PMKConsult Proposal - Roanhead Lodge Development
ROANHEAD LODGE DEVELOPMENT
Technical Proposal for the Provision of Project Management, Design Management and Cost Consultancy Services .
29 th February 2024
TABLE OF CONTENTS
Sub heading
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SECTION 01
About us Why us? Meet your team Project experience Services Deployment and fees Quality assurance Health, safety and environmental Resourcing/CVs Relevant case studies Resource schedule Certificate of Incorporation - WHP
SECTION 02
SECTION 03
SECTION 04
SECTION 05
SECTION 06
SECTION 07
SECTION 08
APPENDIX A
APPENDIX B
APPENDIX C
APPENDIX D
We welcome the opportunity to extend our expertise to ILM Group to successfully deliver the Roanhead development. We believe that we are the right choice for this commission for many valid and relevant reasons. OVERVIEW We have a large team with specific expertise in delivering hospitality projects based not only on technical expertise but also operational knowledge. We lead with this expertise. We consider that this experience will serve to benefit the development as we can deliver against global cutting-edge standards while being able to support the local teams fully to navigate local compliance and regulatory requirements. Case studies of relevant experience are included in this technical and financial proposal. We are not ‘email warriors’ – we are a team of present and available experts. We understand the importance and meaning of having a ‘hands- on’ approach. Our team is comprised of locally based, professional commercial and project managers with extensive experience. We have assembled a team to create the ‘best collective mind’ for this project; the CVs of the working team are included in the appendices of this proposal. We specialise in technically complex and mission critical work. We understand the uniqueness and intricacies of individual projects and realise that the knowledge we have gained to date is transferable, not entirely adoptable. This knowledge is parallel to our commercial acumen and understanding of our client requirements in terms of business/operational consideration. We realise there is always an element of adaptation on the ground and we have had expansive exposure to this type of work, the agility and flexibility to adapt and evolve on the job is second nature to us in order to ensure our client’s deadlines are met and even at times bested.
It is not what we deliver; it is how we deliver it - that makes all the difference. Our service is personalised.
We hope that our experience illustrates the diligence, transparency, and commitment to your budgets and timelines in accordance with your goals beyond the requirement. Therefore, in accordance with the scope of services discussed, we are pleased to provide our proposal for the Project, Design, and Commercial Management Services.
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Who we are
Collaborative hands on approach
Global reach and capability
How we succeed
Selection of UK and International clients
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Marketing services
One of the largest dedicated project and commercial management consultancies in the UAE serving the region WHO WE ARE Head-quartered in the United Arab Emirates and established over 10 years ago, our project management services have been delivered extensively in country and as far as the United Kingdom, Sub- Saharan Africa, South Asia, South East Asia, and throughout the Middle Eastern region
UNITED KINGDOM AND MAINLAND EUROPE
MISSION To provide international best practice project management services that is tailored to meet each client’s needs by combining our extensive experience, our passion for success, and personal dedication to each project. VISION To be regionally and internationally renowned for our dedication, expertise, commitment, integrity, and achievements in our field.
With bases in London and the Midlands together with representations elsewhere we have a nationwide capability to provide quality services delivered by senior project and commercial management personnel. We are currently involved in projects in locations from Kent to Cumbria. Our UK based specialists have been involved in a variety of commissions ranging from commercial to heritage, a high proportion of which have been awarded through recommendation and repeat business. Our operation in the UK is led by John Vint FRICS who has extensive experience in most construction sectors with specialisms including hospitality, high- quality residential, historic building restoration and the provision of quantum expert witness services.
We are flexible and client focused; we use a clear methodology and a bespoke approach to deliver on our clients’ investments.
Our multi-sector expertise covers:
Education & Innovation spaces
Media & Broadcast
Hospitality & Leisure
Industrial
Healthcare
Data centres
Heritage & culture
Commercial
Residential
Retail
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We are present and available throughout the entire project COLLABORATIVE HANDS-ON APPROACH
PMKConsult was founded to put the ‘People back in Project and Commercial Management Consultancy.’ Too often have we seen projects that were managed through ‘email warfare’ where a present and available manager has not been allocated to commit fully to client aspirations.
This goes beyond delivering the project, it means bringing an added value focus to ensure that the project is delivered well.
Our approach is tried and tested, value-driven, personalised, and transparent. We are honest, dedicated, and successful at our work.
12+ YEARS IN OPERATION
$8 billion+ PROJECT PORTFOLIO VALUE
4.5 million + TOTAL SQM OF PROJECTS DELIVERED
30+ COUNTRIES WE SERVE
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We are present and available throughout the entire project . GLOBAL REACH AND CAPABILITY
We have worked on projects throughout the UAE and have delivered niche and large-scale projects throughout the Middle East, Africa, the United Kingdom, United States of America, Ireland, South Asia, and Southeast Asia. Using our business delivery model and network of trusted partners, we are capable of delivering successful projects in any geographical location both by leading the project remotely and by managing in country resources.
Strategic partner coverage: South and Central Africa, Madagascar, Mauritius, Sierra Leone, Mahi, Ghana, Nigeria, Cameroon, South Korea, Japan, Indonesia and Australia
International offices: United Arab Emirates, Kingdom of Saudi Arabia, United Kingdom, United States of America
Service delivery footprint: California, Canada, Colorado, Algeria, Ireland, Cape Verde, Tunisia, Egypt, Mexico, Sao Tome, Guinea-Bissau, Morocco, Ethiopia, Qatar, Lebanon, Kuwait, Bahrain, Oman, Pakistan and Singapore
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Value-driven service delivery model HOW WE SUCCEED
Our turnkey collaborative approach is underpinned with our core values .
Our working methodology is value driven because we believe that our key differentiator is more than our project delivery capabilities, it is how we deliver that keeps our clients returning to us time and time again. To date we have delivered on a project portfolio valued in excess of USD 8 billion and have carried out work in 30+ countries throughout the region and further afield.
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We have delivered our services to some of the world’s best known industry-leading regional and international companies SELECTION OF UK AND INTERNATIONAL CLIENTS
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MARKETING SERVICES
Objective • To collaboratively develop marketing collateral that showcases the breadth of capabilities for both client and consultant, progress of project, positive impact of project, client and consultant relationship and the geographies in which we operate.
Opportunity • Share project milestones externally. • Document progress of project through content collection. • Create a buzz externally for the client’s new facility – bring awareness .
Right partners • PMKConsult works with experienced and specialised creative partners (writers, editors, producers, directors) with a clear objective in mind developed collaboratively with client and consultant.
Client benefit • Create visuals to be used at the client’s discretion. • Celebrate externally the story the client is looking to tell. • For projects that are to generate ROI upon completion (offices, real estate, attractions, community developments etc.) ensuring it’s presence in the market is imperative. • Increasing our client’s brand footprint. • Increasing media coverage on the project.
• Demonstrate relationship/ partnership with client and consultant.
ASSETS DEVELOPED
Laser scan technology to track progress
Photography and videography
Press release announcing completion
Edited project video (stakeholder interview/project space)
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Why us?
Project understanding
WHY US?
The PMKConsult team brings a wealth of global experience, delivered through a locally owned and operated partnership.
WORKING STRUCTURE
Client
We employ senior level teams that truly are, we believe, the best in the market
We are comprised of agile individuals with diverse and relevant set of expertise from HSE and NEBOSH qualifications to degree holders in civil engineering, architecture, law, and other fields. We collaborate seamlessly to deliver first-rate consultative and implementation on projects across sectors. Our multi-disciplinary approach is further complemented by our technical expertise and scalable team structure. This defined hierarchy ensures that there is a senior team member on every project irrespective of scope and scale. We use a hands-on approach that is both flexible and proactive to deliver our projects as we are fully aware that each project comes with a unique set of variables that influence how its objectives can be met. Our company leadership brings together a wide variety of skills and experience from project management, corporate portfolio management and commercial and contract solutions. They are also personally engaged in everything that we do; you will always have a single point of contact at Partner level that is with you every step of the way.
Leadership
CEO
COO
Managing Director
Directorship
Project
Commercial
Design
Programme
Project Team
Senior Design Management
Technical Project Management
Senior Project Management
Senior Commercial Management
Architect and Interior Design Management
Construction Management
Project Management
Commercial Management
Design Management
Programme Management
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This prestigious development consists of a resort destination on undeveloped farmland in an idyllic location in Cumbria PROJECT UNDERSTANDING
The project comprises 233 No. luxury eco-lodges arranged in clusters and prestigious central amenities (spa, restaurant and other guest and staff facilities) together with all necessary infrastructure, utilities and services and landscaping. It is currently envisaged that 100 no. lodges will be sold and the remainder rented to guests. Ensuring and maintaining the high-quality level alluded to above will be paramount to the success of this project and, together with financial viability and optimisation, will be a key factor to consider during the value management process throughout design development. PMK has a great deal of experience in providing services on high-end hospitality schemes and will implement all necessary measures help the design team to achieve this. We understand that the procurement route will essentially be that of construction management whereby our client, International Leisure Management (ILM), will enter into between 5-8 separate construction contracts and, if appointed, PMK will project, design and commercial manage these. In respect to the phasing, we appreciate that at this stage, this is quite fluid, and our proposal is based on the programme currently envisaged. In summary, we have allowed for 53 months of involvement, approximately 6 months of design and 47 months of construction, although we also expect that these two main stages for each of the separate contract packages will overlap.
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Introduction to the team
The leadership team The project team
The team assembled for this project has been drawn together specifically for their experience and mix of skills for the project, commercial and design management input for the Roanhead project. INTRODUCTION TO THE TEAM
We are and will continue to take the time to evaluate the project scope and specifications and then formulate a bespoke method that will help you achieve the project ambitions and finally deliver it successfully. Beyond the required skills and capabilities, we believe our team has the imagination and vision to connect with the relevant parties. Furthermore, we hope our experience illustrates the diligence, transparency, and commitment to your budgets and timelines in accordance with your goals beyond the project delivery. We recognise the challenges that must be overcome, particularly financial viability, by coordinating through the collaborative work with consultants and contractors to deliver this project successfully. The Project Management services will be led by Geoff Mitchell and overseen by our Chief Operating Officer, Keenan Grote and Commercial Director, John Vint, all of whom have proven capabilities with many and similar successful project deliveries over many years.
The design management will be handled by Ben Burgess Graham with his support team.
The Commercial Management services will also be overseen by John Vint together with the Senior Quantity Surveyors Nicola Mosley and Abbie Laven together with technical support. All have the necessary qualifications, experience and proven success in this market and regionally.
To reiterate, all of our projects have leadership level involvement required to manage any aspect of this project will receive the direct involvement of John Vint and Keenan Grote.
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THE LEADERSHIP TEAM
As Chief Operating Officer, Keenan has led the company to award-winning recognition. Throughout his career, he has delivered numerous mission-critical projects. Delivering these critical installations for some of the world’s most notable companies and UAE-based governmental entities has garnered the company a highly reputed niche specialism in the regional market for projects requiring a high level of technical competence. Keenan shares his expertise with industry peers and has spoken on several panels commenting on design management, construction management, and cost control. He has also participated in closed focus groups to bring greater transparency and policy to the industry.
Kevin is leading the business in one of the world’s most dynamic and flourishing construction industries. Under his strategic direction, the company is expanding regionally both with new offices and through service delivery footprint. To further the achievements of the company, Kevin is building the company’s portfolio of certifications and has established strategic framework agreements for the company with several multinationals. Kevin has served as the Regional Real Estate leader for a major multinational corporation in which he led portfolio management, asset management, and delivery of significant projects around the world. He is a member of the Royal Institute of Chartered Surveyors and of the Association for Project Management.
Keenan Grote COO
Kevin Woolley CEO
John has extensive experience delivering cost management and related services at technical, management and corporate levels in all construction sectors and most engineering sectors in the Middle East, Africa and Europe over the last 40 years. He has overseen the commercial management service delivery across a portfolio of prestigious developments throughout the region. Notable assignments include the Yas Marina Circuit and Cleveland Clinic in Abu Dhabi in addition to large-scale mixed developments. He has also been appointed as both independent expert and expert witness in relation to several disputes in addition to peer review services on many schemes in Dubai and Abu Dhabi, and throughout the UK.
John Vint Managing Director
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THE PROJECT TEAM
Geoff Mitchell PROJECT DIRECTOR
Nicola Mosley SENIOR QUANTITY SURVEYOR
Ben Burgess-Graham DESIGN DIRECTOR
Abbie Laven QUANTITY SURVEYOR
Geoff brings nearly 30 years of comprehensive expertise in multi disciplinary project management within the construction industry to PMKConsult. His proven track record includes the successful delivery of numerous large-scale and intricate projects spanning diverse sectors in both the UK and UAE. Specialising in large-scale residential developments and high-end retail projects, he has demonstrated leadership in steering complex initiatives. He has overseen various construction sites, playing a pivotal role in the meticulous selection of suppliers and ensuring efficient procurement processes. Collaborating closely with planning departments, H&S, and logistics departments., he provides accurate project feedback, establishes safe working environments, and adeptly manages project costs and timelines.
Nicola is a senior member of the commercial and project management team at WHP with a distinguished career marked by comprehensive expertise in overseeing a diverse array of construction projects across the Food and Beverage (F&B), Commercial, Retail, Residential, Culture, Hospitality, and Leisure sectors. Her knowledge is often called upon by the whole team as a construction expert and has demonstrated a proven ability to navigate the complexities of various industries. Nicola brings a wealth of experience in delivering successful outcomes through meticulous quantity surveying and strategic project management. With a keen eye for detail and an in-depth understanding of industry-specific cost drivers, Nicola consistently contributes to the financial success of projects.
As Head of Department, Ben leads our design management and consultancy services, responsible for planning, coordinating and directing an entire portfolio of diverse projects. Ben is experienced delivering projects across the globe covering a range of specialisms and sectors, including hospitality, residential, commercial workplace, retail, transport, and infrastructure for commercial and public sector clients. He has proven strong design and project management expertise on large and complex projects. With his background, it gives him the ability to act as a lead coordinator between the many stakeholders on projects. His strength lies in the breadth of his experience, having worked across a vast range of project sizes, both new build and refurbishment, from inception to completion.
Abbie is an experienced Quantity Surveyor with over nine years of knowledge gained in the construction and real estate sectors in residential markets within the United Kingdom. She led the development of electronic cost reporting and subsequently responsible for collating copies of bi-monthly valuation and quarterly board reports, this allowed for faster, cost effective and more sustainable distribution of reports as well as easier amendments post- meeting and made reviewing easier due to the ability to zoom in on data sheets and add comments/bookmarks. Abbie was also interested in technological advances in construction such as MMC and sustainable design/construction. Abbie embraces working with others to learn different skill sets and share ideas to achieve the best outcome.
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Sector experience Project experience
SECTOR EXPERIENCE
Media & Broadcast
Healthcare
Hotels
Retail
Residential
Entertainment & Leisure
Food & Beverage
Education
Workspace
Industrial
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We use project and commercial management techniques that reduce the cost and manage the many aspects that concern project stakeholders PROJECT EXPERIENCE
Efficient management delivers the right output at the right time with the appropriate expenditure. Through our team’s experience, we are able to grasp all the problems faced in any construction project with the aim to manage and mitigate the risks accordingly while maximising the opportunities. Our established project and commercial management processes have a track record of demonstrable results. We utilise software tools to track costs and budgets effectively, allocate resources among various projects, manage communication and tasks and document administrative systems. Our key aim is to provide an efficient team that will always work together to achieve our client’s goals. MANAGEMENT OF MULTIDISCIPLINARY TEAM We believe that one of the main drivers of success on any project is the structure of the team and the interaction of its members. By working as the team leader alongside the client team and the other project collaborators, we can address each of the main issues to produce a viable team structure that will be effective in realising your objectives. EFFECTIVE AND EFFICIENT COMMUNICATIONS Our Project and Commercial Managers have developed many robust Stakeholder Management Plans for our clients and if we are successful in this bid, this will be established in the Project Execution Plan (PEP). This is a structured approach to identifying stakeholders, identifying their issues and concerns, and officially recording them. The structured capture of this information allows the issues to be monitored through the development process to see if the issues can be addressed by the scheme or if not, liaison can take place with the relevant group to explain the reasons and keep their support for the project overall. FLEXIBILITY Development projects tend to provide unique challenges as they can span a number of years from concept to completion, with regard to working methods, adaptability, alignment with technological advancements and operational changes during the course of
construction. We are proposing a team that can respond quickly to change, viewing it as an opportunity (not a frustration) to the delivery process. While adopting this flexible approach to the work it would be supported by a rigorous change management system such that the effects of client and stakeholder decisions can be evaluated in advance and full control maintained of the financial aspects. ENSURING HIGH QUALITY We will engage with the designers and contractors to deliver high quality. We have hands-on experience of how this can be achieved in practice, and it will be invaluable in ensuring the systems are in place to deliver the product required. • Key services provided by our project managers in previous roles: • Providing strategic and technical support to the project sponsors. • Coordinating and integrating the design team and contractors. • Managing the procurement of statutory permissions. • Preparing comprehensive programmes and managing the delivery of projects. • Implementing procedures relating to the achievement of quality works on site. • Engaging and coordinating specialist equipment suppliers such as ICT and AV. and design stages and on into construction, we will give high priority to value management and engineering. This will be actioned through a series of workshops initially with primary stakeholders and other relevant collaborators. The impact of all value engineering initiatives will be assessed, and their implementation properly authorised through the project change control procedures. This ensures that aspirations and functional requirements are not prejudiced while forecast costs are kept within the tight budgetary parameters. VALUE MANAGEMENT This does not stop when construction starts. Throughout the procurement
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Our services
Project management Design management
Commercial management
The scope of our offering will be providing comprehensive project management, design management and commercial (cost) management services during both the pre-contract (design) and post-contract (construction) periods OUR SERVICES
The project will be subject to phasing and, as referred to earlier in this document, it is likely that the design and construction stages will overlap. Our opinion at this stage is that there could be some opportunity to shorten the currently envisaged construction programme but this will depend to a great extent on investment funding and the level of self-financing that is possible. At the moment, we have assumed that the development will be procured under 5-8 single construction contracts tendered in selected competition. However, it may also be possible to reduce the overall programme by letting some of the enabling works earlier during design development. We would be pleased to discuss this further. Our services will encompass data gathering, project brief validation and generation, site surveys, specialist existing conditions review, detailed design management at all stages, tight financial management, tender documentation production, and site supervision to finalisation of the project. We will also undertake submittal assessments, programme management, design management and construction supervision. The specific project strategy will be based on the agreed procurement route which we understand will constitute a traditional approach.
In addition to the methodology and services described, we shall provide a complete proactive consultancy service over and above, attending monthly and weekly meetings, workshops when necessary, convening and recording all meetings minutes associated with the technical and commercial aspects, providing comments and advice to other members when required, so that accurate planning and cost estimates can be delivered. We will also work with a keen understanding of the key objectives of the investment stakeholders and how the delivery of the project, especially in terms of time and quality, are directly linked to how the success of the project is determined in the pre-development stage. Furthermore, we will provide multiple levels of reporting throughout the project; weekly dashboard, detailed monthly report and close out reports.
The following sections detail the methodology and assumptions on which our proposal is based for the delivery of the project.
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The key objectives PROJECT MANAGEMENT
The scope of our services will be project management and commercial management inclusive of design and construction services including design management and site supervision to deliver the project within the stipulated timelines. The following section details the methodology and assumptions on which our proposal is based for the delivery of project management services for this project. We are very aware that the delivery of the scheme within budget and a specified timeline is a primary objective of all stakeholders together with optimising the level self-financing bearing in mind the lodges to be sold, etc. Although the scope of our services concentrates on standard project management deliverables, we shall aim to provide a complete proactive consultancy service over and above expectations, attending monthly and weekly meetings, workshops when necessary, convening and recording all meetings minutes with the inclusion of commercial and design aspects, providing comments and advice to other stakeholders when required, so that accurate planning can be delivered. We will also work with a keen understanding of the key objectives of the investment stakeholders and how the delivery of the project, especially in terms of time and quality are directly linked to how the success of the project is determined in the pre-development stage. Initially, PMKConsult will instigate an engagement meeting between ILM, other stakeholders PMKConsult whereby a closely defined scope and set of deliverables can be achieved and agreed and set forth in the project execution plan. It is well noted that the intentions of the employer is to complete the project within the construction timeframe of fifty three (53) months, and for this to be achieved, a comprehensive baseline programme inclusive of design and coordination, procurement and handover to the operator will be established. However, we consider that there is potentially an opportunity to reduce this timescale. In any case, PMKConsult will deploy key members of the project team at the onset of the pre contract stage of the project to further enhance coordination and to establish protocols and fundamental tracking documents, Employer NOCs and statutory approvals. PROJECT TEAM MANAGEMENT PLAN We will determine a clear identification of the project management team’s authorities and responsibilities, creating a project responsibility matrix, and a detailed communication/ reporting plan. We believe that one of the main drivers of success on any project is the
structure of the team and the interaction of its members. By working as the team leader alongside the client team and the other project collaborators, we can address each of the main issues to produce a viable team structure that will be effective in realising your objectives. COMMUNICATION PLAN A detailed Communications Plan will be developed for the project which will set out consistency of message to all target audiences, the forms of communications and information to be used. The Communications Plan will be coordinated with a Relationship Management Plan to manage relationships beyond communications and engagements and ensure that follow up sessions and feedback is undertaken. TIME MANAGEMENT PLAN The main purpose of this section is to provide guidelines for the scheduling of deliverables, processes and control packages and completion dates. In addition, assisting and directing the contractor in the development and submittal requirements based on a manageable and realistic plan for the execution of a project based on unified procedures and systems. This includes establishing the schedule requirements, submission procedure, and reporting system. RISK MANAGEMENT PLAN We would normally establish a risk register that will include qualitative and quantitative information such as the risk description, the root cause, the consequences and risk impact. A colour-coded ‘traffic lights’ scoring system to enable the rank-order prioritisation of risks in order to maximise the efficiency and impact of management reporting. As well as having a Risk register in place, which will be reviewed formally every two weeks, PMKConsult will also
report on key risk information including: • Current and post-mitigation risk exposure. • Current authorised risk provision. • Risk cost impacted to date. • Risks open versus risks closed. • New risks identified. • Current top ten risks. • Mitigations and mitigation progress for these; and • Current top five opportunities.
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DOCUMENT MANAGEMENT Another aspect of our normal project management service is a Document Management Plan (DMP) which outlines the unified document management requirements for correspondence, transmittals, meeting reports, procedures, technical queries, engineering, planning, and document/drawing Revisions Codes used by the Employer, Engineer & consultants. This plan will form part of the overall Project Management Plan (PMP) and will interface with its elements. PROGRAMME MANAGEMENT Too often on projects of this nature delays to programme are caused by not receiving the requisite statutory approvals passed on time. As such we will: • Programme in detail the activities required for all submissions and approval, including Gateway reviews and sign off periods. • Understand what reviews and approvals which will be required internally. • Approvals will be carefully planned to coincide with Project Board meetings where required. • We will map all the key personnel from the PMK team and any other parties • We will be involved in reviewing submissions to ensure we receive the right information to the right people first time and ensure the approval times are keep to a minimum. • Statutory approvals will be tracked and recorded in a tracker. The programme shall be updated, and reports submitted on a weekly and monthly basis for review. We will review and monitor progress and mitigation strategies. SITE SUPERVISION During the construction stage, senior project managers will be site based with occasional visits to our offices and other locations to attend meetings, etc. As the project managers for this project, they will have provided the pre-contract project management input.
Our project management team will have been instrumental in the development of the strategy of the project and are key to taking a lead role in the delivery of the project from piling, infrastructure, demolition, construction through to the final installation of lodges and finally handover. We will take ownership of the contractor management and supervision role from mobilisation stage through to completion. Our site team will work closely with the various suppliers to ensure the supply chain is managed effectively and in a timely manner. It is our role to manage the architects, engineers and contractors on all manners of CDM and carry out rigorous health and safety inspections to ensure safe working conditions are upheld at all times. Oversee the project health and safety compliance to minimise risks of accident and injury across all elements of the project. From the off-set we will oversee and track permits, approvals, licenses, certificates and any No Objection Certificates that may be required.
• Ensure careful contract management including program controls, budget alignment and quality control in line with employer’s requirements.
Oversee and administer all project close out procedures including a robust snagging exercise is carried out with all stakeholders prior to handover to the employer. Preparation and issuance of project close out documentation (including taking over certificates, testing and commissioning reports and a project close out report). Active involvement in the preparation, review and acceptance of all hand-over documentation and as-built documents.
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We approach design management from a slightly different perspective to the norm DESIGN MANAGEMENT
With a people centred mindset, we believe design management to be the definition and management of the complex design processes required for project teams to deliver successfully worldwide. We empower design to enhance collaboration and form synergy between often competing influencing factors. Our design managers always provide creative, environmentally conscientious professional leadership that aims to improve design effectiveness and deliver the client’s objectives on schedule and on budget. PMK design managers have a practical understanding of commercial and contract management, based on extensive experience in the management of large projects and programmes of work. Balancing cost and constructability, whilst striving for the highest standards in innovation, safety, and sustainability, requires all project team members to be strongly aligned in their work efforts. We develop and communicate strategies that improve cooperation by streamlining processes that enable documentation to be delivered on time, to the agreed quality and in accordance with the defined budget. Ultimately striving to create an output of which is great design that everyone involved can be proud of.
Our key roles and activities will be: • Clear, consistent, and visible leadership.
• Appointments and contracts. • Project execution planning. • Project structure, resource management and organisation. • Design strategy. • Design programming. • Reporting and Progress Monitoring. • Creative problem solving and change management. • Lead design coordination and QA/QC processes.
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The principal designer under the CDM regulations is the designer with overall control over the pre-construction phase, mainly focusing on managing and minimising health & safety risks of the design and preparation of works on site stages. PRINCIPLE DESIGNER The principal designer has responsibilities for preparing and providing information to duty holders, managing the pre-construction health and safety arrangements, ensuring designers carry out their duties, and liaise with the principal contractor to assist with the pre-construction phase. This includes identifying and controlling e.g. design, work environment, and general risks during project preparation. The client has to appoint a principal designer as early as possible in the project so the assessment of the design can start at the beginning of the concept process. The principal designer, similar as the principal contractor, has to be appointed on projects with more than one contractor.
Post tender the principal designer is responsible for carrying out the following:
• Compiling and issuing preconstruction health and safety documentation to the principal contractor. • Commenting on and approving the construction phase health and safety plan issued by the principal contractor. • Completing F10 documentation and issuing to the principal contractor. This notice must be displayed on site at all times. • Monitoring health and safety on site via impromptu site visits and ensuring all site personnel are adhering to the correct health and safety requirements. • Compiling health and safety file following completion of the project, to include but not limited to as-built drawings, planning consents, commissioning certification, asbestos register and planning consents.
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Value Management COMMERCIAL MANAGEMENT Commercial management services are more milestone based than the other services, we outline this stage by stage. However, since Value Management (VM) is a fundamental part of our commercial management service at all stages, we outline our approach to this now. Arguably, with good VM, Value Engineering (VE) shouldn’t be necessary. On this development, the branding will be of paramount importance and will dictate many of the design elements. This emphasises the importance of maintaining “value” rather than just reducing costs. However, this will also be strongly linked with the timing of investment and the level of potential self-financing based on the sale of the lodges, etc. Design changes and on-going value engineering are more difficult to implement as design develops as sections of the design have to become crystallised. We will therefore ensure that an accurate assessment of the cost of the project and an efficient cost management plan is established early on in the form of cost and financial management guidelines comprising the required procedures based on specific project requirements. This aims to have an established and effective cost control system and procedures understood by all members of the project team. In parallel with the design development, the commercial manager and his team will undertake cost planning at each stage with interim updating as the design develops to ensure that the budget is adhered to. CONCEPT DESIGN We consider the concept design stage to be crucially important for the reasons given above together with reducing the risk of abortive design work during later stages. The concept design cost plan will be detailed enough to ascertain whether the current budget is likely to be achievable and whether or not value engineering needs to be carried out then. In any case, our attention will always be on identifying potential for reducing costs whilst maintaining value. The design would not have been developed very far at this stage and so it is essential that the cost planning encompasses all elements whether or not designed or even included and this will rely on our knowledge of hospitality operations.
For this development, our services during concept design will also include verification of the submitted design competition entries, not only to accurately determine the CAPEX but also to ensure consistency of approach. The cost of each will be one of the factors on which the selection will be based. Alongside the above, we will provide on-going cost (design alternatives, etc) and procurement. SCHEMATIC DESIGN The level of detail in the schematic design will be quite high and will enable accurate measurement to be undertaken but there will inevitably still be elements that are not fully designed, specified or even identified. Notwithstanding our design management input, this is again where our operational knowledge will bring great benefits and this will be sourced from both our PM and CM teams. The Bills of Quantities (BQs) will now start to evolve and the related measurement will be fed into the schematic design cost plan maximising accuracy. At this stage we will also need to discuss in detail the procurement path and also determine the contractual basis for the project. DETAILED DESIGN The schematic design cost plan will be updated at approximately 50% through this stage but the budget compliance monitoring will not be limited to this. With continual VM, we will ensure that the budget is kept to. This is additionally important because the BQ measurement will now proceed in earnest. The procurement and contractual issues must now be finalised, and the selection of tenderers needs to commence. TENDER DOCUMENTATION This is an extension of the detailed design stage during which all of the documentation so far developed will be completed. The main deliverable at this stage will be the BQ, most of the work involved having been carried out during the detailed design stage. We will then price the BQ, (the pre tender estimate). This facilitates a final check that the design is still on budget and whether any VE needs to take place prior to tendering.
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By this time, the tender lists will have been finalised for the most urgent construction package and we would expect to play an important role in assisting you to select the most suitable tenderers with proven, relevant experience. Apart from financial due diligence, an important aspect of this will be determining who are the designated key personnel for the project, their qualifications and experience, etc. TENDER STAGE At this stage we will deal with tenderers’ queries during the tender period and attend Q&A meetings with them if required. We will then assess the returned tenders from a financial perspective and compile a detailed report and recommendation. This may also involve some negotiation especially if the tenders include contractor introduced provisional sums or composite pricing. CONSTRUCTION PHASE We appreciate the importance of keeping the client and main stakeholders up to date and informed every step of the way. We use a custom-made and proprietary dashboard to update our client on a fortnightly basis. In addition, a detailed monthly PM report (inclusive of the cost report) is delivered on a monthly basis. We submit this on top of the project execution plans, procurement strategy reports, and tender evaluation reports. Our dashboard provides a snapshot of the project at the time of issue. It includes a summarised detail of forthcoming activities, project risks, an overview of the project programme and budget along with a safety tracker monitoring the safety on site and a tracker monitoring all variations and change orders. We propose to provide the following services on the Roanhead Lodge Development project. • Reviewing performance bonds and advance payment bonds to ensure compliance or otherwise with the contract and advising on any extensions needed to such bonds.
• Ensuring that our insurance provisions comply with the employer’s requirements under the construction contract and that the wording of the policies of insurance shall be checked and approved by the employer’s insurance brokers. Attendance and participation at progress meetings. • Providing cost reports to the employer each month until the completion of the services in such form and with such details as the employer shall require including without limitation the estimated final account, a comparison with approved contract expenditure, the cost effect of variation orders and variation order requests under consideration, the cost effect of claims (actual and potential) for additional payments, adjustment of provisional sums and cash flow forecasts. •Advising the employer and engineer on cost and contract matters generally including establishing the value of variation orders, obtaining the approval of the employer and achieving agreement with the contractor. Maintain register of variation orders, both issued and under consideration, including details of approval status and estimated or agreed cost. • Checking advance, interim and final payment applications received from the contractor, adjusting as necessary and making recommendations to the engineer for payment certification purposes. Maintain register of payments. • Checking the priced statements submitted by the contractor in respect of any work carried out on a day work basis including the accompanying substantiation, adjusting as necessary and reporting to the engineer. • Agreeing the final account as the work proceeds thereby increasing the accuracy of the financial reporting and reducing the time required to undertake this at the end of the project.
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Fees
Exclusions/qualifications
FEES
The fees are summarised in the table below. A detailed resource and fee schedule has been provided separately
PRE-CONTRACT (PRE-CONTRACTOR APPOINTMENT) The figures represent all work within the pre-contract stage which includes the following services:
POST-CONTRACT (POST-CONTRACTOR APPOINTMENT) The services undertaken at this stage of the project include the following:
• Site supervision. • Design guardianship. • Commercial management. • Project management.
• Commercial management. • Design guardianship and design appraisal. • Principle designer incorporating HSE and CDM guidelines. • Procurement. • Project management .
ACTIVITY
DURATION (MONTHS)
FEE (£) 1,119,970 2,409,860
Pre contract design and procurement
6
Post contract construction
47
TOTAL
53
3, 529,830
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We would be delighted to meet to clarify any aspect of this proposal . EXCLUSIONS/QUALIFICATIONS
We have made the following exclusions and assumptions in the preparation of our submission. We have made these assumptions in good faith and trust that we have interpreted your requirements correctly.
THE FOLLOWING LIST IDENTIFIES OUR EXCLUSIONS AND QUALIFICATIONS:
Our offer is based on our interpretation of project resource requirements to fully provide the project, design and commercial management services during a total period of involvement of 53 months.
We have assumed that the project will be procured under between 5-8 separate construction contracts. therefore requiring the same number of separate sets of tender and contract contract documentation.
In respect to our site-based input during the post-contract period, we have assumed that we will be provided free of charge with full office facilities.
This fee is fixed for 90 days.
Invoices to be submitted monthly and payment terms are 30 days in arrears.
Proposal includes PI cover of £1 million in any one occurrence.
VAT is excluded from the fees and will be added to all invoiced amounts.
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Quality assurance ISO 9001 certificate
We are committed to modern certified accreditations and are working according to the standard series ISO 9001 . QUALITY ASSURANCE
Our quality management approach directs and structures each project in a simple manner that ensures a high-quality output for our clients. According to our corporate philosophy and our operating principles, our clients will always benefit and we will work in a diligent and efficient manner so that you will have the utmost confidence in our work. We operate within the strict guidelines of quality control defined in ISO 9001. Our people and the businesses are dedicated to accredited systems. Our team collaborates with all stakeholders in a project to manage events in such that each aspect of the project is fully analysed and that all aspects are consistently integrated. Based on our high-end service, our qualified employees are able to perform the most complex tasks efficiently and to a high standard. Our quality assurance is a systematic process incorporating checks and validation to see that the service that we develop is meeting our client’s requirements. We aim to consistently improve our work processes and efficiency, and to enable us to better achieve for our clients. With our quality assurance system, we emphasize risk management with a pro-active approach.
Quality Management System Certificate of Approval This is to certify that the QMS of PMK International Holdings Limited Al Nayhan Buildings No.82, Block, Office 9, A-FF, 1st Floor. Abu Dhabi - United Arab Emirates Has been assessed and found to meet the requirements of ISO 9001:2015 This certificate is valid for the following scope of operations Provision of Project Management, Commercial Management and Cost Management Consultancy Services.
QUALITY STATEMENT
PMK International Consult LLC
The Consulting Business was founded in April 2014 and was re-branded as PMK International Consult LLC in May 2015, geared up to support 50 employees providing Professional Project Management and Cost Consultancy services. Quality is important to our business because we value our customers. We strive to provide our customers with products and services which meet and even exceed their expectations. We are committed to continuous improvement and have established a Quality Management System which provides a framework for measuring and improving our performance. We have the following systems and procedures in place to support us in our aim of total customer satisfaction and continuous improvement throughout our business:
Regular gathering and monitoring of customer feedback A customer complaints procedure Selection and performance monitoring of suppliers against set criteria Training and development for our employees Regular audit of our internal processes Measurable quality objectives which reflect our business aims Management reviews of audit results, customer feedback and complaints 1. 2. 3. 4. 5. 6. 7.
Authorised by:
R N Cooke Director
Our internal procedures are reviewed regularly and are held in a Quality Manual which is made available to all employees.
This policy is posted on the Company Notice Board and can also be found in the staff handbook.
Date of Certificate Issue: 02 February 2022 Surveillance Due Date : 01 February 202 3 Recertification audit before 02 January 2025. Certified since 02 February 2022. This certificate is the property of SN Registrars (Holdings) Limited and remains valid subject to satisfactory annual Surveillance A udits.
Though the Managing Partners have ultimate responsibility for Quality, all employees have a responsibility within their own areas of work to make sure that Quality is embedded within the culture of the company.
SN Registrars (Holdings) Limited Registration House, 22b Church Street, Rushden, Northamptonshire, NN10 9YT, UK Tel: +44 (0) 1933 383261 Email: enquiries@qec.co.uk Web: www.qec.co.uk Company Number: 07659067
Certificate Number: QEC 95236864/77/Q Rev: 001
Signed : Kevin Woolley
Position : Chief Executive Officer
Latest review dated : 2 June 2023
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