Case study: Raines Dairy

The Peabody Trust requested Clarson Goff Management to review the extent of delays and cost plan over-run on this modular development. Particular emphasis was placed on the application of partnering principles under the PPC 2000 contract.

The development comprised 61 units of 1, 2 and 3 bed accommodation for 'shared ownership' and live/work use, constructed from volumetric modules that were manufactured off-site.

The programme was found to be significantly more delayed than the forecast completion date, and substantial cost variations were being claimed that had not been managed in the manner that the partnering arrangement intended. Many of the problems stemmed from the discovery that a sewer, which was known to exist, was not in the expected location. Re-sequencing, redesign and delay of module installation into the winter season all then contributed to the problems encountered.

Clarson Goff Management were retained as Client Representative to oversee the contract to completion.

Specific Role:

Audit / Recovery
• Investigate progress, cost issues & likely completion date
• Assess compliance with PPC 2000 Contract
• Recommend options for recovery solution
• Re-programming to expedite completion
• Minimising further change instructions
• Monitoring works progress to achieve handover

Benefits to Peabody
• Mediation between contractors & designers
• Clear reporting of the extent of delays and costs
• Hands-on management of the remaining works
• Phased handovers to release sales revenue

Case study: BedZed

Clarson Goff Management were instructed by Richard McCarthy, then Chief Executive of The Peabody Trust, to undertake a comprehensive construction audit of the Beddington Zero Energy Development in Sutton, commonly known as 'BedZed'.

The Trust had become aware that shortcomings in procedural control measures were leading to significant cost and programme over-runs on this flagship development. Clarson Goff Management were asked to audit all aspects of the project management structure, the control and reporting procedures and the roles played by the professional consultants.

A detailed report was produced for the Trust Board, outlining the findings of the audit and making recommendations both for the BedZed project and for the Trust’s management control procedures.

Specific Role:

Investigation
• Examine all contract cost plans, progress reports and change controls
• Analyse chronology of changes in specification, scope and budget
• Informal interviews with all professional consultants

Reporting
• Executive summary
• Analysis of shortcomings in Peabody procedures, controls and reporting
• Roles, contributions and impact of the various professional consultants

Recommendations
• Revised management structure for remainder of BedZed Project
• Stringent new control, reporting and authorisation procedure/process