Strategic Project Management Plan for the Innovative Engineering and Construction Centre

Assignment Brief

Assignment: Project Management Practice

Word: 2250

Referencing: Harvard style 

Assessment Task Details and Instructions

• 1.0 Brief

• 1.1 Key assumptions and your role

  • For the purposes of this task you should assume that you are employed by the North West Strategic Alliance (NWSA) as their Project Management Consultant. The project is at an early stage with stakeholder consultation still ongoing. The project cost and duration are vague and your expertise will be needed to develop a realistic project cost and duration.

• 1.2 Scenario (This scenario is fictitious and for the assessment purposes only)

  • MSA is a partnership of universities, colleges and other stakeholders who collectively deliver promote the progression of vocational learners into Higher Education. NWSA have identified within their strategic plan for 2020 – 2025 the opportunities presented by recent government commitments to fund a significant increase in the delivery of Higher Apprenticeships. As a result, NWSA are consulting on the viability of a new “Innovative Engineering and Construction Centre” to be situated alongside the M61 (Horwich Area) corridor in Greater Manchester. The Centre will draw on the specialist skills of the Universities and Colleges in the North West.

Key features of the development to note include:

• 6 storey, 21,000m2 main building including two 250 seat lecture theatres.

• 30 seminar rooms, a central catering facility, coffee shop styled area, office accommodation for academic and administrative staff and student support areas.

• 2 storey 5,000m2 research centre providing specialist construction and engineering laboratory facilities.

• 4 storey 8,000m2 central learning centre, providing student services including open access rooms, silent study areas, group study rooms and a library facility.

• 6 acres of land fitted site cabins and all needed infrastructure of construction of live projects by the students. Assessment Brief Form 9

• A purpose-built factory for the manufacture of battery that can be used for phones and cars.

• External works including infrastructure development.

NWSA require that the project achieves and excellent BREEAM environmental rating. The clients desire that offsite construction techniques is employed on the project however, they require a strong justification and feasibility of its use on the project.

There is a great potential for the project to improve the economy of the area but there are several oppositions due to the environmental impact the project poses on the area. The consultants are expected to carry out feasibility studies on the project which will not only involve technical feasibility but also take account of environmental, economic and political and such other factors that would influence stakeholder and risk management.

• 1.3 Tasks

• Your task is to develop a strategic response to this scenario. This should be presented as a report to the head of GMSA. You are required to produce a report that satisfies the following requirements

1. Critically evaluate the risk management process and develop a risk register and associated matrices to both identify and perform a risk analysis for dealing with the project stakeholders and possible environmental impact of the proposed project. An indicative number of 12 risk issues should be identified and justified.

2. Based on extant literature, critically analyse Value Management in relation to the project and make recommendations (indicative of 5 recommendations) to the client on feasible solutions to identified problems that will give the client the best Value for Money (VfM).

3. The recent Dame Judith Hackitt Review following the Grenfell fire incidence puts more pressure on the construction industry regard quality management in the delivery of construction project. With clear reference to “Juran trilogy” of quality management, develop a quality management strategy that will be used on the proposed project.

Sample Answer

Strategic Project Management Plan for the Innovative Engineering and Construction Centre

Introduction

This report provides a strategic response to the proposed development of an Innovative Engineering and Construction Centre (IECC) in the Horwich area of Greater Manchester. The project, led by the North West Strategic Alliance (NWSA), aims to create a regional hub for higher apprenticeships, engineering innovation, and research collaboration among partner universities and colleges. As the appointed Project Management Consultant, my responsibility is to assess the project’s risk management framework, evaluate value management strategies, and propose a robust quality management plan.

Given the project’s complexity, environmental implications, and the political and economic sensitivity surrounding large-scale developments, this report adopts a holistic approach, combining theoretical insights from project management literature with practical recommendations for managing risks, achieving value for money, and maintaining quality throughout the project lifecycle.

Risk Management Evaluation

Risk management is a critical component of modern project management. According to the Project Management Institute (PMI, 2021), effective risk management involves the systematic process of identifying, analysing, and responding to project risks. For the IECC project, risks stem from environmental opposition, cost uncertainties, offsite construction feasibility, and stakeholder alignment.

Risk Management Process

The process will follow five key stages: identification, assessment, analysis, response planning, and monitoring. This approach aligns with ISO 31000:2018, which emphasises continuous risk evaluation throughout the project lifecycle. The project will adopt both qualitative and quantitative methods, including risk matrices and probability-impact assessments.

Risk Identification and Register

Twelve major risks have been identified based on technical, environmental, financial, and stakeholder factors:

Risk Analysis and Mitigation

The risk register will be supplemented by a probability-impact matrix to visualise critical risks. R1, R2, and R9 are categorised as “high priority” due to their combined effect on cost, schedule, and environmental sustainability. Mitigation will involve early planning permissions, proactive budgeting with a 10% contingency reserve, and embedding sustainability consultants into the project design team.

Continuous risk monitoring will be supported through monthly reviews and a digital project dashboard, ensuring transparency and real-time response to emerging threats.

Value Management Analysis

Value Management (VM) aims to optimise project outcomes by balancing function, cost, and performance (Kelly et al., 2014). It involves systematic evaluation of alternatives to ensure the project delivers maximum value for money (VfM). For the IECC project, VM is essential due to the complex mix of educational, research, and construction facilities within a constrained budget and environmental framework.

Application of Value Management

The VM process will follow four main stages: information, creative, evaluation, and implementation. During the information stage, the project team identifies client needs, which include innovation, sustainability, and educational excellence. The creative stage involves exploring alternative materials and offsite construction options. The evaluation stage assesses cost-benefit outcomes, while the implementation stage ensures selected solutions are integrated into the design and delivery plan (Male et al., 2007).

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