project manager best practices workshop asa metro washington n.
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Project Manager Best Practices Workshop ASA Metro Washington

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Project Manager Best Practices Workshop ASA Metro Washington

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  1. Project Manager Best Practices Workshop ASA Metro Washington Changes March 28, 2019 Identifying and Pricing Change Elements

  2. Cost Elements Associated with Change Proposals, and Guidance of Quantifying • Labor • Materials • Equipment / Other Direct Cost Elements • Overhead and Profit • Bond

  3. Labor Direct labor performing the change • typically quantified based on a quantity divided by a production rate • some trades prefer to apply a unit cost per quantity (historical data or a recognized trade cost guide) • when to use whole shifts or blocks of time vs. a production rate small change no longer on site when change work req’d

  4. Labor Support Labor Considerations • Support/foremen for Mechanics (Journeyman) doing production work in a crew Laborers/Helpers Equipment Operators Foremen/Sub-foremen • The mechanics don’t do it all by themselves! • If the mechanics are performing change work, the crew that supports them are also doing change work during that time.

  5. Labor Support Labor Considerations (con’t) • Yard support / company trucking personnel (much of the equipment and material used on a jobsite is not direct shipped by vendors) • Cleanup (some subcontracts require composite crew weekly based on manpower, this should be captured for the additional manpower time required to perform the change)

  6. Labor Support Labor Considerations (con’t) • Other General Conditions’ type labor activities that may be required of your company for your trade erosion control maintenance traffic control safety guardrails and hole closures winter protection and heating protection of finishes

  7. Labor Other Labor Considerations • Labor Rates to use including allowance for escalation (change could occur 6 to 12 months out) • What supervisory time is “included in overhead” and what is a direct cost of change as-builts/field-office drawing updates field survey/scope development for designer NOTE: in most cases the Owner and GC did not buy a full time superintendent and project manager/engineer in your price!

  8. Labor Other Labor Considerations (con’t) • Overtime – will the work need to be performed off-hours (at time x 1.5 or x 2.0?) • Overtime - does your typical operation require an amount of overtime by support personnel at the beginning/end of each shift? IF SO, then it would be reasonable to apply a select amount of hours/people as a percentage of a full crew, for the change work being performed

  9. Labor Burdens and indirect costs – establishing upfront the % of indirect burden to apply to the direct cost of labor, what those elements are, and what is in the direct rate and what is a burden; typical labor burdens include • Payroll taxes • Workmen’s comp • General liability (for some subs this is still determined based on payroll) • Medical insurance benefit • Retirement

  10. Labor Burdens and indirect costs (con’t) NOTE regarding Owner/Contractor Controlled Insurance Programs • how does your contract accounts for the cost benefit provided for these insurances – (1) all costs are excluded from bid, OR (2) all costs included at bid but deducted by change order at beginning of project? • IF (2), include your full burden on change orders that you would normally charge if the job was not Owner insured; WHY? • because these programs typically capture their savings by issuing a credit at the end based on payroll records of the job, so if you do not include full burden you are getting hit twice

  11. Labor • Other indirect items to consider whether as a percentage of labor, percentage of the cost of the change in general (usually raises a flag except for bond), or put in direct price line items for, include • Parking (downtown jobsites can be very expensive) • Safety and training benefits/apprenticeship program • Vacation • Vehicle allowance

  12. Materials Quantities • Nearest bulk packaging amounts some types of excess material are readily usable elsewhere, but many are not and/or cost as much to save and haul it around • Calculate a waste factor

  13. Materials Pricing/Unit Pricing • Escalation - are you covered for price increases? • Factor for double handling associated with materials purchased thru your office/yard • Unit price considerations -are you now buying in small quantity or odd size/lots at a higher unit price than during bulk ordering? • Specific material delivery or short load charges

  14. Materials Consumable, non-permanent materials associated with the change – some examples • blades and bits • finish and weather protection materials (e.g. poly, homosote or plywood)

  15. Materials • Include sales tax unless project exempt • Some companies include a % cost for miscellaneous or indeterminable material items • it is better to spell out everything you can - reviewers frown on too many % type items -can be hard to defend unless you have specific historical data supporting that %)

  16. Equipment/Other • Scaffolding • Hoisting (crane, forklift, material hoist, etc); NOTE – this should factor in your estimated cost of what you might pay another sub on job for use of their equipment (e.g. a tower crane pick/by the hour) • Equipment specific to your trade (e.g. backhoes, table saws)

  17. Equipment/Other • Small tools; NOTE – this often gets challenged as written, and is sometimes better to list as many significant pieces of equipment as you can (e.g. hammer drills) • Welding truck with leads • Company delivery trucks/flatbeds

  18. Equipment/Other • Foreman/job truck (unless included in labor truck allowance) • Permits and fees • Blueprints and reproduction (who pays when you get only one set of revised prints but have to distribute 3 internally?)

  19. Equipment/Other • Pricing – be prepared to discuss basis for unit prices (e.g. company established amortized rates, comparable rental books, etc.); do they include operating costs and fuel? Factor for fuel surcharge on fuel driven equipment may be appropriate. • Myth – your equipment is already on job for contract work therefore no additional cost

  20. Other Considerations Delays and/or Impacts to Your Contract Work A delay or suspension in work can result in one or more impacts that have real costs, such as: • Mobilization and re-mobilization of the crew(s) to job or an area. • Cost of extended equipment duration (rental or allocated ownership). • Cost to bypass an area, only to have to come back to it later, stacked with other trades.

  21. Other Considerations Delays and/or Impacts to Your Contract Work (continued) • Increased cost of keeping supervision and plant during “dilution” of crew size due to lack of work. • Overtime cost and/or inefficient spike in manpower to mitigate time lost. • Loss of productivity due to jumping around out of sequence and/or losing a flow and momentum established.

  22. Could this be considered an impact due to an inaccessible site?

  23. Overhead and Profit What is allowable, and what is included? • Read the GC’s contract with the Owner and make sure that the % markups he is allowing are not less than the prime contract allows • What is considered overhead in Prime Contract vs. Direct Costs? -AIA contracts quite often do not exclude supervisory personnel from being direct costs, so reasonable line items in labor or other for PM and Supt could be captured

  24. Bond • Bond is a cost element, not a portion of mark-up, in most contracts; make sure to include as a percentage of the total price of change, because your bonding company will want an adjustment at end of project based on final contract amount, so you need to be collecting this on each change.