The document discusses the importance of taking a schedule-centric approach to contract administration. It emphasizes reading the full contract, including general conditions and scheduling requirements. A schedule-driven process that includes regular schedule updates and reviews can help complete projects on time and on budget by avoiding disputes. Developing a schedule-centric culture with buy-in from senior management and comprehensive reporting is key to success.
How To Structure A Successful MediationChris Carson
The document provides guidance on structuring a successful mediation for resolving construction disputes. It discusses establishing early mediation timing, setting an informal atmosphere, using a partnering approach by the mediator, and focusing the presentations and discussions on problem-solving and identifying areas of agreement rather than adversarial stances. The goal is for the parties to recognize the high costs of continued formal dispute resolution and settle on offers presented during the mediation process.
Pmicos 2011 Review And Analysis Of Mitigation SchedulesChris Carson
This paper describes strategies to request, review and analyze mitigation plans, including discussion of real project experiences in mitigation through cost-based analysis looking at progress, compression, and fast track, ultimately recognizing the differences between the Contractors’ best case and the Owner’s best case.
2010 AACEi Great Debate - Approval of Schedule RevisionsChris Carson
The debate centered around whether schedule revisions submitted by the contractor should require approval from the owner. Key points discussed included:
- The pro position argued that as the project is for the owner's use, they should have input and approval on schedule revisions. However, the con position stated the contractor bears the risk of performance.
- Both sides debated whether schedule revisions should model changes to the project plan or allow for nimble management by the contractor.
- Approval was seen as providing quality control by ensuring all scope is included, but also as an difficult process that could delay management.
- In the end, the debate concluded without a clear resolution to the question of whether schedule revisions should require owner approval
Can A Subcontractor Have CP Delay When The Gc Does NotChris Carson
This document discusses whether a subcontractor can claim delay damages when the general contractor's schedule is not delayed. It covers topics such as pass-through claims, the Miller Act, combating no damage for delay clauses, and strategies for subcontractors to prove delay claims. A key point is that subcontractors may be able to recover delay costs through a pass-through claim if the general contractor acknowledges liability and the subcontractor meets requirements such as timely notice and good documentation. The Miller Act is also discussed as a potential means for subcontractors to recover increased labor and material costs due to delays. The document emphasizes the importance for subcontractors to be involved in the project schedule and maintain thorough records.
Using Symptoms To Develop Appropriate Claims Avoidance Documentation Wpl We...Chris Carson
This document provides an overview of Alpha Corporation, a construction management firm that offers services including construction management, scheduling, claims analysis, and dispute resolution. It then discusses concepts related to construction delay and disruption claims, including the differences between delay and disruption, how to identify disruption, and how disruption can impact productivity. The document aims to help contractors better understand and document delay and disruption claims.
The document provides guidance for subcontractors on commercial project management issues including: clear communication is important; differences between commercial and residential work; the bidding and contracting phase including reviewing plans and specifications; the subcontractor bid process; relevant specification sections; submitting clear bid proposals; notes on subcontracts and boilerplate language; the importance of submittals; schedule considerations including critical path, total float, and acceleration; project management and change management processes; safety regulations; and insurance, bonds, and payment processes.
This document discusses using Primavera Enterprise software for program management of multiple design-build surgical center construction projects. It describes how the software allows monitoring of schedules, costs, quality and resources across projects. It provides templates for organizing project data, tracking milestones and budgets. The software facilitates communication between owners and contractors and helps manage risks, issues and potential claims.
This document discusses best practices for planning construction schedules to account for adverse weather conditions. It recommends using a weather calendar based on historical data from sources like the National Weather Service. The calendar applies estimated non-work days to weather-dependent activities. This allows the schedule to automatically adjust as weather conditions change over time. Other methods like contingency buffers have disadvantages like reducing schedule transparency and accuracy.
How To Structure A Successful MediationChris Carson
The document provides guidance on structuring a successful mediation for resolving construction disputes. It discusses establishing early mediation timing, setting an informal atmosphere, using a partnering approach by the mediator, and focusing the presentations and discussions on problem-solving and identifying areas of agreement rather than adversarial stances. The goal is for the parties to recognize the high costs of continued formal dispute resolution and settle on offers presented during the mediation process.
Pmicos 2011 Review And Analysis Of Mitigation SchedulesChris Carson
This paper describes strategies to request, review and analyze mitigation plans, including discussion of real project experiences in mitigation through cost-based analysis looking at progress, compression, and fast track, ultimately recognizing the differences between the Contractors’ best case and the Owner’s best case.
2010 AACEi Great Debate - Approval of Schedule RevisionsChris Carson
The debate centered around whether schedule revisions submitted by the contractor should require approval from the owner. Key points discussed included:
- The pro position argued that as the project is for the owner's use, they should have input and approval on schedule revisions. However, the con position stated the contractor bears the risk of performance.
- Both sides debated whether schedule revisions should model changes to the project plan or allow for nimble management by the contractor.
- Approval was seen as providing quality control by ensuring all scope is included, but also as an difficult process that could delay management.
- In the end, the debate concluded without a clear resolution to the question of whether schedule revisions should require owner approval
Can A Subcontractor Have CP Delay When The Gc Does NotChris Carson
This document discusses whether a subcontractor can claim delay damages when the general contractor's schedule is not delayed. It covers topics such as pass-through claims, the Miller Act, combating no damage for delay clauses, and strategies for subcontractors to prove delay claims. A key point is that subcontractors may be able to recover delay costs through a pass-through claim if the general contractor acknowledges liability and the subcontractor meets requirements such as timely notice and good documentation. The Miller Act is also discussed as a potential means for subcontractors to recover increased labor and material costs due to delays. The document emphasizes the importance for subcontractors to be involved in the project schedule and maintain thorough records.
Using Symptoms To Develop Appropriate Claims Avoidance Documentation Wpl We...Chris Carson
This document provides an overview of Alpha Corporation, a construction management firm that offers services including construction management, scheduling, claims analysis, and dispute resolution. It then discusses concepts related to construction delay and disruption claims, including the differences between delay and disruption, how to identify disruption, and how disruption can impact productivity. The document aims to help contractors better understand and document delay and disruption claims.
The document provides guidance for subcontractors on commercial project management issues including: clear communication is important; differences between commercial and residential work; the bidding and contracting phase including reviewing plans and specifications; the subcontractor bid process; relevant specification sections; submitting clear bid proposals; notes on subcontracts and boilerplate language; the importance of submittals; schedule considerations including critical path, total float, and acceleration; project management and change management processes; safety regulations; and insurance, bonds, and payment processes.
This document discusses using Primavera Enterprise software for program management of multiple design-build surgical center construction projects. It describes how the software allows monitoring of schedules, costs, quality and resources across projects. It provides templates for organizing project data, tracking milestones and budgets. The software facilitates communication between owners and contractors and helps manage risks, issues and potential claims.
This document discusses best practices for planning construction schedules to account for adverse weather conditions. It recommends using a weather calendar based on historical data from sources like the National Weather Service. The calendar applies estimated non-work days to weather-dependent activities. This allows the schedule to automatically adjust as weather conditions change over time. Other methods like contingency buffers have disadvantages like reducing schedule transparency and accuracy.
The document outlines a three step approach to eliminating crisis project management: 1) Developing a schedule-driven program, 2) Creating a project management recovery system, and 3) Developing a scheduling recovery system. Step one involves instituting senior management buy-in for dedicated scheduling. Step two develops strategies for addressing delays from various sources. Step three provides checklists for analyzing schedules and suggesting recovery solutions when slippage occurs. The overall approach aims to minimize costs from delays through proactive scheduling, recovery planning, and applying lessons learned from past issues.
Use Of Schedule Logs 2012 Pmi Scop ConferenceChris Carson
This document provides biographies of three authors for a project on scheduling - Mark Doran, Paul Levin, PSP, and Chris Carson, PSP. It includes their educational backgrounds, years of experience, professional fields, and additional details. The biographies demonstrate the authors' expertise in areas like construction management, scheduling, project controls, and certification in fields such as PMP, PSP, and CCM.
The document discusses guidelines for using dual parallel project schedules, which is not generally recommended. It identifies risks such as contractual issues, difficulty proving delays, and schedule management complications. The key recommendations are to:
1) Only have one schedule for management and delay analysis.
2) If dual schedules are necessary, develop them using the same activity list and hard logic, with the production schedule using optimistic durations and the contract schedule using most likely durations.
3) Manage risks through transparent schedule documentation and risk management processes applied to the contract schedule.
Presentation Classification Of Schedule TypesChris Carson
This document discusses the need to categorize different types of scheduling used across industries in order to facilitate cross-pollination of scheduling best practices. It proposes developing a "Schedule Matrix" that maps industries and sectors to scheduling categories based on their typical use of scheduling components and determinants. This would allow schedulers to better understand scheduling approaches in other fields and identify opportunities to adopt innovative practices. The document advocates for an industry-wide study to develop a taxonomy and compile a Schedule Type Matrix that categorizes common scheduling approaches.
Dealing With A Schedule That Cannot Be Approved - AACE 2012 MeetingChris Carson
Ideally all projects would have schedules submitted and approved, but sometimes the quality of the schedule prevents approval. This presentation suggests ways to deal with this situation, as well as ways to encourage approvable schedules.
This document summarizes a presentation on innovative program delivery and claims avoidance for the North Terminal project at Miami International Airport. It describes the challenges faced by the previous management team, including cost overruns, delays, and over $160 million in claims from contractors. The airport authority replaced the management team and worked to resolve all outstanding claims over 16 months. It then assembled a new experienced management team to complete the project while avoiding additional claims through improved planning and controls.
1. Earned value management (EVM) metrics can help identify specific trades or scopes of work contributing to schedule slippage and poor performance. This allows for targeted mitigation strategies.
2. To effectively use EVM for schedule compression, the baseline schedule needs to be thoroughly coded to allow export and analysis of performance data by trade or work type.
3. Exporting schedule data to a spreadsheet enables pivot tables and charts to examine historical performance trends for each trade. This highlights which trades need additional resources or management to meet goals for schedule compression.
Use Of A Claims Triage Workshop To Choose An Analysis MethodChris Carson
AACEi Recommended Practice 29R-03, Forensic Schedule Analysis, properly notes that there are a number of factors to consider in choosing a method of analysis in a time-related dispute. The variety, number, and complexity of the reasons to choose the correct method of analysis require more than a casual approach.
This presentation demonstrates a process that we call a “Claims Triage” and use for every new dispute resolution assignment, organized and guided with a checklist and procedure.
A contemporaneous time impact analysis (TIA) evaluates the impact of potential delays on a construction project schedule. It involves updating the project schedule, inserting a fragnet of delay-causing activities, and comparing the predicted completion dates before and after the delay. Doing a TIA prospectively helps negotiate time extensions and avoid disputes. The presentation defines TIAs, explains how to prepare and analyze them properly according to industry standards, and discusses their benefits for both owners and contractors.
Balancing Flexibility and Cost Control in Construction ProjectsBrown Smith Wallace
This document provides a summary of key principles for controlling construction costs on projects. It discusses the importance of staying ahead of the cost influence curve through comprehensive planning, defining project delivery methods, and controlling schedules. It also covers implementing safeguards in contract terms, controlling costs during bidding, and administrative/financial controls. Finally, it emphasizes the importance of conducting construction audits to effectively manage costs, hold teams accountable, and avoid/recover improperly billed costs. The overall message is that owners must be educated consumers and not assume contractors have their best interests in mind.
This document proposes conducting claims analysis as part of regular schedule updates to minimize risks for contractors. It describes the typical schedule update process which risks overlooking delays and assigning full responsibility to the contractor. The proposed process includes identifying causal activities, driving issues, concurrent delays, and collaborating with subcontractors and owners to resolve delays. Benefits include issues being addressed promptly, better documentation, and fewer disputes and claims costs. Some risks are increased analysis costs and time needed during updates.
The document discusses various types of construction claims including delay claims, labor productivity claims, defects claims, force majeure claims, acceleration claims, suspension and termination claims, and differing site conditions claims. It also discusses various methods for analyzing schedule delays such as windows analysis, time impact analysis, collapsed as-built, impacted as-planned, and as-planned vs. as-built analysis.
The document discusses preconstruction coordination and project management planning. It covers establishing communication protocols, reviewing contracts and schedules, coordinating with stakeholders, and organizing job files and record keeping. The project manager takes a leadership role to plan the project, monitor progress, control costs, and coordinate all parties. An effective communication system and weekly meetings are key to project coordination.
Lecture slides4; Construction Project PlanningJB Nartey
Here is a draft WBS, Method Statement and Gantt Chart for the water pipe laying project:
WBS:
1.0 Water Pipe Laying Project
1.1 Pre-Construction
1.1.1 Purchase materials and equipment
1.1.2 Develop health and safety plan
1.2 Construction
1.2.1 Mobilization
1.2.2 Excavate trench
1.2.3 Lay pipe
1.2.4 Backfill trench
1.2.5 Test pipe
1.2.6 Demobilization
Method Statement:
1. Mobilize equipment such as excavator, compactor, welding equipment
2. Mark out trench
The document provides an outline for contract and construction management. It discusses managing the construction period through 15 activities including organization, planning, survey checks, site organization, construction methods, time control, cost control, quality control, site meetings, progress reports, claims and disputes, completion of works, and inspection of works. It also discusses managing the defects liability period through inspection of works, defects liability certificate, and final certificate. Project controls are discussed including time and cost control through critical path scheduling, float, resources, and progress reporting.
The document discusses the Integrated Baseline Review (IBR) process. It defines the IBR as a required review led by the Project Manager to validate the contractor's Performance Measurement Baseline. The objectives of the IBR are to validate the technical, schedule and cost aspects of the baseline, understand risks, and gain confidence in the contractor's ability to execute the project as planned. It describes the typical participants in an IBR team and their roles, and the information typically required for an IBR.
This document discusses the importance of schedule margin management and outlines best practices. It notes that while technical and cost margins are well-managed, schedule margins often are not. Successful schedule margin management involves: 1) defining margin separately from float to account for known risks; 2) allocating margin across a program based on risk; and 3) using margin to retire risk rather than fix poor performance. Keys include tying margin use to milestones and risk retirement, and developing contingency plans in advance to address delays. The document provides definitions and addresses common hurdles to effective schedule margin management.
The document discusses baseline scheduling basics and the critical path method (CPM) of scheduling. It covers why schedules are important, different types of schedules and scheduling methodologies. The key aspects of developing a CPM schedule are outlined, including schedule components, logic, and ensuring the schedule is feasible and has buy-in from all parties. Common areas of conflict in scheduling and developing a schedule with the appropriate level of detail and ownership of float are also addressed.
The presentation discusses project control and outlines steps to improve project control systems. It introduces basic concepts of projects, project control systems, and the current lack of effective controls. The presentation proposes formalizing processes, training, clarifying roles, and improving communication, documentation, and accountability to enhance project performance monitoring and management.
05 Project Monitoring & Cost Controlakashpadole
The presentation has prepared as per the syllabus of Mumbai University.
Go through the presentation, if you like it then share it with your friends and classmates.
Thank you :)
Mitigation Of Risks In Using Parallel SchedulesChris Carson
Some Contractors like to operate with dual schedules, a production schedule for managing the subcontractors, and a contract schedule to present to the owner. There are a number of risks in this approach, and this presentation addresses those risks.
This document discusses resolving unapproved prospective time impact analyses (TIAs). It recommends preparing contemporaneous TIAs when impacts occur, leaving fragnets inserted but not logically tied, and updating fragnets along with the schedule. This allows comparing predicted versus actual performance to identify slippage. It also stresses resource tracking to analyze acceleration claims, and maintaining TIAs as impacts are identified for prospective resolution.
The document outlines a three step approach to eliminating crisis project management: 1) Developing a schedule-driven program, 2) Creating a project management recovery system, and 3) Developing a scheduling recovery system. Step one involves instituting senior management buy-in for dedicated scheduling. Step two develops strategies for addressing delays from various sources. Step three provides checklists for analyzing schedules and suggesting recovery solutions when slippage occurs. The overall approach aims to minimize costs from delays through proactive scheduling, recovery planning, and applying lessons learned from past issues.
Use Of Schedule Logs 2012 Pmi Scop ConferenceChris Carson
This document provides biographies of three authors for a project on scheduling - Mark Doran, Paul Levin, PSP, and Chris Carson, PSP. It includes their educational backgrounds, years of experience, professional fields, and additional details. The biographies demonstrate the authors' expertise in areas like construction management, scheduling, project controls, and certification in fields such as PMP, PSP, and CCM.
The document discusses guidelines for using dual parallel project schedules, which is not generally recommended. It identifies risks such as contractual issues, difficulty proving delays, and schedule management complications. The key recommendations are to:
1) Only have one schedule for management and delay analysis.
2) If dual schedules are necessary, develop them using the same activity list and hard logic, with the production schedule using optimistic durations and the contract schedule using most likely durations.
3) Manage risks through transparent schedule documentation and risk management processes applied to the contract schedule.
Presentation Classification Of Schedule TypesChris Carson
This document discusses the need to categorize different types of scheduling used across industries in order to facilitate cross-pollination of scheduling best practices. It proposes developing a "Schedule Matrix" that maps industries and sectors to scheduling categories based on their typical use of scheduling components and determinants. This would allow schedulers to better understand scheduling approaches in other fields and identify opportunities to adopt innovative practices. The document advocates for an industry-wide study to develop a taxonomy and compile a Schedule Type Matrix that categorizes common scheduling approaches.
Dealing With A Schedule That Cannot Be Approved - AACE 2012 MeetingChris Carson
Ideally all projects would have schedules submitted and approved, but sometimes the quality of the schedule prevents approval. This presentation suggests ways to deal with this situation, as well as ways to encourage approvable schedules.
This document summarizes a presentation on innovative program delivery and claims avoidance for the North Terminal project at Miami International Airport. It describes the challenges faced by the previous management team, including cost overruns, delays, and over $160 million in claims from contractors. The airport authority replaced the management team and worked to resolve all outstanding claims over 16 months. It then assembled a new experienced management team to complete the project while avoiding additional claims through improved planning and controls.
1. Earned value management (EVM) metrics can help identify specific trades or scopes of work contributing to schedule slippage and poor performance. This allows for targeted mitigation strategies.
2. To effectively use EVM for schedule compression, the baseline schedule needs to be thoroughly coded to allow export and analysis of performance data by trade or work type.
3. Exporting schedule data to a spreadsheet enables pivot tables and charts to examine historical performance trends for each trade. This highlights which trades need additional resources or management to meet goals for schedule compression.
Use Of A Claims Triage Workshop To Choose An Analysis MethodChris Carson
AACEi Recommended Practice 29R-03, Forensic Schedule Analysis, properly notes that there are a number of factors to consider in choosing a method of analysis in a time-related dispute. The variety, number, and complexity of the reasons to choose the correct method of analysis require more than a casual approach.
This presentation demonstrates a process that we call a “Claims Triage” and use for every new dispute resolution assignment, organized and guided with a checklist and procedure.
A contemporaneous time impact analysis (TIA) evaluates the impact of potential delays on a construction project schedule. It involves updating the project schedule, inserting a fragnet of delay-causing activities, and comparing the predicted completion dates before and after the delay. Doing a TIA prospectively helps negotiate time extensions and avoid disputes. The presentation defines TIAs, explains how to prepare and analyze them properly according to industry standards, and discusses their benefits for both owners and contractors.
Balancing Flexibility and Cost Control in Construction ProjectsBrown Smith Wallace
This document provides a summary of key principles for controlling construction costs on projects. It discusses the importance of staying ahead of the cost influence curve through comprehensive planning, defining project delivery methods, and controlling schedules. It also covers implementing safeguards in contract terms, controlling costs during bidding, and administrative/financial controls. Finally, it emphasizes the importance of conducting construction audits to effectively manage costs, hold teams accountable, and avoid/recover improperly billed costs. The overall message is that owners must be educated consumers and not assume contractors have their best interests in mind.
This document proposes conducting claims analysis as part of regular schedule updates to minimize risks for contractors. It describes the typical schedule update process which risks overlooking delays and assigning full responsibility to the contractor. The proposed process includes identifying causal activities, driving issues, concurrent delays, and collaborating with subcontractors and owners to resolve delays. Benefits include issues being addressed promptly, better documentation, and fewer disputes and claims costs. Some risks are increased analysis costs and time needed during updates.
The document discusses various types of construction claims including delay claims, labor productivity claims, defects claims, force majeure claims, acceleration claims, suspension and termination claims, and differing site conditions claims. It also discusses various methods for analyzing schedule delays such as windows analysis, time impact analysis, collapsed as-built, impacted as-planned, and as-planned vs. as-built analysis.
The document discusses preconstruction coordination and project management planning. It covers establishing communication protocols, reviewing contracts and schedules, coordinating with stakeholders, and organizing job files and record keeping. The project manager takes a leadership role to plan the project, monitor progress, control costs, and coordinate all parties. An effective communication system and weekly meetings are key to project coordination.
Lecture slides4; Construction Project PlanningJB Nartey
Here is a draft WBS, Method Statement and Gantt Chart for the water pipe laying project:
WBS:
1.0 Water Pipe Laying Project
1.1 Pre-Construction
1.1.1 Purchase materials and equipment
1.1.2 Develop health and safety plan
1.2 Construction
1.2.1 Mobilization
1.2.2 Excavate trench
1.2.3 Lay pipe
1.2.4 Backfill trench
1.2.5 Test pipe
1.2.6 Demobilization
Method Statement:
1. Mobilize equipment such as excavator, compactor, welding equipment
2. Mark out trench
The document provides an outline for contract and construction management. It discusses managing the construction period through 15 activities including organization, planning, survey checks, site organization, construction methods, time control, cost control, quality control, site meetings, progress reports, claims and disputes, completion of works, and inspection of works. It also discusses managing the defects liability period through inspection of works, defects liability certificate, and final certificate. Project controls are discussed including time and cost control through critical path scheduling, float, resources, and progress reporting.
The document discusses the Integrated Baseline Review (IBR) process. It defines the IBR as a required review led by the Project Manager to validate the contractor's Performance Measurement Baseline. The objectives of the IBR are to validate the technical, schedule and cost aspects of the baseline, understand risks, and gain confidence in the contractor's ability to execute the project as planned. It describes the typical participants in an IBR team and their roles, and the information typically required for an IBR.
This document discusses the importance of schedule margin management and outlines best practices. It notes that while technical and cost margins are well-managed, schedule margins often are not. Successful schedule margin management involves: 1) defining margin separately from float to account for known risks; 2) allocating margin across a program based on risk; and 3) using margin to retire risk rather than fix poor performance. Keys include tying margin use to milestones and risk retirement, and developing contingency plans in advance to address delays. The document provides definitions and addresses common hurdles to effective schedule margin management.
The document discusses baseline scheduling basics and the critical path method (CPM) of scheduling. It covers why schedules are important, different types of schedules and scheduling methodologies. The key aspects of developing a CPM schedule are outlined, including schedule components, logic, and ensuring the schedule is feasible and has buy-in from all parties. Common areas of conflict in scheduling and developing a schedule with the appropriate level of detail and ownership of float are also addressed.
The presentation discusses project control and outlines steps to improve project control systems. It introduces basic concepts of projects, project control systems, and the current lack of effective controls. The presentation proposes formalizing processes, training, clarifying roles, and improving communication, documentation, and accountability to enhance project performance monitoring and management.
05 Project Monitoring & Cost Controlakashpadole
The presentation has prepared as per the syllabus of Mumbai University.
Go through the presentation, if you like it then share it with your friends and classmates.
Thank you :)
Mitigation Of Risks In Using Parallel SchedulesChris Carson
Some Contractors like to operate with dual schedules, a production schedule for managing the subcontractors, and a contract schedule to present to the owner. There are a number of risks in this approach, and this presentation addresses those risks.
This document discusses resolving unapproved prospective time impact analyses (TIAs). It recommends preparing contemporaneous TIAs when impacts occur, leaving fragnets inserted but not logically tied, and updating fragnets along with the schedule. This allows comparing predicted versus actual performance to identify slippage. It also stresses resource tracking to analyze acceleration claims, and maintaining TIAs as impacts are identified for prospective resolution.
FIDIC 2016 Day02-1010 Variations Under FIDIC Forms, Adrias TanAdrias TAN
This document discusses variations under FIDIC forms of contract. It begins by defining variations and distinguishing them from claims. Variations are changes to the scope or quantity of work, while claims relate to entitlements to time, cost or compensation under the contract. The document notes that variations are evaluated based on rates in the contract, while claims are evaluated based on actual costs incurred. It also discusses issues around claiming for variations without an engineer's instruction, and whether notice is required under Clause 20.1 for variation claims. The document provides examples and clarifies approaches to valuing variations and claims differently.
This document provides guidance on developing project schedules using a methodical, two-step process of schedule design followed by schedule development. It emphasizes separating the conceptual schedule design phase from the detailed schedule development phase. The schedule design phase includes planning the schedule scope, level of detail, activity coding structure, sequencing, and reporting needs. The development phase then builds the detailed schedule based on the design. It provides tips for determining an appropriate level of detail, grouping activities, and developing logic relationships between activities.
This document discusses baseline scheduling basics and provides guidance on schedule development and review standards. It recommends that schedules be developed with sufficient detail early, include all contractual requirements, and not include tricks to position for claims. If a schedule is not approved, the document advises examining legal risks and managing the project using the last submitted schedule. It also discusses early completion schedules, different types of calendars, and developing a standardized review checklist.
The document discusses FIDIC, an international organization for consulting engineers. It was founded in 1913 and now has over 60 member countries. FIDIC is best known for publishing standard contract conditions used around the world for construction projects. The document discusses the new editions of FIDIC's standard contracts, including the Red Book for construction, Yellow Book for plant design/build, and Silver Book for EPC turnkey projects. It provides details on the applicability of each book under different project delivery systems. The document also discusses improvements made in the new editions to address issues like back payments, financial arrangements, and contractor-financed projects.
120606 Contract Management Skill Checklist & Experience Grid Andrew NgMy own
The document provides a matrix summarizing Andrew Ng's contract management experience across various industries worldwide. The matrix lists 17 projects in mining and mineral processing, 15 projects in land transportation and infrastructure, and 5 projects in air, sea transportation and other public infrastructure. For each project, the matrix describes the location, value, contract type, functions performed, and other key details. The wide range of projects demonstrates Andrew Ng's extensive experience managing large contracts across multiple disciplines and countries over several decades.
The document provides details on Chris Carson's professional experience and qualifications. He has over 37 years of experience in construction management, scheduling, and dispute resolution. He is responsible for developing scheduling standards and providing training at Alpha Corporation. He also manages several industry guidelines and best practices projects and frequently presents at construction conferences.
The document discusses software project scheduling and how to respond when management demands an impossible deadline. It describes how to create a macroscopic schedule that identifies major software engineering activities, allocates estimated effort across the planned duration, and defines responsibilities, outcomes, and milestones. It also provides an example of how adding people to a team can decrease overall productivity due to increased communication paths, and an equation for calculating effort expended based on lines of code, people, and time.
McLachlan Lister provides a range of management consulting and project management services. These are offered either discretely or as an integrated service - you control the depth of our relationship:
This document provides a presentation on design and build contracts under FIDIC contracts. It discusses what FIDIC is, its origins and vision. It then discusses design and build procurement, highlighting advantages like price certainty and single point responsibility, as well as disadvantages like reduced employer control. It outlines the roles of different parties in traditional vs design and build arrangements. It also summarizes key clauses and details in FIDIC's Orange Book and Yellow Book for design and build and turnkey contracts. Sample questions and answers are provided to illustrate how situations would be addressed under the FIDIC contracts.
This document provides an outline for a course on project scheduling and controls. The 3-day course will introduce key concepts in project scheduling including activity sequencing, developing project schedules, schedule updates and change control, and earned value management. Participants will learn to create effective project schedules, implement controls, evaluate metrics and prepare reports. The course aims to prepare attendees to sit for the PMI Scheduling Professional or AACE Project Scheduling Professional certifications. It will use exercises, workshops, and a case study to demonstrate scheduling skills across different project types.
Determination of compensation due to a grant of EOT under FIDIC Conditions creates certain issues and the Society of Construction Law has set up a Protocol to overcome most of these issues with a well laid out procedure.
Session W2 - Delay Claims and Analysis Based on FIDIC Forms of ContractProject Controls Expo
The document discusses various methods for analyzing delays on construction projects, with a focus on analyzing delays according to FIDIC forms of contract. It begins by defining delay and disruption, and the purposes of extension of time clauses. It then outlines common delay analysis methodologies, including as-planned vs as-built, impacted as-planned, collapsed as-built, and time impact analysis. Finally, it summarizes FIDIC claims provisions and how they relate to extensions of time, costs, and potential claims for profit.
Effective claims management has become a sophisticated process and one that draws upon numerous areas of expertise including data analysis, accident investigation, managed care, return to work, subrogation, alternative dispute resolution, structured settlements, and Medicare compliance as well as more traditional areas of claims expertise. Technology is continually evolving allowing the risk manager improved decision-making capabilities. Strong claims management fundamentals can apply to any major line of coverage including general liability, workers’ compensation, and auto liability. This session will explore how to identify key cost drivers, ways to better integrate claims resources, how to achieve faster reporting, the use of performance standards and guarantees, and how to evaluate the quality of your current claims services.
The document outlines recommended procedures for prequalifying and selecting tenderers for construction projects. It includes steps like establishing procurement strategies, preparing prequalification documents, inviting contractors to prequalify, analyzing applications, selecting tenderers, issuing tender documents, handling queries, evaluating bids, and awarding the contract. The overall process aims to select the most suitable contractor through a competitive tendering process.
The document discusses project scheduling and control techniques, specifically critical path method (CPM). It provides an overview of key CPM concepts like critical path, critical activities, forward and backward pass to determine earliest and latest start/finish times. It includes an example of developing an activity on arrow (AOA) network diagram for a sample project and calculating the earliest start/finish times. It also discusses limitations of CPM and provides steps in CPM project planning and an overview of Gantt charts.
Construction Delay Analysis, SimplifiedMichael Pink
Learn how to perform a delay analysis in the construction industry. Capture and study your impacts to determine why a project was late. Use this proven method to ensure that you get paid for delays caused by others.
The document discusses contracting best practices for large, complex IT projects undertaken by state governments. It outlines both "not so good" practices like rushed procurement processes and sole source contracts, as well as "smart" practices and best practices. These include establishing clear deliverables and milestones, payment schedules correlated to vendor costs, dedicated contract managers, and change control processes. The presentation provides guidance for setting up contracts that balance project needs with financial compliance in complex government IT projects.
Time & Schedule, Submittals, Site visits, Testing and InspectionGalala University
Design scheduling involves estimating the time required for each phase of a project from conceptual planning through construction. The standard phases include schematic design, design development, construction documents, bidding, and construction administration. Estimating time gets more predictable as the project progresses from schematic design to construction documents. The critical path method (CPM) uses a network diagram to plan construction activities and identify their dependencies to establish a schedule. CPM identifies the critical path of longest duration and allows float for non-critical activities. Fast-tracking can shorten the schedule but requires close coordination and carries risks of oversights and errors. Submittals involve contractors providing shop drawings, product data and samples for architect review within a reasonable timeframe like 10 working days.
This document discusses key legal issues that homeowners associations should consider when undertaking major repair projects. It recommends:
1) Having a well-drafted contract that defines the scope of work, allocates risks, and outlines procedures for potential issues like change orders or delays.
2) Establishing clear communication protocols between all project parties to facilitate decision making and reduce disputes.
3) Implementing a payment control process, including use of lien releases and joint checks, to protect against mechanics liens from unpaid contractors.
Proper planning, risk allocation, communication, and payment oversight can help associations successfully complete repairs while managing legal risks.
Om lect 07 (r3-jul 11)_basics of project management_mms-bharti_siesvideoaakash15
This document discusses the basics of project management. It explains that all projects, regardless of size, have defined start and end dates. The key aspects of project management covered include linking projects to operations management, defining the project, planning, implementation, and control. Successful projects require moving through stages of defining the environment, planning, implementation, monitoring, and evaluation.
The document discusses key legal issues an association should consider for major repair projects, including:
- Defining the scope, schedule, budget, and risk allocation in the construction contract
- Establishing clear communication protocols among all project parties
- Implementing a phased approach and prioritization to spread out costs
- Planning for potential relocation needs during construction
- Establishing change order procedures to manage scope and cost changes
- Requiring proper supervision of contractor work by on-site managers
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This document discusses concepts and principles of project management. It defines project management and describes the key phases of project management - initiation, planning, execution, and closeout. It also discusses important project management techniques including developing a work breakdown structure, creating a network diagram, scheduling, budgeting, and identifying and managing risks. The document is intended as a chapter in a textbook on project analysis and evaluation.
This document provides an overview of project management. It defines a project, discusses the roles and responsibilities of a project manager, and outlines the typical phases of a construction project. The key points covered are:
1) A project is a temporary endeavor with a defined start and end, undertaken to achieve specific goals.
2) A project manager is responsible for planning, initiating, directing, organizing, communicating, and controlling a project. Their role includes budgeting, scheduling, risk management, and ensuring compliance.
3) The typical phases of a construction project are development, design, construction, and closeout. Within each phase are specific tasks like creating work breakdown structures, schedules, and obtaining necessary approvals.
This document provides an introduction to project management. It defines a project as a temporary endeavor with a start and finish date, undertaken to create a unique product or service. Project management involves planning, organizing, monitoring, and controlling all aspects of a project to meet objectives. The project life cycle consists of stages that may overlap and vary in duration. Common project types include construction, manufacturing, and management projects. The role of a project manager is to direct resources through the project life to achieve goals related to scope, cost, time, quality and satisfaction.
cdm 2015 on health care and safety conditions.
sensibly plan the work so the risks involved are managed from start to finish
have the right people for the right job at the right time
cooperate and coordinate your work with others
have the right information about the risks and how they are being managed
communicate this information effectively to those who need to know
consult and engage with workers about the risks and how they are being managed.
when preparing or modifying designs:
take account of any pre-construction information provided by the client (and principal designer, if one is involved)
eliminate foreseeable health and safety risks to anyone affected by the project (if possible)
take steps to reduce or control any risks that cannot be eliminated
provide design information to:
the principal designer (if involved), for inclusion in the pre-construction information and the health and safety file
the client and principal contractor (or the contractor for single contractor projects) to help them comply with their duties, such as ensuring a construction phase plan (PDF) is prepared
communicate, cooperate and coordinate with:
any other designers (including the principal designer) so that all designs are compatible and ensure health and safety, both during the project and beyond
all contractors (including the principal contractor), to take account of their knowledge and experience of building designs.
This was a presentation delivered by Robert Langley, partner and head of the construction and engineering team at Muckle LLP, on Tuesday 7th October. The event was organised and hosted by the APM North East branch and was entitled 'Project contracts and how they support collaborative working'. It was held at the Radisson Blu hotel in Durham.
Chapter 09 of ICT Project Management based on IOE Engineering syllabus. This chapter mainly focuses on cost and project, cost management, cost estimating and more related to cost and project. Provided by Project Management Sir of KU
The document discusses Kirklees' approach to pre-application advice, which has shifted from a free duty officer system to a paid pre-application service. The new approach involves joint working between regeneration and development management teams on major applications, with assigned officers and written responses. Feedback indicates businesses appreciate the more collaborative approach and that the pre-application service generates income while improving development management performance.
The document discusses setting up an effective contract administration system to document claims arising from changes, delays, and other issues on a construction project. It recommends identifying and ranking project risks, determining responsibility for risks, and outlining the evidence and documentation needed to prove entitlement to compensation. Effective documentation includes updated schedules, daily reports, correspondence, meeting minutes, and photos/videos. Quantifying impacts requires separating direct costs from disruption costs and analyzing effects on both changed and unchanged work.
While there are some common qualities needed for a project manager in any industry, there are also some differences depending on the specific industry or type of project.
For both construction and software companies, strong communication skills, ability to manage budgets/schedules, and leadership skills are important. However:
- In construction, safety oversight is a bigger responsibility due to worksite hazards. Technical knowledge of building materials/processes is also more important.
- In software, the PM needs to deeply understand programming languages/platforms to effectively manage developers. Technical troubleshooting abilities are more vital.
- Construction PMs deal with more external factors like weather, permitting. Software PMs have more remote workforces.
- Risk management looks different -
This document discusses different types of construction contracts. It outlines various classification schemes, including separated, management, integrated, and discretionary contracts. Specific contract types are then defined, such as lump sum, item rate, percentage rate, cost plus percentage, management, construction management, design-build, and turnkey contracts. The key responsibilities and features of each contract type are provided.
The document provides an overview of key construction documentation topics including:
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2) The components of a project manual including drawings, specifications, contract documents and addenda.
3) Requirements for documentation of activities, circumstances, meetings and correspondence throughout the project.
This document discusses key aspects of project management. It defines project management as the application of knowledge and skills to organize project resources to complete a project within defined scope, quality, time and cost constraints. It outlines important learning objectives like defining the role of the project manager and keys to successful projects such as effective planning, leadership, communication and management. It also discusses managing contractors and common pitfalls to avoid like scope creep. Overall, the document provides an overview of essential project management concepts.
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2. A Schedule-Centric View of
Contract Administration
Chris Carson, PMP, PSP, CCM
Alpha Corporation
Corporate Director of Project Controls
Dennis Sobota, P.E., CDT, LEED AP
Clark Nexsen Architecture & Engineering
Associate, Director of Construction Administration
3. A Schedule-Centric View of Contract
Administration
• Contracts
• Contract requirements
• Scheduling requirements
• Contract management
4. • Dennis Sobota
– 40+ years in claims avoidance contract administration
– Primarily Owner representative
– Several years working for Contractors
• Chris Carson
– 38+ years in construction management, focusing on project
controls
– Primarily Contractor representative
– 12 years working as consultant for Owners
5. A Schedule-Centric View of Contract
Administration
• Contract administration & construction management
– Seem simple
– Review the Contractor’s work timely and accurately
– Project is successful
• However
– Without a good understanding of time related issues
– Without administering the contract from a schedule perspective
• Projects fail
– Late completion
– Blown budgets
– Disputes resulting in costly legal resolution
6. A Schedule-Centric View of Contract
Administration
• Construction management & administration
– Unique of all types of projects
– One design, one location, one new set of stakeholders
– End user is facility management, different needs
• Construction management is different from
administration
– May be a professional CM on project
– May be administered by A/E
• May or may not have any depth of CM background
• Professionals, certified by state, for technical knowledge
– CM not generally part of the A/E certification
• State of Virginia now has CM as one of P.E. disciplines
7. A Schedule-Centric View of Contract
Administration
• Although there are more bells & whistles, CM has not
changed significantly through the years
– Some components are evolving
• Computer based project management
• LEED certification
• Increased ramifications of change management
– Many components have not changed
• Means and methods still essentially the same
• Few major changes in construction techniques
– Good news is lessons learned can be used over and over
8. A Schedule-Centric View of Contract
Administration
• Do you want to be the most important person involved
with the construction project?
• READ the contract
– Not just the technical sections
– Read the General Conditions
– Read the bid form
– Read the Division One requirements
• Because most people don’t!
– AACEi session several years ago yielded survey
• More than half project controls professionals did not even
read the scheduling specification
• How many professionals never read the contract?
9. A Schedule-Centric View of Contract
Administration
• Dennis wrote a article for the National Society of
Professional Engineers’ magazine (NSPE)
– In 93% of all claims against A/Es in 2009, non-technical issues
were present
• Schedule control
• Project team capabilities
• Construction-phase services
– A/Es often concentrate on design goals, technical sections,
coordination among design disciplines
• However, these areas are rarely the only or primary
source of disputes
10. A Schedule-Centric View of Contract
Administration
• General Conditions of the Contract
– Contains all basic contractual & admin details for project
– For Virginia construction
• 50 sections
• 50 pages long
• Still much shorter than the government’s Federal Acquisition
Regulations (FAR)
– GCs contain many potentially critical items
• Notification requirements
• Submission requirements
• Change management process
• Dispute resolution process
11. A Schedule-Centric View of Contract
Administration
• For example
– In Virginia General Conditions Section 47, Contractual Disputes
• A claim must be filed “at time of occurrence”
• “the filing of a timely notice is a prerequisite to recovery
under this Section”
• Documentation supplied with the claim is vital to negotiated
settlements
– “all claims shall be submitted with all practically available
supporting evidence and documentation”
12. A Schedule-Centric View of Contract
Administration
• How are GCs altered in the contract?
– By add Supplemental General Conditions
• Precedence among the contract documents
– Contract agreement between Owner and Contractor
– Supplemental General Conditions
– General Conditions
• Must read these sections!
13. A Schedule-Centric View of Contract
Administration
• Starts with Bid Form
– May establish cost/pricing issues
– May establish time constraints
– May dictate phasing requirements
• Next, Division One of the Specifications
– Why should contractors bother to read?
• Contains specific work restrictions at site
• Includes project management and coordination requirements
– Why should A/E be concerned?
• Contractor is relying on A/E to act as contract administration
• Contractor is relying on A/E’s understanding of project
• GCs define roles of all stakeholders
• Defines assignment of risk
14. A Schedule-Centric View of Contract
Administration
• Continues with the Scheduling Specification, Section 19
in Virginia’s standard specs, Section ~01300 in other
specs
– Schedule review is not typically an expertise found in-house at
the A/E
– Complex projects need expert help in review and claims
avoidance
• Always treat time like money
• RFIs are an example
– If handled timely
• Surveys show that relationships are improved when mistakes
are corrected, unless not done timely and accurately
• Slow response will spark delays and claims
15. A Schedule-Centric View of Contract
Administration
• First and last rule – Document, Document, Document
– If it isn’t written, it didn’t happen
– In litigation, the one with the most paper wins
• This means relevant paper
• Contemporaneous project documentation is highest of all
“proofs” required in litigation
• Primary goal should be to avoid disputes
– Produce accurate and timely meeting minutes
– Summarize points of agreement from meetings
– Ensure full and complete daily reports
– Use statistics rather than vague terms “many”, “a number”
– Use “reasonable standard of care”
16. • Think of documentation as building a case
– Even if no one is claims oriented
– No one plans to litigate, but too many projects fail
• Lessons learned from dispute resolution process
– Memories are inconsistent and misleading
– Emotions rule when contemporaneous documents are not
available
– Many claims cannot be proven due to the lack of support
documentation
– Many claims chase weak or incorrect issues, and ignore
legitimate delays or disruption
– Costs of entering into formal dispute resolution are 5 to 10 times
as much as negotiating the issues without attorneys
17. • Scheduling oriented process
– All contracts have some level of requirements for schedule
control
– First rule: manage the project from the schedule
• Require schedules as specified
• Perform technical schedule reviews
• Discuss ramifications of time at every meeting
• If the Contractor appears weak in scheduling, take extra care
• Recognize that all technical engineering components of the
project have time components
– RFIs have response needs
– Shop drawings dictate sequence of installation
– Quality control failure has time ramifications
18. Success Factors for Projects
• From “Scheduling Practice & Project Success” by Dr.
Andrew Griffith
• Study identifying characteristics of schedules that
correlated with better project performance (success)
– Integration of all project phases into a single schedule
– Application of Critical Path Method (CPM) scheduling
– Resource-loading of project schedule
– Detailed review of schedule by project team
19. Success Factors for Projects
• Integration of all project phases into a single schedule
– Includes full scope of work
– Allows for planning for interfaces between project phases (pre-
design, design, procurement, construction, post-construction)
– Limited use of constraints
– Better cost performance & less schedule slip
20. Success Factors for Projects
• Application of Critical Path Method (CPM) scheduling
– Forces team to break down project into discrete activities,
estimate durations, identify & review sequencing
– Network is permitted to calculate accurately, providing better tool
with reasonable Critical Path and float values
– Unrelated to project size
– Better cost performance & less schedule slip
21. Success Factors for Projects
• Resource-loading of project schedule
– Helps to ensure alignment between cost & schedule
– Allows evaluation of peak labor
– Focuses the team on critical resources
– Better cost performance & less schedule slip
22. Success Factors for Projects
• Detailed review of schedule by project team
– Provides a check on accuracy
– Allows functional leaders to verify that means & methods are
represented in the schedule
– Supports buy-in by project team
– Demonstrated less cost growth
23. Success Factors for Projects
• Lessons Learned
– Benchmark schedule development
– Schedule definition developed early in project when ability to
influence outcome is greatest
– Allocate resources to develop & use an integrated project
schedule
– Proper planning and scheduling are worth the investment since
they contribute to project success
24. Developing a Schedule-
Centric Culture
• Project management requires
– Planning and management skills
– Nimble response to daily occurrences on a project
– Hundreds of quick decisions
– Problem solving
• PM often evolves into a pattern of crisis project
management.
• Major step to eliminating systematic crisis
management:
– Development of a scheduling program – place the company
on a schedule-driven project management program
25. Developing a Schedule-Centric
Culture
• If a program has symptoms that include
– Late completion of projects
– Just-in-time completion of projects
– Consistent two-minute warning completions
– Budget-busting completions
• The company needs to put a schedule-driven program in
place.
• Implementing the program consists of:
– Senior Management buy-in for:
• Planning and scheduling
• Dedicated schedule development and maintenance
• Elimination of crisis management
• Good analytical software use
– A process of mandated schedule development, updating and
analysis, with consistent monitoring
26. Developing a Schedule-Centric
Culture
• Senior management
– Little recognition of the problems behind visible symptoms
– Uses management “club” to treat those symptoms, including for
project managers
• Senior management must be convinced
– Stop focusing on the project managers “failings”
– Support dedicating time to planning the projects
• Project managers have so many responsibilities that they cannot
control
– Invoicing, cost control, budgeting
– Problem resolution, client communications
– Resource management
– Communications & paperwork demands
• Scheduling will not be consistently managed
• Senior management must mandate a schedule-driven program.
27. Developing a Schedule-Centric
Culture
• Development of effective and simple reports
– Senior level management reports
• At-a-glance style for all projects
• Clear, meaningful metrics
– Project level management reports
• Predictive information
• Focus on Critical Path work
• Clear, meaningful metrics
• Training the entire PM team in scheduling philosophy, with
technical training for scheduler
• Implementation of the process, with scheduling taking a
prominent role in PM meetings
• Follow through to ensure the process is adopted
• Assessment of results
28. Developing a Schedule-Centric
Culture
• The scheduling program:
– Must be written down & explained step by step
• Every project (no matter how small):
– Develop a detailed schedule
– Project management team has buy-in to the plan by participating in
development
– Project managed by the schedule
– Schedule updated & analyzed frequently
– Schedule progress reported regularly
– Schedule prominent in meeting agenda.
• Running meetings by the schedule is the best way to
show dedicated schedule planning
• Once schedule is updated, analyzed, reported, if
slippage shown, must involve resolution.
29. Developing a Schedule-Centric
Culture
• Developing senior management reports is crucial
– Frequent updates promote use of schedule for management
– Frequency depends on project performance
30. Developing a Schedule-Centric
Culture
• Senior management should take report when they drive
by sites. This provides visual overview of progress
compared against plan.
• Project manager gets a copy of report, so he knows what
information is reported.
• Project manager level reports
– Most important report - Critical & Near-Critical Path
– PM walks the job with the report in hand
– PM verifies that Critical & Near Critical Path is being worked
– PM also verifies that other “mass volume” work is progressing
and not eroding Total Float (or Free Float)
32. Mitigation Schedule Analysis
• Triple constraints
– Time
– Cost
– Scope/quality
– Fourth constraint often added; risk
• Most programs are driven by one of the constraints
– When one constraint must be fixed, others will vary
– In this case, time was the fixed constraint
– This requires a focus on mitigation of delays
• A structured effort is essential
33. Developing a Schedule-Centric
Culture
• Scheduler should take field visit report to walk project
– Meet with superintendent or project manager
– Fill out field data sheet
• The process forces attention onto the schedule
– Triple constraints
• Time
• Cost
• Scope/quality
• Fourth constraint often added; risk
– Most programs are driven by one of the constraints
• When one constraint must be fixed, others will vary
• Schedule is the one constraint that monitors all others
34. Developing a Schedule-Centric
Culture
• Meeting agenda for schedule-centric contract admin
• Current Project Status:
– CCD
– Time extension requests
• Need to analyze
• Submitted, waiting on negotiation/approval
– Change order requests
– Outstanding issues
35. Developing a Schedule-Centric
Culture
• Meeting agenda for schedule-centric contract admin
• Owner responsibility issues
• Third party responsibility issues
• Baseline approval
– Status of buy-outs
• Update
– Approved?
– TIAs?
– Changed conditions?
– Production issues?
36. Developing a Schedule-Centric
Culture
• Meeting agenda for schedule-centric contract admin
• Short interim look-ahead schedule
– Subcontractors
• Scheduled
• Shared with other projects
• Problem subs
– Start problems
– Production problems
– Finish problems
37. Developing a Schedule-Centric
Culture
• Meeting agenda for schedule-centric contract admin
• Long lead time issues
• Submittals/Approvals
– Status of scheduled shop drawings
– Status of scheduled submittals
– Status of approvals
• RFIs
– Missing/needed RFIs/answers
– Outstanding RFIs
38. Developing a Schedule-Centric
Culture
• Meeting agenda for schedule-centric contract admin
• Change orders
– Owner
– Subcontractors
• Quality control issues
• Schedule revisions
– Missing scope of work in schedule?
– Changes to logic due to work plan changes
– Changes due to additional work
• Out of sequence work
39. Was the message clear?
• Construction management implementation changes
according to phases in the project lifecycle
• Need to understand contracts and project delivery
systems because they affect management of projects
• Success in construction projects is driven primarily by
the project controls effort
• The better and more comprehensive the project
controls system, the higher likelihood of project
success