OUR METHODS

Introduction

The purpose of this document is to provide an overview of our methodology in the delivery of integrated system solutions and highlight the key differentiators that stand VisionX apart. VisionX regularly reviews and is constantly evolving its existing project delivery processes and quality assured standards via applied learning and garnered experience, proactively and collaboratively engaging with stakeholders during the projects lifecycle to ensure client partners receive consistently successful outcomes.


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Project Delivery Methodology

VisionX Integrated Technologies (VIT) utilises the Project Management Body of Knowledge (PMBOK) Guide and PMI’s Global standards for project management and delivery. VisionX has applied these guiding principles as a framework in formulating our project delivery processes and quality assured standards.


Project Initiation

On engagement, VisionX commences upon a strict set of internal procedural processes. The initiation phase covers the internal establishment, familiarisation and definition of the project whilst obtaining authorisations; both internally and externally (i.e. site access authorisation). The following steps are followed in this phase…

  • Office Administration Folder and Project Insurance Coverage
  • Projects handover (Sales to appointed Project Management team)
  • Establishment of project files and version control (VIT Server)
  • Project management team review of contract terms and conditions
  • Stakeholder introductions and site inspection/conditions familiarisation
  • SWMS, Safety Plan, Project Works Insurances, Induction/Access Requirements

Project Planning

The Project Management team will be responsible for:

  • Development of project delivery schedule (GANT) and milestones as per RFT documentation
  • Project management led design and specification workshop meetings
  • Stakeholder RFI’s - Stage 1 and/or design consultation workshopping
  • Final planning RFI’s, Docs. Submissions and milestone adjustments
  • Production of site folders and handover to the site delivery team

The Project Management team will provide guidance and oversight to the engineering, procurement and site teams for:

  • Engineering and Programming department review and risk assessment
  • Production of ‘Preliminary’ Engineering
  • Assessment of ‘In Stock’ items and procurement lead times
  • Submission of ‘Preliminary’ Engineering drawings for approvals
  • Production of project Asset Register, IP Register and commissioning documentation

Project Execution

Procurement & Stock Management:

The Procurement Manager will manage the procurement and logistics movement for equipment, with the warehouse team and Site Manager reporting status of deliveries and on-site stock to ensure program dates/milestones are met. We understand certain projects have restricted site delivery timelines. To increase efficiency in delivering stock to site, we propose this is addressed by the following methodology:

  • All equipment to be staged and packed into logical delivery stages; per stage / level / room etc.
  • Packing lists to be managed and equipment palletised per system to establish onsite efficiencies
  • Delivery schedule to be timed and coordinated with Head Contractor, meeting site delivery conditions
  • On-site storage to be a ‘locked room’ or at minimum areas with restricted access
  • Secure on-site storage to be logically located to maximise efficiencies in site deployment
  • Delivery to site to be signed off and tracked through the VIT stock management system

Off-site Works:

Project Manager will provide guidance and oversight to the Rack Builders, Programmers, Test Engineers for:

  • Production of system User Control Interfaces (GUI’s) and approvals
  • Off-site programming of control and DSP systems
  • Off-site pre-configuration of deployed equipment
  • Off-site pre-build (Racks and system/systems deployment pre-testing)
  • Cable looming and accessory consolidation
  • System pre-commissioning
  • Asset registration
  • Network device configuration

On-Site Works:

Our program methodology and team schedule resource allocations are formulated with the intention of finding the best balance between keeping consistency in the installation and removing interdependency between spaces. For each project, we propose team structures that suit the environment in which our team(s) will be working in order to meet program, at times utilising multiple teams on-site in different floors / areas to deliver concurrently. Teams are sized appropriately to allow for team members to drag on a floor/area whilst the remaining team members move into new areas according to program timelines. This allows our teams to scale to meet program and mitigate risks caused by challenges from either procurement or site based delays.

The Site Manager will be responsible for managing on-site works and coordination with other trades, these works include:

  • Site establishment
  • Cable Rough-In and early works
  • Equipment deliveries and site based stock management
  • Equipment installation
  • On-site programming, network deployments and audio system tuning

Commissioning:

VisionX has a staged commissioning methodology for projects, ensuring quality is maintained throughout each staged milestone, and in turn mitigating the risk of delivery delays. This is accomplished by segmenting the commissioning works portions as follows:

  • On-site Cable Rough-In and Early Works - VIT ITC 1
  • Off-site Rack Pre-build & System Prototyping - VIT ITC 2 & VIT Commissioning Document Checklist
  • On-site Project Equipment Installation - VIT ITC 3
  • On-site ‘Centralised’ Commissioning - VIT project specific Commissioning Document Checklist
  • On-site ‘Localised’ Commissioning - VIT project specific Commissioning Document Checklist

User Acceptance Testing:

User acceptance testing (UAT) follows closely after commissioning and internal project sign-off has been completed. Its process is directly derived from the agreed commissioning testing and is focused on the quality and consistency of the user experience. UAT will occur prior to the spaces being used. It will also act as a trigger for the final completion of the area under review.


Project Monitoring & Controlling

The Project Management team is responsible for adhering to the established processes on monitoring and controlling a project in progress. Structured communication processes in communications internally and externally with stakeholders ensure all active parties are informed and ‘aware’ of progress and change management required at any stage. The processes in ensuring Monitoring and Controlling is effectively achieved are as follows:

  • Construction Process & QA Manager site kickoff and staged site progress QA checking
  • RFI’s & RFI Tracking Register, controlled process platform for communications and internal tracking / filing
  • Controlled processes for Toolbox Talks & Site Incident Reporting
  • Site Manager provides daily site progress reporting for Project Management tracking against milestones
  • VIT has a system with ‘traffic light’ based monitoring of a projects set key delivery milestones
  • Weekly PM meetings (Team collaborative discussion on project challenges and change management)

Project Closing

Once practical completion and user acceptance has been completed, the project can begin to be closed out. The controlled processes to close out projects consists of:

  • Closeout of final defects post UAT
  • Production and submission of project handover documentation
  • Client training
  • Certificate of completion sign-off and commencement of DLP and post project service support
  • Client satisfaction survey, Client debriefing and internal post project audit/review assessment