Managing & Supervising Projects, Consultants & Contractors

Managing & Supervising Projects, Consultants & Contractors

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Project Management

General Review


What is Project Management

• Project Management is the application of skills, knowledge, tools and techniques to meet the needs and expectations of stakeholders for a project.

• The purpose of project management is prediction and prevention, NOT recognition and reaction


Triple Contraint

Quality

Scope

Time

Cost


Triple Contraint

• Increased Scope = increased time + increased cost

• Tight Time = increased costs + reduced scope

• Tight Budget = increased time + reduced scope.


NATURE OF THE

CONSTRUCTION INDUSTRY

Like Manufacturing industry – Involves the production of a

physical product

Like Service industry – Does not accumulate large amount of

capital

– Many small businesses

Success or failure is highly dependent on the qualities of the people

rather than

Technologies protected by patent

or

Availability of capital facilities


CONSTRUCTION INDUSTRY IS

HIGHLY INCENTIVE ORIENTED

• Advances tend to develop from

innovations or “better ideas”

• Cannot be protected by laws of

secrecy or patents

• Ideas disseminate quickly

• Benefit Competitors

• Lack incentive for investment for R&D


Owner wants to achieve best value for their

investment

Contractors desire to bid low enough to win but

high enough to realize profit on investment

Workers hope to achieve better living standards

and working conditions

INTEREST GROUPS


Owner wants to achieve best value for their

investment

Contractors desire to bid low enough to win but

high enough to realize profit on investment

Workers hope to achieve better living standards

and working conditions

Architect and Engineers are not directly

associated with the above groups

Professional achievement more attractive

INTEREST GROUPS


• Know Your Scope of Works

• Understand Your Contractual

Obligations

• Plan Activities in Detail

• Resolve Problems Quickly

• Manage Subcontractors

• Manage Cash Flow

Project Management


Introduction

• The PMBOK is an inclusive term that describes the sum of knowledge

• within the profession of project management

• PMBOK is applied and advanced by both practitioners and academics

• PMBOK can be and is being used for projects in various fields of professions

• including Software engineering

PMP As Construction Management Methodology


The Project Management Context

• Project Phases and Project Life Cycle• Each project is unique enterprise• Phases can involve a degree of uncertainty• Each project phase is marked by completion of one or more deliverables• A deliverable is a tangible, verifiable work product• The project life cycle serves to define the beginning and the end of a project

• Project Stakeholders• Are individuals and organizations who are actively involved in the project, • Whose interests can have positive or negative influence on project execution

and project completion. (Project manager, Customer, Performing organization, Sponsor)


Project Life Cycle

Initiation Phase Definition Phase Planning PhaseImplementation

PhaseDeployment

PhaseClosing Phase


Initiation Phase

• Define the need

• Return on Investment Analysis

• Make or Buy Decision

• Budget Development


Definition Phase

• Determine goals, scope and project constraints

• Identify members and their roles

• Define communication channels, methods, frequency and content

• Risk management planning


Planning Phase

• Resource Planning

• Work Breakdown Structure

• Project Schedule Development

• Quality Assurance Plan


Work Breakdown Structure

• For defining and organizing the total scope of a project

• First two levels - define a set of planned outcomes that collectively and exclusively represent 100% of the project scope.

• Subsequent levels - represent 100% of the scope of their parent node


Implementation Phase

• Execute project plan and accomplish project goals

• Training Plan

• System Build

• Quality Assurance


Deployment Phase

• User Training

• Production Review

• Start Using


Closing Phase

• Contractual Closeout

• Post Production Transition

• Lessons Learned

The Project Management Processes (I)

• Process Groups:• Initiating processes – recognize when project or phase should begin

• Planning processes – designing and maintaining a scheme which leads to successful accomplishment of a project

• Executing processes – coordinating people and resources to carry out the plan

• Controlling processes – monitoring and measuring progress and taking corrective actions when necessary

• Closing processes – analyzing acceptance of the project or phase and bringing it to an end

Links between process groups =>


The Project Management KnowledgeAreas

• Project Integration Management• Ensure that various elements of the project are properly coordinated and integrated• Processes: Project Plan Development, Project Plan Execution, Overall Change Control

• Project Scope Management• Ensure that the project includes all the work required, • And only work required, to complete the project successfully• Processes: Initiation, Scope Planning, Scope Definition,

Scope Verification, Scope Change Control

• Project Time Management• Ensure timely completion of the project• Processes: Activity Definition, Activity Sequencing,

Activity Duration Estimating, Schedule Development, Schedule Control


• Project Cost Management• Ensure that the project is complete within the approved budget• Processes: Resource Planning,

Cost Estimating, Cost Budgeting, Cost Control

• Project Quality Management• Ensure that the project will satisfy the requirements• Processes: Quality Planning, Quality Assurance,

Quality Control

The Project Management Knowledge

Areas (I)


The Project Management KnowledgeAreas (II)

• Project Communication Management• Ensure timely and appropriate generation, collection, storage• And ultimate disposition of project information

• Processes: Communications Planning,Information Distribution, Performance Reporting, Administrative Closure

• Project Risk Management• Concerned with identifying, analyzing, and responding to project risk.• Maximizing the results of positive events • Minimizing the consequences of negative events• Processes: Risk Identification, Risk Quantification,

Risk Response Development, Risk Response Control


The Project Management KnowledgeAreas (II)

• Project Procurement Management• Acquire goods and services from outside the performing organization

• Processes: Procurement Planning, Solicitation Planning, Solicitation, Source Selection, Contract Administration, Contract Close-out

• Project Human Resources Management• Make the most effective use of people involved with the project

• Processes: Organizational Planning, Staff Acquisition, Team Development


• Finally, project managers who are familiar with PMBOK can custom tailor their project management process to best fit their company's needs.

Old saying:

“To break the rules, first you have to know the rules. ”

• In the long run, this means that companies will have less of a reason to outsource when projects require special treatment.


– Project Management services for all project phases should be provided through well established procedures/processes

– Project Management activities span the life of projects beginning with the conceptual design phase and ending with the defects liability and occupancy phase

I. Introduction


PlanPlan

Monitor &

Control

Monitor &Control

Close OutClose Out

ImplementImplement

Project Management Approach

InitiateInitiate


Major Stakeholders

Major Stakeholders

Funding Agencies

Authorities

Design

ConsultantsSpecialized

Consultants

Construction

Contractors

Facility Manager

Client

Supervision

Consultants

End Users

Operators

Project Manager


Client

Project Manager

ConsultantQuantity

Surveyor (CQS)

Supervision Consultants

Contractors

Design Consultants

Funding AgenciesAuthorities

ExpertConsultants

Operators/End UsersFacility Manager

Communication Chart


mae

Engineer

TechnicalTe

d

ConstructionManager

Packag

ct Control Boa

rect Director

Consultants’ LocalOffice

Projeoj

EEngineer

Pr

stControllers

IT Specialist

Plann ngEngineers

Administrative Support

HS CEngineer

DocumentControllers

Co

EManager

TechnicaManager

ProjectControlsManage

r

ContractAdministrator

QA/Q

CManager

ContractsManager

HS

t Manager

QA/Q

Client

Head Office SupportHead Office Support

ProjecProject Manager

QA/QCManager

Contracts Manager

HSEManager

Technicall Manager

Project Controls Manager

Contract Administrator

QA/QCEngineer

Document Controllers

Cost Controllers

IT Specialist

Plannini g Engineers

Administrative Support

Project Manager’s Organisation Chart

HSEEngineer

Project Director

Consultants’ Local Office

Project Control Board

Construction Manager

Package Engineer

Technical Team


WarehouseDept.

ServicesDept.

Admin.Dept.

Accountant

Cashier

nt Manager

SurveyorManager

SiteSurveyor(s)

Project Area 2Manager

MateriaEng

lineer(s)

Techn

ci ian(s)

FinanciaManager

DocumentEngineer

PlanningEngineer

SiteEngineer(s)

meC Engineer ProcureQQA/

& DocManager

Techn

ci ian(s)

Contractor’s Representative

SubcontractorsSubcontractors Project Area 1

Manager

Project Area 1 Manager

ContractingManager

Contracting Manager

A .d min & LogisticsManager

Admin. & LogisticsManager

lP anni

ngPlanning & Doc

Manager

Technician(s)

Contractor’s Organisation Chart

QA/QC Engineer Procurement Manager

Surveyor Manager

Site Surveyor(s)

Project Area 2 Manager

Material Engineer(s)

Technician(s)

lFinancial Manager

Document Engineer

Planning Engineer

Site Engineer(s)

Warehouse Dept.

Services Dept.

Admin. Dept.

Accountant

Cashier


PM scope can cover:

Project Initiation & Studies Period

Design Period

Tender & Contracting Period

Construction Period

Defects Liability Period


Manage the Construction


LIFE CYCLE Construction

Management

Seven PhasesConcept and Feasibility Studies

Preliminary Engineering and Design

Detailed Engineering and Design

Procurement

Construction

Start-up and Implementation

Operation or Utilization


1. Concept and Feasibility Studies

Forecast Future Demand

Location

Availability of Resources

Accessibility to transportation

Political and Institutional Factors

Sociological and Economic Impact on

Community

Environmental Impact

Overall Technical and Economic

Feasibility


2. Preliminary Engineering and Design

Architectural concepts

Evaluation of technological process alternatives

Size and capacity of facility

Comparative economic studies

Reviews by regulatory bodies for compliance

Zoning regulations

Building codes

Licensing procedures

Safety standards

Environmental impact

Public Hearing

Funding cycles in Legislative and Executive Bodies

3. Detailed Engineering and Design

Design of Architectural Elements

Design of Structural Elements

Site Investigation

Foundation Design

Electrical and Mechanical Design

Preparation of Specifications and Drawings

Preparation of Contract Documents


3. Detailed Engineering and Design

Design of Architectural Elements

Design of Structural Elements

Site Investigation

Foundation Design

Electrical and Mechanical Design

Preparation of Specifications and Drawings

Preparation of Contract Documents

Field Construction Methods

Cost Knowledge


4. Procurement

Services

Equipment

Materials


Services

Equipment

Materials

Lump Sum Contract

Cost Plus Fee Contract

Negotiated Contract

4. Procurement


5. Construction

Process whereby the Designer’s Plans and

Specifications are converted into Physical

Structures and Facilities

Co-ordination of all resources to

complete the project

On Schedule

Within Budget

According to Specified Standard of Quality

and Performance


6. Start-up and

Implementation

Testing of Components

Warranty Period


7. Operation and

Utilization

Regular Maintenance of

Facilities


Architect

Interior Designer

Landscape Architect

Civil Engineer

Environmental Engineer

Electrical Engineer

Mechanical Engineer

Chemical Engineer

Geologist

Environmental Scientist

Economist

DESIGN TEAM


General Contractor

Land Surveyor

Formwork Carpenters

Steel Fabricators

Concreters

Bricklayers

Plant and Equipment Operators

Specialist subcontractors

Suppliers

CONSTRUCTION TEAM


Construction Contracts

American Institute of Architects

DocumentsA101 Standard Form of Agreement between Owner

and Contractor – Stipulated Sum

A111 Standard Form of Agreement between Owner

and Contractor – Cost of the Work Plus a Fee

A201 General Conditions of the Contract for Construction

B141 Standard form of Agreement between Owner

and Architect

A132 Performance Bond and Payment Bond


Elements of a Construction Contract

ARTICLES

Contract Documents

Architect

Owner

Contractor

Subcontractors

Work by Owner or by Separate Contractors

Time of Completion and Extension of Time

Progress and Final Payments

Substantial Completion

Insurance

Changes in the Work

Uncovering and Correction of Work

Termination of Contract


ORGANIZATIONAL RELATIONSHIPS

Architech/Engineer Owner

General Contractor




General Contractor

Subcontractor Subcontractor Subcontractor




General Contractor


2nd Tier Subcontractor

3rd Tier Subcontractor




General Contractor




Supplier




Specialists General Contractor




Supplier




Specialists Construction Manager




Supplier




Specialists Construction Manager

General Contractor




Supplier



Owner

Architech/Engineer Design Builder

Specialists Subcontractor Subcontractor Subcontractor



Supplier




Specialists Subcontractor Subcontractor Subcontractor



Supplier



Beneficiary Owner Performance Bond

Principal General Contractor Surety




Supplier



Beneficiary Owner Payment Bond

Principal General Contractor Surety


Beneficiary



Supplier

INSURANCE

Requirements under AIA

A201Contract Documents

Contractor’s Liability Insurance

Owner’s Liability Insurance

Property Insurance

Loss of Use Insurance

Workmen Compensation

Disability Benefits


OWNERS RESPONSIBILITY

Make Financial Arrangements to fulfill his

obligations

Furnish Accurate Contract Specifications and

Drawings for the Contractor’s work

Right to Stop Work

Right to Change Work

Right to Terminate Contract if Contractor

Defaults


Architect’s Responsibility

Architect is the Owner’s Representative

Architect is the Administrator of the Contract

Visit site at appropriate stages of construction to

familiarize himself generally with the progress and

quality of the Work and to determine whether Work is

proceeding in accordance with Contract Documents.

Advice the Owner on Work Progress

Guard the Owner against Defects and Deficiencies in

the Work of the Contractor

Reviews Contractor’s Claims and Approves Amount

to be paid to the Contractor

Architect is not responsible for Methods of

Construction or Site Safety


Contractor’s Responsibility

Review Contract documents for Errors and

Inconsistencies

Supervise and Co-ordinate all Construction

Work

Provide full time Superintendent on Site

Responsible for Site Safety

Indemnify the Owner against any Claims

by third parties


Handling Disputes

Contract is signed between Owner and Contractor

Architect acts as Interpreter of the Contract between Owner

and Contractor

Architect acts as Judge of the Performance of the Owner

and Contractor

All disputes between Owner and Contractor shall be decided

by Architect

Architect shall not show Partiality

Architect’s Decision on Artistic Effects is Final

Arbitration


II. Contract/Construction Management

Stage 1: CONSTRUCTION PERIOD

Stage 2: DEFECTS LIABILITY PERIOD (DLP)


Activity 1

Organization

and Mobilization

• Insurance Policies

• Performance Security

• Advance Payment Guarantee

• Notice to Commence

• Communication Procedures


stage 1: construction period


Activity 1

Organization

and Mobilization

Activity 2

Planning and

Program

• Monitoring Progress

• Evaluating Performance

• Project Management Software

• Logic Network (CPM)

• Short Construction Activities

• Shop Drawings and Materials Submissions

• Procurement Schedules

• Quantity, Duration, Cost, Manpower and

• Equipment

• Resources Schedules and Histograms

• Work Breakdown Structures (WBS)

• Subcontractors’ Schedules

II. Contract/Construction Managementstage 1: construction period


Activity 1

Organization

and Mobilization

Activity 2

Planning and

Program

Activity 3

Survey Check

and Material Information

• Verify Staked-Out Centerline, Traverse Points, Control Points and Bench Marks

• Adequacy of Borrow Pits and Quarries

• Planned Sources, Supply and Testing of Construction Materials



Activity 1 Organization

and Mobilization

Activity 2

Planning and

Program

Activity 3

Survey Check


Activity 4

Plan for Site

Organization

• Site Facilities Adequacy and Organization

• Layout Plan for all Temporary Site Facilities

• Check Site Accesses, Temporary Structures, Site Office, Accommodation, Laboratory, Stocking Yards, Plant Facilities, Safety Measures, Service Roads, Parking Areas

• Sufficiency, Adaptability, Interconnectivity, Suitability, Organization, Quality, Performance, Non-Interference with Permanent Works




Activity 1

Organization

and Mobilization

Activity 2

Planning and

Program

Activity 3

Survey Check


Activity 4

Plan for Site Organization

Activity 5

Construction

Methods

• Clearly Formulated, Well-Documented Method Statement: Method of Construction, Resources, Safety Precautions, Operation’s Duration

• Submission and Approval before Occurrence of Planned Early Start of Activities



Activity 1

Organization

and Mobilization

Activity 2

Planning and

Program

Activity 3

Survey Check


Activity 4


Activity 5

Construction

Methods

Activity 6

Time Control

• Monitor Program, Construction Activities, Resources

• Update and Revise Program

• Periodic Co-Ordination Meetings

• Timely Shop Drawings and Samples Submission

• Schedules of Materials and Shop Drawings Submissions and Approvals tied to Program

• Monitor Labor and Plant Productivity, Materials Deliveries (Long-Lead Items), Identify Shortages

• Labor, Plant or Materials Deficiencies

• Identify Potential Variance: Scheduled v/s Actual Progress



Activity 1

Organization

and Mobilization

Activity 2

Planning and

Program

Activity 3

Survey Check


Activity 4


Activity 5

Construction

Methods

Activity 6

Time Control

Activity 7

Cost Control

• Interim Payments

• Cash-Flow Estimate

• Implement Variation Orders

• Control & Monitor Quantities and Variation Ordersw.r.t. Contract Price




Activity 1

Organization

and Mobilization

Activity 2

Planning and

Program

Activity 3

Survey Check


Activity 4


Activity 5

Construction

Methods

Activity 6

Time Control

Activity 7

Cost Control

Activity 8

Quality

Control

• Project Quality Assurance/Quality Control Plan

• Compliance with Safety and Environment Protection

• Review and Approval of Materials and Shop Drawings

• Inspection of Operations

• Inspection and Testing of Materials and Plant



Activity 1

Organization

and Mobilization

Activity 2

Planning and

Program

Activity 3

Survey Check


Activity 4


Activity 5

Construction

Methods

Activity 6

Time Control

Activity 7

Cost Control

Activity 8

Quality

Control

• Inspection of Work before Covering-Up

• “As-Built” Drawings and “Operation and Maintenance Manuals”

• List of Outstanding Works prior to Taking-Over

• Completion of Outstanding Works and Performance during Defects Liability Period




Activity 1

Organization

and Mobilization

Activity 2

Planning and

Program

Activity 3

Survey Check


Activity 4


Activity 5

Construction

Methods

Activity 6

Time Control

Activity 7

Cost Control

Activity 8

Quality Control

Activity 9

Site Meetings & Record Keeping

• Daily Record of Progress of Works

• Kick-off Site Meeting: Procedures, Means of Communication, Methods for giving Approvals, Instructions, Variation Orders, etc.

• Regular Site Meetings: Monitor Performance and Progress based on Program, Discuss Problems, Coordination Issues, etc.




Activity 1

Organization

and Mobilization

Activity 2

Planning and Program

Activity 3

Survey Check


Activity 4


Activity 5

Construction

Methods

Activity 6

Time Control

Activity 7

Cost Control

Activity 8

Quality Control

Activity 9

Site Meetings and Record

Keeping

• Daily Diary

• Maintain Up-To-Date Information Relevant to Progress, Performance, Quality, Quantities, Resources & Cost

• Maintain Project Records in Classified and Retrievable Form



Activity 1

Organization

and Mobilization

Activity 2


Activity 3

Survey Check


Activity 4


Activity 5

Construction

Methods

Activity 10

Monthly

Progress Reports

Activity 6

Time Control

Activity 7

Cost Control

Activity 8

Quality Control

Activity 9

Site Meetings

& Record Keeping

• Executive Summary

• Section One: General Information

• Section Two: Progress Outline

• Section Three: Schedules

• Section Four: Resource Control



Activity 1

Organization

and Mobilization

Activity 2


Activity 3

Survey Check


Activity 4


Activity 5

Construction

Methods

Activity 10

Monthly

Progress Reports

Activity 6

Time Control

Activity 7

Cost Control

Activity 8

Quality Control

Activity 9

Site Meetings

and Record Keeping

• Section Five: Cost Control

• Section Six: Quality Control

• Section Seven: Contract Records

• Section Eight: Progress Photographs




Activity 1

Organization

and Mobilization

Activity 2


Activity 3

Survey Check


Activity 4


Activity 5

Construction

Methods

Activity 10

Monthly

Progress Reports

Activity 11

Claims and Disputes

Activity 6

Time Control

Activity 7

Cost Control

Activity 8

Quality Control

Activity 9

Site Meetings

& Record Keeping

• Identify Potential Claims

• Settle Disputes or Differences



Activity 1

Organization

and Mobilization

Activity 2

Planning

and Program

Activity 3

Survey Check


Activity 4


Activity 5

Construction

Methods

Activity 10

Monthly

Progress Reports

Activity 11

Claims and Disputes

Activity 6

Time Control

Activity 7

Cost Control

Activity 8

Quality Control

Activity 9


• Implementation of Methods andProcedures to Minimize the Potential Financial and Time Impact of Claims

• Settlement of time/cost claims



Activity 1

Organization

and Mobilization

Activity 2


Activity 3

Survey Check


Activity 4


Activity 5

Construction

Methods

Activity 10

Monthly

Progress Reports

Activity 11

Claims and Disputes

Activity 12

Completion of

Works / Taking-Over

Activity 6

Time Control

Activity 7

Cost Control

Activity 8

Quality Control

Activity 9



• Establish schedule for Testing and Commissioning• Witness Tests• Prepare List of Outstanding Works

• Obtain Written Undertaking to Complete any Outstanding Work during DLP


Activity 1

Organization

and Mobilization

Activity 2


Activity 3

Survey Check


Activity 4


Activity 5

Construction

Methods

Activity 10

Monthly

Progress Reports

Activity 11

Claims and Disputes

Activity 12

Completion of

Works / Taking-Over

Activity 6

Time Control

Activity 7

Cost Control

Activity 8

Quality Control

Activity 9


• Issue Taking-Over Certificate

• Check Progressively “As-built Drawings”

• Review “Operations and Maintenance Manuals”




Activity 13

Inspection of

Works

• Inspect and Verify that the Outstanding Works have been Satisfactorily Completed

• Remedy Detected Defects

• Final Taking-Over of Project at End of Defects Liability Period

II. Contract/Construction Managementstage 2: defects liability period


Activity 13

Inspection of

Works

Activity 14

Defects Liability

Certificate

• Issuance of Defects Liability Certificate


stage 2: defects liability period


Activity 13

Inspection

of Works

Activity 14

Defects Liability

Certificate

Activity 15

Final Certificate

and Final Report

• Final Statement submittal after Issuance of Defects Liability Certificate

• Issuance of Final Certificate

• Final Report

II. Contract/Construction Managementstage 2: defects liability period


III. PROJECT CONTROLS

Scope

-Continuous monitoring of actual project performance (Time, Cost,Quality).

- Assessing performance and any needed corrective/preventive action.

-Maintaining accurate and updated information base through the project’scycle.


Project Controls Time & Cost

- Review time schedule/cash-flow estimate.

- Review material submittals/shop drawings schedules.

- Record delays and advise on recovery measures.


Project ControlsTime & Cost - BENEFITS

Project Controls of the project schedule will enable:

Baseline– Identifying Project WBS and Baseline Schedule– Identifying Critical Activities– Resources Requirements– Anticipated Cash Flow (S-Curve)

Progress and Update– Measuring Progress/Performance– Identifying delays and sources of delay (through further side analysis)

– Assessing the need for rescheduling and determining which activities need to be rescheduled

Changes– Potential effect of Variation Orders– Analyzing Contractors’ Claims for Extension of Time


PLANNING & SCHEDULING

-Critical Path Method (CPM)

-Critical Path Activities

-Logical Relationships

-Total Float (TF)

-Free Float (FF)

-Constraints

-Resources


REPORTS

Resources - Histograms

PLANNING & SCHEDULINGSCHEDULE COMPRESSION

• Shortening the Project Schedule duration without reducing the project scope which

might increase the project cost.

SCHEDULE UPDATE• Starts with monitoring of the project activities, collecting key progress information

that would be translated into the following at the end of the reporting period (data

date, time now or as of date):

Actual Start of progressing/completed activities

Actual Finish for completed activities

% complete/remaining duration/expected completion date for progressing activities

The above information is entered into the Update Schedule and the schedule

calculation performed.

• The Updated Schedule is compared to the Baseline

Schedule The Critical Path may change.


Progress Monitoring & ControlBaseline Vs. Updated Schedule

ESSENTIAL FACTORS

Construction Contract Documents to specify clearly the requirements for the construction schedule:

– Category of Software (by name or of similar capabilities)– Phasing– Milestones– WBS– Interface with other construction projects– Level of detail– Short activities duration, quantities and cost (based on

BOQ), resources (labor and equipment)– Activities to include submittal , approval and

procurement of materials– Frequency of schedule update and reporting– Type of reports to be submitted (Logic Network, Bar

Charts, Tabular, Labor Histograms per trade and total, Equipment Histograms per equipment and total, Cost in tabular, histogram and S-Curve formats, Earned Value)

– Calendar


Project Calendars

A calendar of working days or shifts that establishes those dates on which activities

are worked, and nonworking days.

Nonworking days include holidays.

A project can have a unique calendar or multi-calendars.

Example: Activity with duration of 18 working days.

ESSENTIAL FACTORS


Progress Reporting

Cost Control

• Review and process interim paymentsapplications

• Monitor quantities and variationorders

• Monitor cash flow

• Evaluate change/variations impact

• Develop cost forecasts

• Calculate the earned value

• Develop, implement, update project cost

• Monitor/Identify variances between actual/budgeted costs

Report

Cost (Value)

Histogram and S – Curve

Earned Value

Specific technique for measuring performance of work based on activities’ costs

BCWS: Budgeted cost of work scheduled (Planned Value)

BCWP: Budgeted cost of work performed (Earned Value)

ACWP: Actual cost of work performed (Actual Cost)

Schedule Variance (SV) = BCWP – BCWS

Cost Variance (CV) = BCWP – ACWP

• Schedule Index (SI) = BCWP/BCWS

• Cost Index (CI) = BCWP/ACWP


Planned Value

Earned Value

CV

BCWSACWP

SV

BCWP

(BCWS)

(BCWP)

(ACWP)


Variation Order - Form

Quality Control

Quality is controlled through the following:

- Timely inspections and testing of works, materials and production plants

- Review and monitoring of Health, Safety and Environment (HSE) plan

- Inspection of material sources and list of suppliers

- Review and Approval of Materials and Shop Drawings

- Review of As-Built drawings and O&M manuals

- Submittal of certificates of guarantee

- Involvement of third party for laboratory testing

- Snag lists implementation


Submittal for approval of materials - Form

Request for Inspection - Form

QA/QC Auditing

• Oversee QA/QC implementation

• Oversee inspection/ testing process

• Issue periodic audit reports


Document Control

Document Control in construction projects is the management of contract documents and the incoming and outgoing correspondence and their attachments and their flow to the members of the management team for action or information.

Parties involved are commonly:- Client- Funding Agency- Consultant- Contractor- Authorities- Stakeholders- Other


Document Control

Develop/Implement/Maintain Document Control system

to cover:

- Contract Documents

- Correspondence/Minutes of Meetings

- Site Correspondence/Reports

- Drawings Logs

- Submittals


Document Control

Primavera ExpeditionGlobal Report


Project Documentation

- A referencing system for all project documents is

necessary to achieve proper document control and archiving.

- Referencing system applies to all documents and

correspondences.


XXXXX 001-W 001 1 of 1

Zone No. or Building No.

Discipline (Water Supply)

Serial No. (001)

Project Number X of Y

Referencing SystemExample of Drawings Numbering System


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project parties.

Project IT Network

Hardware Infrastructure Security Software Platforms

Local Area Network

Backup System

Cabling

Project Control SoftwareFirewall

IntrusionPrevention System

Fault

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Consultants ContrGacetonreral/NetworkingSoftware

Client

Network Components

Project Management

Software

Internet

Project IT Network

Contract

• Definition of Employer/Engineer/Contractor relationships, especially that the independent role of the Engineer is not quite common in Iraq. Resolution needed through policy and exposure through seminars and workshops.

that• Respect of design review phase in design-build contracts to avert problems hinder the project’s progress during construction.

• Respect of the maximum share of works that can be subcontracted as in the Conditions of Contract.

• Adherence to Contract requirements for approval of sub-contracts.

• Familiarity with FIDIC/World Bank Contracts.

IV. Related and Arising Issues - IRAQ


Progress & Cost


• Project schedule to be properly established and regularly updated by experienced planners.

• Response to fast track of construction projects is needed.

• Adequate human resources and experienced staff to cover projects’ needs.

• Delays in procurement of long-lead items.

• Delays in possession of parts of Site that fall within sensitive areas.

• Expediency to obtain permits.


Progress & Cost

• Centralization of decision-making on government construction projects.

• Delays in processing certified payments.

• Monthly submittal of progress reports.

• Long procedures for approval of variation orders.

• Financial back-up from Contractors’ head offices.

• Cash Flow regular updates.



Quality

• Institution of comprehensive quality plan.

• Application of Quality Control procedures:

- adherence to quality procedures

- materials conformity to Specifications

- difficulties associated with testing (central versus site laboratories)

• Technical back-up from Contractors’ head offices.



Document Control

• Institution of integrated project document control.

• Systematic use of proper forms.



The End


Managing & Supervising Projects, Consultants & Contractors

Business

Transcript of Managing & Supervising Projects, Consultants & Contractors