Management

Establishing a team of consultants is essential to delivering regeneration programmes. But how can this often disparate group of experts be pulled together to form a team working towards a common goal? Effective programme management is the key - from the first concept through to the smallest detail of the finished product. So here is a 10-point guide to successful programme delivery.

1 Vision

In order for a project to succeed, three ingredients are vital. It must have a clear vision, be worthwhile and be based on a real demand. In the context of major regeneration programmes, particularly those on long-neglected brownfield sites, there has to be a realistic demand for housing and associated facilities. Similarly it is not acceptable if there is a worthwhile vision based on demand, but which nobody understands, as this impairs the ability to deliver.

2 Leadership

Leadership is vital to ambitious regeneration schemes which often have a large number of stakeholders, all of whom must perform effectively and be in harmony if the project is to be successful. project management is not enough. There must be project leadership.

3 Delivery mechanism

The delivery mechanism comprises the organisation structure, the roles and responsibilities of each of the organisations and the procedures and systems they use. The delivery mechanism has a major impact on the efficiency and effectiveness of a project. Failure to get it right leads to extended lines of communication, gaps, overlaps and slow decision-making.

4 Teamwork

Successful projects cannot be delivered solely by effective delivery mechanisms. Ultimately, projects are made successful by a team of people pulling in the same direction towards a common goal. They look at matters outside of their immediate remit and they also step in to help others who might be struggling. Working in this way requires the right attitude and an understanding of the overall vision.

5 Programme

Successful projects invariably have a rigorous approach to programme. They do this by involving everybody so that the full scope of the project is identified at an early stage. There are many common mistakes of programming:

• The programme is overly optimistic. This undermines the credibility of the programme and causes delays by lowering morale, as nobody responds well to being asked to report their programme against a series of dates that were unrealistic from the outset.
• The programme is too generous in the time allowed to complete each task. This adds time and additional cost to projects and robs them of their dynamism. A good project programme creates drive but is not unachievable.
• Programmes are not used on a day-to-day basis to enable decisions to be made. Too often a programme is prepared because people know that a project needs one, but it is not at a level of detail that adds any value to the day-to-day management of the project. Programmes should be used rather than merely monitored.

Nobody responds well to being asked to report their programme against a series of dates that were unrealistic from the outset

Just as there is an inclination to ask for too much time to complete a task, there is also a tendency to ask for the budget to be over-generous. If this is taken at face value, the project appears to be unaffordable. Alternatively, the project budget is understated and the project is condemned to reporting that it is over budget throughout its duration.

When a realistic budget has been agreed, very rigorous cost control procedures should be applied.

7 Attention to detail

The scope for errors of omission, cost over-runs and delays is considerable on large, complex projects. The only way to reduce the risks is to pay attention to detail. Every aspect of the project should be analysed and incorporated in the appropriate process.

8 Effective decision-making

The success of a project depends on good decisions being made at the right time. The ability to make fast and effective decisions is dependent on a number of factors, such as leadership, structure, processes and communications.

9 Access to finance

Even with an established budget, the sheer scale of the finance required for major regeneration projects is such that it needs careful planning. If a substantial proportion is to be borrowed, the lenders will be seeking very robust information about the level of risk, the clarity of the initiative and the perceived added value which results.

10 Communication

Communication on large projects remains an elusive art. Delivering city-centre regeneration programmes has particular challenges because they invariably involve a wider range of organisations than conventional projects. Large and complex regeneration projects require a substantial communications structure on a number of levels. All organisations therefore need to play a key role in the communications structure.