Professional Documents
Culture Documents
- work to date in terms of cost, time and quality meas- 4. GENERAL PRINCIPLES
ured against plan.
4.1 This guidance provides a summary of activities,
3.2 Evaluation is often carried out by project partici- procedures and controls which should be in place at each
pants (project manager, design and cost consultants with of the following stages of a well managed project:
contributions from contractors and sub-contractors) and
- pre-project stage covering appraisal and
should be a routine performed at predetermined stages
feasibility study;
to establish that objectives are still achievable. Ad hoc
evaluations may also be used as a means of focusing on - in-project stage covering outline design to
specific problems. The starting point for ad hoc evalua- construction completion and commissioning; and
tions often arises from specific concerns of the project - post-project stagecoveringrectificationofdefects,
sponsor. final payments, post-project evaluation and
3.3 A difficulty with evaluation by project participants is occupancy review.
that they often find it difficult to be objective about their 4.2 Evaluations should:
own decisions. An evaluation or review by an independ-
ent consultant overcomes this problem and can bring in - assess the effectiveness of the project organisation;
new ideas and useful outside experience. - review the project execution plan;
3.4 Project evaluationshouldnot be confusedwith ‘value - measure progress against planned cost, time,
engineering’ or ‘economic appraisal’:
quality and performance objectives;
Value engineering is a pre-planned, formal review - identify causes of deviation from plan; and
of the design philosophy and development, at one or
more stages of design development, sometimes led by - recommend remedial action.
an independent expert. These studies are short 4.3
Project evaluation is used to check that:
exercises intended to review the delated design
solutions against the objectives and to establish whether - methods for controlling the cost, time, quality and
they can be achieved in a more cost effective manner. performance characteristics of a project, from the
initial planning to post completion assessment, are
Economic appraisal assesses the costs and benefits
sound and effectively applied;
of expenditure proposals. It is the process of defining
objectives, examining options and weighing up the - management information is prompt, adequate and
costs and benefits before a decision is made. The main accurate;
source of guidance on appraisal is the Treasury’s “Green - assets and interests are properly controlled and
Book” (Economic Appraisal in Central Government:
safeguarded from all losses;
A Technical Guide for Government Departments
HMSO 1991). It contains a checklist to ensure good - the cost of rechargeable works is recovered;
appraisal techniques and notes some common errors. - there are adequate safeguards against fraud, error
3.5 When an investment decision is made, a project is and impropriety;
“born” - though it may not necessarily pass later stages of - material losses due to waste or inefficiency are
approval and reach completion. This decision is the first identified and recovered where appropriate;
stage of the Treasury’s project approval procedure (see
guidance no 38 “Approval of Works Projects”), ie the - information on which costs and cash flow projections
initial approval of the options and the assessment of are based provide a sound basis for the funding of
the business case. The second stage is identifying the the project; and
preferred option, establishing a preliminary budget and - internal guidance and other established policies and
obtaining approval to take forward planning and design procedures are appropriate and are followed.
work on this option.
4.4 Project evaluation is independent of any established
3.6 Project evaluation can be used from the second reporting requirements. It can be used to encourage the
approval stage (by evaluating the chosen option against project team to stand back and review what it is doing and
the objectives in the appraisal) throughout the project’s where it is going in relation to the stated project objec-
life, ending with the post-project evaluation and occu- tives. It should end with a formal written report presented
pancy review. It is important to note that the term to senior management by the sponsor based on data and
‘evaluation” in the ‘Green Book’ is concerned with post-
reports from the project manager.
project evaluation only.
4.5 A disciplined and systematic approach to evaluation
3.1 Post-project evaluation is a means of recording
is recommended so that it becomes a routine project
experience from past projects, so it can be used where
activity, heading off problems before they occur.
2
The project cycle Evaluations, project stages and approvals
4.6 Every project can be visualised as a series of steps 4.8 Although projects and their procurement strategies
requiring a variety of technical skills to manage inherent vary, there is a pattern of definite stages common to most
risks. Initially objectives must be defined and options for projects. Some of these stages overlap depending on the
achieving them generated and evaluated before decid- type of project and the method of procurement. Project
ing which option should be implemented. Project evalu- evaluation is very effective when carried out at the end of
ation techniques provide the sponsor with an additional the project stages which are immediately prior to the next
means for controlling and monitoring the progress of a approval stage. The link between project stages and
project. approval stages is illustrated in the following table.
4 .7 The steps in the project cycle and the stages when a
routine project evaluation should happen are at Figure 1.
Definition
Generation of
options
Evaluation of
short-listed options
SELECTING
CONTRACT
t
Decisions
Monitoring - Choice of options
and control -Whether to implement
Monitor
and con
- Responsiblties
Whether to implement
Timing of evaluations
1
Project Stage Approval Stage
Reporting
Low
4.19 It is important that the evaluation should be docu-
mented clearly by all concerned so that if the need for a
Topics for Evaluation further review is identified the team can follow the proc-
4.12 Annex A lists some of the topics to be evaluated at ess of planning, work, findings, conclusions and recom-
various stages of the project and, for each topic, several mendations.
key issues to which the evaluation team should provide 4.20 Each participant in the evaluation team should keep
answers. Controls and procedures often have to envolve working files to support individual evaluation reports,
as the project progresses. The evaluation should check recording the details of each stage from evaluation plan-
that a control mechanisms are: ning through to reporting.
- established, appropriate and being used; 4.2 1 The project manager will provide the sponsor with a
- reviewed and amended to meet changing project written report, based on contributions from all the partici-
needs; and pants (but checked by the project manager as necessary)
highlighting the key areas, This report should address in
- complied with. particular any aspects of control systems and procedures
4.13 Where existing controls are considered unsatisfac- which were found wanting. The implications of these
tory, evaluations must provide the sponsor with recom- deficiencies should be explained together with recom-
mendations for improvement. An independent review mendations for improvements.
may be necessary if the evaluation either cannot establish 4.22 The project sponsor reports the results of the evalu-
the problems adequately or reveals a particularly serious ation to the project director on the basis of data and
problem for which the underlying cause or corrective reports received from the project manager. The spon-
action cannot be identified quickly. This is particularly sor’s evaluation report should comprise:
applicable if poor performance, fraud or some other - a short (one to two page) executive summary listing
impropriety is suspected.
the reasons for the report, the principal conclusions
Duration and the actions to be taken; and
- sufficient detail on the findings of the evaluation to
4.14 Evaluations should be sufficiently detailed to satisfy
the sponsor that the project is on course to meet its identify any further action required.
planned objectives or, if not, that the cause of any problem
has been identified and proposals made for its resolution. 5. PRE-PROJECT EVALUATION
4.15 Typically evaluations should last one to two weeks, 5.1 At this stage, prior to commencing design and
depending on the stage the project has reached and its construction, the objectives of the project sponsor’s
size, importance and complexity. This is particularly im- department and the project itself are established. Project
portant when the evaluation is carried out to deal with a objectives should be defied clearly and prioritised
perceived problem, so that corrective action can be in terms of time, cost, quality and performance. A pre-
taken quickly and the effects of the problem mitigated. project evaluation should be carried out to confirm that
4.16 Evaluation of a specific problem will be achieved this is so by investigating:
best by limiting its scope. For example, an evaluation to - the clarity of the project objectives;
identity and reduce the causes of a cost overrun, may be
limited to all changes made or planned. The review may - the viability of achieving those objectives;
be further limited where the problem is more specific, eg - whether sufficient options for achieving the objec-
whether the cost effects of a particular design change tives have been generated;
have been fully assessed.
- that these options have been properly evaluated;
Management - the degrees of influence in the client organisation;
4.17 The project sponsor is responsible for ensuring that - that the main risks and constraints to the project have
evaluations take place at intervals recommended in this been identified and assessed; and
guidance. The project manager, when appointed, is re-
sponsible for managing the evaluations in a disciplined - that the project has appropriate funding.
5
The purpose of a pre-project evaluation is to provide a 5.9 Most crucial decisions are taken prior to commenc-
checkthat these matters are being or have been resolved ing design (see paragraph 4.11). The evaluation should
satisfactory. identify where action needs to be taken. Changes at this
stage are rarely as costly or as disruptive to the project as
5.2 If the evaluation reveals serious flaws in the project those implemented later.
or its proposed implementation, it may be necessary to
delay moving to the design stage until further investiga- 5.10 When the pre-project evaluation confirms that the
tion by a more detailed evaluation or independent review project objectives are achievable and that the necessary
is complete and the implications have been assessed. controls are in place, the project can proceed to the
design stages.
Timing
6. IN-PROJECT EVALUATION
5.3 The best time for a pre-project evaluation is shortly
after appointment of the project manager, and before 6.1 During the design stages of a major project, interac-
appointing the permanent design team. It may be neces- tion between the various parties is intense and complex.
sary to seek specialist advice, for example on risk identi- Oversights and mistakes can easily occur. As the project
fication and analysis, during the course of the evaluation. design progresses the opportunity for introducing
In this event temporary appointments may have to be significant changes (without incurring costs for abortive
considered. design work) reduces rapidly. A preplanned evaluation
should be carried out at the pre-tender stage to establish
Management that all is well with the project before entering into the
most significant financial commitment (ie construction of
5.4 The project sponsor is responsible for ensuring that the project).
the pre-project evaluation takes place. The project man-
ager should manage the evaluation. 6.2 Duringthe constructionphase, the project sponsor’s
department incurs the major part of the project
Contents expenditure. Changes introduced at this stage are likely
to incur disproportionate cost increases and result in
5.5 Annex A indicates some of the topics to be reviewed. delay to the project.
The evaluation should establish that the necessary systems
and controls exist to proceed to design stage or identify 6.3 As projects can be subject to significant risks during
the means of achieving this. The project objectives, both the design and the construction phases, in-project
preliminary contract strategy and the project organisa- evaluations provide the project team with the opportunity
tion should be identified and procedures should exist for to stand back from the detail of the project and:
the appointment of consultants, and for design and cost - evaluate how well they are working together;
control to the pre-tender stage. Many of the control docu-
ments at this stage are the initial versions for the project - assess the status of the project against cost, time and
and will be amended by the professional team quality objectives;
as the project progresses. However, they should be - identify existing or potential problems;
appropriate for this stage.
- make forward-looking, practical recommendations
Reporting for improvements which can be implemented
immediately;
5.6 The project manager’s evaluation report should state
- check that the risks to the project are being man-
clearly whether the project should proceed as currently
proposed and if not, the actions necessary for the project aged; and
to be successfully continued. The report must also state - ensure a commitment of funds to the project.
whether the evaluation has been adequate for its intended
purpose or whether a more detailed evaluation is 6.4 It is good practice to carry out in-project evaluations
recommended for all or part of the project. during:
- design: the project manager should advise the
5.1 An indication of the issues to be covered in the
project sponsors’s evaluation summary is at Annex B. sponsor on the timing, but typically this would be
However, the summary will need to be tailored to suit the prior to commencing detailed design and/or prior to
particular project. tender and construction; and
- construction: the project manager should advise
Benefits the sponsor on the frequency, which might typically
5.8 Evaluation plays a valuable role at this stage in be at 6-9 month intervals.
ensuring that the department has defined the project
objectives clearly and that the chosen preliminary con- Management
tract strategy is consistent with those objectives prior to 6.5 The project manager, reporting to the sponsor, is
entering contractual relationships and commitment of responsible for managing the evaluation, the participants
funds. and for providing the report.
6
Contents 6.13 The advantage of conducting an evaluation at the
outline and/or scheme design stages is that changes are
6.6 Annex A summarises some of the topics whichshould relatively easy and economic to introduce. This is not the
be evaluated during the design and construction stages. case once detailed design has taken place.
The evaluation process should check that:
6.14 Evaluation at mid-construction provides the final
- control procedures for the core topics are appropri-
check that the project is on course. Whilst significant
ate to meet current and future project needs and are changes to project scope at this stage will be costly to
being complied with; and implement, changes in control procedures are not and
- new controlmechanisms specific to in-project phases may be necessary if forecast time, cost or quality objec-
exist, are appropriate and are being complied with. tives are not being met.
7
also be reviewed and recommendations should be made anticipated to change duringthe course oftheproject,
for improvement of controls on future projects. to assess whether those changes were accommo-
dated:
Reporting - confirm that the building functions in use as planned;
7.6 Post-project evaluationshouldconcludewithareport - ensure that any outstanding work, including defects,
prepared by the project manager using contributions have been remedied; and
fromtheprojectparticipants. It shouldstateclearlywhether
the project met its objectives in terms of time, cost, quality - ensure that key lessons learnt on occupation are put
and performance. Recommendations for reducing the into practice without delay for the benefit of future
possibilityofproblemsoccurringonfutureprojectsshould and continuing major projects,
be made. It should also highlight aspects of project man-
agement which have worked particularly well or not and Management
state that the evaluation was sufficient for its intended 8.3 The occupying business manager responsible for
purpose or whether a more detailed evaluation is required. the property should arrange for the occupancy review to
7.7 The sponsor adds a report on the project manager’s be conducted. Assistance will be required from the senior
performance. The sponsor submits the final post-project users and preferably also the project manager.
evaluation report to the project director who uses it
to check whether the department’s objectives and Contents
requirements have been met. 8.4 An occupancy review should include:
7.8 Typical issues to be addressed in the report are at - an assessment of whether the users’ requirements
Annex B but the report should be tailored to particular have been met. If not, consideration should be given
projects and evaluations. to the briefing process and the extent to which
7.9 Departments who use the Contractor Management users were consulted and involved as the design
Information System (CMIS) and the Consultants Register developed;
(CONREG) operated by Construction Industry Sponsor- - costs in use - how the planned operating cost of the
ship (CIS), DOE, 2 Marsham Street, London SW1P 3EB, building compares with actual cost and how the
are required to submit performance reports on contractors planned efficiency and effectiveness of the equip-
and consultants as a matter of course. ment and facilities compare with actuals; and
Benefits - any further recommendations the users can make to
improve VFM performance of future projects. For
7.10 A post-project evaluation provides an opportunity to example, the users may consider that some of the
review the project with the benefit of hindsight. It reviews facilities provided were unnecessary.
all project stages and the problems that have arisen
thereby providing lessons for the future and identifying Reporting
how problems arose. It is also valuable to conduct post-
project evaluations on major projects that have gone 8.5 Typical issues to be addressed in the occupancy
particularly well, in order to identify ingredients for review report are at Annex C. The report should be
success. tailored to suit the individual project.
7.11 The evaluation can also provide the sponsor with Benefits
assurance that the works have been completed in
accordance with the contracts, that consultants and con- 8.6 The occupancyreviewis the finalfeedbacklinkfrom
tractors have discharged their responsibilities and that all the users which closes the loop of the project cycle. The
potential liabilities have been recognised and quantified. review also identifies the existence of any outstanding
It will expose any shortfall in these areas and enable the obligations, with which the project sponsor must deal.
sponsor to recognise where commitments still exist and/
or damages might be recoverable. 9. INDEPENDENT REVIEWS
9.1 Project sponsors should commission independent
a. OCCUPANCY REVIEW detailed reviews if they are concerned about either
8.1 When the project relates to a building, an occupancy the general status and progress of the project or, more
review should be performed one to two years after the usually, about specific issues.
building has been occupied. The result of this review is an 9.2 Its aims should not be limited to identifying the root
addendum to the post-project evaluation. It records how causes of any problem but should also make practical
successfully the completed project meets the require- recommendations for corrective action and aim to
ments of the occupiers and identifies any further work generate direct and significant time, cost and quality
required. improvements.
8.2 An occupancy review has the following objectives to:
When an independent review is necessary
- consider whether the objectives of the users have
been met. If those objectives changed, or were 9.3 The need for an independent review may arise at
8
any time when the project sponsor considers that certain - systems evaluation;
problems are serious enough to require separate inves-
- compliance testing; and
tigation However, the project manager should also
advise the project sponsor when one is necessary. There - tests of detail.
are a number of typical warning signs:
The flowchart at Figure 3 (page 10) indicates this process.
- cost issues:
Systems evaluation
- large increases between successive estimates;
- tenders for construction being significantly above or 9.8 This comments on the adequacy of control system
and offers recommendations for improvement. Th
below estimate;
approach is broadly based rather than detailed and i
- a significant overspend or underspend compared conducted in two stages. First, the system is recorded
with predicted cash flow; in terms of its operation, preferably in flowchart forn
- unpredicted changes resulting in high additional Second, the system is evaluated by defining its control
objectives and assessing the strengths and weaknesses
costs;
of the system in meeting those objectives.
- large contractual claims for additional payments or
9.9 A typical evaluation might cover the following:
extensions of time; and
- is the procedure clearly defined?
- a final contract sum which is much higher than the
tender sum; - is someone nominated to carry out the procedure
- is this person fully aware of the responsibility fc
-time issues:
carrying out the procedure?
- progress falling significantly behind programme eg - is the person required to demonstrate that th
failure to meet milestone dates;
procedure has been followed?
- delays in providing the contractor with necessary
- are there any further procedures providing for a
information, which results in delays and/or addi-
tional construction costs; and independent witness or check that the procedure
has been carried out? and
- late completion;
- does the procedure provide the intended control
- quality and performance issues:
- a pattern of failings in design or workmanship; and Compliance testing
- a finished product which fails to meet the users 9.10 This is used to check that the system is operating a
intended. It focuses on the key controls of the system an
requirements in certain important respects;
the principal management actions which must be carried
- management/organisation issues: out if the system is to operate as intended. The tests are i
whatever form is appropriate to determine whether the
- delays, cost increases or reduced quality standards key controls are operating in practice. Examples of these
arising from failure to provide the right people with tests include:
the necessary information to make decisions or take
- observation of the procedure in operation;
actions at the right time; and
- examination of working papers and formal docu-
- lack of clarity of roles and responsibilities,
mentation; and
Procedures - interviews with project participants to determine th
9.5 Reviews will be capable of identifying problems and actual procedures in use.
providing recommendations for their resolution. The 9.11 If systems evaluation has proved that the system is
reviewer’s approach should be objective. Subjective itself inherently weak, compliance testing is usually
judgements, for example relating to truth or fairness, inappropriate.
should be expressed specifically as an ‘opinion’ as distinct
from a ‘finding’. Tests of detail
9.6 The project sponsor should make reviewers aware 9.12 These may be necessary when systems evaluatio
of the circumstances which make the project unique. and/or compliance testing have revealed weaknesse
Although reviews may cover the same topics as evalua- and deficiencies. There are two types of tests of detail:
tions (see Annex A) they are often in greater depth and
therefore detailedprocedures will need to be established - those concerned with financial values; and
individually for each review. - those concerned with the quality of managemer
Review of project management controls decisions.
9.1 Project management controls can be audited as 9.13 Financial tests of detail either start at:
follows:
9
Figure 3: Audit Flowchart
I
Systems
evaluation I Flowchart the system
I
t
Evaluate strengths and
weakmesses of system
I Report to management
I
- - - - - - - - - - - - -_-----
I
I
I
I
1 1 Debekey contr;kthesystem I
I
Devise sampling procedures
and compliance tests I ~~
Compliance
testing I I
I I
I I
I I
I I
I
/ Reporttort I + - - - - - - - - - - - - - - - - I I
I
I
I
I
I
I
I
I
Tests of detail I
I
I
I
Report to management +--_---_____---------- -I
10
- a figure in an account - then trace the data or facts during their investigation, They should have rel-
evidence validating that figure (eg expenses or evant experience and a successful record of conducting
costs); or construction project reviews. Suitable candidates can be
- found in construction and property management consult-
the data or evidence - then check that the correct
ants, project and cost management consultants and
figure arising from that information is included in the
consulting engineers. The professional adviser and/or
account (eg income or deductions from expenses).
project manager can advise the project sponsor on
9.14 During the course of a project, some management selection.
decisions fall outside the scope of systems and control.
9.20 Details of the form of the review, the scope of the
These decisions may have to deal with unforeseen
work and the final report should be agreed between the
circumstances eg poor ground conditions, bad weather
project sponsor and the review team before work starts.
or poor interaction between the parties to the project.
Objective tests of detail consider the quality of these 9.21 The reviewers will need the co-operation of the
decisions by: project participants in gathering information. However,
- setting down clearly the relevant history and facts when the project sponsor has commissioned a review
rather than an evaluation of the project, participants may
relating to the decision;
feel threatened and may be reluctant or unwilling to co-
- considering all options available to management; operate. This may reduce the effectiveness of the review.
- analysing how well each option relates to the The obligation to co-operate must therefore be included
in the terms and conditions of engagement of the
achievement of the project objectives; and
project participants. When fraud or negligence are being
- recording the reasons for selecting a particular investigated, it may be necessary for the sponsor to
option. remind participants of their contractual obligations on
co-operation.
9.15 Good decision makers should have followed the
process described above. However, it is stillnecessary to Contents
check that the process has been completed correctly and
9.22 Annex A summarises some of the topics which may
that the associated working papers are on file.
be included at different stages of the project. The project
sponsor should define the scope of the review and
Scope of review
prepare a brief for the review team.
9.16 The scope of an independent review will depend on - -
9.23 The level of detail of the review depends on:
the nature of the problem under consideration, its associ-
ated risk and why it is being carried out. If the objective is - the project sponsor’s brief to the review team;
simply to assess the effectiveness of systems and controls
- the project stage;
and to provide recommendations for improvement,
the review may be limited to systems evaluation and - the matter under investigation: and
compliance testing. If a judgement on a specific issue is
- discoveries made during the review process.
required, compliance and detailed testing will be neces-
sary. If fraud is suspected, all three levels of review are The reviewers should investigate whether the controls
likely to be necessary to reveal the full extent of the are clearly defined and are being satisfied.
problem.
November 1993
9.17 However, the review’s size may be limited by
sampling techniques. Judgmental sampling relies on the
reviewer’s judgement to pick out the major or most
contentious items for investigation. Whilst this method is
quick and cost-effective, the project sponsor should
recognise that oversights may occur.
9.18 Statistical sampling is likely to be more accurate but
more time-consuming. The reviewer selects the size and
type of sample based on an assessment of risk and
importance. The reviewer will advise the sponsor on how
and why the sample was chosen and the confidence that
can be placed in the results.
Management
9.19 The project sponsor is responsible for commission-
ing independent reviews and appointing the review team
to undertake the investigation. The team should be inde-
pendent, without any conflict of interest, unbiased and
have no reason to protect any individual or conceal any
11
ANNEX A
This Annex lists some of the topics (with their key issues Force Majeure
and problem areas) which may be reviewed during catastrophic events
project evaluation. Where appropriate, evaluation teams
should both examine and provide answers to each. Design development
However, the list is not exhaustive and will need to be designers
reviewed depending on the project’s stage and its design team responsibilities
contract strategy. In addition, the list may also need design brief
amendment to reflect the scope and requirements of the design process
particular project. The project sponsor, on the advice of design programme
the project manager and/or professional adviser, should design elements
define the scope of partial or specific evaluations. the design
Controls andprocedures evolve as theprojectprogresses Estimating Data
and evaluations should establish that they are:
cost estimate for professional services (resources)
- established and appropriate to the stage of the
works cost estimate
project; other cost estimate
- being reviewed and amended to suit the changing project programme
needs of the project; and Site Conditions
- complied with.
the site
Where procedures and controls are considered unsatis- conditions above and below ground
factory evaluations must provide recommendations for susceptibilities - flooding, bad weather
improvement. labour availability
existing services
The suggested topics for evaluation are as follows: existing buildings
Project Definition environmental impact assessment
user requirements Construction and Commissioning
project objectives contractors
project brief site management responsibilities
planning, social and environmental impact assessments health and safety measures
Project organisation and management emergency procedures
permits to work
department’s client organisation construction methods
project management team long delivery, short supply items
project organisation structure commissioning methods
risk assessment handover procedures
approved budget operating manuals
cost, time, quality and change control procedures as built drawings
contract strategy
project execution plan
procurement procedures
detail design
reporting systems
contractual claims
Availability of funds
Statutory and other External Factors
planning approval
building regulation approval
health and safety regulations
site access
inflation
interest rates
currency exchange rates
VAT
12
ANNEX A - continued
13
Project Organisation and Management -continued STATUTORY AND OTHER EXTERNAL FACTORS
14
Design Development -continued Estimating Data -continued
I.5
Site Conditions -continued Construction and Commissioning -continued
1
PROJECT EVALUATION SUMMARY
- are or were being used; The project sponsor should also attach the brief issued to
the project manager for the evaluation.
- whether the project objectives in terms of time, cost
and performance have been defined and are being
met at the time of the evaluation; and
- an explanation of deviations from those objectives,
Recommendations
17
OCCUPANCY REVIEW SUMMARY
Date of occupation:
The report must address: The report should consider from the point of view of the
user’s requirements those aspects of the completed
building that are particularly:
- whether the user’s original requirements have been
met. If not: - useful;
18
OTHER GUIDANCES
No7 Project Sponsorship: Planning and Progress Contracting for Works Services
Monitoring
Contractor Management
No 11 Debriefing Information System Handbook
No 20 The P&S Function and Works Projects Standard Fire Precautions for Contractors
No 25 Cost Management for Works Projects Better Briefing means Better Buildings by J J W O’ReilIy
published by the Building Research Establishment of the
No 26a Selection of Works Contractors: Department of the Environment.
Prequalification and Tendering Procedures
To be published
19
CONTENTS Commencing 8. OCCUPANCY REVIEW 8.1
paragraph
Management 8.3
1. INTRODUCTION 1.1 Contents 8.4
Reporting 8.5
2. SCOPE 2.2 Benefits 8.6
Timing 7.3
Management 7.4
Contents 7.5
Reporting 7.6
Benefits 7.10
20