An amble around Manchester, 17th March 2026
An amble around Manchester, 17th March 2026
Author: Mark Whitfield
Welcome to my site!
After graduating in Computing in 1990, I accepted a position as a programmer at a Runcorn based software house specialising in electronic banking software, namely sp/ARCHITECT-BANK on Tandem Computers (now HPE NonStop). This was before the internet became more prevalent and so the notion of enabling desktop access to company accounts for inter-account transfers and book keeping was still quite a cutting edge idea (and smartphones only ever hinted at in Space 1999). The company was called The Software Partnership (which was taken over by Deluxe Data in 1994).
I spent 5 years in Runcorn developing code for SP/ARCHITECT for various banks like TSB, Bank of Scotland, Rabobank and Girofon (Denmark) to name but a few. I then moved onto a software house in Salford Quays for further bank facing projects. After a further 23 years in the IT industry and now a Senior IT Project Manager (both Agile and Waterfall delivery), I thought I would echo out my Career Profile in this corner of the internet for quick and easy access.
Middlebrook Retail Park, Horwich, Bolton Detailed Timeline by Era
Middlebrook Retail Park, located in Horwich, Bolton, is one of the largest integrated retail and leisure destinations in the UK. Covering approximately 200 acres at Junction 6 of the M61, it serves as a mixed-use complex combining over 60 high-street stores with major leisure facilities, two hotels, and the home of Bolton Wanderers F.C..
Historical Timeline of Middlebrook
Pre-Development Era (16th Century – 1994)
- 16th Century: The site was originally home to Sefton Fold Farm, a three-bay timber-framed farmhouse.
- Late Medieval: Archaeological digs later revealed a moated site and pottery from this era.
- Pre-1994: Much of the land consisted of open fields and the former Red Moss tip.
Inception & Construction Era (1994 – 1997)
- 1994: Plans for the ambitious scheme were first announced, including a 25,000-seater stadium and 6,000-seater indoor arena.
- 1995: Outline planning applications for the football stadium were approved in July.
- 1996: Orbit Developments (part of The Emerson Group) began physical construction. By Christmas, many key buildings were already constructed.
- 1997: The Reebok Stadium (now Toughsheet Community Stadium) was inaugurated on 1 September with a match between Bolton and Everton.
- 1997 (Summer): Initial food outlets like McDonald’s, Pizza Hut, and KFC opened for business.
Establishment & Expansion Era (1998 – 2005)
- 1998: The first retail businesses officially began operating.
- 2001: Bolton Arena (USN Bolton Arena) opened in the spring after winning a development grant.
- 2001: Annual visitor numbers reached 12.5 million for the first time.
- 2002: The site hosted events for the Manchester Commonwealth Games at the sports arena.
- 2005: Marks & Spencer (M&S) secured planning permission to occupy a vacant store, marking a significant shift toward major non-food retail.
Modern Maturity Era (2006 – Present)
- 2006: A time capsule was buried by schoolchildren to celebrate a decade of development.
- 2006 (October): Several high-profile stores opened, including HMV and Clarks.
- 2020s: The park continues to house over 62 high-street brands including ASDA Supercentre, Vue Cinema, and Hollywood Bowl.
- Present: It remains a top-ranked UK retail park, attracting over 910,000 shoppers per month.
Middlebrook Retail Park, Horwich, Bolton Detailed Timeline by Era
Project Management mindset, 8 thought processes
Llandudno Pier Overview and Historical Timeline by Era
Llandudno Pier, often called the “Queen of Welsh Piers”, is the longest pier in Wales at 2,295 feet (700 metres). It is a Grade II* listed structure renowned for its Victorian and Edwardian elegance, featuring ornate ironwork and classic kiosks.
Historical Timeline by Era
Early Origins (The Pre-Pier Era)
- 1858: A short wooden pier (242 ft) was built by the St George’s Harbour and Railway Company to export limestone.
- 1859: This original structure was severely damaged by the “Royal Charter Storm”.
- 1860–1875: Though repaired, the wooden pier was too short for steamships except at high tide.
Victorian Era: Construction and Growth
- 1875: The Llandudno Pier Company was formed to build a new, modern structure.
- 1876: Construction began in June/July. The first pile was driven on 16 September 1876.
- 1877: The pier officially opened on 1 August, initially measuring 1,234 feet.
- 1878: Construction was fully completed; the first steamboat (Prince Arthur) landed in May.
- 1884: A landward extension was added, bringing the pier to its current length of 2,295 feet.
- 1886: The Pier Pavilion opened on 16 September as a 2,000-seat theatre and concert hall.
- 1887: Renowned conductor Jules Rivière took charge of the pier’s orchestra, which eventually grew to symphony proportions.
- 1891: A new landing stage was added to accommodate increased steamship traffic.
Edwardian and Mid-20th Century
- 1905: A pier-head pavilion was constructed.
- 1910: Extensive improvements were made, including widening most of the pier.
- 1938: Major alterations were carried out on the landing stage.
- 1968: The pier was purchased by the Trust House Forte Group.
- 1969: The landing stage was totally rebuilt in concrete and steel to handle large Isle of Man steamers.
Modern Era: Challenges and Restoration
- 1983: The pier became part of the First Leisure Corporation.
- 1984: The Pier Pavilion theatre closed.
- 1994: A major fire destroyed the Pier Pavilion on 13 February, leaving only the iron supports.
- 1998: Purchased by Leisure Parks Ltd (Trevor Hemmings) along with several other UK piers.
- 2005: Voted “Pier of the Year” by the National Piers Society.
- 2015: Purchased by local entrepreneur Adam Williams (Tir Prince Leisure Group) for £4.5 million.
- 2021: Adam Williams purchased the derelict Pavilion site to protect the pier’s future.
- 2025: Voted “Pier of the Year” for the second time following major restoration efforts.
Llandudno Pier Overview and Historical Timeline by Era
Product and Project Management
Cost Estimating vs Cost Planning
In professional project management and construction, cost estimating and cost planning are complementary processes that occur at different stages to ensure a project remains financially viable.
1. Cost Estimating: “What will it cost?”
Cost estimating is a technical assessment used to predict the expenditures for a project.
- Early Stages: Estimates might be “rough orders of magnitude” based on square footage or historical data (e.g., cost per hotel room).
- Later Stages: Estimates become precise “tender figures” used by contractors to bid on work, factoring in current market rates for labour and materials.
- Function: It answers the question: “Is this specific plan affordable?”.
2. Cost Planning: “How do we stay on budget?”
Cost planning is a strategic framework that manages a project’s financial health from start to finish.
- Iterative Process: It is a “living document” that is updated as the project moves from concept to detailed design.
- Allocation: It breaks down the total budget into “elemental” targets (e.g., spending £X on the foundation and £Y on finishes).
- Control: If an estimate for one part of the project exceeds its target, the cost plan guides the team to adjust the design or find savings elsewhere to keep the overall project on track.
Standard Professional Guidance
The Royal Institution of Chartered Surveyors (RICS) provides the New Rules of Measurement (NRM 1), which standardises how these processes work together:
- Order of Cost Estimate: Establishing the initial viability of a project.
- Elemental Cost Plan: Breaking the estimate down into functional parts.
- Cost Checking: Continually comparing design changes against the cost plan to prevent overspending.
Benefits Realization Process is a structured framework
The benefits realization process is a structured framework used to ensure that projects and programmes deliver the tangible value and strategic outcomes intended by an organisation. Unlike traditional project management, which focuses on outputs (deliverables like a new software), benefits realization focuses on outcomes (the actual value derived, such as a 10% increase in efficiency).
Core Stages of the Process
While various frameworks exist, most follow three or four primary stages:
- 1. Identification: Defining the expected benefits at the start of a project. This involves aligning benefits with the organisation’s strategic goals and identifying “benefit owners” who will be accountable for their delivery.
- 2. Planning: Developing a Benefits Realization Plan that establishes metrics, Key Performance Indicators (KPIs), and timelines for when benefits will be achieved.
- 3. Execution & Delivery: Monitoring and managing the project to ensure it stays on track to deliver the planned benefits. This includes managing risks that could negatively impact benefit delivery.
- 4. Sustainment & Review: Occurring post-project completion, this stage focuses on ensuring benefits are fully realized and sustained over the long term. A final review is conducted to compare actual results against the original business case.
Key Components and Tools
- Benefits Register: A central document used to track and manage all identified benefits, their owners, and their current status.
- Benefit Profiles: Detailed records for individual benefits, describing what they are, how they will be measured, and who is responsible for them.
- Benefit Dependency Map (BDM): A visual tool showing the links between project outputs, organizational changes, and final strategic objectives.
- Benefit Owners: Individuals (usually from the business side) who are accountable for ensuring a specific benefit is achieved and sustained after the project team disbands.
Why It Matters
Organizations that mature in benefits realization management are significantly more likely to meet their original goals and business intent. It bridges the gap between high-level strategy and tactical project execution, ensuring that investments translate into actual business value.
Benefits Realization Process is a structured framework
Project Quality Plan PQP in QA/QC Overview
The primary purpose of a Project Quality Plan (PQP) is to define the standards, tools, and processes required to ensure a project’s deliverables are “fit for purpose” and meet all stakeholder expectations. It serves as a strategic roadmap for the project team to maintain consistent quality throughout the project lifecycle rather than treating it as an afterthought.
Core Objectives
A PQP is designed to achieve several critical goals:
- Define “Quality”: Translates vague stakeholder needs into measurable criteria and specific benchmarks.
- Prevent Defects: Establishes Quality Assurance (QA) processes to proactively “build in” quality from the start, reducing the risk of errors.
- Detect and Correct Issues: Outlines Quality Control (QC) activities, such as testing and inspections, to identify and fix defects before they reach the customer.
- Clarify Accountability: Assigns specific roles and responsibilities so every team member knows who is responsible for performing, checking, and approving work.
- Ensure Compliance: Guarantees the project adheres to relevant internal policies, legal regulations, and industry standards like ISO 9001.
Strategic Benefits
Implementing a structured quality plan provides tangible advantages for project management:
- Reduced Costs and Rework: By catching errors early, the team avoids expensive last-minute fixes and wasted resources.
- Improved Efficiency: Standardised workflows and clear metrics allow the team to focus on production rather than constant troubleshooting.
- Increased Stakeholder Trust: Providing objective evidence through audits and reports gives sponsors and clients confidence in the final outcome.
- Continuous Improvement: The plan often includes feedback loops and lessons-learned processes to refine and enhance quality for future project phases.
Project Quality Plan PQP in QA/QC Overview
PROject Templates 