Project Construction Management

INTRODUCTION / REFERENCE Inception to Completion

Thomas J Fakner, CCM Senior Project Manager

Swinerton Management & Consulting SMC Co-Learning 2016 June 20

INTRODUCTION

Welcome!!

SMC Co-Learning 2016 June 20

LEARNING OBJECTIVES

The “Basics” of Project Construction

Management – Inception to Completion

Leadership – The impacts on effective

and efficient project deliveries

Risk – The inherent “White Elephant” of

our profession; How do we mitigate?

Relationships - The significance of

building and the consequences of

tarnishing them!

SMC Co-Learning 2016 June 20

BASICS (Definitions)

Program Management;

The principle of professional construction management

practices applied to a capital improvement program of one

or more project types with multiple location sites focused on

key elements of the process that include Governance,

Umbrella Management, Financial Management/Controls,

MIS Global Infrastructure, and Planning on Multiple Levels

and with Competing Goals.

Project Management;

The use of integrated Phases of and procedures applied to

a project site and the multiple construction types associated

with delivering the project from inception to completion.

Construction Management;

The use of defined sub systems within the integrative

delivery process utilizing the SOP’s and technical

competencies to deliver projects.

SMC Co-Learning 2016 June 20

Leadership

Relationships

Risk

Contracts

Scope

Cost

Time

Quality

Sustainability

Safety

STANDARDS OF PRACTICE

(Common Threads)

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TYPES OF PROJECTS

SMC Co-Learning 2016 June 20

Project Elements (3 Legged Stool Theory)

Contractual (Legal)

Administrative

Technical

The 5 “C” of PPC Management

Communication

Cooperation

Consistency

Completeness

Compatibility

Project Phases

Business Development/Marketing

Program / Planning

Pre-Design / Design

Pre-Construction

Procurement

Execution (Construction)

Activation / Occupancy

Closeout

Post Construction / Warranty

BASICS

SMC Co-Learning 2016 June 20

BASICS

Project Processes

Initiating (Marketing/Programming)

Planning (Acquisitions/Professional Services)

Designing

Executing

Monitoring

Controlling (Guiding)

Closing

Precedence of Documents

1. Code

2. Specifications

3. Submittals

4. Shop Drawings

5. Structural

6. MEP

7. Architectural

Project Schedules

Preliminary

Baseline

Progress

Look Ahead

Recovery

Schedule Maintenance Review

SMC Co-Learning 2016 June 20

Construction Management Plan Project Description / Documents

Project Directory and Organizational Chart

Roles and Responsibilities

Protocol; Policy; Procedure;

MIS

Risk Plan

Design Management Plan

Cost Management Plan

Schedule Management Approach

Procurement Plan

Quality Management Approach

Communications Plan

Site Mobilization and Utilization Plan

Transition Plan

Site Specific Safety Plan

Closeout Approach

Infectious Disease Control Plan

Medical Equipment Plan

TYPES OF PROJECTS

SMC Co-Learning 2016 June 20

Project Controls

RFI Process and Log

Schedule Maintenance Review (SMR)

Submittal Process and Log

Issues Log

Communications Procedures and Log

Conversation Record

Payment Application Process / Log

Invoice Process / Log

Change Modification Process / Log

Inspection Request Procedure / Log

Email management using the practice of

“Inbox Zero” technique

Quality starts day one and involves

information categorizing and document

control

The MIS - aids in Verbal, Written,

Electronic, and Visual (white board)

communications

To Be Successful

Take Ownership

Clarity in your Work Product

Be Consistent

Trust / Verify

Build and Maintain Relationships

BASICS

Closeout Phase Components

Begins when the Project starts

Consolidation of Project files

As-Build” Documents

Beneficial Occupancy

Completion

Testing and Inspection Affidavits

Warranty Management transfer

Final permits

Commissioning

O&M’s

Claims Resolution

Project Audit

Closeout Post Mortems

Occupancy

Final Acceptance

Business Development and Marketing

Reliance on Dependent and Independent

Variables

Client Assessment

Organization – Culture

Type of Organization – top down / bottom

up

Financial Stability

Resource Skill Sets

History

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Key Characteristics of Leadership

Motivator

Communicator

Ability to build, nurture, manage relationships

Ability to resolve conflict

LEADERSHIP

SMC Co-Learning 2016 June 20

What is Leadership? Varied Translations!

The ability to interpret human behavior for the

purpose of channel the strengths while shoring

the weaknesses of the individual to energize the

Team to successfully deliver the project(s).

The ability to understand a project’s integrating

process nuisances' and the impacting outcomes.

The ability to realize individuals when positioned

to succeed will deliver the metrics of success.

The ability to institute a culture of flexibility as the

delivery process absorbs and adapts to project

change conditions.

The ability to unite the Team with focus toward a

common objective..

The ability to keep purpose, goals, and approach

relevant and meaningful.

Directive Style vs. Delegative Approach

Successful Organizations

Balance Leadership; Training; Equipment;

Communications

Teaming must rely on the ability of the Leader to

create a culture from multiple cultures

Significance

Leaders Care

Leaders Engage

Leaders Initiate

Leaders Collaborate

Leaders Mentor

Leaders Achieve

Lack of Leadership has a profound affect on the

cost, schedule, and quality of the project

Solid Leadership establishes an environment for

success

LEADERSHIP

SMC Co-Learning 2016 June 20

RISK

Definition

Risk Management: Assessing and identifying under all

circumstances the level of exposure and risk to the Owner and

Project throughout the life cycle of the Project.

Key Statements Concerning Risk Allocation

Identify, Quantify, Analysis

Understand your Owners ability to burden the Risk and be

positioned to manage it

All Risk should be allocated to create a better working relationship

Implementation of Risk allocation - CM must assign Risk to the

party most suitable to control and burden that Risk.

The CM is responsible to immediately release written

recommendations to minimize or eliminate the identified Risk.

It is in the Owners best interest to accept the Risk when no other

Party can control the Risk or burden the cost

Mitigation of Risk / Issues by educating followed by facilitation of

the chosen mitigating measure(s)

Consider the use of a Risk Register to facilitate recognition of risk

Dispute Resolution involves mitigating issues using the techniques of

Mediation, Arbitration and Litigation. Typically the Party will Deny, Delay,

then Sue. Establish yourself as an Authoritative Figure. Build trust and

confidence of yourself within those in dispute to better negotiate

settlements avoiding impacts to the project.

SMC Co-Learning 2016 June 20

RELATIONSHIPS

Establish By Espousing

Trust

Confidence

Dependability

Reliability

Responsibility

Respect

Key Statements

Delivering a Project under budget and on time are

still important deciding factors but ground has

been gained by building and maintaining

Relationships.

Relationships are building blocks for all

Community organizing activities.

Be perceived a someone to contributes rather

than takes

Lost relationships is a loss of assets,

opportunities, and allies

Relationship loss can have a market rippling

impact detrimental to growing business and

attracting skilled and experienced resources

SMC Co-Learning 2016 June 20

Why Build and Maintain Relationships

Gives meaning and richness to work and our lives

Grow our Community to increase our connection within the market

Build a circle of Allies

PROJECT EXAMPLE No 01

Project - ESUHSD Santa Teresa High School Building

100 Replacement HVAC Unit A-2:

Description – Building 100 on the campus is home to

the Library and Photography Classroom/Lab. Space

conditioning was poor to non existent. Objective

‘Replace “In Like Kind” a 5ton HVAC Multi Zone Unit.

How long of a process in time do you believe it

took to delivery and closeout this project?

What is your Approach and Methodology to

develop and delivery this project?

Inception to Completion PRACTICAL APPLICATION

SLVHS 2016 April 15

SLVHS 2016 April 15

Inception to Completion PRACTICAL APPLICATION

What are your questions?

Email me a tfakner@swinerton.com

QUESTIONS for ANSWERS

(Q&A)