Services Methodology

Project management Overview

For all Projects, the critical requirement is to ascertain the Client’s exact requirements, budgetary parameters and their time constraints.  JCL International ensures that its Management Team and support staff know these requirements and work together with the Client to create solutions.

Project Execution Plan

The project execution plan is fundamental to the successful implementation of project management services. It sets out in a structured format the project scope, objectives, and priorities. The project plan provides the template for how the project objectives are to be achieved, by highlighting milestones, activities and resources required on the project.

JCL International’s approach to all projects is, first and foremost, to use the Project Execution Plan (PEP) to identify the objectives and requirements of the Project.

A typical PEP would include: 

For all projects the critical requisite is to ascertain the end user requirements and time constraints. By fulfilling these requirements, the finished works are completed on time, within budget, and to the expectations of the client.

Risk Mitigation Strategy

“Formulating strategy to manage the element of risk”

The element of risk can never be completely eradicated. However, through comprehensive risk management techniques the likelihood and impact of risk on a project program can be managed and mitigated.

Development of the risk management strategy takes place after the initial risk assessment stage. Risks deemed as being unacceptable or identified as potentially unacceptable will form the basis of the risk mitigation strategy. This allows control methods to be formulated and implemented over the whole project cycle along with the relevant reviewing mechanisms.

The basis for any risk management strategy would include:

It should be noted that the management of risk is an ongoing process throughout the life cycle of the project. JCL International conducts continuous risk assessment, control and reviews as the project develops, since risks are constantly changing. As a result risk management plans have to be flexible and adaptable to deal with risks as and if they should arise.

Transparency

“Giving the client the full picture over the whole project”

Whatever the management discipline within the project management scope, transparency is guaranteed to the client through company management structure, detailed reporting methods and procedures. With systems in place to check and countercheck, full clarity is achieved over the whole project cycle.

The tendering strategy and process administered on behalf of the client reflects the engrained transparency philosophy employed on all JCL Internationals project dealings. The high degree of scrutiny applied to all tender analysis and reviews, coupled with the fact that JCL International has no affiliation to brokers, designers, vendors or contractors means clients can be assured of best practice and value.

It is paramount during procurement and other activities to clearly define to the Client actual costs and savings.  JCL International’s procedures ensure accurate and timely cost reports are presented to the Client.  This report also eliminates hidden and unnecessary costs being passed on to the Client.

Project Management

“Providing the complete project management service in the Philippine and Asian markets”

Project Procedures

The Company’s management team ensure projects are completed and handed over on time, within budget, and completed to a consistently high standard.

Special emphasis is placed on:

JCL International never looses sight of the fact that each project has its own set of operational and off-site factors. These are identified prior to starting the project and dealt with in conjunction with the above standard procedures.

Schedule and certainty of delivery

“Accurate Scheduling is key for any professional project manager”

Once the end user needs have been identified within the PEP, a clear and concise method and timing of delivery must be agreed between all parties. This will be carefully documented and reported throughout the lifecycle of the project.

JCL International planning experts are normally deployed to fulfill this function. Their task is to program all necessary works for the project and provide weekly and monthly reports on progress.

To ensure adherence to schedule, JCL International planning shall forecast ahead to identify critical issues which require monitoring and control. This includes identification of long lead items, resource issues within the consultants and contractors and potential threats that may affect the timing and delivery of raw materials.

Schedule

Design Management

“Experienced management, with local knowledge, is required to complete a design process”

By applying a range of complimentary skills and local knowledge, JCL International can achieve full integration of design and construction to ensure that the design intent is implemented, within the cost plan and undertaken within project milestone completion dates.

Key tasks to achieve these are:

By adopting an integrated approach to design not only can project constructability be greatly improved, but potential design conflicts can be avoided.

Tasking Program

“What, Where, When and Why – JCL International’s Tasking Program contains the details”

A detailed accurate tasking program is an integral element to the formation of the project execution plan. Incorporating the design period, tender stage for consultants and contractors, procurement activities, construction schedule, migration activities and final project close out, the tasking program shows all relevant links and inter-dependency between activities.

The program is dependent on the date specified by the client for completion of the works and handover. This enables identification of the period of time allotted or required to accommodate all the key milestone dates of the project(s).

Project duration and key milestones dates critical to the project timescale are then entered into the program, providing the template for timely project delivery.

Administration of Contracts

“Coordination and control of the project – from inception to completion – JCL International has the resources to meet these demands”

JCL International have a developed and established set of controls to ensure that defined lines of communications are established and adhered to, relevant project procedures are developed and regular Project-coordination meetings are established and recorded. In addition, a full monitoring system will be established and agreed between all parties along with full demarcation of all roles and responsibilities. A full on-site representation throughout the construction period will be provided to ensure best practice, safety, and adherence to design intent.

Buildability Reviews

“Being there on site is different from standing in a design room – you need the processes in place to communicate why design changes are needed – JCL International puts those processes in place”

To avoid unnecessary risk to achieve cost, quality and time objectives it is essential to ensure that the design is integrated with current construction techniques, safety laws and practices.

JCL International will not let a design progress without consideration to economic design. This must be achieved without comprising structural integrity or aesthetics as that usually leads to either abortive design or unnecessary design change, and in the worse cases delays to the construction activities on site.

Contingency

“Plans and designs must be flexible to account for the realities encountered in day-to-day construction”

As part of JCL Internationals review of the project and the formation of the PEP, a contingency allowance must be made along with a Risk Analysis. The issues initially identified as most likely to cause delay are: inclement weather, local authority approvals, delivery of sourced materials imported from overseas, last minute design changes and installation of critical equipment to permit early testing and commissioning. JCL International can identify these and other potential risk elements at the very beginning of a project. This allows contingency plans to be put in place before problems or delays occur therefore preventing them impacting the overall project program.

Cost Control and Change Order Control

“The control of procurement and change costs is crucial to any Projects success”

JCL International operates an established change control system. A full change order control/implement procedure, with full owner authorization, is included in all cost reports before changes are implemented. JCL International cost control system has been proven to work in different project scenarios. This acts in conjunction with our ISO conformance set of project controls and quality procedures that enable all aspects of a project to be reported with full transparency.

When implementing a change JCL International ensures that the client makes decisions only when fully informed of the design, cost, function and program implications. Each and every change will be supported by sufficient information to enable the client to make considered decisions. Our management process and systems prevent decisions being made without applying the appropriate checks and balances before a supplier and contractor commitment is made

Operational Continuity

“Efficient operational continuity – In simple terms, keeping the wheels of the business turning”

When a project may impact the normal operations of a company – such as office relocation – a critical aspect is to ensure operational continuity. The completion of the construction must not impact on the company’s business. JCL International recognizes this fact and will assist in helping the clients employees to accustom themselves to the new workplace and equipment.

Where construction activities threaten to infringe on existing operations, business continuity can be achieved through detailed scheduling, allocation and management of resources. With a history of managing office and call center fit-outs in part operation buildings, JCL International has the skills and experience to deliver projects with the minimum of disruption to existing operations.

Preparation for Operational Readiness

Once construction for a project has commenced, JCL International will begin to prepare for the handover and operational changeover for the end user. Pre-planning will be the key to ensure that the changeover occurs with absolute smoothness. Key issues may be equipment to be moved rather than purchased, final occupation approvals from the local authorities, LAN formation and changeover, communications changeover, decommissioning of existing facilities prior to demolition works, staff awareness campaign, training, recruitment, local internal publicity and client awareness. JCL International is experienced and aware of all the aspects that need to be addressed for this transition.

Management Overview

“The end goal for JCL International is to represent value for money”

With a portfolio of projects that have been completed within the timeframe agreed, budget set and to the standard of quality required, JCL International has shown that by achieving the optimum balance between these parameters, value has been added to clients businesses.

In addition, the JCL International management philosophy ensures that works are executed without operational disruption and unnecessary cost, and in a fair manner. This allows the client to purchase the required goods and services at a fair and competitive rate and allows the services providers to bid in the knowledge that they are on a fair and even playing field with no favoritism.

Tel : (632) 890 9788  |  Fax: (632) 890 9596   |  Email: info@jcli.com
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