PM&C Asia Operations Manual 2012: 6.1 Overview

PM&C ASIA OPERATIONS MANUAL 2012 Project No.
N/A
Author LK CHEAH
LEND LEASE PM&C ASIA Date FEB 2012
60 Anson Road, #17-01
Mapletree Anson, 6.0 Design
Singapore 079914 Page No. 1 of 18
Tel. +65 6671 6600
Fax. +65 6238 5301 Revision FINAL
6.1 Overview
The philosophy of project management is central to the culture and operation of the Company. The
fundamental aims of the project management process are:
Single point accountability for management of the process from inception through to completion.
To add value through consistently questioning the status quo, always seeking better ways of doing
things and project engineering or value engineering the optimum solution to all aspects of delivery.
Delivery to the satisfaction of all stakeholders while maximising the risk/reward equation.
To promote a productive ongoing Client relationship that promotes repeat business.
In addition, the company expects the design and construction team to combine experience, proven
techniques and innovation in delivery, with a commitment to excellence, effectiveness and efficiency. In
particular teams must aim to:
Deliver on time, on budget and to the expected quality.
Seek continuous improvement in our design and construction systems and processes.
Encourage the creation of solutions appropriate to the needs of our clients, the community, our
shareholders and the environment.
Comply with the requirements of the relevant Authorities, standards, codes and legislation.
6.2 Conversion Investment Authorisation (CD)
If design budgets are authorised by a client before contract price or contract conditions have been
finalised, an approved Conversion Investment Authorisation Form is required to commit expenditure to
design works associated with the delivery of the project. Design budgets should be added to and
include previous costs of conversion of the project and the submitted form must be accompanied by an
unconditional letter of acceptance to our offer for design services from the Client. The Conversion
Investment Authorisation form must be approved in accordance with the companys Limit of Authority.
The Conversion Investment Authorisation template can be found in section 5.
6.3 Client Needs Determination, Project Brief and User Requirement Specifications (URS)
Project Briefs or User Requirement Specifications (terminology more commonly used on process
facilities such as Pharmaceutical projects) are mandatory requirements that the PM must prepare for all
projects in which the Company takes design responsibility.
The Client Needs Determination process is one of the most important components of any project /
commission. If not done well, serious problems may arise in relation to the Clients ultimate satisfaction.
It is imperative the Client be involved in the process such that the projects physical, emotional and
financial needs can be documented in a written Project Brief or URS (unless this has been clearly
established by the Owner).
PM&C ASIA OPERATIONS MANUAL 2012 Project No. N/A
Author LK CHEAH
Tel. +65 6671 6600
Needs determination may be staged requiring the Project Brief or URS to be developed over time.
Changes must be recorded / implemented and Briefs must be approved by the Client prior to
proceeding with any work.
If the PM/CM detects Client dissatisfaction, they must act to correct the situation including, if
appropriate, a request for assistance from the Business Unit management team.
A guideline for Project Briefs and a specimen of a Project Brief Questionnaire is attached.
6.4 Client-supplied Information & Property
Clients may issue various pieces of information or intellectual property including briefs, design
documentation, etc. The PM is responsible for the necessary controls for such Client-supplied
information to ensure the matters listed below are addressed.
Identification of the information.

Verification of conformance of the information to Client obligations detailed in the Contract.
Method of review to be used in assessing the adequacy of the information for its intended purpose.
Method of notifying the Client of the acceptability/non-acceptability of the information provided.
Method of control of each element of information ensuring registration, distribution, filing, etc.
Typically, the ProjectWeb Document Control Register is used for Client-supplied design drawings and
Specifications. These can be reviewed using the DCR Review Module. Client-supplied information
documents not stored on the DCR are stored in the Document Library, eg. reports.
Where the information supplied is not in an electronic format, alternative methods to manage such
information must also address the above.
Where land, equipment or other property is provided or handed over to LL PM&C, the property must be
inspected prior to acceptance by LL PM&C. Dilapidation surveys should be commissioned where it is
likely that existing deterioration of the clients property may not be distinguishable from the impact of
works to be undertaken and may be a potential cause for disagreement or cost recovery by either party
in the future.
Note that the client must be notified of loss, damage or unsuitability of information or intellectual
property and records of the notification must be kept either via a DCR Review or via Correspondence
referencing the relevant documents stored in ProjectWeb. Where ProjectWeb is not in use, equivalent
records must be kept.
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6.5 Client Approvals
Clients are often requested to approve designs, proposals, variations, etc. Such approvals must be:
From an appropriate level of authority in the Clients organisation consistent with the Contract
Definitive and unambiguous
Formally documented (e.g. endorse and sign each design drawing/room data sheet / specification /
schedule; or letter on client letterhead; or minutes which are confirmed as accepted; or Client brief
amendments, etc).
A Client Decision Register (template provided in section 7) shall be developed on every project to
ensure that all key client decisions including required decision dates are tracked and documented.
6.6 Project Execution Plan (PEP)
6.6.1 Concept of the PEP
The Project Execution Plan provides a project control system that allows for the project to be set up for
success with documented procedures, supported by the necessary forms and controls, that facilitate the
project / commission being delivered in a manner that not only fulfils the Companys obligations and
exceeds the Clients expectations, but does so in a way that maximises opportunities, mitigates risks
and provides consistency in all business requirements, including the achievement of an Incident & Injury
Free work environment.
A Project Execution Plan (PEP) is to be prepared for ALL projects unless otherwise approved by the
EPM or OM as relevant.
A Project Execution / Management Plan is prepared by the senior project representative as early as
possible and within 4 weeks (max) of commencement of the following services to a Client:
The provision of any investigations, design, project management services or pre-construction

services;
Construction works (inclusive of demolition & enabling works);
NOTE: When pre-construction services have been provided prior to the commencement of construction,
the Plan would normally be an update of the Plan previously approved for the provision of the pre-
construction services;
Such a Project Execution Plan fully documents the processes / procedures to be deployed by the
project team in the execution of the contractual obligations of the Business and its interaction with other
parties and is:
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Based on a Business template;

Based on discussions with those who have been part of the conversion team such that their
knowledge of the obligations of the Business and the expectations of the Client has been
satisfactorily addressed;
Reviewed as a component of the first Project Review and approved by the Chairperson of the
Project Review;
Clearly and fully communicated amongst the project team, supported by training sessions as
required;
Maintained over time as a controlled document to provide compliance, accuracy and relevance;
Presented again in relation to material changes, for approval by the Chairperson at subsequent
Project Reviews;
Complied with by all relevant project team members;
Audited for compliance by both the responsible project team and at the direction of the Business
with all non-conformances promptly corrected.
NOTE:
The Project Execution / Management Plan shall reference several subsidiary Plans, for example a
separate Health & Safety Plan or Quality Plan, provided the separate Plans complement each
other, are not inconsistent with each other and do not cause any confusion;
While the Project Execution / Management Plan is predominantly an internal document concerning
the execution of the obligations of the Business, some processes/procedures may, with care, be
appropriate for distribution to other parties;
Individual small projects that are part of a greater commission (for example Program Management
appointments, Multi Site Projects or Framework Commissions) need not have their own Project
Execution / Management Plan, but rather, be captured by an overall Plan prepared for the greater
commission.
The PEP provides a road map of what will be required during various stages of project development as
well as satisfying our Quality Assurance Requirements.
6.6.2 Sections of the PEP
The PEP will be set up with the following sections as relevant for a particular project / commission. On
2-stage design and construct projects, PEPs will be developed in stages. The Project Manager is
responsible for development of the sections relevant to the conversion and design phases. The
Construction Manager is responsible for development of the delivery stages once the project is
approved for construction.
Title Page, Author(s), Revision & Date;

Documentation Control, Distribution & Filing protocols;
Glossary of terms / abbreviations;
Introduction, Purpose of Plan;
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Key Project Objectives, Key Milestones;

Project (LL & Third Party) Team Members Listing, Project Structure & Responsibilities of each
Member;
Project Policies (Health & Safety, Environment, Quality, etc);
All necessary and as relevant Procedures etc required to manage the project / commission for such
matters as:
Health & Safety, inclusive of GMR Means & Methods;
Client Management / Relationships;
Head Contract Administration, inclusive of Change Management / Variations, Claims;
Client Brief / Scope;
Consultant Selection;
Design Management;
Cost Planning & Estimates;
Procurement;
Project Planning, Scheduling & Reporting;
Construction;
Commissioning;
Validation (Pharma projects);
Supply Chain Contract Administration, inclusive of Change Management / Variations, Claims;
Document Control;
Financial (Cost) Report;
Project Profit Plan;
Cash Management;
Quality, I&TPs & Audits;
Sustainability;
Community relations;
Marketing;
Knowledge sharing;
People / Team;
Project Finalisation;
General Project Admin:
Limits of Authority;
Meetings;
Correspondence;
Notifications;
Reporting;
Job Diaries & Records
Filing / Archiving;
Internal Reviews / Audits
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with all such procedures being documented and distributed in an effective and controlled manner.
Furthermore, the Project Execution / Management Plan for a particular project:

Builds upon the innovation and lessons learnt on other projects / commissions;
Is constantly monitored and refreshed as required to ensure its relevance and effectiveness;
Is supported by training Programme/Schedules and effectively embedded in the project team.
A template of a PEP is provided at the end of this section.
6.7 Overall Project Program
The PM is responsible to ensure an Overall Project Program is prepared that integrates the construction
expectations of the project delivery team with the design and Procurement activities.
A well-thought approach ensures that our Project Planning & Scheduling:
Is consistent, transparent and efficient across all businesses;

Is integrated across the project life cycle;
Mitigates our risks and maximises our opportunities;
Develops our skills / capabilities and provides for constant learning;
Is competitive, innovative and responsive.
A well executed Project Planning & Scheduling discipline will facilitate for the project:
Very satisfied Clients resulting in an enhanced reputation;
Surety of margin;
Reduced operational expenses and costs;
An incident and injury free work place;
A sustainable outcome, reduced waste and minimum impact on the environment;
A learning environment nurturing inspired and challenged employees
As such, the Overall Program must detail:

Construction sequences, stages, critical paths
Reviews
Any formal approval processes (Authorities / Client)
Design program
Estimate / Cost Plan development
Bid / Tender/Procurement process
AFC / IFC documentation
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Field Need dates

Quality / fitness assessment
Commissioning
Qualification / Validation (Life Sciences projects)
Project Close Out
The design stages of the overall program must clearly show:

Defined, progressive decision making milestones required to progress the design process
Interactions of various design disciplines (design coordination)
Clearly show the phases of design and the level of design development within each phase (eg
concept design, basic design, detailed design and design completion)
6.8 Design Procurement Strategy
A procurement strategy must be prepared by the PM and reviewed with the EPM. Such a procurement
strategy must deal with:
Delineation of the works into separate scopes of works for individual consultant disciplines
Design scope of works for such individual scope of works disciplines
The staging of the works and overall timetable
The quantum and availability of potential consultants for the works
The procurement method (e.g. design competition, tender, negotiation).
6.9 Consultant Selection
In order to determine a short list of potential consultants that the Company could commission for the
design of project scopes of work, the PM must filter consultants available in the market place, utilizing
such criteria as:
Sector experience, type of experience (e.g. concept through to documentation)

LL experience, performance reputation
Capacity, key person dependency, geographical location
Strengths, weaknesses, points of difference
Technical ability, presentation skills, management system
Client References
A specimen pre-qualification template that can be used for Consultant selections is attached.
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Even with a pre-qualification database, a professional tender process should still be undertaken unless
there are compelling circumstances as to why Consultant appointment by direct negotiation is preferred
(e.g. specific skills sets, Client preference etc). In such an event, documented evidence of the Senior
Management approval in accordance to the LoA shall be tendered for filing.
Where the system is available to the Business Unit, the Supplier Chain Solution (SCS) web-based
supplier management system shall be used to pre-qualify companies as potential bidders. Companies
which are already on the Business Units list of current pre-qualified Bidders need not be re-qualified
unless the circumstances demand so (e.g. the unique scope of services required that is beyond a
Bidders typical nature of work).
6.10 Professional Services Agreements
The Professional Services Agreement (PSA) is an important legal document that defines the rights and
obligations of LL and the Consultant. All design consultants must be engaged by way of a Professional
Services Agreement (PSA). Reviewing, approving and signing of this agreement is subject to the
company Limits of Authority.
To prepare a PSA, the PM must review, complete and prepare the following:
Schedule A: The services and detailed scope.

Schedules B: Fees and Payment terms to fully reflect the needs of the project.
Schedule C: Authorized representatives
Schedule D: If the consultants response for Professional Indemnity cover is less than the amount
prescribed by the Country / Business Unit, do not automatically request their cover be raised to this
amount (it may increase their fee and provide extra cover that is not required). The P.I. cover
offered must be assessed against the risks of their design discipline and scope of service within the
context of the project. Review this with your EPM and the GM/CoM.
Schedule E: Schedule of Information Management: This must be downloaded, reviewed and
completed to fully reflect the needs of the project.
A Standard PSA is available from your Country/BU Operations Manager or the LL PM&C Legal
Department.
Standard PSAs should NOT be used:
Where a client prefers his / her own agreement to be used on projects where LL PM&C is
managing the design on the Clients behalf. In these situations, the document MUST be reviewed
by the contracts department to identify risks to the company and variation from our standard PSA;
For contracts with Design and Construct Subcontractors
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Schedule As
As a component of each PSA for each consultant, the PM must prepare a Schedule A. This schedule
defines in detail the deliverables required of the relevant consultant for each design phase.
The PM should seek the input and guidance of relevantly experienced personnel when preparing
Schedule As.
The PM should consider including the LL PM&C Safety in Design Guideline to assist prospective
consultants understand how LL PM&C will manage, during the planning and design stages, the lifecycle
health and safety risks of a facility or asset. The lifecycle risks should include both the construction
phase as well as the operational lifetime of the facility. A specimen of the LL PM&C Safety in Design
Guideline used on a project is attached.
6.11 Request for Quotation (RFQ) from a Consultant
When requesting a proposal for design services from a consultant, the PM should provide to that
consultant the following (as a minimum):
The Project Brief (as developed thus far)
Copy of the Professional Services Agreement (PSA)
An Overall Program for the project that includes the design process, key milestones including
preparation of specific trade packages
Clarification regarding the way in which the project is broken up in terms of tender packages
(D&C,total package, etc) and the process steps from tender to IFC
A listing of the Proposal Deliverables, which would include as a minimum:
Design team organization chart
Pricing broken down for each phase, showing proposed resources and estimated amount of
time to be spent on the project
Confirmation or clarification in terms of our Schedule A
Agreement to the project specific PSA
Fee structure for scope changes due to minor or substantial design changes
CV's of personnel
Track record of comparable projects
List of current projects that will overlap with the project under consideration
6.12 Assessing the Proposal

The PM must assess and negotiate all proposals in a fair and equitable manner The PM must prepare,
relative to the project, a set of criteria against which each consultant proposal must be assessed. Such
criteria could include:
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Client knowledge
Prior relevant experience
Availability and quality of personnel
Concept design proposal (where applicable)
Project understanding
EH&S capability and understanding of obligations
Technical capabilities
Relationship with other members of design consulting team
Level of PI Insurance
Fees
6.13 Consultant Commitments
Consultant appointments shall be formalized with the requisite LoA sign-offs via Form A2
Subcontractor and Consultant Approval or the Commitment Approval Request (CAR) form. Templates
for both forms are provided in section 7.
6.14 Signing Consultant PSAs (or Amendments thereto)
The final PSA, inclusive of schedules, must reflect all matters as negotiated and agreed. The consultant
proposal must not be simply attached to the final PSA unless it is in full agreement with the agreed
scope and terms.
A single copy of the PSA is typically issued to the Consultant for signing and return to LL PM&C
(unless the Consultant insists on retaining an original signed copy as well, in which case two copies may
be prepared).
The PM (or nominee) may only sign a consultant PSA on receipt of all approvals, subject to the
company Limits of Authority.
The PSA is signed after the Consultant has signed the agreement.
6.15 Filing of Signed Consultant PSAs (or Amendments thereto)
Originals of signed Consultant PSAs must be filed in the Country / BU head office. The BU
Commercial/ Procurement Manager (or in the absence of this position, the BU Finance Manager), is the
custodian of all signed PSAs and shall ensure that a register of these legal documents is maintained.
Only copies of signed Consultant PSAs may be filed on site or in PM project files or sent to the
consultant (unless a second original is prepared per the Consultants request for his retention).
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6.16 Project Filing & Document Control
The PM / CM shall, in the earliest stages of their involvement in a project, establish a project-specific
filing system. Such a filing system shall:
logically and sequentially store all incoming and outgoing documents correspondence, dispatches,
reports etc
deal with all project disciplines and stakeholders
be communicated to all relevant project personnel to ensure its consistent use
be replicated for both hard and soft copies of correspondence
The summary of processes required for control of incoming documents, outgoing documents and
drawings and specifications as well as template folder structure for network data storage drives is
detailed in the BU Document Control procedure from the Operations Manager.
Project teams are to develop project-specific processes for management of documentation flows based
upon the guideline process map as part of preparing a Project Execution Plan or PEP.
6.17 Consultant Performance Management
PMs or their nominees must regularly conduct evaluations of the Consultants performance to ascertain
their performance of contractual obligations including:
Progress against agreed design programmes

Quality of product or service
Controls and administrative issues, etc
If consultants continually fail to provide services or audits reveal repetitive non-compliance, the PM /
Design Manager must procure the consultants proposed corrective action.
The PM or their nominees must meet with the Consultant and take effective minutes that facilitate the
tracking, efficient management and resolution of any issues, non-conformance, etc.
6.18 Consultant Payments
Consultants are paid in accordance to the payment schedule outlined in Schedule B of the PSA. The
Project Manager is required to sign off on all Progress Payment Certificates and Tax Invoices approving
them for payment
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6.19 Design Controls
6.19.1 Overview
Design control is the term used to describe how consultants are managed by PMs to ensure
consultants designs evolve in accordance with expectations.
Design controls have two key objectives:
Quality - consistency with brief, fitness for purpose, standards compliance, authorities compliance.
The PM/Design Manager must monitor the quality of information received and verify that it meets
the needs of the project team. Deficiencies in drawings, specifications etc can result in variations,
claims, late completion, defects and high maintenance costs any of which can seriously de-rail the
success of a project.
Productivity - documentation being produced consistent with programme. The PM / Design

Manager must track progress against the design programme to ensure that design activities are
taking place as agreed, milestones are being achieved and that deliverables are being produced on
time. It is also advisable to check that the designers' resources match their resource schedules as
failure to adhere to this can give early indication that designers are likely to fail against programme.
The PM / Design Manager must also work closely with the Planning Manager to monitor the
procurement and construction interfaces. It is advisable to include Programme as an item on the
Design Meeting Agenda.
Design Controls can take several forms:
Meetings
Design Reviews (structured programme at pre-agreed milestones e.g. 30%, 60%, 90% design
completion)
Design Qualifications (DQ, for validated Pharmaceutical facilities)
Project Reviews
Risk & Opportunity at Design (ROAD)
Client & Design Co-ordination Meetings
Focus Group Meetings for specific issues
Programmes
Overall Project Program
Design Program
Stakeholders / Authorities Program
Client Decision Program
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Design and Permitting (Authority Approval) Schedules are key components of the overall integrated
project schedule. Design and Permitting activities should not be identified as mere milestones on the
overall project schedule but should be as sufficiently developed and detailed in order to function as
effective project management tools that facilitate planning and progress control.
Design and Permitting programmes are ideally prepared using Primavera P6, but on minor projects or
Project Management / Consultancy commissions, it is acceptable to use simpler programming software
such as SureTrak, Microsoft Projects etc.
Production Controls
Production Control is concerned with comparing actual progress and performance against our project
plans, investigating the causes of significant deviations, taking appropriate on the job corrective action
and re-planning on the basis of lessons learnt. Production controls can take the form of:
Design productivity rates eg. Actual versus Planned Manhours to produce design deliverables
Progress of deliverables against drawings & specifications register these would typically be
issued progressively in a staged manner as the design evolves e.g. Issued (or Approved) for
Design, Issued for Permitting, Issued for Bid/Tender, Issued for Construction etc.
Sample / prototype review and approval
6.19.2 Design Meetings
Having previously agreed the meeting schedule, it is vital that the design meetings are conducted
efficiently. There is no substitute for a face-to-face session in order to resolve problems but at the same
time ineffective meetings can be negative and unproductive. Accurate recording of meetings in the form
of minutes (to be taken by a LL project member) with appropriate distribution is required. Minutes should
be distributed within 3 working days after the meeting to ensure timely follow-up of the actions agreed.
6.19.3 Design Reviews
During the Design development phase, the PM / Design Manager must convene, at key stages, Design
Reviews that deal with such matters as:
Client vision and needs for the project (as articulated in the Project Design Brief, User Requirement
Specifications (URS) etc)
Fitness for purpose
Buildability / Constructability
Construction Safety
Property Loss Prevention (Insurer) requirements
Authority / Code compliance
Cost versus Budget
Value Management
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Sustainability (including any 3rd party certifications e.g. Green Mark, LEED, Green Building Council)
Operations & Maintenance Considerations
Procurement Strategy
Programme, etc.
The role for the PM is, in particular, to ask Why?, How? and What if? of the design consultants.
Participants for Design Reviews should include not only peers and immediate managers but also others
carefully selected to provide the right mix of experience, technical knowledge and innovative thought.
Participants at Design Reviews must, while acknowledging and respecting the views of others, continue
to push and probe for a better/the best solution.
Package design reviews are also essential to establish design responsibility, scope and potential trade /
sub-contractor tender lists, as well as achieving design (and client, where applicable) team sign-off of
the package scope for procurement. Pre-tender reviews of each package with the project team are also
key. These reviews should be used to check for compliance with the scope, completeness and quality
of information.
Minutes of all reviews must be taken and distributed.
6.19.4 Compliance
The onus is on the PM / Design Manager to constantly refer back and through a combination of
reminders to the designers and spot checks, ensure that the design is compliant with the project brief,
statutory requirements, GMRs etc.
6.19.5 Risk & Opportunities Management
An overall project Risks & Opportunities register will have been established by the Project Manager at
an early stage after LL's appointment (this may well be a development of the R/O register prepared at
the Bid stage as presented in Section 5). The R/O register will identify who takes ownership for the R/O
items together with a weighting relating to how high the risk / opportunity is thought to be. The
PM/Design Manager must monitor these and work with the design team to either design out risk or
realize the opportunity. The R/O register is a live document that is continuously updated as a R/O is
removed or a new R/O is identified.
6.19.6 Project Reviews during Design Stage
During design, the PM must convene project reviews regularly and at key stages (eg Indicative Price,
Budget Price etc) to deal with such matters as:
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Client satisfaction and issues

Authorities approvals
Design Programme Report
R.O.A.D status
Consultant Performance Evaluation
Design issues status
Design cost forecasts
6.19.7 ROAD Risk & Opportunity At Design
Consistent with LL PM&C's endeavor to provide an Incident and Injury Free Work Environment, early in
the concept resolution phase of a project, the PM must undertake a Risk and Opportunity at Design
(ROAD) review with a multi-disciplinary team.
Such a review will:

Identify the design risks and opportunities inherent in a project. (eg. Development Consent and
Building Plan requirements, consultant PSA-specific legal requirements or client requirements).
Establish practices and processes with the consultants that ensure the emerging design mitigates
or minimises the risks and maximises the opportunities.
Ensure the above occurs in an iterative and interactive way with the consultants for the duration of
the design phases.
Ensure the design is cognizant of the GMRs and every effort has been taken to enable
construction to be compliant with the GMRs.
A ROAD guideline and template are attached.
The PM and Country / BU EH&S Manager must review the project ROAD prior to the project pre-
construction review meeting. The PM shall follow up on a monthly basis with the design team and others
as appropriate to ensure identified risks are being addressed adequately to provide an Incident and
Injury Free work environment during construction and for future operation of a given building or facility.
Once the project enters the construction stage, the Construction Manager becomes the custodian of the
ROAD register and assumes the responsibility for ensuring that the document is reviewed and updated
on a monthly basis.
6.19.8 Identification and Control of Documents
Each of the documents described earlier in this section of the manual (e.g. briefs, design programmes,
procurement schedules, etc) and other similar documents developed for execution of the Companys
obligations must be considered controlled documents and must be identified by:
The project/commission name and number

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The document number (unique)

The issue or revision number as appropriate
The author and revision date
Printable evidence on the document of checking, review and approval by the Designer/Consultant -
either printable text or hand signatures/initials are both acceptable
Where possible, the signature of the PM as evidence of review and approval of the document
All changes to revised documents must be identified by means of clouding of drawings, and underlining,
margin notation or highlighting in text documents.
6.19.9 Approving Documents for Construction
6.19.9.1 Approval of Design Documents
Approval of design documents (e.g. drawings, specifications, etc) for construction is the responsibility of
the PM or his delegate. Approval can be effected by an electronic signoff in Project Web or by signing
and dating the document. Such approval must verify that the design represented is consistent with:
The current approved Client / Project Brief, Client instruction, Design Brief
The cost plan
Authority and statutory requirements
The Companys contractual obligations
The appropriate considerations for EH&S, Buildability and Maintenance
The results of any prototype validation or testing process
Outcomes of ROAD and Design Reviews
Evidence of checking, review and approval by the Designer / Consultant of a design document
produced must be visible on the document prior to upload to ProjectWeb by the Designer / Consultant.
The intent of this is to provide certainty to the PM during review that the document submitted has been
checked by a competent person and has been authorised by the Designer / Consultant for use for its
intended purpose, prior to issue to LL PM&C.
The marking by the PM of Approved in the ProjectWeb workflow record for the document
complements but does not replace the requirement for printable evidence on the document itself that the
drawing has been authorised by the Designer / Consultant for use for its intended purpose.
6.19.9.2 Red Stick Documents Squad Check Review
Wherever practical, a controlled set of the latest new, hard copy documents including drawings,
specifications, procedures or other project documents called the Red Stick set must be circulated
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within a project team for review by all team members affected (Squad Check) by the drawings, prior to
the documents being approved for issue.
Typically, the latest batches of documents issued are circulated (for drawings, on a drawing stick /
hanger) with a register or a stamp on the document that allows identification of all people who need to
review the documents and records reviewers signatures or initials as evidence of their review. It is an
opportunity for communicating within the team any potential buildability issues, safety or commercial
impacts or other issues, and also allows identification of who should receive the documents once
approved, such as stakeholders, consultants or subcontractors.
This process is often referred to as the "Red Stick", as a red-coloured or marked drawing hanger or
folder is used to segregate new, unapproved drawings or documents in circulation internally from
drawings or documents already approved for issue. An A3 drawing folder might be used instead of full-
sized drawings in some cases.
6.19.10 Change Management and Cost Control
The PM / Design Manager needs to be vigilant in constantly reviewing incoming design information to
identify changes to drawings and specifications and the impact of such changes on cost and / or
programme. It is advisable to include the issue of change on design meeting agendas and to insist that
the design team report on the changes they wish to make before they issue revised information so that
the impact can be assessed by the Package Manager to ensure that they are aware of the information
available to them and that it falls within their budget.
6.20 Building Information Management (BIM)
BIM, or Building Information Modeling, is the process of generation and management of building data
through the compilation of Construction and Design information, housed in a database and graphically
represented as objects in a virtual environment. The various BIM applications include:
3D BIM Model Integration & Trade Coordination

4D BIM Schedule Visualization
5D BIM Cost Modeling and Auditing
6D BIM Model Energy Analysis
7D BIM Facilities Management (FM) Enabled Data (COBie enabled)
IPD, or Integrated Project Delivery, is a project delivery approach that integrates people, systems,
business structures and practices into a process that collaboratively harnesses the talents and insights
of all participants to reduce waste and optimize efficiency through all phases of design, fabrication,
construction and asset management.
Author LK CHEAH
Tel. +65 6671 6600
There is a significant momentum within the industry and company to embrace BIM which is driven by
Legislation, Client requirements, Competitor adoption and the multi-faceted benefits of its application
which include:
Improved productivity of all stakeholders
More efficient space management during design
Reduced clashes and conflict during construction resulting in less changes
Shortened construction durations due to better planning and reduced rework
More sustainable developments through reduced wastage and energy modeling
Improved construction quality
Construction cost reduction
Streamlined preventive maintenance
Economical retrofits and renovations
Enhanced lifecycle management.
All Lend Lease PM&C project teams are to consult their BU Operations Managers and BIM Champions
on the potential of adopting BIM on their respective projects.
6.21 Specimen Templates
The following templates and examples are provided for reference at the end of this section:
Project Brief Guideline
Specimen Project Brief Questionnaire
Project Execution Plan
Consultants Pre-qualification Survey Form
Design Deliverables Register
Authorities Approval Control Register
Drawings Register
Specifications Register
Specimen Safety in Design Guideline
ROAD Guide
ROAD Register

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6.2 Conversion Investment Authorisation (CD)

The Conversion Investment Authorisation template can be found in section 5.

6.4 Client-supplied Information & Property

Identification of the information.

6.5 Client Approvals

6.6 Project Execution Plan (PEP)

6.6.1 Concept of the PEP

The provision of any investigations, design, project management services or pre-construction

Based on a Business template;

6.6.2 Sections of the PEP

Title Page, Author(s), Revision & Date;

Key Project Objectives, Key Milestones;

Furthermore, the Project Execution / Management Plan for a particular project:

A template of a PEP is provided at the end of this section.

6.7 Overall Project Program

A well-thought approach ensures that our Project Planning & Scheduling:

Is consistent, transparent and efficient across all businesses;

As such, the Overall Program must detail:

Field Need dates

The design stages of the overall program must clearly show:

6.8 Design Procurement Strategy

6.9 Consultant Selection

Sector experience, type of experience (e.g. concept through to documentation)

6.10 Professional Services Agreements

Schedule A: The services and detailed scope.

Standard PSAs should NOT be used:

6.11 Request for Quotation (RFQ) from a Consultant

6.12 Assessing the Proposal

6.13 Consultant Commitments

6.14 Signing Consultant PSAs (or Amendments thereto)

6.15 Filing of Signed Consultant PSAs (or Amendments thereto)

6.16 Project Filing & Document Control

6.17 Consultant Performance Management

Progress against agreed design programmes

6.18 Consultant Payments

6.19 Design Controls

Design controls have two key objectives:

Productivity - documentation being produced consistent with programme. The PM / Design

Design Controls can take several forms:

6.19.2 Design Meetings

6.19.3 Design Reviews

Minutes of all reviews must be taken and distributed.

6.19.5 Risk & Opportunities Management

6.19.6 Project Reviews during Design Stage

Client satisfaction and issues

6.19.7 ROAD Risk & Opportunity At Design

Such a review will:

A ROAD guideline and template are attached.

6.19.8 Identification and Control of Documents

The project/commission name and number

The document number (unique)

6.19.9 Approving Documents for Construction

6.19.9.1 Approval of Design Documents

6.19.9.2 Red Stick Documents Squad Check Review

6.19.10 Change Management and Cost Control

6.20 Building Information Management (BIM)

3D BIM Model Integration & Trade Coordination

6.21 Specimen Templates

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