MULTIPLE PROJECT MANAGEMENT Presented by Clement Contracting Group, Inc. Montgomery, AL

Introduction Why do you want to be a project manager?

Realities of Construction A 40-hour work week…dream on. Your career choices during the first five years after college will have the biggest impact on the next forty years. You must enjoy traveling. Gain field experience wherever possible. Your greatest tool for being a success in construction- COMMUNICATION.

More Realities of Construction Sometimes it isn’t what you know but who you know. Don’t burn a bridge if you don’t have to.

Degrees Required to be the Ultimate Project Manager Building Science Architecture (design – build) Accounting (budgeting, financial statements, cost reports) Business Engineering (design-build) Law (numerous contracts) Public Relations (establish and maintain relations with Owners, Architects, Subcontractors)

Degrees Required to be the Ultimate Project Manager Psychology (to understand what these people are thinking) The # 1 Degree required to be the ultimate Project Manager: Common Sense

Why are construction firms assigning multiple projects to project managers? Increased volume of work Decreased number of skilled project managers Increasing project manager salaries Profit margins not necessarily increasing with volume.

As project managers supervise an increasing number of projects, is their workload decreasing? Yes…and no. Yes –Information technology (computer, , internet, etc.) –Superintendents have increased management abilities.

As project managers supervise an increasing number of projects, is their workload decreasing? Yes…and no. No –Project managers still have to perform most of the same duties buyout, budgeting, subcontracts, schedules, collaboration with superintendent, submittals, documentation, closeout –Owners and architects desire shorter completion schedules.

Total Quality Management The ability to distribute job responsibilities “down the ladder” to the lowest possible level. Superintendent assumes responsibilities that are usually reserved for the Project Manager. –Communication with subcontractors, architects –Conflict resolution- plans, design, changes

Tools to Make a Superintendent more Effective Technology –Internet (ex: weather forecasts) –Spreadsheets (pay requests) –Constructware (various management aspects) –Digital Cameras Scheduling –Primavera (P3) (update and maintain schedule) Budgeting –Monthly updates –Review of manpower plan –Cost of tools and equipment

Keys to Multiple Project Management The project manager cannot do it all. –Delegate and oversee Document all correspondence between players –Superintendent to subs –Subs to GC –GC to Architect

Keys to Multiple Project Management Establish clear lines of communication Establish an aggressive but reasonable schedule upfront. Partnering Stay “in the know” –issues, conflicts, schedules, correspondence

Future of Multiple Project Management E-commerce –Software for all applicable construction needs Submittals, RFI, FCR, Correspondence –Plans and specs –Video conferencing

Future of Multiple Project Management Design-Build –Limits the number of projects a PM can manage simultaneously. –Increased number of design and construct firms (GC w/ design capabilities) –Increased need for professional certification of PM –Increased number of “paper napkin” designs

Future of Multiple Project Management Decrease in Self-Performed Work –Increased number of small subcontractors –Increased coordination –Increased number of subcontractors per project –Increased need for superintendents with management abilities –Increased number of BSC or college graduates in superintendent role

Future of Multiple Project Management Increase number of multi-award contracts –Federal government using IDIQ, MATOC, SOC, JOC to “bundle” numerous small and medium sized projects (up to $10 million projects)