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CONTRACT CLOSEOUT/
REPORTING/DOCUMENTATIONSYSTEM
Construction Method and Management
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...Construction Phase CM tasks
ProjectdocumentationRequirements
ProjectDocumentation
System
Prepare anAgenda
and Meeting
Transfer ofOwner-purchased
material
MonitorContrator'sprogress
Communicationand
Exchange ofinformation
Daily reportingsystem#4. Slide
4Administer QA
Review safetyplan
Resolve Changes
Issue *CO reportMonitor Cost
recordEstablish Cash
Flow report
Establish a systemTo control Contractor's
paymentEstablish report
PrepareSummary
To the Owner
Receive andEvaluate notices
Review drawingsBefore approving
Final payment
Reporting System
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...Post Construction Phase CM tasks
compilation,organization andturnover of thesematerials
Final Inspectionswith the ownerand designer
expeditecompletion of the
Contractorssubmittals
should providethe owner with alist of contacts forremaining work
, summarizing theproject history
at the ownersrequest, the CMshould assist inmove-in/start up.
the acquisition ofand compliance
of all permitrequirements
requirements forspare parts and
warranties.
Contract closeout
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...reporting systemDaily Construction Report
Report numberDate and day reportProject name and numberWeather conditionsName of contractor whose workwas specifically involvedWorkforceDescribe all works in progressProblems and difficulties
encounteredCompleted form should be signed
and dated.
PMArea superintendentProject engineersinspectors
Identify the number and classification of allcraft labor at the site for each contractor
Identify the number and type of major constructionequipment on the job. Specifically note if equipmentwas idle or active.
Items requiring supervisory attentionshould be attended to promptlyandsonoted on the original inspectionreportModifications to original reportshould be notedand initiated bysupervisor at a time of reviewOne copy of each report should besent off site for safe storage.Information contained in the dailyreports should be summarized as
appropriate to form the basis of anyweekly or monthly reporting that isrequired.
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Monthly Change Order report
Date of discovery, notification of the problem
Brief description of the issue
Potential changes should be assigned areference number
Construction managers evaluation of theissue
Construction manager estimate of time, cost,or both requires for equitable compensation.
Any time cost adjustments requested orproposed by the contractor.
Agreed upon compensation Date of resolution
Change order reference number.
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. Monitor and maintain cost records
establishing a system for segregating and documenting
forced account work resources.
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establish cash flow reporting system
develop a cash flow monitoring system and integrateit into the progress payments tracking system.
The ff. methods are commonly utilized: Unit price schedule Schedule of values Cost- loaded CPM schedule Cost reimbursible
Based upon the actual amount of work performedthrough the period of payment request.
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establish report formats for submissions to the owner ona weekly, monthly or quarterly basis, depending upon theindividual project requirements.
Typical report includes:construction schedulesummary project costcash flowchange order (pending and approved)
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Prepare narrative to the owner
pointing out impacts, exceptions and revisions to the management plan.
including:monthly report incl. problemimpactchangesdelaysplan approach in solving the effect of ff. mentioned above.
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...Documentation System
Capable of:
RecordingStoringRetrieving information
TechnicalFinancialadministrative
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Required Project Documentation
- is imperative for the following reasons:
- integral part of all construction managementactivities. Project records should be:
Project- subject of LENGTHY claims and LITIGATION.
Actual record- can beinvaluable when negotiating and Evaluating
Contractors request for compensation.
Written recordcan be valuable.
made CONTEMPORANEOUSLYwith the event
Based upon direct knowledge of the event.
Keep as a regular practice of the firm.
Contain adequate detail to allow reconstruction of the situation from therecords at a later date.
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Recording Construction Activities Use still photographic images and narrated video camera recording to enhance all written documentationfrom preexisting site conditions to final inspections. The Construction Field Inspection Log (see Figure 4.21) or other line management approvedform should provide a documented factual record of the work performed each day, as well asAll changesthat might affect cost and schedule.Major project status changes.All directions or clarifications.Personnel accidents or injuries, safety infractions, and corrections.Safety meetings held on site.Names of visitors to the site.Conditions and actions in response to Subcontractor violations.Potentially reportable occurrences in accordance with the occurrence reporting process.Significant events, such as unexpected power outages, severe weather occurrences, or spills ofhazardous materials (residual radioactive material, hazardous waste, hazardous substance).Construction inspections and quality control tests performed. Include time of tests and inspectionsand results.Implementation of the applicable emergency plan.Security incidents.Applicable equipment parameters, including out-of-tolerance readings.Non-conformance reports.Signatures that acknowledge notifications or changes in construction activities.Positive actions that resulted in significant savings, quality improvements, lessons learned, etc.Hours worked.Equipment on-site and used.Weather.
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Typical information that must be handled by a project documentation system:
Pre- Contract Documents Contract Documents Technical Contemporaneous Correspondence Scheduling Cost
1. Bid package drawings and specifications2. Pre-bid Meeting minutes3. Pre-bid schedules4. cost estimate and takeoffs (designPhase)5. contractor's bid proposal6. bidder prequalification information7. technical proposal8. bid analysis
1. original contract2. bonds and assurance certificates3. pre-contract negotiation4. plans and specifications issued for contruction5. notice to proceed.
6. any notices or changed conditions, request for *CO,or *CO proposals7.directives8. log of all requested, proposed and executed *CO.9. formal contract.10. request for final inspection.11. punch lists.12. certificate of final inspection.
*change order
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Typical information that must be handled by a project documentation system:
Pre- Contract Documents Contract Documents Technical Contemporaneous Correspondence Scheduling Cost
1. log and file of all design and fieldrevisions
2. log and file of all request for information.3. log and file of all shop drawings4. inspection/ testing/ QC report.5. record drawings.6. operation and maintenance manuals7.warranties and guarantees.
1. daily reports2. daily diaries3. daily labour reports4. accident reports5. progress photos6.material deliveryreports
1. directives2. meeting minutes
3. generalcorrespondence
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Typical information that must be handled by a project documentation system:
Pre- Contract Documents Contract Documents Technical Contemporaneous Correspondence Scheduling Cost
1. Project/ program master schedule2. preliminary contractor schedule3. approved contractor baseline schedule
4. periodic updates5. scheduling meeting minutes.
1. approved schedule of values2. applicable labour rates3. work order time sheets4. bid analysis5. periodic labour distribution6. control budget.7. payment request and actual disbursementWith explanation of discrepancies.
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Contract Closeout
By definition, projects have an end point. Closing out is a very importantphase in the project life cycle, which should follow particular disciplines and
procedures with the objective of: Effectively bringing the project to closure according to agreed-on contractualrequirements Preparing for the transition of the projectinto the next operational phase,such as from production to field installation, field operation, or trainingAnalysing overall project performancewith regard to financial data,schedules, and technical efforts.
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Although most project managers are completely cognizant of thenecessity for proper planning for project start-up, many project managers
neglect planning for project termination. Planning for project terminationincludes:
Transferring responsibilityCompletion of project records
Historic reports Post project analysis
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Documenting results to reflect "as built" product or
installationAcceptanceby sponsor/user Satisfying contractual requirements Disposition of materials Closing out work orders (financial closeout) Preparing for financial payments
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Closeout Document:warranties/guaranteesCertifications
maintenance manualscontractors' statements (tax forms)Targeted Small Business Reporting forms (if applicable), etc.
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the completion of the project identifying the sales taxand/or use tax paid on all supplies and materialsincorporated into the Work.
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coordinate the compilation, organization andturnover of these materials
Post Construction Phase CM tasks
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coordinate the requirements for spareparts and warranties.
Post Construction Phase CM tasks
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coordinate the acquisition of allrequirements permits and compliance of allpermit requirements
Post Construction Phase CM tasks
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at the owners request, the CM shouldassist in move-in/start up.
Post Construction Phase CM tasks
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conduct Final Inspections with the ownerand designer when the final punch list iscomplete. When the parties are satisfied that allwork is complete, the CM should recommendthat the final payment be made.
Post Construction Phase CM tasks
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should expedite completion of theContractors submittals including certificate ofsubstantial completion, punch list completion,final lien viewers, guarantees/warranties andfinal payment application.
Post Construction Phase CM tasks
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the CM may stay on to complete warranty
work, but it is usually not cost effective.Therefore, the CM should provide the ownerwith a list of contacts for remaining work.
Post Construction Phase CM tasks
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all reports that have been issued during thedesign and construction phase should be
prepared in final form, summarizing the projecthistory including costs reports. The reportshould note the date of substantial completionand commencement of warranties.
Post Construction Phase CM tasks
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CloseoutProcess
It is important to note that the closeout of the construction contract or contracts onthe project is only one step in the closeout of the project.
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