The Peninsula London*

As GM – Project Coordination and Governance, Mark provided advisory work for the project executive and team members on amending the company procurement rules, delegated levels of authority and bespoke approvals procedures to balance the conflict between executive control and development manager’s agility and ability to make decisions when required. Tiered approvals were then adopted allowing the development manager greater autonomy over expenditure for smaller, day-to-day variations and instructions, with a monthly aggregated threshold above which executive approvals were required.

Similar levels of authority and bespoke approvals procedures were proposed and adopted on subsequent projects to provide flexibility without compromising executive control, as part of a wider review and alignment of project governance standards.

The Peninsula London was designed in BIM, with Specialist BIM consultants that worked with the development team to deliver structured asset data in the form of COBie and developed a Digital Strategy for HSH to connect to multiple systems to enhance the digital solution. Mark then worked with the BIM consultants and the hotel groups’ operations and IT teams to take the construction BIM model and develop suitable smart buildings, digital twin and CAFM initiatives that could utilise the BIM model to 6D and provide a fully integrated platform for operations and maintenance activities.

The Peninsula Istanbul*

As GM – Project Coordination and Governance, Mark provided the project teams with critical programme assessment tools and techniques to determine the probabilities of forecast completions and handovers of the various shell-and-core facilities to enable the hotel teams to make progress. Mark also led in-country programme reviews with HSH’s JV partners, to get create understanding and buy-in towards a more realistic and achievable delivery programme.

 Capital Works Projects*

As GM – Project Coordination and Governance, Mark promulgated and developed a tiered assessment system for HSH’s Capital Works Projects, breaking budget applications into categories by degree of complexity and assigning them into business-as-usual / light PM / full projects team PM role categories. The assessment was undertaken during the annual budgeting cycle and the forecast cost and resource demands of the projects were then used to smooth resource spikes and contribute to a more manageable budget forecast.

Mark was instrumental in the top-down and bottom-up review of the wider projects teams’ roles and responsibilities, which differed according to the project ownership, context, and delivery model.

Mark also proposed the change from the operations-led risk assessment and review processes to one more appropriate for the highly complex project delivery environments. The revised risk management processes were rolled out to all capital works projects above a certain value and reporting was then aggregated and rolled up into a quarterly dashboard with trends and exceptions for the Group Risk Committee.

*Projects were undertaken for a different employer than Gowan Projects. For more details and examples please contact Gowan Projects