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1 Facilities and Services Divisin Prcess Definitin: Prjects 1. SUMMARY Prcess Definitin: Prjects 1.1. This dcument defines the prject management and delivery prcess. This summary intrduces the fur main stages f prject delivery f; Initiatin, Planning, Executin and Clsure The relatinship between this prcess and the ther prcesses within the Facilities and Services Divisin (F&S) management system is illustrated in the prcess flw map included in the Quality Manual. 2. REVISION AND APPROVAL Rev. Date Nature f Changes Apprved By 0 05/12/2016 Original Issue Neill Daly 3. PROCESS DEFINITION 3.1. The Prjects Unit is respnsible fr the initiatin, planning, executin and clsure f capital, built and natural envirnment prjects (Prjects) Prjects and capital wrks activities are wrks undertaken t create a new asset r space, r t change the use, functin r layut f an existing asset r space Prjects may include: prvisin f new building infrastructure; the prvisin f new r refurbished fixed r lse furniture and equipment assciated with and integral t a building; prvisin f site infrastructure assciated with and integral t a building, such as a new electrical sub-statin, new lift, new water main r new landscaping; and/r renvatin f an existing building r space. 4. BUSINESS UNIT PROCESS OBJECTIVES AND METRICS 4.1. The Prjects Unit bjectives and metrics have been derived frm, and align with, the Gals detailed in the F&S 2016 Strategic Business Plan The bjectives fr Prjects Unit prcesses are defined in detail belw and reviewed during the cnduct f quarterly management reviews; see the dcumented prcedure Management Review In additin, each prcess bjective has at least ne metric (r KPI) with which management can measure the effectiveness f the Business Unit prcess. These are als defined belw and reviewed quarterly in recrds f management reviews. Page 1 f 22

2 Facilities and Services Divisin Prcess Definitin: Prjects Objective 1 Implement a Prject Initiatin Prcess (Meets F&S Divisinal Gal 1) Team Tasks KPI Lead By By When Review existing prject delivery dcumentatin Develp prcess guidelines fr client prject requests Develp Prject Initiatin Template Prject Unit staff t engage with clients during Template preparatin All (majr) Prject Initiatin Requests cnsidered and recmmendatins prvided t Executive Directr, Administratin and Planning Existing psitin f F&S and ANU prcesses identified and dcumented Draft Prcess develped; Prcess use and enhancement Template develped and Prject Initiatin Prcess utilised Engagement f clients requesting prjects be cmmenced, receipt f Prject Initiatin Templates Prvisin f internally develped return brief fr University Executive cnsideratin AD, P Q AD, P Q Team Team Onging thrugh t Q Onging Onging AD, P Q2, 2017 Objective 2 Implement a Prject Management Methdlgy and dcumentatin (Meets F&S Divisinal Gal 2) Team Tasks KPI Lead By By When Existing dcumentatin review Preparatin f summary stages and key activities fr each phase f the Methdlgy Identificatin and preparatin f detailed stages, activities, inputs and utputs t prject resurce/s Preparatin f client infrmatin and summary infrmatin requirements relating t prject stages and activities Existing psitin f F&S and ANU prcesses identified and dcumented Alignment f prcesses with Central prcurement Stages and Steps identified and dcumented Client engagement, invitatin t engage and present with GMs with a view t enhancing the infrmatin AD, P Q AD, P Q AD, P Q Team Onging Page 2 f 22

3 Facilities and Services Divisin Prcess Definitin: Prjects Objective 3 Prject gvernance and hierarchy t be standardised (Meets F&S Divisinal Gal 3) Team Tasks KPI Lead By By When Establishment f prcess, guidelines and Terms f Reference (TR) fr Prject Steering Cmmittee (PSC) Existing psitin f F&S and ANU prcesses identified and dcumented AD, P Q Establishment f prcess, guidelines and TR fr Prject Cntrl Grup (PCG) Existing prcess and dcumentatin develped fr use in repeatable prcess Team Rll-ut nging thrugh 2017 as new prjects cmmence Establishment f prcess, guidelines and TR fr any additinal grup(s) - details t be added. Outline dcumentatin develped fr use by Cnsultant prviders (External Prvider) Business as usual 5. PROCESS OWNERS AND RESPONSIBLE PARTIES 5.1. The wner f this prcess is Assciate Directr, Prjects. The Assciate Directr ensures that prjects are delivered in a manner cnsistent with institutinal pririties and als within apprpriate legislative and statutry framewrks The Assciate Directr prvides advice t senir staff acrss all areas f the University n the planning, delivery and management f prjects. The Assciate Directr wrks clsely with members f the F&S Senir Management Team (SMT), heads f Clleges, and ther Service Divisins and ther significant internal and external stakehlders t develp and apply plicies and strategies and t achieve apprpriate levels f service delivery The Assciate Directr, Prjects is respnsible fr: Leading and managing the planning and delivery f the capital wrks prgram including prjects, cnstructin and cntract management fr the University and all f its remte sites ensuring that all prcesses are in cmpliance with the relevant legislatin including wrk, health and safety. Wrking in cnjunctin with the Assciate Directr Maintenance and ther staff as apprpriate t mnitr and cntinually imprve framewrks, systems and prcesses fr the delivery and management f the infrastructure and assets cnsistent with the asset cycle mdel. Exercising financial and budgetary cntrls, including delegatins, t ensure capital prjects are delivered within agreed budgets fr all funding surces. Leading, managing and delivering the efficient prvisin f prjects t enhance the student and staff experience. Establishing and maintaining strng wrking and effective relatinships within the Divisin and with key stakehlders. Page 3 f 22

4 Facilities and Services Divisin Prcess Definitin: Prjects Leading and mentring the Prjects team t ensure prjects are delivered in a timely and cst effective manner and in accrdance with University pririties and budgetary allcatins. Cntributing t the effective management and cntinuus imprvement f the Divisin, mdelling gd behaviurs and ensuring effective service delivery that meets the requirements f the ANU plicies and prcedures. Playing a key rle in enabling best business practice/prcesses, service delivery and implementatin f efficient systems. Participating in, and when necessary Chairing, relevant meetings and Cmmittees bth within and utside the ANU. Cmplying with all ANU plicies and prcedures, and in particular thse relating t wrk health and safety and equal pprtunity. 6. TYPICAL PROCESS INPUTS 6.1. The typical required inputs fr the Prject Delivery team prcesses are: The fllwing technical infrmatin and dcuments are required as inputs fr each f the fur stages f the Prject Delivery prcess: Stage 1 Prject Initiatin 1.1 Prject Initiatin Prject Initiatin Dcument Prject Assessment Criteria Internal investigatins and assessment 1.2 Prject Start-Up Risk Register Template Stage 2 Prject Planning Establish Prject Steering Cmmittee (PSC) Terms f Reference (TR) PSC nminatins and Cmmittee establishment 2.1 Prject Scping and Prgramming Establish Prject Cntrl Grup (PCG) Terms f Reference (TR) PCG nminatins and Grup establishment User Requirements, including Equipment List Draft and issue (via RFP/RFT) Principal Cnsultant / Prject Manager Cmmissining Brief Cmmissin (via RFP/RFT) Quantity Surveyr (QS) QS Estimate f Stage Cst Request fr Budget Increase r Scpe Decrease (if Brief Stage Cst is mre than Indicative Cst) Page 4 f 22

5 Facilities and Services Divisin Prcess Definitin: Prjects 2.2 Cnsultant / Prject Manager Cmmissining Draft Cntracts 2.3 Feasibility Study r Prject Brief Optins paper and Outline Prpsal Feasibility Reprt including Service Investigatins and QS Cst Estimates Updated Risk Register Scpe f Wrks dcument fr PSC apprval Stage 3 Prject Executin 3.1 Preliminary Sketch Planning Apprval t Prceed frm PCG/PSC/CDC/CPC Statutry engagement and/r submissins 3.2 Final Sketch Planning (and Tender Dcumentatin) Apprval t prceed t next Stage and/r increased budget apprval (if required) 3.3 Tender Statutry engagement and/r submissins Prcurement Strategy implemented with prcurement f services f Principal Cntractr and/r Prject Manager where Principal Cnsultant is either nvated r retained by the ANU Natinal Capital Authrity Wrks Apprval (and/r ther statutry applicatin) QS Pre-tender estimate 3.4 Cnstructin Signed Cntract/s Apprval t prceed frm Financial Delegate with transfer f funds (if tender price exceeds funds available) Activity n prject site Stage 4 Prject Clsure F&S Prject Crdinatr established as Principals Nminee/Representative fr all and any cmmunicatins frm Principal Cntractr / / Prject Manager / Principal Cnsultant fr the ANU. 4.1 Hand Over / Practical Cmpletin Onging cmmunicatins frm Principal Cntractr / / Prject Manager / Principal Cnsultant Prject Crdinatr t ensure advance cmmunicatins fr all ANU affected technical areas and prviders where prject activity will impact peratins. Practical Cmpletin Certificate Release 50% f security Operatins and Maintenance (O&M) Manuals Page 5 f 22

6 Facilities and Services Divisin Prcess Definitin: Prjects Descriptin Training 4.2 Defects Liability Perid Final Certificate Financial Summary Resurces needed: Efficiency and prductivity tls fr the purpses f prviding greater mbility, utput and cnnectivity when away frm primary wrkplace. Minimum sftware requirements include access t full MS ffice suite, basic sftware t interrgate drawings and recrds management tls Office develped apprach t wrkfrce planning cnsistent with F&S reprting requirements Office develped apprach t prject management cnsistent with University plicy and prcess and enhanced prbity measures Resurces - Mbile telephne - Wireless netwrk access - Tablet / Mbile devices - Wrd, Excel, Prject, Outlk - *DWG/DXF file viewers - *ERMS, *ES Financials - Prjects Register - Skills Register T be develped *Includes a reasnable level f training and nging skills develpment t maximise ptential uptake f current and emerging technlgies and wrk practices Persnnel needed: Psitin Level Senir Manager (SM) Level 3 SM Level 1 SM Level 1 SM Level 1 SM Level 1 ANU Officer Level 8 (ANU 08) ANU Officer Level 8 (ANU 08) Psitin Title Assciate Directr, Prjects Senir Prject Crdinatr Prject Crdinatr Prject Crdinatr Prject Crdinatr Prject Crdinatr Planning and Prjects Officer 7. TYPICAL PROCESS STEPS 7.1. The fllwing prcess flw diagrams detail the typical prcess steps invlved in prvisin f Prject Delivery services t F&S clients: Stage 1 Prject Initiatin QMS-FS-PRF Prject Identificatin and Assessment QMS-FS-PRF Prject Start-Up Stage 2 Prject Planning QMS-FS-PRF Prject Scping and Prgramming Page 6 f 22

7 Facilities and Services Divisin Prcess Definitin: Prjects QMS-FS-PRF Cnsultant / Prject Manager Cmmissining QMS-FS-PRF Feasibility Study r Prject Brief Stage 3 Prject Executin QMS-FS-PRF Preliminary Sketch Planning QMS-FS-PRF Final Sketch Plan and Tender Dcumentatin QMS-FS-PRF Tender QMS-FS-PRF Cnstructin Stage 4 Prject Clsure QMS-FS-PRF Hand Over / Practical Cmpletin QMS-FS-PRF Defects Liability Perid Cntract Develpment QMS-FS-PRF Preparing Capital Wrks Cntracts Page 7 f 22

8 Facilities and Services Divisin Prcess Definitin: Prjects 1. Prject Initiatin: 1.1 Prject Identificatin and Assessment QMS-FS-PRF _Revisin 0_ Client Start Cmprehensively fill ut Prject Initiatin Template Prject Initiatin (PI Template Prject Initiatin, Return Brief, QCA and CPC Recmmendatins End Prject Delivery Acknwledge receipt Undertake initial investigatins in line with assessment criteria Priritise using assessment criteria Develp Return Brief (RB) including Quantitative Cst Analysis (QCA) A/D Prjects Prject Initiatin (PI), Return Brief (RB), and QCA Review dcuments against criteria, determine pririty / recmmendatins fr CPC Directr F&S Prject Initiatin, Return Brief, QCA and CPC Recmmendatins Endrse Prject Initiatin / Return Brief, QCA and CPC recmmendatins Page 8 f 22

9 Facilities and Services Divisin Prcess Definitin: Prjects 1. Prject Initiatin: 1.2 Prject Start-up QMS-FS-PRF _Revisin 0_ A/D Prjects Start Identify Prject Crdinatr Draft Prject Steering Cmmittee (PSC) Membership Membership f Prject Cntrl Grup (PCG) agreed Cnvene PCG END Directr F&S PSC Membership agreed Prject Crdinatr Define Prject Admin Prcedures: Prcurement / Cmmunicatins / Change Management / Cnsultatin / Organisatinal Identified, prject time-line develped Cmmence Prject Risk Register NCA requirements reviewed Agree PSC perating methd Prject Steering Cmmittee Prject Reprt t PSC Agree Prject meeting schedule Page 9 f 22

10 Facilities and Services Divisin Prcess Definitin: Prjects 2. Prject Planning: 2.1 Prject Scping and Prgramming QMS-FS-PRF _Revisin 0_ A/D Prjects Prject Crdinatr Start Draft Prject Brief & RFI dcumentatin Review Prject Brief & RFI dcumentatin Open relevant Prject File(s) Request Budget Cde ( F&S Finance) Appint QS Define Prject Requirements Wrk with PCG t dcument prject specific expectatins f cnsultant/prject manager Cnsult Insurance staff (if req d) Prepare Cnsultant/ Prject Manager Cmmissining Brief Endrse Cnsultant / Prject Manager Cmmissining Brief End Identify apprpriate cntract t be used Engineering and Technical Services Define prject technical requirements Quantity Surveyr Develp Cst Estimate Revise Cst Estimate (if req d) Page 10 f 22

11 Facilities and Services Divisin Prcess Definitin: Prjects 2. Prject Planning: 2.2 Cnsultant / Prject Manager Cmmissining QMS-FS-PRF _Revisin 0_ Client Client interactin Client interactin Prject Crdinatr start Establish Assessment Panel t select / appint a Cnsultant r Prject Manager Develp Request fr Fee (RFF) r Cmmissining Brief (CB) dcumentatin Select Cnsultant using RFF r CB evaluatin criteria Release RFF r CB EOI dcumentatin Prepare Cntract and Negtiate Terms Draft Cntract Sign cntract with successful cnsultant/prject manager End A/D prjects Review Assessment Panel and RFF r CB EOI dcumentatin Review Cntract, endrse/amend as necessary Cnsultant / Prject Manager Respnd t RFF r CB EOI dcumentatin Negtiate Terms Sign Cntract Page 11 f 22

12 Facilities and Services Divisin Prcess Definitin: Prjects 2. Prject Planning: 2.3 Feasibility Study QMS-FS-PRF _Revisin 0_ Client Client must actively manage this Client interactin Start Advise cnsultants and PCG f prpsed timetable Cnfirm Cmms expectatins incl. between staff and sub-cnsultants Cnsultatin with ITR, WEG, ETS required Preparatin f preliminary services design brief Establish Outline Prpsal csts fr ptin(s) Prject Crdinatr Prvide Cnsultant details f expectatins Identify changes t Client wrk practices, Org structure, etc Review Risk Register and develp prcess fr its review and update Establish reprting timetable t PCG and PSC Review Envir ESD & ther infrastructure reqts Building and Site services cnsidered Reprt frm feasibility study prvided t PCG END A/D Prjects Cnsultant Obtain prgram and details f expectatin Review changes Cnsultant Interactin Develp & present ideas / cncepts / ptins (PSC referral t CPC) Review and Endrsment Page 12 f 22

13 Facilities and Services Divisin Prcess Definitin: Prjects 3. Prject Executin: 3.1 Preliminary Sketch Planning QMS-FS-PRF _Revisin 0_ PGC/PSC Cnsultant Client Prject Crdinatr Quantity Surveyr Start Recnvene PCG Update Risk Register Review status f wrk r Org changes by Users Cnfirm Spatial relatinships within buildings Cnfirm SR and expectatins with Cnsultant/PM Review f Feasibility Reprt r Prject Brief END Prepare flr plans and elevatins fr cmment Build up PSP cst plan Review Envir, ESD and ther infrastructure requirements Within budget - PSC apprve prgressin t the next stage Outside budget - PSC t Advise Liaise with planning authrities (NCA, etc) Review Envir, ESD and ther infrastructure requirements Yes N Within Budget? Review and cmpare PSP cst plan Prepare End Stage Reprt fr PCG/PSC PCG/PSC review End Stage Reprt, Risk Register and PSP Cst Page 13 f 22

14 Facilities and Services Divisin Prcess Definitin: Prjects 3. Prject Executin: 3.2 Final Sketch Planning and Tender Dcumentatin QMS-FS-PRF _Revisin 0_ Prject Crdinatr Circulate Dcuments fr cmment Returned services brief signed ff Flr Plans t Space Mgt fr allcatin f rm numbers Certificatin that plans and specs cmply with all required standards Prvide End Stage Reprt and Risk Register t PCG/PSC END Seek agreement t call tenders Cnsultant ID dc required fr tender & preferred methd f tendering Review engineering services design brief Risk register review and update PCG/PSC PCG t review layut and cmpliance with data sheets Dcumentatin review at 90% review by select PCG members End Stage Reprt and Risk Register PSC t agree reductins & advise SMG r, after review agree cst increase, then refer t delegate ET&S Revised engineering services design brief prepared A/D Prjects Cst Plan within Budget NO Reprt t PSC: Seek apprval t vary budget YES Quantity Surveyr Cncurrently build up Tender Dcument csts Dcumentatin Review including QS reviews at 50% Page 14 f 22

15 Facilities and Services Divisin Prcess Definitin: Prjects 3. Prject Executin: 3.3 Tender QMS-FS-PRF _Revisin 0_ Start Prject Crdinatr Requests fr Infrmatin and issue f addenda's Tender pening Bard Negtiate with lwest tenderer Require Additinal funding? N Prceed t develp cntracts Advise F&S Prepare cntract/ PO End Yes Tender Bard Tender Bard t recmmend an ptin fr PSC N PCG/PSC PSC accept Recmmend -atin? Yes RFT respndents Prepare and submit Tender Respnse Cntract Negtiatins Page 15 f 22

16 Facilities and Services Divisin Prcess Definitin: Prjects 3. Prject Executin: 3.4 Cnstructin QMS-FS-PRF _Revisin 0_ Start Internal Start Wrk Ntice - Wrk Begins Send t mailing list including apprpriate building users abut wrk ntice Establish reprting time table with PSC Crdinate initial site meeting Enfrce Hld Pints: - Advise ANU f all RFI s, Variatins, site instructins etc. -Assess variatins against risk register Prject Crdinatr Cntractr Dcuments Required Building/Plumbing permits t be btained Maintenance f incident reprt Review PO s and issue new nes t ensure that additinal funds are available t pay invices End N YES Risk Register review and update Yes Apprval f Variatins Cnsultant Supprts in management f building and plumbing permits Minutes recrded and frwarded t PC fr circulatin Cmmunicatins Cntractr Prvide: -Insurance details - Site Safety Management Plans -Bank Guarantees, etc; Prir t first payment Site Meeting. Prgramme f meetings t be arranged and circulated at first site meeting Page 16 f 22

17 Facilities and Services Divisin Prcess Definitin: Prjects 4. Prject Clsure: 4.1 Hand Over / Practical Cmpletin QMS-FS-PRF _Revisin 0_ E&TS Cntracter Cnsultant Client Quantity Surveyr Prject Crdinatr Pre-Practical Cmpletin site meeting (Prir t anticipated practical cmpletin date Remind all cntractrs f the requirements fr practical cmpletin Preparatin f preliminary defects list Preliminary defects addressed Maybe present during the cmmissining Cmmissining f plant and equipment E&TS Invlvement may be required Prvide reprt n prject management and budget issues t PCG/PSC within 3 mnths f practical cmpletin Practical Cmpletin Meeting Preparatin f emergency evacuatin plan Review register cncurrently and reprt prject utcme t SMG Certificate f Occupancy issued Defects list generated Review f funding psitin Release f first retentin Practical Cmpletin Certificate Hand Over f keys (T F&S staff) Prvided a check list by F&S fr client t update ITR Final End Stage Reprts t PCG/PSC Page 17 f 22

18 Facilities and Services Divisin Prcess Definitin: Prjects 4. Prject Clsure: 4.2 Defects Liability Perid QMS-FS-PRF _Revisin 0_ Client Attends Final inspectin E&TS One mnth prir t end f DLP inspect wrk Final inspectin (Cntributrs: PC, Cnsultant, Cntractr) Prject Crdinatr Pst Occupancy Evaluatin Receive final certificate Release f secnd retentin Finalise prject files Clse prject financial accunts Cnsultant Services Review Cntractr Rectificatin f initial defects ID defects r nrmal wear and tear in DLP Page 18 f 22

19 Facilities and Services Divisin Prcess Definitin: Prjects Preparing Capital Wrks Cntracts QMS-FS-PRF _Revisin 0_ Identify apprpriate Cntract and cllate the fllwing dcuments Cmplete Cntract Annexures r Schedules fr the chsen Cntract Prepare Executin Pages (incl. Cntractr s details) Number all pages f the Cntract Dcument Cnslidate Cntract as ne using Adbe Prfessinal Print and Bind Tw Sets f the Cntract fr Signature Place Sign Here stickers n the relevant pages f the Cntract Prject Crdinatr Executin Pages, Terms & Cnditins f Cntract, Cntract Annexures Parts A & B, Cnstituent Dcuments, Scpe f Services, Scpe f Wrks, Cntractr Tender Respnse / Submissin and/r Frm f Tender and Tender Schedule, any negtiatins/revisins t the Frm f Tender, Specificatins incl. Preliminaries, General requirements, Trade Sectins and Prject Handver Guidelines, Drawings, (If applicable) Request t Sign Cntract Dcument, Tender Summaries, Risk Assessment(s), Tender Bard Recrd, Legal Mem, Purchase Order Requisitin Prvide Cntract and Supprting Dcuments t A/D Prjects Raise Purchase Requisitin fr Cntract Amunt Prepare supprting dcumentatin Issue 2 x sets f Cntract with Successful Advice Letter t Cntractr Save the Cntract t the apprpriate Server/Flder lcatin Scan signed pages f Cntract int sftcpy held n server F&S Finance Manager Sign Funds Available Certificate n Request t Sign Cntract Frm End DIR F&S & A/D Prjects A/D Prjects review Cntract and Supprting Dcuments Directr F&S endrse Cntract and Supprting Dcuments Cntractr Sign bth Cntracts. Return 1 x fully executed and dated Cntract t ANU Page 19 f 22

20 Facilities and Services Divisin Prcess Definitin: Prjects 8. TYPICAL PROCESS OUTPUTS 8.1. The typical results (utputs) f the Prject Delivery prcess are as fllws: Stage 1 Prject Initiatin 1.1 Prject Identificatin and Assessment Return Brief and cmpleted Prject Initiatin dcument including quantitative cst analysis Prject Rating using prject assessment criteria PSC TR and Membership Nminatins 1.2 Prject Start-Up Risk Register Prject Steering Cmmittee Apprval t Prceed Stage 2 Prject Planning 2.1 Prject Scping and Prgramming Cnfirmed prject requirements QS Cmmissined QS estimate f Stage Cst 2.2 Cnsultant / Prject Manager Cmmissining Principal Cnsultant / Prject Manager Cmmissined 2.3 Feasibility Study r Prject Brief Recmmended ptin and Outline Prpsal Cst included in Feasibility Reprt Reprt int service investigatins included in Feasibility Reprt Risk Register updated Finalised scpe f wrks signed ff by PCG Budget cnfirmed Stage 3 Prject Executin Apprval t Prceed frm PCG/PSC/CDC/CPC 3.1 Preliminary Sketch Planning Cnfirmatin f spatial relatinships, brad cncept designs, includes services Preliminary Services Design Brief Preliminary ESD reprt QS Preliminary Sketch Plan cst estimate Page 20 f 22

21 Facilities and Services Divisin Prcess Definitin: Prjects Apprval t prceed frm PSC 3.2 Final Sketch Planning (and Tender Dcumentatin) Tender dcumentatin Return Services Brief Certificatin frm Cnsultant / Prject Manager ANU checks at 50% and 90% QS checks at 50% and 90% 3.3 Tender Natinal Capital Authrity Wrks Apprval QS Pre-tender estimate Tender negtiatins Signed cntract/s 3.4 Cnstructin Stage 4 Prject Clsure Activity n prject site Onging cmmunicatins frm Cntractr / Prject Manager / Principal Cnsultant 4.1 Hand Over / Practical Cmpletin Pre-hand ver draft Operatins and Maintenance (O&M) Manuals instigatin f pst-cmpletin requirements discussin Cmpleted prject which meets user needs Practical Cmpletin Certificate Operatins and Maintenance Manuals Training Financial Summary Release 50% f security 4.2 Defects Liability Perid Prject finalisatin Final Certificate Release balance f security Pst Occupancy Evaluatin Page 21 f 22

22 Facilities and Services Divisin Prcess Definitin: Prjects 9. RELATED RISKS 9.1. The fllwing risks are identified related t this prcess Management may elect t cnduct a frmal risk assessment fr any f these risks; the preferred methd f risk assessment is the ANU Risk Management Framewrk. Risk Likelihd Cnsequence Assessment Scre Mitigatin Pr cntract cmpliance and reprting Almst Certain Mderate High - Develpment f rbust, repeatable and scalable cntract prcurement prcess - Revised apprach t Prject initiatin - Develpment and delivery f prcurement training - Establish effective prject cmmunicatins - Implement repeatable and scalable, cnsistent prject delivery prcesses Capital wrks prjects nt effectively planned r executed Catastrphic Likely Extreme - Cnsistency in applicatin - Cmpliance with Central strategies and plans - Fster a culture f cllabratin - Manage client expectatins - Implement rigrus cmpliance reprting - Ensure effective prject planning - Develpment f perfrmance management tls - Alternate Delivery Methds cnsidered at hld pints Pr r ineffective reprting regimes Almst Certain Mderate High - Identify and implement prject delivery reprting requirements - Develpment f standardised reprting metrics - Validatin, cnsistency and reliability f data - Imprved data analytics supprting data mining and trend analysis Page 22 f 22