role: Project Manager – design and build contract with NEC 3 Option C form with Target Cost. The role was
project manager for BSA to deliver 19no phases of a new baggage system upgrade to meet new compliance
requirements. The project was undertaken in a live environment.
Introduction
The programme commenced in [date removed] and is due for full completion by [date removed]. The biggest
challenge of this project was the fact that the works were to be carried out in a “live” operational environment.
As project manager, taking over from the previous PM, the learning curve was steep and having not worked
with the NEC form of contract Option C Target Cost previously, this presented further but ultimately interesting
challenges.
The objective of the project was to present upgraded security facility to the baggage system that utilised
significantly less space within the baggage hall and entailed the relocation of baggage handling agents to other
parts of the baggage facility with stakeholder consensus.
Case study – 500-1000 words
2.0 Construction Phasing
The construction programme was established and the first element was to identify the key milestones and
implications of the programme phasing. There were a number of key drivers to this, and milestone dates that
triggered the implementation of contractual Liquidated and Ascertained Damages (LADs) for not achieving
particular dates.
The key aspect of this incorporated establishing the critical path – this identified the key element in this
as being the procurement of the baggage system elements and sign off of design deliverables
applicable thereto.
3.0 Scope of works
As the scope was extensive, for the purpose of illustration I have highlighted only some of the key elements
with elaboration. The procurement of these in a timely manner was essential for the smooth flow and sequence
of operations and objectives of the programme:
Asbestos Identification and Removal
o Engagement and reporting of a specialist consultant for areas in advance of construction
phasing.
Demolition and Clearance
o Identification via the Health and safety plan for asbestos, structural validation and service
isolations in advance of works.

Groundworks
o Substructure concrete – key aspect included identification of make up of ground cover above
service tunnel using CAT facility and pilot holes and core to determine make up that influenced
the concrete design over same to accommodate the 3Tonne baggage security machine
located above.
o Drainage works – solution required to ensure maintenance strategy was improved from current
situation.
Survey works
o Structural – validation required of the existing structure and implication of removal of structure
in a sequence to suit the phasing.
o Mechanical and Electrical – service isolations and capacities identified, future proofing for later
phasing and validation of existing design.
Fire strategy
The fire engineering process was a key element that is highlighted as a result of the brief being
ambiguous. I advised the client we would have to engage the service of a specialist fire engineering
consultant to advise and assist in the progress of a solution to have a design established to meet the
requirements of the Building Control Officer (BCO) requirements.
Surveys and records of the existing building were either outdated, not in existence or inaccurate. In
order to protect the interests of the client business and operations, a clear strategy and plan was
agreed for implementation. This exercise alone entailed detailed 3D modelling and simulation to
identify clash detection of structure and services, i.e. to ensure clear headroom for walkways within the
restricted baggage hall facility.
The process enabled design solutions to be driven out for the remaining design deliverables and the
advice was bought into by the client.
Service isolations
Removal of conveyors
Installation of conveyors
Installation of new security and x-ray machines
Traffic management and re-location
Logistics management and interface with existing operations was critical in terms of management of
traffic routes and flow of baggage dollies and tugs within the busy live airport environment. Access to
the emergency services maintained. Rigid health and safety controls were maintained with the isolation
of the construction site works made clear through demise and physical barriers.
Signage – including re-routing of traffic during relocation of baggage handling operations.
Lighting and HVAC
Cladding
Roller shutter doors
Road surfacing
Decoration
Structural steel
Stairs and walkovers – impact of same on fire escape routes and service / structural interface
Partitions, doors and fit out of offices

Testing and Proving of Systems
o Series of Acceptance tests established
o System integration testing
o Client approval tests
o Confidence trials and training
4.0 Design Deliverables
As part of the agreed contract documentation – Working Project Execution Plan (WPEP) – a clear set of design
deliverables were established at the project outset. These entailed having design deliverables being
progressed to scheme design stage and signed off by the key stakeholders within GAL in a timely manner.
Failure to meet the required dates would lead to imposing LADs on to the company as the design and build
contractor.
Summary of objectives leading to detailed design approval:
Controlling change within budget
Co-ordinating elements not in contracts
Presenting detailed proposals for approval
Developing final project plan with programme (and costs if deviation)
Preparation of report with recommendation
In selecting and comparing a design solution to maximise value and meet project brief and planning consent
requirements, the following are some of the key activities that were involved:
Appointment of team resources including specialists, i.e. fire engineering
Health and Safety Plan – development from the CDMC collected data that informed designer risk
assessments
Planning consultations with Building Control Officer
Specialist supply chain engagement and analysis of design to ensure safe, economic and efficient
construction.
Programme studies – to identify key constraints and dependencies, and long lead activities.
Change control – formal process of identifying a need to change the project brief and devaluating the
effects for Client Approval.
Risk Management
This entailed the ongoing maintenance of a risk register entailing risk analysis and contingency plans
for hazards outside of the direct control of the Client or Management team.
The biggest impact was failure to meet a deadline after our Client had committed to a 3rd party airline
that the new line and handling facility would be ready by a certain time.
The Confidence Trial was a mechanism of ensuring for a 7-day period, we would provide standby
operatives and supervisors to “unblock” and rectify any difficulties associated with integration of the
new line into the baggage system.
5.0 Project Management Controls
The implementation of our management controls were managed through the following:
Project Execution Plan (PEP)
Programmes – established at the appropriate level for reporting in accordance with the GAL
requirements, i.e. from level 1 to level 4.

Meetings and workshops held weekly and attended by me as the contractor PM lead:
o Client meetings convened weekly
o Design Team meetings
o Health and Safety meetings
o Last Planner meetings with contractors – weekly and 4-weekly look-ahead / coordination
o Internal company meetings – leadership and teamwork
Client Reports – I was responsible for preparing monthly client reports to include the following:
o Commercial headlines
o Critical issues
o Programme and Progress (P6 Primavera)
o Design
o Contractual Issues (NEC 3 Option C Target Cost)
Early Warning Notices (EWN)
Compensation Event Notification (CEN)
Project Management Instruction (PMI)
o Risk and Opportunities
o Procurement status
o Health and Safety Reports and Initiatives
Safety First Second Nature (SFSN)
Behavioural Management and Observation Studies (BMOS)
Please list the core and optional competencies and mandatory competencies demonstrated in the case study
Core competencies Optional competencies Mandatory competencies
Construction technology and Commercial management of Client care
environmental services
construction
Leadership Communication
Managing people Conduct rules, ethics and
professional practice
Procurement and tendering Conflict avoidance, management
and dispute resolution procedures
Programme and planning Health and safety
Risk management Teamworking