A DESIGN MANAGEMENT DOCUMENT
PDG
©
A05
PROJECT
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DESIGN
GUIDES
PROJECT DESIGN GUIDE A05
‘PQP’
Project Name:
Project No.:
Date:
Name
Number
Date
Document No.: PDG-PDG-PRO-A05.0
Project name: / No.
Document version: V01
Date Created:
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Revision:
Revision description:
Revision date:
01
A section for appointments and a guide tick list has been included.
6 November 2014
02
03
Edited to be project specific / Revised by:
Name:
Position:
Signature:
Date:
Checked by:
Name:
Position:
Signature:
Date:
Authorised by:
Name:
Position:
Signature:
Date:
Project name: / No.
Document version: V01
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Document Distribution:
Name
Company
Status
A
Date
00/00/2012
Status key:
A – Action
I – Information
Project name: / No.
Document version: V01
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Introduction
The purpose of the PQP is to define the project specific processes and provide key information that would pass
the ‘knock down bus’ test; to enable a competent person, should the need arise, to be able to take over the
project at short notice and be able to maintain specified programme, service and performance. It should
consist of processes done in the normal course of events. Of course, it is also proof that due process has
taken place if/when a project is QA audited.
The relevants of Section 1.0 Appointments depends on the procurement route. Generally the PQP will be put
together in parallel to and be part of the early contract definition and agreement stage.
1.0
Appointments
Consultant appointments have been managed and undertaken in accordance with the following guides:
Section
Contents
Related Documents
1
Consultant appointment strategy
PDG A00.0, A00.0a, A00.0b
2
Competence
PDG A00.1
3
T&C’s
By commercial manager.
4
Appointment schedules
PDG A01, PDG A02, PDG A03
The above are the fundamentals, dependant on the project complexity and size and phasing, the appointment
process may be far more complex; this potential in set out in Guide A00.0a.
2.0
Design Fundamentals
A quick reference of information fundamental to the project is to be provided and should include the following:
1.0
Project name /
no. & location:
2.0
Parties:
Client organisation
– Key contacts:
Company name & address / key personnel names / position / contact numbers
Clients
representative –
Key contacts:
Company name & address / key personnel names / position / contact numbers
Main Contractor –
Key contacts:
Company name & address / key personnel names / position / contact numbers
Design consultant 1
– Key contacts:
Company name & address / key personnel names / position / contact numbers
Design consultant 2
– Key contacts:
Company name & address / key personnel names / position / contact numbers
Design consultant 3
– Key contacts:
Company name & address / key personnel names / position / contact numbers
Project name: / No.
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Design consultant 4
– Key contacts:
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Company name & address / key personnel names / position / contact numbers
General info
Procurement route:
Commodity:
Does the building design work? Does it answer the brief?
Approximate value
/ GMP:
Programme key
dates:
Refer to PDG A03.
Key Area fig’s &
ratios:
4.0
Description
Site context:
Project description:
Built form:
Access:
Public realm:
Landscape:
Sustainability:
3.0
Design Processes & Protocols
In addition to this document, the PQP is made up of a series of Project Design Guides, as scheduled out below,
against a typical PQP list of headings. Each Design Guide is a project specific element or group of elements
that make up the design process. Together they constitute the requirements of a PQP. This collated
document is sometimes referred to as a DEP (Design Execution Plan), or PDH (Project Design Handbook). A
brief description of the content of each section can be found below. This is to both aid the user in
understanding the principles of the PQP and to give an understanding of which process documents / tools are
to be associated to each section.
The PQP can be adapted for use by individual consultants or it can be used at the project level as an
integrated tool to be issued to the client.
Section
Contents
Project name: / No.
Document version: V01
Related Documents
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1
Scope (Complete/element/package)
PDG A06.
2
Quality Objectives
Refer to text below.
3
Design & Development INPUTS
PDG A03, PDG A06.
4
Management Responsibilities
PDG D01 & many of the other sections.
5
Control of Documentation and Data
PDG D02, PDG D03, PDG D04, PDG
D05?
6
Planning of Asset Realisation
Refer to text below.
7
Design & Development Planning
PDG A03.
8
Resources
PDG A00.1, PDG D02.
9
Client Related Processes
Refer to text below and PDG A06, PDG
D03, PDG D04, PDG D07, PDG D08.
10
Technical Interface
PDG D02
11
Design & Development OUTPUTS
PDG A03, PDG A04
12
Design & Development Review
PDG A04
13
Design & Development Verification and Validation
Refer to text below, PDG D08, PDG D09
14
Design & Development Changes
PDG D07
15
Appendix A – Design Certificate of Compliance
Statutory certification or self certification
process to be described.
1
Scope
Project scope definition is the most important factor when it comes to project requirements. It is vital for the
Contractor to define the scope of the project in order to successfully enter into an agreement with the client.
Project scope is defined by one or many of the following: Contractual responsibilities, RIBA stage, description
of asset, site boundary. All elements of the brief, subject to ambiguity, need to be clarified and agreed, to
ovoid scope creep. Scope certainty is required to enable cost and programme certainty.
Describe / List out here:
01
Refer to section 2.0 Design Fundamentals, of this document.
02
Refer to Land Registry deeds for ownership boundary.
03
Refer to L.A. Planning red line boundary for extent of works.
04
Refer to PDG A06.
05
Project brief at contract award agreed as achieving RIBA stage ‘D’
2
Quality Objectives
There are differing quality definitions; one simple way to look at quality is to break it down into 3 parts – Time,
Cost and Scope. One should, however refer to the standards described in the Main contract and/or by
Contractor policy. There are many criteria by which to define and measure quality holistically or in part, i.e.
Design Council CABE, BREEAM, etc.
Describe / List out here:
01
Design Council CABE.
02
03
3
Design & Development INPUTS
Project name: / No.
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All items required to undertake the design of the project. From the Client – the brief, required standards,
surveys, all items required under the CDM regulations. From the Contractor – the cost plan, construction
programme, Phasing, logistics, knowledge of all specialist supply chain members being deployed.
4
Management Responsibilities
Ensuring that the process adheres to certain quality guide lines and so ensuring the PQP fits the project needs
for – strategic planning, effective communication, resource management & training needs, design control,
development control (product quality conformance), risk and mitigation, performance monitoring (KPI’s) and
feed-back.
5
Control of Documentation and Data
Information is the life blood of construction projects. Therefore, the project quality plan should describe the
way to manage and control the documents used. Usually there is a common documentation repository with
controlled access in order to store and retrieve items. It is vital that the method of designing (i.e. BIM or CAD)
is fully understood and agreed between all parties before these protocols are written.
6
Planning of Asset Realisation
An asset, whether building or infrastructure needs to be realised in accordance with the client’s business plan.
An asset, as opposed to a building or structure, embodies the concept of commercial value. It is not
uncommon for clients to keep their asset running whilst construction is being undertaken. The planning of
asset realisation, usually by Contractor to satisfy client needs, will have a bearing on how the design solution is
formulated. Live sites, phased hand-over, restricted sites and Contractor specialism’s, to name 4 constraints,
will have a bearing on design solutions.
Describe project specific constraints here:
01
Live sites.
02
Phased hand-over.
03
Restricted site.
04
Specialist contractor processes i.e. DfMA.
7
Design & Development Planning
The Lead designer will be responsible for ensuring all consultants agree to an integrated design plan that is as
far as reasonable, aimed at meeting all contractor programme dates. It is to take into account VE process and
SDP and will be required to be updated for all instructed changes. Programmed integrated implication of
changes and proposed mitigation scenario’s, are to be provided by the Lead designer to the employer for all
proposed changes. Lead designers integrated project design delivery plan is to be produced in the programme
software, dictated by the employer to enable all programmes to be integrated as necessary.
8
Resources
Resources, in terms of human capital, are the most important asset for professional service firms. It is
therefore fundamental that checks are in place to ensure consultancies appointed have the depth and breadth
of knowledge & skill to undertake project services and deliverables. It is also fundamental to check the correct
individuals are available to be assigned to a project and have the necessary competences to undertake tasks.
Whilst one would normally seek to appoint consultancies that have all the required competencies, there a
circumstances where training will be required and so should not be discounted under CDM. Resources are to
be planned for the entire project and any proposed changes need to be brought to the employer’s attention in
accordance with contract procedure.
9
Client Related Processes
The PQP and associated documents will need to be written to take due consideration of all client related
contractual, and other agreed, processes.
These may included (Amend list as required):
01
Monitoring team approvals
Project name: / No.
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02
Technical approvals
03
Stakeholder sign offs
04
Reviewable Design Data
05
Operation of asset
06
Phasing and decanting restrictions
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10
Technical Interface
The Design manager / Construction manager will be responsible for arranging Technical meetings with the
client / client’s stakeholder and design sub-contractors. The Lead designer is to arrange Technical meetings
with statutory authorities and contracted standards (Secure by Design, BREEAM, etc), and ensure all design /
technical information is prepared for all meetings. Inter consultant technical interfaces are deemed to the
normal part of design coordination and therefore a standard part of the Lead designers responsibilities.
11
Design & Development OUTPUTS
Outputs generally come in 2 forms, those used for decision making and those used for construction processes.
The type of output will depend on the stage of the project. All outputs must be subject to sections 12 and 13
of this document.
 Decision making outputs can be typically named as: design programmes, deliverables schedules,
Design Notes, Stage Reports.
 Construction process outputs can be typically named as: drawings, specifications, schedules,
calculations, etc; for Tender and Construction tasks.
Outputs will have differing levels of ‘completeness’ depending on the project stage and use.
12
Design & Development Review
The review process is ideally to be part of a practice wide system of reviewing all projects. Reviews are to be
timetabled in advance with stage related agendas drawn up to be critiqued by appropriate competent
personnel who are not directly involved in the project.
It is a fundamental process to check information from concept to construction detail, to ensure designs answer
the brief and conform to requirement and standards, or betters them. It is also a way of ensuring the
information created and issued is verified and validated / fit for purpose / was created with due skill and care.
13
Design & Development Verification and Validation
Verification and validation are independent processes that are used for checking that a product, service, or
system meets requirements and specifications, and that it fulfills its intended purpose.
Design and development verifications use objective evidence to confirm that design and development
outputs meet specified input requirements.
List / amend criteria here:
Ref
Criteria
Process
01
Design solution, details, specifications, etc
Design and Development Reviews
02
Completeness and accuracy of information
Monitoring team approvals
03
Technical solutions meet client standards
Internal Client Technical approvals
04
Technical solutions meet statutory and client
standards
External Technical approvals (e.g. Building
Control, BREEAM, SbyD)
05
Solutions meet client standards
Client / Stakeholder sign offs
06
Reviewable Design Data
Negotiation
Design and development validations use objective evidence to confirm that products meet the requirements
which define their intended use or application.
Project name: / No.
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List / amend criteria here:
Ref
Criteria
01
Client success criteria
Process
01.1

Space standards
RICS method of measurement
01.2

Ease of circulation
Technical studies
01.3

Environmental performance
Technical studies
05
Planning permission
Lead designer check at all stages against
approved scheme
All criteria and processes must be agreed with the client and be wholly within the gift of the
design team to dictate. In other words criteria cannot relate to how an asset is managed, the personnel
employed, any equipment installed after hand-over, the output rate, profitability, etc.
14
Design & Development Changes
A Change is a deviation from the main contract design brief. Changes can be proposed by various parties for
many reasons, none however, are to be instigated unless instructed. All proposed changes need to be
reviewed, a process to check that information conforms to requirements and standards, or betters them, is
costed and instructed as laid down by the main contract. VE proposals, to become valid, will come within this
procedure. Note: Design Development is not to be confused with Design Change.
4.0
Policy documents
The contractors/consultant Health & Safety Policy, Environmental Policy and others relevant to design matters
are to be appended B, C, etc.
5.0
Managing this document
To be updated as required. Most updates, however, will be contained within the content of the associated
PDG’s. PQP non-conformances and risks are to be listed below and reviewed fortnightly/monthly with an
internal QA manager. Any item that is thought likely to require a 5 days Corrective Action Report (CAR), is to
be brought to the attention of the employer within 5 working days.
PQP None Conformances, Risk and Mitigation schedules
Item
Date identified - Non Conformance /
Risk
Date - Mitigation
001
01.05.2012 – CV’s outstanding
01.06.2012 – provided
002
003
Text boxes to have colour RAG to indicate level of Risk before and after mitigation.
Key:
High Risk
Medium Risk
Low Risk
Project name: / No.
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Design Management Guides tick sheet
(amend to suit project design strategy)
Design Management Guides
CONTRACT
DEVELOPMENT & DELIVERY
PDG A00
‘CONSULTANT
APPOINTMENT STRATEGY AND CAM’
Alternative used – Name
PDG A00.1
‘COMPETENCE
STATEMENT AND ASSESSMENT’
Alternative used – Name
PDG A01
‘SCHEDULE OF
SERVICES (SOS)’
Alternative used – Name
PDG A02
‘DESIGN
RESPONSIBILITY MATRIX (DRM)’
Alternative used – Name
PDG A03
‘DESIGN PROGRAMME
& DELIVERABLES’
Alternative used – Name
PDG A04
‘DESIGN REVIEW &
AUTHORITY PLAN’
Alternative used – Name
PDG A05
‘PROJECT QUALITY
PLAN (PQP)’
Alternative used – Name
PDG A06
‘CONTRACT
SCHEDULES & DESIGN PROCESSES’
Alternative used – Name
PDG D01
‘DESIGN DASHBOARD’
Alternative used – Name
PDG D02
‘COMMUNICATIONS
PLAN’
Alternative used – Name
PDG D03
‘DESIGN
INFORMATION FLOW MAPPING’
Alternative used – Name
PDG D04
‘DOCUMENT
PROTOCOLS’
Alternative used – Name
PDG D05
spare / BIM
Alternative used – Name
PDG D06
‘RFI PROCEDURES’
Alternative used – Name
PDG D07
‘CHANGE CONTROL
PROCEDURE’
Alternative used – Name
PDG D08
‘QUALITY
CONFORMANCE’
Alternative used – Name
Project name: / No.
Document version: V01
©
Plan
to
use
RIBA
Stage
Owner
Novated
Date
issued
A
1
Client or
Contractor
Y/N
00/00/0000
M
2/3
Client or
Contractor
M
2/3
Client or
Contractor
M
2/3
Client or
Contractor
M
3/4
Client or
Contractor
M
3/4
Client or
Contractor
M
2-5
Client and
Contractor
M
2-4
Contractor
A
3/4
Contractor
A
2-4
Client or
Contractor
A
2-5
Client or
Contractor
A
2
Client or
Contractor
M
3-5
Client or
Contractor
M
3-5
Client or
Contractor
M
5
Client or
Contractor
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LEAD
PDG L01
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‘AUDIT’
Alternative used – Name
PDG L02
‘DESIGN MANAGER
WORKLOAD’
Alternative used – Name
PDG L03
‘PROJECT DESIGN KPI’
Alternative used – Name
PDG L04
‘DESIGN CONSULTANT
WORKLOAD TRACKER’
Alternative used – Name
PDG L05
‘PROJECT KEY DATES
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A
Any
Contractor
A
All
Contractor
M
2/3-6
Contractor
A
Work
win
Contractor
P
All
Contractor
Alternative used – Name
Comments:
Key:
M – Manditory
A – Advisable
P – Potentially useful
Project name: / No.
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Appendix - Design Certificate of Compliance
Statutory certification or clients self certification process to be appended.
Project name: / No.
Document version: V01
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Appendix B – Health & Safety Policy
Project name: / No.
Document version: V01
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Appendix C – Environmental Policy
Project name: / No.
Document version: V01
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