Project Development and Delivery Plan by 81D57wIG

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FILE REFERENCE:


                  PROJECT DEVELOPMENT AND DELIVERY PLAN
                                            FOR
                              PROJECT [INSERT NUMBER]
                                     [PROJECT TITLE]
                                    [LOCATION & STATE]
PROJECT SPONSOR:          [INSERT HERE]
PROJECT VALUE:            $[X.YYM]
DOCUMENT DEVELOPED BY: [INSERT NAME HERE]
Executive Review and Approval
* Refer to ID Directive 16 for Executive Review and Approval delegations
 Endorsement
 I have reviewed and endorse this Project Development and Delivery Plan (PDDP) in
 accordance with ID Directive 16.




 Signed             NAME                          TITLE                      DATE


 Approval
 I approve this Project Development and Delivery Plan (PDDP) in accordance with ID
 Directive 16.




 Signed             NAME                         TITLE                       DATE




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               PDDP AMENDMENT LIST




No.   Change                  Approved by   Date
1.
2.
3.
4.
5.
6.




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                                                   TABLE OF CONTENTS


Purpose ...................................................................................................................................... 4
Background ............................................................................................................................... 4
Project Aim and Description ................................................................................................... 4
Previous Consideration ............................................................................................................ 5
Stakeholders .............................................................................................................................. 5
Issues and Risk Assessment ..................................................................................................... 5
Analysis of Contracting Strategies.......................................................................................... 6
Head Contract (Construct Only) ............................................................................................ 7
Head Contract (Design and Construct) .................................................................................. 9
Head Contract (Document and Construct) .......................................................................... 11
Managing Contractor Contract ............................................................................................ 13
Medium Works Contract....................................................................................................... 14
PPP........................................................................................................................................... 15
Summary of Analysis ............................................................................................................. 15
Recommended Contracting Strategy ................................................................................... 16
Procurement Requirements .................................................................................................. 16
Managing Contractor/Head Contractor (Construct Only), (Design and Construct) or
(Document and Construct) and/or Design Services Consultant [delete those
requirements that do not apply] ...... Error! Bookmark not defined.Error! Bookmark not
defined.
Other Services ......................................................................................................................... 21
Summary of Tendering Requirements ................................................................................. 21
Proposed Project Timetable .................................................................................................. 22
Approvals ................................................................................................................................ 24
Recommendation .................................................................................................................... 25




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PURPOSE


1.    The purpose of this Project Development and Delivery Plan for [INSERT PROJECT
NAME, PHASE ETC] is to identify:


      a.    the risks facing the development, approval and delivery of the project and the
            strategy for mitigation of these risks; and
      b.    the recommended strategy for the development and delivery of the project through
            the assessment of contracting strategies and required procurements.


2.    The attached Evaluation Plan at Annex A details all evaluation criteria for each
procurement activity for the Project and the policies and procedures which will govern the
evaluation of offers.

BACKGROUND


3.    Insert relevant background to the Project and or related projects.



PROJECT AIM AND DESCRIPTION


4.    This project will provide [INSERT OBJECTIVES AND DESCRIPTION OF
PROJECT].


5.    The key project milestones are as follows:
      a.    [INSERT PROJECT MILESTONES]
      b.


6.    If the above can be expanded, detail supporting information to the critical timeframes.
Note it is likely that the information provided here will change through the further definition
of scope upon producing the Strategic Business Case and the Detailed Business Case.



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PREVIOUS CONSIDERATION


7.   [Include detail on any previous consideration by higher Defence committees or
Government or approvals that the Project has already obtained.]

STAKEHOLDERS


8.   Key stakeholders for the project are identified in Table 1 below. The Stakeholder
Register will be maintained and updated throughout the development of the project.




                               Table 1: Project Stakeholders


Organisation                  Name                                Position




ISSUES AND RISK ASSESSMENT


9.   Periodic Risk Management Workshops will be key project milestones during the
development and delivery of the works. In the interim, an initial risk assessment was
undertaken by the project team based on the CSIR Pt 2 risk assessment. Detail the identified
risks, the ratings, and appropriate treatment/management strategies.


     a.    Budget
     b.    Scope
     c.    Time
     d.    Environmental
     e.    Design / Technical Risk
     f.    Operational Risk
     g.    Coordination Risk


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      h.    Commercial / Market Risk
      i.    Heritage Risk
      j.    ICT Risk


For Projects requiring funding level support from CIOG above $250,000, the following risk
management strategies are to be considered and tailored as appropriate for your project.

Example only:

ICT Risk

Site passive and active ICT will be affected by this project, which will need to install new
DRN, DVN, and DSN ICT. This project will require ICT support from Chief Information
Officer Group (CIOG) to a funding level above the $250,000 threshold warranting the
initialisation of an ICT Business Request (formerly DIEP). The ICT Business Request (DIEP)
will be initiated through CIOG for this project expediently after PDDP approval.


Should the ICT Business Request requirements significantly change during the project’s
development or delivery the IAD project team will initiate a Project Mandate Change Request
(PMCR) in accordance with CIOG requirements. Associated budget risks will be managed by
including an allowance for CIOG costs within the initial Development and Delivery Phase
project budgets and engaging regularly with the appropriate stakeholders.


The project team will collaboratively engage with CIOG through Network Bases and Sites
(NBS) and the project sponsor to produce an accurate assessment of the project’s active ICT
requirements and likely associated costs. To reduce the risk of ICT accreditation failure CIOG
and IS&IP will be consulted early and involved during the development of design to facilitate
plan certification and facility accreditation.

ANALYSIS OF CONTRACTING STRATEGIES


Note: The purpose of this section is to cover the analysis and selection of the most appropriate
contracting strategy for the project. The risks and mitigation strategies identified above may
have already indicated the most appropriate strategy. If so, the following section may need to


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only cover the strategy identified during the risk assessment. If not, insert relevant strategies
analysed for this Project and provide detail below.


10.   The following contracting options are available for the development and delivery of this
project:
      a.    Head Contract (Construct Only);
      b.    Head Contract (Design and Construct);
      c.    Head Contract (Document and Construct);
      d.    Managing Contractor Contract;
      e.    Medium Works Contract;
      f.    Private Public Partnerships (PPPs); and/or
      g.    Other
[AMEND LIST AND FOLLOWING ANALYSIS AS REQUIRED]

HEAD CONTRACT (CONSTRUCT ONLY)


Project to read the following guidance information relating to this methodology and assess
against the project objectives and risks to determine its suitability.
[REPLACE GUIDANCE INFORMATION WITH ANALYSIS]


11.   Traditional development and project delivery involves Defence engaging one or more
Design Services Consultants to fully design and document the works prior to calling of
construction tenders. This form of delivery allows Defence to retain maximum control over
the design, and enables design to cost procedures to be put in place and allows greater user
input into the design. This form of delivery requires milestones and stages of the works to be
defined prior to calling tenders for one or more Head Contractor(s). Following award, the
construction program has little flexibility for change without significant expense to the
Commonwealth either in the form of extensions of time with cost, or Agreed Damages for
Commonwealth caused delays. Traditional delivery is best suited to either Greenfield sites, or
refurbishment where the occupant has vacated the site and the Design Services Consultant has
had significant time and resources to commit to the investigation of the existing conditions.
12.   Under this form of delivery the Design Services Consultant must ensure the design is fit
for the intended purpose. Defence carries the risk for errors and omissions in the design


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documentation, except where the Consultant has failed in their responsibilities. Further
Defence, with the assistance of the PM/CA, must determine whether errors or omissions are
Design or Construction errors, which imposes a high resource management for effective
Contract Administration as there are possibly two separate lines of responsibility for errors or
omissions.


13.   Head Contractors tender a lump sum fee with a fixed completion date (subject to
variations and extensions of time) which depending on the quality of the design
documentation provides Defence with good level of cost certainty.


14.   A construct only contract is predicated on the contractor being provided with a fully
documented design at the time of tendering, with no further design documentation necessary
except shop drawings by the contractor, the documentation of variations (if any) and design
documentation for Provisional Sum Work.


15.   When using the Head Contract (Construct Only) method, Defence engages consultants
to design the project under DSC 1-2003. Once the design is complete (apart from Provisional
Sum Work), Defence calls for tenders from contractors to undertake construction in
accordance with the design as documented.


16.   Disadvantages of construct only delivery include:


     No single line of responsibility for design and construction of the project, thus Defence
      has the task of sorting out whether a defect is attributable to design or construction.
     The capacity to pass on the risk of design and deficiencies in design documentation is
      limited to the design consultant’s failure to exercise reasonable care and skill, whereas
      the risk of design assumed by a contractor undertaking design in other standard forms is
      the higher and more onerous warranty of fitness of the design for its purpose.
     Commitment of resources by Defence to manage and co-ordinate the interface between
      design and construction.
     Arm’s length relationship of designers and constructors, so that there is no input from
      constructors into buildability of the design, which may increase the time and cost
      significantly.

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     The chance of dispute between Defence and the contractor is high, with opposing
      interests in the final cost. Defence must rely heavily on its contract administrator to
      prevent the contractor exploiting defects in design documentation, for overpricing
      variations and also to administer the extension of time provision in a manner so as to
      keep alive Defence’s right to liquidated damages for delay in completion.
     If the contractor fails to perform, the remedies open to Defence are drastic and may lead
      to serious financial repercussions if not exercised strictly in accordance with the
      contract provisions.


17.   Provide detail as to whether this method is an appropriate method for this project
considering the project risks.


18.   Therefore, Head Contract (Construct Only) is considered [suitable/not suitable] for this
project.

HEAD CONTRACT (DESIGN AND CONSTRUCT)


Project to read the following guidance information relating to this methodology and assess
against the project objectives and risks to determine its suitability.
[REPLACE GUIDANCE INFORMATION WITH ANALYSIS]


19.   The Design and Construct (D&C) delivery method is very effective for construction
where time is critical and the requirements are simple and well defined. In this form of
delivery, the design brief needs to be clear and objective in regard to performance standards
and the quality criteria.


20.   While the D&C approach offers some time advantage over the Document and Construct
and the Head Contract delivery methods, one of the biggest advantages of the D&C
methodology is that it provides an opportunity for the benefits of innovation to be passed onto
Defence. On the other hand, this is the most adversarial hard dollar form of contract and if the
Brief is poorly written then value may be stripped out of work at every available opportunity.




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21.   This delivery method has a limited application to low dollar contracts and generally
projects requiring PWC referral are not suitable due to unknown cost elements. The chance of
dispute is high as ‘low-end’ builders are least likely to assume any ‘hurt’.


22.   In summary, this is an optimum delivery system for projects involving simple building
work (i.e. barrack blocks, recreational facilities and the like) and is appropriate where –


     The priority is best design for a price;
     Defence has developed the concept design, performance specification and quality
      requirements for the design brief to a level of particularity sufficient to ensure the
      delivery of the required product prior to calling tenders;
     Defence requires tenderers to develop the design concept to satisfy the performance and
      quality criteria in the design brief, prepare the detailed design and documentation in
      accordance with the design brief and carry out the construction and commissioning of
      the project in accordance with the design brief.
     The design brief is expressed in clear objective terms as to performance and quality
      criteria, to measure whether the project satisfies those requirements when completed.
     Sufficient experienced resources are available in Defence and outside personnel can be
      engaged to be committed to documenting negotiation details of the successful
      contractor’s design proposal to avoid subsequent dispute over the contractor’s
      interpretation of the design brief.
     The control required over design and construction is limited to minimum interference to
      ensure design and construction achieve the performance and quality criteria set out in
      the design brief.
     Defence opts to hand over control of the detailed design to the contractor in exchange
      for itself assuming no design risk.
     Because of the simplicity of the project, Defence requires only a project of a specified
      performance and quality delivered for an agreed cost and on time.
     Limited variations necessitated by user requirements are anticipated during
      construction.


23.   The main advantages of the design and construct delivery system are:


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     The contractor is responsible for co-ordinating the interface between design
      documentation and construction, so there is no risk to Defence of claims for design
      documentation deficiencies or late supply of design clarification or other information
      (traditionally as a major source of claims in lump sum contracts)
     Cost and time may be reduced by the contractor’s capacity to achieve significant
      efficiencies by its control over design consultants, and by buildability studies and value
      management carried out by the contractor to ensure the product can be delivered for the
      lump sum price within the time for completion.
     There is a single line of responsibility for the design and construction phases, rendering
      it unnecessary for Defence to distinguish between defects in design and construction (in
      pursuing rectification from the contractor).
     The contractor assumes a more onerous responsibility than design professionals, by
      warranting design and construction are fit for purpose.
     The contractor has a higher degree of control over the project and is better placed to
      predict, manage and absorb the risk of neutral events impacting on time and cost, such
      as latent conditions, adverse weather conditions and industrial disputation.


24.   Provide detail as to whether this method is an appropriate method for this project.


25.   Therefore, Head Contract (Design and Construct) is considered [Insert the suitability of
this methodology].

HEAD CONTRACT (DOCUMENT AND CONSTRUCT)


Project to read the following guidance information relating to this methodology and assess
against the project objectives and risks to determine its suitability.
[REPLACE GUIDANCE INFORMATION WITH ANALYSIS]


26.   Document and Construct, as opposed to design and construct, allows greater control
over the end product and a better capacity to comparatively assess tenders, whilst retaining
Defence’s flexibility to consider alternative value management proposals from tenderers. The
significant difference is that the design phase is significantly advanced beyond concept stage,
and may in fact have been substantially completed by Defence’s design consultants. To retain

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the design and construct advantage of a single line of responsibility, the contractor is required
to take over and be responsible for all design completed prior to entry into the contract, and
assume responsibility for the design consultant’s who have prepared the design upon which
the contract has been let. To achieve this Defence’s design services consultant is novated to
the contractor, a legal mechanism by which the contractor steps into Defence’s contracts with
the design consultants on the same contract conditions.


27.   The advantages of the Document and Construct method, additional to those in design
and construct are:


     Defence has a significantly greater control over the design of the end product as design
      may be substantially completed prior to contracting for Delivery; and
     Defence selects and engages the Design Services Consultants who are subsequently
      novated to the contractor.


28.   In addition to the disadvantages noted for the design and construct delivery system,
disadvantages of document and construct include:


     An extended tendering period must be allowed to permit prospective contractors to
      assess prior design and Defence’s design consultants, to be able to price the risk of
      design.
     The extended tendering period results in a later commencement of construction and,
      unlike design and construct, does not allow an overlap between design and construction.
     The efficiencies possible under design and construct, which can be achieved by the
      contractor fine-tuning design by buildability and value management studies to reduce
      time and cost, and not present to the same degree and may require redesign to allow the
      contractor to increase buildability and utilise its preferred construction methodology.
     Contractors with the expertise to undertake design and construct project delivery may
      be reluctant to price the risk of accepting responsibility for prior design; and
     Increasingly, design consultants are showing resistance to novation, which can result in
      delays unless the novation process is carefully managed from the outset (i.e. time of
      tender for the design consultant.)
     Provide detail as to whether this method is an appropriate method for this project.

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29.   Therefore, Head Contract (Document and Construct) is considered [suitable/not
suitable] for this project.

MANAGING CONTRACTOR CONTRACT


Project to read the following guidance information relating to this methodology and assess
against the project objectives and risks to determine its suitability.
[REPLACE GUIDANCE INFORMATION WITH ANALYSIS]


30.   Using the Managing Contractor form of delivery transfers the design and construction
risks from Defence to the contractor, while enabling Defence to maintain reasonable control
over the design process. The Managing Contractor strategy provides the Department with
maximum flexibility in determining the elements to be included in a project and the design of
those elements with the management expertise of a contractor organisation to assist and
advise in developing the design, coordinating the interface between design and construction.
This form of delivery is most suited to projects where the Commonwealth is required to
maintain maximum control over the construction activities so as to maintain the Base
operational capability. This contract strategy seeks to do this through a collaborative
arrangement, which generally involves less adversarial tension between the contractor and
Defence as where HC would be used. Defence has, however, retained some elements of
competing interest between it and the contractor, as these are necessary for effective and
accountable project delivery.


31.   Tenders for managing contractor are called not on the basis of best fee for service but
on a lump sum bid for preliminaries and management services and a lump sum profit.


32.   The major advantages of this form of contracting are:


     Defence gets the benefit of early contractor involvement in the detailed business case.
     Because the design costs payable to design costs are reimbursable, the contractor has
      greater flexibility to consider all options in design development.




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     Because of the split between the Planning and Delivery phases, the contractor has a
      clear incentive to use the Planning Phase to come up with the best possible project
      solutions, to maximise its chances of being awarded the delivery phase;
     If the KPI and incentive regime is carefully negotiated, it could provide incentive for
      exceptional performance.
     No fixed time/fixed price tension makes for greater flexibility in ordering variations,
      particularly in the design of, and the number of elements to be ultimately included in, a
      project after the contractor has been retained.
     The contractor assumes the responsibility for design and design and documentation
      prepared by consultants as a design and construct contractor (i.e. Fitness for purpose)
     The contractor undertakes the risk of construction in the same manner as a contractor
      under HC-1 2003, with the essential difference that the managing contractor does not
      itself undertake construction.
     Construction work is generally let to subcontractors on a competitive basis, to maximise
      value for money for Defence.


33.   The major disadvantages are:


     Less cost/time certainty than under more traditional fixed time/fixed price delivery;
     Risk of reduction in scope where budget cannot be met;
     Significant investment in managing the contract;
     Only applicable to larger more complex multi-element projects.


34.   Provide detail as to whether this method is appropriate for this project.


35.   Therefore, Managing Contractor Contract is considered [suitable/not suitable] for this
project.

MEDIUM WORKS CONTRACT


Project to read the following guidance information relating to this methodology and assess
against the project objectives and risks to determine its suitability.
[REPLACE GUIDANCE INFORMATION WITH ANALYSIS]

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36.   This contract has been developed by Defence for the procurement of construct only or
design and construct lump sum delivery for medium works. MW-2 2004 generally allocates
risk in a way which is more weighted towards the contractor. It is not merely a "short"
version of HC-1 2003.


37.   Although generally following the format of HC-1 2003 (albeit with less detail), the
"softer" risk allocation is because the sorts of works which are likely to be the subject of this
contract (being smaller, simpler and lower risk) will involve contractors less likely to accept
the risk allocation under HC-1 2003.


38.   Provide detail as to whether this method is appropriate for this project.


39.   Therefore, Medium Works Contract t is considered [suitable/not suitable] for this
project.

PPP


40.   The engagement of the private sector in financing and ownership of Defence
infrastructure depends on whether or not it provides value for money over the life of the asset.
Two key attributes of projects likely to be suitable for private financing are being valued at
more than $20m and being non-core or non-operational assets that will require significant
Defence resources to manage and operate. Therefore, for this project, PPP [is/is not]
considered suitable for this project.


NOTE: if PPP is considered appropriate then one of the first consultants that should be
engaged is a PPP investigation specialist and as a result should be identified as a Procurement
Requirement.

SUMMARY OF ANALYSIS


You may wish to use the following table to document how the recommended contracting
strategy reduces / alters the risk level of the following categories.


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                               Assessed Risk        Contracting Strategy /     Resulting Risk
      Risk Category
                                    Level              Risk Treatment                level
a. Budget
b. Scope
c. Time
d. Environmental
e. Design/Technical
f. Operational
g. Coordination
h. Commercial/Market
i. Heritage
j. ICT



RECOMMENDED CONTRACTING STRATEGY


41.    Due to the above detailed assessments the [INSERT PREFERRED] delivery method is
strongly preferred.
42.    The following section discusses the detailed procurement requirements for consultants
and contractors under this form of delivery.

PROCUREMENT REQUIREMENTS


Probity Adviser (mandatory for Projects greater in value than $6million, including
GST)


43.    Given the value of the project, the services of a Probity Adviser will be sought to
review, report and sign-off on the conduct of the tender processes for the PM/CA (ITR and
RFT – delete ITR if one stage approach is recommended) and [INSERT ALL
PROCUREMENT PROCESSES WHICH PROBITY ADVISER WILL PROVIDE
PROBITY SERVICES] (ITR and RFT – delete ITR if one stage approach is recommended).




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44.   The estimate for the Probity Adviser fee is [$.........]. The estimate is below the
Commonwealth Procurement Guidelines $80,000 threshold for a covered procurement and on
this basis a single select request for probity services against the DCC standard Contract for
Probity Services is recommended.


45.   [INSERT SERVICE PROVIDER] will be asked to provide a quotation for the role of
Probity Adviser. The Probity Adviser will be engaged on a Schedule of Rates to an agreed
project budget. The Schedule of Rates, Key Persons and project budget will be evaluated, in
accordance with the attached Evaluation plan, by the Project Director and Assistant Director
Construction Contracts prior to any recommendation to the delegate regarding whether the
quotation provides the Commonwealth with value for money. IAD’s standard contract for the
Provision of Probity Services will be used as the basis of engagement. The evaluation criteria
are located in the attached Evaluation Plan [INSERT REFERENCE].


OR


46.   The estimate for the Probity Adviser fee is [$..........]. The estimate is above the
Commonwealth Procurement Guidelines $80,000 threshold for a covered procurement and on
this basis an open tender request for tender for probity services against the DCC standard
Contract for Probity Services is recommended. Evaluation of these tenders will be in
accordance with the attached Evaluation Plan.


Legal Service Provider


47.   A Legal Services provider is required throughout the project to [insert the likely
services to be provided by the legal services provider]. The Legal Services Provider will be
engaged on Defence Legal Panel terms based upon a Schedule of Rates to an agreed project
budget. IDLSC is the procurer of legal services under the DLP. IDLSC will follow the
procedures set out in the “Accessing External Legal Services Manual.”


                       The IDLSC is Sunita Rutten on extension: 68105




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Project Manager/Contract Administrator


48.   Detail here what Project Management / Contract Administration (PM/CA) services are
required and for which stages these services will be provided. (i.e. for the Pre-planning stage,
Planning stage and Delivery stage etc).


49.   Detail how the PM/CA will be engaged (i.e. the Defence Infrastructure Panel (DIP)
Sub-Panel 2 or by other means.)


50.   Detail if the PM/CA is expected to engage specialist sub-consultants to provide
assistance such as preparing the brief or providing cost planning services. (Only if mandatory
to have those subconsultants.)


51.   Detail how the PM/CA will be requested to tender for each phase of the project and
indicate the hold points that are subject to approvals or satisfactory performance (e.g.
completion of development phase or DBC approval). Alternatively, the strategy may be to
engage different PM/CAs for each stage of the project.


52.   Provide detail if the recommended approach is an open, select or direct to panel
members or alternatively an approach to an open or select market. Provide justification for
the approach.


53.   Detail the payment method proposed for the engagement of a PM/CA. Propose
appropriate milestone payment schedule or justification for monthly payment.


54.   Detail whether or not the Schedules and/or DCAP will be page limited or not.


OPTIONAL: Cost Planner


55.   Identify if a separate cost planner is required to review and report on all cost/budget
information provided by the PM/CA and DSC or MCC during both stages of the project.
Identify if Cost Planner sign off to all budget/cost estimates is required up to the



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commencement of construction and if these services are or are not required on an ad hoc basis
during the construction of the project.


Environmental Consultants


56.   An Environmental Consultant is required during the development phase and/or delivery
phase to [detail required services, time frames, any deliverables, etc.]


     Detail how this consultant will be engaged (i.e. the Defence Environment and Heritage
      Panel (DEHP))
     Detail if the Environmental panellist is expected to engage specialist sub-consultants to
      provide assistance. (Only if mandatory to have those subconsultants.)
     Detail how the Environmental panellist will be requested to tender for each phase of the
      project and indicate any hold points that are subject to approvals or satisfactory
      performance (e.g. completion of development phase or DBC approval). Alternatively,
      the strategy may be to engage different consultants for each stage of the project.
     Provide detail if the recommended approach is an open approach, select or direct
      approach to panel members or alternatively to the open/select market. Provide
      justification for this approach.
     Detail the payment method proposed for the engagement of a PM/CA. Propose
      appropriate milestone payment schedule or justification for monthly payment.
     Detail whether or not the Schedules and/or DCAP will be page limited or not.


Heritage Consultancy Services


57.   Heritage Consultancy services are required during the development and/or delivery
phase to [detail the required services, time frames, any deliverables, etc.]


     Detail how this consultant will be engaged (i.e. the Defence Environment and Heritage
      Panel (DEHP))
     Detail if the Heritage panellist is expected to engage specialist sub-consultants to
      provide assistance. (Only if mandatory to have those sub-consultants.)


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     Detail how the Heritage panellist will be requested to tender for each phase of the
      project and indicate any hold points that are subject to approvals or satisfactory
      performance (e.g. completion of development phase or DBC approval). Alternatively,
      the strategy may be to engage different consultants for each stage of the project.
     Provide detail if the recommended approach is an open approach, select or direct
      approach to panel members or alternatively to the open/select market. Provide
      justification for this approach.
     Detail the payment method proposed for the engagement of a PM/CA. Propose
      appropriate milestone payment schedule or justification for monthly payment.
     Detail whether or not the Schedules and/or DCAP will be page limited or not.

CIOG Services


58.   CIOG is responsible for the governance and coordination of the Defence Information
Environment (DIE) for Defence and on a project-specific basis provides advice, analysis
design installation, testing and commissioning of active ICT for IAD.


59.   CIOG will be required to assist IAD in the ICT procurement processes associated with
this project, and will be engaged for both the Development and Delivery phases of the project.


60.   The project will engage CIOG by initiating an ICT Business Request (DIEP) through
NBS. CIOG will present the ICT Business Request to the Information Capability Investment
Committee (ICIC) for review, endorsement and prioritisation of the capability request into the
DIE. Upon endorsement, CIOG will register the ICT Business Request as a project and NBS
will produce a Project Initiation Document (PID) which will outline methodology and
anticipated costs.


61.   The PID initiated during the Development Phase will provide the project with high level
planning, a change management agreement and to provide a funding instrument for delegation
of Proposal, Procurement and Contract approval from IAD to CIOG up to an agreed budget
cap. CIOG will then raise purchase orders in ROMAN against IAD project-specific Work
Breakdown Structures (WBS) and Cost centre Codes (CCC) to be accrued up to the funding
limit detailed in the Development Phase PID against the project.


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62.     In a similar process a new ICT Business Request will be produced at the
commencement of the Delivery Phase, with CIOG being requested to undertake acquisitions
for the design and procurement of required equipment, integration into the project’s facilities
and for certification of the active ICT equipment, which will then be commissioned for use.


63.     Active ICT Deliverables from the implementation phase ICT Business Request will be
outsourced through the DISIP Panel to the relevant regional Site Integrator

OTHER SERVICES


64.     Provide detail on any other requirements for services for the Project. Detail the tasks,
the tendering strategy and other details as provided above. Other services may include
Programming Services if the PM/CA is not tasked to undertake this work and justification
exists for the separation of these duties or technical services if there are significant
engineering services risks identified in the risk analysis.


65.     The above proposed procurement requirements have been summarised in the table
below. Detail here what services are required from the applicable Contractor(s) and for which
stages these services will be provided. (i.e. for the Pre-planning stage, Planning stage and
Delivery stage etc). Detail how these Contractors will be engaged. (through panels, open,
select or direct approaches to the market, one or two stage approach, etc)

SUMMARY OF TENDERING REQUIREMENTS
[SUMMARY TABLE TO REFLECT ABOVE DETAIL]


Phase/Stage          Requirement         Market Source        Tendering           Estimated
                                                              Strategy            Value
Pre-Planning         E.g. Probity        Direct               RFQ (Probity        $
Stage                                                         Contract)
Pre-planning         E.g. PM/CA          DIP Sub-Panel 2      Single Stage        $
Stage                                                         RFT
Planning Stage       E.g. PM/CA          subject to           Negotiate           $


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Phase/Stage         Requirement        Market Source       Tendering         Estimated
                                                           Strategy          Value
                                       satisfactory
                                       performance of
                                       pre-planning
                                       PM/CA
Planning Stage      E.g. Cost          Direct/Select (if
                    Planner            under $80K)
Planning Stage      E.g. Designer      Open Market         RFP (DSC-1)
Planning Stage      CIOG – for         Direct              Direct            $
                    Active ICT
Planning Stage      CMS and GSS        Direct              Direct            $
Delivery Phase      E.g. PM/CA         Subject to          Negotiate         $
                                       satisfactory
                                       performance of
                                       Planning
                                       PM/CA
Delivery Phase      E.g. Managing      Open Market         Two Stage         $
                    Contractor                             tender
Delivery Phase      CMS and GSS        Direct              Direct            $


66.    The proposed timetable for both the development and delivery phases of the project is
summarised in the table below. A detailed Project Schedule has been included at Attachment
X.

PROPOSED PROJECT TIMETABLE


[TAILOR AS APPROPRIATE – Refer to the IAD Development and Delivery Framework for
key milestones depending on strategy selected]
Development Phase
Date                  Milestone/review point                          Comments
Examples only:        E.g.: Obtain PDDP and Evaluation Plan



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Development Phase
Date                Milestone/review point                Comments
                    Approvals (refer ID Directive 16)
                    Obtain Proposal and Procurement       Director/Project Director
                    Financial Approval


                    Engage Legal and Probity services
                    PM / CA Request for Tender released
                    PM / CA contract award
                    DEC consideration of the SBC (First
                    Stage)
                    Managing Contractor Engaged
                    Master Plan Feasibility Review (5%)
                    Concept Design Complete (30%)
                    Schematic Design Complete (50%)
                    DBC finalisation
                    DEC consideration of DBC
                    Government Approval of Project
                    PWC Referral
                    PWC Hearing
                    PWC Clearance (Expediency Motion)
                    DBC Approval (Second Stage)
                    Detailed Design Complete (90%)        Concurrent design
                                                          development with
                                                          approval activities
Delivery Phase
Date                Milestone/review point                Comments


                    Mobilisation and Site Establishment
                    Construction starts                   Staged construction
                                                          activities




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Development Phase
Date                    Milestone/review point                     Comments
                        Works Progressively Complete               Staged handover of
                                                                   facilities to support
                                                                   capability priorities
                        Contract Completion
                        End Final Defects Liability Period
                        Post Occupancy Evaluation



APPROVALS


67.    Refer to ID Directive 16 for the thresholds that apply to Executive Review and
Approval.
[AMEND TABLE TO MATCH PROJECT REQUIREMENTS]


Executive Review and Approval or Financial Approval
Refer to ID Directive # 16

Document                                                        Endorsement      Executive
                                                                                 Approval/
                                                                                 Financial
                                                                                 Approval
Examples only:
PDDP (Development and Delivery)
Evaluation Plan (Development and Delivery)
Development Phase Proposal Approval
Development Phase Procurement Approval
Tender Evaluation Board Report (PM/CA)
Negotiation Plan (PM/CA), if required
Contract Approval incorporating negotiated outcomes
Tender Evaluation Board Report (Environmental Consultant)
Negotiation Plan (Environmental Consultant), if required
Contract Approval incorporating negotiated outcomes


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(Environmental Consultant)
Tender Evaluation Board Report (DSC)
Negotiation Plan (DSC), if required
Contract Approval incorporating negotiated outcomes (DSC)


Proposal Approval Delivery Phase
Procurement Approval Delivery Phase
Tender Evaluation Board Report HC
Negotiation Plan (HC)
Contract Approval incorporating negotiated outcomes (HC)




RECOMMENDATION


68.   In accordance with ID Directive 16, it is recommended that:
      a.    [INSERT TITLE] to review and endorse this Project Development and Delivery
            Plan (PDDP); and
      b.    [INSERT TITLE] to approve this Project Development and Delivery Plan (PDDP)
            including the proposed development and delivery strategy for this project in
            accordance with the risks, methodology, programme and estimated values.




[Project Officer]
[Name]
[Location]
[Extension]

ATTACHMENTS:
A.    Evaluation Plan




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