Front End Planning is arguably the single most important process in the building project life cycle and the one that often gets least attention. The front-end planning process defines the project.
Hayes Higgins Partnership is focused on creating strong, early links between the business or mission need, project strategy, scope, cost, and schedule and maintaining that link unbroken throughout the project life
The decisions made in this phase constrain and support all future actions and may determine the ultimate success or failure of the project.
Stakeholder Management is an important discipline used to win support from others. It helps them ensure that their projects succeed where others fail. Stakeholders varying levels of power/ influence may bestow to third parties the ability to derail, improve or delay project outcomes.
There are two major elements to HHP’s approach to Stakeholder Management:
The benefits of using a stakeholder-based approach are that:
One can use the opinions of the most powerful stakeholders to shape one’s projects at an early stage. Not only does this make it more likely that they will support one, their input can also improve the quality of ones project.
Gaining support from powerful stakeholders can help to win more resources - this makes it more likely that one’s projects will be successful.
By communicating with stakeholders early and often, one can ensure that they know what one is doing and fully understand the benefits of the project - this means they can support it actively when necessary.
One can anticipate what people's reaction to the project may be, and build into the plan the actions that will win people's support.
Hayes Higgins Partnership are regularly engaged to prepare site constraints / opportunities report completed in the form of SWOT analyses to ensure informed and well considered site option decisions are reached by clients.
The identification of appropriate procurement route is a key part of the project outcome management toolbox and the approach of HHP is to;
Identify and analyse project, and particularly client, requirements and objectives.
Identify and evaluate procurement solution options for complex building works, discussing their characteristics and especially their strengths and weaknesses.
Apply a risk management approach to the analysis of a construction project in support of the procurement route decision-making process.
Analyse and take into account any requirement for specialist works before deciding on a procurement strategy.
Advise on the most appropriate procurement solution for a given set of project objectives.
Decide when to take specialist advice on issues beyond their competence.
Anticipate the problems that may commonly arise in the construction procurement process, taking appropriate steps to avoid them or deal with them.
HHP in our capacity as front end strategic planners, advise on the appropriate choice of professional taking account of the specific demands of a project focussing on people’s strengths and managing their weaknesses.
The advent of the 2007 new form of contract has added a significant dimension to the options available to the client because the perception exists that the old forms RIAI,IEI,FIDIC,JCT, have not served the taxpayer well.
The new form of contract:
1. Reflects latest thinking in project and risk management
2. Is clear in wording and allocation of risk
3. Recognises development of new procurement methods such as design and build
4. Supports the certainty of outcome in terms of cost, quality and programme
6. Enables Identification, Analysis & Management of PPP and JV Partnersv