University of Salford: IECC Project Management Practice Report 2020

This report provides a detailed analysis of the "Innovative Engineering and Construction Centre" (IECC) project, focusing on risk management, value management, and quality management strategies. It begins with an evaluation of the risk management process, including the identification, analysis, and mitigation of potential risks, such as quality issues, communication gaps, environmental concerns (air, water, and noise pollution, and waste management), and labor shortages. A risk register is presented to document these risks and their potential impact, especially concerning achieving an excellent BREEAM environmental rating. The report then delves into value management, exploring its application in the IECC project to balance stakeholder needs and project costs, including recommendations for offsite construction techniques. Finally, it outlines a quality management strategy based on Juran's Trilogy to ensure project success. The report highlights the importance of proactive risk assessment and management in the context of a construction project.

Running head: IECC
Project Management Practice-MSC
Name of Student
Name of University
Author Note

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Table of Contents
Introduction..........................................................................................................................2
1. Evaluation of Risk Management Process........................................................................2
2. Value management in Relation to project.....................................................................18
3. Quality Management Strategy to be used in the Proposed Project................................20
Conclusion.........................................................................................................................21
References..........................................................................................................................23

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Introduction
Risk management in project management can be indicated as process that ensure that the
potential problems and issues in the project are minimized or eliminated. In project management
there are certain planned phases of risk management. The key processes involves identification
of risk, analysis of the risk, evaluation of the risk, risk treatment, monitoring and review of the
risk.
As a project management consultant it is integral to recognise and manage the key risks
in the project so that certain viable solution to mitigate and manage those risks can be identified.
The undertaken project deals with development of an “Innovative Engineering and Construction
Centre” (IECC), to be located along side M61 corridor in Greater Manchester. It is considered to
be an integral construction project and involves critical construction process. Hence it is of
foremost necessity to address the risks that can affect this undertaken construction project. Along
with that, the project owner, NWSA requires the project to achieve an excellent BREEAM
environmental rating and therefore, management of the environmental risks related to the project
becomes a necessity. In the following paragraphs, the environmental influence of the undertaken
project is evaluated to identify the critical risks and issues that can hamper the normal execution
of the project. The report focuses on the risk management procedure along with critical analysis
of value management. The report further provides a clear reference of “Juran Trilogy” of quality
management to develop and effective quality management strategy for the proposed project.
1. Evaluation of Risk Management Process
According to Serpella et al. (2014), evaluation of the risk management plan in every
stage of project execution is needed at an early stage to help the project team to discover the

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project flaws efficiently. It is integral to recognise the key risk and conduct the risk management
at an initial stage of project management to ascertain that the no issues arise in the execution
stage (Zou, Kiviniemi and Jones 2017). Risk is a amalgamation of the frequency of occurrence
of a particular hazard and its magnitude of occurrence in an undertaken project. One of the key
causes of project failure is inadequate risk management along with improper team and
stakeholder management. It is essential to manage a project risk to support decision making and
minimize the uncertainties in the project (Vidivelli and Surjith 2014). To analyse the potential
threats linked with the Innovative Engineering and Construction Centre project, a risk register is
prepared that documents the major risks that can hamper the normal execution of the undertaken
project.
The undertaken IECC project aims in achievement of excellent BREEAM environmental
rating and therefore, the project needs to follow a planned risk mismanagement process to
identify the impact of the project on environment.

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Problem Identification Initial Assessment Prevention Resultant Assessment
Item Number Potential Risk Description of
the Potential
Problem
Probability
Severity
Initial Score Preventive
Action
Who
When
Probability
Severity
Risk Score
1 Quality Risk There is no
clear plan for
quality
management
for the IECC
project that
give rise to this
threat
4 5 20 A clear
strategy of
quality
management is
to be
established
with reference
to Juran
Trilogy to
reduce this risk
The quality
management
plan is
established by
the Quality
control
manager and is
accepted by the
project team.
Pre
contract
1 2 3

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2 Communication
Issue
There is no
clear
communication
plan set among
the client,
project owner,
contractors and
sub-contractors
that will create
a
communication
gap among the
team members.
4 4 16 A realistic
communication
plan is to be
developed that
will be used by
all the project
team members,
contractors and
suppliers to
carry on the
necessary
communication
A formal
communication
plan is
developed by
the project
manager and is
accepted by the
team members
Planning
Phase
2 2 4

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3 Environmental
Risk – Air
pollution
There are high
chances of
pollution risk
arising from
this
constructional
activity. It is an
environmental
risk that can
hamper the
normal
execution
process of the
project.
5 5 25 The use of
modern
machineries is
recommended
for the project
reduce the air
pollution to a
considerable
extent (Reddy
2015)
The use of
modern
machines that
reduces
negative
environmental
impact is to be
procured
Pre
contract
phase
1 2 2
4 Procurement
Risk
The IECC
project is
linked with
3 4 12 The
procurement
process is to be
The
procurement
process is
Planning
phase
2 2 4

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procuring the
labor and
materials
needed. There
is no clear
strategy of
procurement set
for this project
as of now.
Along with
that, the
contract
management
process in this
particular
project is quite
inefficient that
carried out in a
planned
manner to
develop a
formal
procurement
report that will
be followed for
project
execution
(Renault and
Agumba
2016).
carried out in a
planned
manner to
reduce this risk

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increases the
risk of
ineffective
contract
management.

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5 Incomplete and
Ineffective
Design/Drawing
The project
involves certain
critical
construction
process
including a 6
storey main
building.
However, there
is no detailed
drawing of the
work to be
done which is a
major risk
3 5 15 An experience
architect is
hired to look
after the design
needs of the
project and
will be
responsible for
developing an
effective
design (Serpell
et al. 2015)
The project
involves the
use of an
experienced
architect that
reduces the
design issues
associated with
the project
Planning
phase
1 1 1

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6. Unexpected
Labor Shortage
The scheduling
of the project is
still not done.
Proper
scheduling will
be followed by
resource
allocation.
Since the
resource
management is
not done
effectively,
there is a risk
of unexpected
labor shortage.
3 5 15 The labor
management
process will be
carried out at
the start of the
project to
allocate
resources to
the specific
tasks (Sousa
et al. 2014).
A resource
manager is
hired who is in
charge of
managing the
key resource
needs of the
undertaken
project.
Planning
Phase
1 1 1

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7. Poor Scope
Definition
The out scope
of the project is
not clearly
defined for this
project. This
can later affect
the plan for
execution for
the project.
3 3 9 The scope
management
plan is to be
developed
prior to
development
of project plan.
This will help
in better
management of
the risk
(Kalkhoran,
Liravi and
Rezagholi
2014).
The project
manager is in
charge of
defining the
project scope
for developing
a realistic
project plan
Planning
Phase
1 2 2

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8. Environmental
Risk- Water
Pollution
The
construction
site requires
use of huge
amount of
water. To
achieve
excellent
BREEAM
rating the
wastages of
water is needed
to be reduced
5 5 25 The waste
water
generated as a
part of the
construction
process will be
treated prior to
its release in
the
environment
(Xia et al.
2018).
The use of
modern
machines are
mandatory.
The team
agreed to
implement the
project
following the
Green building
principles
Planning
phase
2 2 4

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9. Safety Hazard
in Construction
Site
There is a risk
of slips, trips
and falls as the
project involves
construction of
several
buildings.
5 4 20 Prior to the
start of the
construction,
the safety
manual will be
circulated to all
the workers.
The safety
requirements
of the
construction
site will be
reviewed prior
to the start of
the
construction
project
The workers’
safety is
considered to
be of foremost
priority for this
project and a
supervisor is
appointed to
look after the
safety needs of
the laborers.
Arrangement
of medical
emergency is
done to address
this particular
risk.
Execution
Phase
1 2 2

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10. Environmental
Risk- Noise
Pollution
The use of
modern
equipment and
large
construction
machineries
increases the
risk of noise
pollution. This
needs to be
reduced to
achieve a good
BREEAM
environmental
rating.
5 5 25 The use of
modern
machineries
that emits
lesser noise is
recommended
to address this
key risk linked
with the
project.
The project is
to be
implemented
using green
building
principles that
will reduce the
environmental
risk.
Pre
contract
phase
1 2 2

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11. Environmental
Risk- ineffective
waste
management
The
construction
project will
involve
generation of a
significantly
large amount of
waste. Since
there is no
proper plan for
management of
the risk, there
exists a risk of
ineffective
waste
management
5 5 25 A plan for
management of
waste is to be
prepared prior
to the project
start to ensure
lesser
environmental
damage
The wastes
generated as a
result of the
construction
activity is
properly
treated prior to
its release in
the
environment.
Planning
Phase
2 2 4

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12. Unexpected
Project Delay
and Budget
Overrun
Since the
scheduling of
the project is
not properly
done, there is a
risk of
unexpected
delay in
project.
3 3 9 A detailed
project plan is
to be made that
will detail the
schedule and
budget needs
of the
undertaken
project. This
will help in
reduction of
the risk (Dutta
and Kolhatkar
2014).
The project
plan is
developed by
the manager
and is accepted
by all the key
stakeholders.
Planning
phase
2 1 2
Table 1: Demonstrating The Risk Register for IECC Project

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The above table has documented certain major risks that can have an influence on the
project execution process. The management of the environmental risks that are documented in
the risk register above is necessary to ensure that the undertaken IECC project satisfies the
BREEAM environmental rating. The proposed mitigation actions are needed to be acknowledged
and accepted by the associated stakeholders to ensure easier stakeholders’ management during
the execution of the project.
2. Value management in Relation to project
According to Kelly, Male and Graham (2014), value management (VM) is a procedure
that helps in making the functional benefits of an undertaken project explicit. In UK
construction, the concept of VM dates back to 1990 (Oke and Aigbavboa 2017). The process of
VM indicates blending of certain planning tools and procedure that is used to find an optimal
balance of the project advantages in relation to cost of project and risks associated with a project
(Alhava, Laine and Kiviniemi 2015).
Value management is necessary in IECC project to maintain a necessary balance between
the wants and needs of the stakeholders associated with the project. Therefore, value
management is a necessary need of stakeholders’ management in this undertaken project (Oke
and Aigbavboa 2017). Sustainable VM for this construction project is necessary to realize best
value for money for the client (Okoli et al. 2014). Certain problems and risks are identified for
the project. Along with that, the client has a desire to implement offsite construction techniques
(Roufechael, Abu Bakar and Tabassi 2015). The feasibility of the same is to be evaluated on
basis of the environmental, economic and political factor that can affect the normal execution

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process of the project. The recommendations to the client of realizing certain feasible solution to
the problem to provide the client with the best VFM are indicated as follows-
1. It is recommended to develop a working plan for the offsite construction. The offsite
construction is to be supervised by a team of civil engineers to reduce the risk of re work on the
same (Naoum and Egbu 2015.). This will enable the client to realize best value for money (Potts
and Ankrah 2014). The execution of the project in proper supervision will limit the negative
impact of the construction on environment.
2. The offsite construction is to be carried out somewhere nearer to the final site. This
will reduce the transport cost of the materials (Mahmoud, Ahmad and Yusoff 2016).
Furthermore, it will be easier for the project team to access both the places and will enable better
supervision.
3. Comprehensive Risk analysis and suitable risk allocation is recommended so that the
associated stakeholders of this project achieve the best value for money (VFM). Risk is a central
need for delivering successful project (Martinsuo and Killen 2014). Improper risk management
can lead to uncontrollable expenses in the project, which in turn can result in project failure.
Although a preliminary risk analysis is done, a more detailed risk analysis is necessary (Atmo
and Duffield 2014).
4. Encouragement of the innovation in the project development phase is further
recommended for realizing the best VFM (Emuze and Saurin 2015). Innovative methods can be
used for the purpose built factory to ensure maximum output. This will further help in effective
stakeholder management and will further ensure that the project is technically feasible.

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5. Another recommendation for ensuring best VFM is curtailment in project cost
escalation. Since an offsite construction process is to be carried out, there are high chances of
cost escalation in the project (Ekanayake, Shen and Kumaraswamy 2019). It is to be ensured that
there remains minimum cost escalation in the project. The minimum cost escalation will ensure
that the project is economically feasible.
3. Quality Management Strategy to be used in the Proposed Project
According to Ashokkumar (2014), quality is considered to be a critical factor that defines
the accomplishment of construction projects. The quality of these projects and its successful
completion is necessary to the fulfilment of the expectations of the project team and the project
participants (Leong, Zakuan and Saman 2014). Juran trilogy is a framework of improvement
cycle that aims in reduction of cost of poor quality by developing an effective quality plan for the
product and processes. It is a process of continuous improvement to ensure that a project of
expected quality is delivered (Liepiņa, Lapiņa and Mazais 2014.). The framework of Juran
Trilogy is indicated in the following figure-

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Figure 1: Demonstrating Juran Trilogy of Quality Management
(Source: Burton 2015)
The three components of QM as indicated in the above figure function like a loop as per
Juran Trilogy. This ensure continuous improvement process.
The strategy for quality management in reference to Juran Trilogy is indicated as follows-
1. Quality Planning: The strategy is to identify and finalize the key specification and the
expectations of the stakeholders. This step is necessary to address what the client wants and
accordingly a quality management plan is to be set (Neyestani 2017). It is recommended that the
planning is done with a multidisciplinary team to reduce the risk of delivery of a project of low
quality.
2. Quality Control: Quality control is essential for the project team to deliver a successful
project and accordingly, it is necessary to set the parameter of acceptable quality (Leong et al.
2014). The strategy is to make use of control chart tools to compare the expected project quality
with the delivered work. The control chart will help in quality improvement (Hill and Fredendall
2016). Proper supervision is necessary to ensure quality control of the undertaken project.
3. Quality Improvement: There are certain key strategies of quality improvement, which
include quality repair, refinement, renovation and reinvention. The use of the quality refinement
strategy is recommended for this project as the project will be executed as per plan. The strategy
is to refine the areas that needs improvement to march the expectations of the stakeholders.
Conclusion

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The report provides a detailed idea of the key risk that can disturb the normal execution
of the undertaken IECC project. Twelve most prominent risks are documented in the risk
register. Value management is a necessary need for majority of the construction projects. The
report provides recommendations to realize best VFM for the IECC project. Along with that, the
report provides a comprehensive idea of Juran Trilogy and formulates a strategy of quality
management in IECC project.

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