Category: Press

01 May 2018

CGT Catapult Manufacturing centre opening!

CGT Catapult manufacturing centre opening!

by Rob Burborough

3PM are very proud to be involved in this significant game changing science project. It is the first in the world of its kind and will significantly change the landscape for Cell and Gene therapy in the future across the globe. 

We were commissioned to  Project Manage and Contract Administer this complex GMP compliant collaborative cleanroom facility from inception through to completion and into operational readiness on.

We were trusted advisors to the CGT leadership team and provided a full turnkey Project and Cost Management service with our design team partners. The success of this Innovate UK funded industry recognised project for CGT is due to the cohesion of this turnkey offer.

The grand opening  took place in Stevenage last week and was attended by over 100 guests from academia and science industry, including the Business Secretary Greg Clark and Science Minister Sam Gyimah.

For more details on the project, you can view our project profile here . If you would like to find out more, you can see CGT press release here.

28 Feb 2018

University of East Anglia Case Study

University of East Anglia Case Study

by 3PM

3PM recently collaborated with Resolex, Richard Bayfield & John French at the University of East Anglia to produce the attached Case Study.  This shows our innovative approach to the management of risk & gives demonstrable evidence of the techniques success.

“Research from the University of East Anglia shows how earlier identification of risks can save time and money on projects…”

 

Click to the links below to read the full articles.

05 Feb 2018

APM – Contracts and Procurement

APM - Procurement Strategy

by 3PM

At 3PM our team members are actively involved in the wider construction and property industry; including representations on expert panels, sitting on industry committees and holding volunteer positions within varied organisations. These roles contribute our combined wealth of experience to the industry knowledge pool, as well as providing the benefit of experience gained from these forums back into our business for the development of the 3PM Team.

3PM Partner James Buckley-Walker is a Committee Member and Secretary of the APM’s Contracts & Procurement Special Interest Group (SIG), who represent a wide group of APM members from many industries and sectors coming together to share their knowledge and experience in the world of procurement and contracting.

The SIG recently released their Guide to Contracts & Procurement, which is the APM’s bible for all you need to know to set up your project for success. The Guide covers all the key stages throughout the project life cycle from concept and feasibility stage; devising the project procurement strategy and contracting strategies; selection of providers, preparing, awarding & managing the contract; and through to contract closure, operations and support.

At the launch event of the Guide last July, James presented the Project Procurement Strategy chapter, where he discusses the considerations of how to break a project down into different contract packages, determining the nature of the relationship sought with the Provider, which in turn forms the starting point for how you select the Provider, and then further outlines contracting strategies including allocation of risk & reward and obligations for each package.

This chapter is the third video released from the launch event, of which more chapter presentations will be progressively released over the year.

You can watch the video on the link below.

30 Aug 2017

Audit – Critical friend or foe

Audit – Critical friend or foe

by Patrick Watson

We have all experienced that dreaded situation – the auditor is here…! He / she arrives armed with a tick box check list, and all too often a similar mentality. The findings are presented on the basis of a pass / fail score with the inevitable negative residual impact on the team members.

So how can you turn this into a positive, lesson learnt experience aimed at feeding back to the team alternative approaches for consideration?

3PM have been engaged in a number of project and internal estate team reviews over the recent years and set out below the simple guidelines & ethos we adopt: We aim to change the audit process and make it more a positive experience.

Set the right Cultural Environment

The Auditor must adopt a facilitative mind set, the role should be to explore the available information, present back the facts in a clear and measured way. Listening is our biggest asset to ensure the team’s views are fully represented. We initially hold a pre-audit workshop where we seek from the key team members their views and engage them in the process from day one.  This gives the team a voice, creates the feedback loop and starts to break down the barriers.  We use this session to set out our approach and “tell them what we are going to tell them”.

Our stance is to seek solutions to each issue and not just identify the challenges.

Approach

We adopt the Pre-mortem concept – where the auditor initially takes the team (supplemented via desk top document reviews) through a period of reflection, drawing out the issues – no matter how big or small. From here we apply the worst case scenarios or a “brainstorm of doom” assuming what can go wrong and will go wrong.  This is undertaken by 3PM independent from the main team based on our findings and allows us to generate a picture of the challenges ahead and what could go wrong.

We then pick the Top 10 issues, drawing on our experiences of common project failures to ensure we pick up the areas where the biggest risk impacts on the project can occur.

Initial focus is on the “show-stoppers” and those areas where from experience problems are likely to occur. These areas are generally known by the project team but day-to-day pressures drive the team’s attention into other aspects.  One key role of the 3PM auditor is to highlight those concerns that are outside of the project delivery team’s control.  Typically these relate to lack of leadership, governance and clarity in the expectations of the desired outcome.

Following this phase we now do what 3PM does best: solve complex problems.

Our approach is always to keep the focus on the strategy and then dig into the detail to test and validate the approach. Once the problem is highlighted experience shows that the team will generally work to resolve it.

Feedback

We then phrase our feedback as a recommendation, explaining why we have concerns, what we believe is required and then summarising our specific recommendation and give each a priority (Immediate – longer term). This is tempered so that the reader to the report does not react to the ranking.  Traditional RAG status give an over emphasis on the RED issues.  Our feedback is delivered in the written form and then followed up by an open discussion to allow the team to acknowledge the actions proposed or to justify why they do not believe the recommendation is valid.