Project Manager for Translational Energy Research Centre (TERC) - CANCELLED

Tender description

PLEASE NOTE THAT THIS PROJECT HAS BEEN CANCELLED AND WILL BE RE-PUBLISHED UNDER TENDER REF. 2058/DM. The University of Sheffield (UoS) will establish a national Translational Energy Research Centre (TERC) at the (Advanced Manufacturing Research Campus) AMRC in the Innovation District. In line with both regional and national innovation priorities TERC will provide facilities to develop low carbon technologies as both individual processes and as part of integrated energy systems. This will be achieved by installing renewable energy generation, bioenergy and smart grid equipment in, and bringing an enhanced Pilot-Scale Advanced CO2-Capture Technology facility to, a bespoke building. The building will be circa 1,600sqm with 400sqm of covered external storage and 900sqm of external area for equipment plis associated car parking, service yard and landscaping. Their will be circa 20-24 pieces of equioment. The approximate value of the construction works is £4m for the base build plus £2m for the shell enhancment for the supply and connection of services to the research equipment. Duties of Project Manager In the following Scope of Services, the following expressions have the following meanings: Project work stages will be defined by the Client in the work instruction, but are likely to follow the RIBA Plan of Work 2013. "Project Execution Plan" means the document that defines how the Project delivery will be executed and will be in accordance with the Client's requirements. "Project Team" means the team comprising the Client and all of the other consultants engaged by the Client. 1.0 AT ALL STAGES 1.1 Principal Role 1.1.1 The Consultant is responsible for the coordination and management of the project and for programming and agreeing the timescales and activities of the Project Team. The Consultant shall act as the coordinating Lead Consultant and Contact Administrator under the Contract. 1.1.2 Establish and manage systems and procedures to meet all Project objectives. 1.1.3 Directly manage key Project processes, with particular emphasis on: • Client Stakeholder interface and approvals, • Value and Risk Management, • Consultant and Contractor selection, appointments and fee management, • Design and Design Management, • Formulating, option reporting, recommending and implementing a procurement strategy, • Monitoring the activities and performance of all other participants; and • Compile and present project progress at Executive and Senior Management Group meetings 1.1.4 At each Work Stage take the lead in respect of Project Programming, Construction and Logistics Planning as may be required. 1.1.5 Provide construction phase resources, as may be required.