1. Standards of Practice Course
PROJECT MANAGEMENT

2. Agenda Definitions and Functions Goals, Philosophies, and Concepts
Project Management Tools
PM Services by Phase
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3. Project Management: Definition
As qualified to a construction project,
the use of integrated systems and
procedures by the project team to
accomplish design and construction.
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4. Project management is an integral part of construction management
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5. Project Management: Functions
Project Planning and Management
Cost Management
Schedule Management
Scope Management
Quality Management
Safety/Risk Program Management
Contract Administration
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6. Project Management: Goals, Philosophies, Key Elements
Control time, scope, cost, and quality
Apply integrated systems and procedures
to achieve the Owner’s goals
Key issues that affect scope of work:
- Ambiguities
- Inconsistencies
- Errors & Omissions
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7. Project Management: Goals, Philosophies, Key Elements
Essence of a good CM is professionalism and teamwork
“The CM is the Master Integrator” Judith Kunoff, AIA, CCM
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8. Stakeholders (project participants)
Needs
Expectations
Interests
Owner CM
Designer
Contractor
Subcontractor(s) Vendor(s)
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9. Project Management: Goals, Philosophies, Key Elements
“Create an environment in which contractors can be productive.”
Woodrow Wilson Bridge CM Plan
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10. Interrelations of Time, Cost & Quality
How much?
Time
How long?
Scope
How well
Quality
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11. Interrelations of Time, Cost & Quality
How much?
Time
How long?
Scope
How well
Quality
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12. Goal of Project Controls
Cost Control
- Complete within the Owner’s budget
Schedule Control
- Finish within the Owner’s required timeframe
Quality Control / Assurance
- Final product expectations, objectives, standards,
and intended purpose
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13. Management of the Project Team
Projects need:
Multi-disciplinary teams of specialists
Strong leadership - Professionals will (generally)
follow the rules if they know what they are
Partnering, leading to a collaborative
culture, is the ultimate goal
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14. Management of the Project Team (continued)
Clearly stated, comprehensive agreements
(e.g. Complete within the Owner’s budget)
Clear, accurate and complete Const Docs
Fair, fast, and timely decision-making
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September, 2006

15. Management of the Project Team (continued)
Pre-planned resolution procedures
People with people skills
- Disagreeing without being disagreeable
- Arguing issues, not egos
- Resorting to “higher authority” quickly
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16. Owner’s Requirements (e.g. funding)
LISTEN!!
Learn the owner’s issues
Explain to the owner what value we
can add
Be familiar with
- Feasibility studies Cash flow projections
- Break-even analyses ROI calculations
- Life-cycle cost analyses
- Public and private debt requirements
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17. QUESTIONS?

18. Pre-qualifications / Selection of Designers and Contractors
All designers and contractors are not
created equal
Expertise and reputation should match
the project requirements
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19. Pre-qualifications / Selection of Designers and Contractors
CM cannot control the Owner’s decisions,
but has an ethical obligation to advise
on them
If the “wrong” designer or contractor or
subcontractor is selected – act quickly
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20. Development and Coordination of Contract Language
Language in all contracts must be
consistent and non-contradictory
Language in specifications and drawings
must be consistent and non-contradictory
Language in bid submittal documents
must be coordinated with contracts
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21. Development and Coordination of Contract Language
Properly coordinate Scope packaging
Have your most skilled manager serve as editor
Prepare the language and documents
carefully, then have everything
reviewed twice as carefully!
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22. Project Management Tools
Construction Management Plan
Project Procedures Manual
Quality Management Plan
Procurement Plan
Contracts or Agreements
Laws
Standards of Care
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23. PM Tool #1: The Construction Management Plan
Articulates the project vision
Defines / documents project requirements
Establishes scope, budget, schedule and
quality management approach
Identifies team members and their
roles / responsibilities
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24. PM Tool #1: The Construction Management Plan, cont.
Identifies organizational structure
Addresses significant site and
environmental issues
Establishes communications protocol
Identifies contracting strategy
Basis for evaluating team’s performance
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25. PM Tool #2: The Project Procedures Manual
Cost control procedures
Schedule control procedures
Communications procedures
MIS procedures
QA program procedures
Team organization
- Levels of authority
- Roles / responsibilities
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26. PM Tool #2: The Project Procedures Manual (continued)
Contractor coordination procedures
Safety program procedures
Meeting protocol
Documentation procedures
Procedures for all contract
administration documents
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27. PM Tool #3: The Quality Management Plan
Project organization
Quality goals and objectives (services
and construction)
General methodology for QA
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28. PM Tool #3: The Quality Management Plan (continued)
QA Responsibility
Decision Flow Charts
Quality control plan
Quality assurance plan
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29. PM Tool #4: The Construction Procurement Plan
Identifies alternative contracting strategies
Evaluates strategies and identifies
pros/cons with respect to Owner’s
requirements and constraints
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30. PM Tool #4: The Construction Procurement Plan (continued)
Recommends a strategy or strategies with
supporting rationale
Establishes actions necessary prior
to procurement
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31. PM Tool #5: Contracts and Agreements
Standard forms of agreements:
- CMAA
- AIA
- AGC
- DBIA - Others…
Modified standard forms
Owner-prescribed forms
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32. PM Tool #5: Contracts and Agreements (continued)
Send your contract to review by:
- Legal counsel
- Insurance provider
Get legal assistance to review all contracts: Don’t try to play the role of lawyer (and don’t let your lawyer manage construction)
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33. PM Tool #6: The Law(s) We are a society based on the concept of law…
Statutes, both Federal and State
Case law…it grows every day and helps
define required “standards of care”
Helps shape risk management plans
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34. PM Tool #7: Standards of Care
It’s what is expected of you
You need to learn them, and stay current
on them
Your boss may…the judge and jury
will…judge your actions with respect to
“them”
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35. PM Tool #7: Standards of Care (continued)
The “right” standard of care will be judged
in accordance with:
- terms of the CM agreement
- current statutes and case law
- what other prudent CMs would do (or have done) in similar circumstances at the location and time the services were provided
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36. QUESTIONS?

37. Phases of a Project Pre-Design* Design Procurement Construction
Post-Construction
*optimum time to hire a CM
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38. Pre-Design Phase Project organization Construction Management Plan
Project Procedures Manual
Designer(s) selection
Pre-design project conference
Management Information System
Special studies/reports (soils, exist. dwgs)
Constructability Reviews
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39. Designer Selection Contracting strategies for design
professional services
Identify basic tasks and responsibilities
Define criteria for selection
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40. Designer Selection Develop lists of potential firms
Prepare and transmit the RFP
Assist in review of written proposals
and interviews
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41. Pre-Design Conference
Construction manager plans, conducts,
and documents the conference
Establish commitment and understanding
of project goals, stakeholders, approach
and procedures by Owner, Designer, and
Construction Manager
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42. Management Information System
Why have one?
- Status and forecast compared to PMP
- Basis for managing, identifying, and evaluating
problem areas and variances
- Address information needs, data sources and
control elements for time / cost / quality control
- Accommodate continuing input of data
- Efficient communication tool for stakeholders
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43. Management Information System (aka “Project Record”)
Includes:
- General correspondence
- Periodic reports of activity performance
- Drawing schedules
- Submittals
- Transmittals
- Change requests and authorizations Daily reports / weather conditions
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44. Management Information System, cont.
Includes:
- Procurement
- Material control
- Meeting minutes Oral instructions / field directives
- Controlled inspections
- Non-conforming work
- Scheduling records
- Progress photos
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45. Design Phase Goals Complete a set of documents defining a
project which can be built in the current
marketplace within the owner’s established budget, scope and schedule requirements
Basic sections required of a complete set
of contract documents:
- Technical specifications
- Project drawings
- Agreements
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46. Design Phase Includes: - Document review (phased)
- Document distribution
- Scope verification and sign-offs
- Front-end documents: contract, general conditions &
supplementary general conditions
- Public relations
- Project funding
- Meetings
- Cost control: independent phased cost estimates
- Time control: milestone development
- Consultant coordination
- Permit approval oversight
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47. Pre-Construction / Procuring Contractors
Key Concepts
- Public relations: means of reaching potential bidders
- Assessing bidding climates
- Requirements for selection of pre-qualified bidders
- Assessing and evaluating bidder qualifications
- Understanding basic content required of contract
general conditions
- Addressing risk management issues in contractor’s
pre-award meetings
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48. Bidding and Contracting
The Process:
- Solicitation and prequalification
- Evaluation guidelines
- Notices / advertisements
- Bidders/ interest campaign
- Delivery of bid documents
- Information to bidders
- Issuance of addenda
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49. Bidding and Contracting (continued)
The Process:
- Bid opening and evaluation
- Monitor compliance with and execution of contracts
- Provisions for permits, insurance and labor affidavits
- Arrange Owner-purchased equipment
- Other requirements
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50. Construction Phase Includes: - Safety - On-site facilities
- Public relations / Public Outreach / Tours?
- Safety
- On-site facilities
- Coordination/ Meetings
- Time management
- Budget and cost reporting
- Payment request processing
- Change orders
- Dispute resolution
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51. Construction Phase (continued)
Includes:
- Utility, SWPP and off-site improvement oversight
- Quality management
- Record keeping
- Management reporting
- Owner-purchase materials and equipment
- Record drawings
- Claims management
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52. Contract Modification
The Sequence:
- Develop scope, estimate the cost, and analyze the schedule
impact before receiving a formal request from the GC, or prior to
Owner’s request for proposal (RFP) being sent to the contractor
- Contractor proposes on scope, cost, and time
- Negotiations
- Develop and agree on modification language
- Execute modification
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53. Alternative Dispute Resolution
Techniques:
- Discussion: reasonable people with focus
- Negotiation: willingness to modify terms
- Mediation: any time, no contractual agreement required,
confidentiality of information, mediator does not impose terms,
totally voluntary
- Dispute Review Board: contractual, 3 members, meet regularly
and as needed, non-binding decisions
- Arbitration: contractual, formal and structured, binding and not
subject to appeal (usually)
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54. When Nearing Completion
Key Terms to Remember:
- Preliminary inspection
- Punchlist work
- Final inspection
- Beneficial occupancy
- Substantial completion
- Start-up
- Commissioning
- Final completion
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55. Post Construction Phase
Includes:
- Preparing and transmitting documents connected with the final payment
- Organization of O&M manuals, warranties, training
- Assembling record drawings
- Contractor follow-up
- Owner move-in or start-up
- Contractor call-back
- Contractor closeout
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56. Interests Expectations Needs Architect-Engineer Subcontractors
Construction Manager
Owners
General Contractor
Vendors
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57. Summary Project Management: integrating systems
to accomplish design and construction
Integrator of stakeholder needs,
expectations, and interests
Organize early with PMP, MIS, and
Procedures Manual
Control time, scope, cost, and quality
Change happens!
© Construction Management Association of America. Do Not Duplicate or Reproduce.

58. QUESTIONS?