CEE 498 Construction Project Management

7/31/2019 CEE 498 Construction Project Management

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Lecture 14:

Project Managment

CEE 498 Construction

Project Management

Jeffrey S. Russell, P.E., Ph.D.

Construction Engineering & Management

Civil & Environmental Engineering

University of Wisconsin-Madison


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Structure

I. Basics

II. Introduction to the management system

III. Pre-construction planning: planning,organizing, and staffing

IV. Pre-construction planning: developing

the project planV. Pre-construction planning: planning for

production and support


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Structure (Contd)

VI. Cost and risk control

VII. Policies and procedures

VIII. Purchasing and receivingIX. Subcontractor managment

X. Project layout

XI. Project start-up and closed-out


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I. Basics

A. Five types of management - See Attachment #1

B. Project management definition - the art of

directing and coordinating human andmaterial resources throughout the life of aproject by using modern management

techniques to achieve predeterminedobjectives of scope, cost, time, quality, andparticipant satisfaction - See Attachment #2


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I. Basics (Contd)

C. Five Ms of project management

1. Material

2. Money3. Manpower

4. Machines

5. Management


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I. Basics (Contd)

D. Functions of project management forconstruction

Specifying project objectives and plans whichinclude the delineation of scope, budgeting,scheduling, setting performance requirements,and selecting project participants

Maximizing efficient resource utilizationthrough procurement of labor, material, andequipment according to the prescribed

schedule and plan


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I. Basics (Contd)

Implementing various operations throughproper coordination and control of planning,design, estimating, contracting, andconstruction in the entire process

Developing effective communication andother mechanisms for resolving conflicts

among the various project participantSee Attachment #3


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I. Basics (Contd)

E. Managers had better assume that theskills, knowledge, and tools they will have

to master and apply fifteen years henceare going to be different and new. Onlythey themselves can take responsibility for

the necessary learning and relearning,and for directing themselves.

- Peter F. Drucker


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I. Basics (Contd)

F. Seagull Management

Fly in

Make a lot of noiseDump on everybody

Fly off somewhere


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II. Introduction to themanagement system

A.A management system is an orderlyarrangement of functions through which

managers get things doneB. FunctionsPlanning - Working out a course of actionOrganizing - Putting together interdependent parts

Staffing - Locating, placing, training, promotingpersonnelControlling - Checking for deviations, corrective

action

Directing - Giving orders and instructions


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II. Pre-construction planning:Planning, Organizing, and Staffing

A. Introduction to planning

Construction projects vary so much that each

project must be planned individually

Planning is accomplished in three steps

Establishing goals

Determining what must be done to achieve the goalsEffective use of resources


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II. Pre-construction planning:Planning, Organizing, and Staffing

B. Pre-construction planning

C. The planning meeting(s)

D. Organizing and staffing

-See Attachment #4


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IV. Pre-construction planning:Developing the project plan

A. Developing the project plan

B. Developing the project schedule


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V. Pre-construction planning:Planning for production and support

A. Initial Crew Analysis

B. Test models and pilot studies

C. Planning for support activities


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VI. Cost and risk control

A. Introduction to control and control systems

B. Labor cost control

C. Risk control: the importance of

documentation


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VII. Policies and procedures

A. Help establish how thing which have to

be done are going to be done

B. Developing policies and procedures for a

jobsite

C. Developing policies and procedures for

administering paper work

D. Project filing procedures


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VIII. Purchasing and receiving

A. Procuring - Locating, buying, ordering,and receiving materials, supplies, and

equipmentPurchasing - involves locating and buying of

materials, supplies, and equipment; there is agreat need for discipline in the purchasingprocess

Purchase orders

Responsibility for purchasing


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VIII. Purchasing and receiving(Contd)

Terms and conditions of the purchase to bespecified in the purchase order

Purchase control systemOffice and field purchasing

Short form P.O. (used mostly for fieldpurchases)


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B. Expediting - Coordinating the orderingand receiving of purchased items

Responsibility for expediting must be clearlydefined

Expediter must have ALL informationrequired

Expediting is a key coordination function; itrequires experience and skills


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C. Receiving materials and supplies - 5 steps

Jobsite unloading - be careful to minimize

handlingMaterial inventory - count!

Material inspection - for damages,conformance with the order

Delivery receiving report

Logging in delivery


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IX. Subcontractor management

A. Issuing a subcontract

A contract creates obligations for both

parties; to deal effectively with allcontractual obligations, all team membersmust fully know and understand the

contract


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IX. Subcontractor management(Contd)

B. Subcontractor management: a big partof the job - 5 major areas

Analyzing bids and issuing subcontractsReview of subcontractor site requirements

Processing submittals and change orders

Scheduling and coordinatingControlling quality, safety, and payments


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C. Subcontractor coordination meetings

Purpose

Keep communications between GC and subs openand candid

Maintain communications among the subs

give all contractors an opportunity to discuss their

problems and learn about the problems others arefacing

Help to schedule and coordinate the project


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Types of meetings

Management meetings

Monthly or bi-monthly meetings with a set agenda for an

in-depth status review of job progress, schedule,

submittals, quality, and safety, and any special problems

Attendance - Owner, A/E, project manager,

superintendent, and major subs

Minutes should be taken and sent to all who attended

plus everybody involved in the subjects discussed


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Weekly project meetings

These meetings are centered primarily onscheduling and coordination, but can also cover

cleanup, quality, safety, etc.Pre-construction planning meetings

To discuss scope of work, long lead time items,material handling and storage requirements, and

activity duration


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D. Subcontractor defaultBe sensitive to early warning signs

Follow notification requirements ifsubcontractor performance falls belowacceptable standards

Follow contract provisions exactly for

termination proceduresTry to work problems out with banks, bonding

company, etc., so no new subcontractor has tobe employed


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X. Project layout

A. Organizing the project layout

Proper placement of yard, office, roads,

material storage and fabrication60% to 70% of all labor cost to install

materials is spent to get the materials to the

location where it is installed


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X. Project layout (Contd)

Items to consider

Site access and security, number and location ofentrances

On-site access roads: materials, drainage,maintenance, etc.

Job office: location and layout

material storage areas: include subs!

Stockpiling of dirt for backfill

Fabrication areas

Trash removal


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B. Material storage and protectionStoring materials so they can be found;

record the locationProtection from weather; follow

manufacturers instructions

Allow for mechanized handling

Protection from theft; lights, locks, securitydevises

Controlling its use; define responsibilities forcontrol


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C. Controlling small tools and supplies

Limit access to small tools and supplies

Limit the way they can be obtainedD. Material handling and fabrication

Mechanize when possible

Use assembly line techniques: plan thelocation, plan the flow of materials, plan thespecial tools and equipment needed


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The secrets of efficient prefabrication

Minimize the moves for materials and workers

Minimize the hand labor

Remember that the shortest distance betweentwo points is a straight line


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XI. Project start-up andclosed-out

A. Start-up

Pre-construction planning, organizing and

staffing have been completed and thenecessary permits have been obtained

Mobilization: the initial ordering andreceiving of material, equipment and

manpower, and the locating of the offices andtrailers to get the project under way

Use start-up checklists!!


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XI. Project start-up andclosed-out (Contd)

B. Close-out

Closing out a project is an essential activity

of project management. A job is not closedout until it is 100% accepted by the owner.Momentum and efficiency established in the

construction phase should not be lost tocomplacency and inefficiency when itcomes to close out the project

Documents

CEE 498 Construction Project Management