Student Resource Guide

Project Management & Supervision

Project Management & Supervision – Student Resource
Guide
finance and accounting  ii
 Table of contents

1. Course Overview 3
1.1 Setting the foundation - Module review .................................................... 3
1.2 Goal.......................................................................................................... 3
1.3 Objectives ................................................................................................ 3

2. Guiding Principles 4
2.1 Objectives ................................................................................................ 4
2.2 Client Service ........................................................................................... 4
2.3 Guiding Principles .................................................................................... 5

3. Initiating Phase 7
3.1 Objectives ................................................................................................ 7
3.2 Preliminary Cost Estimate (Bid requirements and practices) ................... 7
3.3 List of Stakeholders .................................................................................. 8
3.4 Risk/Reward Analysis............................................................................. 10
3.5 Project Scope Statement ........................................................................ 10
3.6 Construction File .................................................................................... 12
3.7 Development Regulations ...................................................................... 13
3.8 Building Permit Required Documents..................................................... 14

4. Planning Phase 17
4.1 Objectives .............................................................................................. 17
4.2 Scope Management Plan ....................................................................... 19
4.2.1 Finalize the preliminary scope statement ............................................. 19
4.2.2 Work Breakdown Structure .................................................................. 20
4.2.3 Develop scope management plan ....................................................... 22
4.3 Schedule ................................................................................................ 23
4.4 Cost Control Plan ................................................................................... 27
4.5 Cost Control Tools ................................................................................. 29

Project Management & Supervision - Student Resource

4.6 Quality Control Plan ............................................................................... 31
4.7 Communication Plan .............................................................................. 32
4.8 Pre-construction Meetings ..................................................................... 35
4.9 Risk Management Plan .......................................................................... 36
4.10 Human Resources Plan ....................................................................... 37
4.11 Procurement Management Plan .......................................................... 39
4.11.1 Purchase Order (PO) Systems .......................................................... 39
4.11.2 Inventory Control ............................................................................... 40

5. Executing Phase 42
5.1 Objectives .............................................................................................. 42
5.2 Executing the Project Plan ..................................................................... 42
5.3 Scope Management Plan ....................................................................... 43
5.4 Scenarios ............................................................................................... 44
Guide
 6. Monitoring/Controlling Phase 52
6.1 Objectives .............................................................................................. 52
6.2 Conduct Daily Site Visits ........................................................................ 52
6.3 Update Your Daily Log ........................................................................... 53
6.4 Keep Track of Inspections ...................................................................... 53
6.5 Monitor Safety ........................................................................................ 53
6.6 Required Inspections ............................................................................. 58
6.7 OH&S - Ontario ...................................................................................... 63
6.8 Workplace Hazardous Materials Information System (WHMIS) ............. 64
6.9 Workplace Safety & Insurance Board (WSIB) ........................................ 65
6.10 Monitoring Variances ............................................................................ 65
6.11 Monitoring Risk ..................................................................................... 65
6.12 Monitoring Procurement ....................................................................... 66

7. Closing Phase 67
7 .1 Objectives............................................................................................... 67
7 .2 Substantial Completion/Performance ..................................................... 67
7.3 Pre-Occupancy Detailing ....................................................................... 69
7.4 Pre-Occupancy List ................................................................................ 70
7.5 Pre-Delivery Inspection (PDI) ................................................................. 70
7.6 Warranty ................................................................................................ 72

8. Resources 74
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Project Management & Supervision - Student Resource
Guide 1
 All rights reserved. No part of this publication may be reproduced or transmitted
in any form or by any means electronic or mechanical including photocopying,
recording or through the use of any storage and retrieval system without written
permission of Training Ontario.

The information provided in this student resource guide is solely for the user’s
information and convenience and, while thought to be accurate and functional, it
is provided without warranty of any kind. If in doubt, please refer to the current
regulations in your area. Training Ontario, its agents, employees or contractors
will not be liable to you for any damages, direct or indirect, arising out of your
use of the information contained in this student resource guide.
estimating  2
1. Course Overview
Welcome to the Project Management and Supervision presented by Training
Ontario.

This training program is designed to enhance the knowledge and requisite skills
to manage the construction of residential housing classified in Part 9 of the
Ontario Building Code.

1.1 Setting the foundation - Module review

In the “Setting the Foundation” module we looked at the traits a good PM

(Project Manager) should have. You also learned about some common project
management principles that can help you successfully manage residential home
building projects. This included a review of the project life cycle and the five
standard phases as offered by the Project Management Institute (or PMI) in the
PMBOK Guide. We also looked at the nine knowledge areas and project
constraints.

Note: The Project Management Institute is an international organisation that

develops standards and principles for the project management profession and
offers them in the Project Management Body of Knowledge (PMBOK). You may
wish to continue your project management training after this session, and PMI is
the certifying body for project managers.

1.2 Goal

The goal of this training program is to provide you with a general understanding
of project management principles that should be applied to successfully manage
residential home building projects.

Project Management & Supervision - Student Resource

1.3 Objectives

By the end of this training, you should be able to:

 Discuss considerations for the nine knowledge areas as they apply to the five
phases of the project lifecycle.

 Apply the project management tools and principles during the various phases
of residential home building projects.
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 2. Guiding Principles
Remember to establish realistic
This section will provide you with general expectations from the beginning.
information about course content. It will The client may be expecting their
discuss the fundamentals of client service. home to look like the show
home, but if they haven’t paid for
2.1 Objectives the extras, they may be
disappointed.
At the end of this module you will be able:

 Explain the importance about client relations.

 Describe customer satisfaction.
 Discuss managing client expectations with clear
communications.
 Establish realistic expectations from the beginning.
 Follow customer service-related company policies.
 List the five phases of project life-cycle.
 List the nine knowledge areas.

2.2 Client Service

It is important for you have a general understanding of customer satisfaction,

communication requirements, expectations and company policies:

Different customers have different priorities. Make sure you know your
customer’s (Are they hyper-focused on budget? Do they have scheduling
demands that have made for tight timelines? Are they most concerned with the
quality of materials and craftsmanship?).

As you learned in the online module, you can help manage expectations with
clear communications.

Follow any customer service-related company policies (e.g., following

communication plan, as discussed in the Planning section).

Key Points

 Regardless of your interaction level with the customer, it’s important to know
the basics about client relations.

 Remember to establish realistic expectations from the beginning (e.g., the

client may be expecting their home to look like the show home, but they
haven’t paid for the extras).

 Follow any customer service-related company policies (e.g., following

communication plan).
estimating  4
2.3 Guiding Principles

This course is designed around the five phases of the project lifecycle that you
reviewed online. See figure 1: Five Phases of the Project Lifecycle.

Consider the familiar constraints of a project: scope, time, cost and quality as
well as human resources, communications, risk and procurement. These will be
revisited in a more extensive discussion of the project plan components.

Also consider integration management at a higher level. Remember that

integration management is ensuring that all elements of the project that are
independent are accounted for.

Figure 1: Five Phases of the Project Lifecycle

Planning

Initiating Closing

Monitoring/ Executing
Controlling

Project Management & Supervision - Student Resource

Guide 5
 For each phase of the project, you will consider the nine knowledge areas (and
project plan components) you reviewed online (see Figure 2: Nine Knowledge
Areas).

Figure 2: Nine Knowledge Areas

Integration Scope Time

Management Management Management

Cost Quality Human Resource

Management Management Management

Communications Risk Procurement

Management Management Management
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3. Initiating Phase
3.1 Objectives

At the end of this module you will be able:

 Explain the purpose of the Initiating phase.

 Describe typical actions that should be taken during
initiation phase.
 Review construction file.
 Explain bid requirements and practices.
 Describe and compare development regulations (Zoning, permits, and
easements).

The purpose of the initiating phase is to complete the research necessary to

make an informed decision about whether to proceed with a building project.

The involvement of PM at this phase will vary, but here are some typical actions
that should be taken during initiation:

Review the preliminary cost estimate.

Create a list of stakeholders.
Perform or review a preliminary risk/reward analysis.
Develop a preliminary scope statement.
Review the entire construction file.

3.2 Preliminary Cost Estimate (Bid requirements and practices)

In most construction companies an estimator is in charge of creating cost

estimates, but you should be familiar with the cost estimating process. Small
builders or Sole Proprietors may rely on subcontractors to quote on specific

Project Management & Supervision - Student Resource

areas of the new home project. There are three common approaches to
estimating, and each can have an impact on your project:

Order-of-magnitude (ballpark).
o Quickest and easiest to perform.
o Based on a common multiplier (e.g. price per square foot).
o Not always reliable, has a +/- 35% margin of variation.
o Ballpark is better for standard homes, not reliable for customized homes.

Approximate (top-down).
o Uses historical data.
o More reliable than ballpark, +/- 15% margin of variation.
o Uses past projects that are similar in scope/type.
o More time consuming, but also more reliable and realistic.
Guide 7
 o Better for builders who repeatedly build small homes.

Definitive (bottom up).

o Most time consuming, but also the most reliable.
o Large amount of time spent reviewing plans and specifications, requesting
quotes from vendors and subject matter experts.
o PM looks at each piece of work, provides detailed quote.
o Size and scope of project determines if definitive estimate is required.
o Has a margin of variation of about 5%.

3.3 List of Stakeholders

Initiation is the time to start analyzing your stakeholders, because

communicating with stakeholders early and frequently can ensure that they fully
understand what you are doing, understand the benefits of your project, and
support you when necessary.

One way you can approach stakeholder analysis is to use an influence/interest

grid to determine how to engage the right people in the right way (see Figure).
This can help you anticipate people's reaction to your project and plan the
actions that will win their support.

Three steps of influence/interest grid:

1. Identify all stakeholders (e.g., client, land owner/developer, neighbours,

homeowner, company owner, suppliers, sub-trades, municipal
inspectors).
2. Plot them on the grid according to their interest and their influence or
power over the project. For example, the neighbours may have a keen
interest in the project, but little influence over it. You would then strive to
keep them informed.
3. Rank them accordingly. You should strive to provide those with high
influence and high interest an accordingly high level of communication.
estimating  8
Figure 3: Influence/Interest Grid

Manage
Keep Closely
Informed
Interest

Keep
Monitor Satisfied

Influence

Key points

 The Influence/Interest grid exercise may illuminate people that you need to
get in touch with right away.

 It will also come in handy in the planning phase when you create a

Project Management & Supervision - Student Resource

communication plan.

 Throughout this process please don’t work alone; consult with trades,
employer, employees and colleagues
Guide 9
 3.4 Risk/Reward Analysis

Whoever is responsible for making the go/no go decision in your organization

has likely performed a risk/reward analysis (see Table 1: Risk Reward Analysis).
This is careful consideration of all the benefits that can come from taking on the
project as well as any potential pitfalls.

You should be aware of the risks and rewards of your project, and make sure
that everyone closely involved in the project knows what they are. Perhaps
there are some risks that you are aware of that weren’t considered, such as
personal experience with a community group that opposes construction.

Keep the lines of communication open with the person in your organization that
does this analysis. You may learn more about your company’s objectives, and
you may be able to spot problems and work on solving them early on.

Table 1: Risk Reward Analysis

Risk Reward

Could something hinder success? Will this increase profitability?

Do you have the expertise required? Will it increase business?

If the project fails, will you go bankrupt? Will you be able to enter new markets?

Is this project in line with your company’s

objectives?

3.5 Project Scope Statement

To develop a scope statement, specify the limits/boundaries of the project to

keep it on track. Review this statement with the client and other stakeholders to
ensure agreement. Remember to keep it brief so that you can easily share it
with the client. The scope statement should be updated as necessary and
should refer to plans, drawings and specifications when necessary.

There could be several scenarios. For example: A builder contracted to build on

an owner’s land or a builder who owns land and is building and selling.

For an example of a project scope statement, see Figure 4: Sample Scope

Statement.
estimating  10
Figure 4: Sample Scope Statement

Scope Statement
Project Objective
To construct a high-quality, custom home within five months at cost not to
exceed $550,000

Deliverables

 A 2,232-square-foot, 2½-bath, 3-bedroom, finished home.

 A finished garage, insulated and sheet-rocked.
 Kitchen appliances to include range, oven, microwave, and dishwasher.
 High-efficiency gas furnace with programmable thermostat.

Milestones

1. Permits approved—March 5.
2. Foundation poured—March 14.
3. Dry in. Framing, sheathing, plumbing, electrical, and mechanical inspections
passed—May 25.
4. Final inspection—June 7.

Technical Requirements

1. Home must meet Ontario Building Code.

2. All windows and doors must meet NFRC/CSA ratings.
3. Exterior wall insulation must meet an “R” factor of 24 (RSI 4.23).
4. Ceiling insulation must meet an “R” value of 50 (RSI 8.81).
5. Floor insulation must meet an “R” value of 31 (RSI 5.46).

Project Management & Supervision - Student Resource

6. Garage will accommodate two large-size cars and one 20-foot Winnebago.
7. Codes issue already addressed in #1.

Limits and Exclusions

1. The home will be built to the specifications and design of the original
blueprints provided by the customer.
2. Owner is responsible for landscaping.
3. Refrigerator is not included among kitchen appliances.
4. Air conditioning is not included but rough-in is included.
5. Contractor reserves the right to contract out services.
6. Contractor is responsible for subcontracted work.
7. Site work limited to Monday through Friday, 8:00 A.M. to 6:00 P.M.
Guide 11
 3.6 Construction File
Consider the following questions when reviewing the construction file:

Purchase agreement with Are addenda and specifications reflective of each other?
addendums Is there something in the agreement you think may not
be correct?
Are the addenda clear, and are they all there?
Construction Contract Type of contract: Build and sell or build only?
Land Owner: Client, developer, builder?
Payment schedule
Building permit/stamped Are there any changes to the plans or specifications
building plans and shop required as part of the permit approval process including
drawings special requirements?

Building plans and shop Do the specifications make sense when you compare the
drawings–working set plans to the grade slip?
Will that affect other components such as the number of
stair risers or the need for hand rails?
If specifications call for added elements such as
windows, do the plans reflect this?
Building specifications Are addenda and specifications reflective of each other?
Are specifications too limited in scope? Example: using
brand names in a spec. If that brand is not available,
you could be in breach of contract
Are they too vague? Example: Rebar in the foundation.
If where or how much is not stated, there can be
misunderstandings.
Be specific without being too prescriptive.
Land developer What variables exist?
information/grade slip Does this look right?

Plot plan Are any variances you have found accounted for?

PO summary Are any variances you have found accounted for?

Change orders What is the process for change orders?

Exterior selection Have developer requirements been accounted for?

sheets/schedules

Interior selection Could any of these selections affect construction?

sheets/schedules Are there finishes that might have a major impact on the
home?
Checklist package Do you have all the checklists you need to make the job
run smoothly?
If you delegate an inspection to someone else, does your
checklist give a clear idea of what to look for?
Tarion enrolment Builder Registered
estimating  12

Home enrolled with Tarion at permit stage

3.7 Development Regulations

You should be familiar with zoning, permits, easements/rights-of-way and

restrictive covenants:

Zoning: Zoning by-laws dictate the land uses permitted in each zone of a
municipality. Make sure the project is compatible with the zoning bylaws.
Permits: You must acquire all necessary permits. There are a number of
permits that are required: Building Permit, Development Permit and Sub
trade Permits. Some jurisdictions allow building permits to be released in two
stages:

o Foundation: Construction can begin immediately up to and including the

foundation.
o Balance of permit: Acceptance for the rest of the permit will be available
by the time the builder begins framing.

Easements/Rights-of-way: Agreement that gives an individual, company or

municipality the right to use a landowner’s property in some way. You need
to keep these in mind when planning construction and looking at landscaping
plans. For example, if you plant a tree on an easement, the client will be
responsible for removing it if that right to use is enacted. A few points about
easements:

o Very common; most urban and many rural lands have easement or right-
of-way agreements.
o Usually registered on the certificate of title to the property.
o Remain with the land and are automatically transferred from one owner to
another as the land is sold.
o Remain on the title until the holder of the easement discharges their rights
from the certificate of title.
Examples:

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 Specific: Utility company will have an easement that grants them
access to a main gas line passing under your land and that allows
them to restrict uses or activities that would prevent access or
cause safety concerns. In this case you need to make sure that
access can be readily granted.
 General:
 access roads
 pathways/walkways
 utilities
 sewer/water lines
 right to park
 right of light
 right to commit a nuisance (noise, dust, etc.)
Guide 13
 Restrictive Covenants: These are items that you may be restricted from
having or that you may only use in a specified way when developing or using
a property.
Examples:
• Height of fences
• Trees
• The look of the house or architectural guidelines
• In rural property there can be restrictive covenants preventing the
use of firearms or all-terrain vehicles.

3.8 Building Permit Required Documents

Following are the requirements to obtain a building permit. The Architectural
plans, or approved drawings (may be referred to as ‘blueprints’) contain various
plans, elevations, cross sections and details that the municipality will review to
approve proposed construction and issue a permit.

3.8.1 Site Plan

Required for additions, decks, accessory buildings and some exterior work

 Property lines with dimensions and area of lot

 All new and existing structures with setbacks (distance) noted to property lines
 Overall dimensions/area of new and existing structures (to determine lot
coverage)
 Right-of-ways and easements

3.8.2 Drainage Plan

Required when work has the potential to affect bulk water runoff

 Property lines with dimensions and area of lot

 All new and existing structures with setbacks (distance) noted to property lines
 Right-of-ways and easements
 All water ways, heights, slopes and directions

3.8.3 Floor Plans

 Title and scale (min. 3/16" = 1'-0" or 1m: 50m)

 All room names/uses
 Interior and exterior dimensions including door and window sizes
 Foundation design (foundation wall thickness, footing sizes and/or pier sizes)
 Size, direction and spacing of structural members (joists, columns, beams and
estimating  14

lintels)
 Location of plumbing fixtures
 Smoke alarm locations

3.8.4 Roof Framing Plan

 If engineered roof trusses are going to be used then the truss layout and
designs are required
 Hip or girder trusses must be noted on the floor plans

* Please note: Partial roof framing plans may be required to indicate loading
conditions affecting the existing structure and new addition.

3.8.5 Elevations

 Title and scale

 Heights and dimensions of existing and new window and door openings
 Exterior finishes and materials
 Proposed height of finished floor levels above grade
 Existing house and proposed construction
 Overall height of building
 Slope/pitch of new roofs

3.8.6 Cross-Sections

 Title and scale

 Typical wall construction:

- stud size & spacing
- exterior finish material
- air barrier system
- sheathing material & thickness

Project Management & Supervision - Student Resource

- type and R-value of insulation
- vapour barrier system
- interior finish material and thickness

 Typical floor construction:

- joist size & spacing
- sub-floor material & thickness
- concrete floor strength, thickness & depth of fill beneath slab
 Typical roof construction:
- roof finish
- roof framing
- roof sheathing material & thickness
- type and R-value of insulation
Guide 15
 - vapour barrier system
- interior finish material and thickness

3.8.7 Heating, Ventilating and Air Conditioning (HVAC) Design

HVAC designs are part of the Energy Efficiency requirements outlined in the
Ontario Building Code (OBC). These must be provided by a certified individual.
estimating  16
4. Planning Phase
4.1 Objectives

At the end of this module you will be able:

 Explain the purpose of the Planning phase.

 Describe different plans that constitute a Project Plan.
 Describe the work breakdown structure.
 Create Communication Plan.
 Create a Human Resources Plan.
 Recognize the impact of making certain decisions.
 Identify potential variables in a project.
 Describe purchase order systems and guidelines, substitutions, timing,
storage and care.
 Create a workable project schedule.
 Organize pre-construction meetings.
 Explain objectives of pre-construction meeting and its key components.
 Explain key elements of quality control.

Project Management & Supervision - Student Resource

Guide 17
 The purpose of the planning phase is to answer the questions that need to be
answered before moving to the execution phase. You can do this by creating a
comprehensive project plan.

The project plan is based on PMBOK’s nine knowledge areas:

Let’s look at each section in more detail.

Key points

The purpose of this phase is to answer the questions that need to be answered
before moving to the execution phase.

Questions need to be answered at this stage?

• In what order will work tasks be done?

• What are the resource requirements (people & materials) and how are
they selected?
• What are the various roles and responsibilities?
• What is the budget and who controls it?
• Are there mechanisms in place if things go wrong?

The best way to answer these questions is to develop your project plan, which is based
around PMI’s 9 knowledge areas.
estimating  18
4.2 Scope Management Plan

The scope management plan will specify how major changes will be handled,
including how the change will be planned, priced and implemented. To develop
this portion of the project plan, you will:

o Finalize the preliminary scope statement.

o Develop the work breakdown structure.
o Develop the scope management plan.

4.2.1 Finalize the preliminary scope statement

Confirm that the preliminary scope statement reflects the current project goals
Specify:
- Products and services you offer
- Products and services you do not offer

Key points

• The preliminary scope statement accurately reflects the current project

goals.

• The scope must specify the products and services you offer and do not
offer, in the context of this project.

• Why is it important to update and finalize the scope statement?

Example: initial client meeting called for a 3,500 square foot home.
During contract negotiations, the client decided to increase the floor plan

Project Management & Supervision - Student Resource

to 4,000 square feet. This increase would require more material, which
needs to be defined in the scope statement.

• Why is it important to specify the products and services that you

offer and do not offer?

Crucial to avoid scope creep, assumptions and miscommunications.

Example: your client asks you to take care of the landscaping for a new
residential home. If you do not typically do this kind of work, you should
clearly state it in your scope statement.
Guide 19
 4.2.2 Work Breakdown Structure

The work breakdown structure (WBS) is a chart that shows all the work required
to complete a project.

To develop a WBS, you will complete the following four steps:

1. Gather necessary documents:

o Final scope statement. Remember to always
o Construction contract. check the versions of the
o Building plans. documents you are viewing
o Material or Feature Specifications lists. to ensure you are looking
at the most recent and up-
2. Meet with necessary people: to-date document.
o Project team.
o General contractor.
o Subject matter experts.

3. Create high-level structure. (Only include details required to create a

helpful project plan.)

4. Add details to the high-level structure (consider lead time and remember to
add time contingencies in case of delays).
o Add lower level details / tasks required to complete each high-level task.
o There is no hard-fast rule about how wide or how deep to make the WBS:
use your best judgment and learn from past experiences.
o Be sure to adapt the WBS to each project. The flexibility of the WBS
makes it the greatest asset to the planning process.
o Consider using a coding system as a quick reference.

The goal is to show how the work will be done, not how much it will cost, who
will do it or when it will be done.
Key points

 Meet with people who will help you develop the WBS.

 For large projects, this could include your project team, the general contractor
and subject matter experts.

 For small projects, you could wind up developing the WBS by yourself.

 To save time, you can start with a WBS that you used for another project.

 Remember to consider what you learned from past projects. Ask yourself
where you lost or made up time.
estimating  20
Figure 5: Sample Work Breakdown Structure

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2.1 Warranty
Report

Visit the Reference section of the online course to print the enlarge view of the
above sample work breakdown structure.
Guide 21
 4.2.3 Develop scope management plan

Specify how to handle major change orders

“Major change” depends on the project

Key points

 The scope management plan will specify how major changes will be handled,
including how the change will be planned, priced and implemented.
 The definition of a major change will depend on the project.
 The project plan should identify who can approve major changes and what
would be the process for completing this change.
 Your company should have a policy already in place for major changes. If
not, you should develop one for each project.

Questions

How do you define a major change?

Answer example: You are building a $100,000 home and the client asks you
for a $30,000 outdoor pool vs. upgrading the front door for an extra $300.

How do you handle major changes in your company?

Answer: Typically, major changes would be approved by senior staff.
estimating  22
4.3 Schedule

To complete the construction schedule, you will typically take the following six
steps:

1. Define tasks: Consider their complexity and involvement.

Complexity: Some tasks are simple, others are complex. Additionally, a

simple task can become much more complicated depending on the size of
the home, the quality of the soil, the elevation of the land and many other
factors.
Involvement: Directly related to complexity. The complexity of the task will
dictate how many resources are required to complete the task. If you do
most of the construction work yourself, this would mean setting aside enough
time for your employees to complete complex tasks. If you contract out the
construction work, you will need to plan and communicate accordingly with
your sub-contractor.

2. Sequence tasks: place them in the order that they will need to be completed.
Once you have a list of all the tasks that need to be completed to get to the
end of the project, you will place them in the order that they will need to be
completed.

Remember: A list of tasks that looks good on paper may not work on the job
site! Seek input from colleagues, employees and sub-contractors to find their
particular requirements or preferences for their involvement.

3. Estimate required resources for each task. If tasks are being outsourced to
sub-contractors, they will be responsible for this step. If you are completing
tasks with internal resources, you will need to ensure you have sufficient
funds, equipment and workers to complete the work. Follow the steps below:

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 From your WBS, get a list of tasks to be completed by internal resources.
Prepare a list of equipment required to complete each task. Prepare a list of
available workers, along with their availability over the course of this project.

Note: Remember to factor in statutory holidays and vacations. Be sure to also

leave a contingency, in case anyone gets sick!

 Use the task list as a guide to assign equipment and workers to each
task.

4. Estimate duration of each task: There are many different ways to develop an
estimate. Start by assigning realistic time for each task, given optimal working
conditions, and then add a contingency. You can use the critical path method
Guide 23
 (see figure 6: Example of a 50 day critical path).

 To estimate duration:
o Estimate best case and worst case scenario, then take the average
o Double the best case scenario
o Add standard safety time, in case anything arises.
o Critical path method

The critical path method is a project management tool used to identify the
longest sequence of tasks required to complete a project.

In the example (figure 6), the critical path is 50 days. The alternate path is 30
days. Tasks D and E will be completed at the same time as tasks B and C. If
something happens that would delay either task D or E (such as poor
weather conditions, permits not being provided on time or errors in
deliveries), then the critical path may change.

Important note: The critical path method does not take into account
resources. If the same employee is supposed to work on tasks B and D, then
task D would need to be moved up in the critical path (which would now be
55 days).

5. Develop the schedule:

Don’t forget to take into account the factors that could affect the project
schedule (e.g., weather, material shortages, sub-contractor delays).
If you have a fixed-date possession, you have to build your schedule around
it.
• Once you are ready to finalize the schedule, you will prepare a workable
and flexible schedule that you can then share with your project team.
• Once you are at this stage, don’t think that your work is all done!
Scheduling is an iterative process that must take into account many
different factors that could affect the project schedule, such as the
weather, material shortages, sub-contractor delays and more.
An iterative process is a process for calculating a desired result by
means of a repeated cycle of operations. An iterative process should be
convergent, i.e., it should come closer to the desired result as the number
of iterations increases.
• If your schedule was properly prepared, these factors should result in
slight adjustments only, not drastic changes.

Fixed-date possession

Build your schedule around a fixed-date possession and communicate with

the client.
estimating  24
 • If you have a fixed-date possession (the client must move in on a specific
date), you have to build your schedule around it. In this type of scenario
there is much less latitude and you will have to crunch your schedule to
make sure that construction is completed on time. In Ontario, if you build
and sell, you must meet agreed to closing dates. If you build on
someone’s land under ‘contract’, there is no closing, therefore
‘possession’ dates are important, but not critical.
• There is an Addendum in Ontario Agreements of Purchase and Sale that
allow you to change the closing date in the event of circumstances that
are beyond your control (such as weather and the availability of building
materials). Reference Tarion Builder Bulletin 46 -
http://www.tarion.com/New-Home-Builders/Policies-and-
Guidelines/Builder%20Bulletins/BB46%2007.01.2012%20(v5%20BL).pdf
Keep in mind, however, that you must be sure to communicate any delays
with the client so that they can make arrangements and plan a later move-
in date.

6. Manage the schedule:

The first schedule you develop will serve as the baseline for this project.
Keep this baseline copy and update it with any changes that occur. Make
special note of any critical scheduling tasks or stages.
• Examples:
• Flooding causes delay in shipment of materials.
• Sub-contractor declares bankruptcy.
• Employee fails a drug test.
• Rain lasting for weeks.
• Hit water table or underground spring when digging for the
footing or septic tank.

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Critical Scheduling Tasks or Stages are those that will hold up the project if they
are not completed on time. These items MUST be completed in order for the
project to move forward.

Figure 6: Example of 50-day critical path Guide 25

estimating  26
4.4 Cost Control Plan

Your cost control plan should include strategies to check for discrepancies, plan
for contingencies and meet budgetary timelines. You should use your cost
control plan as a control tool throughout your project. Do not simply update it
after suppliers and subcontractors are paid!

Budget Plan should include:

• Controlling costs
• Discrepancies check
• Contingency fund
• Timeline

Key points

• Responsibility for developing budgets will vary from company to company,

but the important thing to remember is that keeping construction costs low
means higher profit margins. If you can effectively manage construction
costs, you will be more successful than those who can’t.

• Your project plan should contain the budget and a plan for controlling costs.

• The preliminary cost estimates developed during the initiation phase now
have to become detailed cost estimates and amalgamated into one master
budget document to provide a total cost baseline.

• Compare this number with the preliminary cost estimate. If there are huge
discrepancies, communicate with appropriate stakeholders.

• Make sure there is a contingency fund for unforeseen expenses.

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• Determine/review when funds will need to be accessed (budget timeline).
Make sure the bank’s payment schedule aligns with the needs of the project.

• Cost control plan should be used as a control tool throughout your project. Do
not simply update it after suppliers and subcontractors are paid! Guide 27
 Multifamily projects:

- Quantity surveyors

Key points

• Remember that you are dealing with mortgage draws so that you can make
payroll, pay sub-trades, etc. You have to meet timeline targets to get things
done so that cash continues to flow.

If you work on multifamily projects you may need to work with quantity
surveyors. Quantity surveyors are experts at assessing the value of a project
that is not fully completed.

These professionals are used by the bank for mortgage draws; they assign a
value for the stage of the project’s development (value of work in place).
They report to the banks on a monthly basis and the contractor is paid out
accordingly.
estimating  28
4.5 Cost Control Tools

Variance and earned-value analyses are two cost control tools that can help you
keep your budget on track. Here are some more details:

Variance analysis: Compare actual results with planned results in a

spreadsheet or a graph. List the tasks, the budgeted costs, the actual
amount and use either a percentage or a dollar amount to show the variance.
They can be easy to create with project management software.
(see figure 7: Variance Analysis).
• It is likely that material costs will change and that the client will request
changes.
• You must determine how these changes in cost will be handled and how
costs will be tracked.
Remember: The total cost baseline represents the expected and planned
costs and should not be updated every time there is a change. The baseline
can be used for comparison with the actual costs at the end of the project to
measure success and plan for improvements.

Figure 7: Variance Analysis

Task Budgeted Actual Amount Variance

Amount

Foundation $4500 $4200 $300 or -6.67%

Rough-ins $9000 $9000 $0 or 0%

Drywall $4500 $6000 $1500 or 33%

Project Management & Supervision - Student Resource

Earned value analysis: Integrates cost, schedule and scope and can be
used to forecast future performance and project completion dates. It uses
mathematical ratios and formulas. It enables managers to identify and
control problems before they become unmanageable. (See Figure 8:
Earned Value Analysis). Guide 29
 Figure 8: Earned Value Analysis
estimating  30
4.6 Quality Control Plan

You have to put a plan in place to make sure that the project meets the
standards set out in the plans and specifications, show home and workmanship
material guide. Here are two strategies to plan for quality control:

Training: Make sure your staff is trained, including subcontractors and

material suppliers. You can use informal inspections and critique sessions as
teaching aids.
Inspections: Conduct daily inspections using inspection checklists. Record
any findings in a daily log. Make sure to pay attention to things that have
been problems in the past, are difficult to repair or replace if they are covered
up, or are particularly important to quality in the eyes of the home buyer.
Key points

• Quality is represented in the plans and specifications.

• A show home is a sample of the builder’s standard of quality. It shows the

client how the building will be built and to what standard. Going through the
show home with the customer and discussing any variances can help you
manage expectations down the road.

• The Workmanship Material Guide lists industry standards and can be

referred to when there is a gap with the above. (Keep in mind that the guide
lists the standards of acceptable work. If your company boasts “exceptional”
or “very high” quality work, then you should be striving to exceed these
standards.)

• There is a common misconception in the industry that the warranty works the
same as insurance: if things go wrong you’re covered. The fact is warranty
providers can recover repair costs from builders if deemed appropriate. You

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must be aware of your obligations so that you meet the requirements of the
warranty.

• Find out the documents required by your warranty provider. Ask what the
processes and expectations are for filling out documents.

• Make sure you are aware of what dispute-resolution processes are available
through your warranty provider.

• Ask what quality-control mechanisms or inspections are required by the

warranty provider.

• Two ways to ensure quality: training and inspections. You should plan for
both.
Guide 31
 4.7 Communication Plan

You should create a communication plan that contains the following information:
 Who needs the information?
 What information is needed?
 Who is responsible for sending information?
 How should information be sent?

Consider creating a communication matrix to help you keep track of all the
people involved with your project (see Figure 9: Sample Communication Matrix).

A communication matrix is a good way to keep track of how information

should be sent. It lays out who you want to contact, and how you should
contact them. This tool can be easily created in Microsoft Excel or Word, or
you can use a smart phone contact list or email program to add details to
your contact list.

Figure 9: Sample Communication Matrix

Name Role Cell Office Email Comments

Jones, Architect 480- 480- [email protected] Prefers text

Danielle 888- 995- messages
9995 1248

Parker, Framer 480- 480- [email protected] Only checks

Henry 235- 555- om email once a
7521 8989 week

• The communication plan is a comprehensive plan that lays out how

employees, subcontractors, material suppliers, clients and others receive
information. The details of the communications for the project cannot exist
only in your head. There must be a written record in case you stop working
on the project or if there are any legal disputes.

• Make sure that you have tailgate meetings with everyone on site (and make
sure there is a major focus on health and safety).

• The plan should answer the following four questions:

estimating  32
1. Who needs the information?
• Determine who’s on a need-to-know basis using the interest/influence
grid seen earlier.
• Include people who are directly or indirectly invested in the project
(expand on list of stakeholders developed during initiation).
• Consider who else could be affected by the project (e.g., neighbours,
nearby businesses). Make sure to consult with colleagues to help
identify all stakeholders.

2. What information is needed?

• Examples of stakeholders and the communications that should be sent
to them:
• Framing Subcontractor:
• Request for bid
• Copy of construction blueprints and specifications
• Approval of bid
• Work schedule
• Inspection reports
• Building inspector:
• Application for building permit
• Copy of plans and specifications
• Requests for property inspections and re-inspections
• Neighbour:
• Contact information and introduction
• “Notify us of any concerns you might have, and please let us know if
you see any unusual or suspicious activity”
• Notification of construction that might affect them (e.g., demolition of
old construction or parking issues)
• Noise issues
• Touch base monthly
• Notification of work outside regular business hours

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3. Who is responsible for sending information?
• Determine who should send out what information.
• That person should have strong communication skills and be
knowledgeable about the project.
• Make sure the person in charge knows all the details about the project
– don’t assume they will figure it out

4. How should information be sent?

• Many different ways to send information. Each has advantages and
disadvantages.
• Most common: Email
• Pros: Cheap, quick, leaves a paper trail.
• Cons: May not get immediate response.
Guide 33
 • “Snail mail”
o Pros: Best way to give legal notice that can be documented,
i.e., invoices.
o Cons: Much slower response time.
• Cell phone
o Pros: Good for instant feedback.
o Cons: Conversations don’t leave a paper trail.
• Fax
o Pros: Faster than snail mail, have a paper copy.
o Cons: Not industry standard, not often used.
• Private message boards
o Pros: Good for general announcements, can make multiple
message boards for different groups of stakeholders. Can
upload documents.
o Cons: Dependent on level of Internet access available to group.
• Text messages
o Pros: Good to send quick messages.
o Cons: Unreliable paper trail, short messages can lead to
misunderstanding.
• Social networking (Twitter, Facebook, etc.):
o Pros: Cutting edge, can be used to market project.
o Cons: Short messages can lead to misunderstandings, not
everyone is familiar with how to use them.
• Blogs:
o Pros: Can be used to catalogue project events and promote
company.
o Cons: Not industry standard, not often used.`
estimating  34
4.8 Pre-construction Meetings

- Pre-construction meetings are not mandatory but most builders that have
implemented their use cannot imagine not using them. These meetings
are sometimes referred to as tailgate meetings.
- A pre-construction meeting is used to clearly define the scope of work to
be completed and the people responsible for each portion.
- Some projects are done with only one meeting at the start of the project
while others have meetings at the beginning of each stage, each week, or
even each day where necessary. (ie. On volunteer based projects like
Habitat for Humanity)
- Depending on the frequency of the on-site meetings they may include
some or all of the following information:
o Introduction and circulation of required contact information
o Distribution of up to date plans
o Distribution of up to date specifications
o Distribution of approved change orders
o Timelines or updates to timelines
o Introduction of trades that will need to work in concert with one
another
o Distribution of information on safety issues, insurance issues and
MSD sheets as required
- At times it may be necessary to have more than one meeting in order to
separate topics to specific trades, etc.
- Before setting up an onsite meeting consider the following:
o What information do I need to get across NOW
o Who do I need to be at this meeting
o Do I have contact information for each of these workers
o What is the best way to get the message across
o Do I have answers to the questions that will arise due to the
information being circulated
- Those that you identify to be at the meeting may not be able to make it so

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it will then be necessary to connect with them soon after to bring them up
to speed and give them any information they may have missed by not
being at the meeting.
- Because of this it is a good idea to have an information package put
together containing all the pertinent information for each individual you
invite to the meeting.
Guide 35
 4.9 Risk Management Plan

To develop a risk management plan, you have to analyze risks and plan
responses.

Analyze Risk

The following process can help you with risk analysis:

Assign probability: Once you have a list of the risks that could happen, it’s
important to determine how likely they are to occur. Determine if it’s low,
medium or high. Drill this down to an approximate percentage (0-100%).
Estimate impact: Determine the effect that the event would have on the
project. Consider time and money. Add a cost and/or time estimate for each
risk.
Quantify effects: Multiply the probability percentage by the cost or time
impact to come up with the quantified effect.
Prioritize: Rank your list of risks giving those with the highest probability and
impact priority.

Plan Responses

There are four possible responses to risks:

 Avoidance: The risk is reduced to zero.

 Transference: The risk is still there, but you limit its consequences
such as by purchasing insurance. You move the consequences if any
happen, somewhere else.
 Mitigation: Reduce the effects of the consequence. For example, be
prepared for shortages by buying supplies in bulk.
 Acceptance: Decide that there is risk, and do nothing. If the risk
happens, you will deal with it then. This is not ignoring the risk!

Once you have analyzed the risks and planned responses, you should develop a
plan to make sure that you recognize risks when they occur and to recognize
new ones as they come up. Risks have a specific lifespan and should be
monitored at the point when they are likely to occur. Working with your list of
prioritized risks, the project schedule and the WBS, identify at what stage risk
events are likely to occur and identify strategies to monitor the risks. Write these
into your schedule to keep you on track.
estimating  36
4.10 Human Resources Plan

Create a human resources plan that contains the following information:

 List who makes up the project team.

 Determine training requirements.
 Indicate how/when training will take place.
 List health and safety considerations.

Key points

• While developing the schedule, you determined the resources required for
each task. If you have a role in staffing, this can guide your staffing
requirements.

• Create a list of all project team members. Include in-house and

subcontracted staff.

• You may need to provide information to the HR people in your organization

to support accounts payable, payroll, scheduling, etc. make sure you have
the information necessary.

• If there is specific training that your team requires, lay out how and when
this training will occur. Remember that training can improve quality.

• Keep in mind the health and safety and other labour-related legislation in
your area. Depending on where you are, you may be required to develop a
health and safety plan. Next we will discuss the health and safety plan in
more detail.

• Tailgate meetings are a great time to discuss health and safety hazards.
Make sure to work it in to every meeting. This will be discussed more in the

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monitoring/controlling section.

Guide 37
 Health and Safety Plan

If you find yourself in the role of prime contractor on the work site, remember that
you are responsible to ensure that contractors, employers and employees at the
work site comply with the Occupational Health and Safety Act and regulations.
The Act requires the prime contractor to put in place an action plan to make sure
those working on the job site are in compliance and to set up mechanisms for
monitoring health and safety. An effective health and safety plan is one way of
meeting this requirement.

The health and safety plan includes documents that describe health and safety
policies and procedures. It may include the following information:

 Committees (the prime contractor must establish a workplace safety

and health committee at a construction site if there are 20 or more
workers and if the project is expected to take more than 90 days to
complete).
 Education and training.
 Communication.
 Safe work practices and procedures.
 Workplace inspections.
 Accident/incident investigations.
 Emergency preparedness.
 Disability management.
 Hazard recognition, evaluation, and control.
estimating  38
4.11 Procurement Management Plan

Procurement management includes purchase management, subcontractor

management and contract management. You should be familiar with purchase
order systems and inventory control tools. A sample Independent Contractor
Agreement can be downloaded for free at https://www.marsdd.com/mars-
library/independent-contractor-agreement-sample-template/

4.11.1 Purchase Order (PO) Systems

Purchase order systems track purchases, prevent double ordering of materials

and prevent incorrect payment.

Some site managers use software to keep track of purchase orders and some
use physical PO books (Note: there are over 150 POs required for the
construction of a basic home). Choose what system works best for you.

When the invoice doesn’t match the PO within a specified variance amount, the
invoice is returned to the supplier for them to investigate.

Key points

• Purchase order systems are mechanisms that you put in place to control
costs and inventory.

• Can be done electronically with computer programs or with physical PO

books (Note: there are over 150 POs required for the construction of a basic
home).

• Can reduce cost overruns: P.O.s are issued based upon the supplier’s
quotes to the builder. The builder may also get additional pricing and quotes
if required. These are then added to the job budget.

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• PO system reduces tracking down extras, overruns and wrongly-calculated
invoices.

• When the invoice doesn’t match the PO within a specified variance amount,
the invoice is returned to the supplier for them to investigate.

At times extra work on site is required due to various reasons. To account for
these, you can use a “variance PO”.

The variance PO allows more flexibility because it enables you to order the
material necessary to complete the job on time, without the need to re-issue
new POs from the office.
Guide 39
 4.11.2 Inventory Control

An important part of your job is to protect raw materials and completed work.
This includes doing all you can to prevent vandalism and theft. Theft of
materials is among the top causes of losses for builders.

• Do you have any experience with materials being stolen or vandalized?

• Examples (examples from

http://www.encon.ca/english/resources/losscontrolinformation/Documents/CIP/CI
P7E.pdf):

• Recently, the price of copper hit a five-year high. As a result, builders and
property managers noticed an increase in thieves stealing copper wiring from
buildings and selling it to scrap metal recyclers. This type of theft creates a
double-hit, as the builder is then responsible for replacing the wiring and for
repairing the damage caused when it was ripped out of the walls.

• Theft from construction sites is not just about the materials stolen. Thieves can
cause damage to the building during the theft, as well as project delays from lost
materials. For example:

• Thieves recently made off with copper piping cut from heat pumps on
the top floor of a new condo. As a result, the building was flooded,
causing damage in excess of $165,000 and delaying the project seven
months.

• During the installation of an air conditioning unit, thieves broke in and

made off with copper piping and branch circuit wiring. The cost to
remove and replace the wiring, along with other damages, came up to
$35,000.

• A recent construction site robbery resulted in the theft of bulk copper,

as well as various tools and equipment. The damage was estimated at
$37,000, which doesn’t even include the missing tools and equipment!

• These thefts cause damage far beyond the actual materials that have been
stolen. Repeated claims can result in increased insurance costs, and even in
denied claims. Companies can also incur higher deductibles and removal of
certain costs from claims (as some policies do not cover stolen tools).

• Protect yourself against theft by installing adequate fencing, scheduling delivery

of construction materials as needed instead of stockpiling on site, and installing a
video surveillance system. You should also regularly discuss loss and theft
prevention at meetings, as well as implement a loss prevention program.

• Consider implementing a remediation strategy for reusing damaged materials.

A successful remediation strategy can help to minimize the financial impact of
estimating  40
damage caused by theft, as well as reducing the amount of your insurance
claim.

Key points

• Inventory Control: Protect raw materials and completed work including the
prevention of vandalism and theft

• Materials can go missing from time to time because of human error, but
they can often disappear because of theft.

• Theft of materials is among the top causes of losses for builders

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Guide 41
 5. Executing Phase
All of the work you did in the planning phase really pays off in the execution
phase. Your main job in this phase is to follow the project plan and manage the
day-to-day activities on site.

5.1 Objectives

At the end of this module you will be able:

 Identify how scope changes affect project plans.

 Select appropriate communication styles.

5.2 Executing the Project Plan

Your job during this phase is to be a detective; looking for the various effects one
issue can have on each component of the project (integration management).

• The project plan execution phase ensures that:

• You carry project activities out efficiently.

• You collect and use measurements against plans and specifications.

• You avoid conflicting practices and methods between project teams.

• You follow plans developed in the planning phase instead of reworking

them in the execution phase.

There is a lot to manage, and that’s why it’s important to keep organized.
Remember the idea of integration management: you have to consider how a
project will be impacted by many angles.

Your job during this phase is to be a detective, looking for the various effects one
issue can have on each component of the project (integration management).
Let’s look at a few general examples to test your investigative skills.
estimating  42
Execution consists of:

- Executing project plan Executing the WBS

5.3 Scope Management Plan

Executing the scope management plan means ensuring that the work that was
agreed upon is being completed. This differs from Quality Control: "Scope
verification is primarily concerned with the acceptance of work results while
quality control is primarily concerned with the correctness of work results."
(PMBOK)

To execute the scope management plan, conduct your inspections and review
the work as it is being completed.

Project Management & Supervision - Student Resource

Remember that any deviation from the scope needs to be accounted for in the
contract. Don’t let personal feelings affect what you’re willing to do (or not do) for
the project.

For example, if there has been a delay and the customer is upset, don’t promise
them something to make up for it without careful consideration of all project
components.

The mechanism for completing this step is the appropriate inspection.

Guide 43
 It is crucial to keep your schedule up to date. Remember to keep a copy of the
original schedule to serve as your project baseline. When delays occur, consider
the impact that will have on the rest of the project.

5.4 Scenarios

25% of your windows were damaged in shipment due to shifting resulting in a

combination of scratched, dented and cracked frames.

The supplier can get the windows repaired on site, but it will take approximately
a week for the work to be done.

What do you need to consider?

• What do you need to consider?

• Communication:
• Must communicate schedule change with other trades; brainstorm
solutions
• Quality:
• Materials in the home can be damaged by moisture
• Schedule:
• Can’t proceed with cladding until windows are installed
• Delay with siders, must communicate with them
• May also affect interior: drywall, insulation
• If insulation is scheduled, it cannot be done until house is closed
up. Could provide a temporary moisture barrier, but there’s a risk of
moisture causing mould and other problems.
estimating  44
Local drywall has become scarce and demand is high, resulting in higher prices.
Now you have to consider using imported material or delaying construction until
drywall becomes available.

What do you need to consider?

• Waiting for drywall to become available will affect your schedule.

• Using imported drywall may pose immediate quality issues as the
standards for fabrication might be lower and may cause problems
such as mould.
• You must look at long-term quality as well. If it all has to be redone
down the road, that will drastically affect costs.
• You will have to communicate with client and affected trades to let
them know about any material changes or adjustments in

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schedule.

Guide 45
 A job you’re working on has allowed for a sweat equity arrangement with the
client.

The client will be responsible for laying carpet in the home.

What do you need to consider?

• Sweat equity is when customers are given credit for work they do in their
home. It provides the customer with the benefit of having to come up with less
money to purchase the home or with a smaller down payment. It also makes it
possible for them to add items to their home which they might not have
otherwise been able to afford.
• The downside to sweat equity is that quality is affected by having untrained
people do part of the work. Customers working in their homes affect the
construction schedule because they are often only available to do the work on off
hours, and they take longer than the trades. If they are not available on the
exact date and time the trade would be able to do the work, the home will not
only take longer to finish, it will affect the flow of planning, not only for their
house but for others as well.
• Construction insurance does not cover work done by the client.
• It is difficult to recover any damage to previous trades work. For example, if a
customer who is installing his own hardwood damages the drywall, the drywall
company will charge the builder for those repairs. Clients rarely take
responsibility for damage and they don’t want to pay for it. This kind of scenario
can have a negative affect your relationship with the client.

You finish a feature and the client expresses disappointment because it’s not
what he expected.
estimating  46
What do you do?

• This example highlights the responsibility of the site manager to set

expectations early. If the client has opted for a feature that is not the same
(usually less expensive) than what is in the show home, they may be
disappointed with what they get.
• Status reviews are a good way to keep things in check. Have the client review
and discuss the work at important milestones. This provides an opportunity to
discuss important issues and make decisions on the project with the client’s
wishes in mind.
• You may also want to involve project team members, other project
stakeholders, and senior management depending on the issues being
discussed.

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• Benefits of status reviews:
• Allow all parties to acknowledge and approve milestones and
accomplishments.
• With these meetings, parties must agree on the outcome (e.g. approval, dis-
approval, contingent approval) of the review and any action items as a result
of the review
Guide 47
 Weather reports are predicting a hailstorm, and you don’t have a risk
management plan for that type of extreme weather event.

What do you need to consider?

• This weather may affect schedule as outdoor work cannot be completed in a

hailstorm
• Damage can occur (such as pitting on a copper roof)
• Your insurance will likely cover this but claims can take a long time. If this
occurs late in the project, the possession date could be affected.

Your railing supplier is upset because the cabinet supplier keeps going up and
down the stairs, causing disruptions, delays and safety issues.

What do you need to consider?

estimating  48
• Scheduling issue: When you are planning your schedule, you have to
consider the proximity of one trade to another and how this will affect
productivity. If two trades need to work in the same place at the same time,
issues can arise.
• This particular example can also pose health and safety issues: working are
climbing stairs without railings and carrying heavy materials.
• Solution: Broaden your schedule so that the trades are working at different
time, but consider the impacts that will have on cost (e.g., will you have to pay
a premium to have one supplier work on the weekend?).

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Guide 49
 You receive the countertop panels for the kitchen, but they do not meet
specifications: the corners are squared off, not rounded. The supplier says they
can correct the order, but it will take three weeks.

What do you need to consider?

• First and foremost, you have to communicate, both with the supplier and the
client. Having a discussion with the client may being unexpected solutions
(perhaps the client will be happy with the countertops)
• If you are nearing possession and a three-week delay is out of the question,
you may consider installing the countertops as is, and replacing them down
the line
• Scope management: ensure that the work that was agreed upon is being
completed to the expected standard.
• Time management: When delays occur, consider the impact that will have on
the rest of the project.
• Cost control: You can help manage the costs of a construction project by
making sure that change orders are accurate.
• Quality control: Consider how changes in materials can affect the quality of
work.
• Communication management: Tailgate meetings will help keep the lines of
communication with the trades open. Make sure there is a strong focus on
health and safety during these meetings.
• Risk management: Make sure to update your risk management plan as new
risks arise. You won’t always know what risks exist until you are in the middle
of construction.
• Human resource management: It can be difficult to deal with different
personalities on a job site. Keep notes about issues that come up. You may
be able to learn from them and avoid HR issues in the future.
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• Procurement management: Procurement management ties in with
communication in a major way. Make sure there is clarity when you are
communicating with the person in charge of procurement so you don’t end up
with the wrong people/materials/equipment down the line.

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Guide 51
 6. Monitoring/Controlling Phase
6.1 Objectives

At the end of this module you will be able to:

 Plan labour acquisitions: Purchase order

systems and guidelines, substitutions, timing,
storage and care.
 Describe different types of inspections
 Apply inspection Guidelines.

The purpose of the monitoring and controlling phase is twofold:

• Ensure the plan is being followed

• Integrated change control

Integrated change control is a vast topic, but basically it means that you have
planned a way to manage the changes that occur during a project. It means that
you evaluate suggested changes using tools to evaluate whether the change
should be approved or rejected.

Your project plan is a great tool to monitor changes.

In the monitoring/controlling phase, you need to monitor whether the project

objectives are being met, and you need to get this information on a timely basis.
Only knowing little details, like how much budget has been spent on a specific
material doesn't give you the information you need as a project manager.

You need to know what’s going on with your project as early as possible so you
can address the problem and take corrective action. All the planning you have
done should ensure that you are prepared to meet the demands of most
situations.

6.2 Conduct Daily Site Visits

You should visit each site every day. While you’re there, you should do the
following:

• Make sure everyone understands the work they are doing and the expected
amount of time it should take.
• Tell them to let you know as soon as possible if they think they will be late.
• Spend enough time at each site to get a good idea of what is happening.
• Check to see all trades and supplier commitments are being kept.
• Take photos as they can save you in the event of a dispute! You can also
estimating  52

share them with the client to show project progress.

6.3 Update Your Daily Log

The best way to make sure that your records are organized and easy to consult
is through the use of a daily log. The log is a historic record of the daily events
that take place on the job site. Not only can this information protect you legally,
it can also help you to continuously improve by offering insight into why
particularly good or bad results were obtained.

Here’s a recap of the information that should be included in your daily log:

Job address and date.

Weather conditions.
Names of subcontractors and number of workers on site.
Description of the work in progress.
Work activities that were started or completed that day.
Upcoming items.
Problems and general comments.
Emails.
Phone calls – incoming and outgoing.
Other conversations detailing pertinent information.

If you ever need to use your daily log as evidence in a legal case, you can
improve its credibility by keeping it in the form of a bound book. The best format
is a blank-page notebook on which the site manager enters the date at the head
of each entry rather than having the pages predated. There should be no space
left between the end of the entry for one day and the beginning of the entry for
the next day, and all the pages of the book should be entered consecutively.

6.4 Keep Track of Inspections

Keep track of what inspections need to take place and add them to your
schedule.

Project Management & Supervision - Student Resource

6.5 Monitor Safety

A construction site is always changing and is full of hazards. You are required
by law to maintain a safe workplace (Occupational Health and Safety Act,
Regulation and Code). The Canada Labour Code states that employees have
the right to refuse work that they deem to be unsafe. For more information on
health and safety legislation, visit the Infrastructure Health & Safety Association’s
website [http://www.ihsa.ca/resources/health_safety_manual.aspx] and
download a copy of individual Construction Health and Safety Manual chapters.
Guide 53
  Promote a culture of health and safety

 Develop Safe Work Practices for any hazardous work, such as:

 Excavating and trenching

 Working in confined spaces, at heights or alone

 Working with power tools

 Conducting hot work

 Conduct a hazard assessment at the beginning of every work day

The following Hazard Recognition Form can be used while conducting a hazard
assessment.
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 Hazard Recognition Form

Site Address: Date: Time:

Temperature: Wind: Slippery conditions? Y N

Trade/Staff On-site (sign on back of sheet)

PM/Tech Completing Form:

Status Legend:

1 2 3 4 N/A

Imminent Danger Moderate Risk Low Risk No Risk Not Applicable

(deal with
immediately or stop
work)

Exterior Conditions Status

Access 1 2 3 4 N/A

8. Site conditions (tripping hazards, excavation) 1 2 3 4 N/A

9. Working at heights 1 2 3 4 N/A

10. PPE (gloves, goggles, hard hat) 1 2 3 4 N/A

Project Management & Supervision - Student Resource

11. Other 1 2 3 4 N/A

Interior Conditions Status

Cleanliness, furniture, clutter 1 2 3 4 N/A

12. Working at heights 1 2 3 4 N/A

13. PPE (gloves, mask, goggles, ear protection, hard hat) 1 2 3 4 N/A

14. Animal risks (dogs, cats, allergens) 1 2 3 4 N/A

Guide 55
 15. Hazardous material (solvents, cleaners) 1 2 3 4 N/A

16. Electrical hazards (power tools, power cords) 1 2 3 4 N/A

Trade Safe Work Practices, Procedures, OH&S Regulations Reviewed?

Hazard Assessment Y N N/A

17. Safe Work Practices and Procedures Y N N/A

18. MSDS / WHMIS Y N N/A

19. Working Alone Y N N/A

20. Confined Space Y N N/A

21. Hot Work Y N N/A

22. Emergency Procedure / First Aid Y N N/A

Hazards Identified:

Corrective Actions Required:

To be corrected by: Reviewed by:

(print)

Signature: Date:
estimating  56
 Print Name
Trade/Staff On-site:

Signature

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Guide 57
 6.6 Required Inspections

There are numerous inspections required throughout the project process. Below
is a list of normal inspections and when you should request them.

NOTE: Not all inspections are required in all areas. As the project manager
it is your responsibility to confirm which inspections are required and
when. Remember that each municipality may be different.

Building Inspections

Type of Inspection When to Call for Inspection

Footings at completion of formwork, before pouring concrete

In some cases this inspection is done after pouring concrete

and removal of forms.

Foundations* at completion (forms and ties removed and damp-proofing

applied)

Structural framing* at completion including rough-in of plumbing, electrical and

HVAC

Fire separations at completion of wall, floor and shaft separations and fire

stopping, before installing interior finishes

Insulation and vapour barrier at completion of insulation & vapour barrier and before

installing drywall
Often call a pre-drywall inspection

Fireplaces, gas appliances, and at commencement of installation

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chimneys

Occupancy consult your inspector

Life safety systems at completion of standpipe, sprinkler, fire alarm and

emergency lighting systems

Final interior inspection at completion of interior construction

Final exterior inspection at completion of exterior construction

NOTE: Rough-ins before framing inspection

During the rough-in stage structural members are often drilled, notched and cut.
If changes are required additional drilling or cutting of structural members may
be required.
It is important to be aware of the specifications regarding when and where
structural members are permitted to be drilled, notched or cut.
It is never okay to drill, notch or cut a roof truss member without prior and
specific documented instructions from a qualified engineer.

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Guide 59
 Plumbing Inspections

Type of Inspection When to Call for Inspection

Outside storm & sanitary sewers at completion, before back filling and

ready for testing

Water service at completion, before back filling and

ready for testing

Inside storm & sanitary sewers at completion, could be partial, ready for

testing (before covering with gravel)

Rough-in, water supply, drains, waste & at completion and ready for testing

vents

Occupancy at completion of installation of all

required fixtures

Final inspection at completion of installation of fixtures

*In most cases the plumber will call for these inspections but it is important that you do not proceed until
these inspections have been completed and passed.
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Electrical Inspections

Type of Inspection When to Call for Inspection

Underground Wiring at completion, before back filling and

ready for testing (if present)

Service inspection of wiring to the At completion, before being covered

meter, the main disconnect means (for (may be done at the same time as

example fuses or breakers) and rough in inspection)

inspection of grounding to service

Rough in Inspection (all electrical wiring at completion, could be partial, ready for

prior to the installation of insulation and testing

drywall

Final (to ensure there is no open wiring) at completion of installation of fixtures

and ready for testing (prior to

occupancy)

Project Management & Supervision - Student Resource

*In most cases the electrician will call for these inspections but it is important that you do not proceed until
these inspections have been completed and passed.

Guide 61
 HVAC Inspections

Type of Inspection When to Call for Inspection

Rough-in HVAC**/air extraction at completion of rough-in, before

installation of insulation

Rough-in kitchen exhaust system (non- at completion of rough-in before

residential) operation of system

Occupancy mechanical systems ready for testing

Final inspection completion of all mechanical systems

*Construction may be done in phases. Such projects may require additional inspections.

**Heating, Ventilation and Air Conditioning

*NOTE: Tarion has a mandatory Pre-Delivery Inspection (PDI) requirement. See

Builder Bulletin 42 – Customer Service Standard
http://www.tarion.com/New-Home-Builders/Policies-and-
Guidelines/Builder%20Bulletins/BuilderBulletin42CSSMar1009FINAL.pdf

- Builders must include a provision in the Agreement of Purchase and Sale

or Construction Contract that the purchaser and builder will meet at the
home prior to the date of possession to perform the PDI. The client may
appoint a 3rd party to act on their behalf.

Builders of new homes in Ontario must complete a Pre Delivery

Inspection (PDI) of the home with the client or their designate. The PDI is
to capture deficiencies in the home at the time of possession, including
items inside and outside the home that are incomplete, damaged,
missing, or not operational, or items that cannot be assessed because
they are obscured from view or are inaccessible. Builders may use their
own PDI form, instead of Tarion’s standard PDI Form, provided that it
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 contains, at minimum, all of the information that is contained in Tarion’s
standard PDI Form.

The PDI itself should be as thorough as reasonably possible. The builder

should take this opportunity to explain how the home and it’s systems
work, which may prevent some customer service calls in the future.

*There may also be Bank Inspections required by the financial lending institute
as various stages of construction.

6.7 OH&S - Ontario

Guidelines from Occupational Health and Safety (OH&S) legislation/regulations

- Preventing work-related illness and injury is the most important job at any
workplace

- For construction projects in Ontario, builders and subcontractors must

follow ONTARIO REGULATION 213/91. Parts I and II deal with normal
residential construction

- Know the current requirements in the area you are working as they vary.
For example, in Toronto, you may be required to have the site enclosed
with protective fencing.

- Insist that your workers wear and use proper safety equipment, such as

Project Management & Supervision - Student Resource

approved hard hats and protective work boots.

- OH&S also requires you to ensure that everyone on the work site adheres
to the safe limits of approach for live electrical lines.

- Safe At Work Ontario is the Ministry of Labour’s strategy for enforcing the
Occupational Health and Safety Act. This program makes many
resources available to help in your own implementation of the regulations
on site.

- Specific training in this area is available. Speak to your local

representative to determine what works best for you. It is highly
recommended that project managers take this training.
Guide 63
 6.8 Workplace Hazardous Materials Information System (WHMIS)

Guidelines from WHMIS regulations

- WHMIS 2015 is a federal regulation applying everywhere in Canada

- Anyone working with or near a controlled product must be informed about

all hazard information received from the supplier and be made aware of
any information concerning its use, storage and handling

- An employer must ensure that every worker who works with or in

proximity to a controlled product is instructed in:
o The contents required on a supplier label and workplace label, and
the purpose and significance of the information contained on the
labels
o The contents required on a material safety data sheet and the
purpose and significance of the information contained on a material
safety data sheet
o Procedures for the safe use, storage, handling and disposal of a
controlled product
o Procedures to be followed when fumes are present
o Procedures to be followed in case of an emergency involving a
controlled product

- A WHMIS worker education program is required in all Ontario workplaces

that may have controlled products

- An employer must ensure, so far as is reasonably practicable, that the

program of worker education results in the workers being able to use the
information to protect their health and safety

- As a project manager you are expected to ensure that anyone working

with or near a controlled product on your site is WHMIS trained.

- Employers must provide workers with information regarding safety and

health hazards in their workplace.

- Employees and sub trades have the right to know of potential dangers
that can affect their work and health.

- Specific training in this area is available. Speak to your local

representative to determine what works best for you.

- It is highly recommended that project managers take this training.

estimating  64
6.9 Workplace Safety & Insurance Board (WSIB)

Guidelines from WSIB regulations

- As of January 1, 2013, the Ontario Government made WSIB coverage

mandatory for most people in the construction industry.

- When you are covered by the WSIB, it means that if you are injured in a
work-related accident or develop a work-related illness, WSIB will support
you through your recovery, and help you get safely back to work.

- A clearance number confirms that a contractor or sub is registered with

the WSIB and that their account is in good standing.

- Before a subcontractor starts work on your site you are responsible to

ensure they are covered by WSIB by obtaining their clearance number.

- There are some exemptions. Speak with your local representative or

check online to see if you qualify.

- Specific training in this area is available. Speak to your local

representative to determine what works best for you.

- It is highly recommended that project managers take this training.

6.10 Monitoring Variances

Construction variances are a major drain on profits for a home building company.

Be sure to review variances and compare actual results against the baselines.

Learn to identify scope creep early on, before it becomes a major problem.

Project Management & Supervision - Student Resource

6.11 Monitoring Risk

The ability to specifically define risk increases as your project moves forward.

Risks are more definitive during the Execution Phase than they are in the Project
Planning Phase, as knowledge of the project and any associated issues has
increased. Realistic contingency plans with specific actions can be put into place
as a control measure.

Risk management, which looks at risks to the project and potential impacts, is
implemented throughout the project. You’ll remember that risk management
includes four steps:
Guide 65
 1. Risk Identification

2. Qualitative and Quantitative Risk Analysis

3. Risk Response Planning

4. Risk Monitoring and Control

Also remember that risk management involves all members of the project
team. As part of your risk management strategy, you should hold regular
meetings with your team. These meetings include:

Risk identification meetings: risk list reviewed and updated.

Executive review meetings: a summary of top risk items, including the risk,
the defined resolution, and the current status.
Project status meetings: person responsible for risk should report to the
project status group with a written summary, which includes information on
contingency plans.

6.12 Monitoring Procurement

A few tips about monitoring procurement:

• If you have to pick something up from a supplier make sure you have
clear directions, proper documentation of product detail and appropriate
measures to protect it from damages in transit.
• You have to keep track of delivery schedules and adjust them if
necessary.
• You may be required to collect shipping orders, sign off on deliveries and
confirm that the orders are correct
• On a condo project you would have a trailer for inventory of your standard
items by sub-trade suppliers, and then you make sure you have adequate
supply in the trailer as the project progresses
• Example of ordering special order items and finishing: Client special
ordered appliances – you have to ensure on-time delivery, secure storage
and consider the impact: are there special rough in requirements? Do you
have the right electrical, gas supplies, and cabinetry sizes?
• Hardwood has to be on site and protected: protect it from rain, hazardous
materials, etc.
• You have to ensure safe access for delivery and storage of material.
• Procurement procedures should be clearly defined in the Independent
Contractor Agreement used for each of the sub-trades.
estimating  66
7. Closing Phase
7 .1 Objectives

At the end of this module you will be able to:

 Organise contract compliance, plan and specification check (drawings, etc).

There are many things to consider when closing a project. This section will
discuss the following topics:

Substantial completion/performance.
Pre-occupancy detailing.
Pre-occupancy list.
Customer PDI (Pre-delivery Inspection)
Warranty

If you have a sound schedule in place and you have been updating it throughout
your project, you should anticipate the completion of your project well in advance
and be able to take appropriate measures, such as beginning the final cleanup
operations.

7 .2 Substantial Completion/Performance

Substantial completion is a project management term/concept that means that

the major components that make up the project have been completed and that
the building is functional for its intended purpose. This term is often used in
legislation. For example, in the Builders Lien Act, this concept is called
“Substantial Performance”, and it means that a contractor posts a certificate of
substantial performance on the site in clear view see figure 10: Sample
Certificate of Substantial Performance. This PM concept is also used in the

Project Management & Supervision - Student Resource

Condominium Properties Act where it is called substantial completion and where
the prime consultant (typically an architect) signs off and confirms that the
project is substantially complete. This typically means that the architect’s
involvement is no longer required in the completion of outstanding defects and
deficiencies (called outstanding work).

In Ontario, the PM or Builder manager must inform the municipality that the new
home is substantially completed (e.g., the building can be used for its intended
use). This may include such inspections as “Occupancy” or a “Final Inspection.”
Once the PM manager receives the Certificate of Substantial Performance, it
must be placed in the home, in clear view. The Certificate notifies all sub-
contractors that the terms of the Builder’s Lien Act are now in effect: It is
important to note that the OBC requires “occupancy permits” to be issued by the
Guide 67
 municipality. These are important regarding homes being “sold” and “fixed
closing dates.”

In a single-family home, this is typically considered to be represented by the

certificate of possession, where the client signs off.

Sub-contractors now have 45 days to file a lien if they have not been paid all
monies.

The builder is required to release (payment) of holdback monies on day 46 if no

builders’ liens have been registered. Figure 10: Sample Certificate of
Substantial Performance
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 Project Management & Supervision - Student Resource

7.3 Pre-Occupancy Detailing

Pre-occupancy detailing is the first step in the closing process, and it must be
done before the Pre-Delivery Inspection (PDI) and orientation. This step is
usually completed by a senior employee who needs to be very critical of even
Guide 69
 the smallest of discrepancies. Being extremely critical at this point will help cut
down on customer complaints and enhance your company’s reputation for
quality. Use the show home as a benchmark for quality. Look for anything that
a customer may not accept and request that you come back to fix it. The cost of
getting trades to return in a completed house to fix these items can quickly spiral
out of control. This step is well worth the time and effort to avoid the costs of
doing things over again and re-establishing customer satisfaction! You could
spend an unlimited amount of time and resources trying to meet the customer’s
expectations.

Pre-occupancy detailing serves as a quality assurance and quality control step

for the Project Manager, who has seen the construction site day after day and
may have missed small flaws.

7.4 Pre-Occupancy List

After completing the pre-occupancy detailing and fixing anything that needs to be
fixed, you should provide the customer with all items required by their contract.
The pre-occupancy list should be prepared at least one week before the Pre-
Delivery Inspection (PDI)These items can include (but may not be limited to):

Guarantees and home warranty documentation.

Certificates of inspection.
Operating manuals and instructions for mechanical equipment.
Keys.
Maintenance items, spare parts, etc.

Be sure to highlight any items on the list that require attention prior to
possession.

7.5 Pre-Delivery Inspection (PDI)

The Pre-Delivery Inspection (PDI) is your opportunity to point out the positive
aspects of the customer’s new home. Here are points you should cover:

Show them what items need maintenance, how to perform that maintenance and
how to operate the different systems in their new home.

Consider inviting subcontractors who installed complex systems (such as lawn

sprinklers or security systems) so they can show the customer themselves how
the system works. This will demonstrate professionalism on your part, especially
if you are not familiar with the system. They can also explain any warranties
associated with their system and how to request assistance through customer
service.
If you know of any outstanding issues, inform the customer in advance so it
doesn’t come as a surprise.
estimating  70
Explain the Tarion Warranty Process as outlined in the HIP – Homeowner
information Package and how to contact the service department.

Here are some general tips to help you through the walkthrough:

Be there at least 30 minutes in advance: you know the client will be there
early; they’re likely excited about getting the keys to their new home!
Make the home comfortable and inviting:
o Place a carpet at the front door to leave shoes. This will prevent the floor
from being damaged and scratched during the walkthrough.
o Turn on the heat or the air conditioning.
o Turn on all the lights, fireplace or any other fixtures and ensure they
operate correctly when you show the client how to operate them.
o Have all required supplies with you, such as a lighter to light pilot lights.
o Ensure the exterior is presentable; remember: you only have one chance
to make a good first impression! Sweep the walkway, clean the garage,
and remove any debris left over from the construction.

During the walkthrough, involve the client! Ask them to light pilot lights, remove
screens and re-install them, remove and replace furnace filters. This will keep
them active and give them pride of ownership. It will also focus their attention on
the task at hand and may stop them from picking at details they don’t like.

An expert’s advice on how to conduct a inspection:

You should go through the home in the following order:

1. Start outside.
2. Go to the basement.
3. Go to the second floor.
4. Go on the main floor.

Project Management & Supervision - Student Resource

5. Finish in the kitchen.
6. Once in the kitchen, sign all documentation.

The expert who offers this advice has found that if you start inside, the client is
usually hyper-focused on every detail and focuses on the negative. Starting
outside gives the site manager the chance to direct the client’s attention to the
positive aspects of the house.
Guide 71
 7.6 Warranty

Once you have completed the walkthrough with the customer and you are in the
process of signing all the documentation in the kitchen, take the time to explain
the details of the warranty. Review the following key points:

- What the warranty provisions are and who provides the Warranty? (the
builder) Tarion is the backstop.
- Required maintenance and how to contact the service department.
- Explain who they can call in case of an emergency.
- Provide the client with the Homeowner Information Package (HIP)

The Homeowner Information Package is a document developed by Tarion that

builders are required to give to purchasers of new homes. It provides information
about the warranty rights of new home purchasers under the Act. The
Homeowner Information Package contains:

• Information about what is covered by warranty, what is excluded from

coverage and how to use the Statutory Warranty Forms;

• Information about the Statutory Warranty Claims Process (Part C of this

Bulletin), including the responsibilities of the builder, the homeowner and
Tarion;

• A form for the Appointment of Designate for Pre-Delivery Inspection (“PDI”)

that builders may request purchasers use when they intend to send a
designate, in their place, to the PDI. If the purchaser is attending the PDI
with their designate and is intending to sign the documents, then no
Appointment of Designate Form is required; and

• The 30-Day Form, Year-End Form and Second-Year Form.

See Builder Bulletin 42 – Customer Service Standard
http://www.tarion.com/New-Home-Builders/Policies-and-
Guidelines/Builder%20Bulletins/BuilderBulletin42CSSMar1009FINAL.pdf

You should also describe what is covered—and not covered—by a third party
warranty provider:

In Ontario, the Builder is responsible for warranty which is administered by

Tarion warranty corp.

Tarion Warranty Corp mandates coverage as follows:

o :Protection for deposits;
o Protection against Financial Loss for Contract Homes;
o Compensation for delays in closing or occupancy;
o Protection against unauthorized substitutions;
estimating  72

o One and two year warranties for certain defects in work and materials;
 o A seven year warranty for major structural defects; and
o Coverage for condominium common elements (the common or shared
area of condominium buildings.)

Ensure that you’re aware of the Tarion Warranty requirements for Ontario.
Provision of information to the client on how your warranty service meets and/or
exceeds the mandated coverage will help in your relationship with your client.

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Guide 73
 8. Resources
Project Management Institute and PMBOK: http://www.pmi.org/PMBOK-
Guide-and-Standards.aspx
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Project Management & Supervision - Student Resource
Guide 75