Pmp t09 project_execution_plan_rev_a

[Project Title]
Project Execution Plan (PEP) PMP T09
Project Number: MAJ 0000

Contents
Document Sign Off and History 1
Introduction 2
Scope of Project 3
Cost Management 4
Risk Management 6
Planning and Programme Strategy 7
Procurement 9
Project Resourcing, Organisation and Methods 10
Quality Control Procedures 13
Health, Safety and Environment 15
Commissioning and Acceptance 17
Post Occupancy Evaluation 25
Appendix – A Cost Plan 26
Appendix – B Master Programme 27
Appendix – C Roles and Responsibilities 28
Appendix – D Project Structure 32
Appendix – E Project Directory 33
Appendix – F Risk Register 35
Appendix – G Co-ordination with Client 36
Appendix – H Change Control 37
Appendix – I Meeting Strategy 38

Document Sign Off and History
1
Document Sign Off and History
Revision Updates Sign Off Date
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Introduction
2
Introduction
2.1 Introduction
This Project Execution provides a clear and concise summary of the [Project Name] project for all parties involved in
its delivery both internally within the University and externally.
It provides a baseline position statement about the project as it enters the Detailed Design stage, against which
progress can be monitored and a clear audit trail through to final handover and post occupancy review
2.2 Objective of Document
The purpose of this document is to initially identify the parameters and the priorities of the [Project Name] project. In
addition this document will form the basis for the monitoring, evaluation & co-ordination of the various actions and
procedures throughout the life of the project.
In particular the report will act as:
1. A channel conveying the nature and reason for decisions and subsequent instructions.
2. Method for establishing priorities and resolving issues
3. A record of decisions, information gathered, agreements, revisions and as a reference document.
4. A basis for assessing the resources required to compile the project within the stipulated cost, time and quality
standards.
2.3 Restrictions and Confidentiality
Contact with representatives from television, radio, newspapers, magazines can only be entered into with the
express approval of the Project Manager who will consult with the Client. Publishing of material in relation to the
project must likewise be approved by the Project Manager/Client.

Scope of Project
3
Scope of Project
3.1 Project Aspirations
“To deliver a ……………
Comment / Statement prepared by Space Planning
3.2 Description of Project
This project consists ……………
Comment / Statement prepared by Space Planning
.
3.3 Project Objectives
The project objectives are to:
• ……
• ……
• ……
3.4 Scope of Uncertainties
The delivery of the objectives listed above are constrained by the following e.g.:-
• …..
• .....
• .….
•
3.5 Authority Levels

Cost Management
4
Cost Management
4.1 Outline Cost Plan
The current budget for the [Project Name] is £________. A Summary of the budget is noted below, for full breakdown
please refer to Appendix A – Cost Plan
New Build
Project Costs
Design Team Fees
VAT
Total
4.2 Cost Reporting
The QS will prepare monthly cost reports which will include the cost plan, updated final cost estimate, change control
register (CCR), cash flow, risk register and any Value engineering proposals/agreements.
Taxation - The Client’s accounting period is 1st August to 31st July and payments to the year end must relate to
certificates received.
4.3 Cost Planning / Cost Control
Any changes above £1,000 must be authorised by the Client:
(a) Details of the variation including drawing information where available to assist in describing the issue.
(b) An indication of the extent to which the variation is critical to the success of the project.
(c) Details of proposed savings and the effect of the savings on the project.
(d) Reason for proposed change.
An Instruction Schedule will be maintained reflecting the issue of Client change Orders and Architect’s Instructions
initiated into the scheme. Variations will be collated into all cost summaries. Please refer to change management
procedure below.
Contingency Levels:
Contingency levels must be reviewed at regular intervals. The contingency is not available to accommodate
specification changes, amendments to the Client’s requirements or Architect’s instructions issued as a result of
omissions or errors.
Claims and Disputes:
Details of all anticipated claims must be reported to the Project Manager and an assessment included within the Cost
Report.
Records:
The Quantity Surveyor will keep and maintain the following details:
1. Effect of Architect’s Instructions on Construction and Programme.

Cost Management
5
2. Information Required
(i) Details
(ii) Date
3. Information Provided
(i) Details
(ii) Date
Interim Payments:
Valuations will be undertaken on a monthly cycle with valuation dates to be agreed with the Contractor.
The Quantity Surveyor will prepare valuations in accordance with the Contract and issue recommendations to the
Architect who will issue the Interim Certificate(s).
The Contractor will be required to present authenticated receipts. Work not in accordance with the contract works will
not be reflected in the Interim Payments or Final Account. VAT will be included at the prevailing rate on all interim
payments and on the final account.
Approvals:
The client’s approval must be obtained before proceeding to the next stage of the development process.
4.4 Change Control Procedure
See separate Change Control Procedure document. (Appendix H)
4.5 Value Management (VE / LCC)
A value engineering appraisal of the project proposals should be carried out at a suitable time during the
development of the design. It is envisaged that two one day workshops should be executed prior to completion of
Stage D design.
The project manager should report the findings and recommendations of the appraisal to the Project Sponsor and
implement any decisions subsequently agreed.

Risk Management
6
Risk Management
5.1 Risk Analysis and Management
Responsibility for risk analysis and management should be established at the start of the project. A workshop will be
undertaken in order to do this. This will normally be led by the QS.
The process of analysing and managing risk involves two distinct phases which are reflected in the title of this
section, namely:
Risk Analysis Risk analysis can be sub-divided into two factors being firstly the identification of qualitative
analysis of risk and secondly the subsequent quantitative analysis of the risk factors so
identified.
An initial qualitative analysis of risk is essential as it brings considerable benefit in terms of
understanding the project and its problems irrespective of whether or not a quantitative
analysis is carried out; and
Risk Management It is essential that the management of risk is not considered as a once and for all activity as it
should be applied continuously throughout the life of the project. The results of risk
management are most useful at the key decision points for the client.

Planning and Programme Strategy
7
6.1 Master Programme / Key Date
The master project programme / development programme will be prepared by the Project Manager in conjunction
with the Design Team and latterly the Contractor.
Programmes will be required to be prepared to provide guidance on:
Programme Prepared by
Overall Strategy Project Manager
Master Programme Project Manager
Design and Procurement Programme Project Manager & Architect
Construction Work Programme Contractor
Commissioning Programme Contractor
The planned key dates are summarised below, a more detailed programme is contained within Appendix B
Section of Work Date
Completion of Outline Brief
Appointment of Design Team
Site Start Date
Construction Completed
Project Completed
A Master Project programme will be prepared by the Project Manager in conjunction with the Design team which will
indicate the main activities, target dates and approvals that are required for the Project.
The Programme will be updated and re-issued to accommodate amendments to the Project Plan following
agreement with the Client.
The Master Project programme will encompass the construction period which will be agreed with the Contractor.
6.2 Strategic Programme
The programme will be derived from the Project Brief and clarify key requirements and provide the structure of the
Project Master Programme.
The programme will provide all disciplines with a basis of assessing the nature and scope of the project.
6.3 Design and Procurement Programme

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The programme will integrate the design and procurement elements to reflect interdependencies of design,
procurement and construction requirements together with approval periods, sample/mock-up production and off-site
manufacturing requirements where necessary.
The Design Team are required to prepare Drawing and Specification Schedules for the production information
documentation. The lead consultant is responsible for monitoring the design of the scheme against the Master
Programme.
6.4 Construction and Commissioning Programme
In consultation with the Design Team and the Client, the preferred Contractor will produce a Construction Works
Programme and Commissioning Programme.

Procurement
9
Procurement
7.1 Consultant Procurement Strategy
The procurement of the Consultant Design Team will use the current University of Strathclyde Design Team
Framework.
Discipline Name Date Appointed Appointment Letter
Issued
Architect (IDT)
QS
CDM Coordinator
BREEAM
Other 1
Other 2
Other 3
7.2 Construction Stage Procurement Strategy
The procurement of the Contractor will use the current University of Strathclyde Medium / Major Contractor
Framework.
This project contains the following key criteria that require to be resolved by the procurement strategy adopted .e.g.
•
•
•
Note – the selection of a procurement route should be via a risk matrix considering the benefits/liabilities of each
alternative procurement route. A matrix based upon the Scottish Executive’s Client Pack is included for guidance
within these procedures.
Contractor Name Tender Issued Tenders Returned Date Appointed
7.3 Specialist Consultant Procurement
The procurement of the ………..

Project Resourcing, Organisation and
Methods
10
Project Resourcing, Organisation and Methods
8.1 Project Participants Directory
A register containing the contact details of all the appointed project stake holders has been prepared. For further
details refer to Appendix – E Project Directory
8.2 Project Structure
A project structure diagram showing the relationships between the various project stakeholders has been prepared.
For further details refer to Appendix – D Project Structure
8.3 Co-ordination with Client
Correspondence:
Generally all correspondence to and from the client must be in accordance with section 11.5 Communications and
Reporting. It must also be copied to the Project Manager at all times and to other members of the Project Team
when required.
Minutes & Meetings:
All meetings, whether informal or formal, must have an agenda and either minutes or action points taken and issued
within three working days. Minutes are for record purposes only and all meeting attendees are responsible for taking
note of their own actions.
Contractor’s Progress Reports:
A synopsis of the Contractor’s Report will be included within the Project Manager’s monthly Progress Report.
Format to be agreed with the relevant contractor.
Client Approvals:
Client approvals to be processed by the Project Manager.
Change Control Procedure:
To be issued under separate cover.
Documentation Issued to Client:
Documents for the Client’s consideration and approval will be issued by the Project Manager.
Information provided by the Client:
Client’s information will be supplied to the Project Manager for distribution
8.4 Design Management of the Project
Designing: Key Design Issues:
• Design information should be produced in accordance with agreed drawing release schedules to achieve the
requirements of the master programme.
• Drawings must be critically assessed in order to ensure buildability within the specified construction
programme and design will be value engineered in accordance with the project’s cost and quality criteria.
The Designers will be responsible for:
• Ensuring that design information is effectively and efficiently coordinated between the projects participants with
a design responsibility.

Methods
11
• Ensuring that sufficient drawing information with adequate detail of design information is provided to allow the
procurement of the works in accordance with the procurement strategy and to allow the execution of pre-
construction and construction work as per the agreed information release schedule.
Drawing information - the drawing format should be A0 (where required) A1, A3 and A4. Drawings should be
issued via e-mail in the format DWG/DXF. Please note if drawings are getting forwarded to the client they should be
emailed in the format Jpegs.
8.5 Communications and Reporting
Written:
All forms of correspondence should include the following information:
Date, Originator, Addressee, Project Title, Topic and also;
Distribution: - Parties receiving copies to be highlighted.
Channels of Communication: -
Each item of correspondence should refer to a single topic or a selection of related matters. Correspondence for
The University of Strathclyde from members of the project team and correspondence between members of the
project team should be copied and circulated to the Project Manager.
Instructions:
• All instructions must be in writing with the recipient confirming receipt also in writing.
• Correspondence should be conveyed by post or by hand or by facsimile transmission. Hand delivered
correspondence should be recorded by the issuing of a receipt by the recipient firm. Facsimile transmission
reports must be retained.
• Claims: All correspondence associated with claims and disputes must be circulated to the Project Manager
and the Project Team
Information Required
Any requests for information and subsequent responses should be addressed via an information request proforma.
The pro-forma should be issued to the appropriate team member with a copy issued at all times to the Project
Manager.
Verbal:
The Project Manger must be advised of all relevant discussions where the issues under discussion have an effect
on the scope of work, cost and programme.
The details must be conveyed in writing to the Project Manager for inclusion within the project records and in order
that a definitive instruction on the matter under consideration can be agreed and issued.
Verbal Conversation should be noted in the diary and file notes made where relevant/
Filing:
All consultants must keep full and complete records of all correspondence relating to the project.
Meetings:
(See 2.2 Co-ordination with Client)
Reporting:
The following reports should be presented on an A4 format portrait with each page being numbered.

Methods
12
The report should include: Consultancy Name
Project Title
Date of Issue
Distribution
The reporting arrangements for the project are summarised as follows:-
Report Prepared by Submitted to Frequency
Project Managers Report
(Estates Management
Database)
Estates Project
Manager ( with input
from Design Team
and Contractor as
relevant)
Estates Head of
Project
Management
Fortnightly
Design Progress Report –
Pre Construction
IDT Estates Project
Manager
Monthly
Stage C Report Design Team Estates Project
Manager
-For Review
-Updated
-Final version
Stage D report Design Team Estates Project
Manager
-For Review
-Updated
-Final version
Progress Report –
During Construction
Contractor Estates Project
Manager
Monthly
Cost Report Project Quantity
surveyor
Estates Project
Manager
Monthly
Quality / Workmanship Clerk of Works Estates Project
Manager / Design
Team/ External
Project Manager
Weekly
University Committees Estates Project
Manager
Estates Committee
( to be defined)
Quarterly
Post Occupancy Evaluation Project Controller/
Project Managers
Estates Committee
(to be defined)
Once Only

Quality Control Procedures
13
9.1 Quality Plan
The Project Manager will, in conjunction with the Design Team and Contractor, establish a Project Quality Plan to
ensure a clear understanding of the required quality and performance standards both from the Design Team and the
Contractor.
9.2 Pre-Construction Period
Information requirements will be clarified between the Contractors and the Client’s representatives.
It is essential that the contractors are fully aware of requirements in respect of the scope, nature and quality of the
drawing information and specification details required, certificates and testing and quality of workmanship in order
that they can provide evidence of their suitability given the requirements of the project.
Tender documentation will include provisions relating to control mechanisms for the testing, inspecting, reporting and
recording of the quality of work.
Contractors must submit in writing the proposed methods by which compliance with the specified requirements will
be achieved.
Samples of components and workmanship should be obtained prior to work commencing on site.
The Quality Plan will incorporate comments and procedures in relation to:
1. The scope and nature of the work.
2. Details of Project Participants.
3. Responsibilities for the construction supervision and quality control.
4. Records and retention periods.
5. Schedule of Reviews.
6. Project specific procedures.
7. Key Target Dates.
9.3 Construction Period
Programme and Procurement Schedule:
Programme and Procurement Schedule will be produced which will identify the contractor’s intended work patterns
for the contract.
Tender Documentation:
Tender Documentation will include descriptions in relation to scope of work, specification, workmanship, quality
assurance and programme.
Safety Legislation:
All equipment to be used in the project must meet safety legislation requirements and have the necessary safety
certificates. Equipment must be subject to appropriate controls and properly calibrated. The Contractor will be
responsible for ensuring that all sub-contractors comply with this requirement.
It should be particularly noted that where an item of equipment’s safety certificate expires the equipment must be
removed from the site or made inoperative.
Workmanship Standards and Supervision:

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In order to achieve the appropriate workmanship standards reference and adherence should be made to Industry
Standards for procurement, testing and commissioning.
Sub-contractors and suppliers should be subject to stringent management to ensure compliance with workmanship
standards. Work should therefore be supervised and inspected by suitably qualified staff.
Progress will be reviewed at regular progress meetings with remedial action instructed where appropriate. These
measures will also include quality audits.
Inspection and Testing:
Inspection and testing will be initiated by experienced members of the Project Team and remedial action taken when
required.
Remedial work to prefabricated components will be allowed only with the prior approval of the Project Manager.
Records will be maintained of all inspections and tests which must all be witnessed by the main Contractor and
where appropriate by the Services Consultant. Standards and Codes of Practice by which the inspection and testing
procedures will be measured are to be included within the Contract Documentation.
Selection of Contractors:
Sub-contractors and suppliers will be selected on criteria which include their proven ability to protect and handle
materials.
Method Statements should also be requested from sub-contractors and suppliers where required.

Health, Safety and Environment
15
10.1 Health and Safety
The University is committed to providing a ………..
The University of Strathclyde should ensure that its obligations under the Health & Safety at Work Act and
in particular the CDM Regulations are carried out.
10.2 Site Safety
Site Address:
…………………
…………………
…………………
…………………
Client’s Site Obligations:
The University of Strathclyde should ensure that its obligations under the Health & Safety at Work Act and
in particular the CDM Regulations are carried out.
Contractor’s Site Obligations:
The Principal Contractor must ensure compliance with CDM Regulations and all relevant Health and
Safety legislation.
10.3 Building Occupier Safety
Not Applicable.
10.4 CDM Coordination
The University of Strathclyde will appoint a CDM Coordinator under the Construction Design &
Management Regulations.
A pre-construction Health & Safety Plan will be prepared. Prior to commencement of the main contract
works the Principal Contractor will develop the Health & Safety Plan. The CDM Coordinator will confirm
that this has been sufficiently developed before works can commence.
10.5 Site Organisation
Access:
Personnel: All visitors to the site must report to the site office with the route being clearly
delineated and clear of hazards. Underfoot conditions must be suitable for
pedestrians.
Vehicle: Suitable access should be provided by the Contractor for heavy goods
vehicles, heavy plant and machinery, cranage and skips etc.
Statutory Requirements: All statutory requirements must be adhered to and all hardstandings must be
regularly cleaned.
Storage:
The Contractor must provide adequate site storage for materials on site.
Site Facilities:

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Temporary Screens:
Full hoarding will be provided with an appropriate viewing locations for the public to safely monitor the
works.
Name Board:
The Contractor will, provide, maintain and take down a name board to display the title of the contract, the
names of the Employer, Employer’s representatives and the Contractor.
Use of Car Parks:
Car Parking will be managed and controlled by the main contractor.
10.6 Site Regulations and Security
Security:
Access to site will be managed and controlled by the main contractor. The main contractor will ensure the
security of the site at all times. Security of the adjacent …………………………. must not be compromised
by the works.
Work out with normal working hours will require to be sanctioned and monitored by the Project Manager
and will be strictly controlled by The University of Strathclyde.
10.7 Environmental Standards
The Project Design Team and Principal Contractor must ensure compliance with the University standards
in relation to the Environment and Sustainability. The Project stakeholders should refer to the Estates
Management Sustainability Policy.
The effect of any environmental hazards will be addressed through the consideration of the treatment and
disposal of waste materials.
Contract documents should include clauses to accommodate the requirements of the project.
Waste control methods should be assessed and agreed with the trade contractors with consideration
being given to:
Waste transport
Containerisation
Specialist collection
Storage areas
Site cleaning
Access/egress route selection

Commissioning and Acceptance
17
11.1 Project Completion Procedures
All Commissioning and Testing should be undertaken after the Construction work has been completed and cleaned
within each phase.
Responsibility:
The Main Contractor shall be responsible for the testing and commissioning of the Mechanical services.
The Architect / Clerk of Works will where appropriate witness testing to ensure the results are satisfactory to allow
commissioning to commence.
Certificates:
The test and inspection certificates shall be signed by the Architect / Clerk of Works and the Main Contractor once
the test and inspection is considered satisfactory.
Codes:
All wires shall be inspected, tested and commissioned in accordance with all relevant British Standard specifications,
codes of practice and tender documents.
Commissioning:
The Main Contractor will ensure that the mechanical and electrical services are brought to a fully operational status.
Performance Test:
The Main Contractor will demonstrate to the Architect the appropriate commissioning tests and on satisfactory
completion the tests results will be signed-off by the Main Contractor and Architect/Clerk of Works.
Following completion of the services commissioning, testing and system proving together with Environmental Tests
will be undertaken by the Main Contractor.
The tests will thereafter be required to be undertaken in the presence of the Architect with the test results being
signed-off by the Architect.
Defects List:
Details of outstanding defects will be prepared by the Architect for action by the Main Contractor.
Records:
Complete and comprehensive records of the installation tests and commissioning must be maintained by the
Contractor.
The tests will be undertaken in the presence of the Employer’s representative(s).

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Pre-Handover Test:
The Main Contractor and Employer’s representatives shall attend a Site meeting to undertake final acceptance tests
of all mechanical and electrical engineering services.
Where the final acceptance test does not meet the acceptable level of performance established in the performance
test the service will be required to be reset and tested,
The system must be operated for a period of two weeks during which the system’s performance will be monitored,
recorded and compared with the performance criteria specified in the contract documentation.
The item(s) listed on the defects list will be checked to ensure completion.
Guarantees and Penalties:
Approvals:
Statutory:
Insurance:
Specialist Services:
Performance Test:
The testing and commissioning must be in accordance with current British Standards and must be undertaken in the
presence of the Architect / Clerk of Works and must be completed to the satisfaction of the Employer’s
representative(s).
The installation must meet the requirements of all applicable statutory legislation.
Client’s Maintenance Department:
The Client’s commissioning officer may be required to be in attendance.
Commissioning Programme:
A master commissioning programme will be prepared for each service together with detailed programmes indicating
the commissioning stages and their requisite time duration and the dates when the service will be available. The
programmes will reflect the nature of the construction programme, the appropriate method statements.
11.2 Operating and Maintenance Manuals
The production of Operating and Maintenance Manuals should be the clear responsibility of the Contractors. The
Contractor should refer to the Estates Management Handover procedure document which highlights the format these
manuals will take.
The requirement to produce such manuals will be a contractual requirement of all trade contractors. Their submittals
will incorporate:
Trade literature describing the materials used in the installation.
Details of suppliers.
Recommendations for maintenance of all materials used in the installation.
Details of any special plant required for maintenance or installation of materials.
Details of any special methods of access for replacing materials.

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Details of cleaning requirements.
Details of any design approvals by consultant designers.
Specific Health and Safety requirements.
The responsibility for ensuring that the sub-contractors produce this information is vested in the contractor. In
certifying Substantial Completion the Contract Administrator will need to be satisfied that this documentation is
available.
The copyright in connection with all such documentation should rest with The University of Strathclyde.
11.3 Record Drawings
The Contractor should refer to Section 7 - As Built / Installed Drawings of the Estates Management Project
Handover Guidance document.
11.4 Commissioning Data
General
All the works shall be inspected, tested and commissioned in accordance with all the relevant British Standard
Specifications and Code of Practice and the details given in the Specification and/or as indicated on the drawing.
All installations shall be inspected and tested in sections as the work proceeds and on completion as composite
systems. All costs shall be included in the Tender for arranging and providing all necessary attendance.
The tender shall include all allowances for ensuring that the full intention and purpose of the relevant procedures
outlined in the section are made known to all office personnel and site operatives, as well as manufacturers and
Specialist Sub-Contractors as subsequent commissioning and testing duties are greatly dependent on initial site care
and attention to storage of materials and installation. The duties outlined shall be taken as a guide to the standard of
care and attention the Services Consultant will require during all aspects of the work and everything which follows
good and sound current practice shall be included.
Scope
The Inspection, Testing and Commissioning shall include testing, setting to work, regulation, environmental and
capacity testing, and the preparation of all associated documentation related to the handover of the whole of the
installed Engineering services as defined in the specification, to the satisfaction of the Architect.
Stage 1 - Testing, Post-Installation/Pre-Commissioning Inspections of Engineering Services
All these activities shall be carried out by the Main Contractor and with respect to inspection activities shall only be
offered for acceptance when the work is complete.
The Architect / Clerk of Works will witness as appropriate in conjunction with the Main Contractor all testing,
installation and pre-commission inspections to ensure the completed installations have reached a state of static
completion and are in a safe and satisfactory condition to enable commissioning to commence.
Each test and inspection certificate shall be signed by the Architect and the Main Contractor to confirm the particular
test/inspection has been carried out satisfactorily.
Stage 2 - Commissioning
This involves the advancement of the engineering services from static completion to a fully operational state including
setting to work, and components performance testing.
Stage 3 - Performance Testing

20
When each Stage 2 commissioning activity has been successfully carried out, random tests shall be repeated in the
presence of the Architect to witness and confirm acceptance of the results achieved. Each commissioning test shall
be signed by all parties witnessing the test.
A list of outstanding defects on the systems/equipment will be prepared by the Architect and a copy given to the Main
Contractor to action without delay.
Stage 4 - Testing Prior to Handover
Immediately prior to handover of the completed works the Employer’s representative will attend the site, and together
with the Architect and Consulting Engineer and the Main Contractor, to witness final acceptance tests of all the
engineering services.
It is intended, generally, to carry out random checks only in the installations being proposed for handover and
comparing the results obtained with those achieved during Stage 3 Performance Testing.
In the event that the random checks are inconsistent with the Stage 3 tests and design data, the service/system in
question shall be reset and re-tested in its entirety.
At the same time a thorough check will be made to ensure all the items raised on the various defects lists have been
cleared to the satisfaction of the Architect/Consulting Engineer.
Clients, User/Maintenance Representative
The Architect/Consulting Engineer will monitor and witness all or some of the testing and commissioning activities.
All allowances shall be included for liaising with this representative in addition to the other disciplines involved in the
works.
Commissioning Programme
The Main Contractor shall prepare and submit a preliminary commissioning programme indicating the activities,
manning levels and time periods required for commissioning the installations. The Commissioning Programme shall
be in the form of a suite of programmes produced on a service by service basis with each particular programme
referenced to a more general, overall master programme. Each programme shall indicate the stages of
commissioning (1, 2, 3 and 4) and building completion and taking into account the construction programme.
The suite of preliminary programmes will be reviewed by the Architect and Consulting Engineer and after discussion
and appropriate adjustment shall form the basis of the final commissioning programmes.
The commissioning programme shall take full account of the method Statements and be inter-related with the
construction programme to achieve complete commissioning before handover.
The Main Contractor shall monitor the progress of commissioning and related activities against the agreed
commissioning programme and revise and update the programme every two weeks or as necessary to suit the
progress of the works.
The commissioning programmes and all subsequent revisions to the programme shall be submitted to the Architect
and Consulting Engineer for comment.
A final programme shall be produced at least one month prior to the commencement of the commissioning tests and
examinations for each phase of work. The programme shall indicate test starting and finishing times, number of
Commissioning Engineers engaged and dates of events such as availability of power, heat and light.
11.5 Practical Completion and Handover
Inspections, Snagging and Defects List

21
Regular site inspections will be carried out by the IDT / Clerk of Works. For each phase of the contract, defects will
be noted and defects lists will be issued promptly by the Architect if required. The contractor will be given a
reasonable time to remedy defects and the progress will be closely monitored by the Architect. A few weeks prior to
the anticipated handover of the building the Architect will carry out a complete inspection of the building and all of its
services and finishes. A full snagging list will be prepared and issued by the Architect and the Main Contractor will
be required to make good all the noted defects before the building will be accepted.
Notwithstanding the generality of the above the Main Contractor should take cognisance of his obligations to prepare
initial snagging lists as defined in the tender documents.
Certificate of Practical Completion
The certificate of practical completion for any phases of the works will be issued by the Architect who will examine
the entire building and will only issue the certificate of practical completion when he is satisfied that:
1. All defects have been remedied.
2. The building is fully functional.
3. All services are in working order and fully commissioned.
4. The maintainers and users have been fully trained in the operation of all services installations.
5. All building and services manuals have been handed to the user (after approval by the Project Manager).
6. All as built drawings have been issued.
7. All Health and Safety Documentation under CDM Regulations will be provided.
8. Completed Collateral Warranties
9. Occupation Certificate
Details of the requirements for the above will be contained in the contract documents.
Other Certificates, Approvals and Licenses
The contract documents will ask for a number of certificates to be issued e.g. Certificate of Electrical Compliance.
Copies of these certificates will be held by the Architect and handed to the client at handover stage. The building will
not be accepted by the Architect unless all of the necessary certificates have been obtained.
Building Manuals/As Built Drawings
Contract documents will ask for the production of manuals and as built drawings by handover. The Contractor should
refer to the Estates Management Handover procedure document which highlights the format these manuals and as
built drawings will take.
The Architect will receive these documents and check the contents. Any amendment or additions necessary will be
instructed by the Architect who will withhold payment from the Contractor until satisfactory documents or sets of
drawings are supplied.
Final Clean
The Main Contractor will be responsible for clearing away and removing all his own debris and surplus materials and
will be responsible for the supervision of this work.
The Main Contractor on completion of his site clearance will arrange for specialist cleaning contractors to carry out a
final clean of the building prior to occupation by the user.
Access for Contractor

22
Access for essential work will probably be required from time to time during the defects liability stage. Such access
will be arranged by The University of Strathclyde in order to agree the most suitable times and dates for access.
Under no circumstances will the contractor be permitted to visit the site after occupation unless by prior arrangement.
Spares
Some of the contract documents will include for list of essential spares to be provided at handover. The spares will
be supplied with full instructions included prior to handover.
Completion Date / Sectional Completion/Partial Possession
The contract documents will clearly indicate the completion dates and what conditions will apply with regard to
sectional completion or partial possession.
Final Account
The Final Accounts of the work will be agreed between the Main Contractor and the Quantity Surveyor and submitted
to the Project Manager for approval. A time limit for production of the final accounts will be specified in the
documents.
Instruction of Staff
The Main Contractor shall organise instruction of Employer’s staff and will liaise and co-ordinate with the Employer all
the associated activities.
It will be the responsibility of the Main Contractor to provide attendance for the operation of plant and equipment and
to provide instruction by specialist Sub-Contractors and specialist suppliers. All personnel shall be fully qualified and
conversant with the operational and maintenance procedures of all plant and composite systems.
All installations shall be demonstrated in full working order unless it is agreed otherwise. Particular specialist items
of plant or equipment can be satisfactorily demonstrated in isolation from the complete system.
The instruction may be undertaken in two distinctly separate stages, the first for operational and maintenance
activities related to complete systems and the second for demonstration to staff to make them aware of general
system principles and to explain the influence and operation of any controls or equipment.
Certification
The Architect/Consulting Engineer are to ensure that the following certificates are completed by the Main Contractor
and provided to the Project Manager prior to handover, these are:
a) Fire alarm, automatic fire detection, emergency lighting systems and smoke control systems.
b) Emergency Lighting Certificate
c) Certificate of Installation and Commissioning of Fire Alarm Systems.
d) Electrical Compliance Certificate.
On satisfactory completion of the Testing and Commissioning the Project Manager will recommend acceptance of the
installation to the Architect for him to issue the Certificate of Practical Completion.
Include the provision of duplicate certificates of test and including the examination report of motors and suspension
ropes for lifts.
Before the final tests are witnessed by the Architect, such checks and assessments should be conducted to ensure
that when the final tests are conducted they can be carried out with reasonable anticipation that the requirements of
the Contract will be met and the final tests can be concluded without interruption and postponement.

23
Should the tests fail to demonstrate that the plant and equipment is properly installed and/or functioning, the Architect
shall decide whether such failure is due to incorrect or faulty work by the Main Contractor, (including in this context,
as defined, all his Sub-Contractors and Suppliers) in which case the Main Contractor shall forthwith carry out, at his
own expense, such remedial measures and/or re-commissioning and adjustments as may be required. The Main
Contractor shall then again report to the Architect for further demonstrations to be witnessed. The Architect’s
opinion as to what constitutes a satisfactory performance demonstration shall be final, providing the Architect’s
requirements are considered fair and reasonable.
Specialist Equipment
The testing and commissioning of all specialist equipment, associated pipework installations and electrical wiring
circuits shall be carried out in accordance with the foregoing procedures.
Wherever equipment contains electrical control gear the manufacturer shall be engaged to test and demonstrate the
equipment, unless specifically stated otherwise elsewhere.
All items of equipment shall be tested and demonstrated as required, to the satisfaction of the Architect/Consulting
Engineer who will witness the testing and on completion of successful testing and demonstration will issue an
Acceptance of Operation certificate.
All allowances shall be included for given seven days notice in writing to the Architect and Consulting Engineer prior
to the date on which the testing and demonstration is to take place.
All items of equipment shall be left in correct working order, to the satisfaction of the Architect and Consulting
Engineer, on completion of the contract.
At some future date following the handover of the contract, arrangements shall be made for a second visit to site by
qualified demonstrators who shall be fully conversant with the operation and maintenance of the equipment.
Arrangements in writing shall be made with the Employer for this visit to take place.
The duties of the demonstrators shall be to operate and demonstrate the equipment in fully working order, and to
make the Employer’s operative fully conversant with the operation and maintenance of all the specialist equipment
provided within this contract.
11.6 Client Matter
Post Contract Activities
Instructions to Employer’s Staff
The Contractor will ensure fully qualified personnel are provided for instruction on the operational and maintenance
procedures for all services.
The instructions will provide for:
(i) The operating mechanics of the systems, controls and equipment.
(ii) The maintenance requirements of the systems.
The Client should maintain an initial defects register for the Contractor to address immediately.
Inspections:
All defects noted following regular inspections of the works will be issued without delay by the Architect to the Main
Contractor. Prior to the handover of the work, a full inspection will be undertaken and a snagging list prepared by the
Architect for remedial action to be undertaken by the Contractor.
Cleaning:

24
The Contractor will be responsible for removing all debris and surplus material. Specialist cleaning contractors may
be required to complete final clean.
Meter Readings:
Electrical/Gas consumption by the Contractor during the currency of the works will be by metered supply to the
contractor.
Completion Date: To be agreed.
Sectional Completion/Partial Possession: Not required.
Final Account:
The final account will be produced and agreed in accordance with contract documents
11.7 Defects Liability & Final Completion
The Project Manager will co-ordinate with the Architect an inspection of the works and collate a list of defects
discovered following the issue of the Certificate of Practical Completion. This should be compiled in conjunction with
the operators of the property.
The Main Contractor will prepare a programme for the completion of the works contained in the final defects list. This
will be in consultation with the Client and Project Manager.
The Architect, following confirmation from the Main Contractor that the post-practical completion defects have been
completed, will in conjunction with the Project Manager, the Consultants inspect the work and when completed to the
satisfaction of the Employer’s representatives issue the final certificate to the Employer and Quantity Surveyor.
The Quantity Surveyor on receipt of the Final Certificate will refer the final account to the Project Manager and the
Client and will issue the final valuation certificate to the Project Manager for distribution.
The Quantity Surveyor will prepare a final statement of cost for the development and issue the statement to the
Project Manager

Post Occupancy Evaluation
25
Post Occupancy Evaluation
12.1 Post Occupancy Evaluation
The University of Strathclyde is committed to learning from all its projects and providing feedback to improving the
quality of future works both at Strathclyde University and elsewhere. The Resident Architect represents the Scottish
Association of University Directors of Estates on the RIBA Higher Education Design Quality Forum for which POE’s is
encouraged as good practice.
The Resident Architect is a trained facilitator of such forums and they should allow for a representative’s one day
attendance about a year after this project is completed on site to attend and participate in such a forum. This forum
will include representatives from all Service Providers, contractors and University personnel as appropriate. The
Resident Architect will make all the necessary arrangements. Further information on RIBA HEDQF and specifically
POE’s can be found on the web at
http://www.aude.ac.uk/uploads/POE%20Brochure%20Final%2006.pdf

Appendix – A Cost Plan
26
Appendix – A Cost Plan

Appendix – B Master Programme
27
Appendix – B Master Programme

Appendix – C Roles and Responsibilities
28
Roles and Responsibilities
Project Manager ( Estates Management)
Estates Management will require that an integrated Project Team is formed to implement the delivery of this
complex and challenging project.
An Estates Management Project Manager will be appointed to lead the Project Team whose duties will cover
the following:-
• Preparation of the Project Execution Plan including risk register development, change control
mechanisms and the Project Implementation Programme.
• Management and co-ordination of the Project Team and liaison with University Stakeholders.
• Monitoring progress, ensure that the project scope can be delivered on time and to budget including
overall financial reporting and providing regular reports.
• Managing the procurement of the project including Client Directs.
Integrated Project Team
A full list of the duties of the project Team are included in their relevant appointment documents.
Briefly the major duties of the Project Team are as listed below.
Architect
• Receive a detailed briefing from the Client.
• Prepare a schedule of accommodation and room date sheets.
• Carry out feasibility study.
• Prepare outline and detailed designs.
• Apply for all necessary permissions.
• Ensure the design complies with the requirements of CDM.
• Prepare detailed tender information and advise on the selection of contractors.
• Monitor the construction and carryout Contract administration duties.
• Monitor the construction and ensure that work is of the correct quality and liaise with Clerk of Works.
• Resolution of defects and final inspection.
• Prepare snagging list and issue certificate of Practical Completion.
• Resolution of defects and final inspection.

29
CDM Coordinator
• Undertake all services required of the CDM Coordinator under the (Design and Management
Regulations 1994).
• Ensure designers consider Health and Safety in the development of their designs and obtain risk
assessments.
• Prepare the Pre Construction Health and Safety Plan.
• Review the Contractors Health and Safety Plan.
• Notify the Health and Safety Executive of the proposed development works and the appointment of
the Principal Contractor.
• Collate the Health and Safety File and the O & M Manuals.
Structural Engineer
• Undertake structural surveys including geotechnical and topographic surveys.
• Assist in the preparation of feasibility studies and the development of an outline scheme design.
• Develop on the basis of the space plan an integrated structural solution that supports the services
strategy and provides a cost effective solution.
• Ensure the design complies with the requirements of CDM.
• Prepare a detailed design co-ordinated with all other disciplines.
• Monitor the construction and ensure that work is of the correct quality in liaison.
• Develop the detailed design and co-ordinate the overall design.
• Prepare detailed tender information and advise on the selection of Contractors.
• Ensure the design complies with the requirements of CDM Regulations in full.
• Prepare snagging lists, resolution of defects and final inspections.
Cost Manager
• Prepare and maintain an elemental cost plan and projects spend profile.
• Monitor and manage change control during the course of the project.
• Value Engineering – advise on construction economies and consideration of a balanced design and
optimal selection of materials.
• Develop and maintain a risk register.

30
• Advise on the most appropriate form of procurement route and the selection of tenders.
• Prepare contract documents and report on tenders.
• Prepare monthly valuations and out-turn cost forecasts.
• Agree the Final Account with the Contractor.
Services Engineer
• Visit the site and carry out and advise on the requirements for details of existing services and
undertake detailed surveys of the same.
• Assist in the preparation of feasibility studies and the development of outline scheme designs.
• Develop on the basis of the space plan an integrated services solution that supports the space plan
in line with the services strategy for the building/zone.
• Consider and advise on the whole cost, sustainability running and utility costs.
• Ensure the design complies with the requirement of CDM.
• Prepare detailed design co-ordinated with all other disciplines.
• Visit site and ensure that the services co-ordination is effectively managed.
• Monitor the construction and ensure that work is of the correct quality in liaison with the Clerk of
Works.
• Develop in conjunction with the Contractor a detailed testing and commissioning programme.
• Prepare snagging lists, resolution of defects and final inspections
Contractor
The Contractor’s duties will be fully described in detail by the tender documents and the relevant Building
Contractor. The Contractor forms the crucial implementation role in the integrated team and must be
regarded as a professional member of that team.
Briefly the Contractor’s role is as follows:-
• Development of a safe method of construction in line with Health and Safety legislation and
University’s Local Rules.
• Review of the design and the provision of buildability advice.
• Development of detailed final design for major components, manufacturing details and components.
• Planning, managing and delivery of the physical construction.
• Providing an integrated supply chain including specialise suppliers and contractors.
• Programme management, including managing the design team production timescales.
• Quality control.

31
• Interface with client departments and users.
• Cost monitoring advise and assistance.
• Final testing and commissioning.
• Snagging and defects management.
Clerk of Works
The University employs a dedicated Clerk of Works service who report directly the University’s Project
Controller and also form a significant part of the Integrated Project Team.
Their role is as follows:-
• Liaising with Contractors on access, safe working arrangements, agreeing method statements,
footpath closures etc.
• Monitoring and recording progress with the works.
• Monitoring and reporting defects to the Contract Administrator.
• Liaising with the Design Team and Contractor and resolving technical queries.
• Liaising with the users regarding operational matters and resolving these in conjunction with the
Project Manager.
• Issuing hot works permits, roof access permits etc. in accordance with University’s Local Rules.
• Monitoring, testing and commissioning is carried out in accordance with the agreed performance
standards.
• Carrying out defect/snagging inspections and advising the Project Manager whether the project is
suitable for Handover to the user.
• Reviewing and confirming that the defects have been successfully resolved.

Appendix – D Project Structure
32
Appendix – D Project Structure

Appendix – E Project Directory
33
Client / End User Contact:
The University of Strathclyde
McCance Building
16 Richmond Street
Glasgow
G1 1XQ
Estates Management
Pat Hoy Depute Director 0141 548 2600 p.hoy@strath.ac.uk
Fraser Bell Head Of Project Management 0141 548 4350 fraser.bell@strath.ac.uk
Project Manager 0141 548
Ross Simpson Head Of Building Services 0141 548 4593 ross.simpson@strath.ac.uk
Mark Lindsey Contracts Surveyor 0141 548 2112 m.lindsay@strath.ac.uk
Estates Building
181 St James’ Road
Glasgow
G4 0NT
Eleanor Magenis Head of Space Planning 0141 548 4695 e.magennis@strath.ac.uk
Architect
Building Servics Engineer
Structural Engineer
Quantity Surveyor Contact:

34
CDM Coordinator
BREEAM Assessor
Mariana Trusson 0131 313 7600 Mariana.Trusson@fabermaun
sell.com
Faber Maunsell
42 Colinton Road
Edinburgh
EH10 5BT
Sustainabilty Advisor
Sandy Haliday - 0131 558 7227 sandy@gaiagroup.orgGaia Research
The Monastery
Hart Street Lane
Edinburgh
EH1 3RG
Sustainabilty Advisor (Ecol)
TBC
Sustainabilty Advisor (Trans)
TBC
Contractor
TBC

Appendix – F Risk Register
35
Appendix – F Risk Register
Body text

Appendix – G Co-ordination with Client
36
Appendix – G Co-ordination with Client
Body text

Appendix – H Change Control
Appendix – H Change Control
Body text

Appendix – I Meeting Strategy
Appendix – I Meeting Strategy

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