3132852 construction project management (1) 111111

8/12/2019 3132852 Construction Project Management (1) 111111

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Construction Project Management


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Construction Project Management

Lessons

Lesson One: Introduction to Construction Project Management and Controls.

Lesson Two: Becoming a Project Superintendent.Lesson Three: Understanding the Project Managers !ole in Client !elations.Lesson "our: The Project Team and #eli$er% S%stems.Lesson "i$e: Commercial Project Preparation and !e$iewing Construction #ocuments.Lesson Si&: !esidential Project Preparation.Lesson Se$en: !esidential Cost Controls.Lesson 'ight: Commercial Cost Controls.Lesson ( Su)wa% Pro*it Projections and +o) Cost Model.&lsLesson ,ine: Commercial Su)mittals- Samples and Shop #rawings.Lesson Ten: !ecord eeping at the +o)site.Lesson 'le$en: +o)site La%out and Producti$it%.Lesson Twel$e: Computeri/ed Project Management.Lesson Thirteen: Partnering- Meetings- ,egotiating and 0r)itration.Lesson "ourteen: La)or !elations and Producti$it%.Lesson "i*teen: Su)contracting and Purchasing.Lesson Si&teen: !esidential 1ualit% Control- Inspections and Chec2lists.Lesson Se$enteen: Commercial 1ualit% Control and Testing.Lesson 'ighteen: Contract Changes and Claims.Lesson ,ineteen: Contract Progress Pa%ments.Lesson Twent%: Project Closeout.

Assignments

0ssignment One Pla%house '&ample.0ssignment Two: The Super Bridge 0nal%sis.0ssignment Three: Carlisle- P0 Construction Project Budget and +o) Cost Model.0ssignment "our: Prolog: Setting Up 0 Project.0ssignment "i$e: Prolog: 'ntering Contracts- Su)mittals- !"I3s and #ail% !eports.0ssignment Si&: Prolog: Practicing in Prolog.


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Lesson 1: Introduction to Construction Project Management and

Controls

Introduction:

Why Construction Project Management?There is pro)a)l% no other discipline that is moredi**icult than construction project management. The general goal seems simple enough. Build a

project on4time- within )udget- with the stated 5ualit% standards and in a sa*e en$ironment. 'as%right6 7rong8 !esearch shows that less than 9; o* most construction projects meet these *ourre5uirements. Is there an% dou)t wh% contractors are o*ten held in the same esteem as used carsalesman6 Construction project management is 2nown *or continual pro)lems. Contractors ha$ea continual record o* poor per*ormance.

O$er the last 9 %ears construction project management has de$eloped in 2nowledge-management s2ills and increased per*ormance and 5ualit%. Toda% there are man% e&cellentcontractors that per*orm well in time- )udget- 5ualit% and sa*et%. So how do the% do it6 This

course *ocuses on the )est practices o* success*ul project managers.

So what3s in it *or %ou6 . Be a)le to descri)e how resources are generall% spent on a project.?. Be a)le to descri)e the Construction e%stone Model and Project Management @igh

Le$erage 0cti$ities.A. Be a)le to descri)e the attitude o* a project manager.

At the end of this lesson you should be able to:=. Outline the scope o* an% project.9. Create an S cur$e and )aseline $ariance report.>. Create a construction )aseline plan.

How to Proceed:D=E !ead and re$iew Part =: Course Syllabus.D9E !ead and re$iew Part 9:Introduction to the Basic Concepts of Project ana!e"ent.D>E 0nswer the sel*4chec2 5uestions to e$aluate %our readiness to ta2e 5ui/ =.D?E 7hen %ou *eel that %ou are read%- Ta2e 5ui/ =.DAE !ead and complete assignment =.

#iscussion aterials:

Part $: Course Syllabus (FAQ: Frequently Asked Questions)


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FAQ 1:What will I learn? There is )ig di**erence )etween wor2ing on a project and pro$idingmanagement and leadership *or a project. : Understanding the Project Managers !ole in Client !elationsLesson ?: The Project Team and #eli$er% S%stems DCommercialELesson A: Commercial Project Preparation and !e$iewing Construction #ocumentsLesson F: !esidential Project Preparation D!esidentialELesson G: !esidential Cost ControlsLesson (: Commercial Cost ControlsLesson H: Commercial Su)mittals- Samples and Shop #rawingsLesson =: !ecord eeping at the +o)site DCommercialE

Lesson ==: +o)site La%out and Producti$it% DCommercialELesson =9: Computeri/ed Project Management DCommercialELesson =>: Partnering- Meetings- ,egotiations and 0r)itration DCommercialELesson =?: La)or !elations and Producti$it% DCommercialELesson =A: Su)contracting and Purchasing DCommercialELesson =F: !esidential 1ualit% Control- Inspections and Chec2listsLesson =G: Commercial 1ualit% Control and TestingLesson =(: Contract Changes and Claims DCommercialELesson =H: Contract Progress Pa%ments DCommercialELesson 9: Project Closeout DCommercialE

FAQ : What is the !ormat !or each lesson?

Introduction:'ach lesson will pro$ide an introduction to the general concepts and principles to )e learned.

Lesson O)jecti$es:,e&t- each lesson o)jecti$e will e&plain what %ou will learn and how to appl% the 2nowledge.The )est wa% to re$iew each concept is to as2 the 5uestion- 0t the end o* this lesson concept Ishould 2now and I should )e a)le to do .

How to Proceed:


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This will )e a ten45uestion 5ui/. The 5uestions will )e multiple choice or trueJ*alse. The5uestions will test lesson $oca)ular%- de*initions and applications o* concepts and principles.

Assi%n&ents:Si& assignments will )e gi$en. The assignments will )e application oriented so that %ou ma%

practice and de$elop greater s2ill in certain areas. The assignments will )e mostl% case stud%pro)lem sol$ing.

FAQ ": #ow will I $e tested?0*ter each lesson %ou will ha$e some sample- sel*4chec2 5ui/5uestions that will help %ou determine i* %ou are prepared to ta2e the lesson 5ui/. There will )e aten45uestion 5ui/ at the end o* each lesson. The 5uestions will )e multiple choice or trueJ*alse.The 5uestions will test lesson $oca)ular% de*initions and applications o* concepts and principles.

All %ui&&es and e'ams are closed $oo() *o %ui&&es or e'ams made $e co+ied or +rinted out

!rom the com+uter)

FAQ ,: #ow will %ui&&es- assignments and e'ams $e graded? Krading will ta2e place as*ollows:

Qui&&es . ' 1. +oints / .. +oints 0

Assignments 2 ' 3 +oints / 13. +oints .

4'ams ' .. +oints / ,.. +oints 3"

5otal 03. Points

A / 01 and u+ 63

A7 / 203 to 0. 6.

89 / 23 to 20, 0

8 / 2". to 231 ,

87 / 2.. to 26 .

C9 / 301 to 366 00

C / 333 to 30. 0,

C7 / 33 to 33, 0.

;9 / 3. to 3, 20

; / ,. to 3.1 2,

;7 / ,3. to ,06 2.

4 / ,,6 or $elow

FAQ 3: What is the schedule and when do we meet? This course o**ers great *le&i)ilit%)ecause there are no scheduled classes. The most important schedule is to watch and completeassignments- 5ui//es and e&ams on or )e*ore the due dates. There ma% )e special occasionswhen help sessions are held. 7atch *or these announcements on Blac2)oard or through email.

FAQ 2: When are lessons- %ui&&es and assignments due? !e*er to the 0nnouncements andCourse In*ormation in Blac2)oard.

FAQ 0: What ha++ens i! I turn %ui&&es and assignments in late?


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FAQ : What materials will I study? Two te&ts )oo2s will )e used *or the course. The% areConstruction +o)site Management- =HH(- 7illiam !. Minc2s- @al +ohnston- #elmar Pu)lishersBasic Construction Management- The Superintendent3s +o)- ?thedition- =HHH- Leon !ogers-@ome Builder Press. Both )oo2s are a$aila)le at the B hours depending on the student. 'ach assignment will ta2e )etween > to A hoursto complete- once again depending on the student.


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Attributes of a Project(Gido !lements"

A project has a #ell defined objective

A project is carried out through a series ofinterdependent tasks

A project utilizes various resources

A project has a specific t ime frame

A project ma$ be a unique or one%timeendeavor

A project has a customer

A project involves a degree of uncertaint$

&dentif$ing the 'cope of a Project

What is the project objective?

What are the series of interdependent tasks?

What are the resources needed for the

project?What is the project specific time frame?

&s the project a unique or one%timeendeavor?

Who is the project customer?

What degree of uncertaint$ does the projectinvolve?

Let3s suppose that m% children wanted *or me to )uild them a pla%house. 7e would tal2 a)outthe si/e and st%le and come up with a )asic design. So I )egin to do some planning.I answer the *irst 5uestion: 'hat is &y obectie*It is to ha$e a pla%house that m% children andgrandchildren can enjo% *or man% %ears to come.

'hat are the series of interde+endent tasks*I determine that there are =G tas2s. The% are:

=. #esignJSpeci*icationsJ'stimate9. Super$ision>. Permit?. '&ca$ateJConcrete

A. "loor s%stemF. 7all s%stemG. !oo* s%stem


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(. ShinglesH. #oorJ7indows=. 'lectrical==. SidingJSo**itJ"ascia=9. Insulation

=>. #r%wall=?. "inish Carpentr%=A. Paint=F. "loor Co$erings=G. Special "urnishings

'hat are the resources needed for the +roect*This is going to ta2e time and mone%. The mone%will )e spent on materials- su) contractors and the )uilding permit. I will pretend that I will pa%m%sel* 9 per hour and also charge a =A; o$erhead and pro*it *or the project. There is also a2nowledge and s2ill resource that is needed in order to )uild the pla%house. 0*ter some planningit is determined that the project will cost 9-AA>- the project will ta2e 9= to > da%s and I will

ha$e to spent ?( hours o* direct la)or on the project. @ow did I come up with these num)ers6See the estimate and the cost loaded schedule in Lesson =- Pla%house Baseline Project Plan*ound in Blac2)oard.

'hat is the +roect s+ecific ti&e fra&e*Luc2il% there is no a)solute time *rame )ut gi$en theschedule and each acti$it% planned durations totaling 9= da%s- It ma% )e sa*e to sa% that it could

)e completed in > da%s. Once again see the cost loaded schedule in Lesson =- Pla%houseBaseline Project Plan *ound in Blac2)oard.

Is this +roect a unique or one!ti&e endeaor*It de*initel% is a one4time endea$or. The learningcur$e will )e high. Producti$it% will )e low )ecause there are no major repeata)le acti$ities.'ho is the +roect custo&er*'$en though I would li2e to thin2 that it is I it reall% is m% childrenand grandchildren. This means that I should listen and )e more responsi$e to their needs.

'hat de%ree of uncertainty does the +roect inole* 7ell- I ha$e ne$er done a project li2e this)e*ore. D0ctuall% I ha$e )ut *or learning purposes let3s pretend.E I ha$e general pricing )utmaterial prices and su) contractor pricing could change when I actuall% go to purchase thematerials and ser$ice. Something ma% come up and I ma% not ha$e the time I e&pected to do thela)or. I ha$e not %et chec2ed with the cit% a)out the )uilding permit nor ha$e I chec2 an% realestate easements on the propert%. I am assuming that there will )e no pro)lems. M% customer

DchildrenE also ma% change their minds as I start )uilding. DIt ma% )e a change order8E So therede*initel% is some ris2 and uncertaint% e$en with this simple project.


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Project ife !$cle

,otice that in the Project Li*e C%cle slide that almost all projects spend the greatest resources atthe end o* the project. I* a project manager can *latten the line out more projects t%picall% aremore success*ul.

!umulative )udgeted !ost !urve

The a)o$e is a )aseline S cur$e. Baseline means the initial plan *or the project. 0n S cur$e is)asicall% is a cost loaded schedule. This slide represents the wee2s plan cost D< a&isE against theplanned time D& a&isE. That intersection point creates the S cur$e. Most projects loo2 li2e anS or some call it a )anana cur$e. This is all nice and good )ut how do %ou use it6 Once %our

)aseline S cur$e is esta)lished- then %ou )egin to measure the $ariance *rom %our plan to theactual. 0n e&ample is that the actual is )elow the line then %ou are spending less than planned. I*

it is a)o$e the plan line %ou are spending more than planned in relationship to the schedule. 0nS cur$e onl% wor2s well i* %ou ha$e real time accurate in*ormation to *eed into the $ariance.


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Consider the *ollowing slide a)out de$eloping a )aseline construction plan. 0 )aseline planpro$ides a starting place )% which to measure $ariances. This process o*ten re*erred to as eatingthe elephant )rea2s down the project into wor2a)le pieces that can )e identi*ied and measured*or compliance to the plan.

Practical Application of !reating a

)aseline Project Plan

'tep *+ Review drawings, specifications and contract for clarit$

and completeness.

'tep ,+ Divide project into work groups and packages forestimating and scheduling do quantit$ takeoffs create detailsheets that are eas$ to read and track number of units unit

costs and estimated duration of activit$.

'tep -+ Complete estimate rollup sheet that summarizes #ork

package activities activit$ duration cost estimate and /0P.'tep 1+ Create a schedule (net#ork diagram" from step - rollupsheet.

'tep 2+ Create a project baselineS Curve to track actualperformance to the plan and create a variance report.

) 5he Construction


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A few questions to think about:@ow does the right side o* the arch di**er *rom the le*t side6@ow could inno$ation a**ect project deli$er%67h% would a construction compan% need to ha$e mar2et 2nowledge67h% would the client3s e&perience )e in the center o* the arch6

Project Management #igh Le=erage Acti=ities

I ha$e *ound that success*ul project managers share = common high le$erage acti$ities.Care*ull% stud% the *ollowing three slides.

Project 3anagement /igh

everage Activities

4se 563 (5otal 6ualit$3anagement" 5ools todo their #ork right thefirst time

&nnovative questionarchitects andengineers providevalue engineering ideas

!ompan$ has a sharedvision all emplo$eesand subs are on the

same page


everage Activities

!ommunicate clearl$and negotiate #ell

Process paper#ork #ith

e7actness and are

proactive

3anage the schedule

#ell don8t miss

milestone dates

'trong advocates of

safet$


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everage Activities

Good balance of being

technologists (good

construction skills" and

sound business people

97cellent problem

solvers

:eep up #ith

technolog$ and use it to

their advantage

"rom %our e&perience- what do %ou thin2 are other high le$erage acti$ities that help projectmanagers )e success*ul6

)" Attitude o! a >uccess!ul Project Manager

The *ollowing stor% )est descri)es the attitude o* pro)lem sol$ing that e$er% project managershould ha$e.

5he o7etter

In =H9= Peter B. %ne wrote ,he -o!-etter. a tory ,hat ,ells /ou How to 0e 1ne2 This)oo2 tells how Mr. !ic2s- the owner o* a lum)er and logging compan%- was ha$ing a pro)lemwith his Shanghai o**ice. @is super$isors e&planation was that he was surrounded )% men whowere too %oung *or responsi)ilit%. In addition- three managers had Ngone rotten. The compan%would )e in trou)le i* things persisted as the% were. 0)out this time a crippled $eteran )% thename o* 7illiam '. Pec2 re5uested an inter$iew *or emplo%ment.

NPlease gi$e me a jo). I dont care a hoot what it is- pro$ided I can do it. I* I can do it- Iwill do it )etter than it has e$er )een done )e*ore. I* I cant do it- I will 5uit and sa$e %ou theem)arrassment o* *iring me.N

The old man was impressed and- going o$er the heads o* allthe e&ecuti$es and

super$isors- hired 7illiam '. Pec2. Bill was warned to produce and not get out o* line. NThe*irst time %ou tip a *oul- %oull )e warned. The second time- %oull get a month la%4o** to thin2a)out it. The third time %ou will )e out *or 2eeps.N

Pec2 was gi$en the tas2 o* selling a lot o* undesira)le lum)er that the compan% was stuc2with. @e was happ%. @e said- NI can sell an%thing at a *air price.N @e hit the )all hard. "or twomonths the% saw nothing o* him. @e sold se$eral )o&car loads o* s2un2 spruce- siding- shingles-#ouglas *ir- and redwood. @e sent orders )ac2 to the o**ice almost dail%. @e sold *i$e newaccounts and increased sales dramaticall%. So impressed was the owner that he thought Billmight )e a good man to head up the Shanghai o**ice. But- )e*ore a *inal decision- Bill wouldha$e to go through the Ntest.N

The NtestN was to send Bill on an errand to o)tain a $er% e&pensi$e )lue $ase which had

)een descri)ed to him in detail. Bill was told to o)tain it and deli$er it to a stateroom in carse$en on the train *or Santa Bar)ara so that Mr. !ic2s could ta2e it to his wi*e *or theiranni$ersar%. Bill was told the appro&imate location o* the neigh)orhood4which street- which


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store- and the window where it could )e seen. It was Sunda% and a*ter >: p.m. when Bill wentto *ind the $ase. @e went to the area where the $ase had )een seen )ut he searched in $ain- streeta*ter street 4two )loc2s o* additional searching in all *our directions- *our more )loc2s )e*ore he*inall% disco$ered the o)ject o* his search. @e 2ic2ed the door- ma2ing an in*ernal rac2et- )ut noone responded. @e )ac2ed awa% and read the sign o$er the door- B. Cohens 0rt Shop.

@e limped to a hotel- pic2ed up the phone )oo2- and *ound nineteen B. Cohens. @esearched *or the art dealer in $ain and then dialed all nineteen num)ers. @e emerged *rom the

phone )ooth wringing wet *rom perspiration. It was F: P.M.- and his )ad leg was starting togi$e out on him. Then he had a *lash o* thought- "ould the na&e hae been s+elled differently*7as it Cohen- Cohan- Cohn- ohn- or Coen6 @e went )ac2 to the art shop: It was spelledCohns 0rt Shop. @e went )ac2 to the phone )ooth and )egan calling all the Cohns. On thesi&th call he was luc2% and got the right B. Cohn. The coo2 who answered the phone said thatMr. Cohn was dining at the house o* a Mr. Simons in Mill alle%. There were three Mr. Simons-and Bill called all o* them )e*ore connecting with the right one.


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Ner% sorr% to ha$e to distur) %ou- Mr. !ic2s-N said Bill- N)ut the *act is there were soman% Cohens and Cohns and Cohans and it was such a jo) to dig up two thousand dollars that I*ailed to connect with %ou at G:?A last night as ordered. It was a)solutel% impossi)le *or me toaccomplish this tas2 in the time limit set )ut I was resol$ed that %ou would not )e

disappointed. @ere is the $ase. The shop wasnt within *our )loc2s o* where %ou thought

it was- sir )ut Im sure I *ound the right $ase. It ought to )e. It cost enough and was hardenough to get. So it should )e a precious gi*t *or %our wi*e or an%one else.N

Mr. !ic2s stared at Bill Pec2 as i* he were loo2ing at a spoo2. NB% all thats wonder*ul8Nhe murmured. N7e changed the sign on %ou- we stac2ed the Cohens on %ou- and we set a

policeman to guard the shop to 2eep %ou *rom )rea2ing the window. 7e made %ou dig up twothousand dollars on a Sunda% night in a town where %ou are practicall% un2nown and- while %oumissed the (: p.m. train- %ou o$ertoo2 it at 9: a.m. in the morning and deli$ered the $ase.Come in and rest %our poor old game leg- Bill. Bra2eman- I am much o)liged to %ou.N

Bill Pec2 entered and slumped wearil% down on the settee.NSo it was a plan6N he croa2ed- and his $oice trem)led with rage. N7ell- sir- %oure an

old man- and %ou$e )een good to me so I do not )egrudge %ou %our little jo2e. But- Mr. !ic2s-

I cant stand things li2e I could )e*ore I was crippled in the war. M% leg hurts and m% stumphurts and m% heart hurts.N

@e paused- cho2ing- and the tears o* impotent rage *illed his e%es.N


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gone- and I told him I didnt )elie$e it so he ga$e me a hard loo2 and said- Pri$ate Pec2 will dohis utmost to reco$er- and as a starter he will smile.

NO* course- putting it in the *orm o* an order- I had to gi$e him the usual repl% as Igrinned and said- Sir- it shall )e done.

N@e was 5uite a man- sir- and his )rigade had a soul4his soul.N

0s 7illiam Pec2 told Mr. !ic2s the name o* the )rigadier- !ic2s was $isi)l% startled and said-NThe )rigadier was a candidate *or an important jo) in m% emplo%- and I ga$e him the test o* the

)lue $ase.N Then he e&plained how the )rigadier succeeded in getting the $ase.

3yne. Peter.: ,he -o!-etter. tory ,hat ,ells /ou How to 0e 1ne2 (4564). out of +rint2 7etoldby Featherstone. 8au%hn 92: "o&&it&ent. 456. 0ookcraft. alt #ake "ity. ;tah. +2

Self&Chec' (uestions Lesson $:

=. 7hat percentage o* construction projects are *inished on time- in )udget- within 5ualit%

standards and in a sa*e en$ironment6a. H;). GA;c. A;d. 9;

9. This course is directed to just commercial construction.a. True

). "alse

>. Managing ris2 on a project deals primaril% with:

a. )usiness partners). stealing which is the main point o* the Ko4Ketter stor%c. dealing with uncertaint%d. managing an S cur$e

?. The Construction e%stone Model demonstrates:a. whole s%stems thin2ing

). that clients are the center o* our )usinessc. that leadership dri$es the whole s%stemd. all the a)o$e

A. 0ccording to high le$erage acti$ities- good )usiness s2ills are more important thanconstruction s2ills.

a. True). "alse

=4d- 94)- >4c- ?4d- A4)

Lesson $ (ui):See Blac2)oard- 0ssignments- 1ui//es.

*ssi!n"ent $: Preparing a Project Baseline PlanSee Blac2)oard- 0ssignments- 0ssignment Q= "older and *ollow instructions.


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Lesson : 8ecoming a Project >u+erintendent

Introduction:7hat does a project superintendent reall% do6 The project superintendent is the construction

compan%3s agent and *ield representati$e. Kenerall% all negotiations- agreements and contractsthat the superintendent enters into )ecome legal and )inding. Being a project superintendent isli2e ha$ing control o* %our own compan% committed to the tas2 o* )uilding a )uilding. million dollar commercial construction compan%. 'dstarted out as a carpenter la)orer in his late teens. @e is now >A. @e is well respected in thecompan% *or )eing a no4nonsense gu% who gets the jo) done. @e has grown through the ran2s

*rom )eing a *oreman and now as a superintendent. @e t%picall% is entrusted with project3s thatare a)out 9 to A million. @e is currentl% the superintendent *or a new car dealership- which is


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a)out ? million. Some students had a chance to inter$iew 'd a)out what ma2es him success*ul.@ere is how the inter$iew went:

Students:=d. what do you think has &ade you successful*

'd: 7ell it all depends. I guess that I am $er% organi/ed and I alwa%s li$e a)out three wee2s intothe *uture.

Students: 'hat do you &ean >three weeks in the future?*

'd: I3m sure that all o* %ou ha$e heard o* a three4wee2 rolling schedule. 0*ter I ha$e prepared tostart a new project- and made sure that we are all read% to go- I alwa%s loo2 at what e&actl% hasto happen and how I am going to do it three wee2s in ad$ance. 0t three wee2s I still ha$e time toma2e adjustments and changes or sol$e pro)lems. I* I start doing that one or two wee2s inad$ance it is too late.

Students:How do you or%ani$e and &otiate your e&+loyees and your sub contractors*

'd: I am $er% direct with m% su)s right up *ront. I do not lea$e an%thing to chance or assume thatI thin2 I 2now what the% are doing on a certain da%. I re$iew the contract with the su)s $er%care*ull% including:

=. insurance re5uirements-9. their sa*et% plan and our sa*et% plan->. the scope o* the wor2 as detailed in the drawings and speci*ications-?. their licensing re5uirements-A. what meetings the% are re5uired to attend-F. the project schedule and how the% *it into the schedule-G. help them identi*% how the% can )est wor2 with other su)s-(. each su) has a 5ualit% control chec2list-H. how we communicate on the jo)site-=. how we sol$e pro)lems-==. how we treat each other and the other su)s.

Their wor2 is m% wor2. I am li2e the conductor o* an orchestra. 0 particular su)contractor might)e the trom)one section. The% ha$e got to 2now their part and when to come in at certain parts o*the music. The% ma% ha$e a solo Dli2e the 2e% critical path item on the scheduleE. So the )ottom

line is that I ma2e sure that three wee2s out the% are read% to per*orm.

I tr% real hard to )e a support and help them sol$e their won pro)lems )ut I still carr% a )ig stic2.I ne$er let them gi$e me their pro)lems. The% are still responsi)le. The )est thing that we ha$edone as a compan% is to de$elop long4term relationships with our su)s. That means that we arewor2ing with people who we 2now *rom pre$ious jo)s. That reall% helps when %ou can wor2with those that %ou are *amiliar with and %ou 2now how to wor2 together.

I thin2 that when su)s per*orm as planned then the% are happ% and ma2ing mone%. The% also2now that as a KC we can gi$e them *uture wor2. I tr% to )e a straight shooter. 7hen the% messup I tell them- )ut when the% per*orm well I praise them also. '$er% su) has their own

personalit%. I will tr% to do those things that gi$e them some 2ind o* reward that is not monetar%.Such as recogni/ing them in a meeting in *ront o* 2e% people on a project *or wor2 well done.


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Students: 'hat about your own e&+loyees*

'd: Sometimes I thin2 that we set our emplo%ees up to *ail. 7e don3t properl% prepare them tosucceed. I learned long ago that there are si& critical items that I must gi$e to Dor in other wordssupportE emplo%ees to )e success*ul. The% are:

=. Clear de*inition o* what it is we want them to do. Including the necessar% drawingsand speci*ications to per*orm the tas2.

9. "rom the )aseline plan and estimate- how man% people it should ta2e to do the tas2and how long it should ta2e. Their input into the wor2 is $er% important- so I willalwa%s re$iew the tas2 with the crew *oreman *irst.

>. Ma2e sure that all necessar% materials are on site to per*orm the wor2.?. Ma2e sure that all necessar% e5uipment is on site to per*orm the wor2.A. Ma2e sure that all sa*et% training and e5uipment is in place )e*ore the wor2 )egins.F. 'nsure that proper 5ualit% controls are in place li2e 5ualit% control chec2lists.

Students: 'hat is your daily schedule like*

'd: 7ell- I am usuall% the *irst one on the site in the morning and the last to lea$e at night. Iwal2 the site at least twice a da%. Once in the a*ternoon to see i* the da% has gone as planned.This pro$ides me with good in*ormation *or mo$ing ahead with tomorrows wor2. I alwa%s wal2the site in the morning to see who is there and who isn3t. This also allows me to communicateand gi$e positi$e *eed)ac2 to those on the site. I don3t 2now- )ut I thin2 that it helps *ore$er%one on the site to see the main man. It tells than that I3m watching and 2now what is goingon. I am also there to coordinate and sol$e pro)lems.

Students:Any last thou%hts about bein% a su+erintendent*

'd: There is more to do than %ou ha$e time to do it in. This is m% personal pre*erence- )ut thereare three 2e% acti$ities that I do e$er% da%. I ha$e learned that i* I don3t do these three things thenI will not )e success*ul. Ma%)e that is wh% I am alwa%s the last to lea$e )ecause I 2now that Imust get these three things done e$er% da% no matter what. The% are:

D=E I set aside at least one hour a da% in the morning a*ter I ha$e held morning meetings andcommunicated with whom e$er- *or paper wor2 and 2eeping the paper wor2 going withm% project engineer and secretar%.

D9E In the a*ternoon I alwa%s set aside a)out an hour to re$iew the three4wee2 rolling

schedule and ma2e sure that I ha$e identi*ied an% pro)lems and am ahead o* the wa$einstead o* )eing )uried )% it all the time.D>E 0s part o* the re$iew o* the three4wee2 rolling schedule- that is when I do m% own

personal planner scheduling- do m% dail% report and trac2 m% to4do list.

I read in a good )oo2 somewhere that )eing a good superintendent was all a)out planning-organi/ing- directing and controlling. This is a continual c%cle that I do e$er%da%.

(Here is a +icture of =d &eetin% with the owner of the car dealershi+ to reiew the work2 Does

he look ha++y*)


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Self&Chec' (uestions Lesson %:

=. The main goal o* a project superintendent is to:a. Ma&imi/e pro*its in the long run while maintaining a standard o* e&cellence.

). Ma&imi/e 5uic2 )uc2 pro*its.

c. Managing time- cost and 5ualit%d. Show who is the )oss

9. Co$e% de*ines leadership as:a. managing people e**ecti$el%

). a)ilit% to wor2 through other people )% winning their respect- con*idence and lo%alt%c. 0 )ull4in4the4woodsd. 0 )orn trait

>. In residential construction who is the primar% representati$e o* the compan% to the home

owner6

a. sales agent). production managerc. superintendentd. customer ser$ice representati$e

?. #uring the planning process- weather is usuall% onl% considered during which planningphase6

a. 5uarterl%). monthl%

c. wee2l%d. dail%e. c and d onl%

A. 7hat3s in a name6 7hich one o* the *ollowing titles con$e%s the *ullness o* theresponsi)ilit% carried )% the superintendent6

a. project manager ). construction super$isorc. )uilder d. construction manager

answers: =4a- 94)- >4c- ?4e- A4d

Lesson % (ui):See Blac2)oard- 0ssignments- 1ui//es.


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Lesson ": nderstanding the Project Managers Bole in Client

Belations

Introduction:

Success*ul construction project management is all a)out relationships. There is not a moreimportant relationship than that o* the project managerJsuperintendent and the client. The projectmanagerJsuperintendent will spent more time with the client than an% one else.


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Companies that are committed to customer ser$ice are success*ul now and will command the*uture. Construction contractors that desire to )e success*ul are no di**erent. Contractorsmust )ecome )etter s2illed in mar2eting their ser$ices and ser$ing their customers i* the%are to continue to )e success*ul in a $er% competiti$e and changing mar2etplace. Clientretention presents an opportunit% *or contractors to distance themsel$es *rom their

competition.

#esson 1becties:At the end of this lesson you should:

F. Learn the )asic concepts o* client retention.G. now the *our areas o* emplo%ee training in customer ser$ice.(. Be a)le to descri)e the eight 2e% strategies in de$eloping a client retention s%stem.H. now how to deal with angr% clients.=. Be a)le to e&plain the Blueprinting Client Contacts Model.==. Understand owners needs.

How to Proceed:D9E !ead and re$iew concepts =4F on Client !elations

D Answer the sel!7chec( %uestions to e=aluate your readiness to ta(e %ui& ")

DFE 7hen %ou *eel that %ou are read%- Ta2e 5ui/ >.

Discussion Material:

Concept =: Understanding Client !etention and Lo%alt%

=. Con5uest $s. !etention Mar2eting: GA; o* toda%s mar2eting dollar goes toward *indingnew clients D=? )illionE. 0merican )usinesses lose =( million a**iliations e$er% %ear. Thea$erage U.S. corporation loses A; o* their customers e$er% *i$e %ears.

9. 7h% Clients #e*ect: F(; o* clients de*ect )ecause o* emplo%ee indi**erence to theirneeds. =?; o* clients de*ect )ecause o* product or ser$ice dissatis*action. Too o*ten client

patronage is ta2en *or granted. Clients o*ten de*ect )ecause o* misunderstandings or incorrecte&pectations. =?; o* clients de*ect )ecause o* complaints not )eing cared *or. H; o* clientsde*ect )ecause o* competition. H; o* clients de*ect )ecause the% mo$ed. F(; o* clients de*ect

)ecause o* no special reason.

>. The '**ects o* Client #e*ection : H=; will ne$er )u% again *rom that compan%.#issatis*ied clients will communicate their dissatis*action to nine other people. One stud%showed that *or large purchases- onl% ? to F; o* clients will e&press their unhappiness.0nother stud% showed that H; o* dissatis*ied clients wont e&ert e**ort to complain- the% justta2e there )usiness elsewhere. In %et another stud%- it was shown that *or e$er% written complaintthere is an a$erage o* 9G dissatis*ied clients.

?. Bene*its and Potential Losses o* Client !etention : FA; o* and a$erage compan%s)usiness comes *rom satis*ied clients. It costs A to G times as much to ac5uire a new client as toser$ice an e&isting one. One research project showed that = companies in =9 industries showedthat the longer clients sta%ed the more pro*ita)le the% )ecame. 0nother stud% showed that somecompanies )oosted pro*its =; )% just retaining A; more clients. 0nother stud% showed that


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)ecause o* compan% lo%alt% clients are willing to pa% more *or products and ser$ices. o* re$enues *or the top ? contractors now comes *rom design4)uild. Pro*essionalBuilders annual client satis*action sur$e% shows that more clients are rel%ing on word4o*4mouthrecommendations. 0 leading U.S. home )uilder accounts *or F; o* sales *rom re*errals D>

)illion plus compan%E. There is a major mo$e toward relationship and consultati$e mar2eting.There is a mo$e awa% *rom the singular *ocus o* the project completion to more o* listening andunderstanding to the needs o* the client. Contractors must ha$e competent pla%ers on their team

that can pro)lem sol$e- enhance communication and )uild long4term relationships.

There are *our areas o* emplo%ee Dincluding su)contractors and suppliersE training that areparamount in customer ser$ice.

1) Com+anyEs commitment to client satis!action : 5he com+anys client satis!action +lan

should $e well understood $y each em+loyee and what their +art and res+onsi$ility is)

) Communication >(ills : 4ach em+loyee should ha=e +ro+er training in the Gso!t s(illsH

including: listening s(ills- negotiating s(ills- tele+hone s(ills- =er$al and written s(ills-

+resentation s(ills and how to +ro+erly manage a meeting)

") Pro$lem >ol=ing >(ills : 5hese include: unco=ering and understanding customer needs-

how to identi!y and resol=e +ro$lems $e!ore they $ecome com+laints- and measuring

customer satis!action)

,) Presentation training : #ow to s+ea( $e!ore a grou+ o! +eo+le and deli=er a +ersuasi=e

s+eech)

Conce+t ": 5he 4ight trategies o! >uccess!ul Client Betention and Loyalty

=. Blueprinting customer contacts : Identi*% Nmoments o* truthN where clients come in contactwith emplo%ees and disco$ering *ail points where ser$ice is most li2el% to go wrong.

9. Management ser$ice commitment to the client : 1ualit% starts at the top. Companies that ha$eachie$ed e&cellence in ser$ice ha$e a strong $ision and strateg% *or client ser$ice.

>. 'mplo%ee Client Ser$ice Training : 'mplo%ees should )e gi$en the 2nowledge- s2ill andauthorit% to sol$e *ront line pro)lems. Training should include communication- pro)lem sol$ing-

presentation and per*orming in Nmoments o* truthN.


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") A growing challenge !or many ownersJde=elo+ers is the increased demands $y city-

county and state munici+alities to $uild o!!7site im+ro=ements) 5his can signi!icantly

increase the cost o! a +roject)

,) 5he architectural design o! the +roject must meet the !unctional needs o! the +roject

along with ha=ing a design a++eal that that will sell itsel!) 5his could $e a restaurant thatmust $e +lanned !or la$orsa=ing o+erational !lows !or em+loyees and also ha=e customer

a++eal) Mc;onalds and the golden arches +er!ected this idea in a =ery +ro!ita$le way)

3) wners and de=elo+ers want to $ring +rojects on7line %uic(er and at a lower cost) 5he

selection o! the a++ro+riate contract method is $ecoming more +o+ular to meet !ast7trac(

demands) 5hese might include design7$uild- construction management- or design7$uild

with a guaranteed ma'imum +rice)

2) 5he +roject must meet a !inancial $ottom7line) 4=ery +roject has a $udget) 5here is

always a +oint where the +roject is no longer !inancially !easi$le)

0) 5he ownerJde=elo+er generally must ac%uire !inancing !or the +roject and must adhere

to certain !inancing re%uirements im+osed $y the lending institution)

) 5he +roject must !it into a designated schedule) 5his schedule includes the

+rogramming o! all acti=ities !rom initial conce+t to the +roject o+ening) 5he schedule is

e'tremely im+ortant $ecause e=ery ownerJde=elo+er wants to ta(e ad=antage o! +ea( sales

seasons) An e'am+le is a retail store that wants to $e o+en !or the winter holiday season)

6) Finding the right contractor that can +ro=ide an acce+ta$le cost and deli=er the +roject

on time and with the %uality that is desired ta(es time)

1.) A!ter a +roject is com+leted and the !acility is in o+eration- an ownerJde=elo+er wants a

!acility that is trou$le7!ree and will continue to grow in =alue) Most im+ortantly- the

!acility should meet the o$jecti=e that it was +lanned- designed and $uilt !or)

Conce+t 3: 5en Areas Where Project Belationshi+s are Won and Lost

1) Meetings : #ow shall we conduct meetings? What is an e!!ecti=e meeting? #ow shall

we record and distri$ute meeting minutes and action items? What can the contractor do to

hel+ ma(e the owners jo$ easier in this area?

) Communication and +a+erwor( : What communication does the owner want? What

should $e written and what should $e oral? What is %uality written and oral

communication? What are high +riority communications and what are the time lines?

What can the contractor do to hel+ ma(e the owners jo$ easier in this area?

") Payment !or wor( : #ow should a++lications !or +ayment $e +rocessed? #ow should

change orders $e +rocessed? What can the contractor do to hel+ ma(e the owners jo$

easier in this area?

,) Pro$lems : What is the +rocess that the owner and contractor will use to sol=e

+ro$lems? What can the contractor do to hel+ ma(e the owners jo$ easier in this area?


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3) >chedule : #ow does the owner +re!er to ha=e the schedule communicated to them?


2) Quality : #ow should the %uality as+ects o! the +roject $e coordinated and managed?


0) >a!ety : #ow can the contractor and owner $est coordinate all as+ects o! maintaining a

sa!e wor( site? What can the contractor do to hel+ ma(e the owners jo$ easier in this

area?

) Pu$lic Belations : What +u$lic relations acti=ities does the owner ha=e +lanned !or the

+roject during construction? #ow shall the owner and contractor coordinate +u$lic

relations? What can the contractor do to hel+ ma(e the owners jo$ easier in this area?

6) wner 4%ui+ment Coordination : #ow would the owner li(e to manage the

coordination o! owner e%ui+ment? What can the contractor do to hel+ ma(e the owners

jo$ easier in this area?

1.) Project Closeout Process : #ow shall we manage the closeout +rocess to ensure a smooth

transition? What can the contractor do to hel+ ma(e the owners jo$ easier in this area?

Concept F: #ealing with 0ngr% Clients

7hen %ou consider all the things that can go wrong on a construction project it can )eo$erwhelming. That is wh% it is so important to de$elop good pro)lem sol$ing s2ills. 0superintendentJproject manager spends a majorit% o* their time sol$ing pro)lems. 0nd most o*those pro)lems deal with interpersonal interaction and communications. Consider the *ollowing=( suggestions to assist %ou in de$eloping %our pro)lem sol$ing s2ills.

=. #ont e$er get de*ensi$e o* whate$er or whoe$er is )eing discussed.9. See2 to understand )e*ore %ou see2 to )e understood. DStephen !. Co$e%E

a. Be a $er% good listener.). #ont interrupt them. Listen- listen- listen8 . Put %our personal ego awa%. #ont ta2e things personall%. N@e who slings mud . . loses

ground.N DChinese Pro$er)E?. eep a smile Dnot a grinE on %our *ace8 Ki$e attention to the seriousness o* the pro)lem- )ut

maintain a pleasant- cooperati$e attitude.A. Maintain personal control. '$er%)od% loses when %ou lose control- )ut mostl% %ou lose. This

will )e a challenge )ut will help %our attitude toward achie$ing %our o)jecti$e 4 satis*%ingthe client. The mental anguish is the real challenge.

F. Sometimes it is )est to let the angr% client $ent their *rustrations. Sometimes it is )est to


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allow the o$er4angr% client to cool down a little. Tell them %ou will get )ac2 to them in anhour. This will allow them and %ou to calm down and )e more reasona)le 4 then the% willgenerall% )e more inclined to discuss the real pro)lem and o)tain an accurate list o*concerns.

G. The )ottom line is that an angr%- *rustrated client wants someone D%ouE to listen to himJ her

without de*ending an%one or )eing interrupting.(. 0llow plent% o* time when writing down a list o* complaints. !epeat )ac2 the list to ma2e

sure it is accurate.H. #o not apologi/e *or things %ou dont e$en 2now a)out. !esearch the pro)lem *irst.

a. #ont e$er sell out:i. The Compan%

ii. The SuperintendentJProject Manageriii. The Sales Consultant or Mar2eting Personi$. 0nother indi$idual

=. 7hene$er possi)le ma2e sure the person )eing discussed is there to de*end himJhersel*.==. ,e$er surrender authorit%.

a. Simpl% apologi/e *or their *rustration and tell them %ou will chec2 into the pro)lemand speci*% a time when %ou will call them )ac2.

). 0s2 *or all a$aila)le phone num)ers Dhome- o**ice- )eeper- cell phone- *a&E so that%ou can reach them.

c. Then do it and get )ac2 with them in the speci*ied time.=9. #o not pass judgment until %ou understand the pro)lem.

a. Ket help when %ou need it.). 7hen researching a pro)lem- go to the source. #o not *orm opinions or assumptions.

=>. ,e$er put client concerns on a )ac2 )urner. 0ttac2 the pro)lem aggressi$el%.=?. Ma2e promises and commitments onl% a*ter %ou thoroughl% understand the real pro)lem.

Under4promise and o$er4deli$er.=A. 7hen resol$ing an issue- ma2e it a top priorit%. The 5uic2er %ou *i& the pro)lem- the 5uic2er

%ou restore client con*idence. The goal is alwa%s to satis*% the client and maintain theircon*idence. It is the right thing to do. Besides it ma2es per*ect )usiness sense. !e*erralscome *rom satis*ied clients and )uilds lo%alt%.

=F. 0lwa%s *ollow4up.a. eep the client updated on progress.

). "ollow4up to ma2e sure the pro)lem is resol$ed.c. Maintain ownership o* the pro)lem until it is gi$en to the right person and all parties

understand that ownership has )een trans*erred.=G. I* a project manager or regional manager is in$ol$ed- please )e sure to *ollow up with

himJher so heJshe can *ollow up also.=(. Be lo%al to the client. 7hen as2ed )% others a)out %our angr% client- simpl% answer-N@eJShes *ine- just a *ew pro)lems that we need to sol$e.N Be positi$e and dont ma2e *un o*the clients or their concerns.

elf!"heck Questions #esson el!7Chec( Questions Lesson ":

=. 7hat is the )est de*ense against competition6

a. lowest prices). )est loo2ing model home


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c. 5ualit% polic% and procedure manualsd. 2eeping customers happ%

9. It costs to times more to ac5uire a new client as to ser$ice an e&isting one.a. =- 9

). >- Ac. A- Gd. (- =

>. There are *our areas o* emplo%ee training that are paramount in customer ser$ice.Unco$ering and understanding customer needs comes *rom what categor%6

a. Companies commitment to client satis*action). Communication s2illsc. Pro)lem sol$ing s2illsd. Presentation s2ills

?. 7hich o* the *ollowing are not one o* the eight 2e% strategies o* success*ul clientretention and lo%alt%6

a. Managing pa%ment o* wor2). !eclaiming lost customersc. Blueprinting customer contactsd. 'mplo%ee client ser$ice training

A. Considering dealing with angr% clients- which o* the *ollowing statements are *alse6a. ,e$er surrender authorit%. 0pologi/e and tell them %ou will chec2 into the pro)lem

and speci*% a time when %ou will call them )ac2.). ,e$er put the client on the )ac2 )urner. 0ttac2 the pro)lem aggressi$el%.c. The )ottom line o* an angr% client is that the% want the superintendent or project

manager to tell them what is going on.d. 7hene$er possi)le- ma2e sure that the person )eing discussed is there to de*end

himJsel*.

DSel*4Chec2 answers: =: d- 9: c- >: c- ?: a- A: cE

#esson < Qui$:See Blac2)oard- 0ssignments- 1ui//es.


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Lesson ,: 5he Project 5eam and ;eli=ery >ystems

Introduction:This lesson *ocuses on the construction project team and the di**erent t%pes o* contract deli$er%

methods.

S%nerg% has )een descri)ed as = = >. "unctioning teams should ha$e the same t%pe o* e**ect.The $alue o* the team as a whole is much more $alua)le than each indi$idual mem)er. It isimportant to understand who the pla%ers are on the construction team- their roles andresponsi)ilities and the rules that go$ern the how the game is pla%ed.

'ach di**erent deli$er% s%stem Dcontract t%pe to per*orm the wor2E carries with it a di**erent seto* rules and pla%ers. 'ach s%stem has its ad$antages and disad$antages. It is important tounderstand these di**erences so that %ou can )e success*ul.

Lesson Objectives:At the end of this lesson you should:

=. Understand the di**erent t%pes o* contract deli$er% s%stems.9. Be a)le to descri)e the stages o* team de$elopment.>. Better understand the roles o* the owner- architect and the contractor as team pla%ers.?. Be a)le to descri)e and e$aluate a project using a sta2eholder anal%sis.A. Understand how ris2 is managed with certain contract deli$er% s%stems.

How to Proceed:D>E !ead and re$iew the discussion materials.

D9E !ead and re$iew Construction +o)site Management- chapter =- pg. =49F.DGE 0nswer the sel*4chec2 5uestions to e$aluate %our readiness to ta2e 5ui/ ?.D(E 7hen %ou *eel that %ou are read%- Ta2e 5ui/ ?.


Conce+t 1: 5eam ;e=elo+ment

Team de$elopment is an interesting thing. Some %ears ago I came across a model that has helpedme in project management. Though all groups are uni5ue and e$er changing the% ha$e some

common and identi*ia)le $aria)les. Kroups and teams usuall% de$elop in *our progressi$e steps:

ta%e 4: For&in% @ relationshi+s are hi%h and task effectieness is at its lowest2

ta%e 6: tor&in% @ relationshi+s botto& out while effectieness be%ins to botto& out2

ta%e


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7elationshi+s =ffecti)eness

@igh

Low

@igh

Low

,orming

Storming

-orming

Per.orming

'tage *+ 'tage ,+ 'tage -+ 'tage 1+

'tages of 5eam ;evelopment

0s %our project team comes together there is a prett% good chance that the team will go throughthis process. ta(eholder Analysis 5a$le:

>ta(eholder Ma'imi&e 5ime Cost Quality

wner O$erall $alue Less time Least cost @ighest 5ualit%

Contactor Pro*ita)ilit% More time !aise priceJcutcosts

Onl% pro$idewhat was )id

*rchitect #esign and)eaut%

Sides withowner

#oesn3t want tocut design

@ighest 5ualit%

+e!ulatory

*!ency

Li*e sa*et% andcodecompliance

#oesn3t care #oesn3t care +ust has to meetcodecompliance

Property,ei!hbor

"inancial$alues and leastinterruption

Less time #oesn3t care @ighest 5ualit%-ma&imi/e$alues


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#oes it surprise an%one wh% there are project disagreements8 '$er%one seems to )e pulling in

di**erent directions. One o* the main reasons *or the increase in alternati$e deli$er% methodsis to stop this con*rontational approach and get the contractor- owner and architect allwor2ing together with the same moti$es. There also ha$e )een ad$ances made in wor2ing

together with regulator% agencies. The principle o*Partnerin!will )e discussed in a *uturelesson.

Conce+t ": ;eli=ery >ystems and Bis(

Construction contract deli$er% methods are all a)out managing ris2. In a lump sum agreementthe contractor assumes the greatest ris2 )ut ma% also )e more pro*ita)le. On the other end o* thespectrum the CM contract has almost no ris2 )ut also has no opportunit% *or increased pro*its.

It is interesting to note that architects carr% little ris2 on projects. It is )ecause o* this that inman% areas o* the countr% architects ha$e )een regulated to a reduced role and contractors ha$e

now assumed to role o* the Master Builder. This is all )ecause o* project in*luence and ris2.

See the *ollowing graph to illustrate this principle.

3anaging


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d. the most common deli$er% s%stem

>. d. stage ?

?. Most B4)- ?4d- A4cE

Lesson - (ui):See Blac2)oard- 0ssignments- 1ui//es.


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Lesson 3: Commercial Project Pre+aration and Be=iewing

Construction ;ocuments

Introduction:

Preparation *or a project is a critical acti$it%. In a pre$ious lesson we ha$e discussed thepreparation o* a project )aseline plan and how to measure progress o* time and mone%. Thislesson goes into more detail as to the re$iewing o* the construction drawings and speci*icationsDproject manualE. It also pro$ides an e&ample o* how a project manager or superintendent wouldre$iew drawings and speci*ications in preparation *or starting a new project. In *uture lessons wewill discuss reading- writing and understanding contracts- )udgeting and cost controls-

producti$it% and jo)site la%out and 5ualit% control preparation.


F. Understand the se$en areas that project managers manage.G. now how to complete a Project !is2 0ssessment 7or2sheet(. Be a)le to re$iew a project manual and understand how to use it to administer the

project.H. now how to re$iew drawings in preparation *or construction.=. Understand how during wor2 right the *irst time can sol$e *uture pro)lems.==. 0*ter completion o* assignment 9- )e a)le to criticall% anal%/e a project *rom =G

di**erent $iewpoints and )e a)le to write a Project !is2 0ssessment *rom the planningstage to the recording o* the outcome o* the actual project. ,his >real world?

si&ulation will hel+ +re+are you for better +roect +lannin% and &odelin% +roble&

solin% skills2

How to Proceed:D?E !ead and re$iew the discussion materials.D9E !ead and re$iew Construction +o)site Management- Chapter 9- pg. 9G4A?.DHE Become *amiliar with the 0I0 #ocument 0 9=- Keneral Conditions o* the Contract *or

Construction *ound in the 0ppendi& in Construction +o)site Management- pg. ?=4?9F.D=E 0nswer the sel*4chec2 5uestions to e$aluate %our readiness to ta2e 5ui/ A.D==E 7hen %ou *eel that %ou are read%- Ta2e 5ui/ A.D=9E !ead- re$iew and complete assignment 9.


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Conce+t 1: Project Bis( Assessment

!emem)er our project superintendent 'd +ohnson6

Let3s see how he prepares to start a new commercial project. 'd has reali/ed *rom e&periencethat he has se$en areas o* major responsi)ilit%. These areas are:

Time DscheduleE Cost D)udget and project pro*ita)ilit%E 1ualit% Das speci*ied in the construction documentsE Sa*et% Das re5uired )% lawE !elationships Dcommunication with all the sta2eholders *or the projectE Customer Satis*action Dgetting repeat )usiness and re*errals *or good

wor2E

!is2 Management D#ealing with unseen pro)lems earl%E

0s 'd )egins the project re$iew process he creates an o$erall ris2 anal%sis wor2sheet *or theproject that helps him determine possi)le pro)lems that he might incur and what opportunitiesthat he might ta2e ad$antage o*.

Consider the *ollowing e&ample. 7hen 'd )egan the re$iewo* the car dealership hedisco$ered the *ollowing in*ormation:

=. 5ime:The schedule was planned to start in the *all and conclude in the spring. Therewhere weather da%s included in the schedule. The project was dela%ed and is not going to start

until the spring. tren%th:)etter weather- 1++ortunity:pic2 up da%s due to )etter weather

9. Cost:The estimator guessed on a *ew line items in the )udget. There loo2s to )e aA- short *all in the )udget. 'eakness:)udget short- ,hreat: o$er )udget.

>. Quality:'d is ha$ing a di**icult time *inding a particular )ric2 that is speci*ied.'eakness:)ric2 not a$aila)le- ,hreat:ma% a**ect time and )udget.

?. >a!ety: 'd is well trained in sa*et% and all o* his past projects ha$e had an e&cellentsa*et% record. tren%th:2now regulations- 1++ortunity:could sa$e time and )udget.


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A. Belationshi+s: The project architect is 2nown *or )eing tough to get along with.'eakness:di**icult architect- ,hreat:could a**ect time and )udget.

F. Customer >atis!action:The customer is prett% demanding )ut 'd is up

to the challenge. 'd needs to get to 2now the customer )etter to ensure that he hitshis hot )uttons. tren%th:a)ilit% to understand customer- 1++ortunity:'d needs toget to 2now the customer )etter.

Ki$en this e&ample- re$iew the *ollowing Project !is2 0ssessment 7or2sheet."ar Dealershi+

Strength Wea(ness ++ortunity 5hreat

5ime )etter weather pic2 up da%sdue to )etterweather

Cost )udget short o$er )udget

Quality )ric2 nota$aila)le

ma% a**ect time-)udget- 5ualit%

>a!ety 2nowregulations

could sa$e timeon )udget

Belationshi+s di**icultarchitect

could a**ecttime and )udget

Customer

>atis!action

a)ilit% tounderstandcustomer

get to 2nowthe customer

)etter

Conce+t : nderstanding the Administration o! the Contract

It is important to understand the organi/ation o* the contract documents and how to use them.This is how 'd does it.

=. 'd has a good understanding o* the 0I0 09= Keneral Conditions o* the Contract. @e2nows that the =? articles in the document set the *oundation *or construction contract law.

9. 'd re$iews the Supplemental Instructions to re$iew those times that are speci*ic to hisproject that modi*% the 0I0 09= Keneral Conditions o* the Contract. @e ma2es notes o* all o*the changes.

>. ,e&t- 'd is $er% interested in stud%ing #i$ision =- Keneral !e5uirements )ecause it is thesection that descri)es how the project is to )e administered. This section outlines all generalre5uirements that he must carr% out. Dpage >H o* Construction +o)site Management pro$ides agood outline o* di$ision = re5uirementsE

?. 'd then )egins to re$iew #i$isions 94=F. @e loo2s at each di$ision and section care*ull%.

@e 2nows that Part =- Keneral- o* each section is a more speci*ic e&tension o* the administrati$edirection gi$en in #i$ision =. "or e&ample in #i$ision = outlines the general procedure *orsu)mitting shop drawings. In Part = o* an% section it speci*icall% descri)es what shop drawings


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should )e su)mitted and an% other speci*ics pertaining to that speci*ic section. DI don3t 2now howto )e more speci*ic a)out speci*ics8E'd also re$iews Part 9- Products o* each section which descri)es what materials are re5uired *oreach section. Then he re$iews Part >- '&ecution which descri)es how the materials are to )einstalled or put into place.

Conce+t ": Be=iewing the ;rawings and Project Manual >+eci!icationsD

=. 'd will usuall% *ollow the se$en steps descri)ed on page ?(- "amiliari/ation 7ith theProject.

9. 'd will usuall% ta2e the drawings apart and put them on a stic2 and hang them in a planrac2. DSee page ?9 as to how to di$ide up the drawings.E @e will prepare @is set o* drawings*or the jo) trailer- which are mar2ed and cross4re*erenced to the project manual. @e ma% e$en cutout sections o* the project manual and paste them to the appropriate drawing pages tot helpclari*% and descri)e how the project is to )e )uilt.

F. 7hat is 'd loo2ing *or6 @e is loo2ing *or an% incomplete drawing or speci*ication thatwill stop him *rom )uilding an% certain part o* the project. @e usuall% ta2es a pad o* paper and

)egins to ma2e a list o* items to )e clari*ied )% the architect or engineer. Contractors are trainedto )uild *rom )lue lines DdrawingsE and speci*ication Dproject manualE descriptions. 7hen those

)lue lines and descriptions don3t ade5uatel% descri)e what materials are used and how something

is to )e installed then he needs clari*ication.d 'nows fro" e/perience that there is no

such thin! as a co"plete set of drawin!s and specifications and that there will

always need to be "any clarifications.

Conce+t ,: Potential Pro$lem >ol=ing

'd wants $isit the site o* the project earl% on and identi*% an% potential pro)lems. @e will re$iewthe geotechnical and soil reports to disco$er an% su)sur*ace pro)lems. @e will wal2 the site andloo2 *or an% sign o* an% thing that could )ecome a pro)lem. It ma% )e o$erhead power lines-utilit% easements- spring runo** ditches- and )ea$er and alligators li$ing on the site. DThese are all

true- I3$e had them all.EBeware and don0t assu"e that reports in the project"anual are co"plete. !eports don3t alwa%s gi$e %ou the whole stor%.

In *uture lessons we will )egin to outline important principles o* Total 1ualit%

Management DT1ME. T1M starts right here. It is doing wor2 right the *irst time sothat %ou can a$oid pro)lems later.

There is a $er% important principle that %ou should learn *rom this lesson. The principle is calledthe #istance Principle o* Pro)lem Sol$ing. It sa%s this:

If you can see a potential proble" fro" a distance you can !enerally "a'e

chan!es now at little cost1 or loss of ti"e1 but1 the closer you !et to the

proble" the "ore it will cost to solve and you will lose "ore ti"e in

solvin! it. This is what project preparation is all a)out8


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Self&Chec' (uestions Lesson 2:

=. The contractor is o)ligated to compl% with codes and regulations e$en i* the% are notspeci*ied or re*erenced in the construction documents.

a. true). *alse

9. The di**erence )etween engineering drawings *rom architectural drawings is that:a. engineering scale is graduated in =J= o* a *oot

). the% are the samec. recommended )% the 0I0d. engineering scale is =3

>. 0n e&ample o* supplementar% conditions is:a. 09= re5uires )uilders ris2 insurance )e carried )% the owner- this is changed

to the contractor). Change 09= *rom ar)itration to court litigationc. Change 09= *rom no monetar% le$el o* insurance to =--d. 0ll the a)o$e

?. 0 *inish carpenter wants to re$iew the project manual and drawings. 7hat CSI di$isionwould %ou direct him to6

a. A). Hc. ==d. =>

A. Preparing crew assignments include what elements:a. site plan re$iew- *loor plans- ele$ations- sections- mechanical

). materials- tools- drawingsc. drawings- technical specs- materials list- tolls- estimate in*ormationd. materials onl%

Danswers: =4a- 94a- >4d- ?4)- A4cE

Lesson 2 (ui):

See Blac2)oard- 0ssignments- 1ui//es.

*ssi!n"ent %: The Super Bridge 0nal%sisSee Blac2)oard- 0ssignments- @omewor2 0ssignments and *ollow instructions.


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Lesson 2: Besidential Project Pre+aration

Introduction:I o*ten thin2 that construction can )e somewhat compared to manu*acturing. In manu*acturing

%ou wor2 in a nice production *acilit% where %ou can control an assem)l% line in almost per*ectorder. The weather is alwa%s ideal- parts and pieces are readil% at hand- and wor2 crews ha$e alltheir tools right there. In construction- we ha$e to dig a hole in the dirt- )ring in all o* our owntools and la)or- )attle weather conditions- wait *or )uilding materials. 7hat is the di**erence

)etween these two scenarios6 It3s control8 In manu*acturing we can control so man% $aria)les. Inconstruction- we ha$e much less control o* the $aria)les.

Someone once said that there are o$er A- elements that go in to a new home. That ma% )emore elements than *or man% commercial )uildings. There must )e a lot o* coordination andcommunication with that man% elements. This chapter should help %ou in planning andorgani/ing those elements so that %ou are prepared to manage the man% $aria)les that a**ect

construction. I* %ou are luc2% %ou just ma% )e a)le to control the $aria)les that will ta2e a t%picalconstruction site and create more o* a manu*acturing en$ironment.


=. Understand the components o* a residential preconstruction chec2list.9. now how to conduct a site meeting and what to loo2 *or.>. Understand and conduct a residential preconstruction meeting.?. Be a)le to organi/e residential construction reports.

How to Proceed:DAE !ead and re$iew the discussion materials.D9E !ead and re$iew Basic Construction Management- Chapter 9- pg. 9H4??.D=>E 0nswer the sel*4chec2 5uestions to e$aluate %our readiness to ta2e 5ui/ F.D=?E 7hen %ou *eel that %ou are read%- Ta2e 5ui/ F.

#iscussion aterials:It is good that airline pilots are *orced to re$iew a chec2list e$er% time the% *l%. '$en when the%ha$e *lown thousands o* times it is eas% to *orget something. One minor chec2list item ma% )e$er% costl% or e$en deadl%. Thus the old adage that the dullest pencil is )etter than the sharpest

mind. The *ollowing are == areas that I ha$e used as a residential pre4construction chec2list. Ithas ser$ed me well *or man% %ears. The chec2list is not necessaril% in order.

Besidential Pre7Construction Project Management Chec(list

1) Financing: O)$iousl%- %ou can3t start construction until the *inancing is in place. #on3te$er distur) an%thing on the lot until the construction loan is closed and recorded or %ou couldha$e lien pro)lems.

cop% o* signedJrecorded loan appro$als

long term loan amount

short term loan amount

)an2 draw re5uest re5uirementsJtimeline


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construction draw *orms

cost per da% *or interest

)an2 inspection re5uirements

appraisal

) 8oo((ee+ingJProject Be+orting: D7e will re$iew this in more detail in a *uture lesson.E

contract documents

list o* su) contractors and suppliers- credit limit- phone- mo)ile- contact- *a&- pager-

address- license- insurance

list o* su) contracts and supplier 5uotes 4 coded

)lan2 )an2 draw applications

)an2 construction estimate 4 coded

alpha *ile o* su)s and suppliers

numeric *ile )% codes o* su)s and suppliers s%stem *or trac2ing cost estimate- amount committed or spent to date- amount under or

o$er )udget in each coded categor% D$ariance reportE

purchase order s%stem- match PO3s to in$oices and negotiated prices

") Lot: D0 more detailed chec2list is in the reading.E

date purchased

legal address

propert% address

locate propert% lines- corner sta2es Dsur$e% ma% )e re5uiredE

set)ac2 re5uirements- pull string

)luesta2es: locate water- sewer- electrical- gas- ca)le- telephone- irrigation other

locate an% utilities to pro&imit% to propert%

/oning

locate an% easements

,) >iteJProject Layout: Spending just a little time on jo)site la%out can impro$e the o$erallproducti$it% o* the project.

access to site- road and sa*et% issues

site constrains- si/e- shape

material la%down area

*ill area

concrete truc2 lanes $s. pumping

securit%

sa*et%- instructions on site

temporar% electrical

temporar% water

cur)Jwal2Jwater meter protection

sanitar% *acilities


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concrete truc2 cleanup area

temporar% lighting

gar)ageJdumpster

telephone

water meter si/e

winterJweather conditions

3) Possi$le Ins+ections cityD: Identi*%ing all re5uired inspections )% the municipalit% that%ou are )uilding in is important to 2now )e*ore the project )egins so that %ou can put them intothe schedule.

plan re$iew

stamped appro$ed plan set

*ootingJset)ac2sJu*er

*oundation

uJg plum)ingJheatingJelectrical

shear panel

power to panel

rough elec.

rough plum)ing

rough mechanical

*raming

dr%wallJ*irewall

stucco

soils structural 4 concrete- masonr%- grading

*inal

temperament Dhow cooperati$e are the% to wor2 withE

2) tility 4arly rder: Identi*%ing and ordering utilities earl% is $er% important. Someutilities ma% ha$e $er% long lead times.


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D=E concrete complete- )ac2*illed- read% to *rame

D9E project dried4in with windows- doors

D>E @0C- plum)ing- electrical- gas- ca)le- telephone- computer- spea2ers-$acuum- ?4wa% inspection

D?E dr%wall- *inish carpentr%- painting

DAE ca)inets- hardware- other *inishes- *looring- *inal inspection

municipalit%- )an2 inspections

)u%er product selection- order lead times

time o* %earJweather conditions

) 8uyer selectionJo+tion items: !ight up *ront the contractor and )u%er must ha$e a clearidea what products are going into the house. This is $er% important to the home )u%ers. Man%larger )uilders ha$e a design center that helps )u%ers with color selection and coordination. Be$er% care*ul a)out suggesting colors that %ou li2e8 It could get %ou in trou)le i* once it is up andthe% don3t li2e it. now the )udget and allowance and whether or no there is e$en a choiceoption. eep a record o* the selections and ha$e the home )u%er sign their appro$al. The*ollowing is a common list.

)ric2 st%le and color

stucco st%le and color roc2 color and st%le

siding Jso**itJ*aciaJgutter st%le and color

shingles st%le and color

paint colors

railing st%le and color

interiorJe&terior lighting selection

plum)ing *i&ture st%le and color

appliances st%le and color

*loor co$ering st%le and color

door- window st%le and color

hardware st%le and color

insulation ratings

@0C selection

*inish carpentr% trim st%le

tile st%le and color

counter tops st%le and color

specialt% items color and st%le

*ireplace st%le and color

6) Quality Control Chec(list:


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concrete

*raming

windowsJdoors

e&terior dr%4in

dr%wall

*inish carpentr%

other *inishes

1.) ;rawings and >+eci!ications: The general and su) contractors need ade5uate drawingsand speci*ications in order to per*orm their wor2 correctl%.

complete set o* corrected plans

plot plan

detail drawings

M'C Chec2 report

code compliance

other re5uired drawings

11) Meetings and Corres+ondence: 0s mentioned earlier- coordination and communicationis what project managers must $er% well.

negotiate lot purchase *rom seller

mortgage 4 long term loan

)an2 4 short term construction *inancing

home )u%er

cit% )uilding permit appro$al- inspections

cit% utilit% connections

other utilities

su) contractors

material suppliers

Self&Chec' (uestions Lesson 3:

=. @ow man% CPM milestones does the residential chec2list suggest6a. >

). ?c) 3

d. F

9. 7hich o* the *ollowing would not )e a progress report6a. communication with homeowner

). sol$ing pro)lems with homeowners and su) contractorsc. )u%er pro*ile 5uestionnaired. in*ormation *or su)s and suppliers

>. 7ho attends the site meeting6


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a. contractor ). su) contractorsc. )u%er d. cit% inspector e. a and )

*. a and c

?. Ta2ing and distri)uting minutes o* the preconstruction meeting is a good idea.a. true

). *alse

A. 4*- ?4a- A4aE

Lesson 3 (ui):See Blac2)oard- 0ssignments- 1ui//es.


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industr%. D@ere3s a hint- i* %ou still ha$e that )ig )oo2 %ou )ought- go to the 2e% word inde& andloo2 *or 2e% words that )est descri)e %our )udget line items.E

Let3s suppose that one o* %our line items is *or masonr% and %ou select the CSI code num)er o*?9- D#i$ision ? Masonr%E. 0s %ou esta)lish %our )udget Din commercial these are called

Schedule o* alues or SOE %ou re$iew %our estimate rollup sheet and determine that %our)udget Dor SOE *or masonr% is >?-.

0s %ou are preparing to start this new project- %ou want to sign up Dmeaning sign a contractE allo* %our su) contractors and suppliers that )id or other4wise ga$e %ou pricing *or the project.This is o*ten called )u%ing out the project. -. 0s %ou read their proposal there are a *ew items that %ou as the generalcontractor must pro$ide that the% are not pro$iding. "or our e&ample lets sa% that it is the steellintels that go o$er the windows and doors to carr% the )ric2. The estimator Dma%)e that3s %ouEdetermined that the cost o* lintels would )e =-(. So %ou call Bo) *rom B V B and the two o*%ou get together and negotiate and sign a contract *or >-. So how do %ou account *or the

)udget- the contract that %ou just committed to the )udget and the e&tra =-( %ou will ha$e tospent *or the lintels6

4he 5ob Cost odel 65C7:


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The +o) Cost Model loo2s li2e this:

8udgetCSI Code ?9 Dmasonr% CSI codeESO >?- DSchedule o* alues- line item )udgetE

AC7Amount CommittedSC >- Dsu)contract to B V B Masonr%E'T" 9- D'stimate to "inish- windowJdoor lintelsEPCO =- DPotential Change Order- B V B claimE'T >>- D'&pected TotalE

AC7ariance D0mount Committed arianceESO >?- DSchedule o* aluesE4'T >>- D'&pected TotalE0! =- DarianceE

;7>+ent ariance D#ollars Spent ariance !eportE#S G-A D#ollars Spent- Project to #ate- negotiatedE#L 9F-A D#ollars Le*t- Project to #ate- SO4#SE

PS 99.F; DPercent Spent- Project to #ate- #SJSOE

@ere is how the model wor2s: The )udget *or masonr% D?9E is >?-. The goal is to 2eepcommitted costs less than the )udgeted costs. I* committed costs are greater than the )udgetedcosts- %ou are o$er )udget- meaning- that %ou are going to lose mone% *or this line item.Budgeted costs should )e e5ual or less than 0C: 0mount Committed plus 'T" D'stimate to"inishE and PCO DPotential Change OrderE. This is totaled in 'T D'&pected TotalsE thendeducted in 0C4ariance. This $ariance is much more important than the #4Spent ariance

)ecause it includes projected dollars to )e spent.

#ets define the 9"M acrony&s:

9"M: 9ob "ost Model

"ode: "I line ite& nu&ber followin% the MasterFor&at2

18: chedule of 8alues or in other words the line ite& bud%et2

A": A&ounted "o&&itted by si%nin% a contract or issuin% a +urchase order or so&e other

&ethod that co&&its the line ite& to a certain dollar a&ount2=,F: =sti&ate to Finish &ay co&e fro& &isc2 ite&s not coered in a sub contract or it &ay be

uneC+ected costs that are truly the cost to the %eneral contractor2


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P"1: Potential "han%e 1rder &ay be costs that you feel are in question and are not the

res+onsibility of the %eneral contractor2 ,his is a cost that is under ne%otiation and &ay be thecost of the owner or a sub contractor2 P"1 lets you +ut it in a +lace where it will not be

for%otten until ne%otiations can take +lace2

=,: =C+ected ,otal. ,otal of addin% "P1#1 (":subcontract. P1:Purchase 1rder. #:#abor.or 1:1ther debit a%ainst the 18)=F,P"1

A"!8ariance: A&ount co&&itted subtracted fro& the line ite& bud%et2 ,his is a better ariance

re+ort because it includes =,F and P"1 +roected costs2

D!+ent 8ariance: ,his is the ty+ical ariance re+ort that show actual dollars s+ent2

D: Dollars +ent is actual &oney +aid to date for the line ite&2

D#: Dollars #eft is the actual &oney left in the line ite& account2

P: Percent +ent is the +ercenta%e of the bud%et that has actually been s+ent to date2 ,his is

hel+ful to deter&ine as a check that if the +ercenta%e s+ent see&s to be equal to the +ercenta%e

that is co&+lete for the line ite&2 If the +ercenta%e is too hi%h then you &ay hae a +roble&2

There are a *ew num)ers in the model that %ou do not recogni/e. 0ssume that construction has)egun and %ou are now two months into the project. 'T" o* 9- is the planned cost o* the=-( *or the lintels plus an additional 9 *or potential minor o$erruns that %ou areanticipating. The PCO o* =- is *or e&tra wor2 that B V B Masonr% wants to charge )ecausethe% did e&tra wor2 that was not clear on the drawing.


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" ! ub "ontract- .


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Self&Chec' (uestions Lesson 8:=. The Chart o* 0ccounts and the Schedule o* alues are essentiall% the same thing6

a. true

). *alse

9. Pro$iding proper storage and care- scheduling deli$eries and ensuring accurate contractsare part o* which superintendent responsi)ilit%6

a. $ariance anal%sis). la)or cost controlc. POd. Material control

>. The purpose o* O' is to:a. e$aluate the least costl% method without sacri*icing 5ualit% or *unction

). gather in*ormationc. ensure accurate contractsd. method o* handling deli$eries

?. The signi*icance o* the committed costs section o* the jo) cost accounting model is thatit:

a. pro$ides e&cellent )udget $ariance data). is not signi*icantc. identi*ies projected costs to *inish and potential )udget pro)lemsd. it is a #C

A. I* a )udget line item code ?9 had an SO o* A-- a SC o* ?-- a 'T" o*A-- a PCO o* =- and the SC had )een paid 9A; project4to4date- what is the 'T and the#S6

a. ?- and >-). A- and =-c. ?F- and =-d. ?A- and 9A-

Danswers: =4a- 94d- >4a- ?4c- A4cE

Lesson 8 (ui):See Blac2)oard- 0ssignments- 1ui//es.


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Lesson : Commercial Cost Controls

Introduction:,e$er- ne$er *orget the main purpose o* )eing in )usiness is to ma2e a pro*it. D,otice that I did

not sa% the onl% reason )ut pro*it is the main reason.E Commercial jo) cost accounting is $er%similar to residential jo) cost accounting. In *act I use the e&act same s%stem *or )oth. In thislesson %ou will learn how to plan and project pro*its and how the% are part o* the )usiness plano* the compan%. F(- Chapter

==- 9H>49HG.D=GE 0nswer the sel*4chec2 5uestions to e$aluate %our readiness to ta2e 5ui/ (.D=(E 7hen %ou *eel that %ou are read%- Ta2e 5ui/ (.


Conce+t 1: Managing the 8ottom Line 7 Pro!it

It is important to remem)er that through the entire jo) costing process that there is a greatunderlining e&pectation to )e pro*ita)le and ma2e mone% e$er% month. The home o**ice needs toma2e mone% to pa% its o$erhead and the project needs to pa% *or its o$erhead includingmo)ili/ation and general conditions. The compan% alwa%s has plans *or how much it needs to

)ring in *or these o$erhead costs. Consider the *ollowing small compan%- the 0BC ConstructionCompan%. Two )rothers are partners in the compan%. The% are commercial general contractors.The% ha$e *our other emplo%ees. 0ll other wor2ers are su) contractors. Their home o**icemonthl% costs loo2 li2e this:

What Monthly Amount ;escri+tion

+ohn4 ownerJestimator FGA F- annual salar% plus


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projects. Pro*it does not *low so e$enl%. 0t the minimum- how much must %ou )ill *or e$er%

month to just )rea2 e$en6

I! K,0-"22 is the home o!!ice $rea( e=en amount- times $y )"" !or your share /

K13-2". would $e your amount) I! you can maintain a 1. margin then you must

$ill K132-".0 +er month)D

So what does all this mean when it comes to scheduling and stud%ing %our schedule o* $alues6 9>

? =AG

A F

F A(

G =F( 9?

H ?>9

= =>>

== >?H

=9 >?

=> (

=? >A

=A FG

=F ?A

#esired Profit ar!in:=;- or ?9-F=- cost loaded e$enl% in e$er% #i$ision.


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Billin! Schedule:- month 9- =-9 &.9A>- month >- =-9 &.9A>- month ?- =-9&.9A>. Thus the total pro*it *or the *our months *rom #i$ision = is =-9.

0re %ou lost %et6 To )etter help %ou understand I ha$e gone ahead and put this all together in aspreadsheet.

>ee !ileLesson ; Subway Project Projections and 5ob Cost odel./ls

/ou would +re+are such an analysis to hel+ you +re+are to control the +roect2

0*ter %ou ha$e loo2ed at the Su)wa% *ile %ou will notice the *ollowing in*ormation:

=.


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94(49XXX SC > A49XXX4SC94> 99-

94H49XXX SC ? A49XXX4SC>4? =?-G

94=49XXX SC F A49XXX4SC?4F AA-

94==49XXX PO F A49XXX4PO>4F ?-A

94=949XXX PCO F A49XXX4PCO=4F =->

7e won3t show the entire month- )ut what is this telling us 2 (0y the way the 6GGG &eans anyyear in 6EEE!6555 so this will not be ti&e!dated &aterial)2 ,otice we ha$e a signed primecontract DPCE. It is also mar2ed = *or num)er one. 7e ha$e three purchase orders la)eled =4> sothe% don3t get mi&ed up. The PO3s go against di$ision = and F. "our su) contracts ha$e )eensigned in site wor2- concrete- masonr% and woods D*ramingE. So it loo2s li2e the initial su)contractors are o** and going. ee !ileLesson ; Subway Project Projections and 5ob Cost odel./ls

Fro& the 5 entries in the ob %eneral led%er that are +laced in the 9ob "ost Model we be%in tolearn so&e interestin% thin%s2 Diisions 4!B are in %ood sha+e but we hae a bust in . fra&in%2

'ith one P1 for B.EEand a P"1 esti&ated at 4.


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responsi)ilit% were e$enl% shared among the project managers- how much must %ou )ill eachmonth indi$iduall% to meet %our goal6

a. (.G;). >A-c. ==F-FFG

d. =GA-

A. The *ormula *or the committed $ariance is:a. SCPOLO'T"PCO'T

). SO4'T0!c. #S- #L- PSd. SO4'TPCO'T"

Danswers: =4)- 94a- >4c- ?4c- A4)E

Lesson ; (ui):See Blac2)oard- 0ssignments- 1ui//es.


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Lesson 6: Commercial >u$mittals- >am+les and >ho+ ;rawings

Introduction:@ow is it that %ou can go to Los 0ngeles and $isit a Mc#onalds and get a Big Mac then get on a

plane and *l% to 7ashington #. C. and go to another Mc#onalds *or another Big Mac and ha$ealmost the e&act same e&perience6 The *ood loo2s and tastes the same- and the *acilit% loo2s and*eels e&actl% the same. This )randing e&perience at least *rom the *acilit% side is used )%national chains is made possi)le through the use o* su)mittals- samples and shop drawings.

Su)mittals- samples and shop drawings are used primaril% in commercial and industrialconstruction )ut ma% )e used in residential i* an architectural *irm is used to manage the designand control the what t%pes o* materials are )eing used *or the project.


=. Understand where to *ind su)mittal re5uirements.9. now what a su)mittal log is and how to use it.>. Understand how su)mittals can assist the contractor in construction.?. Understand the su)mittal process and how su)mittals are appro$ed and stamped.A. Understand how su)mittals a**ect the construction schedule.F. now the di**erent t%pes o* su)mittals and their purpose.

How to Proceed:D(E !ead and re$iew the discussion materials.D9E !ead and re$iew Construction +o)site Management- Chapter >- pg. AA4G?.

D=HE 0nswer the sel*4chec2 5uestions to e$aluate %our readiness to ta2e 5ui/ H.D9E 7hen %ou *eel that %ou are read%- Ta2e 5ui/ H.

#iscussion aterials:Identi*%ing- processessing and o)taining appro$als o* su)mittals is a $er% important and time4consuming process. It is $er% important to understand that su)mittals are re5uired )% thearchitect or engineer )ut are actuall% prepared )% the contractor- su) contractor- supplier or*a)ricator. 0n e&ample would )e the steel erection pac2age *or a new retail center. The generalsteel design is completed )% an engineer and can )e $iewed in the structural section o* thedrawings and speci*ications. 0 steel *a)ricator and installer will )id on the steel as a

su)contractor to the general contractor. The success*ul steel su)contractor will then negotiateand sign a su)contract. The general contractor and su) contractor will then re$iew what speci*icre5uirements are stated in primaril% *our areas as pertaining to su)mittals. "irst and second is thegeneral and supplementar% conditions sections that e&plain the general administration o*su)mittals. Third- is the => section o* the general re5uirements. "ourth- is part = DgeneralE o*the speci*ic section dealing with the scope o* wor2 *or the su) contractor. In our case it would )ea di$ision A section. 7ithin Part = it will speci*icall% identi*% what su)mittals are re5uired.

>o now what? It is the res+onsi$ility o! the su$ contractor to ta(e the general engineers

design and create actual !a$rication drawings or sho+ drawingsD) >o what is the

di!!erence? 5he engineers drawings +ro=ide si&ing- connections and weight $earing

directions and the sho+ drawings +ro=ide s+eci!ic details o! how the steel +ac(age will $emanu!actured) *ow here is the challenge) Be!er to the su$mittal +rocess !low chart on

+age 23 o! your te't)D 5he sho+ drawings then mo=e through the a++ro=al +rocess to the


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3) >u$mittals can hel+ the contractor to:

a. ma2e *riends with the architect)))ecome aware o* means and methods o* installing certain materials- assem)lies and

s%stemsc. Create new ideas that can )e incorporated )% the architect

d. +usti*% change orders

Danswers: =4)- 94)- >4a- ?4a- A4)E

Lesson < (ui):See Blac2)oard- 0ssignments- 1ui//es.


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Lesson 1.: Becord . Understand the 2e% elements to written communication.?. Understand the 2e% elements to success*ul meetings.A. Be a)le to descri)e the di**erent logs used at the jo) site to record important

in*ormation.F. Understand how to record and trac2 costs.

G. Understand the important elements o* contractual re5uirement documents.

How to Proceed:DHE !ead and re$iew the discussion materials.D9E !ead and re$iew Construction +o)site Management- Chapter ?- pg. GA4===.D9=E 0nswer the sel*4chec2 5uestions to e$aluate %our readiness to ta2e 5ui/ =.D99E 7hen %ou *eel that %ou are read%- Ta2e 5ui/ =.

#iscussion aterials:5he reading identi!ies !i=e general areas !or jo$site record (ee+ing) I will +ro=ide some

general comment a$out the !i=e areas)

Concept =: !eport T%pes and Content'$er% project is di**erent when it comes to capturing and reporting in*ormation. Prolog andother programs are help*ul in writing dail% reports. The challenge is to ta2e time e$er% da% torecord dail% acti$ities. Since I am *rom the old school I pre*er a )ound )oo2. I* it is )ound-then it is a more relia)le record and seems to ha$e more $alidit% in court than a computer word

processing program or a )oo2 that has remo$a)le pages. I can ta2e the jo) record with me andwrite in it an% time that I wish. It is m% jo) journal. I can also 2eep it hidden awa% *rom thosewho I don3t wish to see it.

I reall% li2e ta2ing monthl% aerial photos o* projects *or two reasons. "irst photos don3t lie. Iha$e learned a lot a)out a project )% seeing its monthl% progress. The photos ha$e )een helpedin scheduling. Second- the photos are help*ul in pu)lic relations with the client Di* the% are


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positi$eE- and show e$idence o

3132852 construction project management (1) 111111

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