Shirebrook Regeneration Project: Derbyshire, Civil Engineering Project

This project comprehensively analyzes the Shirebrook Regeneration Project, a civil engineering endeavor in Derbyshire. It begins with an overview of the project's background and rationale, exploring the historical context and the need for regeneration. The project then delves into the structure and key components of a project team capable of delivering the project successfully, emphasizing essential skills such as problem-solving, risk management, and interpersonal abilities. A Gantt chart illustrating the project's development phases and timelines is presented, followed by a detailed risk schedule identifying potential challenges. Finally, the project outlines risk mitigation strategies for the top risks, providing a holistic perspective on the project's planning, execution, and risk management aspects. The project offers a deep insight into the real-world application of civil engineering principles and project management practices.

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Table of Contents
Shirebrook Regeneration Project.....................................................................................................2
Background..................................................................................................................................2
Rationale for the intervention......................................................................................................4
Shirebrook Project delivery System................................................................................................5
Creativity in Problem solving skills............................................................................................5
Transformative conservation.......................................................................................................6
Proper risk management..............................................................................................................6
Good interpersonal skills.............................................................................................................7
Time performance........................................................................................................................7
Cost performance.........................................................................................................................7
Proper planning and scheduling...................................................................................................7
Competency and professionalism................................................................................................8
Networking ability.......................................................................................................................8
Shirebrook project risk schedule.....................................................................................................9
Risk mitigation strategies..............................................................................................................11
Reference.......................................................................................................................................13

Shirebrook Regeneration Project
Task 1
Background
Shirebrook is an active socio-economic town in the District of Bolsover toward the north-east of
Derbyshire on the border with Nottinghamshire, England. Shirebrook is served by Shirebrook
railway station on the Robin Hood Line (Council., 2015). In the early 20th century, the town was
known for iron and cool mining activities; due to these economic activities it people migrated to
the suburbs of Shirebrook to venture into cool business and led to the development of settlement
and its industrial heritage dating back to Roman times (Jeffrey and Pounder., 2017). In the wake
of 1872, the Shirebrook was established as a town under the Derbyshire county authorities. In
1896, the town experienced a major herald change when the Colliery Company in Shirebrook
began sinking a major shaft in the coal mines. This intensified mining operations, and
consequently, more people relocated to Shirebrook town.
By 1897 the Derbyshire county authorities developed a village model for Shirebrook, and its
building commenced around colliery to provide settlement to workers in the iron and coal mines.
Barely a few months later, over 200 settlement houses were already built, and some 500 more
were on the process, as was reported by the Derbyshire times in July 1897 (Waddington., 2019).
Town’s population in 1891 was approximately 600, and all were inhibitors. In 1901 the
population rose to 6300 people, in 2001 it was over 13200. The town was fast growing in terms

of population with no changes in the social service delivery system—challenges associated with
the scramble for the limited available resources made life within Shirebrook quite hard (Morna et
al., 2015). As a mitigation strategy to resolve these issues, a model village was commissioned to
provide more settlement homes for the mineworkers, but the rate of relocation to town was
higher than the home supply. This worsen the situation as many resorted to living in makeshifts
and tents around coal mines, deteriorate the health hygiene and sanitation conditions of the
suburbs. In 1900 was the climax overpopulation menace as there was an outbreak of typhoid
epidemic, and mortality rate was just abnormal (Waddington., 2017).
This population trend required constant expansion of economic and social delivery services to
adequately service the growing population, hence the regeneration of Shirebrook.
The Shirebrook town was reclaimed for restructure and development at a budget of £24 million
(Hasluck et al., 2018). The regeneration project was funded by the English partnership and it was
to be overseen by East midlands Development Agency. The regeneration project was to develop
the region into a modern business region with industrial parks, all weather accessible roads and
terminus with loading zones. Half of the former Shirebrook was allocated to Sports Direct to
facilitate the construction of four major warehouses covering approximately 111,000 square
metres and was to host a helipad, training facility and couples of retail stores (Henderson., 2015).
Construction of zone one was completed in 2004, and this saw many people migrate to
Shirebrook and by 2005, the population was almost two fold the population before 2004.
Migration of people from different towns of the eastern states of European Unions resulted to
mixed social and cultural practices that scare natives of the Shirebrook (Tipping., 2019).

Rationale for the intervention
The commitment by authorities to ensure that its subjects are entitled to better services from both
public and privates sector has seen quite a number of committees and boards established to
monitor swift transition of these small centers into sustainable towns. It had been a challenge for
private sector to operate and stand alone in most regeneration projects therefore national
authorities got into play to help in achieving and meeting the investment goals in phases (Adams
and Tiesdell., 2018). The region needed a sustainable economic growth and this was to convert
the natural entities into a monetary value such as improving the quality of land for development.
For the past two decades more efforts has been directed to Shirebrook town to have a significant
economic development and regeneration and it still a priority of the Bolsover District council and
other strategic partners.in a span of the last five years, the has been a tremendous growth and
development in the region despite escalated level of deprivation as more settlement homes and
houses have increased with over 1500 homes completed, couple of supermarkets, social
amenities and more development projects still underway such as construction of Council
complex within the town and regeneration of the park (Council., 2018).
Derbyshire County Council, Bolsover District Council, Shirebrook Town Council and
Derbyshire Community Health Services have come together to explore opportunities to deliver
public services more collaboratively to facilitate the regeneration programs. The collaboration
was to ensure that the diverse projects on service delivery are monitored by relevant department
to ensure quality delivery of projects from the many fragmented sites (Emery., 2019). The main
objective and vision of the regeneration project was to have a holistic social care, standard
service delivery, holistic social health and to establish a social hub that will enhance community
cohesion among amongst Shirebrook dwellers.

Task 2
Shirebrook Project delivery System
The regeneration project in itself was a huge development undertaking that required competent
and qualified strategists, economists, administrators and other stakeholders for its completion to
be success. For this project to be completed within the stipulated time frame and to minimize on
the mislenious cost, there is need for competent and reliable project team lead by experienced
and reliable project manager (Price. and Atherton., 2019). There focus is on the skills that apply
to project managers and the advisory team as whole also needs to possess some essential
qualifications and skills to ensure that there is harmony in productivity, sanity and success in
project delivery.
Shirebrook delivery team need diversity in terms of expertise and experience since the scope of
this project focusses on both aspects of human life, that is political, economic and social
development aspects. The team needs to have economy analysts, engineers, planners, developers,
QA specialist, urban developers and architects all whom have to combine skills and efforts
toward meeting the project’s objective (Adams et al,. 2106). The following are some of the basic
essential project management skills that the team needs to incorporate in order to attain the
project’s vision within the stipulated timeframe.
Creativity in Problem solving skills
The blueprint of the Shirebrook regeneration project is to provide solutions to the prolonged
socio-economic problems that are facing the people of Shirebrook and the coal miners; therefore,
the team should have a high level of creativity in formulating various plans and strategies for

solving the existing problems. Solutions formulated should be of sustainability and offer long
time solutions (Brady., 2015). They should also be of technology and business-related in nature.
The team needs to regard providing real-time solutions to challenges and keep on refining the
strategies with advancement and evolution in technologies.
Transformative conservation
This has been a recommendation from a couple of successful project managers to those that
undertake the mantle and role to manage major projects such just as the Shirebrook regeneration
project. The transformative conversation is an essential skill in perfect project management as it
enhances and promotes the total involvement of team members as it helps the project team to be
more creative and get buy-in from all its members (Bauer et al., 2015). Considering that these
team members come from different fields with diversity in profession and line of work, bringing
all of them to a common pull might be a challenge without transformative conversation.
Therefore transformative conversation is one of the key an essential skill the project team needs
to have in order to harmoniously work towards the project's target.
Proper risk management
For a long time, it has been mistaken that risk management to be the role of an individual, project
managers only. However, in essence, it is a skill that has to be spread and distributed among
project team members. Distributing risk management among members makes each member to be
cognitive of his/her duties without any negligence since, in case of failure, they equally bear the
responsibility (Alderman et al., 2013). The team needs to asses and understand the kind of risks
involved in the articulation and implementation of regeneration projects, and they need to have
full knowledge of the challenges facing the people of Shirebrook mines and how best to tackle
the risks established as a team.

Good interpersonal skills
Good interpersonal skills are also essential in proper project management. The success of a team
by working together and there is no way people can work together if there isn't good and healthy
communication amongst them.
Time performance
Every project is defined within a specific timeline; therefore projects time frame is the driving
factor for planning and scheduling of different project activities. Time performance relates to
interpersonal skills in that since personal relations among team members can make a project to
stroll or be completed way before defined time. Flexibility allows team members to adapt with
different situations and develop responses from others (Smith., 2014). Therefore a team that
exhibits good interpersonal skills is regarded good time observers, productive and pleasant to
work with as they have the ability to manipulate and control environment around them.
Cost performance
Projects are classified as either major or minor project depending on the monetary allocation for
the project. For success of a team project, it need much more than professional qualifications but
it must have a connection with the emotional intelligence, apparent sincerity, proper budgeting in
order to have perfect correlation in financial matters. This is an essential skill in designing the
type of contract design changes, cost control mechanism.
Proper planning and scheduling
The regeneration project of Shirebrook has been implemented in phase, one after another; this
was an s result of proper planning of construction and regeneration activities. Proper plaining
and scheduling helps the project delivery team to plan for the activities in order of their urgency

and priority. This involve interacting with natives to understand what they need most and for
how long would it take to complete the so identified project. Most phases can be work on
concurrently such that project does not take mush time to completion.
Competency and professionalism
One 0of the key factors are the level of competency of each team member to deliver as per the
responsibilities assigned. Individuals’ ability to perform any given task reflects to the overall
quality of the project. Therefore high level of competency and professionalism need to be
considered before selecting team members, for successful completion of Shirebrook regeneration
project, delivery team should be of the right profession (Pinto., 2015).
Networking ability
Networking is an important skill in project management, most so in projects that have political
influence as regeneration of Shirebrook. Networking enables project team to utilize each
member’s networks to source for essential requirements such as qualified contractors at a
relatively lower quotation as people hold valuable assets through networks and connections.

Task 3
Gantt Chat
The Shirebrook regeneration project was implemented in phases with the latest phase completed
in 2016. Success of a proj4ct depends on the flow and planning of activities. Planning of
operations enables flow in project operations hence avoiding confusion during execution. The
Gantt chart above shows a typical plan and schedule of activities in the last phase of Shirebrook
regeneration project.

Task 4
Shirebrook project risk schedule
Projects that involves infrastructural constructions, there are risks associated with construction
processes. Project delivery manger should be proactive and cognitive the possible projects risks
and best management strategies to achieve project’s vision (Kumar et al., 2019). Risks in project
management are not things managers can completely eradicate since any activity that involves
implementation are likely to be faced with the occurrence of the unlikely events. As aspect of
good project management, the team needs to have a risk management schedule to guide assist in
addressing such risks in case of their occurrence.
In an event that the projected risks occur, they affect the operation on project, but not all
occurrences of unlikely events are to the negative, some are beneficial. For instance, discovering
an easier way of completing a task than the initially plan method or finding materials at a lower
cost that the budgeted price. However such occurrences are termed as opportunities but they are
handled just like risks. With regeneration projects, there is no guarantee that there could be no
uncertainty; even to the simplest task is surrounded by risks. But in either way uncertainty is
something that might or might not occur (Pinto., 2015). At project planning stage, evaluation of
potential risks associated with that particular project are established and recorded in a project risk
schedule. For Shirebrook regeneration, the following are potential risks that might be associated
with the redevelopment plans.

 Unfavorable weather conditions such as snows, heavy rains the would interrupt daily
operations
 Machine and equipment breakdown causing downtime in projects execution as machines are
repaired
 Market risks such as liquidity, credit risks that might affect the currency rating, hence
lowering the value of project allocated cost.
 Risk of vandalism of assets set for project completion by thieves or ill-intention individuals
 Government attributed risks that relates to board and management of the urban regeneration
plans
 Risk of poor or improper implementation of task by contractors
 Risk associated with political affiliations among different supporters
 Strategic risks that might originate from mismatch in strategy, that is settling on a method or
technique that cannot work in that area or cannot efficiently handle the task.
 Risk of labor strike or machine operators falling sick therefore not reporting to work.
 Risk of consultant or contractor delays
 The possibility of contractors, operators and workers hiking the cost of labor, altering the
initial agreement at the start of the project.
 Risk of delay in operations as insurance firms may take long to process claim and finally
compensate for the damaged or stolen item
 Risk of estimations and scheduling errors
 Loss of control over team members and staffs
Urban regeneration projects are often affected by series of risks that have major impact on the
overall delivery plan of the project. Therefore it is upon the delivery committee to have a