Construction Eng 221

1. Construction Eng 221 Project Management and Administration

2. Project Management and Administration • Type and scope of project management depends on type and scope of project, delivery system, complexity, etc. • Project manager • Organize, plan, schedule, control • Responsible for time and cost • Contract administration • Profit projection and project accounting • Principal liaison with owner

3. Project Management and Administration • Project superintendent • Day-to-day field activities • Directing the trades • Coordinating subcontractors • Working with city/AE field reps • Responsible for daily production and material use (waste minimization) • Material receiving and storage • Jobsite safety • Records and reports from the field • Equipment utilization

4. Project Management and Administration • Owner’s representative • Can be owner employee or consultant • Duties vary, but primarily responsible for getting answers from the ownership parties • Can also be person who approves request for payment and change orders • Can be a difficult job- be understanding of their need to work with people who don’t understand construction

5. Project Management and Administration • Field productivity • Vital part of project administration • Where GC will make or lose money • Declining over years due to project complexity and field communication problems and loss of good trades people (67% of H.S> grads go on to college) • Need leadership, planning, and estimating skills to keep productivity on track

6. Project Management and Administration • Estimating productivity • Industry standards (Mean’s book) • Historical records • Time and motion studies • Mock-ups • Field input

7. Project Management and Administration • Meetings and administration • Use meetings to solve problems • Only meet when necessary • Keep minutes • Make decisions

8. Project Management and Administration • Documentation • Schedule of payments (monthly) • Shop drawings and approval logs • Quality control plans and tests • Materials management (in-on-pending-out) • Expediting • Required follow-up and status checking • Billings bank example

9. Project Management and Administration • Materials continued • Delivery (schedule store and inspect) • Receiving- some material not delivered to job site, especially CBD projects • Inspection and sign-off, insurance

10. Project Management and Administration • Subcontractor scheduling should be contractual • Record of construction • As-builts • Construction photos • O/M manuals • Warranties • Products-in place/ finish schedule

11. Project Management and Administration • Disbursement control • A/P sends folder of bills to PM • PM reviews progress with field • PM signs for approval of payment • Discounts applied • Payment folder submitted back to A/P • Put in for appropriate check run

12. Project Management and Administration • Job records • Daily field log • Weather • Crew size and details • Work performed (quantity in place) • Problems encountered • Equipment on site • Accidents • Subcontractors on site and performance • Signed by superintendent or field engineer

13. Project Management and Administration • Claims and disputes • Contract scope changes must be documented • A variety of sources for claims (see page 299 in text) • Can be reduced by alternative dispute resolution • Arbitration • Mediation • Negotiation • Review board • Partnering is becoming more popular • TQM and alternative delivery are helping as well