Project Execution Plan 2012-11-21

BAC Project Execution Plan
Battersea Arts Centre

Project Execution Plan Living Radically Capital
Programme

Contents
1.0
Introduction
2.0
Creation and Revisions

2.1
Revision History
2.2
Distribution
6
6
6
3.0
The Project Team

3.1
Organisation Structure and Project Governance
3.2
Lines of Communication
3.3
Project Team responsibilities
3.4
Meetings
7
7
9
9
12
4.0
Project Controls and Management

4.1
The Project Brief
4.2
Approvals and Change Control Procedures
4.3
Programme
4.4
Risk Management
4.5
Cost Management
14
14
15
15
17
17
5.0
Works on site
5.1
Request for Information Schedule
5.2
Client Approval, Hold Point and Sign-Off
5.3
Communication and Instruction
19
19
19
19
Appendix
Appendix A Strategic Road Map
Appendix B BAC Capital Objectives
Appendix C Programme
Appendix D Risk Register
Appendix E Change Management Plan Template
Appendix F Change Request Form Template
Appendix G Change Request Log Template
21
22
23
24
25
27
31
34

1.0
Introduction
Under Battersea Councils Victorian motto Not for you, not for me, but for us, BACs Grade II* listed Old Town
Hall has been a hub for radical politics and cultural activity since opening in 1893, transforming the local,
national and international political and cultural landscape. Home to a succession of prominent individuals with
the passion and drive to challenge the status quo and imagine what a better world could look like, the function
of the building may have changed over time but its significance lies in a unique continuity of vision that remains
embodied in the programme of an iconic 21st Century Arts Centre.
After securing a 125 year lease on the building for the first time, BAC has embarked on an ambitious Capital
programme to create a 21st Century Theatre in a 19th Century Town Hall.
The fundamental project objectives are to:
To be the most dynamic performance environment for artists and audiences in the UK, based in a 19th
Century town hall
A space which enables playful interactions and enables us to be better together.
To record and share our process
BAC as a destination venue, locally, nationally and internationally
Increased income through caf sales, room hire and tickets sales and improved efficiencies
Transitioning to a new operating model and programme that promotes sustainability in space, time,
money and energy
The project is being run in 3 main phases of work over the course of a 4-5 year period. These break down as
follows:
Phase 1 Funded by Arts Council RENEW (plus match)
We began working with Arts Council RENEW funding in Spring 2010. The idea of RENEW is to test or scratch
architectural ideas that help us interrogate our plans for the building whilst delivering significant improvements
to the current building. Our RENEW proposition was that by spending more time doing research and
development we would end up with a building that was more fit for purpose than if we just carried out a straight
architect-client design process. Areas of the building included in the scheme include: First Floor performance
environment, Public Spaces, Home, Infrastructure and Town Hall Road. Through this and the HLF work we
developed a robust Stage C plan for an overall scheme that will cost 11.3m.
Phase 2 Funded by Heritage Lottery Fund (plus match)
BAC is coming to the end of the development phase of a Heritage Lottery Fund grant which was given in May
2010. The specific aims of the Heritage Lottery Funded area of the project include the improved interpretation
of our heritage and the design and restoration of the space; increasing the impact and reach of our learning and
participation programme through a digital archive and installations in the building and performance; increasing
overall visitor numbers and income generation by improving access, infrastructure and facilities across the
whole building; implementing environmentally and economically sustainable solutions that are sympathetic to
the demands of a large nineteenth century building; embedding the celebration of our heritage into every day
practice at BAC and to make better use of our heritage assets within our main programme. This document
forms part of the submission for Round 2.
Phase 3 Funded by Arts Council Capital (plus match)

This is the final phase of the works and will incorporate core works such as the opening up of the attic spaces to
provide staff offices, a lift that runs through 4 floors of the building, improvement of access and circulation
throughout BAC and the opening up of the central court year. We will apply for Arts Council Capital funding for
this in autumn 2012 and would hope to start work in June 2013.
The purpose of this document is to determine and present the organisational structure by which the project will
be delivered and controlled. It also sets out the requirements for stakeholder input and the roles and
responsibilities of individuals and groups comprising the project team. It outlines a clear timeline for the project
and gives a full account of the risks and how these will be mitigated.
Although this plan is designed to inform all stages of the plan, it is a working document and therefore currently
outlines mainly the works involved with the Phase 2 of the project funded by HLF. The aims for this project are
designed to complement those of the main capital project but also to create a focused a contextualised phase
that is self-reliant. Its objectives are:
To deepen our audiences engagement and ownership of the building by enabling the public to actively
participate in the interpretation of our heritage and the design and restoration of the space.
To increase the impact and reach of our learning and participation programme by creating a publicly
accessible, digital archive of our heritage that provides the foundation and inspiration for new displays,
installations and participatory activities across the entire building, online and in the community.
To increase overall visitor numbers and income generation by improving access, infrastructure and facilities
across the whole building through a cost-effective, phased process of design, restoration and refurbishment
To implement environmentally and economically sustainable solutions that are sympathetic to the demands
of a large nineteenth century building.
To embed the celebration of our heritage into every day practice at BAC and to make better use of our
heritage assets within our main programme.

2.0
Creation and Revisions
This document was produced by BAC staff and Haworth Tompkins with advice from external consultants. It will
be used as an ongoing tool for monitoring the progress of the project and ensuring the smooth running of
works. It will be revisited as part of the weekly meeting with BAC and HT at least every month. Any revisions
made will be noted in the table below.
2.1
Revision History
Revision
001
002
003
004
2.2
Date
18th January 2012
14th February 2012
30th May 2012
19th June 2012
Summary of Changes
N/A
Meeting structure confirmed by Haworth Tompkins
Stage D report now concluded
Project control changes update
Distribution
David Jubb
Artistic Director
David Micklem
Artistic Director
Sarah Preece
Executive Director
Humphrey Waterhouse
BAC General Manager
Jo Hunter
Strategic Development Manager
Tbc
BAC Project Manager
Tbc
BAC Junior Project Manager
Toby Johnson / Imogen Long
Haworth Tompkins Architects
Design Team
Haworth Tompkins to distribute
BAC Capital Group
Where appropriate

3.0
The Project Team
Based on learning from the development phase, a project team has been brought together by BAC to manage
the Capital programme. BAC have taken the decision not to appoint an external Project Manager as having
tested this process in the ACE RENEW works and HLF development phase, feel it is crucial that the staff team
are fully involved with the project and that the project is wholly owned in house.
Instead we will appoint a full time Capital Project Manager to work at BAC, with experience of building project
management. They will be supported by the Strategic Development Manager (also full time on the Capital
project) and will work very closely with the project Architect at Haworth Tompkins.
Haworth Tompkins was awarded the architects contract in December 2011 following the completion of the
OJEU process.
The current Design Team were appointed in April 2012 ahead of the Stage D work.
Contractors will be appointed after the completion of the design stages.
3.1
Organisation Structure and Project Governance
The staff structure for the project is outlined on the following page. The key building management projects,
Infrastructure and Technical and Welcome are shown side by side with the Capital and Activity projects
(Strategic Building Plan and Process Lab) as they will be key areas to feed into the scope and management of
the capital works. The Town Hall Manager and Production Manager will liaise closely with the Capital Project
Manager to ensure that all works planned are relevant to the day to day management of the building and to
closely oversee maintenance budgets. They will also help to oversee and mitigate the impacts of delivery of the
work on the running of the building during works periods.
Over the last three years we have developed and tested what we call playgrounding, which is based on three
simple principles:
1. to develop a vision for the project through collaborations between architect and artists and other users
of the building; for architect and BAC to promote and sustain that robust vision through all building
projects
2. to encourage a culture of testing ideas in low-cost ways before committing to significant expenditure
and to phase the building project over a number of years whilst keeping the building open
3. to project manage the building work in-house and retain control over the budgets, methodology and
lines of communication with the builders and artisans who are employed to develop the space
The role of the architect through this process is akin to the role of artist. BAC has worked with Haworth
Tompkins as a central collaborator throughout the building project: working with other artists on theatre
projects; developing the building vision; leading on architectural developments; advising BACs in-house team;
providing a connection to a wider design team and consultants as required. This process has led to an evolution
of our design ideas.
However, during most of the HLF works we will use a more traditional design process. As such there will be 3
working methodologies between BAC and Haworth Tompkins:
1. strategic input - in to the overall direction of the project and activity programme
2. design input for phased projects - collaborating with artists
3. design team and BAC collaboration - to deliver major design works
The majority of this plan is based on number 3, but is informed and fed by learnings from 1 and 2
BAC Board of Trustees

Funded
by HLF
Capital Group
Senior Grants Officer

Jane Stancliffe
Project BAC
Reporting

Jo Hunter
Haworth Tompkins
Architects
HLF Lead Monitors
Infrastructure and
Technical
Strategic Building Plan

[Capital]
Process Lab
[Activity]
Welcome Team
BAC Projects Involved
Project Manager:
Sarah OConnor
Capital Project Manager
Project Manager:
Jo Hunter
Town Hall Manager:

Rachel Henery
Capital Working Group
Design Team
Contractors
Consultants and Contractors

Building Maintenance
Technician
Creative Design Technician
Production Technician
Capital Project
Administrator
Digital Collections Manager

Volunteer Administrator
Technician
Junior Project Manager
Technical Manager
Volunteers and Other BAC Staff
Site and Facilities Manager
3.2
Lines of Communication
The Strategic Development Manager will be the central point of contact for Project BAC, Funders and all BAC
staff as well as the key strategic lead on behalf of PBAC and link person for all parties. The Capital Project
Manager will report directly to them and will deal with all day to day enquiries and management of the project
team. As such:
All Design Team members, Contractors and Consultants will report directly to the Strategic Development
Manager and Capital Project Manager.
The Strategic Development Manager will report all project changes to the Joint Artistic Directors and will be
managed by them.
The Joint Artistic Directors will report to the Capital Group, with support from the Strategic Development
Manager.
All approvals and changes were made in accordance with the change procedure outlined later in this document.
3.3
Project Team Responsibilities
The scope of services for each appointed party is set out in their contract and related documentation. This
section is intended to complement that and in the event that there is a conflict between this section and the
appointment document, the latter supersedes.
Each member of the project team is responsible for ensuring the following
Work is in accordance with the Project Execution Plan, scope of services and appointments.
Information is shared and submitted on time.
A duty of care to consider the programme of works by others.
Be cooperate and helpful to create a sense of team.
Work in collaboration with and in the spirit of BACs approach to the capital programme
BAC Strategic Design Group

A specific internal BAC group has been established with the key objective being to provide strategic advice,
guidance and management throughout the project process, as well as making decisions on key project
changes, developments and areas of design. It is made up of:
David Jubb Joint Artistic Director
David Micklem Joint Artistic Director
Sarah Preece Executive Director
Jo Hunter Strategic Development Manager
BAC Capital Project Manager
BAC Senior Accountant
Haworth Tompkins (when required)
Bruce Thompson Chair of the Capital Board (when required)
Strategic Design Group responsibilities include the following:
Obtain and provide necessary approvals and authorisations to allow project to proceed in accordance
with predetermined timescales and milestones
Issue 3. May 2012
Report progress and issues to the BAC Board

Assess the project risk in accordance to the project risk register
Report to departments at BAC as and when appropriate
Approve all changes between 50-250k
BAC Capital Group

A Capital Group has been developed as a sub-committee of our Board to oversee the Capital Development
programme over a number of years. It is made up of:
Bruce Thompson (Chair) Director of Dorrington Property, Commercial Arm
Alan Read Professor of Theatre, Kings College
David Rosenburg Member of Artistic Collective, Shunt
Sarah Rackham Community Development Manager, Katherine Low Settlement
This group may grow to accommodate the needs of the project as we move forward.
Its Terms of Reference are:
To support the executive team in the planning and implementation of the capital project
To monitor the risks of the project
To approve any phase of works or changes that will cost over 250k
To be an advocate for BACs capital project
To provide good governance by reporting to the main Board through the Chair of the Capital Group
BAC Staff
The Joint Artistic Director (David Jubb), as a representative of Project BAC (The Directorate), will take
responsibility for overseeing the project at the highest level. It is imagined that at least 10 percent of his time
will be spent on this project over the next 2 years. He will also work closely with the rest of Project BAC during
this time but will be the main representative on the project.
The Strategic Development Manager (Jo Hunter) will shape the project overseeing the relationship with the
funder, all stakeholder communications, all minor project changes, budgets and timescales. They will report
into the Joint Artistic Directors and Chief Executives.
The Capital Project Manager (TBA) will be a new full-time post overseeing the day to day running of the capital
project, all contracts, detailed budgeting, site visits, procurement, manage the change control procedure and
be the main point of contact for the design team.
The Junior Project Manager (TBA) is a new full time post that will oversee administration and coordination for
the capital and activity sides of the project, coordinating meetings, events, support with volunteers and the
planning of installation projects and the festival.
The Capital Project Administrator (Tref Davies) This post manages the Project Office for the Capital Project and
will support the work of the Project Managers and team where required, recognising the synergy between the
different streams of the overall project, and coordinating with the rest of the Organisation. They are
responsible for organised administration and documentation.
The Digital Collections Manager (Foteini Aravani) will oversee the development of the digital archive and be
responsible for all cataloguing, with the support of volunteers. They will also oversee the storage and eventual
relocation of the archive.
10

The Volunteer Administrator (Sally Barlow) will take responsibility for the majority of Volunteer activity
throughout BAC and develop and run the volunteer strategy.
Other BAC staff including the Town Hall Manager, Production Manager, communications team, producers, the
Executive Director, finance, maintenance and development will play an important role in delivering the project
across the organisation.
Design Team
Architect and Design Team Leader Haworth Tompkins
The architect will be responsible for the following during the phase of the project
Completion of design information
Co-ordination of team inputs
Advise client on required inputs
Attend meetings as required
Quantity Surveyor Bristow Johnson
The Quantity Surveyor will be responsible for the following during this phase of the project
Advise on costs and prepare cost reports
Issue information to design team leader
Structural Engineer Heyne Tillett Steel
The Structural Engineer will be responsible for the following during this phase of the project
Completion of structural design information
Attend meetings when required
Services Engineer XCo2
The Services Engineer will be responsible for the following during this phase of the project
Advise on environment design
Completion of services design
Acoustic Consultant Soundspace Design Limited
The Acoustic Consultant will be responsible for the following during this phase of the project
Completion of acoustic design information
Theatre Technical Consultant Charcoal Blue
Light-touch consultancy role advising BAC staff
Some provision of information to Design Team Leader
CDM Coordinator PFB Construction Management Services
Advise client on compliance with CDM Regulations 2007
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3.4
Meetings
The type and purpose of the various meeting associated with the Project together with the frequency, timetable
and list of attendees are described below. HLF monitoring meetings will take place in addition to this.
Frequency Title
Description
Agenda
set by
Weekly
Weekly
Project
Meetings
The Strategic Development

Manager and Haworth
Tompkins hold a regular
weekly meeting to update on
progress and changes. They
will be joined by the Capital
Project Manager when
appointed. This meeting keeps
a regular check on the project,
oversees minor changes and,
when joined by the Artistic
Director, can be used to
approve changes under 50k.
Financial
Control
meetings
Strategic
Design
Meetings
Bi-Weekly
Attendees
BAC
Chaired
and
Minuted
by
BAC
These will happen with the

Capital Project Manager,
Capital Administrator and the
Finance Team keeping a close
check on financial controls,
cashflow and budget. Any
problems will be escalated to
the Weekly Project Meetings or
Strategic Design Meetings,
depending on the severity.
These meetings will happen
weekly during works periods
and bi-weekly in quieter
planning times.
BAC
BAC
Capital Project
Manager
Senior Accountant
Capital Administrator
To review Strategic objectives

and set the overall direction of
the project and activity
programme and to approve
any changes
BAC
BAC
Joint Artistic
Directors
Executive Director
Strategic
Development
Manager
Capital Project
Manager
Senior Accountant
Strategic
Development
Manager
Capital Project
Manager
Project Architect
Haworth Tompkins
(when required)
12
Design Team
Meetings
To receive an update on design

progress from members of the
design team with details of
information issued and current
technical design issues which
need to be resolved; to receive
reports from the QS on cost
issues; principally regard
design development
HT
Monthly
Site Meetings
To review Contractors
progress, information required
and site related problems
Contractor Contractor As required
As needed
Design
Workshops
To review progress to date, coordinate design information

requirements and resolve
current technical issues
HT
HT
As required
Quarterly
Capital Group
Meetings
To review any major changes

to the project and give advice
and guidance
BAC
B AC
Capital Group
Members
Joint Artistic
Directors
Strategic
Development
Manager
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HT
Bruce Thompson
Chair of the Capital
Board (when
required)
Capital Project
Manager
Strategic
Development
Manager (when
required)
HT
Full design team

4.0
Project Controls and Management
A number of Project controls have been put in place to ensure the smooth running of the project. This section
outlines these controls and the way in which they will be managed. BACs decision to take the Project
Management of such a major project in-house has been supported by a number of trainings sessions for Project
Managers and the development of project control procedures with the support of external consultants. Training
for all staff and the use of existing Project Management software such as Sharepoint will also support delivery.
4.1 The Project Brief
A full project brief can be found in the Stage D design report. The key areas of the brief for the full master plan
are:
Increasing the sense of conviviality, welcome and intrigue throughout the building.
Re-vivifying the heart of the Town Hall to strengthen the connection between the Lavender Hill building
and the Grand Hall.
ADD HERITAGE HERE
Increasing the coverage, compliance and ambition of the public safety and access infrastructures.
Increasing the technical capacity of the building to support performance and protect the long-term
viability of the BAC.
Making new physical connections and adjustments within the found spaces to allow even richer artistic
possibilities within the building and opening up more of the building as a viable performance
environment.
Making the building more sustainable through fabric upgrades or repairs, more imaginative
environmental expectations and energy efficiencies in the technical systems.
Creating a genuine sense of home for staff and artists, including residential accommodation and
informal entertaining facilities.
Creating a better equipped, more capable and more efficient production workshop and a better get in
to streamline performance support.
Connecting the building to useable outdoor public spaces, strengthening the invitation of the BAC and
reinforcing connections with the neighbourhood.
Allowing the maximum latitude for future improvisations, explorations and non-permanent
interventions by artists, producers and BAC staff, so that the building remains provisional, fresh and
surprising.
This brief will be owned at all times by the Strategic Development Manager who will use it to assess progress of
the project and to ensure any changes are in line with the original brief.
14

4.2 Approvals and change Control Procedures
Approvals and changes made throughout the project will be made at the following levels, using the lines of
communication and staff team outlined in section 3. Decisions will be taken at the appropriate meetings
Approvals and Changes below 50k

BAC Project Manager
BAC Strategic Development
Manager
Approvals and Changes 50k- 250k

Approvals and
Strategic Design Group
Changes above 250k
Decision
BAC Capital Group to

approve decision by
Strategic Design Group on
behalf of BAC board
BAC Artistic Director
A Change Management template and Change Log, outlining detailed processes and requirements for change
have been developed by the Project Team to ensure accountability and smooth running of the project. These
will be circulated to the appropriate groups and written by the Project Manager or lead architect, and the Log
retained and managed by the Project Office. These documents are outlined in Appendix C.
4.3 Programme
BAC, with advice from Bollingbrook, has issued a programme which outlines clearly the phasing of works and a
timetable for reaching each of the RIBA stages. Any changes to this programme will be outlined through the
Change Control procedures above. This document is Appendix C
Approval at each RIBA stage will be made by through the following process. Any amendments will be made at
each stage with a formal approval given by the relevant meeting group to proceed to the next phase of the
approval process.
15

Presentation of Stage Report
and costs by Architect to BAC
Strategic Design Meeting

and costs by Architect and BAC
Staff team to BAC Capital Group

and costs to HLF
Final Approval to proceed
The design team will present the following information for Sign Off at each of these stages:
a) Stage E Detail Design
Stage E Report consisting of:
Architectural Design
GA Plans Sections and Elevations identifying any changes from the Stage D Scheme
Typical details for each element of the work
Sample of principle materials and finishes
Cleaning and maintenance access strategy
Security Strategy
Outline specification for the works
Structural
Typical details of each new structural insertion incorporating information from any site investigations
Building Services
Layouts of plant areas, risers and horizontal distribution.
Sample of visible termination such as lights, radiators, switches, sockets, grilles, louvres etc.
Outline controls strategy
Review of maintenance and plant replacement strategy
16

Acoustic Consultant
Review of updated design with comments on acoustic performance
Cost Consultant
Stage E Cost Plan
Updated Risk Register
Statutory Approvals Update
Project Programme Update
Procurement Strategy
Form of Contract
Contractor Selection
b) Stage FG Tender Documentation
Pre-tender Report consisting of:

Confirmation of variations and design development to Stage E design.
Confirmation of Samples and Mock-Ups to be provided as part of the contract.
Confirmation of Procurement Strategy
- Contracts and Warranties
- Contractor Selection Procedure
Pre-tender Estimate
Statutory Approvals Update
Updated Project Programme
c) Stage K Samples and Mock-Ups
Review and sign-off of samples and mock-ups in accordance with an agreed schedule.
4.4 Risk Management
BAC, with advice from Haworth Tompkins and Bollingbrook has prepared a risk register for the project covering
both non-construction and construction activities over the life cycle of the project.
Each risk has its own monitoring process and owner attached to it, in order to ensure that risks are being
appropriately managed across the project.
The risk register is included as Appendix D
4.5 Cost Management
The BAC Strategic Development Manager will manage the overall budget in collaboration with the Capital
Project Manager and the Joint Artistic Directors. Any changes to the budget will be agreed as part of the
Change Control Procedure.
17

The Day to Day management of the budget will be overseen by the Capital Project Manager who will have
support with the processing of invoices and inputting data by the Administration and Finance team. There will
be a weekly financial controls meeting to keep a close eye on income and expenditure and cashflow
The Capital Project Manager, Strategic Development Manager and Haworth Tompkins will review this at the
weekly Project meeting.
18

5.0 Works on site
Works on site will be delivered through a traditional procurement process with the selection of one main
Contractor for the majority of works, with some specialist contracts (such as the organ) being handled outside
of this.
The Contractor will be contracted directly to BAC but will be line managed by Haworth Tompkins.
The full nature of the contract will be designed as this process evolves and the 3 sections below will be
completed in line with the contract issued and as the execution plan evolves, but will be in line with the
assumptions listed.
5.1 Request for Information Schedule
Haworth Tompkins is in regular communication with BAC either via email or during regular meetings on- and
off-site. A formal weekly meeting is in place between the lead architect and the Strategic Development
Manager.
Here, discussions around the projects programme and progress take place, as well as any small changes or
developments. An open dialogue with both parties was integrated at the start of the project to ensure that
specific detail on the project (building related and activity related) is always available.
Any formal requests for information will be made by email between the Strategic Development Manager, BAC
Project Manager and the lead Architect.
5.2 Client Approval, Hold Point and Sign-Off
A schedule of Client Approval and Sign Off structure will be fully developed between Haworth Tompkins and
BAC. The approvals process is noted earlier in this document and based on the scale of works or changes.
All changes to the project will require a member of the architects and design team and a Strategic Design group
member to be present for signing off the initial phase / sample of the installation.
BAC will be in attendance at all Design team and Site meetings as it is the opportunity for what has previously
been approved on paper to be realised in-situ.
Design reviews of the project are looked at and reviewed by BACs Capital Group at each RIBA stage. Once
reviewed, design is looked over by BAC Board Members.
Invoice sign off will be done by either the Artistic Director or the Strategic Development Manager. The process
for all payments is then the responsibility of the Project Manager, with support from the Junior Project Manager
and Finance team.
5.3 Communication and Instructions
The formal line of contractual communication is between the Strategic Development Manager and architects
(Haworth Tompkins) and, subsequently between Haworth Tompkins and the Contractor.
19

For expediency the client team is permitted to provide guidance and direction on site in accordance with the
Employers Requirements but this must be recorded and communicated back to the Strategic Development
Manager for formal communication to the Artistic Director.
Any work carried out by the design team must be agreed and fed back to the architects (Haworth Tompkins).
The architects will discuss any specification changes to the client (BAC) if and when required.
In the event that verbal instructions are given on site by the Project Manager, the Capital Administrator and
contractor will record this as a confirmation of verbal instruction and issue it to Project Manager
20
APPENDIX
Appendix A: Strategic Road Map
22
Appendix B: BAC Capital Objectives
23
Appendix C: Stage D Programme
24
Appendix D: Risk Register
25
Appendix E: Change Management Plan Template
27
Appendix F: Change Request Form Template
31
Appendix G: Change Request Log Template
34
21
Appendix A
Strategic Road Map
MISSION
To invent the future of theatre
VISION
A better future for everyone by putting creativity and invention at the heart of everything we do
A community that explores its history and looks to its periphery for inspiration
A theatre where our collective imagination is a catalyst to change the world
VALUES
Better together
Playful & Provocative
Life-changing
STRATEGIC FOCUS AREAS for 12-15

that help you prioritise within your project
Great art
Brilliant work for more people
Collaboration
Look after each other
Profile
Shout about it
Money
Be entrepreneurial
Environment
A better place to be
KEY INITIATIVES
that describe groups of projects in the Project Log
Core projects
Projects that enable the organisation to
deliver its plans
Cook up projects
Ongoing activity projects
with no set end point
Tuck in projects
Larger-scale projects of work
with a clear beginning and end
22
Take out projects

BAC projects with friends across London and beyond
Issue 3. May 2012

Appendix B
BAC Capital Objectives
Great art
Brilliant work for more people
Collaboration
Look after each other
To be the most dynamic

performance environment for
artists and audiences in the UK,
th
based in a 19 Century town
hall
A space which enables playful

interactions and enables us to
be better together.
To improve facilities and

increase the range of work that
can be created, including a
sustainable production
resource.
To provide residential
accommodation for up to 24
artists.
To bring artefacts and building

history to life
To develop hosting and event

spaces for eating and
congregation
To create a promenade of a
dozen flexible performance
spaces on the first floor that
can be used together or
individually
To provide creative and

administrative space for
developing new ideas in crafts
and design, performance, film
and music, including space for
start up companies
Profile
Shout about it
BAC as a destination venue,
locally, nationally and
internationally
Money
Be entrepreneurial
Environment
A better place to be
Increased income through caf

sales, room hire and tickets
sales and improved efficiencies
Transitioning to a new
operating model and
programme that promotes
sustainability in space, time,
money and energy
To improve the public facing

impact of the building including
a new entrance, the
development of Town Hall Road
as a public space and better
signage
To create an exciting place to

eat, drink and meet for a
minimum of 120 in the caf and
foyer area
To create a more welcoming

environment that has an
atmosphere of accessibility
whilst retaining a sense of
adventure and play
To produce a major resource
and ongoing public
engagement campaign about
the building and our process
The building is licensed for and

comfortably holds 2000 people
To make the building more

accessible to more members of
our community and improve
circulation. To open up the
whole building for public use
and introduce a lift that will
provide level access to all floors
To stop gas usage, move to
renewable electric sources,
reduce energy consumption.
To record and share our

process
To improve the quality of

spaces and facilities for room
hire, specifically the Grand Hall
and Council Chamber and
community facilities in the
Lower Hall
To improve the usage of

natural resources throughout
the building
To restore the original fabric of

the building and ensure
compliance
23
APPENDIX D
BAC
Major Risks Register for Heritage Lottery Fund Project - 5c and 7b

BAC Risk Register - HLF Project
Risk ID
Risk identified
Likelihood of Severity of
occurrence impact (High,
(High,
Medium or
Medium or
Low)
Low)
Consequence
Control procedure
Responsibility
Governance and management

Loss of expertise at BAC in understanding and managing project, leading to
weaker relationships with design team and stakeholders
Project fails to achieve ambitions and delivers poor quality outcomes for
BAC and stakeholders. Staff and resources over-stretched with knock-on
impact on core organisational delivery.
Thorough handover and procedural manuals for all key roles. Ensure staff
terms and conditions continue to compete with market standard.
New posts increase capacity in Producing team and Capital team. Project
workload built into business planning across the organisation so integrated
into 10 year business plan.
Clear information flow from project team and Directors/Organisational and
Financial Management meetings to and from the rest of the organisation.
Timetable and deadlines built into individual work plans.
GOV001
Loss of key project staff
Med
High
Artistic Director
GOV002
BAC being over-ambitious and unrealistic about resources

needed to deliver work of excellent quality
Low
Med
GOV003
Poor communication of project aims and late planning
Low
Med
Staff prioritise poorly and project timetable slips, impacting on quality of

delivery.
Project fails to achieve ambitions to bring visitors of all ages and

backgrounds together. Activity is unrepresentative of the communities BAC Targeting and developing the programme with a wide range of diverse Strategic Development
partners to offer a balanced level of engagement and commitment
Manager
serves.
Artistic Director
Artistic Director
Operational risk
Learning and Participation
OPR001
Lack of diversity amongst participants
Med
Med
OPR002
Poor quality participatory and learning activities, connected to

Low
our new heritage programme
Low
OPR003
Inability to balance new heritage learning programme with Med

existing participation activity
Med
OPR004
BAC possibly loses potential access to funding streams in

Med/High
future by not having a physical archive onsite
Med
OPR005
BAC potentially loses measure of prestige as an artistic Low

organisation that doesnt physically possess its own heritage
Low
OPR006
The BAC loses a measure of control over a key resource (i.e. the Med
physical archive)
Med
OPR007
Copyright issues around the material in the archive
Med/High
Manage this risk through copyright risk management, i.e. due diligence on
With the wide range of sources from the archive it is likely that there will be more sensitive works, and a takedown policy. Also could employ intern to Digital Collections Manager
some issue with accessing copyright for some artist's materials, or that undertake due diligence
material could go up without permission.
OPR008
As an online resource a digital archive could become very stale

very quickly unless new content is continually uploaded and Med
new features introduced.
Med
Manage this risk by setting up an initial framework to the digital archive that
encourages/necessitates continual upload of user content; also manage risk
Audiences lose interest, the archive is not accessed by a wide range of by synchronising the digital archive with the work of the BAC, across Digital Collections Manager
functions, and stop looking at the archive as a separate area, and start
people
looking at it as an intrinsic part of all the departments / projects in BAC
this will ensure the long term sustainability of the digital archive. Opening up
the uploading of comments to all users will also helo keep material fresh.
OPR009
Risks to an archive involved in physical removal from a building
OPR010
Part-time posts working on Archive
OPR011
Low/Med
Medium
Scheduling for individual activities in the archive falls behind
Low
Strategic Development
Manager
High
Would mean checking through records to make sure all are catalogued Uncatalogued material will be catalogued to donds level in the first phase Digital Collections Manager
correctly which would take extra time and set back the project
and to item level (n the second phase)
Lack of digital preservation and post sustainability
Medium
OPR021
Digital archive system does not feel user friendly or easy to use
OPR022
Written information and interpretation for archive collection Medium

not being easy to understand
OPR028
Consistent updating, workflow monitoring according to plan
Material is uncatalogued or poorly catalogued due to Medium

volunteers or unskilled staff working on it
Potential damage of physical records while relocating the Medium

archive
OPR027
Digitisation, metadata record creation, optimisation and general

admin/project duties will lag behind and cause knock on effects with other
programmes
Failure of a harmonised collaboration between the two institutions may Ensure that both institutions collaborate harmonically and on time.
result in the delay of the project
Medium
OPR020
OPR026
Medium
Train interns and volunteers to contribute to the organisation of the archive Strategic Development
Manager
Medium
OPR014
OPR025
This will mean that Archive work will be slow
This can be mitigated by using specialist services and working with WHS who Digital Collections Manager
will have specialist knowledge of this.
Collaboration between BAC and Wandsworth Heritage Services Low
OPR013
OPR024
High
Records are damaged/lost in the move to a different location.
No consistency with volunteers and interns could mean commitment to Ensure retention of appropriate staff in management and maintenance plan Strategic Development
duties will lack or volunteers/interns no longer offer their time
Manager
Short-term employed staff (volunteers, interns)
OPR023
Med/High
Medium
OPR012
OPR019
High
Participants have unsatisfactory experiences with BAC, leading to low levels Working in partnership with heritage organisations and appointing specialist Strategic Development
of engagement and loss of reputation.
staff to support producing team.
Manager
BAC fails to capitalise on archive development and activity plans and Programme integrated into strategic planning for BAC, new staff appointed Strategic Development
to build capacity in team, fundraising to support this element of the
reneges on commitment to HLF
Manager
programme, Strategic Development Manager works across programme.
Some funding for archives will only be available to those housed on-site. Manage this risk by emphasising the archival nature of the online service and
This may prevent specific applications that access continuation funding for ensuring thorough cataloguing and digitisation here. Exploit digital streams Manager
the archive.
of revenue to greater effect.
BAC could lose some prestige around housing the archive off-site but this is Manage this risk by potentially keeping some of the very best bits, or at least Strategic Development
good copies of some of the very best bits for display or interpretation around
unlikely as it is not currently known as a heritage organisation.
Manager
the building
Manage this risk at the time of determining the deposit arrangement with
the external institution; for example whether or not BAC has option of reBy housing the archive elsewhere we could lose control of some elements accessioning the archive in the future; the amount of notice BAC would need Strategic Development
to give to temporarily remove archives from the host institution; the nature
of the storage facilities, access and cataloguing.
of the appraisal decision and extent of control external institution has over Manager
this; provision for what happens to archive if host institution loses funding or
is closed
Potential physical difficulty to access installation series
High
Medium
Low
Low
Medium
Possible physical restrictions to archive when stored at WHS
Low
Medium
Difficulty of accessing facilities (toilets, caf, etc) in BAC
Medium
High
Difficulty of public accessing digital archive whilst onsite at Medium

BAC
High
Artists not planning projects / shows that are inclusive to all Medium
audiences as part of the Heritage Festival
High
Ensure digital preservation techniques will take place to the digital storage Digital Collections Manager
space and ensure access in the long term
Would mean that only specialist people who have the experience of using
digital archiving system
Have clear instructions on to how to use digital archive software. Make sure
that system is PC/Mac compatible and use web 2.0 technologies to develop Digital Collections Manager
the database
Written information will not enable all to read and understand. People will Ensure that all interpretation is developed by using interpretation standards Strategic Development
stop reading and not take an interest in the project
and DDA regulations
Manager
High
Medium
Records are unable to be obtained or viewed. Files are lost or deleted.
This could cause archived material to become damaged and beyond repair Ensure archive has correct shelf marks and it is relocated bit by bit to avoid Strategic Development
causing items to be lost from the collection
losses and damages.
Manager
High
Medium
Family workshops not being inclusive or of interest to families Low
School workshops not linking with students learning capacity

or Schemes of Work
High
Manager
Difficulty in accessing installation would discourage any visitors who have

limited mobility and could persuade visitors not to take part in visiting any
future installations at BAC
Numbers of families taking part in family workshops would be low.
Schools not wanting to take part in workshops. Schools not wanting to take
part in future workshops.
Capital changes to the building to ensure that exhibitions and installations Strategic Development
are accessible
Manager
Do a series of family workshop trials and evaluate to make sure groups get Strategic Development
the most out of their informal learning
Manager
Employ all learning strategies (differentiation, KS levels) in workshop
planning. Communicate with teachers taking part for relevant feedback
Manager
Ensure that access to WHS meets DDA and access consultant working with Strategic Development
BAC to evaluate access
Manager
Visitors would stop coming to BAC and could even use word of mouth to tell Design for the toilets, caf and ramps to be in line with DDA requirements
other potential users not to visit
Manager
Would prevent public to regularly use digital archive, become frustrated and Put in 2 viewing pods in the foyer to allow public access to digital archive
could even make public not use digital archive at all
Manager
Audience confused to what is on. Shows being abstract and produced by Ensure that all artists and producers plan their work to include key target
artists who assume that audiences already know what the show is about. audiences. Producers to understand possible restrictions and to have Strategic Development
Audiences would be discouraged to visit show and any other future shows knowledge of the access audit. Producers to seek advice from access Manager
at BAC
consultant if necessary.
Difficultly in accessing and WHS building and facilities could put users off
25
APPENDIX D
BAC
Major Risks Register for Heritage Lottery Fund Project - 5c and 7b

BAC Risk Register - HLF Project
Risk ID
Risk identified
Likelihood of Severity of
occurrence impact (High,
(High,
Medium or
Medium or
Low)
Low)
Consequence
Control procedure
Responsibility
Communication
Audience consultation built in throughout design process, clear engagement Artistic Director/Comms
Manager/ Strategic
strategy established from outset, local communities actively involved in
Development Manager
learning, participation and conservation activities.
Negative audience response to capital developments.
Low
Med
Lower visitor numbers than projected, impacting on income projections,

and weak community engagement.
H+S01
Unforeseen building fabric issues (asbestos, damp, rot, other

deleterious materials, etc) arise
Med
Med
Safe working conditions affected and project timetable and budget

increases.
H+S02
Poor health and safety management and lack of rigorous

working practices.
Low
High
Accidents and injury.
H+S03
Loss of revenue income due to capital project
Med
High
BAC's ongoing activities are affected, leading to issues of quality of

provision for audiences and stakeholders, and financial viability of
organisation.
Forward planning and phasing to ensure key income streams are maintained Digital Collections Manager
during works. Effective core cost recovery through capital fundraising
FIN001
Cashflow is difficult due to delay in funding coming in
Med
High
BAC unable to meet HLF requirements and complete full scope of works.
Clear control of outgoings to manage budgets, flexibility and contingency in

finance and schedule, significant leverage and strong partnership working at Artistic Director/Capital
Fundraiser/Capital
all levels of funders and potential funders, matched to robust fundraising
Admininstrator
strategy.
FIN002
Improvements to the infrastructure lead to higher operational

Low
costs
Med
Working with Services consultant to achieve best possible financially &

BAC's long-term ambitions around financial and environmental
sustainability are compromised, with knock-on impact on revenue budgets environmentally sustainable heating, cooling and power systems for the
building. Evolving new working systems that use the building in a pragmatic Manager/ Artistic Director
that can not be met.
way.
FIN003
Over complication of financial management systems on capital Low

project
Med
Errors in budget, actual accounts and projections.
FIN004
Lack of budget contingency or reserves to respond to new

needs or requirements that arise
Med
Med
FIN005
Not reaching the fundraising match target
Med
High
High
Med
BAC unable to respond to new requirements, resulting in reduced scope or Appropriate contingency fund built in at every stage and detailed planning
inability to complete project.
undertaken
to mitigate
unforeseen
risks Development
as far as possible.
We
have appointed
a new
Chair of BACs
Council and a new
trustee to BAC, in the shape of Fiona McTaggart MP. Fiona is a huge
supporter of BAC and has come on board specifically to help with the capital
campaign. We are also re-booting the nature of BACs campaign in order to
BAC unable to meet HLF requirements and complete full scope of works. improve its effectiveness now that the project is actually starting. David Jubb
& David Micklem, as Joint Artistic Directors and Chief Executives are leading
the fundraising campaign working very closely with Tim Burley BACs Head
of Development (who is managing the campaign on a day-to-day basis). The
Board are also aware of the risk and are working with the Exec team to
mitigate.
Clear funding leads already identified and project phasing designed to take
account of current economic climate. Maintenance of high quality
BAC unable to meet match funding requirements for capital investment. development department and continued outward facing nature of Directors.
Continued growth of the development group and board support towards
strategic fundraising.
COM01
Health & Safety
Detailed surveying undertaken during design phase to minimise unforeseen

HT/Capital Project Manager
risk but appropriate contingency built into budgets and timetable.
Health and safety committee proactively managing health and safety and
CDM/Capital Project
ensuring that health & safety training is carried out to an adequate level by Manager
all staff and contractors
Financial risks
Environmental/external factors
ENV001
Downturn in corporate sponsorship market and trusts and

foundations endowments
Deploying member of BAC finance team as project accountant
Executive Director/Capital
Administrator
Finance Manager/Capital
Project Manager
Artistic Director/Capital
Fundraiser
Artistic Director/Capital
Fundraiser
ENV002
Change in government policy especially with regard to arts and High

culture funding
High
Develop arts sector's dialogue with government & opposition in order to

make the case for continued investment. Demonstrate the ways in which
Reduction in BAC's core revenue funding from Arts Council England and
BAC supports ACE and WBC strategic objectives and aim to strengthen ACE
Artistic Directors
Wandsworth Borough Council and resulting impact on ambitions to develop and WBC's advocacy for the sector through robust dialogue. Ensure
21st century arts organisation within 19th century building
appropriate operational and financial contingencies built into organisational
planning that enable us to evolve services whilst maintaining quality and
public engagement.
ENV003
Currency fluctuations, general economic uncertainty, etc
Low to High
Low to High
Various - but with specific reference to risk of contractor failure (and their
sub-contractors and suppliers) and deposits paid against any specialist
materials
Financial strength of contractors / suppliers to be considered when placing Artistic Directors

any orders.
Compliance risk (law and regulation)

COM001
Project does not comply with lease requirements
Low
High
BAC would default on the lease with Wandsworth Borough Council, leading Ensure project scope includes key lease requirements and sustain high-level
to WBC potentially re-inhabiting building
relationship management with Wandsworth
Manager
COM002
Delay in works on site as a result of not signing-off planning

conditions on time
Low
Medium
Contractor delayed on site (and cost implication as a result)
Architect to manage tracking schedule and all conditions to be recorded on

master project programme
Manager
COM003
Delay in obtaining building regulation approval whilst design

works ongoing
Low
Low
Re-design works required which could lead to a pre-contract delay (and

design fee cost implication as a result)
Approved inspector appointment to be made at the start of Stage E and are

to work in parallel with the design team
Manager
Design & Construction

Impact on programme and budget
DES001
DES002
Finalising design within budget
DES003
High-speed design changes which are not properly evaluated
DES004
Disability access audit is not up to date
DES005
Single source materials or products
DES006
Use of preferred suppliers
DES007
Lack of integration between design and construction

programmes
DES008
Tender information incomplete
DES009
HT
Low
Low
Medium
Medium
Low
Low
Medium
Low
Low
Low
Low
Low
Low
Low
Low
Lack of integration between separate phased projects and HLF
Low
works
DES010
Poor coordination of design
DES011
Unknown services locations discovered during construction
DES012
Unknown asbestos locations discovered during construction
Impact on programme in order to bring down to budget

Late changes in design while on site
Changes in design required with impact on programme and budget

Access audit completed; access consultant to review scheme at next stage
Lack of availability of materials or products with impact on programme and Avoid single source where possible
budget
HT
HT/Strategic Development
Manager
HT/BJP (QS)
Manager
Additional cost
Avoid preferred supplers
HT
Project programme agreed
HT
Review of completeness before issue
Manager
Medium
Low
Medium
Medium
Medium
Medium
Masterplan developed and agreed
HT
Changes in design required with impact on programme and budget
Regular review of coordination
Manager
HT
Internal and external electrical survey commissioned; utilities surveys
requested
Management Survey completed; Refurbishment and Demolition survey to be XCO2/Strategic
undertaken prior to site works
Development Manager
Medium
Impact on programme for main works
Survey of existing organ to be undertaken to establish detailed scope of

works
Manager
Sequencing to be part of design development and constraints identified in

tender information
Manager
Loss of heritage value and impact on programme and budget

Scheme delayed
Scheme delayed
Scheme delayed
Required method statements to be identified in tender information

Ongoing consultation with Conservation department and English Heritage
Ongoing consultation with Planning department
Ongoing consultation with Planning department
Ongoing consultation with Building Control department
HT
HT
HT
HT
HT
Organ works overrun

Low
DES014
Client not giving access to contractor due to noise or dust
DES015
DES016
DES017
DES018
DES019
Damage to valuable building elements by contractor

Listed Building Consent refused
Planning Consent refused
Section 247 highways agreement not reached
Inability to obtain building control approval
Low
Low
Low
Low
Low
Low
Cost control procedures agreed

Close cost control with regular reviews
Low
DES013
Project programme agreed
Untimely provision of information by Design Team pre contract
Medium
Medium
Medium
Medium
Medium
Medium
Medium
26
APPENDIX E
PROJECT CHANGE MANAGEMENT PLAN
Project Name:
Prepared by:
Date (MM/DD/YYYY):
1. Purpose
The purpose of this Change Management Plan is to:
Ensure that all changes to the project are reviewed and approved in advance
All changes are coordinated across the entire project.

All stakeholders are notified of approved changes to the project.
All project Change Requests (CR) must be submitted in written

form using the Change Request Form provided.
Link_To_Project Change Request Form
The project team should keep a log of all Change Requests.
Link_To_Project Change Request Log
2. Goals
The goals of this Change Management Plan are to:
Give due consideration to all requests for change the degree to which they affect scope, schedule, budget or
funding agreement, as an example
Identify define, evaluate, approve, and track changes through to completion
Modify Project Plans to reflect the impact of the changes requested
Bring the appropriate parties (depending on the nature of the requested change) into the discussion
Negotiate changes and communicate them to all affected parties.
3. Responsibilities
Those responsible for Change Management
Their Responsibilities
Capital Project Manager
Developing the Change Management Plan if required

Facilitating or executing the change management process.
This process may result in changes to the scope,
schedule, budget, and/or quality plans. Additional
resources may be required.
Conducting reviews of all change management activities
with senior management on a periodic basis
Capital Administrator
Maintaining a log of all Change Requests
27
3. Responsibilities
Those responsible for Change Management
Their Responsibilities
Ensuring that adequate resources and funding are

available to support execution of the Change Management
Plan
Ensuring that the Change Management Plan is
implemented
4. Process
The Change Management process occurs in six steps:
1.
2.
3.
4.
5.
Submit written Change Request (CR) for any significant change which would affect:
a. Budget over 50,000
b. Scope which significantly affects design/outcome
c. Schedule which affects set timescales or milestones
d. Funding agreement terms
Strategic Development Manager and Capital Project Manager to Review CRs and present for acception or rejection
this will happen at Strategic Design Meetings
Accept or reject the recommendation
If accepted, update project documents and re-plan
Notify all stakeholders of the change.
The following describes the change control process in detail:

1.
Any stakeholder can request or identify a change. He/she uses a Change Request Form to document significant changes,
based on the criteria above, or send a description of non-significant changes to the Capital Administrator
2.
The completed form is sent to the Capital Administrator

who enters the CR into the Project Change Request Log.
3.
CRs are reviewed at Strategic Design Meetings (for budget changes above 50k) or Weekly Project Meetings (for
anything else) and assigned one four possible outcomes:
Link_To_Project Change Request Log
Reject:
Defer to a date (e.g. because more information is
required, or because it needs to be viewed/signed
off by Strategic Design Meeting or BAC Capital
Group):
Accepted immediately (e.g., emergency, where all info

and solutions were available):
28
Notice is sent to the submitter
Change Log updated with decision and reasons
Submitter informed and asked for any further info required
Change Log updated
Added to agenda for deferred date, or to agenda of

Strategic Design Meeting/Capital Group meeting for
deferred date
Submitter informed
Change Log updated with decision and reasons
Necessary updates made to project documents (schedule,

scope, budget, etc)
4. Process
Accept for further analysis (non-emergency, where

necessity for change is accepted but alternative
designs/solutions/analysis still needed):
Submitter informed
Further analysis of change, design or solution carried out
Change Log updated
Added to agenda for deferred date
This will then re-enter the change system and return to the
first step
5. Notes on the Change Control Process

1.
A Change Request is:
2.
The CR may be:
3.
Included in the project only when recommended action is agreed by group with necessary level of authority to do so.
Low-impact Has no material affect on cost or schedule. Quality is not impaired. Full written submission not required;
approval required from Weekly Project Meeting (must include Artistic Director)
Medium-impact Moderate impact on cost (between 50k and 250k) or schedule, or no impact on cost or schedule but
quality is impaired. Full written submission required; approval required from Strategic Design Group.
High-impact Significant impact on cost (over 250k), schedule or quality. Full written submission required; approval
from BAC Capital Group.
For this project:
Moderate-impact Fewer than 2 weeks change in schedule; between 50k and 250k in budget; quality of one or more
major outcome(s) impacted
High-impact More than 2 weeks change in schedule; more than 250k change in budget; one or more major outcome
lost.
4.
All project changes will require some degree of update to project documents:
Low-impact Changes likely require update only to requirements and specifications documents
Moderate- or high-impact depending on the type of change, the following documents (at a minimum) must be reviewed
and may require update: Scope, Schedule, Budget, Quality, Funder report
6. Project Change Management Plan / Signatures

Project Name:
Project Manager:
I have reviewed the information contained in this Project Change Management Plan and agree:
Name
Role
Signature
Date
(MM/DD/YYYY)
29
6. Project Change Management Plan / Signatures
The signatures above indicate an understanding of the purpose and content of this document by those signing it. By
signing this document, they agree to this as the formal Project Change Management Plan.
30
APPENDIX F
PROJECT CHANGE REQUEST FORM
Project Name:
Prepared by:
Date (MM/DD/YYYY):
Control No. (from CR Log):
1. Requestor Information
Fill in with appropriate information or place an X next to those that apply:
Area of Change:
Scope
[ ]
Schedule
[ ]
Budget
[ ]
Quality
[ ]
Is this Change the result of a Risk Management Action?

No
[ ]
Yes
[ ]
Risk ID:
Does this Change affect the Funder Agreement?

No
[ ]
Yes
[ ]
Provide information below concerning the requested change.
Create links to any supporting documentation.
Proposed Change Description and References:

Description:
Justification:
Links to
supporting
documents:
Impact of Not Implementing
Proposed Change:
Alternatives:
2. Initial Review Results of the Change Request

Initial Review Date:
Reviewing
31
2. Initial Review Results of the Change Request

(MM/DD/YYYY)
Meeting:
Action
Comments/Reasons
Reject
[ ]
Defer until (MM/DD/YYYY)
[ ]
Express approval
[ ]
(analysis included below)

Accept for further analysis
[ ]
(to be detailed below)
3. Initial Impact Analysis

Baselines Affected:
Configuration Items Affected (e.g.
changes to outcome):
Cost / Schedule Impact Analysis Required? (check one)
Yes [ ]
No [ ]
Impact on Cost:
Impact on Schedule:
Impact on Resources:
Risk associated with
implementing the change:
Risk associated with not
implementing the change:
Final Review Results:
Review Date: (MM/DD/YYYY)
Priority: (check one)
High [ ]
Medium [ ]
32
Low [ ]
5. Final Recommendation (Decision & Reasons)
6. Project Change Request Form / Signatures

Project Name:
Project Manager:
I have reviewed the information contained in this Project Change Request Form and agree:
Name
Title
Signature
Date
(MM/DD/YYYY)
The signatures above indicate an understanding of the purpose and content of this document by those signing it. By
signing this document, they agree to this as the formal Project Change Request Form.
33
APPENDIX G
BAC PROJECT CHANGE REQUEST LOG
Project Name:
Project Manager:
Log in each Change Request as it is received. See Definitions tab for further instruction/information.
Change Request
No.
Link to Change
Request Form
Change Description
Priority
34
Requested By
Meeting and date

for review
Decision
Reasons/Notes

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