1. Construction Eng 221 Project Management and Administration

2. Type and scope of project management depends on type and scope of project, delivery system, complexity, etc. Project manager –Organize, plan, schedule, control –Responsible for time and cost –Contract administration –Profit projection and project accounting –Principal liaison with owner

3. Project Management and Administration Project superintendent –Day-to-day field activities –Directing the trades –Coordinating subcontractors –Working with city/AE field reps –Responsible for daily production and material use (waste minimization) –Material receiving and storage –Jobsite safety –Records and reports from the field –Equipment utilization

4. Project Management and Administration Owner’s representative –Can be owner employee or consultant –Duties vary, but primarily responsible for getting answers from the ownership parties –Can also be person who approves request for payment and change orders –Can be a difficult job- be understanding of their need to work with people who don’t understand construction

5. Project Management and Administration Field productivity –Vital part of project administration –Where GC will make or lose money –Declining over years due to project complexity and field communication problems and loss of good trades people (67% of H.S> grads go on to college) –Need leadership, planning, and estimating skills to keep productivity on track

6. Project Management and Administration Estimating productivity –Industry standards (Mean’s book) –Historical records –Time and motion studies –Mock-ups –Field input

7. Project Management and Administration Meetings and administration –Use meetings to solve problems –Only meet when necessary –Keep minutes –Make decisions

8. Project Management and Administration Documentation –Schedule of payments (monthly) –Shop drawings and approval logs –Quality control plans and tests –Materials management (in-on-pending-out) –Expediting Required follow-up and status checking Billings bank example

9. Project Management and Administration Materials continued –Delivery (schedule store and inspect) –Receiving- some material not delivered to job site, especially CBD projects –Inspection and sign-off, insurance

10. Project Management and Administration Subcontractor scheduling should be contractual Record of construction –As-builts –Construction photos –O/M manuals –Warranties –Products-in place/ finish schedule

11. Project Management and Administration Disbursement control –A/P sends folder of bills to PM –PM reviews progress with field –PM signs for approval of payment –Discounts applied –Payment folder submitted back to A/P –Put in for appropriate check run

12. Project Management and Administration Job records –Daily field log Weather Crew size and details Work performed (quantity in place) Problems encountered Equipment on site Accidents Subcontractors on site and performance Signed by superintendent or field engineer

13. Project Management and Administration Claims and disputes –Contract scope changes must be documented –A variety of sources for claims (see page 299 in text) –Can be reduced by alternative dispute resolution Arbitration Mediation Negotiation Review board –Partnering is becoming more popular –TQM and alternative delivery are helping as well