SECTION 1 INTRO AS PER CURRENT

ProjeX1 (formerly X1 Projects) is a privately-owned consulting firm that specialises in applying consolidated knowledge and functional resources to define, plan and deliver capital works portfolios, programmes and projects. ProjeX1 has established a legacy through our contribution to the establishment of iconic developments in the public and private sectors in Australasia and North America and has been awarded a Professional Excellence in Construction Award and High Commendation by the Australian Institute of Building.

ProjeX1 assists organisations, developers and financiers to maintain and enhance reputational capital, by delivering capital works within established parameters in a manner consistent with organisational values. We apply disciplined delivery workflows, highly specific knowledge resources, adaptable support for ESG programs, renewable energy integration capability, the ability to work with traditional and emerging funding arrangements and innovative communications approaches to seek the optimal capital works delivery experience for our clients and their stakeholders.

who value reputational capital by undertaking capital works characterised by

ProjeX1 is strongly positioned to support the reputational capital of organisations, developers and financiers who require portfolios, programmes and projects to be delivered with predictable results in a manner that is consistent with their organisational values.

ProjeX1 applies disciplined delivery workflows and highly specific knowledge resources

Disciplined delivery workflows and extensive knowledge resources are coupled with ProjeX1’s ability to support reputational capital through the delivery of compliant and high-quality end product, adaptable support for ESG programs and integration of renewable energy technology in the context of capital works portfolios and programmes.

predictable results at a project level and value

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SECTION 3 INTEGRITY

Project delivery resources and workflow integration

Design practitioner

Old fashioned (no) project delivery nous

ESG monitoring

Renewables

Innovative finance options

VR and specialist stakeholder comms

SERVICES

Portfolio & programme management

Projex1 is capable of delivering projects within a larger portfolio that interface directly with organisational objectives.

This involves management of budget and risk across the project portfolio

Portfolio management has bigger scope and objective than program management. Program management also focuses on management of budget and check risk but only at program level. Portfolio management not only focuses on budget and risk of various programs but also focuses on future projects and overall organization goal. ie handle risk and metrics and stay true to organisational objectives.

Development & Project Management

Provide input (or review) to feasibility

  • Prepare development brief

  • Procure consultant team

  • Liaise with stakeholders

  • Consider wider-development issues such as:

    • Legal

    • Sales & Marketing

    • Finance

    • Land acquisition

    • Subdivision and registration

    • Preceding subdivision matters and services

    • Other conditions precedent

  • Consider relationship to construction contract(s) and associated matters

  • Oversee or monitor the project manager or Superitendent

  • Liaise with Authorities

  • Advise client in matters of development risk

  • Manage bonding arrangements with Authorities

Project delivery resources and workflow integration

SCOPE - the key first step to define project objectives, identify the need, inclusions & exclusions, set time, cost and other parameters.

  • TIME - establish the master programme identifying key tasks, inter-dependencies and allocated time-frames.

  • COST - identify a budget that is consistent with the project feasibility and makes provision for all known costs and makes suitable provision for potential unspecified costs (including contingency)

  • QUALITY - specify products and services and the quality parameters that they must meet. Where possible, it is useful to consider precedents and past experience.

  • HUMAN RESOURCES - establish what client team members, stakeholders, consultants, suppliers and contractors might be required for the project.

  • COMMUNICATION - establish who needs to communicate with whom, when, how often and how. Establish a register to guide this process.

  • RISK - identify specific risks associated with the relevant project phases. Consider the Likelihood and the Impact to produce a Level of Risk. Follow predetermined actions based on the risk level.

  • PROCUREMENT - based on a risk profile, consider options for contracting with consultants and contractors. EOI, Tender and RFP processes are available options to determine the best team members, products and services.

​We draw from the above in establishing a Project Plan and management strategy that considers the four (4) phases of the project life-cycle, including:

​INITIATION - project scoping, feasibility, risk analysis, programming and project planning.

  1. DEVELOPMENT - stakeholder consultation, design management, procurement, Authority approvals.

  2. IMPLEMENTATION - manage, superintend, represent.

  3. FINALISATION & REVIEW - project completion, review processes to establish lessons learned for future projects.

Contract superintendence

Forms of Contract favoured by our clients and which we are experienced in administering include:

  • AS4000 - Construct Only

  • AS4300 - Design & Construct

  • AS4902 - Design & Construct

  • GC21 - Government Form

Specific tasks required of a Superintendent include:

  • Assist the contract execution phase (including receiving the requisite security)

  • Maintain complete and current contract documentation package

  • Attend site to monitor works (duration and intervals to be agreed)

  • Administer the works in accordance with the contract, including for:

    • Extensions of Time

    • Variations

    • Delays

    • Other Matters

    • Progress Claims & Payment Certificates

    • Certificate of Practical Completion

    • Defects Liability Period

    • Certificate of Final Completion

    • Release of Security

  • Receive and review Contractor Reports

  • Chair & Minute Construction Meetings

  • Prepare PCG Reports

  • Chair & Minute PCG Meetings

Environmental, social & corporate governance monitoring

Environmental, social, and governance standards, collectively known as ESG, are becoming a growing focus for construction and engineering firms.

Increasing demands for ESG come from voluntary initiatives like the Contractor’s Commitment, investors’ interest in sustainability, or companies’ own net-zero carbon goals. The SEC also is driving more attention with recently proposed reporting changes and mandates. All of these create challenges and opportunities and make ESG commitments a top concern for executives.

Their attention is warranted. It’s estimated the built environment produces 30 to 40 percent of overall greenhouse gas emissions and accounts for 40 percent of energy use. Collectively, construction consumes 32 percent of the world’s natural resources, making it a critical sector for achieving a more equitable and sustainable future for everyone.

Because projects can be vastly diverse in terms of scope, among the first tasks for any company starting ESG tracking efforts is determining what to track and how to gather that data.

Renewable energy infrastructure integration

Gridflow information