Newbury Park Station Step Free Access Design and Build
Newbury Park Step Free Access was a design and build scheme to install new lifts to Platforms 1 and 2 connected via high level walkways to the existing station overbridge. A new Station Control Facility was also provided as part of the scheme.
Client
Birse Metro (click for website)
Dates during which the services were carried out
April 2009 to March 2010.
Approximate Total Value of project
£9m (reduced to £3.5m at close out due to cancellation of works by London Underground)
Description of the Services DAPS provided
Newbury Park Step Free Access was a design and build scheme to install new lifts to Platforms 1 and 2 connected via high level walkways to the existing station overbridge. A new Station Control Facility was also provided as part of the scheme. The scheme was designed, specialist subcontractors appointed and civils works completed prior to the scheme being ultimately cancelled by London Underground (LUL) due to lack of funding. Reinstatement works and landscaping were carried out as part of the close out to the project (Scheme reduced to £3.5m at close out).
DAPS provided Project Management services to Birse Metro as part of a wider delivery team. As Project Manager DAPS was responsible for the delivery of design and construction works to programme, budget, quality and safety requirements. The DAPS Project Manager was responsible for administering the contract and supplier subcontracts, reporting to Birse and to LUL, and maintaining good communication with LUL and suppliers. The DAPS Project Manager was responsible for managing a project team.
Client service
DAPS provide project management services based on best practice guidance from ICE and APM. Services were tailored to the needs of the client and the strategy for delivering the works was agreed in regular close consultation with the client. The DAPS Project Manager undertook a collaborative management approach to this project with London Underground and key suppliers in order to deliver the fastest possible programme. The DAPS Project Manager also administered the contract and subcontracts consistently throughout the project in order to manage risk on behalf of their client.
Value for money
DAPS used their expertise in 3 key areas to achieve value for money:
A) In design management. As part of the design process planning and defining scope had to be carried out and agreed with London Underground. This involved engagement with various LUL stakeholders including Station Operations Staff, Trade Unions, Asset Managers and Maintainers. The DAPS Project Manager ensured that this process was closely managed and clearly focused so that stakeholders interests were addressed at the earliest opportunity, overall project scope was not increased and designer’s received a clear brief and boundaries for the project. This controlled the cost of the overall project and the cost for design.
B) In programme management , The DAPS Project Manager was responsible for managing the development of a detailed programme. The programme was monitored on a weekly basis and continuously developed as design was developed and changes arose. The DAPS Project Manager worked collaboratively with designers and specialist contractors to develop sequences of work and prioritise design. The DAPS Project Manager ensured that the programme had sufficient time risk allowance against activities, that the programme was achievable and that project team, designers and suppliers were fully engaged with the programme. Through close management of the programme the DAPS Project Manager was able to commence works on site 3 months ahead of the other Step Free Access projects in the Birse Metro Portfolio. This provided potential for significant savings in time related costs such as management, supervision and site set up.
C) The DAPS Project Manager used their expertise in quality and assurance management to develop targeted assurance processes and manage the implementation of quality systems throughout the design and construction phases. Document and revision control was managed and controlled by the project team. Inspection and test plans were produced for all works activities and were reviewed by the DAPS Project Manager. Handover documentation was produced in line with the Project Assurance Plan and was populated as the works progressed. LUL stakeholders were asked to agree the format of handover information and issued with the live document as the works progressed. This controlling of quality throughout the project ensured that there were no significant defects on the job and handover was achieved quickly following completion of works on site. This provided savings in time related costs for management at the end of the project.
Risk Management:
The DAPS Project Manager managed a risk register for the project on behalf of Birse Metro. Risks were reviewed regularly and mitigation measures discussed and agreed with London Underground. As part of a proactive approach contractual ownership of the risk was considered only once the best mitigation measures were identified. The DAPS Project Manager used their construction management expertise to manage construction risks at design stage. They carried out regular buildability reviews of the design to ensure that construction methods were considered and compatible with the design. The DAPS Project Manager used their expertise in commercial management to allocate risk during the procurement process to the parties best able to mitigate it. DAPS managed the procurement process for the project by producing a procurement strategy for each works package and overseeing the tender evaluation process. Areas where specialist contractors were best placed to carry out detailed design were let as design and build packages.
In summary this project demonstrates the broad range of professional competencies and experience available within our company to manage design and build multi-disciplinary projects with a combination of refurbishment and new build.
