Managing the construction works

Before you start delivery, you should develop a delivery management plan to help communicate important information relating to project delivery to the project team and key stakeholders. The delivery management plan should summarise information relating to the project and may include:

• objectives, vision and benefits
• key anticipated project benefits and how to measure them
• roles and responsibilities
• governance structure
• key deliverables and timing under the program for the main works contract
• key deliverables and timing under any additional works components
• risks during delivery
• site constraints, including times of work, access and traffic management plans, and
• stakeholder management plans.

Many of the above are likely to have been considered and articulated previously in the project plan and project need definition.

You may also supplement the delivery management plan with additional information to assist the project team and stakeholders understand key aspects of the project as it transitions from procurement to delivery.

In the lead-up to the project starting on site, there are several activities the project team can do to ensure you are well-positioned for its successful delivery. Critical activities include:

• gaining authority approvals, including the planning permit (if required), and ensuring all conditions have been discharged
• gaining statutory approvals, including the building permit and public protection measures (usually the contractor's responsibility)
• approving the contractor’s project plans, for example, the construction management plan, and
• identifying key team members’ roles and responsibilities during the delivery phase.

For some projects (particularly larger and more complex projects), the transition from the procurement to the delivery phase will require the appointment of additional construction-focused resources. This may include the engagement of a specialist external project management consultant to act as the project manager.

You can use the Construction Phase Commencement Checklist as the project transitions from the procurement phase (where the contractor was selected and contract awarded), to the delivery phase where the construction works will occur.

The checklist identifies mandatory requirements, as well as recommended best practice activities. The applicability of checklist items will depend on the physical scope of works and intended outcomes. For example, a major kitchen refurbishment and industrial fit-out project will have different requirements from painting-only works. Likewise, the development of a new faculty building or whole new campus will have significantly different requirements to campus-wide, lifecycle replacement of HVAC equipment.

Throughout the delivery phase, regular monitoring and reporting of budget, schedule and quality is required to ensure that the project remains on course for successful completion and delivers the benefits envisaged in the project need phase.

Project controls are processes for gathering information relating to key project performance metrics. These metrics help you monitor the status of the project and take corrective action, where required. This ensures that the project achieves its stated objectives and is capable of realising the benefits identified during the funding and approvals phase.

Regardless of the size or complexity of the project, integrating appropriate and effective project control processes will help ensure it remains on track, within budget, achieve the required level of quality, and ultimately maximises the benefits it can deliver.

Regular project reporting is an important way to inform key project stakeholders of the project’s progress, risks and other challenges which need to be addressed, or sometimes, escalated through the project hierarchy.

It is important to understand what best-practice project reporting looks like during the delivery phase and which government policies require delivery-phase reporting for compliance.

You will need to enter into a contract with the contractor to deliver the works. Depending on the type of project, this may be a major building works contract or a simple contract to install new equipment. Understand how to manage the contract, key contractual obligations, rights and protections in the delivery phase, and how to progress payments, variations, extensions of time and practical completion.

Information about Victorian Occupational Health and Safety (OHS) legislation and health and safety compliance obligations is available.

You can use the following checklist to identify minimum compliance obligations and establish OHS practices and processes both at the beginning of the project and throughout the construction phase as works are in progress.

When the project is nearing completion, you should start thinking about all of the items that need to be actioned or closed out by the TAFE or the contractor to ensure a smooth conclusion to the works and transition into operations.

You can start to use this end of construction checklist well in advance of the project’s completion to help avoid delays or issues arising in the final push to completion.

The checklist identifies mandatory requirements, as well as recommended best practice activities. The applicability of checklist items will depend on the physical scope of works and intended outcomes. For example, a major kitchen refurbishment and industrial fit-out project will have different requirements from a painting-only work. Likewise, the development of a new faculty building or whole new campus will have significantly different requirements to lifecycle replacement requirements for existing HVAC equipment.