Effective Project

Management for Building

Design and Construction

An ..in-depth" study of the critical management

methods and procedures used during project
development, production and delivery. Designed
for representatives from architectural, engineering
and construction offices in private and government
agencies responsible for delivering high-quality
facilities on schedule.

Major Areas of Study Are:

- Roles and Responsibilities
-. Monitoring and Controlling Costs
- Systematic Project Planning
- Documentation and Recordkeeplng
- Coordination Procedures
- Communication and Decision-Making
- Scheduling and Budgeting
- Measuring Performance
- Use of Automation

January 8-12, 2001 Madison, Wisconsin

 TABLE OF CONTENTS

Speaker Biographies

Instructor: Ralph J. Stephenson

Section 1 .. Introduction to Project Management for Building

Design and Construction

Section 2 .. Setting Project Goals and Objectives, and Using Partnering in

Project Management

Section 3 .. Planning the Project

Section 4 .. Translating the Project Plan and Scheduling the Work

Section 5 .. Organizing the Project Staff and the Work

Section 6 .. Managing the Project Staff and the Work

Section 7 .. Monitoring, Measuring and ContrOlling the Project

Section 8 .. General Reference Material

Section 9 .. Introduction to the Construction University

Instructor: Howard G. Birnberg

Section 10 .. Project Organization, Budgeting, and CostlTime Management

Note Paper

EFFECTIVE PROJECT MANAGEMENT FOR BUILDING

DESIGN AND CONSTRUCTION

Madison, Wisconsin

January 8-12, 2001

PHILIP M. BENNETI'

Registered Architect
Professor and Program Director
Department of Engineering Professional Development
University of Wisconsin-Madison

Mr. Bennett began his college education with one and one-half years of study in the fields of
Forestry and Conservation. This was followed by a Bachelor of Architecture degree from the
Illinois Institute of Technology. He received his Master of Environmental Design degree from the
University of Wisconsin-Madison. Mr. Bennett has also studied Landscape Architecture at the
University of Wisconsin-Milwaukee and Madison, and has done some work in Form Perception
toward a possible Ph.D. degree in Environmental Design. Postgraduate studies and research
have also been undertaken in color, lighting, and vision. He is a recipient of the Wisconsin
Architects Foundation Scholarship, Alpha Rho Chi Medal from the Chicago Chapter AIA and
grants from the University of Wisconsin and the Optometric Extension Foundation Inc.

His earlier professional experience includes work for organizations specializing in hospital
laboratory and equipment design, electrical engineering, and landscaping. He has also worked
several years in the architectural design field at architectural offices in Chicago, Illinois; Stevens
Point, Milwaukee, and Madison, Wisconsin. Two years of the architectural design experience
were spent as a Project Coordinator. He also participated as an architectural consultant on a
design team in preparing performance specifications based on human function for the Reston Low
Income Housing Project, Reston, Virginia.

In 1967, Mr. Bennett was employed by the University of Wisconsin as a Subject Area Coordinator
at the Environmental Design Center for the Educational Resources Information
Center/Clearinghouse on Educational Facilities Project (ERIC/CEF). This project was structured
to develop a national clearinghouse on educational facility design information. As coordinator,
he was involved in setting up a manual and computerized search and retrieval system. The
resulting program provided the opportunity for instantaneous information searches and
bibliographic preparation for design professionals. During this project, he also served as editor for
the 1968 AlA Architect -- Researcher's Conference Proceedin~s and coordinator for the
Biblio~aphy of Environmental Desip References. He represented ERIC/CEF and the University
of Wisconsin at the Fourth Triennial Congress of the International Council for Buildings
Research Studies and Documentation (CIB) in Ottawa, Canada and Washington, D.C.

Mr. Bennett joined University of Wisconsin-Extension in 1970. He is presently on the faculty of

University of Wisconsin's Department of Engineering Professional Development, with
responsibilities for programming in areas of Architecture, Land Use Planning, Urban
Development and Housing. Over the past 30 years, Mr. Bennett has developed and conducted over
450 continuing education programs and is also involved in research projects. Special research
studies have been completed on Working Drawings, a Continuing Education Study for the
Construction Specifications Institute, and a Construction Information Systems Study for the
Construction Sciences Research Foundation. Under his direction, annual continuing education
programs were developed and presented on Working Drawing Production and CADD Management,
Specification Writing and Construction Contracts, Construction Inspection and Field
Administration, Project and Construction Management, Housing and Building Inspection,
Planning and Zoning for Community Land Use Management, Effective Zoning Administration,
Integrated Mining and Land Reclamation, and Design of Functional R&D Laboratories. These
programs have become recognized on a national basis and are presently serving representatives
from across the United States, Canada and Australia.
(Continued)
Philip M. Bennett - (Continued)

Thirty years of Land Use Planning and Zoning programs have served representatives of many
communities. These programs have enabled departments to structure land use programs that
manage and direct impacts and growth. Professor Bennett has prepared and conducted special
land use programs in Colorado, California, North Carolina and New Mexico. Each year, his
programs deal with land use impacts that can be accomplished through comprehensive planning
and zoning. In 1991, a new educational program focusing on Integrated Mining and Land
Reclamation was started in Reno, Nevada. This program is dedicated toward the planning of
resource extraction and land reclamation to support human and environmental requirements.

In 1977 and 1979, Mr. Bennett developed and conducted two ll-day housing inspection training
programs for Indian Housing Authorities. Each program was specially designed to provide
housing authority representatives an opportunity to understand the basic techniques and methods
that are critical for implementing effective housing inspection programs in their communities.
These two unique workshops presented in Madison, Wisconsin and Phoenix, Arizona served 120
representatives from 55 Indian communities across the nation. In 1979, Mr. Bennett received the
National University Extension Association's "Creativity Award" for development of the Existing
and New Residential Housing Inspection courses.

In 1980, he was made a member of the Editorial Advisory Board for a new publication titled
"Building Failures Forum" published in Ithaca, New York. Mr. Bennett was made a member of
the Colorado Association of Code Enforcement Officers and a "distinguished" member of the
Construction Specifications Institute. Since 1987, Mr. Bennett has served as a member of the
Architectural Technology Advisory Committee for the Southern Illinois University at Carbondale,
Illinois. Mr. Bennett also serves as a member of the Board of Directors for the new Association for
Project Managers. In 1994, he was invited to serve as an Advisory Board Member for the new
CADD Management Institute. He is co-author of "Construction Materials Evaluation & Selection
-- A Systematic Apmoach" and author of a 1984 manual titled "Construction Detail Bankini -­
Systematic Storaie and Retrieval" both published by John Wiley & Sons, Publishers.

Special educational programming for the planning and designing of R&D facilities was
undertaken by Mr. Bennett in 1984. This innovative professional development program focuses
on planning and programming functional laboratory environments and the design development
of successful R&D laboratories. Mr. Bennett keeps the content of this program state-of-the-art and
relevant to research needs by conducting national surveys of R&D facilities, such as in 1992.
During the fourteen years of presenting this program, Mr. Bennett has taken it on location to
incorporate first-hand inspection of a wide variety of R&D facilities in Madison, Philadelphia,
Chicago, Boulder, Dallas, Research Triangle Park, Palo Alto, Detroit, Charlotte, Cincinnati,
Hartford, and Denver. This unique program serves representatives from industry, government,
and universities across the United States, Canada and several foreign countries. In 1998, Mr.
Bennett was invited to develop a special R&D Facility Design program to be presented in
conjunction with the XV IASP World Conference on Science and Technology Parks in Perth,
Australia in October 1998.

EFFECTIVE PROJECT MANAGEMENT FOR BUILDING

DESIGN AND CONS'I'RUCTION

January 8-12, 2001

Madison, WI

HOWARD G. BIRNBERG

President
Birnberg & Associates
Chicago, Illinois

EDUCATION:
The Ohio State University, B.S. Architecture, 1972
Washington University (St. Louis), M.B.A., 1974
PROFESSIONAL EXPERIENCE:
Mr. Birnberg is president of Bimberg & Associates, a management consulting,
association management and publishing firm serving the design and construction
industry. He is a frequent speaker to many design and construction organizations. and
his articles have frequently appeared in industry publications. He has been a guest
lecturer at many universities including Harvard University, Northwestern University,
the University of Illinois. Arizona State University, Andrews University (Michigan) and
the University of Wisconsin. Mr. Birnberg served as an Adjunct Assistant Professor at
the University of Illinois. Chicago. as a lecturer on project management for the Harvard
University Graduate School of Design and as a lecturer on project management for the
past 16 years at the University of Wisconsin, Madison.
Mr. Birnberg served as the general editor for New Directions In Architectural and
Engineering Practice (McGraw-Hill, 1992) and is the author of Project Management For
Small Design Firms (McGraw-Hill. 1992) and Project Management for Building
Designers & Owners (CRC Press, 1998). He served as the advisor to the American
Institute of Architects and the Pennsylvania State University in the development of a self­
assessment system on project administration.
He has been the executive director of several associations and is currently serving in that
role with the Association For Project Managers, an international organization of project
managers in the design and construction industry. Mr. Birnberg was a founder of the
association in 1991. He has also served as Director of Conferences for the Council on
Federal Procurement for Architectural & Engineering Services (COFPAES).
He is the author of more than a dozen manuals on various aspects of architectural and
engineers firm management and marketing. Mr. Birnberg is listed in Who's Who In
The Midwest.
CLUBS AND MEMBERSHIPS:
American Institute of Architects, former chair of the Chicago Chapter Office
Practice Committee, Insurance Committee, Membership Benefits Committee, 1993 AIA
Convention Planning Committee. former member of the Board of Directors. Chicago
Chapter and of the National AIA Practice Management Committee.

EF'F'ECTIVE PROJECT MANAGEMENT FOR BUILDING

DESIGN AND CONSTRUCTION

January 8-12, 2001

Madi8on, WI

 RALPH J. STEPHENSON, P.E.

\.... Consulting Engineer
Mount Pleasant, Michigan

Mr. Ralph J. Stephenson is an engineering consultant who has a diversified

background in land planning, facilities location, and building design and
construction.

Mr. Stephenson earned degrees at Lawrence Institute of Technology (Bachelor of

Science, Mechanical Engineering) and Michigan State University (Master of Science,
Civil Engineering). He has been associated with such firms as Smith, Hinchman &
Grylls; Victor Gruen Associates; Benjamin Schulz Associates; and the H.F. Campbell
Company. With the latter three organizations, Mr. Stephenson occupied executive
positions as Vice President. In 1962, he started his own consulting practice,
specializing primarily in operational and management direction to owners, designers
and contracting firms.

He is a registered professional engineer in Michigan, Wisconsin, illinois, Indiana,

Ohio, Pennsylvania, West Virginia, Virginia, Florida and Minnesota. He is a
member of the Engineering Society of Detroit, the Michigan and National Society of
Professional Engineers, the American Planning Association and the Mid-America
Economic Development CounciL

Since 1952, Mr. Stephenson has been involved at middle and upper management
levels with the planning, programming, design, construction and operation of several
billion dollars worth of construction-related projects. These include work on
industrial, commercial and institutional programs throughout North America.

Mr. Stephenson has also chaired more than 60 partnering charter meetings for both
public and private sector projects, and has lectured extensively on the subjects of
alternative dispute resolution and partnering.

He has taught hundreds of technical and management seminars in the United

States, Canada and Europe and is the author of several magazine articles and is the
co-author of a book entitled "Critical Path Method." He has also presented two
professional papers on Alternative Dispute Resolution to the 1998 and 1999
National Society of Professional Engineers Annual Convention. His broad
experience has given him an understanding of the nature of small, medium and
large companies, and of the need to solve their management problems through
creative, systematic, and workable approaches.

Mr. Stephenson has completed more than 60 Project Partnering Charters and has
recently completed a book on "Partnering" for John Wiley & Sons.

EFFECTIVE PROJECT MANAGEMENT FOR BUILDING

DESIGN AND CONSTRUCTION
January 10-14, 2000
Madison, WI
 INTRODUCTION

and

CRITICAL PROJECT MANAGEMENT

RESPONSIBILITIES

Philip M. Bennett

Program Director

University of Wisconsin Department of

Engineering Program Development
\." PROJECT MANAGEMENT
o PROJECT MANAGER ':0 h

Pla,nning-Design-Production-Construction

I Activity, Task or Event

I
Chain of Activities
Required to Complete
the "Project"

KEY ISSUE:
Successful Linkage
of Each Activity
in the
"Project Development Process"

1
CREATING THE LINKAGE ..I

Essential Information

Required for each Activity

T
T

I
A

M
F

E
F

Activity

. CHAIN OF ACTIVITIES ~
2
 ATTRIBUTES:

The Successful Project Manager

ABILITY TO:

1. Comprehend Scope of Project ­

Scale of Activities

2. Understand Relationship of Activities &

Events

3. Organize & Schedule Activities

\.q. Plan Ahead
5. Perceive Problems
6. Work with People
7. Express Ideas
8. Be Innovative
9. Respond to Demands
10. Listen & Learn
11. Make Decisions
12. Lead & Manage
\.....
3
 CAPABILITIES:

THE EFFECTIVE PROJECT MANAGEF:J

ABILITY TO:
1. Plan & Organize a.Series of Events or Actions
to Fullfill Goals & Objectives
2. Identify the Overall Scope of Activities

Needed to Complete a Project

3. Blend Hindsight & Foresight to Structure a

Plan of Action

4. Foresee Problems & Conditions that would

Alter a Plan of Action

5. Tap into Information Sources & Provide

Critical Facts for Decision Making
6. Communicate Concepts and Responsibilities
to All Members of the Project Team
7. Unite Members of the Design/Construction
Team for Successful Working Relationship
8. Prevent & Resolve Problems without
Interferring with the Work Flow
9. Collect Essential Information for Planning
and Programming Activities ,7

1O. Lead & Motivate Other Members of the projecT'

Team 4
CRITICAL RESPONSIBILTIES

OF THE PROJECT MANAGER

1. Planning
2. Scheduling
3. Coordination
4. Communication

5. Documentation

6. Management
7. Leadership

5
 MINIMIZING STRESSFUL

CONDITIONS

1. Systematically Plan Activities

2. Develop Comprehensive Overview

of Project

3. Know What is GOing On at All Times

4. Design a Program that is Achievable

5. Keep People Informed as to Where

Things Stand

DON'T LEA VE ANYTHINGTO CHANCE

~
6
 A PROJECT MANAGER'S

SELF EVALUATION

1. Do You Know Your Role?

2. Are You Performing Your Role?

3. Rank & Weight the Value of each Action

before It is Performed
\..
4. Follow Up & Evaluate each Action after It
has been Performed

5. Ask Yourself: Is Your Presence

Helping or Hindering the Project?

©[R1~lF~©~[b~ Determine Whether You Are

Putting Out Fires, Solving
Problems or Creating
Problems for Other Staff &
\..,.
the Construction Team

7
wex project management 2001 seminar RalphJ. Stephenson, P. E.
Consulting Engineer

• SECTION 1 INTRODUCTION TO PROJECT MANAGEMENT FOR BUILDING DESIGN &

w

CONSTRUCTION

01.01 Thinking patterns

01.02 Approach patterns
01.03 Ground rules
01.03 A Managing complex change
01.03 B& C Basic tools for successful project management
01.03 D The project manager
01.04 Generic line of action
01.05 to 01.07 Elements of the line of action
01.08 Development line of action & organization
01.09 to 01.11 Development phases
01.12 Project costs committed and spent
01.12 A Project costs committed
01.13 Participants in designing & building
01.14 Picture of a project
01.15 Macro matrix boundaries of design & construction
01.16 Single sector of macro matrix
01.17 Relation of project management to ongoing management
01.18 Relation of project management to ongoing management A/E
01.19 Project/Functional management matrix
01.20 A/E management matrix
01.21 Design/build matrix
01.22 Types of management in project oriented business
01.23 Relation between functional and project management in evolution
01.24 Project delivery systems and their users
01.25 Traditional project delivery system characteristics
01.26 & 01.27 Non traditional project delivery system characteristics
01.28 The need for profit
01.29 Profit potential levels
01.30 9 master keys of management
01.31 & 01.32 9 major steps to effective proj management
01.33 Elements of effective project management
01.34 Qualities of a good project manager
01.35 to 01.37 Elements of importance to success in design & construction

• SECTION 2 - SETTING PROJECT GOALS & OBJECTIVES, AND USING PARTNERING IN

PROJECT MANAGEMENT

02.01 Graphic objectives

02.02 Goals & objectives definition summary
02.03 The dio/pdo/udo intersection
02.04 Trillium organizational model
02.05 to 02.07 Setting goals & objectives
02.08 Case study pointers
02.09 & 02.10 Case study - Developer

date printed: December 6, 2000

wex project management 2001 seminar Ralph]. Stephenson, P. E.
Consulting Engineer

02.11 to 02.15 Case study - Light manufacturing - Hengst

02.16 & 02.17 Case study - Architectural- Vyvyan
02.18 to 02.20 Case study - Changing general contractor - Bishop
02.21 to 02.28 Alternative dispute resolution & partnering - an overview
02.29 Destructive Conflict
02.30 & 02.31 Destructive conflict in today's technical world
02.32 Seven actions to smooth and resolve potentially destructive conflict
02.33 Obligations hierarchy
02.34 Obligations & professional needs
02.35 Obligations & business needs
02.36 People
02.37 Positive Conflict
02.38 & 02.39 What is partnering?
02.40 & 02.41 Partnering systems in use today
02.42 The three legs of a partnering system
02.43 The components of a partnering system
02.44 & 02.45 Problem mentions
02.46 Eight most frequently mentioned design and construction problems
02.46A toI Partnering charter objectives examples
02.47 & 02.48 The several faces of partnering
02.49 to 02.51 NSEDS partnering case study
02.52 Partnering specification
02.53 to 02.55 Sample charter for new post office
02.56 Post office partnering evaluation
02.57 & 02.58 Types of alternative dispute resolution
02.59 Route of issue & dispute resolution
02.60 Pogo
02.61 to 02.64 Improving our professional and business practices
02.65 If you don't care who gets the credit you can accomplish anything

• SECTION 3 - PLANNING THE PROTECT

03.01 Job planning - what is it?

03.02 Advantages of good planning
03.03 to 03.05 Act from a plan
03.06 & 03.07 Network planning minitext - arrow
03.08 Network planning minitext
03.09 CPM exercise #1
03.10 Solution to exercise #1 - unnumbered nodes
03.11 Solution to exercise #1 - numbered nodes
03.12 Solution to exercise #1 - precedence - (1) - 139
03.13 ES/LF calculations
03.14 to 03.17 Working day calendars
03.18 CPM exercise #2
03.19 CPM exercise #3
03.19 A Logic solution- exercise #3
03.20 CPM exercise #4
03.21 & 03.22 Pueblo pile test laundry list example

date printed: December 6, 2000

wex project management 2001 seminar RalphJ. Stephenson, P. E.
Consulting Engineer

03.23 Pueblo pile test summary network

03.24 & 03.25 Pueblo pile test full network
03.26 Levels of planning
03.27 Factors to be considered when evaluating networks
03.28 & 03.29 Clarion base network model
03.30 & 03.31 Clarion impacted network model
03.32 Questions to be asked about your project
03.33 to 03.35 Abbreviations
03.36 Chicago area weather
03.37 Domino move case study - Bengst
03.38 Domino move floor plan - Bengst
03.39 & 03.40 Summary domino move network model, undated - Bengst
03.41 & 03.42 Laundry list example - Vyvyan a/e
03.43 to 03.50 Tulsa Rivers case study

• SECTION 4 - TRANSLATING THE PROJECT PLAN & SCHEDUUNG THE WORK

04.01 Translation definition

04.02 Schedule definition
04.03 & 04.04 Case of resource sensitive school project
04.05 Single resource allocation plan
04.06 Full resource allocation plan
0407 &04.08 Resource allocation bar chart form
04.09 Calculated resource allocation network
04.10 Resource allocation ES/EFbar chart solution
04.11 Resource allocation leveled solution
04.12 Profit potential levels
04.13 & 04.14 Use of float time in project planning
04.15 Clarion base network data
04.16 Clarion base bar chart
04.17 Pavilion drawing issue
04.18 GTRV section
04.19 to 04.22 GTRV contract document matrix
04.23 to 04.27 Guidelines to preparing contract document matrixes
04.28 Slant chart
04.29 Item processing chart
04.30 Procurement network model
04.31 Submittal turn around
04.32 Bulletin/ change order record
04.33 Equipment activity tabulation
04.34 Money flow
04.35 Turnover cycle analysis

• SECTION 5 - ORGANIZING THE PROJECT STAFF & THE WORK

05.01 Elements of business & management

05.02 & OS.03 Traditional organization chart
05.04 Functional company department relations

date printed: December 6, 2000

wex project management 2001 seminar Ralph]. Stephenson, P. E.
Consulting Engineer

05.05 Functional company individual relations

05.06 AlE functional relationships - major activity
05.07 Project delivery work phases
0508 Professional service contract characteristics
05.09 Construction contract characteristics
05.10 The iterative costing sequence
05.11 & 05.12 Span of management explanation
05.13 Span of management graphics
05.14 Decision to action explanation
05.15 Decision to action time span graphics
05.16 to 05.18 Where do we go from here? U of Q case study
05.19 & 05.20 U of Q organization blanks
05.21 & 05.22 Bengst expansion case study - situation AE
05.23 & 05.24 Bengst expansion case study - situation db
05.25 Bengst organizational graphics
05.26 Unstructured organization chart
05.27 The concerned owner & the separate primes

• SECTION 6 - MANAGING THE PROJECT STAFF & THE WORK

06.01 Construction control documents

06.01a Design work phasing
06.01b Scope of design work phasing
06.01c&d The project program
06.02 The role of the manager
06.03 Managerial leverage
06.04 Critical transition point
06.05 & 06.06 Notes on forerunner & conservatively managed companies
06.07 & 06.08 Creativity & how it is used in project management
06.09 & 06.10 Apply situational thinking
06.11 Ethics - questions to ask to guide ethical decision making
06.12 & 06.13 PMI thinking
06.14 to 06.16 Prepare for the probable
06.17 Paretos law
06.18 & 06.19 Manage by exception
06.20 to 06.23 How to spring the time trap
06.24 to 06.28 Working well with people
06.29 to 06.31 Employ the power of training
06.32 4 i's improvement cycle
06.33 to 06.35 Weights & values as a decision making tool
06.36 Effective record keeping for the project manager
06.37 & 06.38 Record types & their uses
06.39 to 06.45 Procedures for preparing project documentation
06.46 to 06.50 Documentation degree
06.51 & 06.52 Case study - keeping the records straight
06.53 & 06.54 Case study - krs abbreviations
06.55 & 06.56 Case study - krs project minutes
06.57 Case study - krs job log

date printed: December 6, 2000

wex project management 2001 seminar RalphJ. Stephenson, P. E.
Consulting Engineer

06.58 Case study - coded letter

06.59 & 06.60 Case study - document control file
06.61 Case study - project history
06.62 & 06.63 The case of the changing library - documentation case study
06.64 Photo file
06.65 & 06.66 To do lists
06.67 & 06.68 Claim prone job characteristics
06.69 to 06.72 Common causes of contested claims
06.73 & 06.74 Risk - its nature & management in the construction profession

• SECTION 7 - MONITORING, MEASURING AND CONTROLLING THE PROTECT

07.01 Management by exception graphics

07.02 Identify vital targets
07.03 & 07.04 Clarion penthouse monitored network
07.05 & 07.06 Control system techniques
07.07 Color coding
07.08 Monitoring #1
07.09 to 07.19 Computer run - Highland & Moran
07.20 & 07.21 Monitoring report #1
07.22 Monitoring #2

• SECTION 8 - GENERAL REFERENCE MATERIAL

08.01 to 08.29B Glossary of terms

08.30 & 08.31 UClcodes
08.32 to 08.35 Closing out a construction project
08.36 to 08.38 Bibliography
08.39 to 08.44 Retentions, collections & final payment
08.45 to 08.48 Master check list information
08.49 to 08.72 Master project management check list
08.73 to 08.77 General steps taken in processing a construction claim
08.78 to 08.82 Technography
08.83 to 08.86 Trans America Mall notes
08.87 & 08.88 Form content & design
08.89 & 08.90 Case studies for preparing forms
08.91 Residential house planning case study
08.92 Calculated network model- exercise #3
08.93 & 08.94 Mind prober words

• SECTION 9 -INTRODUCTION TO THE CONSTRUCTION UNNERSITY

date printed: December 6, 2000

wex project management 2001 seminar Ralph J. Stephenson, P. E.
Consulting Engineer

• SECTION 1 - INTRODUcrION TO PROJECT MANAGEMENT FOR BUILDING DESIGN &

CONSTRUcrION

01.01 Thinking patterns

01.02 Approach patterns
01.03 Ground rules
01.03 A Managing complex change
01.03 B &C Basic tools for successful project management
01.03 D The project manager
01.04 Generic line of action .
01.05 to 01.07 Elements of the line of action
01.08 Development line of action & organization
01.09 to 01.11 Development phases
01.12 Project costs committed and spent
01.12 A Project costs committed
01.13 Participants in designing & building
01.14 Picture of a project
01.15 Macro matrix boundaries of design & construction
01.16 Single sector of macro matrix
01.17 Relation of project management to ongoing management
01.18 Relation of project management to ongoing management A/E
01.19 Project/Functional management matrix
01.20 A/E management matrix
01.21 Design/build matrix
01.22 Types of management in project oriented business
01.23 Relation between functional and project mgmt. in evolution
01.24 Project delivery systems and their users
01.25 Traditional project delivery system characteristics
01.26 & 01.27 Non traditional project delivery system characteristics
01.28 The need for profit
01.29 Profit potentia1levels
01.30 9 master keys of management
01.31 & 01.32 9 major steps to effective proj management
01.33 Elements of effective project management
01.34 Qualities of a good project manager
01.35 to 01.37 Elements of importance to success in design & construction

date printed: December 6, 2000

 Ralph J. Stephenson PE
Consulting Engineer

THINKING PATTERNS

Why plan?.................to evaluate

Why translate? ........to communicate

Why control? ...........to achieve

Why correct? ........... to maintain

Why learn?...............to improve

ho 270 December, 93
 Ralph J. Stephenson PE
Consulting Engineer

APPROACH PATTERNS

1. Improve capabilities

2. Gain control

3. Expand your conceptual grasp

4. Be creative

5. Experiment - in the low leverage areas

6. Continue to learn

7. Solve problems

8. Define goals & tum them into objectives

9. Teach others to achieve what is

important

ho 271 - December 93
I

/.02..

 Ralph J. Stephenson PE PC
Consulting Engineer

GROUND RULES

1. Open your mind to new

ideas & to new applications
of old ideas.

2. Listen well & ask helpful

questions.

3. Be selective in which
techniques you use.

4. Learn more about the

subjects of interest to you.

5. Relax and enjoy the

company of your
professional friends.

ho 368 Dec 90

103

 MANAGING COMPLEX CHANGE

VISION
+
SKILLS
+ I
INCENTIVES I+ I RESOURCES
1+
ACTION
PLAN
- EFFECTIVE CHANGE

SKILLS
+ I
INCENTIVES I+ I RESOURCES
1+
ACTION
PLAN
- CONFUSION

VISION I IINCENTIVES I + IRESOURCESI + I ACTION

~ .+ PLAN
­ ANXIETY
0
v.,
». I
VISION I SKILLS IRESOURCES I+ I ACTION
PLAN
+ 1+ I = RESISTANCE

VISION SKILLS INCENTIVES ACTION

+ +I 1+ PLAN

- FRUSTRATION

VISION SKILLS I IINCENTIVES I IRESOURCES

+ + + I = TREADMILL

Adapted from T. Knoster (1991) ho 511 - May, 1998

l l
l

 Ralph J. Stephenson, P .E.

Consulting Engineer

Basic tools for successful project management - ho 507

Project managers have several fundamental management tools with which they can effectively
implement a project action plan, and build a well-functioning team. These include:
• Actions to be taken
• Concepts to effect change
• Functions
• Interrelations - organizational structure
• Participant resources
• People behavior
• Performance measurement
• Planning & scheduling systems
• Thinking processes

Project management tools such as the above are usually very complex: They must be skillfully applied
by the project team to be effective. Thus the leader of the project, the project manager, should be well
versed in what these tools are, how they are best used, and what they are designed to help accomplish.

Excellent project managers realize that the list is merely a good starting point on which to build a
usable project management approach. Each individual should determine what goes into their tool box,
and then fill it with those implements that best suit that individual's talents, abilities and needs.
1. • Actions to be taken
A. Conceive
B. Program
C. Translate
D. Approve
E. Design
F. Construct
G. Turnover
H. Operate
II. • Concepts to effect change
A. Vision
B. Skills
C. Incentives
D. Resources
E. Action plan
III. • Functions
A. Planning
B. Organizing
C. Staffing
D. Directing
E. Controlling
F. Representing
IV. • Interrelations - organizational structure
A. Formal functional
B. Informal functional
C. Reporting
D. Staff
E. Temporary

pagel ho 507, march 98

 RalphJ. Stephenson, P.E.
Consulting Engineer

V. • Participant resources
A. Conceiver
B. Translator
C. Constructor
D. User
E. Operator
F. Regulator
VI. • People behavior
A. Motivation
B. Hygiene
C. Learning
D. Value systems
E. Personal goals & objectives
F. Personal growth
G. Social relatedness
VII. • Performance measurement
A. Measurement units
B. Performance standards
VIII. • Planning and scheduling systems
A. Network modeling
1. Arrow diagraming
2. Classic precedence system
3. Modified precedence system
B. Bar or Gantt chart
1. Non scalar - not time scaled
2. Scalar - time scaled
C. Slant charts
D. Narrative schedules
E. Project data arrays
F. Money flow curves
IX. • Thinking processes
A. Plan
B. Translate
C. Control
D. Correct
E. Learn

page 2 ho 507, march 98

The Project Manager Ralph J. Stephenson, P.E.
Consulting Engineer

The Project Manager - d494

I. Project related definitions
A. Project
A set of work actions having identifiable objectives, and a specific beginning
and end.
B. Project team
A specific management group assigned to achieve a set of objectives by
accomplishing a group of related, discrete operations which have a defined
beginning & end. Examples include the design team, the program team, the
construction team, the tenant work team, and others similar in nature.
C. Project component
A set of related objectives achieved by a defined work group, and gained by
accomplishing a set of related, discrete operations which have a defined
beginning & end. Examples include designing the project, constructing the
foundations, putting the building in the dry, closing out the job, and others
similar in na ture.
D. Project director
The individual responsible for implementation of several projects upon which
his organization is engaged.
E. Project operations
Management and staff direction of resource use to accomplish overall project
activities.
F. Proj ect organization
The arrangement and interrelations of people charged with actually achieving
project objectives.
G. Project stages
The groupings of actions that make up an entire project work sequence such as
conception, programming, approval, design development, contract document
preparation and other similar sequential operations.
II. What does a project manager do?
In conjunction with the project team, establishes objectives generated by a need,
plans how these objectives are to be reached through a set of work actions, and then
assembles and directs the application of available resources to achieve the objectives
on one or more projects.

Usually the project manager is most concerned with supportive actions which bring
resources to the point of effective use.

ho 494 Aug, 97
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 Ralph]. Stephenson, P. E., P.C.
Consulting Engineer

Elements of the Line of Action

The line of action is a simple statement of the range of tasks necessary to
conceive, design, build, and operate and environment. The line begins at a
point referred to as the recoW'ition of need with these actions following.

Conceive

Program

Articulate

Approve

Design

Construct

Turnover

Operate

Maintain

These all culminate at an end point called discharge of design and

construction responsibility. A brief description of each step is appropriate in
understanding their importance to the total project program, design, and
build concept.

Recognition of need is the point at which a requirement for a new

environment is first felt. The planning, design and construction
professional usually is involved in this creative stage since recognition of
need is the starting point of the line of action - the entire planning, design
and construction activity begins here.

Taking the points in order:

Conceive

During the conceptual period the need, which may be for increased
facilities, larger dollar volume, more efficient handling systems or a
variety of other demands is visualized and put down in some rough
form. It may be a pencil sketch or may remain an idea in someone's
mind. Here the project sees its origin and it is this early idea that often
carries through the entire project. Agood conceptual grasp is essential if
the project is to be successfully completed.

Program

In the programming phase, the needs of the concept are put into easily
understood tabular form - so many square feet for storage, so many
square feet for office, so much floor to ceiling height for shipping
facilities, etc. The actual physical demands of the environment are set
forth in the project program or project bible.

printed 12/2/97 ho 83 - December 97

 Ralph J. Stephenso~ P. E., P.C.
Consulting Engineer

Articulate

Now the concept and program are combined into preliminary

construction language. Floor plans are drawn in accordance with
program requirements. The functional arrangement is shown in
accordance with the project functional analysis. Materials are called out
as the concept requires.

Approve

This is a critical point in the line of action. By now sufficient work has
taken place so the manager and the ultimate decision maker can
understand the project - can say: '1 like this or I don't like iti change this,
revise this; let's increase that a bit; let's cut down here": finally saying:
IIOK, I'm satisfied with this set of ideas showing the concept and the
program, and we have the financing and the land - let's move on!U
Approval unlocks the full design and construction of the project.

Design

In the design phase, products of the previous four steps are utilized to
prepare a set of working drawings and specifications that translate
concept into steel, concrete and space.

Construct

Next, the actual environment is built. Construction is the first point

where the project end product begins to visibly and tangibly appear.

Turnover

When the facility has been built, it is turned over with appropriate
operating manuals to the owner or tenant. Turnover is an important
step and when done properly, it insures that a valuable commodity, the
completed environment, is properly given to those who must use it.

On the other hand, neglect of good turnover procedures is often the

cause of serious callback problems. We certainly wouldn't turn a
complex piece of machinery over to an amateur operator and expect he
would make it perform 100% right from the start. Neither should we
assume that an owner can take a new environment that has just been
built for him and immediately operate it at full efficiency. Time should
be spent during turnover to explain to the operator and user how this
newly-built environment is to function.

printed 12/2/97 ho 83 - December 97

 Ralph J. Stephenson,. P. E., P.C.
Consulting Engineer

Operate

\..... The facility is now run-in and begins to achieve its full purpose.
Operation can be an important responsibility and often the design build
contractor will furnish his operational functions in connection with a
new environment on a paid contract arrangement.

Maintain

Maintenance of the physical environment is the door opener for future

projects for the project team. It is also assures that the environment that
has been nursed through the previous eight stages will be maintained
correctly so as to work at its best for those who must use it. The
maintenance contract is perhaps one of the least explored areas in the
more sophisticated approaches to environmental design and
construction. It is a profitable business that many contractors are now
offering as an additional service.

The end of the line of action is when the programmer, the designer and the
builder of environments has discharged his or her responsibilities. In a
continuing trustworthy relationship, the line of action will have no end
since before a project is finished, the competent professional will be re­
involved in another program from its beginning.

printed 1212/97 ho 83 - December 97

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Cem81l1:" Eaglneer DEVELOPMENT cyCLE ACTIONS It Oct, 1988 - boS21
ORGANIZATION
 Ralph J. StephensOH1 P. E.
Consulting Engineer
• ho 336 - disk 162
• Development phases - Ralph J. Stephenson PE - ho 336
• Phase A - Launching a project

The launch phase of the work is concerned primarily with locating & nuturing
development opportunities or assets intended for long· term ownership and use. If
the company's desire is to create negotiable development assets, the launch group
works on the front edge of this effort. The launch group may call upon other
functional elements of the organization as needed but the launch group must be
independently creative, flexible, knowledgable & understand and enjoy the
development process.

The launch group is headed by the chief operating officer of the firm. Upper
management members in charge of the other functional elements are members of his
launch group. They are charged with locating high potential project opportunities,
and screening and profiling them so as to maintain a high percentage of success
probability.

The launch group should be relatively unstructured but must maintain a rigorous
discipline relative to communication with others in Element A as well as those in
their specific area of functional responsibility.

In addition, members of Element A are responsible for maintaining meticulous

documentation of opportunities and related action.

• Phase B - Deyelopq the project prQl1'am

The project program staff works closely with the launch group to take over the
created and profiled opportunity and substantiate its validity, or justify its rejection.
The programming group's job is to bridge the gap between the free wheeling creative
actions necessary in the launch action and the project implementation action. They
often are the cool voice of business reason.

It is critical to understand that the program phase is where development funds are
actually committed. These funds are then spent during another phase. Thus projects
that emerge from the program analysis must be those with the highest probability of
success.

In a sense the program function forces the project to prove itself as a feasible course
of action to produce a negotiable development, or a long-term ownership asset.

Where deficiencies are located in a created opportunity, but there appears to be some
soundness to the project, the program function is responsible for effecting acceptable
changes to the elements that are their responsibility so as to make the project a go!

In this sense the program group must be every bit as creative as is the launch group.

1 date printed: December 7, 1992

 Ralph J. Stephenson, P. E.
Consulting Engineer ~

• Phase C -Implementing the project

During the project implementation period the specific contract documentation is

produced and the project is built, leased and occupied. In essence, the majority of the
funds commited to the project during the launch and program phases are actually
spent on design and construction during implementation.

Leasing during project implementation is basically rental work taking place that
allows tenant improvements to proceed concurrently, sequentially and in harmony
with owner work.

The project implementation staff also carries out major remodeling work to existing
properties as compared to minor improvements made by the properties staff.
Decisions on what is a major & minor project must be arrived at jointly by the
functional groups with the aid of the executive staff.

• Phase D - Managing improved pmpertiea

The property management group actually exerts management control over improved
properties to insure they are successful investments. The property management staff
is also responsible for continuous evaluation of each property to determine the best
future course of action relative to that property at any given time.

Minor improvements to existing properties in the portfolio are the responsibility of

the property management group. Property management determines the scope of
work, arrange for the design and construction, and see that the necessary field work
is done.

• Phase E - Maintaining the ongoing oraanization

The ongoing organization is an essential supportive staff designed to permit effective

functioning of project oriented elements of the organization. It is a relatively high
overhead operation built to serve operations.

In a project oriented firm the individual programs or projects drive the company; as
such the support or ongoing group must be kept lean but be given all the tools
needed to properly buttress line activities.

• Phase F - ieasing the asset

Leasing of an asset usually signals the start of income flow which can be used to

2 date printed: December 7,1992

/.10
 Ralph J. Stephenson, P. E.
Consulting Engineer

retire outstanding indebtedness. Many of the actions of the leasing program are
accomplished in close cooperation with work accomplished in Elements B, C & D.
However, final responsibility for leasing results rests with the leasing department
and those charged with its managment.

The leasing program usually includes both lease negotiations, and design and
construction of the tenant space within the tenant's demised premises.

Tenant design and construction is usually carried out at a different pace than the
base or landlord design and construction. For this reason the design and construction
of the space may be assigned to a tenant coordinator who acts as the project manager
for the tenant space work. .

3 date printed: December 7,1992

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Ralph J, Stephenson PE

Consulttng Engineer

ho350Jan90

( ( (

 Ralph J. Stephenson, P.E., P.C.

Consulting Engineer

Costs Committed vs. Money Spent

Committed costs are promised funds
for purposes, that if such purposes are
aborted a penalty must be paid, and a
loss is often incurred.
Penalties and losses may include such
items as:
• OPTION COSTS
• RIGHT OF FIRST REFUSAL COSTS
• LEGAL FEES
• EARLY ENGINEERING FEES
• EARLY PLANNING FEES
• DISPLEASURE OF POLITICAL ENTITIES
• STAFF TIME EXPENDITURES
• LOSS OF CREDIBILITY
• LOSS OF OPPORTUNITY

ho 420 - Oct, 93
 Ralph}. Stephenson PE PC
Consulting Engineer

PARTICIPANTS IN DESIGNING & BUILDING ENVIRONMENTS

There are six basic participants in the process of designing and building
environments. These are the conceiver, the translator, the constructor, the user, the
operator and the regulator.

Conceivers - Those who conceive the idea and provide the wherewithal to bring the
environmental program to a successful conclusion. The conceiver may be the owner
but it also might be a governmental agency, a financial source, an architect, an
engineer, a contractor, a vendor or a potential tenant looking for space. We identify
the conceiver since he usually is the key person driving the project on to completion.

Translators - Those who translate the environmental program into construction

language. Traditionally we think of the architect/ engineer as the translator. However
careful consideration of this matter shows there are many others who translate the
conceiver's fundamental ideas into understandable, workable construction language.
Subcontractors, suppliers, vendors, manufacturers, contractors and the conceiver
may all playa role in translating.

Constructors - Those who interpret the construction language and convert it to a

actual physical environment. Occupying this role are general contractors, specialty
contractors, vendors, suppliers, manufacturers, artists and others who actually put
the materials into place in the field.

Users - Those who occupy and use the completed facility to conduct their work, their
recreation, their domestic living, or other activities for which the facility was
specifically designed and built.

Operators - Those who operate and maintain the completed physical environment
on a continuing basis. Usually the party responsible for this function is an owner or
tenant working through a plant or facilities manager.

Re&ulators - Those who fill a review & inspection position to help insure protection
of the health, safety & welfare of the people. This is usually done by enforcing
regulations written and adopted by qualified public or private bodies. Examples of
regulators include those who work for building departments, departments of natural
resources, public health agencies, fire prevention organizations, technical societies
and other such groups.

ho 268 - March 1996

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 Ralph J. Stephenson PE PC
Consulting Engineer

TYPES OF MANAGEMENT IN PROJECT

ORIENTED BUSINESSES

• FUNctIONAL - as related to continuous management

A business operation designed or adapted to perform a specialized

activity or duty usually exerting a direct influence on the continuous operations of
the company.

Examples are departments of estimating, accounting, legal, office administration and

similar ongoing functions.

• PROJEct - as related to discrete management

A specific management assignment designed to achieve defined objectives

by accomplishing a group of related, discrete project operations. Project
operations have well defined beginning and ending points.

ho 274 December 1997

/. Zz.
 Functional
Management
Functional

Management ':::}#:::l@l l:l:i*IMl:l:l:1 [i::t:::!~::M

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• These are some of the factors and project management in
that Initiate changes In the the evolving organization
method by which a planning,
design, construction organization
Is managed. Ralph J. Stephenson PE
Consulting Engineer

ho 364, Feb, 90

l. l l

 Ralph J. Stephenson PE PC
Consulting Engineer

pROJECT DELIVERY SYSTEMS & THEIR USERS

PEFINITION - A method of assembling, grouping, organizing and managing project
resources so as to best accomplish project goals and objectives.

THOSE WHO USE PRO"IECT DELIVERY SYSTEMS & INFLUENCE THE

SELECTION OF THE SvsrEM

Concelyer· the ultimate decision making force behind the entire project
Developer
Owner
User
Translator· transfers the concept into construction documents
Programmer
Designer
Manufacturer
Vendor
Contractor
Constryctor - builds the components and the job
Manufacturer
Vendor
Specialty contractor
General contractor
Construction manager
Operator - operates the completed project
Facilities planning
Operation management
Plant engineering
Manufacturing engineering
Regulator· insures project adherence to the public good
Private
Public
Quasi public

1 ho 272 - Nov 89
 Ralph J. Stephenson PE PC
Consulting Engineer

TRADITIONAL pROJECT DELIYERY SYSTEM

CHARACTERISTICS·

1. Checks and balances normally built In from start

2. Construction decisions usually based on capital costs

3. Participant selection often made by cost competitive

bidding

4. Job control Is highly centralized in most stages

5. Project usually being built for owner/users

6. Contract documents completed before bidding

7. Bidders selected from short list derived from long list

(occasionally use long list)

8. Bonding Is often required

9. Site preparation and expense work often by owner

before construction starts

HJlttl- Expense work Includes those costs that do not

directly Increase life or value of the facility.

10. Majority of attention given to the need and want list.

Wish list usually considered a luxury.

ho291 - Nov 89
 Ralph J. Stephenson PE PC
Consulting Engineer

NON TRAPITIONAL PROJECT DELIVERY SYSTEM

CHARACTERISTICS

1. Checks and balances evolve as project proceeds

and when need arises.

2. Construction decisions based on capital costs,

maintenance costs, operating costs, project quality
desired, and desired Investment return.

3. Lead participant selection made on professional and

technical abilities, and on reputation and past
performance, along with estimated project cost.

4. Job control somewhat decentralized during early

program and design stages with progressive
centralization as the working document and construction
phases are approached.

5. Project could be for a variety of conceivers and

prime movers Including owners, users, Investors,
developers, funds, syndicates, governmental agencies
(privatisation), and groups assembling capital to gain
desired returns on investment.

6. Construction is often closely dovetailed with design

of the project. Design usually proceeds with construction
guidance, and advice from a construction discipline.

7. Capital cost is often negotiated from the pro forma

base and reduced in stages to a guaranteed maximum
price (gmp).

8. Need for bonding is usually minimized or eliminated

by careful selection procedures to maximize probability
of success.

9. Site preparation and expense work often done by

various members of the selected project or program

1 ho 292 - Feb 88
 Ralph J. Stephenson PE PC

Consulting Engineer ~
team.
!jgII- Expense work includes those costs that do not
directly increase life or value of the faCility.

10. Design and construction is heavily influenced by

consideration of the needs, wants and wishes of the
participants.

2 ho 292 - Feb 88
 Ralph J. Stephenson PE PC
Consulting Engineer

THE NEED FOR PROFIT

A. KINDS OF PROFIT

1. Financial
2. Social
3. Self actualization
4. Value system
5. Technical
6. Enjoyment
7. Educational

B. ELEMENTS OF MULTI VALUE COMPETITION

1. Competence
2. Service
3. Integrity
4. Cost
5. Delivery
6. Understanding

C. HOW DO WE ACHIEVE PROFIT - TRUE PROFIT?

1. Be smarter
2. Plan better
3. Control closer
4. Achieve more

& profits will be automatic!

1 ho 282 December, 93
 Ralph J. Stephenson PE PC
Consulting Engineer

PR POTENTI LEVEL

LEVEL 1 - INCLUDE EVERYTHING

LEVEL 2 - PREPARE A GOOD WORK PLAN

LEVEL 3 - PREPARE A GOOD SCHEDULE

1 ho 283 - Oct, 88
 Ralph J. Stephenson, P. E., P.C.
Consulting Engineer

Summary of the Nine Master Keys of Management

(Adapted from the Nine Master Keys of Management by Lester R Bittel)

Three Requirements of the Good Manaaer

A. Acquire a discerning (unique) point of view.

B. Follow an effective mode of action.
C. Employ a sensitive touch in interpersonal relationships.

A Discemina Point of View

Action #1 - Apply situational thinking Result #1 - Your decisions will

be more objective and less impulsive.

Action #2 - Identify vital targets Result #1 - You'll quickly recognize

turning points in critical situations.

Action #3 - Prepare for the probable Result #3 - You'll be less flappable in

difficult situations.

An Effective Mode of Action

Action #4 - Focus on performance criteria Result #4 - You'll better satisfy yourself
and your superiors.

Action #5 - Act form a plan Result #5 - You'll be able to get projects

under way quickly and with certainty.

Action #6 - Manage by Exception Result #6 - You'll accomplish more

work than you ever thought possible.

A Feelina for People

Action #7 - Develop your confidence Result #7 - You'll find that people

in others cooperate more freely.

Action #8 - Employ the power of training Result #8 - You'll find that employee
attitudes improve.

Action #9 - Know your true self Result #9 - When you truly

comprehend your whole self you'll find
people responding to your ideas more
directly and often more favorably.

ho 195 December 1997

 Ralph J. Stephenson PE PC
Consulting Engineer

NINE MAJOR STEPS TO EFFECTIVE PROJECT MANAGEMENT

DEFINITIONS

• PROJECT - A set of work actions having identifiable objectives, and a beginning

and an end.

• EFFECTIVE - Of a nature that achieves identifiable goals and objectives in

accordance with an action plan, and reaches worthwhile peripheral goals through
intermediate accomplish ments.

• MANAGEMENT - The identification, assembly and direction of resources to achieve

desired results.

QUESTION

• What is different about project organization compared to functional organization?

1. Project organization is usually temporary.

2. Project organization is usually based on a different rationale than is functional

organization.

3. Project authority positions tend to be vested first and earned later.

STEPS TO GOOD PRO,!ECT MANAGEMENT

• A good project seems to require 9 major steps, done well, to be successful.

1. Goals and objectives for the project are clearly identified, and starting,
intermediate and ending measuring points established early in the project life.

2. A suitable project delivery system is selected as the goals & objectives are
defined.

3. An action plan showing desired and necessary courses of action from beginning
to end of the project is prepared.

4. The action plan is translated into schedules, and the resources needed are
determined and balanced for most profitable performance.

1 ho 223 Nov, 89
 Ralph J. Stephenson PE PC
Consulting Engineer

5. A project organization is built under (not over) the resources required to provide
resource management quality, continuity, and monitorbility.

6. A method of isolating, identifying and correcting deviations from desired

performance standards is designed and put into action.

7. The needed resources are assembled and the project team gets to work.

8. Progress and performance of the project team is measured and evaluated using
management by exception.

9. The project is closed out promptly, cleanly, and totally as work draws to a close.

2 ho 223 Nov, 89
 Ralph J. Stephenson PE
Consulting Engineer

ELEMENTS OF EFFECTIVE PROJECT MANAGEMENT

1. Technical competence
2. Proper project planning
3. Good project staff morale
4. Clearly defined authority lines
5. Clearly defined responsibility lines
6. Respected leadership
7. Ciear understanding of the project mission
8. A sensitive monitoring system
9. Prompt and effective resolution of problems
10. Discerning points of view
11. Effective modes of action
12. A feeling for people
13. A project wide desire for excellence
14. Inquisitive minds
15. A sense of humor
16. Collective patience
17. Collective endurance

ho 273, Nov 89

I...!,
 Ralph J. Stephenson PE
Consulting Engineer

QUALITIES OF A GOOD PROJECT MANAGER

01. A perceptive ability to move from the micro situation to the

macro situation, and back again at will.
02. An ability to work well with people.
03. A desire for excellence.
04. An inquisitive mind.
05. An ability to manage conflict.
06. A sense of humor.
07. Good mental peripheral vision.
08. Education in related fields
09. Training in related fields.
10. Leadership ability.
11. Related technical and professional credentials.
12. An understanding of the true role of profit in our society.
13. A potential for being creative.
14. Good communication ability.
16. Intelligent consistency.
15. Honesty and integrity.

ho 285 Nov 89
 Ralph J. Stephenson, P. E.
Consulting Engineer

38 Elements of importance to success in design and construction - ho 341

• Summary

In the design and construction industry there exist many factors which influence the degree
of success achieved on a project. They deal with project goals, profit types, project
sequencing, the nature of the participants and the kinds of problems most likely to be
encountered.

If the parties to a planning, design and construction program recognize the nature and
importance of these factors, a major step will have been made toward their proper and
effective combination and management.

Below are listed 38 basic influences on project delivery systems. Project management
concerns how to combine these into a successful job of which all participants are proud.

• Six major lOals to meet for desip &; construction project success

The client,. owner &; user must be assured upon completion of his job that:

1. The facility program and the facility design have met their needs, desires and wishes.

2.. The planning, design and construction work on the project has been accomplished within

the time and cost structure required and desired. ~

3. All relationships on the project have been maintained at a high technical and professional
level, and have proven rewarding for those involved and affected.

4. The people involved at all levels of work on the job have realized a financial, professional
and technical profit for themselves and their associates by being on the project.

5. The project has been closed out with little or no residual potential for major problems of
maintenance or operation.

6. The entire process has been free of unresolved contested claims for additional money,
additional time, damage payments, and of the potential for future financial demands after
the job has been closed out.

• Seven types of profit

1. Financial - an improvement in a money position

2.. Social - a gratifying experience contributing to society's well being

3. Self actualization - a gain in personal non financial satisfaction by contributive work

4. Value system - reward gained by application of values in which one believes
5. Technical - acquisition of technical skill or technical data of value
6. Enjoyment - personal enjoyment of a situation gained from involvement in it
7. Educational-learning made possible only by efforts exerted in any given situation

1 date printed: December 3,1997

 Ralph]. Stephenson, P. E.
Consulting Engineer

• Nine major elements in the design &: construction sequence &: how they are done
1. Conceive the basic project
Visualize and state the fundamental nature of the proposed project, what purpose it is
to serve, and its base characteristics.
2. Prepare the program
Set down the physical characteristics of the total project in written and graphic form so
as to be able to translate these. characteristics into approval documents from which the
full design can proceed.
3. A rticulate the program for approval
Merge the concept, and the written and graphic program into written and graphic
construction language which can be reviewed and released by the ultimate decision
makers for full design.
4. Approve the basic project
Approve the concept, the program, and the merging of the two. This approval by those
in authority initiates the full design and construction process
5. Design the project

Prepare full contract documents for construction use.

6. Construct the project

Build the project and make it ready for turnover to the owner or user.

'1. Tum over the project

Release the constructed project to the owner or user with full documentation needed to
operated and maintain the completed environment.
s. Operate the project

Take over, run in, and make the new environment fully operational.

9. Maintain the project

Keep the new environment in proper operating condition by a well conceived and
effectively managed maintenance effort.
• Six major participants in the desian &: construction process
1. Conceiver· The ultimate decision making force behind the entire program
2. Translators ~ The parties that translate the project concept into construction documents
3. Constructors· Those who build the facility
4. Operators· Those who operate the completed facility
5. Regulators· Those who help assure project adherence to the cause of public good
6. Users· Those who occupy and use the facility for the purpose for which it is intended
• Ten major 'WeI of design &: construction problems
1. Constructive acceleration
An action by a party to the contract that forces more work to be done with no time
extension, or the same amount of work and a shorter period of time in which to do it.
2. Constructive change
A construction action or inaction by a party to the contract that has the same effect as a
written order.
3. Defective or deficient contract documents

Contract documents which do not adequately portray the true contract scope.

4. Delay
A situation, beyond the control and not the fault of a contract party, that causes a delay
to the project

2 date printed: December 3, 1997

/. :: c".
 Ralph}. Stephenson, P. E.
Consulting Engineer

5. Differing site condition

A situation in which the actual conditions at the site of a project differs from those
represented on the contract documents,. or from reasonable expectations of a site in that
area.
6. Directed change
A legitimate change within the contract scope for which the owner is obligated to pay.
7. Impossibility of performance
A situation in which it is impossible to carry out the work within the contract
requirements.
8. Maladministration
The interference of one contract party with another contract party's rights, that prevents
the latter party from enjoying the benefits of least cost performance within the contract
provisions.
9. Superior knowledge
The withholding of knowledge by one party to a contract from another party to the
contract during the precontract period, and that, subsequent to contract execution,
adversely affects the second party's construction operations in matters of importance.
10. Termination
Dismissal of a party to the project contract for convenience or default.

3 date printed: December 3, 1997

wex project management 2001 seminar RalphJ. Stephenson, P. E.
Consulting Engineer

• SECTION 2 - SETTING PROJECT GOALS & OBJECTIVES, AND USING PARTNERING IN

PROJECT MANAGEMENT

02.01 Graphic objectives

02.02 Goals & objectives definition summary
02.03 The dio/pdo/udo intersection
02.04 Trillium organizational model
02.05 to 02.07 Setting goals & objectives
02.08 Case study pointers
02.09 & 02.10 Case study - Developer
02.11 to 02.15 Case study - Light manufacturing - Bengst
02.16 & 02.17 Case study - Architectural - Vyvyan
02.18 to 02.20 Case study - Changing general contractor - Bishop
02.21 to 02.28 Alternative dispute resolution & partnering - an overview
02.29 Destructive Conflict
02.30 & 02.31 Destructive conflict in today's technical world
02.32 Seven actions to resolve potentially destructive conflict
02.33 Obligations hierarchy
02.34 Obligations & professional needs
02.35 Obligations & business needs
02.36 People
02.37 Positive Conflict
02.38 & 02.39 What is partnering?
02.40 & 02.41 Partnering systems in use today
02.42 The three legs of a partnering system
02.43 The components of a partnering system
02.44 & 02.45 Problem mentions
02.46 Eight frequently mentioned design and construction problems
02.46a to 02.46i Partnering charter objectives examples
02.47 & 02.48 The several faces of partnering
02.49 to 0251 NSEDS partnering case study
02.52 Partnering specification
02.53 to 0255 Sample charter for new post office
02.56 Post office partnering evaluation
02.57 & 02.58 Types of alternative dispute resolution
02.59 Route of issue & dispute resolution
02.60 Pogo
02.61 to 02.64 Improving our professional and business practices
02.65 You can accomplish anything

date printed: December 6, 2000

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 Ralph J. Stephenson PE PC
Consulting Engineer

Go.18 & Objoctlyes Deftpltion

-End -direct
-Goals -Intermediate -dependent - predictable
-Objectives -Peripheral -dependent - unpredictable

DefInitions

- Goals - Unquantified targets to be achieved

- Objectives - Quantified goals to be achieved

- End - Goals & objectives realized upon completion of the
project or program
- Intermediate - Goals & objectives achieved at specific
points prior to completion of the project or program

- Peripheral - Goals & objectives achieved on an ongoing

basis during the project - often are personal,
professional,technlcal, financial or social

- Direct - Goals & objectives to be achieved by Internal

direct lDfluences
- Dependent - Goals & objectives affecting the project but
to be achieved by enemallnfluences - usuaUyare
predictable or unpredictable

ho 316 July. 88
 J S TEPHENSON P
CONSULT~
RALPH
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ho 197

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Ralph J. Stephenson PE PC

Issue.l - 1/3'89 Consulting Engineer

Issue 12 - 12112190 323 Hiawatha Drive

i2gan business model Mt Pleasant, Michigan 48858

disk 162 ho 338 ph 5t7 772 2537

TM-1

l l l
 Ralph J. Stephenson PE
Consulting Engineer

Setting goals & objectives

To effectively manage a project you need to know what is to have been accomplished
when the job is complete.

Some guidelines to identifying and writing out project goals and objectives are given
below:

Step 1.
Answer this question

• What Is the most Important result to be achieved by this project being

successfully completed?

Write your response.

Your statement now becomes a project mission from which detailed goals and
objectives can be generated.

Step 2.
Decide upon and write the major activity classifications within
which you wish to achieve the mission stated in Step 1. Some classifications for
detailed goal definition in project management
might include:
• Company
• Organizational
• Departmental
• Project
• Social
• Financial
• Community
• Technical
• Professional
• Educational
• Personal
• Project staff
• Career

Step 3.

1 ho 275 Nov 89

2.06
 Ralph J. Stephenson PE
Consulting Engineer

Select the classifications you feel most comfortable with, and write
several brief statements of what you want to achieve within these
activity categories. Don't think about numbers and time frames yet. Concentrate on
getting good content in each statement. Typical statements might be:

For the project:

- To implement a job data base tracking system for submittal turn around

- To significantly reduce job meeting times and improve follow up results.

- To design and implement a structured job inspection and reporting system

procedure

For your career:

- To learn and use network modeling techniques
- To work specifically toward using this project experience to move to the next
higher position rating
- To diagram and study the organizational structures of effective design and
constructi0r:' firms on the project

Step 4.
When you have written out as many targets you wish or must achieve, and that you can ~
comfortably think of, reorganize them into a classification system best suited for the
project you are on. Classification can be by the original groups, or you may wish to
rearrange them by subject, time span, people involved, degree of achievability, people
influencing their achievement, or any other common qualities that allows you to work
comfortably in converting the desires to accomplishments.

Step 5.
Once you have a satisfactory list of desires, begin assigning quantities to the goals in
the list. Quantities may be in dollars, manpower, time, space, talent, opportunity, or any
other you may wish. This quantification step converts non numerical goals to numerical
objectives. It is a step you must take to get from wish to reality. Remember project
management is objective oriented. Converting goals to objectives is essential for
effective project management.

For example the unquantified target stated in Step 3 above, ''To significantly reduce job
meeting times and improve follow up results.", might now be amplified by such specific
objectives as:

- Within 3 weeks of field job start to have all project minutes being done on an

2 ho 275 Nov 89

.L.oc.
 Ralph J. Stephenson PE
Consulting Engineer

IBM compatible word processor.

- Within 6 weeks of field job start to be using technography methods to record and

approve job meeti og notes.

- Within 7 weeks of field job start to publish job minutes by late afternoon of the

meeting day.

- Within 1 week of field job start to be discussing in job meetings only job matters

having a minimum decision to action time span of one week.

Step 6.
When you have enough objectives, to satisfy your initial needs, stop for a while and
concentrate on achieving what your objectives demand of you. The call now is for
actionl

Step 7.
As you put the goal and objective achievement process into operation, keep adding
goals and objectives to the list you have prepared.

Remember, your needs, and the project's needs change continually. In Step 1 you
defined the fundamental project mission. Around this stable base the detailed goal &
objective setting must continue as the project unfolds.

3 ho 275 Nov 89

'2.07
 Ralph J. Stephenson, P;E., P.C.
Consulting Engineer

Pointers for Reading, Analyzing and Solving Case Studies

We will be using miniature case studies occasionally to point up various features of
project planning and control systems. The suggestions below are to help you gain the
most from the case study work.
1. Pointer 1
Read the case study carefully and try to get an overall managerial feeling for the
situations and problems. The first scanning should be rapid with brief returns to
specific problems. Underline and highlight key points as you go through the case
study the fust time.
2. Pointer 2
Where problems seem to exist in the description, isolate these even though they
appear minor, and give them mental priority ranking as you read through the study
the first or second time. Identify problems to be solved and actions to be taken by
asterisks or some other identifying mark.
3. Pointer3
Qearly identify your position in the case study. What is it you are supposed to be,
and how are you supposed to act? This activity is called internal role playing and is
a good simulation technique for solving problems from your standpoint.
4. Pointer4
Always ask yourself the basic questions about any situation - who?, what?, when?,
where? Without the answers to these questions, an analysis may be incomplete and
faulty.
5. PointerS
Be certain to answer the problem questions as fully as time permits. Normally the
minutes allocated to a case study will be few and it is important to focus quickly
upon the essential elements of the problems presented.
6. Pointer6
When the case study is discussed, don't hesitate to bring out points you feel are
important. Also learn from other's solutions. Remember there are usually many
ways to solve problems and resolve difficulties.

printed 12/3/97 ho 163 - Aug. 97

2.01"

 RALPH J. STEPBENSON. P. E.
CONatTU.l'UC& JilN&TNl!lElI

Case Study Al Definition of Objectives

You work in the properties department of a firm of reputable, moderate

size developers who specialize in financing, constructing and managing
commercial propertieso The company has just contracted to build and
will be the owner and landlord of a new three story commercial office
building measuring 150' x 150'. The building contains a core utility
space which houses elevators, stairs, riser shafts, toilet rooms and
telephone, electrical and janitor closets. Perimeter spaces consist of
standard rental areas and will be finished with a smooth concrete floor,
acoustic ceiling, lights and a modular diffuser pattern.

As the space is leased, you, the landlord, will install tenant improvements
consisting of carpeting, partitions, doors and other items covered by the
lease. The tenant will have an opportunity to add additional cost items to
the basic tenant allowances at his expense, subject to your approval.

You have let contracts on the job to three prime contractors, architectural/
structural, mechanical and electrical. Your duties are as the prope rties
department full time project manager o The properties department is new
and you have only been with the firm a few monthso You recognize you have
the right education for the job, are interested in the work and are anxious
to learn. However, you also recognize you are somewhat inexperienced.
a little young for the responsibilities you have been given and have a tendency
to be more stubborn than is necessarily good for you and those who must
work with you.

Cost of the office building is about $3 million. It represents a sizable

investment, one of the largest your company has ever made. In conjunction
with your superiors in the properties department, you have decided you
would like to have occupancy of the building from the top floor down and
out at the first level and on a staggered basis with the floors being delivered
in sequence.

This is your first major project with your new firm, although your experience
includes the project management of several successful jobs for a moderate
size general contractor in the community. The se were accomplished over
the previous four years of your employment.

You have met the three superintendents for the three prime contractors
and each appears competent in his own disciplineo

../.0'7
Page 1 of 2 H/O 132 10/76
 I!ALPH J. STEPHENSON. P. Eo
Case Study Al OONl!ltnJrUl'G ENGINlI:BR
Definition of Objectives

The superintendent for the architectural/structural trades contractor ~

is about ten years older than you, has extensive experience and probably

will tend to be very aggressive on the job" However, his reputation is

excellent and he appears very cooperative.

The mechanical superintendent is about fifteen years older than you. He

has not said much in your meetings and you sense that he is highly concerned

with protecting his company's rights on the job. He is, however, you judge,

very competent, although you have also heard that he has a stubborn streak

that tends to show up frequently during decision situations.

The electrical superintendent is about your age, a graduate electrical

engineer, but with good journeyman experience since he started in the trades

very young. He probably is the sharpest of the three superintendents and

you have already noticed that he tends to look to you as his peer rather

than the other two superintendents..

All three primes will have their detailing and accounting work done in the

home office and will maintain a very small field administrative operation.

You, as the owner, want quality work and are willing to pay to get it. Your

architect/engineer has a moderately good technical reputation, designs

economically and is very cooperative so long as he is given the legitimate

help that he has come to expect from congenial and competent owners and

contractors. You have never worked with him before ..

Your personal goals in this project are to do an excellent job and to gain

additional good reputation as a competent, conscientious field project

manager. Hopefully, the experience and stature will encourage the

company to help you with your ongoing education. You have had two years

of college in construction engineering, are married and have a small

child two years old.

'Z/o
Page 2 of 2 H/O 132 10/76
 Ralph J. Stephenson PE PC
Consulting Engineer

The Bengst Corporation Expansion

Bengst Corporation has been in the computer hardware and software manufacturing
business for about 15 years. It occupies two principal facilities. One is a modest one
story remote testing lab of 40,000 square feet in Tarry, Montana. The second is the
main office and plant in Billings, Montana, about 150 miles from Tarry. The Billings
complex contains nearly 25,000 square feet of office space and an adjoining
manufacturing plant of 150,000 square feet.

The Tarry lab is visited frequently by Bengst middle and top managers. Many of them
have shown a liking for the small community, and it has been tentatively decided by
Mr. Bengst to gradually shift Bengst headquarters to Tarry.

Bengst has been successful in developing and manufacturing quality medical

computer hardware. and have now begun to design and market related software
programs for technical, business and home computer use. Their products have been
well received and the Tarry building will be expanded to take care of some of the
temporary design space needs being experienced. The cost of the program has been
established from carefully prepared pro forma information.

The Tarry facility is located on a beautiful 160 acre parcel of land bought several years
ago by Mr. Bengst. The existing building is a one story structure with a steel frame and
an attractive masonry and curtain wall exterior skin. It was designed by a Philadelphia
architectural/engineering firm. who also designed the Billings plant and office.

Bengst Corporation wants to add one story of similar construction to the building and to
concurrently develop a master plan for the entire site. Ultimately most major design
and production facilities of the company are intended to be moved to Tarry. In two
years the volume of business done by the software division is expected to increase
300%. The hardware division is expecting a 200% expansion within the next five
years.

The president of the company, Mr. Steel Bengst, is very active in the expansion
program and will watch the expansion work carefully. He has appointed a young
systems engineer at the Tarry plant, Karl Jong, to be the owner's project manager. Mr.
Jong is 28 years old. has advanced degrees in electrical engineering and business. He
is considered one of the bright stars of the emerging manager group at Bengst. (end)

1 ho 224 Jul, 88
 Ralph J. Stephenson PE PC
Consulting Engineer .

Please note any questions you may have about the above information in the space
below.

2 ho 224 Jul, 88

Z. 12
 Ralph J. Stephenson PE PC
Consulting Engineer

The Bengsl Corporation Expansion • Situation OW

You are Karl Jong a 28 year old software & systems designer at the Bengst Corporation.
The founder of the firm, and currently its chief operating officer is Steel Bengst, a dynamic
man of 53. You work at the company headquarters in Billings, Montana.

You have exhibited a strong interest in the company product and its facilities for several
years. Mr. Bengst has observed your work and has taken a personal interest in your
career. He decided, after several conversations with you to appoint you project manager
for the expansion program being contemplated in Tarry. You have been made aware of
the con'fidential decision made to shift the headquarters and operations of the company to
Tarry. You also have some concerns about the selection of Tarry, but these have not been
expressed by you to anyone. You however, know that one of the expanded Bengst main
market targets is to be the midsize & large medical computer users in Southwest USA.

The building in Tarry was designed to receive a future second floor on the present one
story structure. The structure occupies a position at the northwest comer of the site and has
access to local roads, and through them, to the freeway about 1/2 mile to the east. The
building, as well as the site would probably be readily salable in the current Tarry area
real estate market.

Mr. Bengst enjoys working to well defined guidelines and expects his staff to clearly
identify goals & objectives for their projects. On this assignment he has given you the
following assignment.

1. To develop detailed program statements about the building expansion

2. To decide on the building project delivery system to be used.

3. To select the project delivery team to implement the program

4. To set an authentic time table for the total expansion in conjunction with the
Bengst facilities engineering staff

5. To develop and implement a progress tracking and communications program

that will keep top management at Bengst fully informed about the program on a
weekly and on an as demand basis.

6. To establish the approach to be used in preparing a master plan for expansion

1 ho 224.20w Jul, 88
 Ralph J. Stephenson PE PC
Consulting Engineer

of the company on the Tarry site.

7. To play an active role in establishing future hardware and software design

strategy in conjunction with Bengst's marketing and sales group.

Some of the people involved in the program are:

• Tom Bengst - VP of marketing & Steel Bengst's son - determined and competent
man of your age. Somewhat disappointed at not being appointed to be the
expansion program manger, but seemingly satisfied with your appointment.

• Frank Berenski - Facilities engineer for the company - competent individual, older
than you, bright and enthusiastic. Likes order & method.

• John Donovan - Administrative VP - thrives on confusion, but makes things

happen. You have not worked with him previously.

• Trosta Miraldo· Your boss in the hardware &software systems design division­
highly educated and a very competent doer. She had hoped to get the program
manager's job for the expansion. However she has a high regard for you and is
only marginally upset with your appointment. Still expects you will work for her in ..J
your systems design activities.

Define the following:

1. Three main goals of the company in this program
2. Three main goals you have on this assignment
Derive the followi ng from the goals you have defined above
1. One major intermediate & one major end objective of the total program
2. One major intermediate & one major end objective of the building

addition.

2 ho 224.20w Jul, 88
 Ralph J. Stephenson PE PC
Consulting Engineer

'angst Co[poration Expansion

Organizational Relations

Trosta Miraldo
Systems mgr

Tom Bengst
VPMktg

Karl Jong
Proj Mgr

John Donovan
AdminVP
Frank Berenski
Facilities Engr

ho 319 Jul, 88
 Ralph J. Stephenson PE PC
Consulting Engineer

CASE STUDY • PEFINITION OF GOALS & OBJECTIVES

You have just been promoted to senior project manager for Vyvyan and Associates, a
moderate size architectural firm of about 120 people. You are a registered architect
with a bachelors degree in architecture and a masters degree in urban planning.
Your strong features brought you to the forefront of the project management group at
Vyvyan and now you are recognized as the possible future vice president in charge of
operations and projects.

Vyvyan is organized around strong functional operations, but has a management that
understands and appreciates the value of project management. The firm has a good
reputation for competent architectural deSign and good technical backup.

The design department under Jon Teleman tends to design expensively, but will listen
if sound, rational reasons are given for disagreeing with their concepts.

The architectural production department head, Carl Trilar, is a hard headed man of 39,
who has a wealth of experience and is well thought of by his staff. He does not always
agree with the design group and frequently revises major details without consulting the
design team. This leads to hard feelings and recently has caused budget overruns on
several weakly managed projects.

The engineering departments have tended to follow patterns set by the design and
architectural department without too many problems or conflicts. However, Mr. Vyvyan
just brought in a new chief engineer, Bob Lott, who has already clashed with Carl Trilar
in a dispute in which Mr. Lott sided with Jon Teleman.

Your firm has been contacted by a moderate size developer, The Dreyfus Corporation,
and offered an architectural and engineering commission to design a new 8 story office
building of 240,000 square feet. The building is to be a tenant occupied structure with
a core utility space containing elevators, stairs, riser shafts, toilet rooms, telephones,
and electrical and janitor closets. Perimeter spaces will consist of standard rental
areas, and will be finished with a smooth concrete floor, acoustic ceiling, lights and
diffusers.

As the space is leased Dreyfus will install tenant improvements conSisting of carpeting,
partitions, doors and other items covered by the standard lease. Tenants will have the
option of adding additional items in the space subject to Dreyfus approval.

1 ho 226 - Dec 88

2.1'
 Ralph J. Stephenson PE PC
Consulting Engineer

You have worked for several months cultivating the Dreyfus organization in the hope
Vyvyan would be awarded this project. When Mr. Dreyfus called yesterday and said
they had selected Vyvyan and Associates to do the work you were delighted. Mr.
Vyvyan has told you he wants you to be the project manager and to develop a solid
ongoing business and professional relation with Dreyfus.

Your pleasure has been somewhat dulled by the news that Dreyfus has also retained a
general contracting firm, Spencer Brothers, a traditional old line but reliable
organization, to advise the design team oncosts and construction materials and
systems during the design period. Mr. Dreyfus is known to want Spencer to build the
job on a negotiated basis. The chances of this happening are about 90%.

You have no bone to pick with Spencer but certain people in your firm, particularly Carl
Trilar, feel Spence(s appointment as a peer indicates a lack of confidence in you by
Mr. Dreyfus. You don't share this opinion and feel there is a good chance to profit from
the association with both Dreyfus and Spencer.

With this background address the following questions:

1. What goals would you set for the design work of Vyvyan and Associates?

2. What goals would you set for the relations between Dreyfus and Vyvyan?

3. Translate the goals in 1, and 2 into some specific objectives.

4. What personal goals would you define for yourself in this situation?

5. Identify some of the department related peripheral goals that might emerge
from the project organization.

6. Could you shape the goal setting of Dreyfus and Spencer? How, and in what
direction?

2 ho 226 - Dec 88

2, 17

 Ralph J. Stephenson PE PC .
Consulting Engineer

THE CASE OF THE CHANGING GENERAL CONTRACTOR

A project management study of goals and objectives

You are 35 years old and a project manager for Bishop Construction, a general
contractor. You have completed 3 years of engineering school at a good local college.
However you have not been able to complete your university work because of the time
demands of raising a family, and the pressures of day to day work at Bishop; but you
have always had a desire to go back to school and get your degree in engineering.

You have worked for the company about 8 years, and are considered a prime
candidate, along with 2 others, for a vice preSidential position to be available in about 1
year.

Yesterday your firm was successful in negotiating a general contract for a new 6 story
office building with a 150' x 150' footprint. The structural frame will be steel with a
conventional glass and masonry exterior. The building contains a core utility space
which houses elevators, stairs, riser shafts, toilet rooms and telephone, electrical and
janitor closets. Perimeter spaces are standard rental areas to be finished in base
building work with smooth finished, exposed concrete floors, acoustic ceiling grid, light
fixtures, and a modular diffuser drop pattern. Acoustic panels are to be stockpiled on
each floor for the use of tenants as they occupy the space.

Bishop has an opportunity to construct most of the tenant improvements, but this work is
to be awarded as space is leased. No final selection of the tenant improvement
architect or contractor has been made.

The owner is a reputable local development firm that will do about $50 million in new
projects next year. They have told your president that they are trying to develop a
project delivery system that places their deSign and construction needs under a single
responsibility.

The owner's project manager is a son of the development company's president, has
just turned 30 and is a business and law graduate of the same college you attended.

1 ho 265 - Dec 88

2./~
 Ralph J. Stephenson PE PC'
Consulting Engineer

, He is energetic, fair and knowledgeable about development. He knows little about

either design or construction. He has been assigned to this job to help train him in the
development business.

The architect on the project is about 40 years old and has a fairly

successful local practice. He is fair, competent and a good business man. He is very

concerned about his exposure to unjustified liability expenses. You have worked

together in the past and have come to know each other well, and to have a mutual

respect for each other.

Market absorption projections indicate your company has about exhausted their
potential for obtaining hard money bid work in your area for the next 5 years and must
begin diversifying either geographically, functionally or both.

The owner wants quality work and is willing to pay to get it. You intend to use your best
subcontractors and suppliers on the job. You are also instituting more rigorous
planning, scheduling and cost control systems on this job than on any other in Bishop's
history.

Address the questions and considerations below and be prepared to answer them as a
team.

1.} What are the common characteristics shared by the prime members of this project
team?

2.} Define your company's mission on this project.

3.} Define two important goals for your company on this project

4.} Define two important goals for yourself on this project

5.) Explicitly state two objectives for your company on this project

6.} Explicitly state two objectives for yourself on this project

2 ho 265 - Dec 88
 Ralph J. Stephenson PE PC
Consulting Engineer

Note: Goals and objectives on a project like this may be classified into one or more of
several categories including:

a.) Financial
b.) Quality of finished product
c.) Organizational
d.) Planning and scheduling
e.) Career desires
f.) Personal desires
g.) Company growth and expansion

3 ho 265 - Dec 88
 Ralph]. Stephenson, P. E.
Consulting Engineer
December 3, 1997

Altemative Dispute Resolution and Partnering - an overview

I. Definitions
A. Alternative dispute resolution.
In broadest terms, ADR is a method of resolving disputed design and construction
claims outside the courtroom.
B. Neutral.
A technically trained, educated and credentialed professional who is active in the
planning, design, and construction disciplines. The neutral must be capable of
objectively listening, analyzing, and evaluating construction related demands or
claims which are in dispute.

The product of the neutral's work is usually a recommendation as to a course of action

to be followed based on the neutral's opinion as to the outcome of the action. Neutral's
recommendations are generally not considered binding.
C. Partnering
A way of achieving an optimum relationship between a customer and a supplier. A
method of doing business in which a person's word is their bond, and where people
accept responsibility for their actions.

Partnering is not a business contract, but a recognition that every business contract
includes an implied covenant of good faith.
D. Project partnering.
A method of conducting business in the planning, design, and construction profession
without the need for unnecessary, excessive and/or debilitating external party
involvement.
E. Resolution
A course of action determined or decided upon that can result in clearing conflict or
dispute.
F. Strategic partnering.
A formal partnering relationship that is designed to enhance the success of
multi-project experiences on a long term basis.

As each individual project must be maintained, a strategic partnership must also be

maintained by periodic review of all projects currently being performed - Ida B.
Brooker 1994 WEX

II. Alternative dispute resolution (ADR) systems and their application in construction.
A. Some resolution methods available
1. Non binding
a) Prevention methods - produces maximum harmony - usually least cost.
(1) Intelligent and proper risk allocation
(a) Risk should be assigned to the parties that can best manage or control the
risk, i.e.
i) The owner, if the architect/engineer is expected to assemble and write
the program.

date printed: December 3, 1997 1 ho 388, December 1997

2...l!/
 Ralph J. Stephenscm, P. E.
Consulting Engineer
December 3, 1997

ii) The architect/engineer, if the owner has prepared a well conceived

and clearly stated. program.
iii) The owner, where construction is expected to begin before
construction documents are complete.
iv) The contractor, where full, well prepared, and checked construction
documents are available prior to the start of construction.
(b) Attempts to shift risks to architects, engineers or contractors not able to
absorb these risks is not cost-effective
i) Reduces competition
ii) Increases costs due to greater contingency allowances.
iii) Increases costs and reduces effectiveness because of the potential for
increased numbers and intensity of design & construction project
disputes.
(2) Incentives for cooperation
(a) Incentives or bonus provisions
(b) Disincentives or penalty provisions
(3) Partnering
(a) Stresses good faith agreements
(b) Emphasizes teamwork
(c) Encourages good communications
b) Internal negotiation methods - parties involved conduct negotiations - requires
consensus - relatively cost free.
(1) Direct negotiations (often starts at UDM level)
. (2) Step negotiations (starts at dispute originating level) . j
c) Informal external neutral methods - preselected external neutral serves as a informal ...",
dispute-resolver - relatively low cost.
(1) Architect/engineer rulings
(a) May be respected even though not legally binding.
(b) Must be impartial
(2) Dispute resolution board
(a) One member selected by owner and approved by contractor; one by the
contractor and approved by the owner; a third by the first two members.
Third selection usually acts as chairman.
(b) Those selected should be from the design & construction industry.
(c) Must have no conflict of interest.
(d) Conduct investigations and hearings on diSputes and publish prompt
opinions re the dispute.
(3) Independent adviSOry opinion.
(a) Mutually agreed upon neutral expert meets informally with interested
parties, obtains information from both, and render prediction as to the
ultimate outcome if not resolved at meeting level.
d) Fannal external neutral method - preselected external neutral(s) serves as formal
dispute resolver - relatively low cost - usually requires considerable preparation, and
may require legal assistance.
(1) Mediation - settlement conferences and informal hearings conducted by a
neutral third party.

date printed: December 3, 1997 2 ho 388, December 1997

2.22.
 Ralph J. Stephenson, P. E.
Consulting Engineer
December 3, 1997

(2) Minitrial - private settlement method usually initiated by an agreement between

the parties -less formal than mediation.
(3) Advisory opinion - neutral expert meets with both parties, obtains information
from both, and render prediction as to the ultimate outcome if adjudicated.
(4) Advisory arbitration - abbreviated. hearing before neutral expert(s). Arbitrator(s)
issue advisory award, and render prediction as to ultimate outcome if
adjudicated.
2. Binding
a) Outside of courtroom - dispute given to knowledgeable third party - moderate cost ­
may require legal assistance.
(1) Binding arbitration
(2) Private judge
b) Inside ofcourtroom - most expensive - usually requires legal assistance.
(1) Bench trial- before a judge
(2) Jury trial- before· a jury
B. To achieve successful dispute resolution requires:
1. A desire for a win - win result;
2. A desire for a fair settlement;
3. People in charge who want a fair resolution;
4. A negotiation technique that is acceptable to those involved;
5. Knowledge of how to arrive at a resolution system that can produce a decision;
6. Understanding that unresolved conflict and disputes often requires that a neutral view be
considered as a tool for poSitive change;
7. A belief that if you aren't entitled to it don't try to get it!

Ill. Partnering is a system of conducting business with minimal destructive conflict.

A. Other names for partnering

1. A gentleman's agreement
2. "Let's look at the drawings a bit more closely."
3. "Let's tally up the favor score?"
4. "Let's settle this over a beer."
5. A handshake agreement.
IV. Why is partnering applicable in today's construction industry?
A. What value is added by partnering?
1. Lower costs to resolve conflicts.
2. Quicker settlement of conflicts.
3. Knowledgeable professionals make the resolution decisions.
4. Decision makers are closer to the resolution process.
5. Nature of decisions rendered lessen the probability of appeal.
6. Participants gain privacy in the resolution process.
7. Probability of fair resolution is increased by more timely consideration of the dispute.
8. Helps cross critical transition points by setting the ground rules for the crossing
B. Where and why has partnering been successful?
1. Comments on partnering from the Albuquerque District Corps of Engineers staff in a
guide to partnering dated February, 1991

"Ou, experience is positive based on six contracts with fou, of them substantially

date printed: December 3, 1997 3 ho 388, December 1997

 Ralph J. Stephenson, P. E.
Consulting Engineer
December 3, 1997

complete." Benefits include:

a) Disputes reduced - no formal claims.

b) Common objectives achieved (schedule, safety, etc.).

c) Increased responsiveness.

d) Higher trust levels.

e) Improved communication.

£) Excellent cooperation &: teamwork.

g) Increased value engineering proposals.

h) Developed expedited process for tracking and resolving open items.

2. Comments on partnering by Colonel Charles E. Cowen - Commander Portland District

Corps of Engineers in a strategy for partnering in the public sector - AprillS, 1991
a) 80 to 100 % reduction in cost growth over the life of major contracts.
b) Time growth in schedules virtually eliminated.
c) Paper work reduced by 66%.
d) All project engineering goals met or exceeded.
e) Completion with no outstanding claims or litigation.
£) Safety records significantly improved.
g) Pleasure put back in the process for all participants.
3. Combination partnering relationships surveyed &: studied by the Construction Industry
Institute and reported in the publication ("In Search of Partnering Excellence" - July 1991).
a) Shell Oil/SIP Engineering - 1984.
b) DuPont/Fluor Daniel- 1986.
c) Proctor &: Gamble/Fluor Daniel-1986.
d) Proctor &: Gamble/BGP -1986.
e) Shell 0i1/Bechtel-1987.
f) DuPont/MK - Ferguson -1987.
g) Shell Oil/The Ralph M. Parsons Company - 1987.
h) Alcan/Fluor Daniel- 1988.
i) Union Carbide/Bechtel-1988.

j) DuPont/Day &: Zimmerman - 1988.

k) Great Northern Nekoosa/Rust International - 1988.

I) Pillsbury/Fluor Daniel-1989.

m) Hoffman-LaRoche/Day &: Zimmerman - 1989.

n) Chevron/Bechtel - 1989.
0) Bethlehem Steel/United Engineers &: Constructors ·'1989.
p) Proctor &: Gamble/M. W. Kellogg - 1989.
q) Chevron/Besteel-l990.
r) DuPont/H. B. Zachry.
C. Situations in which partnering may be difficult to use
1. Where the parties intend to pay lip service only to the partnering effort.
2. Where individuals in key technical or management positions choose to resist intelligent
discussion and fair decision making.
3. Where early commitments by the owner have made made good intercontract relationships
difficult or impossible to maintain.
4. Where construction contracts are let as the documents are being released for field use.

date printed: December 3, 1997 4 ho 388, December 1997

~,24
 Ralph J. StephenSQl1, P. E.
Consulting Engineer
December 3, 1997

5. ' Where several parties to the contract prefer to resolve disputes by contested claiming &
binding resolution.
6. Where poor contract documents are made the basis of the partnering effort.
7. Where excessive, one sided conditions are placed on sub contractors by prime contractors.
8. Where unfair or obscure payment processing systems are specified and enforced.
9. Where risk has been poorly defined and unfairly allocated.
V. What are some of the ingredients of a successful partnering effort plan?
A. Develop and maintain a strong desire to achieve project success for all.
B. Make intelligent commitments.
C. A void accepting or imposing unreasonable risk.
D. Work and act ethically, morally, and with integrity.
E. Work and act from a position of fairness rather than a position of power.
F. Suppress greed.
G. Try to establish an honest feeling of trust among participants.
H. Assign experience, competent people to responsible management positions.
I. Have empathy.
J. Prepare a good charter, a good partnership evaluation system, and a good issue resolution
process.
VI. Experiences and applications of the partnering concept.
A. W hat actions do others engage in that create problems for us, or do we engage in that create
problems for others? (sample responses from an actual charter meeting.)
1. Giving directions to proceed without a timely change order.
2. Failing to establish clear chain of command.
3. General contractor covering general conditions costs by charging subs.
4. Lack of timely acceptance of work.
5. Lack of timely responses to
a) RFI's.
b) Approval of shop drawings.
c) Site activity restrictions.
d) Change orders.
e) Value engineering.
o Acceptance of work.
6. Improper passing of general conditions responsibility to subs.
7. Lack of forum to evaluate and resolve open issues.
8. Slow submittal tum around.
9. Unreasonable punch lists.
10. Failure to recognize impact of changes on ongoing work.
11. Late submission of proposals.
12. Untimely submission of as--builts, operating & maintenance manuals, and training of user
personnel. '
13. Failure to maintain clean efficient, safe working conditions.
14. Do your own punchlists.
15. Pretest special systems - equipment start-up.
16. Untimely delivery of owner equipment.
17. Slow payment.
18. Design errors and omissions.
19. Resistance to solving problems perceived as contractor problems.

date printed: December 3,1997 5 ho 388, December 1997

:2. 2.5"

 RalphJ. Stephenson, P. E.
Consulting Engineer
December 3, 1997

20. Changes issued in incomplete form (sketches & narrative).

21. Slow owner response to concurrent reviews & changes.
22. Pass through attitude by general contractor.
23. Bid shopping.
B. Recommendations to help resolve some of tl).e problems we or others cause. (samples from an
actual charter meeting.)
1. Better communications.
2. Less defensiveness/more openness.
3. Fast dispute resolution.
4. Don't take issues personally.
5. Contractor review requests for information & submittals before processing.
6. Be willing to propose/ suggest solutions.
7. Submittal schedule provided.
B. Prioritization of submittals.
9. Complete/thorough questions.
10. Positive attitude.
11. Recognition of owner's need to eventually occupy, operate and maintain facility / systems.
12. Recognition of importance of paper work.
13. Allowing necessary contract time for training.
VII. Guidelines for the application and use of partnering concepts.
A. Determine the need for a partnering system.
B. Set goals and objectives to be gained from a partnering system.
C. Obtain management commitment for use of a partnering system.
D. Develop a partnering plan of action (the charter).
E. Obtain management commitment to a partnering plan.
F. Train and educate project participants in the partnering concept.
G. Create and implement an issue resolution system.
H. Create and implement a partnering review and evaluation process.
Vlli. Charters ~ provided by courtesy of project management and staff noted
A. Veteran's Administration Medical Center Re.p1acement Ho§pital ~ Detroit, Michigan
1. Mission statement

• We the undersigned recognize that we all have common objectives. We

therefore agree to strive together to construct the Detroit VAMC safely, on time
and within budget to the highest quality standards commensurate with its
mission of serving veterans and the community.

• To achieve our mission we believe in the following principles

• Commitment
~ Mutual trust
- Integrity
• Personal pride

2. Charter objectives

a) 01. Maintain open lines of communications.

(1) a. Recognize the need for quality information

(2) b. Minimize submittal and response times in all matters

date printed: December 3, 1997 6 ho 388, December 1997

2.2.':;

 RalphJ. StephenSQn, P. E.
Consulting Engineer
December 3, 1997

b) 02. Keep paper and administrative work to a minimum.

c) 03. Develop and implement an alternative conflict resolution system.
(1) a. Prompt resolution of conflicts at lowest possible level
(2) b. Eliminate need for Contracting Officer decisions
(3) c. Fair interpretation of ambiguities
(4) d. Be proactive (not reactive) in problem solving
(5) e. Maintain objective attitude toward constructability and practicality
(6) f. Accept responsibility for your actions or inactions
(7) g. Have empathy in all matters
(8) h. Oearly describe changes to contract work

d) 04. Limit cost growth.

(1) a. Develop cost effective measures

e) 05. Maintain clean, efficient, secure work site.

(1) a. No lost time due to accidents

(2) b. Properly staff project
(3) c. Be a good neighbor
f) 06. Seek to maintain good job morale and attitudes.
(1) a. Promotion of partnering attitudes at all levels of contract administration
(2) b. Have fun
(3) c. Have pride in your product
g) 07. Commit to quality control in all project related matters.
(1) a. Do it right the first time
(2) b. Maintain proper work sequence
(3) c. Meet design intent
(4) d. Recognize owner's needs in occupation and operation of the facility
h) OS. Oose out job in proper and timely manner.
i) 09. Maintain and implement a partnering evaluation system.
B. Michi~an Millers Mutual Insurance Addition & Renovation - Lansing, Michigan
1. MiSsion
a) We the Project Team commit to construct a quality facility, on time and within
budget, maximizing safety, communication, & cooperation so that all participants
can be proud and profitable in their accomplishments.
2. Objectives - to accomplish our mission we recognize a need to work to the following goals
and objectives.

a) Submittals

(1) Oarify objectives and expectations of the submittal process.

(2) Minimize submittal and approval times.
(3) Provide accurate, prompt, clear, concise approvals.
b) Payments
(1) Make payments in accordance with the published flow chart process.
c) Information processing & paperwork
(1) Expedite all information and indicate desired response times.
(2) Maintain open lines of communication among Project Team members.
(3) Be available.
(4) Attempt to offer possible solutions to questions within a proper scope.
(5) Provide clear responses to requests for information.

date printed: December 3,1997 7 ho 388, December 1997

2...27

 Ralph J. Stephenson,. P. E.
Consulting Engineer
December 3, 1997

d) Legal matters
(1) No litigation.
(2) Settle disputes at originating level.
e) Abatement
(1) Establish, approve and publish a plan of abatement.
(2) Abate promptly.
f) Planning and scheduling
(1) Provide, obtain, and use accurate activity information.
(2) Oearly monitor the project against the plan and schedule.
(3) Commit to, and fulfill man hour projections.
g) Decision making
(1) AlE team to regularly inspect work and advise compliance.
(2) Define and clearly communicate quality expectations.
(3) Properly empower those at all decision making levels.
h) Policies and procedures
(1) Prepare, review, approve and publish polides and procedures that will serve as
guidelines to manage the project

i) Site layout and management

(1) Formulate and publish a trash removal & parking plan.

(2) Properly establish and maintain bench marks and control lines.

j) Processing revisions

(1) Provide written authorization prior to work proceeding.

(2) Respond to requests for information, bulletins and change orders promptly.
(3) Prepare, approve & publish a flow chart for processing revisions.
k) Be a good partnering neighbor
(1) Commit to protecting your work and the work of others.
(2) Show all participants due respect and acknowledgement.
(3) Maintain proper work sequences.
1) Total quality management (TQM)
(1) Prepare, approve, publish, and commit to a TQM program.

date printed: December 3, 1997 8 ho 388, December 1997

 Ralph]. Stephenson PE PC
Consulting Engineer

DESTRUCTIVE CONFLICT

Animosity or disagreement
which results in lowering
the potential for an
individual or organization
to succeed.

ho382 Dec 95
 RalphJ. Stephenson,P. E., P. c..
Consulting Engineer

Destructive conflict in today's technical

world is often caused by:

• Not understanding that conflicts lead directly to

results.
• Frustration over a lack of control of events affecting
performance.
• Differences in goals and objectives of parties in the
project.
• Lack of understanding about the needs of others also
involved in the planning, design, and construction
process.
• Resentment or dislike resulting from a perceived lack
of value added to projects by those responsible for
adding value.
• Excessive technical and legal delays to resolution of
conflict.
• Excessive demands on resources normally depended
on to assist in the resolution of conflict.

Pagel date printed: 12/12/95

 RalphJ. Stephenson,P. E.,P. C..
Consulting Engineer

• Greed.
• Incorrect assumptions made from biased perceptions.
• Demands for higher quality than specified.
• Failure to meet commitments.
• Insufficient time to make required decisions.
• Lack of ability to do the job.
• Poor or inadequate training.
• Inadequate credentials to do the job.
• Indifferent leadership.
• Actual or perceived overwork.
• Bad blood among participants.
• Desire to take advantage of those in weaker positions .
• Misplaced attempts to demonstrate who is in charge.

Page 2 date printed: 12/12/95

2.31
 Ralph J. Stephenson, P. E., P. C•.
Consulting Engineer

Seven actions to smooth out and resolve

potentially destructive conflict

• Action 1) Understand the cause of the conflict.

• Action 2) Put yourself in the other person's shoes.

• Action 3) Understand the relative importance of

resolution vs. nonresolution.

• Action 4) Become competent in properly applying

the technical and professional management
tools of our profession.

• Action 5) Don't lie. Always tell the full truth.

• Action 6) Thoroughly understand the obligations you

have to society and to your clients, your employer, and
your peers.

• Action 7) Understand everything you can...not just

your own field, and work to be effective in managing
intersections of diverse interests.

Page 1 date printed: 12/12/95

2. '32
 RalphJ. Stephenson PE PC
Consulting Engineer

OBLIGATIONS

Hierarchy of professional obligations as

formulated by Dean Freund

• Prime - Protection of public health,

welfare & safety
• Secondary - Your employer or client

• Tertiary - Your peers

ho384 Dec 95
 Ralph]. StephensonP.E. P.C.
Consulting Engineer

oBLIGATIONS ft. PRoFESSIONAL

NEEDS

• .The design and construction

professional is obliged, above all, to
protect the health, welfare and safety of
the public.

• The legal professional is obliged,

above all, to protect the interest of his
or her client.' These interests are
supposed to be defined by the body of
law. Thus the body of law, not the legal
professional, is depended upon to
protect the health, welfare & safety of
the public - relative to the law.

ho399 Date printed: 12/12/95

 Ralph J. Stephenson P.E. P.C.
Consulting Engineer

OBLIGATIONS & BUSINESS

NEEDS

• To profitably produce services &

facilities.
• To provide solutions.
• To measure the quality of the process
you provide.
• To help manage destructive conflict.

• To encourage early action on

potentially damaging events.
• To reduce professional liability costs.

ho400 Date printed: 12/12/95

 Ralph J. Stephenson PE PC
Consulting Engineer

PEOPLE

Most people are honest,

concerned, desirous of
challenge, need attention,
and welcome help in times
of turmoil.

ho 383 Nov, 93

£.3(.

 Ralph J. Stephenson PE PC
Consulting Engineer

POSITIVE CONFLICT

Hostility that is managed so

that its resolution raises the
potential for individuals or
organizations to succeed at
being excellent.

ho385 Dec 95

Z. ~7
 Ralph J. Stephenson, P.E., P.C.
Consulting Engineer

WHAT IS PARTNERING?

• 1. Partnering is a system of conducting

business that maximizes the potential for:

a) Achievement of project intent.

b) Obtaining specified quality.

c) Encouraging healthy, ethical

customer/ supplier relationships.

d) Adding value.

e) Improving communication.

f) Providing methods of project

condition measurement & feedback.

ho 429 • February, 1994

 Ralph J. Stephenson, P.E., P.C.
Consulting Engineer

g) Providing methods of quickly

resolving conflicts by non destructive
means at optimal levels of
management.

• 2. Partnering provides the basis for

preventive methods of dispute
resolution.

• 3. Partnering is an agreement in
principle, and must not supersede or
supplant the planning, design, and
construction contracts in place or to be
written and executed.

ho 429 - February, 1994

Z!1
 Ralph J. Stephenson, P. E., P. C.
Consulting Engineer

Partnering systems in use today

• Proj ect partnering

A method of conducting business in the planning,

design, and construction profession without the need for
unnecessary, excessive and/or debilitating external
party involvement. Mainly used project-by-project, and
tailored to specific job conditions. It addresses a moral
agreement in non contract matters.

• Strategic partnering

A formal partnering relationship specifically designed to

enhance the success of multi-project experiences on a
long term basis. Just as each individual project
partnering system must be maintained, strategic
partnerships must also be maintained by periodic review
of all projects currently being performed.

date printed: 12/12/95

.,e,¥o
 Ralph J. Stephenson, P. E., P. C.
Consulting Engineer

• Organizational partnering

A system of internal relationships established when the

spirit of project partnering is incorporated into the total
operating mode of an organization. Organizational
partnering, well done, is designed to improve the
probability of short and long term operating success.
Often organizational partnering is applied with little
awareness of it being in use. Organizational partnering
~ should be made an integral part of project and strategic
partnering applications for it to add its full value to the
organiza tion.

date printed: 12/12/95

 Ralph J. Stephenson, P. E., P. C,.
Consulting Engineer

THE THREE LEGS OF A

PARTNERING SYSTEM

• LEG #1 - THE CHARTER

• LEG #2 - THE EVALUATION

SYSTEM

• LEG #3 - THE ISSUE RESOLUTION ~

SYSTEM

AS WITH ANY THREE-LEGGED

STOOL, ALL THREE LEGS MUST BE

IN PLACE TO PROPERLY SUPPORT

THE USER.

Page 1 date printed: 12/12/95

 Ralph J. Stephenson, P. E., P. C.
Consulting Engineer

COMPONENTS OF A PROJECT

PARTNERING SYSTEM

Charter - Defines the mission and

the partnering goals and objectives of
the project team

Evaluation System - Describes llOW

the project partnering status will be
measured, evaluated and maintained.

Issue Resolution System - Defines

steps to be taken to resolve project
disputes as they occur on the job.

date printed: 12/12/95

 RalphJ. Stephenson, P. E., P. C.
Consulting Engineer

PROBLEM MENTIONS

Total assignments of problem types from

2,855 responses to the questions, IIWhat job
difficulties are caused by us and by others?"
Listed by frequency of mention.

01. 1146 - Job management

02. 0984 - Communicating with others
03. 0684 - Staff morale and attitudes
04. 0593 - Personnel quality and problems
05. 0475 - Being a good on-site neighbor
06. 0467 - Timely action
07. 0396 - Planning and scheduling
08. 0371 - Organization, authority, and responsibility
09. 0288 - Work site conditions
10. 0268 - Revision processing
11. 0267 - Construction document quality
12. 0233 - Program conditions
13. 0205 - Submittal processing
14. 0166 - Issue, conflict, and problem resolution
15. 0166 - User group interaction
16. 0145 - Equipment and material problems
17. 0141- Documents and documentation
18. 0133 - Decision making
19. 0125 - Procurement of materials and equipment
20. 0116 - Project cost structure
21. 0112 - Closing out the project

date printed: 12/12/95

 Ralph J. Stephenson, P. E., P. C.
Consulting Engineer

22. 0097 - Contract interpretation

23. 0097 - Quality management
24. 0095 - Payment processing
25. 0092 - Paper and administrative work
26. 0090 - Approval processes
27. 0088 - Being a good off-site neighbor
28. 0073 - Time growth
29. 0070 - Policies and procedures
30. 0069 - Inspecting and testing
31. 0069 - Staffing and manpower
32. 0064 - Cost growth
33. 0058 - Substitutions and alternates
34. 0052 - Maintaining regular project evaluations
35. 0052 - Safety
36. 0049 - Regulatory agency matters
\..,. 37. 0022 - Constructibility
38. 0022 - Training
39. 0022 - Value engineering
40. 0014 - Labor conditions
41. 0014 - Legal matters
42. 0011- Backcharges
43. 0011- Financial problems
44. 0010 - Weather conditions
45. 0005 - Warranty conditions

date printed: 12/12/95

 • The eight most frequently mentioned design &construction problems.
From a total of 2,855 responses to the question "what job difficulties
are caused by us and by others?"

Problem Type
1 - JMA - Job management - 1146 mentions
2 - CWO - Communicating with others - 984 mentions
3 - SMA - Staff morale & attitudes - 684 mentions
4 - pap - Personnel quality & problems - 593 mentions
Number 5 - ONN - Being a good on-site neighbor - 475 mentions
of 6 - T AC - Timely action - 467 mentions
Mentions 7 - PAS - Planning and scheduling - 396 mentions
8 - OAR - Organization, authority & responsibility - 371 mentions
1200 JMA
ON:]
~ 1000
1\
"'­
800 SMA

600

PAS OAR
400

200

0
1 2 3 4 5 6 7 8
Problem Type 09/20/95

l
l l,
 Ralph J. Stephenson, P. E., P.C.
Consulting Engineer

Partnering Charter Objectives

The list of objectives below is designed to assist the stakeholders to write a sound,
well expressed charter. If a numbered objective fits a particular recommendation
your team wishes to make, note the number of the objective and any revisions you
wish to make to it. We will then consider the objective for inclusion as we write the
project charter.

Topics appearing below include:

A. Approval Processes
B. Being AGood Off/On Site Neighbor
C. Closing Out the Project
D. Communicating With Others
E. Decision Making
F. Documents and Documentation
G. Financial Matters
H. Inspection and Testing
I. Issue, Conflict, and Problem Resolution
J. Job Management
K. Legal Matters
L. Maintaining Regular Project Evaluations
M. Organization, Authority, and Responsibility
N. Planning and Scheduling
O. Payment Processing
P. Personnel Quality and Problems
Q. Regulatory Agency Matters
R. Revision Processing
S. Staff Morale and Attitudes
T. Submittal Processing
U. Work-site Conditions

Don't hesitate to change wordings since it is entirely possible that your expression of
a desired objective may be different than that of the original.

A. Approval Processes

1. Provide required documentation and approvals within the mutually agreed

upon time frame.
2. Make and document all decisions, and provide all approvals at their
management level promptly, fairly and with consideration of the requirements

Page 1 date printed: 12/7/96

 Ralph J. Stephenson, P. 1;:., P.C.
Consulting Engineer

of the project.

B. Being A Good Off/On Site Neighbor

3. Maintain a clean, safe, accessible, and well-planned work site.

4. Recognize that project conditions and decisions affect other partners in

achieving the overall design intent.

5. Maintain, in conjunction with other stakeholders, a work area plan to be

implemented by affected stakeholders.

C. Closing Out the Project

6. Establish close-out guidelines that provide clearly understood direction for

punching out the job, issuing Certificates of Substantial Completion,
establishing intermediate occupancy dates, and maintaining and transmitting
contract record documents.
7. Prepare and specify a close out plan.
8. Prepare and specify a rolling punch list and close out procedure.
9. Establish and implement guidelines that provide direction for accepting the
work and closing out the job.
10. Do it right the first time and strive to achieve a minimal punch list.

D. Communicating With Others

11. Prepare, publish, keep current and respect a chart of channels of

communication, responsibility, and authority.

12. Limit th~ release of public information through the owner's deSignated
representative only.
13. Anticipate, identify, and accurately communicate potential job problems
14. Ask questions and request information clearly and accurately
15. Be sensitive to the informational needs of the design and construction team
partners.
16. Communicate all issues in a timely fashion to all those affected by the issues.
17. Communicate clearly, accurately and in a timely manner through

appropriate project channels.

18. Communicate effectively in an open, honest manner with all appropriate

stakeholders.
19. Anticipate and communicate the conditions and disruptive circumstances
inherent in demolition and construction activities, to the staffs of the various
facilities that are a part of this total program.
20. Communicate the principles of partnering on this project to all participating

Page 2 date printed: 12/7/%

2.,~' ~
 Ralph J. Stephenson, P. E., P.C.
Consulting Engineer

organizations and individuals.

21. Identify planned and required shut downs, and outages from and to the
designers, builders, and the Capitol Complex operations staffs.
22. Ensure the design is understood and acknowledged by all the partners.
23. Maintain open lines of communication
24. Make progress and technical meetings productive and brief by preparing
well, and bringing both problems and solutions to the table.
25. Prepare and publish a communications flow chart showing roles and

responsibilities of all project team members.

26. Prepare well for progress meetings and make them brief and productive.
27. Promptly prepare and respond to requests for information, substitutions, and
clarifications of project documents.
28. Provide adequate data re: user-furnished equipment for construction to
proceed as desired.
29. Provide timely communications, responses, decisions ... and be available.
30. Recognize that project conditions and decisions affect other partners in

achieving the overall design intent.

31. Regularly monitor and discuss, all anticipated outages with utility company
and subcontractor input and provide maximum possible notice to the user of
anticipated outages.
32. Respond promptly to requests for information and clarifications of contract
documents.
33. Stay in touch with the project, i.e. reading meeting minutes, attending

meetings as needed, and being available for input

34. Prepare, publish and adhere to the lines of communication, authority, and
responsibility for the school building partnering team.
35. Prepare and respond promptly and completely to requests for information
and clarification of contract documents.

E. Decision Making

36. Make decisions in a timely manner and stand by the agreements you have
made.
37. Make timely decisions in all project related matters.
38. Provide adequate backup data, within expectations, to allow timely and

accurate decisions to be made by members of the project team.

39. Recognize that project conditions and decisions affect other partners in

achieving the overall design intent.

F. Documents and Documentation

Page 3 date printed: 12/7/96

 Ralph J. Stephenson, P. E., P.C.
Consulting Engineer

40. Accurately prepare and properly distribute project documentation in a timely

manner

G. Financial Matters

41. Practice fairness in price proposals, backcharges, and all other financial

matters.

H. Inspection and Testing

42. Provide for timely and professional technical inspection services with

appropriate documentation and feedback to those affected.

1. Issue, Conflict and Problem Resolution

43. Maintain the current issue resolution policy. (The current policy stresses the
resolution of conflict at the originating or lowest possible working level.)
44. Minimize disputes and resolve conflicts quickly and at the lowest possible
management level.
45. Prepare and publish an issue resolution policy which stresses the timely
resolution of conflict at the originating or lowest possible management level and
seeks to avoid litigation.
46. Prepare, publish, and implement a dispute resolution system designed to
resolve conflicts at the lowest possible management level.
47. Strive to resolve job conflicts quickly and at the originating or lowest possible
level.

I. Job Management
48. Anticipate events - be proactive.
49. Avoid surprises!
50. Be familiar With the contract documents.
51. Carefully evaluate and be sensitive to the impact that construction activities
may have on the environmental integrity and safety of all ongoing hospital
opera tions.
52. Continue to implement the partnering evaluation system (involving new
participants).
53. Continue to improve and implement agreed-upon project procedures that
provide all stakeholders guidelines for:
54. TIme commitments for procedures.
55. Prioritizing aSSignments.

Page 4 date printed: 12/7/96

2.4(, d'
 Ralph]. Stephenson, P. E., P.C.
Consulting Engineer

56. Design and construct a facility that is built so as to recognize the need for the
builders and the designers to achieve a reasonable financial profit on their work.
57. Design and construct a facility that is built within the time and cost terms of
the lease-purchase documents.
58. Develop a organizational matrix showing lines of communication and
responsibility to be maintained on the project.
59. Encourage the participation of all parties at all project levels in the
partnering process and the partnering spirit.
60. Enforce the construction traffic and parking plans.
61. Foster understanding of construction documents
62. Identify and remedy incorrect performance in a timely manner.
63. Insure that each of their management team members is fully aware of the
requirements of the project.
64. Keep current with project status and requirements.
65. Keep paperwork to a minimum.
66. Maintain a close relationship between expectations and reality
67. Maintain a continuous and efficient work force and effective procurement to
ensure quality, sequence, and schedule
68. Maintain an adequate management and work force to fulfill contract
commitments.
69. Maintain client safety and user satisfaction during construction.
70. No surprises
71. Plan for and meet the human resource requirements of the project, and
maximize opportunities for women and minorities.
72. Plan for future service access to equipment during mechanical, electrical and
plumbing installation.
73. Plan for the future not for the past.
74. Prepare and publish a calendar of project events indicating when key
personnel are required to participate in project management activities. Partners
will attend and participate in all required meetings and provide backup
management where necessary.
75. Preplan work recognizing the impact plans have on achieving the design
intent.
76. Properly staff and maintain competent personnel, and equipment required
on the project.
77. Provide proper resources to support the agreed-upon plan and schedule of
work.
78. Provide resources to fulfill contract & charter obligations.
79. Recognize and be sensitive to the needs of other stakeholders on the project.
80. Strive for a zero punch list.
81. Use human and technological resources to their maximum effectiveness.

date printed: 12/7/96

 Ralph J. Stephenson, P. E., P.C.
Consulting Engineer

82. Meet individual and organizational obligations.

83. Maintain a clean, safe, accessible and well-planned job site.
84. Maintain a clean, secure, accessible and well-planned job site.
85. Continue to improve... a. Submittal and request for information (rfi)
processing, including agreed-upon schedules and response times to meet the
needs of all parties.
86. Continue to improve ... b. Prompt payment processing including retention.
87. Continue to improve ... c. Revision and change order processing, including a
streamlined process for minor changes ($1000 or less).

K. Legal Matters

88. Strive to avoid litigation.

89. No litigation.

L. Maintaining Regular Project Evaluations

90. Prepare, publish, and implement a partnering evaluation system by which

the effectiveness of the system is regularly monitored. (stakeholders task force)
91. Prepare, publish and implement a project partnering evaluation system.

M. Organization, Authority and Responsibility

92. Be accountable for your actions.

93. Fulfill respective responsibilities and commitments to permit on-time

completion of the project.

94. Maintain continuity of key job personnel.

95. Prepare and publish a project directory showing people, work category,

position and alternate contact.

96. Prepare, publish, and use a project chain of command

97. Prepare, publish, and keep current a chart of channels for communication,
responsibility, and authority.

N. Planning and Scheduling

98. Adhere to agreed upon schedules and resource commitments.

99. Adhere to the current master construction schedule in effect on the project.
100. Develop a realistic plan of work and project schedule and honor it.
101. Distribute and regularly monitor and discuss, with subcontractor input, a
master project schedule, and update schedules as required.
102. Mutually prepare, publish, implement, and keep current a project action

Page 6 date printed: 12/7/96

 Ralph J. Stephenson, P. E., p.e.
Consulting Engineer

plan and schedule of work that is useful to all stakeholders.

103. Prepare, distribute and regularly monitor and discuss, with subcontractor
input, a master project schedule, and update schedule as required.
104. Solicit all team member's input for planning and scheduling

Q. Payment Processing

105. Promptly prepare, submit, and process all payment requests.

106. Submit properly prepared requests for payment.

P. Personnel Quality and Problems

107. Do it right the first time and strive to achieve a zero punch list.
108. Prepare, publish, promote, and adhere to standards of work place conduct.

Q. Regulatory Agency Matters'

109. Work closely with all regulatory agencies to assure compliance to their
current standards and regulations.

R. Revision Processing

110. Accurately price changes to the project in a timely, reasonable and fair

manner.

111. Approve and process changes in a timely manner.

112. Approve changes in a timely manner including formal issuance of

supplemental agreements.

113. Control revisions being considered for the project to maintain the planned
budget.
114. Prepare and implement guidelines for screening proposed changes to the
project prior to requesting formal pricing of the changes. (owner, user, designers)
115. Provide accurate data and adequate time to ensure pricing changes that are
fair and timely.
116. Provide reasonable change request budgets and identify insufficient budgets
promptly.
117. Provide reasonable field change orders and change issue budgets, and
accurately price changes to the project in a timely, reasonable, and fair manner.

S. Staff Morale and Attitudes

118. Be available.

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 Ralph]. Stephenson, P. E., P.C.
Consulting Engineer

119. Be cooperative.
120. Be willing to suggest and consider cost and time effective options.
121. Establish a trustful work environment with other stakeholders.
122. Establish and maintain good informal working relations on the job.
123. Extend the spirit of partnering to all project participants.
124. Have fun!
125. Have fun and celebrate the successful completion of the project.
126. Maintain high job morale and cooperative attitudes among all project

participants.

127. Make the project a fun place to work and to meet new friends.
128. Promote and adhere to acceptable standards of conduct by the project team

on the site. '

129. Recognize individual and team accomplishments.

130. Respect all project participants and their work.
131. Respect and treat other's and their work as you wish you and your work to

be treated; accept responsibility for damage to other's work.

132. Respect design and construction excellence as a fundamental goal to be

achieved.

133. Respect financial profit as an incentive for private sector stakeholders.

134. Respect other team members' work and abilities.
135. Take pride in our work, respect the ideas and work of others and treat others ,.J
as you would have them treat you. ....,
136. Treat others as you would have them treat you.
137. Practice fairness in price proposals, back charges, and all other financial

matters.

T. Submittal Processing

138. Prepare, package, and process submittals in a timely, fair, and considerate

manner consistent with the priorities of the contractors, designers, and owner.

139. Promptly review and determine the merit of properly submitted requests

for extensions of time.

U. Work-site Conditions

140. Continue to maintain continuity of work points between trades. (Work

points refer to building control coordinates and elevations.)

141. Maintain a safe, orderly, well organized work site.

142. Maintain a well planned and clean work site.
143. Maintain continuity of work points between trades.
144. Maintain, in conjunction with other stakeholders, a work area plan to be

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2,. I-&. A
 Ralph J. Stephenson, P. E., P.e.
Consulting Engineer

implemented by affected stakeholders.

145. Prepare and publish a construction traffic and parking plan.
146. Prepare, publish, and implement a project clean up program for contractors
on site.
147. Promote a clean and safe job environment.
148. Provide complete and unencumbered access to needed work areas in
accordance with the project schedule.
149. Respect and treat others and their work as you wish you and your work to
be treated. Take responsibility for damage to other's work. Amen!

Page 9 date printed: 12/7/96

2..~'- "
 Ralph J. Stephenson, P.E., P.C.
Consulting Engineer

THE SEVERAL FACES OF

PARTNERING - IT IS:

• 1. A preventive action to reduce

destructive conflict.

• 2. A preconstruction management
system to set operating ground rules not
covered by the contract.

• 3. A predesign management system to

set operating ground rules not covered in
the professional services contract.

• 4. A marketing tool to assist competent

planning, design, and construction firms
reduce the potential for debilitating
competition.

ho 430,- February, 1994

 Ralph J. Stephenson, P.E., P.C.
Consulting Engineer

• 5. A preprogram system to set concept,

ideas, intent and direction for the internal
staff of the owner and client.

• 6. A revisiting & updating action to

validate, confirm, reinforce, or revise
original operating ground rules that need
•
reVIew.

• 7. A planning, design, construction, and

turnover guide for the unspecified, non
contract conduct of the project team.

ho 430 - February, 1994

 Ralph J. Stephenson, P. £., P. C.
Consulting Engineer

Partnering Case study'1 - The World Wide Data Business

I. Client - Northern States Economic Data Systems (NSEDS)

NSEDS is a private business devoted to collecting, analyzing, and disseminating economic

information for the business, government, and volunteer sectors in political geographic units

worldwide.

The information they collect, process, and sell is primarily concerned with methods by which wealth,
value, currency or other equivalents interact with the market places in which they are used as a
medium of exchange.

The company maintains information collection and market operations from offices located in 25
cities world wide. The home office is in the community of Telitreck, North Dakota. Telitreck has a
population of 120,500 people. Of these 1,500 work for NSEDS.

All data analysis is done at the home office and dispatched to the point of use electronically, and by

mail, courier, or special messenger. 60 % of the dispatch volume is electronic.

The mission of the company is:

"To derive useful micro to macro global economic information from statistical data, and to

provide this information to our clients in accurate, easily used, and highest value-added form."

The company is family founded, owned, and operated. Family members have been actively involved ..J
in the direction of the firm for 51 years.
II. Facility types
A. New office and data processing center building.
1. 200,000 square feet on three floors and a lower level.
2. Reinforced concrete frame.
3. Patterned masonry exterior skin and panelized curtain wall.
4. Full amenities for employees and visitors.
B. Remodel existing building after move in to new building.
1. Existing building.

a) 160,000 square feet on two floors and a lower level.

b) Structural steel frame with concrete floors

c) Plain face brick exterior skin. Good brick appearance. Punched windows.

d) Minimal amenities for employees and visitors

2. Remodeled building.
a) Each floor completely gutted and remodeled.
b) Add full amenities for employees and visitors compatible with new addition.
c) Exterior skin fully renovated, pointed, and cleaned.
C. Site work for new office and for remodeled building.
1. Construct new parking - 1050 cars.
2. Rebuild existing parking lot· SOO cars.
3. Construct new retention pond.
4. Construct new employee recreation area.

1 ho412
 Ralph}. Stephenson, P. E., P. C.
Consulting Engineer

III. Those involved

A. From NSEDS staff
1. Mr. Lindsay Dreyfuss - President and chief operating officer - NSEDS
2. Vice president of operations
3. Facilities manager
4. Security manager
5. Office manager
6. Data processing manager
7. Public relations manager
B. From computer systems contractor staff - Datacomp, Inc.
1. Computer hardware project manager
2. Computer software project manager
3. Space designer
C. From architect/engineers - Loring & Metzer
1. President and chief operating officer - architect
2. Architectural designer - architect
3. Project Manager - architect
4. Field Inspector - architect
5. Interior designer - interiors design
6. Project Manager - structural
7. Project Manager - mechanical and electrical
8. Project Manager - civil engineer
D. From testing agencies - Strendel - geotechnical, and Mechbal - balancing
1. Geotechnical- Vice president
2. Geotechnical - Field and project engineer
3. Mechanical balancing - Project engineer
E. From general contractor - Tiltsen and Greene
1. President
2. Vice president of operations
3. Project manager
4. Field superintendent
F. From specialty contractors - Brown Mechanical and Powers Electric
1. President
2. Estimator and project manager
3. Field superintendent
G. From fixtures, furniture, and equipment contractor - Efficiency Design, Inc.
1. President
2. Project manager for design
3. Project manager for installation
4. Field superintendent
IV. Contract types
A. Architect engineer - with NSEDS
1. Partially qualified - selected and negotiated from prequalified list prepared by NSEDS
facilities manager.
2. Authority limits - as limited agent.
3. Payment method - Payroll costs x 2.75, plus expenses with cap.
4. Single responsibility - in house and outside consultants

2 ho412
 Ralph}. Stephenson, P.E., P. C.
Consulting Engineer

B. General contractor - with NSEDS

1. Partially qualified - selected and negotiated from prequalified list prepared by Mr.
Dreyfuss and facilities manager.
2. Authority limits - as contractor.
3.. Payment method - time and material with fixed fee and guaranteed maximum price ­
share in savings under gmp - 80 % to owner and 20% to contractor.
4. Single responsibility - manage all subs to provide and install labor and materials for all
buUding and site work.
e. Computer system contractor - with NSEDS
1. Partially qualified - selected and negotiated from prequalified list prepared by data
processing manager.
2. Authority limits - as contractor.
3. Payment method - fixed cost.
4. Single responsibility - provide all management, design, materials and equipment, and
install all materials and equipment.
D. Fixtures, furniture, and equipment contractor - with NSEDS
1. Partially qualified - selected and negotiated from prequalified list by Mr. Dreyfuss.
2. Authority limits - as contractor.
3. Payment method - time and material with fixed fee and guaranteed maximum price - no
share in savings
4. Single responsibility - provide all management, design, materials and equipment, and
install all materials and equipment.
E. Testing agencies - with NSEDS .
1. Partially qualified - selected and negotiated from prequalified list prepared by
architect/engineer and NSEDS facilities manager.
2. Authority limits - as contractor.
3. Payment method - time and material with fixed fee and guaranteed maximum price
4. Single responsibility - provide all labor, materials, testing for building and site work.
F. Specialty contractors - with general contractor
1. Partially qualified - selected by competitive bids from prequalified list by general
contractor.
2. Authority limits - as contractor.
3. Payment method - fixed price
4. Single responsibility - provide and install labor and materials for building and site
work according to purchase order from general contractor.
V. Current status of project
A. Contract documents for new buUding complete.
B. General construction contracts for new building awarded.
e. Construction sub contracts for new building awarded.
D. Testing contracts awarded.
E. Remodeling for existing building in design development,
F. Construction consultant contract for existing building awarded to general contractor for new
building - to be converted to guaranteed maximum construction contract as design proceeds.
G. Specialty sub contractors for new building in favored position for existing building
remodeling, if they perform well on new building - this is well known by the subs

3 ho412
 Ralph J. Stephenson, P. E., P. C.
Consulting Engineer

General Format for Parbtering Specification

I. Sample Construction Parblerlng Specification

The NSEDS Corporation, and their design and construction consultants intend to encourage, support
and implement a partnering system on their expansion program with the full participation of the
contractors and their subcontractors.

Partnering is a performance system designed to achieve an optimal relationship between all parties
to a construction contract. Further, it is a method of conducting business in the planning, design and
construction profession without unnecessary, excessive or disruptive external party involvement.

The partnering system is structured to draw on the strengths of each participating organization to
identify and achieve mutually profitable objectives.

The partnering system will consist of three main elements, preparation of a partnering charter,
establishing and implementing a partnering effectiveness evaluation technique, and establishing and
implementing an issue resolution procedure.

Contractors will be required to participate in establishing these three elements of the partnering
system in conjunction with the NSEDS Corporation and its consultants.

It is anticipated that within 14 calendar days of the issuance of a notice to proceed with construction,
the NSEDS Corporation, its consultants, and the prime contractors on the project will participate,
with their subcontractors, in a one day meeting to write a partnering charter.

The partnering charter is the basic manual for operating a partnering system. It includes at a
minimum the mission of the project, and the objectives of the project tearn. In addition it outlines in
broad terms, the project evaluation methods to be used, and the dispute resolution process to be
applied to conflict issues as they arise on the job.

It is anticipated that within 14 calendar days after the partnering charter meeting that a partnering
evaluation task force will be appointed by mutual agreement among the partnering charter
participants, and will meet to establish and publish a partnering effectiveness evaluation method.
This partnering evaluation method will set guidelines for measuring project performance as
periodically measured against the mission and objectives set out in the charter.

Also within 14 calendar days after the partnering charter meeting a mutually selected issue
resolution task force will be appointed from the partnering charter participants. This task force will
establish and publish an issue resolution procedure encouraging the use of alternative dispute
resolution (ADR) techniques.

Alternative resolution methods are voluntary, and designed to help resolve conflicts qUickly,
satisfactorily, and as near as possible to the originating level of the conflict.

As a part of their expected contract performance each party will be expected to participate in the
preparation and maintenance of the charter, the periodic evaluations, and the issue resolution
process. Outside costs for effectuating the partnership will be mutually agreed to by all parties.

date printed: December 12, 1995 1 ho 415 ~ November, 1994

 Ralph J. Stephenson, P. E., P. c.
Consulting Engineer

Sample charter
I. Charter for new Detroit, Michigan Post Office, Area P
A. Mission
This partnering team commits to deliver a quality project on time, within budget, safely,
profitably for all, and of the intended quality, through mutual cooperation among the
participants.
B. Objectives
1. Maintain a clean and well maintained work site

a) Experience no lost time from accidents.

b) Be a good neighbor.

c) Use good construction site housekeeping practices.

2. Effectively administer the project

a) Prepare & publish an acceptable payment procedure.
b) All parties submit complete, accurate & timely billings.
c) Prepare & publish an acceptable submittal processing procedure.
d) Treat each other fairly
3. Oose out the project in a proper & timely fashion
a) Prepare & publish acceptable close out guidelines.
b) Establish clearly defined punch out procedures and standards early in the project.
4. Maintain effective lines of communication.

a) Recognize the need for quality information.

b) Minimize response times in all matters.

c) Maintain an appropriate level of documentation.

d) Be available.

5. Resolve problems effectively

a) Develop, approve, and implement a responsive conflict resolution system
b) Resolve disputes and conflicts at the originating level if at all possible.
c) Resolve disputes and conflicts as quickly as possible.
d) Eliminate the need for third party legal involvement
6. limit cost growth
a) Maintain objective attitude toward constructability.
b) Develop cost effective measures to apply to all job related activities.
c) Recognize owner's needs in occupation and operation of project.
7. Maintain technical excellence in all program, design & construction work.
a) Owner abate promptly as required
b) Define and dearly communicate quality standards expected
c) Maintain constructability of the project.
d) Properly plan and schedule the work.
e) Do it right the first time.
8. Maintain good job morale & attitudes
a) Promote partnering attitudes at all levels of contract administration.
b) Have pride in your work.
c) Have fun.

date printed: December 12, 1995 Pagel ho402

 Ralph J. Stephenson, P. ~., P. C.
Consulting Engineer

9. Maintain partnering effectiveness

a) Prepare and publish a partnering effectiveness measurement system.
b) Meet on a scheduled, regular basis and formally evaluate partnering effectiveness.
c) Take prompt steps to correct any deterioration of partnering effectiveness on the
project.
II. Issue resolution
A. Policy
It is the objective of the Area P Post Office project team management to first and foremost avoid
unnecessary disputes and conflict on the job. It is the intent to do this by achieving the
. objectives of the charter, particularly to resolve an issue promptly and at the level at which it
originates. If this is not possible the issue will be referred promptly to the next highest level for
resolution.

In all cases, individuals who are involved in a difference should be businesslike and not resort
to personal attack. The principles outlined in the Partnering Charter mission and charter should
be followed at all times in resolving differences.

Upon request, site meetings will be convened to discuss any unresolved issue and to attempt to
reach resolution. Any issue presented should be dearly defined and alternative solutions
suggested. The resolution process is to work through open communication and looking at the
other side's point of view. In addition, issues are to be kept in the forefront to ensure resolution
in a timely manner. A log of unresolved issues will be maintained from meeting to meeting.

if resolution cannot be reached at the job site, the principals of the involved firms or agencies
should attempt to reach resolution through informal discussion before the formal process
outlined in the contract documents is used.

In seeking resolution to an issue, involved parties will attempt to:

• Thoroughly understand the issues.
• Maintain empathy for the other point of view.
• Communicate thoughts openly and clearly.
• Clearly document the issue resolution.
B. Methodology
Goal - To encourage and provide a forum for resolution of issues at the lowest possible level,
but to provide a mechanism to elevate the issue if needed.

If resolution is not achieved at the lowest level forum, the principals in the firms in conflict will
attempt to reach resolution thorough informal discussion.
Ill. Partnering evaluation
Each objective in the Charter is to be initially given a par weight. The par weight indicates how
important the item is perceived by the charter partners in relation to achieving the project mission.
Weights are assigned from 1 to 5. A weight of 5 indicates that the objective is of critical importance in

date printed: December 12,1995 Page 2 ho402

 Ralph}. Stephenson, P. E., P. c.
Consulting Engineer

achieving the project mission. A weight of 1 indicates that the objective is of least importance when
evaluated against the highest weighted objectives.

The weights assigned to the objectives remains constant throughout the project. Therefore care must
be taken in assigning them properly at the start of the evaluation process.

The quality of the project performance in relation to the Partnering Charter objectives is to be
measured once per.month by representatives of all organizations participating in writing the
Charter. Partnering performance quality ratings are to be from 1 to 5.

A quality rating of 1 indicates very poor performance with little adherence to the standards set out
by the objectives. A quality rating of 5 indicates high and excellent adherence to standards set by the
objectives.

The total evaluation of the objective is the constant weight multiplied by the quality rating for each
objective for each evaluation. The total partnering performance is measured at each evaluation.

Total partnering performance = total of the objective weights x the total of the objective quality for
the period.

A comparison of current to past performance and to the expected par should be carefully analyzed
by the charter partners for trends both good and bad. Action on trends should be taken promptly
....J
after the analysis - maintaining good performance if the trend is up, and correcting poor
performance if the trend is down. The charter is the report card standard of performance.

date printed: December 12, 1995 Page 3 ho402

 ( r
Partnering evaluation for current period
(

1 .. objective 2 .. par 3 .. par 4 .. par current current

weight quality (w) x (q) quality (w) x (q)
(w) (q)
01. Maintain a clean and well arranged work site 3.00 2.50 7.50 2.25 6.75

02. Effectively administer the project 4.50 3.75 16.88 3.50 15.75

03. Close out project in a proper and timely fashion 4.00 3.50 14.00 2.00 8.00

04. Maintain effective lines of communication 4.25 3.75 15.94 3.00 12.75

05. Resolve problems effectively 4.50 4.00 18.00 4.00 18.00

OS. Limit cost growth 2.50 2.25 5.S3 2.25 5.S3

07. Maintain technical excellence in all program, 3.50 3.00 10.50 3.25 11.38
design and construction work
!'\ 08. Maintain good job morale and attitudes 2.50 2.25 5.S3 2.00 5.00

"""­ 09. Maintain partnering effectiveness 4.00 3.75 15.00 3.25 13.00

Average: 3.S4 3.19 12.12 2.83 10.S9

Area P Post office, Detroit, Michigan - 100 ho 403

 Ralph}. Stephenson, P. E., P. C.
Consulting Engineer

Types of alternative dispute resolution

1. Prevention methods - usually produce maximum

harmony at the least cost
• a. Intelligent and proper risk allocation
• b. Incentives and disincentives
• c. Partnering
2. Internal negotiation methods - relatively low-cost,

requires consensus for success .J

• a. Step negotiation, usually starting at the dispute

origina ting level

• b. Direct negotiations usually starting at the ultimate

decision maker level (UDM)

3. Informal external neutral methods - relatively low­

cost but effective - requires good neutral participation
• a. Architect/engineer of record rulings
• b. Dispute resolution board rulings
• c. Independent advisory opinion

Pagel date printed: 12/12/95

2.;-7
 RalphJ. Stephenson,P. E.,P. C•.
Consulting Engineer

4. Formal external neutral methods - relatively low­

cost system but may require greater preparation time
than other less formal methods - requires good neutral
participation
• a. Mediation
• b. Minitrial
• c. Advisory opinion
• d. Advisory arbitration

Page 2 date printed: 12/12/95

 PARTNERING IS A LOW
Y OJ·PREVENTION COST PREVENTIVE x
rEASUREFOR
CONFUCTRESOLunON

-a.Partnering
-b.Proper risk allocation
-c.lncentives,
disincentives
Non Binding Binding
Resolution Resolution
02· INTERNAL

NEGOTIATIONS

AREAS
-a. Direct negotiations AREA OF PROJECT
-b.Step negotiations DISPUTE RESOLunON
CONTROLLED BY NON
PROJECT PAR7lCIPANTS

AREA A 03 • INFORMAL 05· BINDliNG

AREA OF PROJECT EXTERIOR OUTSIDE OF
DISPUTE RESOWnON
CONTROLLED BY THE
NEUTRAL COURTR£ OM
PROJECT PARnCIPANTS
~
...Arch/engr ruling
-a. Binding arbi tratlon
~

J
ab.Dlspute resolution
board -b.Private,udg
-c.lndependent advisory
opinion

04. FORMAL 06·BINDING

EXTERIOR INSIDE OF

This line YY is where NEUTRAL COURTROOM

a mutually acceptable
contract is in etrect for
the project. -..Mediation
-a.Bench trial
ab.Minitrial
-c.Advisory opinion .b.Jury trial
ad.Advlsory
arbitration
FIGURE 1 ~ This line XX Is 1 e
critical transltle Ralph J. stephenson, P. E., P. C.
point where pre ,eet
ROUTE OF ISSUE & dispute resolut n
Consulting Engineer
October 16, 1993
DISPUTE RESOLUTION ho 404 dis res steps
Y
x control Is lost by
proJect participants.
d370

4()4

l l l

 RalphJ. Stephenson, P. E., P. C•.

Consulting Engineer

WE HAVE MET THE

ENEMY AND HE IS US.

From Walt Kelly and Pogo

Page 1 date printed: 12/12/95

Z.G.-o
 Ralph}. Stephenson,P. E., P. C•.
Consulting Engineer

RECOMMENDATIONS TO IMPRO\TE

QUR PRQFESSIoNAL AND

BuSINESS PRACTICES

• Manage the job as if all team members

are working toward the same project end
objectives .

.• Set a good example for other managers

on your project.

• Exercise intelligent, consistent decision­

making tempered with good judgment
and empathy for others.

• Plan the project well, communicate the

plan, & know yourself what your plan says.

Page 1 date printed: 12/12/95

2. '-I
 Ralph]. Stephenson, P. E., P. C,.
Consulting Engineer

• Listen well.

• A void using emotional words in project

discussions.

• Try to match your non-word world with

your world of words.

• Submit properly prepared pay requests.

• Learn to close out your job quickly and

cleanly.

• Properly manage the submittal system.

• Consider the regulatory agencies as

Page 2 date printed: 12/12/95

2.t,;.Z­
 Ralph J. Stephenson, P. E., P. C,.

Consulting Engineer ....,;

friends and important participants in your

project.

• Educate and train your staff in

partnering principles.

• Take the project mission and the

partnering charter seriously and work hard
to accomplish both.

• Set a good example to industry

newcomers. They are the hope of today,
and the you of tomorrow.

• Be available.

Page 3 date printed: 12/12/95

 Ralph J. Stephenson, P. E., P. C•.
Consulting Engineer

• Believe that others on the job want to

do well -- it's contagious.

• Keep the job clean and the site well

organized.

• Keep good people on the job by making

them want to stay.

• Be honest and open with the project

team about your plans and schedules.

• Determine early in the job what eacl1

party's profit motive is, and then help
them achieve that specific profit.

Page 4 date printed: 12/12/95

 Ralph J. Stephenson, P. E., P. C•.
Consulting Engineer

"If you don't care who

gets the credit you can

accomplish anything"

Pagel date printed: 12/12/95

wex project management 2001 seminar RalphJ. Stephenson, P. E.
Consulting Engineer

SECTION 3 - PLANNING mE PROTECT

03.01 Job planning - what is it?

03.02 Advantages of good planning
03.03 to 03.05 Act from a plan
03.06 & 03.07 Network planning mini text - arrow
03.08 Network planning minitext
03.09 CPM exercise #1
03.10 Solution to exercise #1 - unnumbered nodes
03.11 Solution to exercise #1 - numbered nodes
03.12 Solution to exercise #1 - precedence - (1) - 139
03.13 ES/LF calculations
03.14 to 03.17 Working day calendar
03.18 CPM exercise #2
03.19 CPM exercise #3
03.19 A logiC solution - exercise #3
03.20 CPM exercise #4
03.21 & 03.22 Pueblo pile test laundry list example
03.23 Pueblo pile test summary network
03.24 & 03.25 Pueblo pile test full network
03.26 Levels of planning
03.27 Factors to be considered when evaluating networks
03.28 & 03.29 Clarion base network model
03.30 & 03.31 Clarion impacted network model
03.32 Questions to be asked about your project
03.33 to 03.35 Abbreviations
03.36 Chicago area weather
03.37 Domino move case study - Bengst
03.38 Domino move floor plan - Bengst
03.39 & 03.40 Summary domino move network model, undated - Bengst
03.41 & 03.42 Laundry list example - Vyvyan a/ e
03.43 to 03.50 Tulsa Rivers case study

date printed: December 6, 2000

 Ralph J. Stephenson PE PC
Consulting Engineer

JOB PLANNING - WHAT IS IT?

1. PLANNING is to fonnulate a sequence of

actions leading to an end goal.

2. NETWORK PLANNING is to graphically depict

this sequence of action.

3. QUTICAL PATH PLANNING is a technique of

establishing resource limits on each plan

component.

PLAN VISIBLY!

ho 284 December 93
I

.$,.0/
 Ralph J. Stephenson PE PC
Consulting Engineer

ADVANTAGES OF GOOD PLANNING

1. Provides accurate simulation of the project.

2. Provides early statement of intent.

3. Encourages good communication on the project.

4. Provides management by exception potential.

5. Allows accurate tracking of project progress.

6. Allows accurate performance evaluation.

7. Provides accurate project history.

ho 281 Nov 89
 Ralph J. Stephenson PE PC
Consulting Engineer

Act From A Plan

• If you can't plan it, you can't manage it.
• Good plans shape good decisions.

A. Five essential planning questions for the manager to ask and

have answered.
1. What?
2. Where?
3. When?
4. How?
5. Who?

B. Essential planning actions for the manager to take

1. Set goals, objectives, and a project delivery system
2. Prepare, approve and translate an action plan
3. Organize, assemble resources and set project systems
4. Do the job

C Set goals, objectives and a project delivery system

1. Definitions
a. Goals - targets, desires, wishes and aims expressed
without quantification
b. Objectives - Expressed goals which have been .
quantified
2. Be specific when setting objectives - projects are objective oriented
3. Set objectives so that movement toward their achievement can be
measured

D. Prepare, have approved and translate an action plan

1. May be mental, verbal, text written or graphic
2. May be strategic or tactical, summary or tactical
3. May be short, medium or long range (the·manager must set the
time scale)
a.The shorter the time interval covered by the plan, the greater is the
chance the plan will succeed. However, the shorter the time interval
covered, the greater is the probability that longer range needs, which

1 ho 216 - December, 93
 Ralph J. Stephenson PE PC
Consulting Engineer

truly measure the manager's effectiveness, will remain urunet

b.The higher you are in the management structure, the larger and
longer are the planning scales you must use (the higher you are the
further you are expected to see)
4. A good manager plans the work and then works the plan

E. Organize, assemble the resources, set the project systems &

do the job
1. Build plans based on optimum integration of management
viewpoints
2. Define relationships through functional diagraming of

interconnections

a. Formal
b. Informal
c. Reporting
d. Staff
e. Temporary
3. Make clear cut assignments
a. The manager should not assume a person will automatically
know his full pattern of responsibilities.
b. Don't leave definition of authority and responsibility to
chance. Be specific.
4. Build a feedback system
a. Organizational grapevines are often used for informal
feedback
b. Formal feedback systems should be built by specific
assignment (must have a standard of project performance
defined before a formal feedback system can be put in place)
5. Keep organization goal and objective oriented
a. Keep organization lean - avoid unnecessary staffing
b. Provide delegation and training opportunities
c. Tend to build around objectives and needs rather than people
(there are major exceptions to this - distinguish these early)
d. Provide for proper grading of decision to action time spans

F. Common planning failures

Not touching all organizational and management bases - use the
1.
what, where, when, how and who system

2 ho 216 - December, 93
 Ralph J. Stephenson PE PC
Consulting Engineer

2. Committing to too many objectives at one time

3. Underestimating the value and need for good forward planning
4. Failing to challenge plans and actions at the right time
5. Not providing proper escape hatches, mouseholes and safeguards
6. Failure to encourage timely, knowledgeable staff participation
7. Failure to obtain higher level approvals of goals and objectives
8. Inadequate mOnitoring and control of costs, progress,
documentation and resource allocation
9. Poor assignment of duties, authority, responsibilities and actions;
and
10. Failure to understand that planning is a major responsibility of the
manager

3 ho 216 - December, 93
 RALPH J. STltPHBlNSON. P. E.
OONl!n::rIl1'XNG ENGfNElIIK

NE'l'WORK PLANNING MINITEXT

SymbolS

1. Arrow or task )
A single definable action (or a single grouping of a number
of definable actions) requiring resources.

2. Circle or node ~
The starting or ending point of a task •••• a momentary
point in time.

3. Dotted or dummy arrow ----)

A symbol representing the existence of a relationship
between tasks. Dummies have no resources allocated.

Noter 9~ of time a dummy goes from ~ of one task

to start of another.

IIilEP SYMBOLS SIMPLE I

Rules of Job Planning

1. All tasks preceding any single task must be complete before

that single task can start.

2. The logic plan represented by a series of single tasks, nodes

and dummies must be explicit.

Steps in Network Planning

1. Define scope of work.

2. Draw logic plan.

3. Approve logic plan.

4. Assign durations •

.5 • Compute ES, LF and TF

6. Analyze and recompute, if necessary. (May make add! tional

resource allocation)
7. Issue.

Hlo 3
 RALPH J. STmPllENSON. P. E.
CONl!Iln.TING EIII'Gtl!l'~1!lR

-2­

Rules for Numbering Nodes

1. It is recommended the numbering sequence move down and to

the right.

2. Normally, twenty numbers per hundred should be reserved for

future use, and noted on diagram.
3. A node, having two or more arrows entering, or two or more
arrows leaving, is numbered.
4. A node, having a single arrow entering, and a single arrow
leaving, does not have to be numbered unless required by
:rule 5.
5. No more than one node in a sequence should be without a
number.
Note I Node numbers are used to identify tasks. The final
measure of whether node numbers are assigned correctly
is whether any task in the network can be identified
uniquely (the only one in the network) by its pair of
node numbers.
i is t he initial node number designation.
j is t he end node number designation.

Hlo 3

 Ralph J. stephenfOll PE PC

NETWORK ptANN'Nw M1NIIEXT

1. a. Task -1or arrow diagramming

b. Task -1or precedence diagramming
D

DefInition - A single definable action (or a single grouping of a nlrnber of definable actions) requiring resources.

2. a. Circle or node - for arrow diagramming

b. No comparable symbol tor precedence diagramming
o

DefInition - The starttng or ending point of a 1ask .... a momentary point In time.
3. a. Dotted or dummy arrow • for arrow diagramming
---~
b. Solid relation arrow· for precedence diagramming

•
Definition· A &ymboI representing the existence of a relaflonshlp between tasks. Dummies and retational arrows

have no resources allocated to them.

KEEP SVMBOLS SIMPLE!

Rules of Job Planning

1. All tasks precededlng arY'( single task must be complete before that single

task can start.

2. The logic pion represented by a series of tasks, nodes. and dummies or

relational arrows must be explicit.

S1tms in Ne1wgrk plgnnina

1. Thoroughly define the scope of work - use random laundry list technique.
2. Draw the logic plan.
3. Approve the logic plan.
4. Assign durations to each task..
5. Compute the earfy start (ES). early finish (EF), late start (lS) aod late finish (IF)

for each 1ask.

6. Analyze the network for Its valldlly aod revise as required.

7. Issue the network model aod the appropriate translations.

Ryles for numbering nodes (for grrow diaaramrnlna) gnd tasks (tor precedence djggrgmmlng>

The I node Is the Initial node, and the J node Is the end node of a task

In arrow diagramming. In precedence diagramming the task has only

a Single lderifffication number.

1. The numbering sequence should move down and to the right.

2. Normally, 20 numbers per 100 per sheet should be reserved for future use.
3. In arrow diagramming a node having two or more arrows entering or leaving

is numbered.

4. In arrow diagramming a node having a single arrow entering or leaving does not

have to be numbered unless the imriiedlately preceding node has not been nUmbered.

5. In precedence diagramming all activities are nUmbered.

....J
ho 261 Dec,90
 Ralph J. Stephenson,. P. E... p.e.
Consulting Engineer

CPM Exercise #1

• Project starts With task A.

• D can be concurrent with A.
• B must follow A and precede F.
• C follows A
• E cannot begin until both C and D are complete
• F precedes G and H.
• G cannot begin until E is complete
• H, G, and I must precede J.
• I follows E and precedes L.
• K follows D.
• L cannot begin until K is complete.
• J and L must be complete before M can start.
• N cannot start until L is complete.
• 0 follows N.
• P is the last task and can start only when M and 0 are complete.

printed 12/3/97 h037 - December 1997

 R...u..PB: J. S'.l'mPB:OCNBON. P. Eo
OO_tIl:I.nX. JIIJr.DflD:II.

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(
I
I
I
I

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.
I

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I

-
H/O 187

RALPH J. S'l"lIlPBENSON. P. E.
OOJll'B'C'J:.I1'DII'G E:BGtlII'JDJIIK
 R..A.LPH J. STlIlPlDIlNSON. P. E.
00~G JilNGnnIIBB

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H!O 129
 Ralph J. Stephenson PE PC
Consulting Engineer

Early Start Calculatjons

~~-----:-----4•.'
If!

B D

c
(0 5 •
48 53
x
Late Finish Calculations

/
w

~
y

100
5 •
lOS
101 106

lOS
ho 293 - Dec 90 1(8
 JAN 2000 3 45 5 90 11 135 13 180 15 225 JAN 2001 5 300 7 345 11 390 13 435 15 480
3 1 6 46 8 91 12 136 14 181 16 226 2 256 6 301 8 346 12 391 14 436 16 481
4 2 7 47 9 92 13 137 15 182 17 227 3 257 7 302 9 347 13 392 17 437 19 482
5 3 8 48 10 93 14 138 18 183 20 228 4 258 8 303 10 348 16 393 18 438 20 483
6 4 9 49 11 94 17 139 19 184 21 229 5 259 9 304 11 349 17 394 19 439 21 484
7 5 10 50 12 95 18 140 20 185 22 230 8 260 12 305 14 350 18 395 20 440 23 485
10 6 13 51 15 96 19 141 21 186 24 231 9 261 13 306 15 351 19 396 21 441 26 486
11 7 14 52 16 97 20 142 22 187 27 232 10 262 14 307 16 352 20 397 24 442 27 481
12 8 15 53 17 98 21 143 25 188 28 233 11 263 15 308 17 353 23 398 25 443 28 488
13 9 16 54 18 99 24 144 26 189 29 234 12 264 16 309 18 354 24 399 26 444 29 489
14 10 17 55 19 100 25 145 27 190 30 235 15 265 19 310 21 355 25 400 27 445 30 490
17 11 20 56 22 101 26 146 28 191 DEC 2000 16 266 20 311 22 356 26 401 28 446 DEC 2001
18 12 21 57 23 102 27 147 29 192 1 236 17 267 21 312 23 357 27 402 OCT 2001 3 . 491
19 13 22 58 24 103 28 148 OCT 2000 4 237 18 268 22 313 24 358 30 403 1 447 4 492
20 14 23 59 25 104 31 149 2 193 5 238 19 269 23 314 25 359 31 404 2 448 5 493
21 15 24 60 26 105 AUG 2000 3 194 6 239 22 270 26 315 29 360 AUG 2001 3 449 6 494
24 16 21 61 30 106 1 150 4 195 7 240 23 271 27 316 30 361 1 405 4 450 7 495
25 17 28 62 31 107 2 151 5 196 8 241 24 272 28 317 31 362 2 406 5 451 10 496

,'"
~ 26
27
28
31
18
19
20
21
29
30
31
63
64
65
APR 2000
JUN
1
2
5
2000
108
109
110
3 152
4 153
7 154
8 155
6 197
9 198
10 199
11 200
11
12
13
14
242
243
244
245
25 273
26 274
29 275
30 276
29 318
30 319
APR 2001
2 320
JUN
1
4
5
2001
363
364
365
3
6
7
8
407
408
409
410
10
11
8
9
452
453
454
455
11
12
13
14
491
498
499
500
'~
FEB 2000 3 66 6 111 9 156 12 201 15 246 31 277 3 321 6 366 9 411 12 456 11 501
~ 1 22 4 67 7 112 10 157 13 202 18 247 FEB 2001 4 322 7 367 10 412 15 457 18 502
~ 2
3
23
24
5
6
68
69
8
9
113
114
11 158
14 159
16 203
17 204
19
20
248
249
1 278
2 279
5 323
6 324
8
11
368
369
13
14
413
414
16
17
458
459
19
20
503
504
4 25 7 70 12 115 15 160 18 205 21 250 5 280 9 325 12 370 15 415 18 460 21 505
7 26 10 71 13 116 16 161 19 206 22 251 6 281 10 326 13 371 16 416 19 461 24 506
8 27 11 72 14 111 11 162 20 207 26 252 7 282 11 327 14 372 17 417 22 462 26 501
9 28 12 73 15 118 18 163 23 208 27 253 8 283 12 328 15 373 20 418 23 463 27 508
10 29 13 74 16 119 21 164 24 209 28 254 9 284 13 329 18 374 21 419 24 464 28 509
11 30 14 75 19 120 22 165 25 210 29 255 12 285 16 330 19 375 22 420 25 465 31 510
14 31 17 76 20 121 23 166 26 211 13 286 17 331 20 376 23 421 26 466
15 32 18 77 21 122 24 167 27 212 14 287 18 332 21 377 24 422 29 467
16 33 19 78 22 123 25 168 30 213 15 288 19 333 22 378 27 423 30 468
17 34 20 79 23 124 28 169 31 214 16 289 20 334 25 379 28 424 31 469
18 35 21 80 26 125 29 170 NO" 2000 19 290 23 335 26 380 29 425 NO" 2001
21 36 24 81 27 126 30 171 1 215 20 291 24 336 27 381 30 426 1 470
22 37 25 82 28 127 31 172 2 216 21 292 25 337 28 382 31 427 2 471
23 38 26 83 29 128 SEP 2000 3 217 22 293 26 338 29 383 SEP 2001 5 472
24 39 27 84 30 129 1 173 6 218 23 294 27 339 JUl 2001 4 428 6 473
25 40 28 85 JUl 2000 5 174 7 219 26 295 30 340 2 384 5 429 7 474
28 41 MAY 2000 3 130 6 175 8 220 27 296 MAY 2001 3 385 6 430 8 475
29 42 1 86 5 131 7 176 9 221 28 297 1 341 5 386 7 431 9 476
MAR 2000 2 87 6 132 8 177 10 222 MAR 2001 2 342 6 387 10 432 12 477

1 43 3 88 7 133 11 178 13 223 1 298 3 343 9 388 11 433 13 478

2 44 4 89 10 134 12 179 14 224 2 299 4 344 10 389 12 434 14 479

l l l
 ( ( (

JAN 2002 5 555 7 600 11 645 13 690 15 735 JAN 2003 5 810 7 855 11 900 15 945 17 990
2 511 6 556 8 601 12 646 16 691 18 736 2 766 6 811 8 856 14 901 16 946 18 991
3 512 7 557 9 602 15 647 17 692 19 737 3 767 7 812 9 857 15 902 17 947 19 992
4 513 8 558 10 603 16 648 18 693 20 738 6 768 10 813 12 858 16 903 18 948 20 993
7 514 11 559 13 604 17 649 19 694 21 739 7 769 11 814 13 859 17 904 19 949 21 994
8 515 12 560 14 605 18 650 20 695 22 740 8 770 12 815 14 860 18 905 22 950 24 995
9 516 13 561 15 606 19 651 23 696 25 741 9 771 13 816 15 861 21 906 23 951 25 996
10 517 14 562 16 607 22 652 24 697 26 742 10 772 14 817 16 862 22 907 24 952 26 997
11 518 15 563 17 608 23 653 25 698 27 743 13 773 17 818 19 863 23 908 25 953 28 998
14 519 18 564 20 609 24 654 26 699 29 744 14 774 18 819 20 864 24 909 26 954 DEC 2003
15 520 19 565 21 610 25 655 27 700 DEC 2002 15 175 19 820 21 865 25 910 29 955 1 999
16 521 20 566 22 611 26 656 30 701 2 745 16 776 20 821 22 866 28 911 30 956 2 1000
17 522 21 567 23 612 29 657 OCT 2002 3 746 17 777 21 822 23 867 29 912 OCT 2003 3 1001
18 523 22 568 24 613 30 658 1 702 4 747 20 778 24 823 27 868 30 913 1 957 4 1002
21 524 25 569 28 614 31 659 2 703 5 748 21 779 25 824 28 869 31 914 2 958 5 1003
22 525 26 570 29 615 AUG 2002 3 704 6 749 22 780 26 825 29 870 AUG 2003 3 959 8 1004
23 526 27 571 30 616 1 660 4 705 9 750 23 781 27 826 30 871 1 915 6 960 9 1005
24 527 28 572 31 617 2 661 7 706 10 751 24 782 28 827 JUN 2003 4 916 7 961 10 1006
~
25 528 29 573 JUN 2002 5 662 8 707 11 752 27 783 31 828 2 872 5 917 8 962 11 1007
"
\' 28 529 APR 2002 3 618 6 663 9 708 12 753 28 784 APR2003 3 873 6 918 9 963 12 1008
29 530 1 574 4 619 7 664 10 709 13 754 29 785 1 829 4 874 7 919 10 964 15 1009
30 531 2 575 5 620 8 665 11 710 16 755 30 786 2 830 5 875 8 920 13 965 16 1010
''l! 31 532 3 576 6 621 9 666 14 711 17 756 31 787 3 831 6 876 11 921 14 966 17 1011
~ FEB 2002 4 577 7 622 12 667 15 712 18 757 FEB 2003 4 832 9 877 12 922 15 967 18 1012
1 533 5 578 10 623 13 668 16 713 19 758 3 788 7 833 10 878 13 923 16 968 19 1013
'"
'-l 4 534 8 579 11 624 14 669 17 714 20 759 4 789 8 834 11 879 14 924 17 969 22 1014
5 535 9 580 12 625 15 670 18 715 23 760 5 790 9 835 12 880 15 925 20 970 23 1015
6 536 10 581 13 626 16 671 21 716 24 761 6 791 10 836 13 881 18 926 21 971 24 1016
7 537 11 582 14 627 19 672 22 717 26 762 7 792 11 837 16 882 19 927 22 972 26 1017
8 538 12 583 17 628 20 673 23 718 27 763 10 793 14 838 17 883 20 928 23 973 29 1018
11 539 15 584 18 629 21 674 24 719 30 764 11 794 15 839 18 884 21 929 24 974 30 1019
12 540 16 585 19 630 22 675 25 720 31 765 12 795 16 840 19 885 22 930 27 975 31 1020
13 541 17 586 20 631 23 676 28 721 13 796 17 841 20 886 25 931 28 976
14 542 18 587 21 632 26 677 29 722 14 797 18 842 23 887 26 932 29 917
15 543 19 588 24 633 27 678 30 723 17 798 21 843 24 888 27 933 30 978
18 544 22 589 25 634 28 679 31 724 18 799 22 844 25 889 28 934 31 979
19 545 23 590 26 635 29 680 NO" 2002 19 800 23 845 26 890 29 935 NOV 2003
20 546 24 591 27 636 30 681 1 725 20 801 24 846 27 891 SEP 2003 3 980
21 547 25 592 28 637 SEP 2002 4 726 21 802 25 847 30 892 2 936 4 981
22 548 26 593 JUl 2002 3 682 5 727 24 803 28 848 JUl 2003 3 937 5 982
25 549 29 594 1 638 4 683 6 728 25 804 29 849 1 893 4 938 6 983
26 550 30 595 2 639 5 684 7 729 26 80S 30 850 2 894 5 939 7 984
27 551 MAY 2002 3 -640 6 685 8 730 27 806 MAY2003 3 895 8 940 10 985
28 552 1 596 5 641 9 686 11 .131 28 807 1 851 7 896 9 941 11 986
MAR 2002 2 597 8 642 10 687 12 732 MAR 2003 2 852 8 897 10 942 12 987

1 553 3 598 9 643 11 688 13 733 3 808 5 853 9 898 11 943 13 988

4 554 6 599 10 644 12 689 14 734 4 809 6 854 10 899 12 944 14 989

 R..A.LPB J. S'l!1ilPHENSON. P.E.

001ll'8uvrDrG JilJrGDnDlIIB

CPM EXERCISE #2

Z, T, &: L are the first tasks and can be concurrent.

X must be complete before N can start.
o follo'R s H.
C must follow L and precede W.
S follows B &: W and precedes D &: V.
N must be complete before M can begin.
K &: D must be complete before R &: X can start.
A must follow Z.
G precedes 0 and follows V.
H cannot begin until F &: R are complete.
D must be complete before F can start.
U follows B and precedes K.
W cannot start until T is complete.
M is the last task &: follows O.
B cannot begin until A &: T are complete.

Z2 C6 M4

T4 WI RS

LI S3 U2
X3 BI A2
N4 D2 F3
02 V3 G4

H3 KI

S./f'

a/o 1/'1
 RALPH J. STBPHIDNSON. P. E.
(JO• •Ot4'DfG BtcG,• • •R

.EXERCISE fJ

1. Project begins v1th a time restraint (T/R) followed

directly by task A.

2. Task A restrains tasks Band G.

3. Task H follows task G.

4. Task M follows task G and restrains task N.

5. Task C is restrained by B and restrains D~.. E and I.
6. Task I is restrained by H and restrains J, K and O.
7. Task 0 is restrained by N and restrains P and Q.
o. Tasks D and E restrain F.
9. Task L cannot start until J and K are complete.
10. Tasks P and Q mus t be comp1e te be fore R can star t.
11. Tasks i. Land R are not related to each other but
can be completed simultaneously.
12. When tasks i, Land R are complete the project is
complete.

3./9
H/O 39
 02·Z O!l·A 07·8 09·S 11·V 15·G

01-T/R TO 03·T 12·0 1S·F 21·Q

START OF
PROJECT

04-L OS·C 22·M

~
~
'­
-.a
)..
20·N

R.eserved activity numbers

D
41 46
42 47 NETWORK MODEL
43 48 Issue #1 - January 13, 1998
44 49 FOR EXERCISE #2
45 50 exercise #2
WEX PM 99 Project Team
Ian 01
ban 22
ACTIVITY LEGEND
R.alph 1. Stephenson P.E.
Consulting Engineer
323 Hiawatha Drive
Note: Mt. Pleasant, Michigan 48223-9096
Float time shown in this network model is for the sole use of
the WEX PM 99 project team. Use of float time by others
is to be only by written permission of the WEX PM 99 team Sheet #1
bo #527 management

l, l l
 .R.A..r..P:B J. STEPHBNSON. P. E.
OO.It'In4'J'R9 . . . . . . . . .

&DRCISB #4

Project starts with T/R task A

Tasks B, C, D follow task A directly and

can be concurrent

Task B is restrained ~ task C and restrains

tasks G, Hand J

Task F follows task C and precedes task J

Tasks G and H are restrained by task D

Task K is restrained by tasks G, H and J

and must be done before tasks N and )f oan
begin

Task L is restrained by task K and must be

complete before task P can start

Task P is restrained by tasks M and Nand

restrains task Q from beginning

Task R cannot begin until task Q is complete

and R is the last task in the network

Task B restrains tasks G, Hand J

CPM
9/1/74
H/O 89
 LAUNDRY LIST EXAMPLE FOR PROJECT PLANNING - Ralph J. Stephenson PE PC

Laundry list for pile test

pyeblo plant
Nebraska Public Power Distribution District
Oaski, Nebraska
Introduction
You are a facilities engineer for the Nebraska Public Power Distribution District. Your boss has
assigned you to be project manager for construction of a new Pueblo Plant in Osaki,
Nebraska. He has asked you to plan and execute the installation of test piles to help decide
the final design characteristics of the power plant foundation.

You have completed selection of the type of test pile to be used and must now write the test
speCification, select the number of piles and their location, and layout the piles in the field.
There is a possiblilityof saving &using the test pile cluster for the total building foundation
group. Therefore you plan to retain a test contractor that coukl also be awarded the full piling
installation contract

Plan the entire test pile installation process.

Laundry list - at random unnumbered

Select test pile locations

Record test load results

Load piling

Order testing equipment

Decide whether test piles remain as permanent piles

Select number of test piles

Deliver test pile materials

Retain test pile contractor

Prepare test procedures

Approve test pile results

Remove test loads

Approve test procedures

Order test pile materials

Layout test piles in field

Deliver testing equipment

Drive & fill test piles

Laundry list - at random numbered in rough action sequence

002 - Select test pile locations

010 - Record test load results

008 - Load piling

005 - Order testing equipment

011 - Decide whether test piles remain as permanent piles

001 - Select number of test piles

006 - Deliver test pile materials

004 - Retain test pile contractor

001 - Prepare test procedures

011 • Approve test pile results

009 - Remove test loads

003 - Approve test procedures

005 - Order test pile materials

004 - Layout test piles in fiekl

006 - Deliver testing equipment

Wed, Dec 9, 1992 Page 1

 LAUNDRY LIST EXAMPLE FOR PROJECT PLANNING - Ralph J. Stephenson PE PC

007 - Drive & fill test piles

Laundry list - numbered & ordered
001 - Prepare test procedures
001 - Select number of test piles
002 - Select test pile locations
003 - Approve test procedures
004 - Layout test piles in field
004 - Retain test pile contractor
005 - Order test pile materials
005 - Order testing equipment
006 - Deliver test pile materials
006 - Deliver testing equipment
007 - Drive & fill test piles
008 - Load piling
009 - Remove test loads
010 - Record test load results
011 - Approve test pile results
011 - Decide whether test piles remain as permanent piles
HO 317 Dec 1990

Wed, Dec 9, 1992 Page 2

 o o 13 9 13 3 o 8 o 12 o 4 0 o
.t2LU 12111 12111 12121 12122 12127 1117 1126 1/29 2113 2114 2119 2119 2119

~~~~~~;tiF

Q2·PREPARE, 04-LAY OUT TEST

01·T/RTO
DECEMBER 11 SUBMIT &APPROVE PLES IN RaD • 3 CURETEST ~I:M. 8
~~~:~~l{Jr
Oi-E TIR TO SET

LATE FINISH OF

TESTPLE LD RESULTS &PREP

TEST PILES ARE TO
ACTIVITY

PROCEDURES· 9 &SUBMIT REPORT •

BE SAVED· 2

12

121 11 ,. 11 1~~1I 1111 1/1~ 1118 1/11 lo!1l 1/ ~ l!13 2114 ZII1 2119 zl II

~
l\:t
\),\

Total '1081 time Our.lon

Early IItatt E_Iy'In..h

SUMMARY NETWORK MODEL FOR TEST

PILE INSTALLA7JON· NEBRASKA
• Activity num_ PUBLIC POWER DISTRIBU7JON DISTRICT
• Actlylty ducrlptlon
PUEBLO PLANT· OSAKI, NEBRASKA
In."paed
• ActlYlty ..tlmated duration
_king deya

Is.... ', • N.......... 12,1989

353 1111 pi ntwk • dillit 203 Ralph J. Steplleneon PE
ho353· NO\I99 Coneultlng EnalMer
laIear.t L""lnleh 323 Hiawatha Drive
MI. P....ant. Michigan 48858
RtIKDCI ,,,brItt numbtrl ph 517 772 2537
41 46
AC7JVITY KEY 42 47
43 48
44 49 SHEET
045 50
SM·1

l (. l

 ( ( (

13 4 13 5 13 3 o 3

12111 12114 12115 12/21 12122

....., 12127 1/17 1/19

02-PREPARE TEST I 04-APPROVE TEST i 06-LAY OUT TEST 4ft KBttl2 a Pill
PROCEDURES ­ 4 PROCEDURES-5 PILES IN FIELD· 3
TEST PILES· 3

1
74 Til 716 T19
o 0 ./
15 /11
l2l.1l 12111 /" o

• 01-T/RTO ... 12126

1/16/
DECEMBER I!
I 08:ORbEfi & I
DELIVER TEST PILE
MATERIALS -15

~~
121iT

12126

12J11
o
12112

o
12113 1.:/
8 /01~6 f ...
TO! ro: r- I 69:OROEfi
PILE LOCATIONS - 1 DELIVER TESTING
~ EQUIPMENT - 15
1\\
~
2 116

 1 0 o o o
1129 1/30 2114 2119 ~19
i~'''''l''!j'''X~l"RI!'YE-t!¥-''BlI'n"E"'_i rj~l"a:l"'RIIl'E""MO-"VI!IE"It"ES-T"" H·E TIR TO SET
LATE FINISH OF
"'"
ACTIVrrv

1f: ~ ~~§ ~'9

~
~
'i ToW no.t time ru..lon
E• .,awt E• ., finish

o
.1I2lI. 1129

~
• Activity number
• Activity cluc:rlptlon
• Activity utlmalad duration
In 01..,.... working daye

1/b----1L
t..teflnlsh
I. . . . ., • No.,.,.. 11, , . .
354 tat pi ntwk 318 • dllk 103
ho 354· Noy.

t..te ....
ReHryed activity numbere Relph J. Stepheneon PE
Coneulling Eng"­
41 46
323 Hlewethe Drive
Mt. PI...ant, Michigan 48858
ACTIVITY DATA KEY 42
43
47

48 pit 518 772 2537

44 49
45 50

SHEET
#1

l l l
 R...t..LP.B: J. S::t'JI1P:a:m:NSON. P. E.
OOll'BDUl'Dl'G lIlIrGnra:a:a

FIRST LEVEL NEI'WORK - Summa.ry Management Diagram

A diagram prepared very early in the project life. The

summary network provides an overall look at the entire
program, grouping major operations and containing tasks
with durations from. 10 to 50 working days. This network
should normally contain 25 to 70 tasks exclusive of dummies.

SECOND LEVEL NETWORK - Working Diagram

A diagram prepared when most data about major tasks is
available and the actual project work is about to begin
or is underway. The working network should be sufficiently
detailed so as to de~ine key points or milestones at
closely spaced intervals. It should contain tasks with
durations of one to 10 working days. The second level
network is the one JQ.ost commonly used during project
imp1ementation.

THIRD LEVEL NErVORK -Key Operation Sub Diagram.

A diagram prepared for the detailed planning of smaller
operations wi thin the second level network. Task durations
usually range ~rom one to five working days. Most often
these networks are prepared by or for sub-contractors,
vendors, suppliers, manufacturers and confozm to
established early start/late finish limits determined
from the second level network.

Hlo 135 10/76

 PM network modeling evaluation factors - d116

Factors In evaluating network models • ho 260

Factors are to be rated from 1 to 10 with 1 meaning the network fails to satisfy
even mininum requirements of the factor. 10 means the factor is satisfied fully
and expertly.
_1. Quality of goal & objective definition .
Do the goals & objectives meet the needs of the project & of the project
• organization?
_2. Completeness of laundry list
Does the laundry list contain all reasonable activities to be accomplished for
successful completion of the project?
_3. Accuracy of logic relationships
Are the interrelationships between activities shown correctly? Are
concurrent and sequential tasks properly diagrammed?
_4. Completeness of activity description
Is the exact definition of each activity apparent from reading the description?
_5. Reasonablness of duration assignment
Do the durations shown represent times to do the activity that are
reasonable, and achieve the objectives of the project?
_6. Correctness of calculations
Are the ES/EF's & LS/LF's properly computed?
_7. Quality of network appearance
How well was the diagram presented? Could you understand what the job
was all about from reading the network without explanation?
_8. Presence of abbreviations,task #'s,issue #'s,sheet #'s,codes & dates
Is there enough supplementary information on the logic plan so you can
read it without having someone explain it to you?
_9. Overall appearance of network
Does the overall plan appearance reflect quality & competence of
execution? Does it give you confidence that the person who prepared it
knew what they were doing?

~~Total
*****

_ _ Average (total divided by 9)

Wed, Dec 9, 1992 Page 1

 ( ( (

HI 7 10 2 3
719 7127 7/30 817 818 8/21 8/22 8/23 BI24 8128
Of·FAlI " DEL 09-ERECT 1O-f0RM, REINF 12·FORM, RElNF. I...cuRE
PENTHOUSE STRUCT STEEL" "POUR POUR"STRIP PENTHOUSE
STRUCT STEEL" METAl DECK· 7 f - ­ PENTHOUSE FL EOOIP BASES· 2 EQUIP BASES· 3
DECK· IS DECK· 10

IZ' 1 n 1\ 0 al3 &24. .&l7 II II 8/211 8,

~ i 11.LAY
81i3X22
I 13·INSTL PIPE"
6
81211
,.., 911
PENTHOUSE EOOIP HANGERS
INSULa AT PENTHSE· II
RXlFING·4

~1 sA.. rh +ft/~ 911 14

7, 8129 ~9/
9I1f11)17

8131

'4

7/24

~
~
~

EStImaIIId d.mim
EarlySlart Early Iiniah
7f1

\9~
7, 111!1. 1015
• Activity number
21-1NSTAlL • Ae1iv1ty description
719 ELECT PANElS a • Aclivily estim8led
FEEDERS·S duralion in elapsed
7 , l - workirgdays
1 Q8.0EUVER I

PENTHOUSE

11"76 .1.1LU
FILTERS·ZO
lsIeSllil1 LaIe linish

ACTIVIU DATA KEY

 15
10/1 10/111
i II-INSTAlL All i
CONTROLS ·15

!lURA110N IN WKG DYS

1111 1112 EARLVSTART EARLVFINISH

13 o
_. 10/17 1213 1213
r 2O-MEASURE. i oJ 27.E TIR TO SET"
FAa, DEl & LATE ANISH OF
INSTAll 1----11 ACTIVlTV
DUCTWORK· 13

12/: 1213

LATE START LATE ANISH

m13

~
N
"'l\

.... Plim 0' Action

..... 11 • July 7 NETWORK MODEL FOR

330 o.... ion IMI_ pIM
"lelt 1112 CLARION OFFICE BUILDING
PENTHOUSE MECHANICAL
EQUIPMENT ROOM #1
Bt....yad AcUyllY NIItDbara

041 046
042 047 Luther Mechanical Contractors
043 048 Washington D.C.
044 049
045 050

sheet
ph-1

l l l
 (' r
1$ 7 14 3

7/9 7127 7130 en 8111 Ml me MB

i 02~FAB&OQ t Oll-ERECT to-FORM, REINF -.

PENTHOUSE StEWCT STEEl. & &POUR
STEUlCt Sn:a 4
DECK· I!
MEtAl. OECK. 7 PEHJ~~~ Fll----l

1&8 1~'9 10(22 1M!!

~ ~aX2 ~9
/1
35 3
1/9 812. !114 9/& 1111
Q3.FI'.i&OEl. lHAV t3.!!>lStAI.I. PIPE i IS·HOISTt.-seT 111-.
PENTHOUSE
~
IlEOOlP MAJOAMECH& StOOiG&
IHSUl& HANGERS AT ELECT EOUIP AT 1-1- - - - - I lOUVERS·.
o PIJNI>.3$ FO:lFIMG.4 PEHTHOUllE • 6 PEHTHOOSE ·3
111.
,. /17
...,
lMS 'j&Jll1 1171

8r.!

~
~

~ !
t ' ..... __, ........ ~ r
IlI&
mNCAM
STOPS MffiOF
EXFAN·2
2
en
I/
~

51-ATT~S
from'
o
_ _-..,;;en
OR!G £iOl
FAN fl'.i HAS
• STOPPED

1111 917
101
5
811 en
i 52-A/E PREPARE
& S\JlIMlT 11l.1l.I.
15·S 'I
8i ale val
 15
111211 12114
I 18-INSTAll All I
CONTROlS· 15

8
1110
22·TESI&
INSULATE PIPING!
A1H1-_ _-IAT PEN~HOUSE •

DURATION ttl WKG DVS

EARLY START EARLY FINISH
1110
S o
1123 1129 1129 1129
.. 27.£ TIR TOSEr"
LATE AMISH OF
1-_ _-11 ACTIIIITY

~ '~9
LATE START LATE FINISH

114 1110
~
~

"
CIt..,. Clt'deflOtion
bue plan of
Impact on

EstimaIed dI.Iaticrt
Early start Early firish
"_11 ,""Iy' NETWORK MODEL FOR
~a·A",u"1
5 333 olorloft "'" ord.. CLARION OFFICE BUILDING
lila. 1015
• 21.JNSTAlL
• Activity oomber
• ActIvity deGeliplion
dhlk 181
fENTHOUSE MECHANICAL
ELECT PANELS &
FEEOERS·S
• Activity eslimated eQUIPMENT BOOM 11
duration In elapsed
WOII<ingdays
1176 .I.lIli Buerytd ActIyUy NUmller' Luther Mechanical Contractors

041 046

Washington, D.C.

lalli start Latefini!lh

042 047

043 048
044 049
045 D50
ACDVIIY DATA KEY
sheet
ph-1

l.
l
l.

 RALPH .J. STlDPHIIlNSON. P.E.

OON'8ULTING IDN'GIlnIlt!lR

QUESTIONS TO BE ASKED

1) WHAT? What is the scope of the activity?

What is the standard of performance?

What are our objectives?

What are our goals?

What is needed to start?

2) WHERE? Where will the work take place?

3) WHEN? When does the work start?

when is the work supposed to finish?

When will the work be completed?

4) HOW? How do I know when the job is done?

How do I know if we've done a good job?

How do I get out of the job when it's done?

5) WHO'S? Who's responsible?

Who's in charge?

Who's doing the work?

Who's liable?

Who's in charge for my client?

Who's the ultimate decision maker? (UDM)

Hlo 186 4/80

 RALPH J. STEPHENSON
CONSULTING ENGINEER
NETWORK PLANNING ABBREVIATIONS

A Area CONCT Connect

ABV Above COND Conduit
AC Air condition CONN Connection
ACCESS Accessories CONST Construct
ACOUST Acoustic CONT Continue
ACT Activate COOLG Cooling
AD Approve, deliver CONVTR Convector
AFD Approve, fabricate, CP Cap
deliver CP Complete
AL All CT Ceramic tile
ALT Alteration CVR Cover
ALUM Aluminum
AP Approve
ASMBLY Assembly D Dummy
ASP Asphalt D Duration

~
And DA.FD Detail, approve,
At fabricate, deliver
DEMOL Demolish
DIFF Diffuser·
BAL Balance DK Deck
BALe Balcony DPFRF Damp proof
BD Board DR Door
BKFL Backfill DRINKG Drinking
BKFLG Backfilling DRN Drain
BLDG Building DUCTW1C Ductwork
BLKG Blocking DWG Drawing .~
BLT Bolt
BM Beam
BRG Bearing E East
BRK Brick EF Early finish
BSE Base EFRP Excavate, form,
BSl-fi' Basement reinforce, pour
EIB Excavate, install,
backfill
CASD Check and approve ELEC Electric
shop drawings ELEV Elevator
C/B Columns and beams ENERG Energize
CER Ceramic EQUIP Equipment
CL Column line ERCT Erect
CLG Ceiling ES Early start
CLKG Calking E T/R End t iIr,e re straint
CNTL Control EXC Excavation
CO Cutoff EXP Exposed
COATG Coating EXT Exterior
COL Column EXTG Existing
COMP Complete
CONC Concrete

H/O 2

 Page 2
RALPH J. STEPHENSON

CONSULTING ENGINEER

\.r F
FAE
For
Fabricate
IAYG Laying
LF Late finish
FD Fabricate, deliver LN Line
FDN Foundation 18 Late start
FFG Fill, fine grade LT Light
FINL Final LTH Lath
FL Floor LVL Level
F11 Fill
FLSHG Flashing
Flvl Fom l>iACH Machinery
FJ:.iG Forming !<lECH 14echanical
FN Finish lV1El..reru.~ Men:..brane
FOG Floor on grade MEZ.Z .Mezzanine
FP Fire protection ME M.anhole
FRM Frame MLLWK Millwork
FliP Form, reinforce, pour MISC MiscelJ.aneous
FRPS Form, reinforce, pour, MK lviake
strip MSNRY Masonry
FTG Footing 1-11'L Metal
FX Fixture Ml'R Motor

GIAZG GJ.azing :N North

GRD Grade ~J:.R Nailer
GRDR Girder NT Not
GRDG Grading
GRLL Grill
GRA1'G Grating OFD Order, fabricate,
GUT Gutter deliver
OH Overhead
OPNG Opening
lID Head
RDWE Hardware
lIM Hollow metal PARTN Partition
ETR Heater PC Precast
RU HOokup PERni Perimeter
PH Penthouse
PHS Phase
I Iron PILG Piling
I/c In ceiling PIPG Piping
IFW In floor ..lork ?KG Parking
Il~CLDG Including PL Plate
INSTL Install PLCP Pile cap
INSTLG Installing PLG Plug
INSUL Insulation or PLSTC Plastic
Insulate PLSTR Plaster
!NT Interior PLTFM Platform
I'D.lS Iten:..s PLUMBG Plun:..bing
PNL Panel
PNT Paint
JC Janitor closet. PNTG Painting
~

ufo .,
 Page 3
RALPH J. STEPHENSON
CONSULTING ENGINEER

POURG Pouring TEMP Temporary

PRES Pressure Tn Total float time
P.Rrvl Primary TK Tank.
PROT Protection TolR TOilet room
PRS Piers TPG Topping
PVG Paving TIR Time restraint
TR Trim
TRAl~SFRMR Transformer
BAD Radiant TED Tread
BAILG Railing TST Test
RD Road. TWR Tower
REINF Reinforcing
REL Relocate
REQ,D Required UG Underground
RESIL Resilient ULG Unloading
RESTL Reinforcing steel UTIL Utility
REt,IV Remove US Underside
RFG Roofing U TIR Updating time
RISR Riser restraint
EM Room
RR Railroad
RSC Rolling steel curtain VB Vapor barrier
RUBB Rubber VENTILTR Ventilator
RUFF Rough VEST Vestibule

S South W West
SBSTNTLY Substantially WASHG Washing
SDWK Sidewalk WK Work
SETTG Setting WLKWY Walkway
SEWR Sewer WLL Wall
sm Sheet ~ Window
SIDG Siding WP Waterproofing
SLB Slab WTR Water
SOG Slab on grade W TIE Weather time
SPDRL Spandrel restra.int
SPRNKLR Sprinkler
SS Structural steel
SS Substation
ST start
ST Street
STD Stud
STL Steel
STM Steam
STR Stair
STEP Strip
STRUCT Structural
SUl?T Support
SUHF Surface
SUS? Suspension
Sw"TCHGR Switchgear
SYS System

TT I..... _
 RALPH J. STmPEENSON, P. E.
OO".'ln.lrDl'G lCIfGI_JIIIl

Chicago Area Weather

Sources Jack Kolstadt

:'foek Working Total Working Loss in

DaX Days Worked 'Working Days

1-l­
~
Dec. 1
2)4

2
239
1.!.
;:
244
4 1"

iJ. 2/.J.9 ':l

.,/ 2

.J r~r: • 1
256
2-1/5 2-4/5
2

.,..J 261
2-1/5 2-4/5
266
"':)1
.,/" 11:
L1 271
3
2

..,
....
Feb. 1
277
3

2
282
3 2

3
287
4 1

4
292
Jt 1t

,...

r·!ar.
2

297

302

~z
4t
t
"2
3
307
4 1

!~ 312
Jt 1t

Apr. 1
320
3l1 1.1
4-:2- f
2
325
;>
"l,
330
4 J
h 335
0

H/O 136

 Ralph J. Stephenson PE PC
Consulting Engineer

The Domino Move Case Study

(An exercise in planning successive moves)

You are the project manager on a domino move realignment of space in a project
adding a 2nd floor to the Bengst Corporation office in Tarry, Montana. The addition
has been closed in and base building work is complete ready for tenant fit up.

The moves needed to complete Bengst tenant fit up involve shifting from 1st floor
occupancy to a combined 1st and 2nd floor use.

Moves will require the following times

• Moving A and B to new 2nd floor space 5 working days - concurrent

• Moving E to new 2nd floor space 5 working days
• Moving C into new area 2 working days
• Moving D into new area 4 working days
• Expanding F into new SW area 2 working days
• Expanding F into new NE area 2 working days

Remodeling will require the following times:

• Remodeling former A & B to new C 20 working days

• Remodeling former C to new D 15 working days
• Remodeling former E to new southwest F 10 working days
• Remodeling former D to new northeast F 12 working days

Note: The F space is to be remodeled in two phases while being occupied by staff.

To do

1. Prepare a network logic model for the move and remodeling sequence.
2. Quantify and calculate the logic model.
3. Analyze the move sequence and identify when you want to move E and remodel
F.

ho 376 December 1997

 RALPH J. STmPBmNSON. P. E.. P. O.
OO_uvrIWG lIINGbI'JIIJIIR

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~

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HO 209

5
'·MOVE
DEPARTMENT ATO
NEW 2ND FLOOR
SPACE -5

o 15 40 21 110 5
,.TIRTO START OF :1. RETAIN AlE FIRM· 4- PART FflEPARE & 5-COMPlEIE 7- CONSTRUCT NEW II· MOVE
ISSUE It! PfIOJECT 15 ISSue CONTRACT PREPARE'ISSUE OFFICE AOOfTION TO DEPARTMENT B TO
SlNMARY PLAN DOCUMENTS· <40 CONTRACT POINT WHERE MOVE NEW 2ND flOOR
DOCUMENTS-2I IN BEGINS· 110 SPACE -5

15, 110 5
3- RETAIN 6- AWARD 10- MOVE
CONSULTANT CONmACTS. DETAIL, DEPARTMENT E TO
CONl'RACTOR -15 APPV, FAB & DEL NEW 2ND FLOOR
EARLY LONG LEAD SPACE -5
rTCMS-1IO

~
~
~

R_ocdYily . _

MI M6
M2 M7
00 M8
h.allea 044 M9
00 050
o
15- INSTAll. MASTER
• Acllvl17 ......
LOCK SYSTEM (., 5, el • A.....I17 "_,Ipllo•
• 0 (ea""", acli"lyl -11...... ,"' ......
• M .._ d...tloe I • SUMMARY NETWORK MODEL ­
•..,.... werklat "ap
UENGST CORPORATION
EXPANSION PIdAN
""_ NI -Ja....,. 10
TARRY. MONTANA
247 bonplll1llJ1 pIaa • dlsIr.

Actiylty Key Ralph J. Steplll_OII PB PC

Coosuhing Bngw_

323 HillWlllba Drive

MI. Pleasanl, Micbigan 48858

pb S17 772 2537

SHEET
ISM!

l l
l

 ( ,­ (
20 2 15
11·REMODEl FORMER 13-MOVE DEPT C INTO 15-REMODEl FORMER 17·MOVE DEPT D INTO
DEPT A .. B AREA TO NEW AREA FROM OlD DEPT C AREA INTO NEW AREA FROM OLD
NEW DEPT C AREA· AREAC ·2 NEW DEPT D AREA • AREAD·4
20 15

...

'J­
12/9/92 Vyvyan partial laundry list 1

CATEliUKY ACTION ITEM RESP

1 AE -ARCHITECTJENGINEER
2 CM -CONSTRUCTION MANAGER
3 OW -OWNER
4 PM -PROJECT MANAGER
5 RE -REGULATORY AGENCIES
6 SU -SURVEY ITEMS
7 UT -Ul1L1TY ITEMS
8 REISU CHECK AND CLEAR EASEMENTS
9 REISU CHECK AND CLEAR ZONING
1 0 RE CHECK OUT WITH BUILDING DEPARTMENT
1 1 UT/SU CHECK OUT WITH CABLE TV COMPANY
1 2 UT/SU CHECK OUT WITH ELECTRICAL UTILITY
1 3 UT/SU CHECK OUT WITH GAS UTILITY
1 4 REISU CHECK OUT WITH PLANNING & ZONING
1 5 UT/SU CHECK OUT WITH TELEPHONE UTILITY
1 6 UT/SU CHECK OUT WITH WATER & SEWER DEPARTMENT
1 7 RE DECIDE ON HOW APPROVALS ARE TO BE PROVIDED
1 8 OW/AElPM/CM DECIDE ON TOTAL ORGANIZATIONAL STRUCTURE
1 9 AE DEVELOP DESIGN CONCEPT & SCHEMATIC STUDIES
20 OW/PM/AElCM ESTABLISH PRELIM TOTAL PROJECT MONEY FLOW EXPECTED
21 OW/PM/AElCM ESTABLISH REPORTING SYSTEMS
22 OW/PM/AElCM ESTABLISH WHO THE UDM'S ARE FOR EACH PARTY
23 OW/PM/AElCM GET APPROVALS ON TOTAL ORGANIZATION
24 AE GET APPROVALS ON VYVYAN'S ORGANIZATION
25 AE HAVE HEART TO HEART TALK WITH OFFICE STAFF,
26 AW/RE MAKE BUILDING CODE REVIEW
27 SU/uT OBTAIN ALL UTILITY LOCATIONS
28 OW/AElPM/CM OBTAIN PRO FORM FROM OWNER
29 SU/UT OBTAIN PROPERTY SURVEY
30 SU OBTAIN SOIL BORINGS & SOILS ANALYSIS
31 SU OBTAIN TOPO SURVEY
32 OW/PM/CM/AE OWNER REVIEW AND APPROVE CONCEPT & SCHEMATIC STUDIES
i 3 3 AE PLAN DRAWING ISSUE PROCEDURES WITH DEPTS
34 OW/AElPM/CM PREPARE & ISSUE PRELIM ORGANIZATION STRUCT
35 OW/AElPM/CM PREPARE & ISSUE PROJECT DIRECTORY
36 AElCM/PM PREPARE BASE LINE ITEM ESTIMATE
37 OW/AElCM/PM PREPARE LIST OF RESPONSIBILITIES OF EACH PARTY
38 OW/AElCM/PM PREPARE MATRIX OF PARTICIPANTS & RESPONSIBILITIES
39 AEIPM PREPARE PLAN OF ARCHlENGR ACTION FOR 3 MONTHS AHEAD

Total list arranged by action item ho288 - Dec 1988

.? -1-1
12/9/92 Vyvyan partial laundry list 2

ICATEGORY ACTIuN ITEM RESP

40 OW/AElPM/CM PREPARE PLAN OF COSTING ACTION FOR 3 MONTHS AHEAD
41 OW/AElPM/CM PREPARE PLAN OF OWNER ACTION FOR 3 MONTHS AHEAD
42 AElCM/PM PREPARE PRELIM DESIGN SCOPE PACKAGE & ISSLIE
4.3 OW/AElCM/PM PREPARE PRELIMINARY CONTRACT DOCUMENT PACKAGING MATRIX
44 AE PREPARE PRELIMINARY FEE BREAKDOWNS BY DEPT
45 OW/AElCM/PM PREPARE PROJECT PROGRAM
46 OW/AEICM/PM PREPARE TOTAL PROJECT PLAN & SCHEDULE
47 OWlAElCM/PM REVIEW & APPROVE BASE COST ESTIMATE
48 OW/AEICM/PM REVIEW & APPROVE PROJECT PROGRAM
49 OW/AEIPM/CM REVIEW PROGRAM REQIREMENTS WITH SPENCER
50 OW/AElPM/CM SET MAJOR BUILDING SYSTEMS
51 OW/AEIPM/CM SET TOTAL PROJECT DELIVERY SYSTEM
52 OW/CM/PM SPENCER EXECUTE CONTRACT WITH OWNER
53 AElCM VYVYAN AND SPENCER MEET & REVIEW ROLES ON JOB
54 OW/AEIPM VYVYAN EXECUTE CONTRACT WITH OWNER
55 AE VYVYAN HAVE INTERNAL ORGANIZATIONAL MEETING

TotRI li~t RrrRnnAri hv Rr.tinn itAm hn?RR - OAr. 1~RR

j. .f'2.
 CPM case study

1. Planning & scheduling case study • ho258 - cpmcsty - d116

2. CPM case study
2.1. Project case study details
2.1 .1. Name of project - The Tulsa Rivers
2.1.2. Location - Tulsa, Oklahoma
2.1.3. Owner & developer - Tulsa Pioneers Inc. - TIP
2.1.4. Designer - Goebel & Associates - Architects, Engineers & Planners
2.1.5. Contractor - Drucker Construction, Inc.
2.1.6. Type of building - speculative office building
2.1.7. Key dates
2.1.7.1. Current date - October 9, 1986 (working day 198)
2.1.7.2. Mobilize & move on site - October 20, 1986 (working day 205)
2.1.7.3. Completion dates
Landlord or base building work - May 9, 1988 (601)
Must be ready at this point to start tenant work at 1st occupied
floor
All site work and parking areas complete
All elevators operable
All mechanical systems operable
All electrical systems operable
All core areas finished and ready for use
All landlord work forces off job
Total completion date - July 21, 1988 (working day 639)
All tenant work complete
All tenants moved in and satisfied
Total job cleaned up and turned over to TIP property
management department
2.1.8. Characteristics of project
2.1.8.1. General information
Location - Tulsa, Oklahoma
Site size - Approximately 15 acres - expansion planned
6 stories plus basement
Finish noor to finish floor heights
Basement to first floor - 16' 0"

First floor to second floor - 12' 0"

Second through sixth each - 11 '0"

Sixth to high point of main roof - 12' 0"

Sixth to machine room floor - 16' 0"

Footprint = 150' x 150' =22,500 sq ft per fl

Gross floor area in building = 7 x 22,500 = 157,500 sq ft
Parking spaces to be provided in phase 1 = 900

Wed, Dec 9,1992 Page 1

 CPM case study

Building to be leased as it is being built

Currently have letters of intent in hand for about 30% of
space.
SpeCial owner requirements
Curtain wall
The curtain wall is an important design feature of the
project and a mock up must be built, tested and
approved by the owner prior to final fabrication, delivery
and installation.
Building service core materials
There is a possibility that some of the core rooms, toilets
and tenant common conference space may have to be
mocked up and approved before full production work
can be initiated on finishes in these areas. Must be
investigatedI
2.1.8.2. Front end work (fe)
Definition - All non construction project related work concerning
real estate, financing and pre construction leasing.
Real estate
Title to property to be in hand in 2 days
Some rea's (reciprocal easement agreements) to be worked
out
Must clear underground electrical easement in parking lot area
Financing
Completed and set - construction funding available now
Permits required - to be obtained by Drucker Construction

Foundation

Full building

Mechanical

Electrical

2.1.8.3. Design work (de)

Definition -/Project related work that concerns production and
issuing of contract documents
Construction documents 70% complete
Substructure drawings & specs ready to issue
Superstructure drawings and specs to be issued in 1 week
Major mech and elect contract document package to be issued
in 3 weeks
Full architectural contract documents to be issued in 3 1/2
weeks

Wed, Dec 9,1992 Page 2

 CPM case study

2.1.8.4. Procurement (pr)

Definition - Work related to solicitation of proposals, award of
subcontracts, preparation of submittals, approval of submittals,
and fabrication and delivery of materials & equipment to the jo~
site.
Contracts already let for
Emergency generator - delivery in 22 weeks
Chiller - delivery in 12 weeks
Transformers - delivery in 16 weeks
Substation - delivery in 23 weeks
All other contracts to be let as contract documents are issued
2.1.8.5. Substructure (sb)
Definition - All foundation work upon which the superstructure
bears directly or indirectly. Also includes site preparation for
start of field work on the building area.
Spread footings with top of footings 2' below bottom of slab on
grade
Basement walls reinforced concrete on concrete strip footings
Subsoil sandy with some clay - no major water problems
2.1.8.6. Superstructure (ss)
Definition - All major structural load carrying components that
bear on the substructure directly or indirectly.
Frame to be structural steel erected in 2 story tier sections
Decks to be light weight concrete slabs
Decks to be formed with metal deck - no shoring required
2.1.8.7. Exterior skin (sk)
Definition - All elements needed to close the building to
weather.
Exterior walls
From 2nd floor spandrel to roof spandrel - alum and glass
curtain wall
Spandrel glass to be opaque
Floor glass to be glare and heat resistant
Aluminum frame to be anodized
Field measurements of aluminum may be necessary
At 1st floor
Aluminum entries
Some storefront & glass at commercial tenant areas
Brick masonry at exterior service and non commercial
areas
All exterior glass and glazing to be calked
No exterior field painting

Wed, Dec 9,1992 Page 3

 CPM case study

Roofing

Single ply ballasted

Roof equipment
Some roof top equipment with screening
Roof screens to be prefinished metal panels
Curbs to be installed with roofing
Equipment can be set later
2.1.8.8. Rough interior work (ri)
Definition - All interior building components that can be exposed
totally or in part to weather.
Above floor rough interior work conventional as for base office
building
Interior partitions all metal stud and dry wall
All rolled shapes to receive spray on fireproofing
No spray on fireproofing on metal deck
2.1.8.9. Finish interior work (fi)
Definition - All building components that must be protected
totally or in part from weather.
Core area
Partitions - stud walls with dry wall taped, sanded & painted
Ceilings
Toilets - painted dry wall
Other areas - aoustic lay in
Floors
Toilet rooms - ceramic
Service areas - resilient tile
Other areas - carpeted
Tenant area
No ceilings - acoustic materials to be stockpiled on floor
Exterior dry wall sill walls to be installed, taped & sanded
2.1.8.10. Systems work (sy)
Definition - All work that can be installed as a system somewhat
isolated from other system components of the building
Three elevators
Two steel stairs
Mechanical and electrical room at basement
2.1.8.11. Site work (si)
Definition - All work outside the building line and inside the
property or hoarding (contract boundary) line. Site work outside
the property or hoarding line is called off site work (os)
All utilities brought into site underground
Electric

Wed, Dec 9,1992 Page 4

 CPM case study

Gas
Water
Domestic
Fire protection
Sanitary sewer
Storm sewer
Landscaping sprinklers
Phone
All full depth asphalt paving
Parking lots striped and lit
Site fully landscaped
Sidewalks around building
Landscaped islands throughout parking areas
No wheel stops to be used
.2.2. Laundry lists
2.2.1. Procurement - early

Work related to solicitation of proposals, award of subcontracts,

preparation of submittals, approval of submittals and fabrication and

delivery of materials & equipment to the job site.

2.2.1.1. Solicit proposals and award contracts (SP/AW) for

Early substructure resteel

Concrete supply """

Testing
Structural steel
Metal deck
Curtain wall
Early superstructure resteel
Elevator (need dimensions & embeds for pits)
Mesh
Others?
2.2.1.2. Detail, approve, fabricate and deliver

Early substructure resteel

Structural steel

Metal deck

Curtain wall components

Aluminum
Glass
Early superstructure resteel
Elevator (need dimensions & embeds for pits)
Mesh
Others?

Wed, Dec 9, 1992 Page 5

 , CPM case study

2.2.2. Substructure work - at random - unnumbered

All foundation work upon which the superstructure bears directly or

indirectly. Also includes site preparation for start of field work on the
building area.
2.2.2.1. Mass excavate for buildi ng

2.2.2.2. Clear building site

2.2.2.3. Layout building site

2.2.2.4. Excavate, form, reinforce & pour exterior wall & column footings

2.2.2.5. Excavate, form, reinforce & pour interior wall footings

'2.2.2.6. Excavate, form, reinforce & pour elevator pit slab on grade

2.2.2.7. Form, reinforce,pour and strip elevator pit walls

2.2.2.8. Excavate, form reinforce & pour interior column footings

2.2.2.9. Form, reinforce, pour and strip footing piers

2.2.2.10. Set anchor bolts at piers for structural steel

2.2.2.11. Waterproof elevator pit walls

2.2.2.12. Backfill interior of basement to rough grade

2.2.2.13. Excavate, install and backfill underground mechanical work

2.2.2.14. Excavate, install and backfill underground electrical work

2.2.2.15. Form, reinforce, pour and strip perimeter basement walls

2.2.2.16. Fill and fine grade for basement slab on grade

2.2.2.17. Lay vapor barrier and set in floor work for basement slab on grade

2.2.2.18. Pour out basement slab on grade

2.2.2.19. Mobilize & move on site

2.2.3. Substructure work - at random - numbered for sequencing

All foundation work upon which the superstructure bears directly or

indirectly. Also includes site preparation for start of field work on the

building area.

2.2.3.1. 04 - Mass excavate for building

2.2.3.2. 03 - Clear building site

2.2.3.3. 02 - Layout building site

2.2.3.4. 05 - Excavate, form, reinforce & pour exterior wall & column footings

2.2.3.5. 05 - Excavate, form, reinforce & pour interior wall footings

2.2.3.6. 06 - Excavate, form, reinforce & pour elevator pit slab on grade

2.2.3.7. 07 - Form, reinforce,pour and strip elevator pit walls

2.2.3.8. 05 - Excavate, form reinforce & pour interior column footings

2.2.3.9. 06 - Form, reinforce, pour and strip footing piers

2.2.3.10. 06 - Set anchor bolts at piers for structural steel

2.2.3.11. 08 - Waterproof elevator pit walls

2.2.3.12. 09 - Backfill interior of basement to rough grade

2.2.3.13. 10 - Excavate, install and backfill underground mechanical work

2.2.3.14. 10 - Excavate, install and backfill underground electrical work

2.2.3.15. 06 - Form, reinforce, pour and strip perimeter basement walls

Wed, Dec 9,1992 Page 6

 CPM case study

2.2.3.16. 11 - Fill and fine grade for basement slab on grade

2.2.3.17. 12 - Lay vapor barrier and set in floor work for basement slab on grade

2.2.3.18. 13 - Pour out basement slab on grade

2.2.3.19. 01 - Mobilize & move on site

2.2.4. Substructure work - in rough order - numbered

Estimated durations are given after the activity description in

elapsed working days (student to provide durations).

2.2.4.1. 01 - Mobilize & move on site ­

2.2.4.2. 02 - Layout building site ­
2.2.4.3. 03 - Clear building site ­
2.2.4.4. 04 - Mass excavate for building ­
2.2.4.5. 05 - Excavate, form reinforce & pour interior column footings ­
2.2.4.6. 05 - Excavate, form, reinforce & pour exterior wall & column footings ­
2.2.4.7. 05 - Excavate, form, reinforce & pour interior wall footings ­
2.2.4.8. 06 - Excavate, form, reinforce & pour elevator pit slab on grade ­
2.2.4.9. 06 - Set anchor bolts at piers for structural steel ­
2.2.4.10. 06 - Form, reinforce, pour and strip footing piers ­
2.2.4.11. 06 - Form, reinforce, pour and strip perimeter basement walls ­
2.2.4.12. 07 - Form, reinforce ,pour and strip elevator pit walls ­
2.2.4.13. 08 - Waterproof elevator pit walls ­
2.2.4.14. 09 - Backfill interior of basement to rough grade ­
2.2.4.15. 10 - Excavate, install and backfill underground electrical work ­
2.2.4.16. 10 - Excavate, install and backfill underground mechanical work ­
2.2.4.17. 11 - Fill and fine grade for basement slab on grade ­
2.2.4.18. 12 - Lay vapor barrier and set in floor work for basement slab on grade

2.2.4.19. 13 - Pour out basement slab on grade ­

2.2.5. Superstructure work - at random - unnumbered

All major structural load carrying components that bear on the

substructure directly or indirectly.

2.2.5.1. Erect structural steel - tier 1 - basement through 2nd 'floor

2.2.5.2. Erect structural steel- tier 2 - 2nd through 4th floor

2.2.5.3. Erect structural steel - tier 3 - 4th through 6th floor

2.2.5.4. Erect structural steel- tier 4 - 6th through roof levels

2.2.5.5. Detail & trim structural steel- tier 1 - basement through 2nd floor

2.2.5.6. Detail & trim structural steel - tier 2 - 2nd through 4th floor

2.2.5.7. Detail & trim structural steel- tier 3 - 4th through 6th floor

2.2.5.8. Detail & trim structural steel - tier 4 - 6th through roof levels

2.2.5.9. Erect metal deck - tier 1 - basement through 2nd floor

2.2.5.10. Erect metal deck - tier 2 - 2nd through 4th floor

2.2.5.11. Erect metal deck - tier 3 - 4th through 6th floor

2.2.5.12. Erect metal deck - tier 4 - 6th through roof levels

Wed, Dec 9, 1992 Page 7 '",J

 CPM case study

2.2.5.13. Form & set in floor work for 1st floor

2.2.5.14. Form & set in floor work for 2nd floor
2.2.5.15. Form & set in floor work for 3rd floor
2.2.5.16. Form & set in floor work for 4th floor
2.2.5.17. Form & set in floor work for 5th floor
2.2.5.18. Form & set in floor work for 6th floor
2.2.5.19. Form & set in floor work for elevator machine room floor
2.2.5.20. Set elevator machine room sheave beams
. 2.2.6. Front end work
Definition - All non construction project related work concerning real
estate, financing and pre construction leasing.
2.2.7. Procurement· later
Definition - Work related to solicitation of proposals, award of
subcontracts, preparation of submittals, approval of submittals, and
fabrication and delivery of materials & equipment to the job site.
2.2.8. Exterior skin work - at random - numbered

All elements needed to close the building to weather.

To be defined by the project teams as table work. List the individual

activities making up installation of the exterior curtain wall, the roof
system, roof mounted equipment and screens, and the first floor
enclosure in the blank space below.
2.2.9. Rough interior work - at random - numbered

All interior building components that can be exposed totally or in

part to weather.

2.2.10. Finish interior work - at random - numbered

All buiding components that must be protected totally or in part from
weather.
2.2.11. Systems work
Definition - All work that can be installed as a system somewhat
isolated from other system components of the building
2.2.12. Site work
Definition - All work outside the building line and inside the property
or hoarding (contract boundary) line. Site work outside the property
or hoarding line is called off site work (os)
2.2.13. ho 258 - 87

Wed, Dec 9,1992 Page 8

wex project management 2001 seminar RalphJ. Stephenson, P. E.
Consulting Engineer

• SECTION 4 - TRANSLATING THE PROTECT PLAN & SCHEDULING THE WORK

04.01 Translation definition

04.02 Schedule definition
04.03 & 04.04 Case of resource sensitive school proj
04.05 Single resource allocation plan
04.06 Full resource allocation plan
04.07 & 04.08 Resource allocation bar chart form
04.09 Calculated resource allocation network
04.10 Resource allocation ES/EF bar chart solution
04.11 Resource allocation leveled solution
04.12 Profit potential levels
04.13 & 04.14 Use of float time in project planning
04.15 Clarion base network data
04.16 Clarion base bar chart
04.17 Pavilion drawing issue
04.18 GTRV section
04.19 to 04.22 GTRV contract document matrix
04.23 to 04.27 Guidelines to preparing contract document matrixes
04.28 Slant chart
04.29 Item processing chart
04.30 Procurement network model
04.31 Submittal turn around
04.32 Bulletin/change order record
04.33 EqUipment activity tabulation
04.34 Money flow
04.35 Turnover cycle analysis

date printed: December 6, 2000

 Ralph J. Stephenson PE PC
Consulting Engineer

TRANSLATE

To recast project planning &

management information into
other graphic, narrative & oral
forms to insure effective use
by those involved.

ho 379 Dec 91
 Ralph J. Stephenson PE PC

Consulting Engineer ~

SCHEDULE

To lock individual project tasks

& the resources needed to do
them into a specific time
position.

ho 378 Dec 91
 Ralph J. Stephenson PE PC·
Consulting Engineer

The case of the resource sensitive school project

A project management case study in the allocation of resources

You and your partner own a small flat work firm, Regal Construction, Inc. located in
northern Missouri. You are Alan Dobson, president ,and your partner is Fred
Mikello, vice president. Both of you came from a large general contractor, the
Rasmussen Company, where you were a senior project manager, and Fred was a
senior field superintendent. The general superintendent for Rasmussen was George
Bushnell, a good friend to both of you.

You each left Rasmussen about eight months ago to start Regal, and have done
reasonably well constructing a small volume of sidewalks, drives and masonry work
along with some earthwork and carpentry. You've been able to purchase a front
loader and are now actively involved in finding ways to keep your equipment and
tradesmen, mostly laborers and cement finishers, busy.

This morning George Bushnell called and said Rasmussen had just been awarded
the general contract on a large educational park. The first of the projects is three
moderate size masonry wall bearing buildings. They must start in the field
immediately, but George says he cannot man the job for another 2 weeks. He asked if
Regal could start within two days on layout, clearing the site and constructing the
concrete and masonry foundations for the first three buildings, A, B & c. Footprint
sizes of the buildings are for A -150' x 200', B - 200' X 250' and C - 200' X 200'.

You reply that you could move on site immediately. George says to give him a rough
budget estimate along with a plan of work, a schedule and an idea of how Regal
would man the job all by tomorrow noon. If the cost and the schedule are in the ball
park you have a job.

The business and management objectives you are thinking about as you consider
how to plan the job include:

1. Maintain the plan of work finally agreed on. Plan the work and then work the
plan!

2. Maintain crew integrity. Don't split a composite work crew.

1 ho 263 - Jan 89
 Ralph J. Stephenson PE PC
Consulting Engineer

3. Don't interrupt an activity once it has started.

4. Keep the total time of the job to no more than four and a half weeks.

5. Balance tradesmen use on the job, particularly laborers, to maintain as constant

level as possible.

6. Use equipment you own. Don't rent anything you don't absolutely have to.

7. Minimize the risk of lost profit potential.

8. Do a first rate job for school and for Rasmussen.

You have just put down the phone. How do you proceed from here?

ho 263 - Jan 89
RALPH J. STEPHJDNSON. P.E.
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 Ralph J. Stephenson, P. E., P.C.
Consulting Engineer

Profit Potential Levels

In construction the concept of profit is complex and often misunderstood. There are
many kinds of profit - financial, socioeconomic, value system, self actualization,
education, enjoyment, technical, and probably as many more equally important but
less obvious.

If we view the various kinds of returns on investments relative to project

management, it appears there are three major levels of profit potential available, that
achieved by arranging these elements in an affective action sequence and the profit
achieved by making effective use of discretionary of float time. These are identified
as levels A, B, C respectively.

A brief discussion of each is given below.

Level A Profit Potential

The basic profit potential is realized when the manager and his project team
have made certain to include all project elements in the estimating, planning
and control process; when they have made certain that everything is counted
and there are no missing pieces. Every element missed erodes the profit picture
just as a missing piece of a jigsaw puzzle spoils the pleasure in assembling it.

LeYel B Profit Potential

Once project elements are accounted for they must be properly arranged in a
logic pattern to produce the most effective plan of action. In any plan there are
identified desired and necessary relationships. The proper expression of desired
relations is a major factor in realizing level B profit potential. Here is where the
true skill of the project manager begins to impact upon the job. The
experienced, intelligent, knowledgeable manager will explore, stimulate and
select the most effective ways of assembling the job under his control. The level
B profit potential is highest when the best ways have been selected.

Leyel C Profit Potential

This profit is highest when the job is scheduled well and a selection made as to
where each task should be done in relationship to the discretionary time
available to it. Often discretionary time is identified as float time. Where the
good manager schedules the task when he has resource options ( time, money,
equipment, etc. ) will largely determine how profitable the level C management
work has been;

In a nutshell, level A profit potential deals with identifying all the elements
involved. Level B profit potential is concerned with arranging these elements in a
logical and effective action plan. The level C profit potential is achieved when the
project is managed well by proper scheduling within allowable resource limits.

date printed 12/3/97 ho 142 December 1997

4--. 12.
 Ralph J. Stephenson PE PC
Consulting Engineer

Use of float time in project planning

What is float time? It is a number of working days determined by the total plan of
work, and mathematically set by the logic of the network plan, by the durations
assigned to each task, and by the completion date set for the project and its
component parts.

Float is the amount of time between the earliest date an activity can start, according
to a given plan of work, and the latest date it can start according to the same plan of
work. Float time occurs in a task when the activities that restrain it are able to be
completed before the latest date by which the restrained task must start, as
determined by the latest allowable finish date of the project or project component.

Float time is not assigned by the planner, nor is it automatically allocated to activities
that are traditionally critical.

Because of the nature of the construction business in which many normally

unrelated organizations and individuals are brought together by agency and contract
arrangements to do a job, float or discretionary time is potentially valuable to all
parties to the job. Thus ownership of float time often becomes a subject of dispute
and controversy.

A few guidelines which have seen general acceptance and some legal concurrence in
practice are given below:

1. In a hard money fixed time contract the float time within the contract boundaries
belongs to the contractor.

2. Ownership of float time should be established very early in a project. Where some
question of ownership exists, the ownership rights should be noted on the plans and
schedules of work prepared by the contractor.

3. On negotiated projects, where there may be a cost and time span to be mutually
agreed on by the contracting parties as the project gets under way, ownership of float
time is usually a matter to be worked out in advance as job conditions demand.

4. Relative to subcontractors, the ownership of float time within a hard money, fixed
cost subcontract is usually set by implied consent, but normally rests with the prime

1 ho 280 - Dec 88

1413
 Ralph J. Stephenson PE PC . J
Consulting Engineer ...,

contractor under which the subcontractor is working.

In situations where there is very little interface between a prime contractor's tasks

and his subcontractor's tasks, it is possible that ownership of self contained float may

remain with the subcontractor.

5. Ownership of float time does not release a contractor from the obligation to
provide a high quality service to the client. Where poor use of float time to the
detriment of the job is encountered, fault for the poor performance will usually
temper the ownership of the float.

In general most problems with float occur where approval delays are
encountered, where intermediate project dates are not specified but are
desired and imposed, when poor performance pushes tasks beyond scheduled end
dates, or where uncontrollable obstacles to meeting project contract obligations
appear.

2 ho 280 - Dec 88

~/.f.
 12/9/92 ho 380 - Clarion base network data - issue #1, dated July 7 1

activity

10

11

12

13

14

\..
15

16

17

18

19

20

21

22

23

24

25

26

Listed in early start early finish order

4.IS
Carlon Office Building Carlon bue network model • ho 381

Equipment Room derived from issue 1, dated July 7

Acllvill••
Jul '90 I Aug '90 I Sept '90 Ocl '90 I Nov '90 I Dec '90 I
25 2 9 16 23 30 6 t3 20 27 3 10 1724 I 8 15 2229 5 12 1926 3 10 1724 31
OI·T/R TO JULY 7 I

Q2·FAB & Da P9ITHOUSE STRUCT STEEL &

DECK· 15
08·DELIVER PENTHOUSE FILTERS· 20
I
OS·FAB & DEL CHILLED WATER PUMPS· 29
I
O&-FAB & Da CONDENSATE PUMPS· 30
I
03-FAB & DEL PENTHOUSE ECONOMIZER
PUMP· 35
04·FAB & DEL AC-l AT PENTHOUSE· 40

07·FAB & DEL EXHAUST FAN ., • 40

~
09-ERECT STRUCT STEEL & METAL DECK· 7

11-l.AY PENTHOUSE INSUL& ROOFING· 4

It::>
•
19i~
H)·FORM, REINF & POUR PENTHOUSE FL
DECK· 10
12·FORM. REINF, POUR & STRIP EQUIP
BASES· 2
a~
l~INSTL PIPE & EQUIP HANGERS AT
PENTHSE·6 Itf ••
~.
14-CURE PENTHOUSE EQUIP BASES· 3

15-HOIST & SET MAJOR PH MECH & ELECT C

EQUIP· 3
16-ERECT METAL SIDING & LOUVERS· 6
•
iii
17·INSTLGYP BOARD CEILINGS &
9ICLOSURES· 10 iii
21·INSTALL ELECT PANELS & FEEDERS· 5 C
I·~
2O-MEASURE, FAB, DEL & INSTALL ~=:::J
DUCTWORK· 13
18·INSTALL ALL CONTROLS· 15
I... •
19-INSTL STM, HOT & CHLLD WTR, COND &

-
AIR PIPG· 24
2~INSULATE DUCTWORK AT PENTHOUSE· C::::::::::l
12
-~
iii~
22·TEST & INSULATE PIPING AT PENTHOUSE
• 8
24-PAINT INT OF PENTHOUSE, INCLUDING
PIPING· 5 ii~
25-APPLY LIQUID WATERPRFG TO FLOOR· 3
Ii
26-CHECK, TEST & TURN OVER EQUIP ROOM
• 5 Iii

• Open bar shows early starts &: finishes Paaelofl

• Solid bar shows late starts &: finishes W~,December9,82
 PAVIL.L.ION P~OJECT D~AWING ISSUE F'AGE 1
L.ISTED BY DATE OF ISSUE - DATE P~INTED: ~'."~: J 'sa!
F.:AL.PH J. STEF'HENSON F'E PC

I
rEM ISS OWG AW CT SUB SHD
REV APP

-----~-------- -------- -------- -------- --------

PIL.ING 1112::/83
ANCHO~ SOL.TS 11/22/83
PIL.E CAP ~ESTL. 11/22/8~
E~ SPACE FF.:AME 11/22/83 11/22/83 12107183 12/14/93
STEEL.·~OISTS 12/00/83 12/08/83 12/20/83 12/27/83
STRUCT STEEL. 12/00/8:3 12/(18/83 12/20/8:3 12/27/83
~OOF/FL. MTL. DK 12/00/83 12/08183 12/22/83 01/(19/84
EXT WAL.L. PANEL.S 12/00/83 12/08/83 01/09/84 01/10184
F.:F TOP MECH EQP 12/(10/83 12/1)8/83 12/22/83 01/09/84
SPF.:INKL.ER MATL.S 12/00/83 12/1)8/83 12/30/83 1)1/23/84
FL.AG.-POL.E 12/00/83 12/(18/83 12/30/83 01/1~/84
EX~~!.W~r.;l:. FRAMG 12/C'~/83 12/1:18/83 01/09/84 01/10/94
TRANSFORME~S 12/.:16/83 12/1)9183 12/31)/83 01/09/84
ETEC"FAS STR STL.. 12/15/93 12/22183 (11/09/84 1'1/10/94
MISC IRON 12/30/83 01/«:19/84 ('1/31)/84 0211:'0/94
HM FF.AMES 12/31)/9::' 01/(19/94 (11/23/94 01/30/84
LIGHT F l)~ TURES 12/::'018::> 01/09/e4 01123194 01/30/84
ER FABRIC ROOF 12/30/83 (1/1)9/94 (11/30/84 02/13/84
HAF:OWA~E 12/30/83 ('1/1)9/94 ('1/23/84 01/30/84
ETEc FAEcRIC ROOF 12/3('/83 01109/84 (11/30/84 02/13/84
HM DOORS 12/3("/93 ('1/(1<;/94 ('11/23/84 01/30/94
seCUFcITY GATES 01/10,'94 1:'1/23/84 02113184 02/27/84
L.OUVERS 01110/84 1..'1123184 02/13/84 02/27/84
 / IlEDANINE

U .....
MECHANICAL
Ir'r'" I

. ..
I BAR/LOUNGE
u '-D·

...
... C
"r-
~!RE
FIRE
I
~~
SEPARATION RESTAURANT

12TH FLOOR
11 "-0·

1: '·0·
~ 1'-0·
~ 11TH FLOOR ,
1'-0­
10TH FLOOR

ITH FLOOR
,'-0-
I

t ... 8TH FLOOR

"-0­

a d: 7TH FLOOR "-0·

•::. 8TH FLOOR "-0·
I

ITH FLOOR ,'-0·

- FIRE IEPARATION 4TH FLOOR "·0·
I

I
AT INTERFACE
WITH EXIITINO BUILDING
I
aAD FLOOR "-0­
I 2ND FLOOR "-0­
, "-0­
~
./
I ./ ...
..... 11T FLOOR
FIRE ORADINO 3 RESIDENTIAL

I I
III FIRE IEPARATlON
GRADE
1 8'-0­

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-
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l l l
 CONTRACT DOCUMENT MATRIX SUMMARY PAGE 1
GRAND TRAVERSE RESORT VILLAGE TOWER & LOW RISE
0106 - RALPH J. STEPHENSON PE PC - DATE PRINTED: J'\~ 1 Z !'ia~
\..,
I S ACTIVI TY DESC AL LB LL LR TW S1 ES REC"
--------------------------------------
A
A
- SET HORIZ & VERT CONTROLS
MASS EXCAVATE TO 677'4
A
A
A
A
4
5
A HAUL EXCAVATION TO BORROW AREA A A 6
A CONSTRUCT HAUL ROAD A 7
A KEEP EXISTING ROADS CLEAN A S
A REMOVE ABANDONED UTIL IN EXCAV AREAS A 9
A STRIP BLDG SITE ~ STOCKPILE TOPSOIL A A 10
A DEMOLISH EXISTING ROAD IN EXCAV AREAS A 11
B OBTAIN FOUNDATION PERMIT B 2S
B EXCAVATE FOOTINGS-NOT FOR SLB ON GRD B B B 14
B ERECT NECESSARY CONSTRUCTION FENCING B 12
B PART BACKFILL AT EXT FOUND WALLS B B 8 B 8 72
B LAY OUT BUILDING 8 13
B BACKFILL INT FOUND TO EL ? S B S 19
B LAY DRAIN TILE AT PITS B 22
S X EFRP PIT SOG B 20
B X FRP EXT LOWER LEVEL WALLS B S B B 15
B X EFRP COL FTGS S B B S 17
B X EFRP WALL FOOTINGS B B B IS
B X DRIVE SHEETING AT EXISTING BLDG B B 23
B X PART APPLY EXT WALL ~TERPROOFING B B 8 B 25
B X PART INSTL EXT WALL DRAIN TILE B B B B B 34
B X FRPS COLS TO LOBBY LEVEL B 24
B X FRPS COLS TO LL MEZZ B B 26
\.., C
C
BACKFILL & COMPACT AT PITS
COMP INSTL DRAIN TILE AT EXT WALLS C
C 21
36
C X APPLY PIT WATERPROOFING C 16
C X FRPS ELEV !5 WALLS TO LB C 27
C X INSTALL TRENCH DRAIN COVERS C C 2.
C X INSTALL STEEL STAIRS & FILL C 31
C COMPLETE PHASE 2 ECAVATION C C C 33
C X FRP PIT WALLS C IS.
C BACKFILL EXT BUILDING WALLS C 3S
C - BACKFILL EXT RETAINING WALL
C X EFRP RETAINING WALL FOOTING
C
C
35
37
C X FRPS RETAINING WALL STEM C 39
C
C
- EXCAVATE FOR ALL SL~BS ON GRADE
POUR OUT SUPPORTED DECKS C
C C
C
C
C
49
53
C DEMOLISH EXISTING CANOPY C 77
C X CURE, PART & TOTAL STRIP SUPTD DECKS C C C 51
C X INSTL ELECT GROUNDING SYSTEM C S2
C X FRPS COLUMNS ABOVE LOBBY LEVEL C C 54
C X FRPS COLS ABOVE LL MEZZ C C C 43
C X CURE, STRIP & RESHORE SUPTD DECKS C C C SO
C X ERECT MISC MTLS RELATED TO SS CONC WOR C 190
C X CONSTRUCT LB SLABS ON GRADE C C 46
C X INSTL MISC IRON SKIN EMBEDS & SUPPORTS C C S6
C X COMP APPLY EXTERIOR WALL WATERPROOFING C 42
C X FORM & SET IN FLOOR WORK FOR SUPTD OKS C C C S5
C X INSTL EXPANSION JOINTS & RELATED EMBED C 44
C X CONSTRUCT LL SLABS ON GRADE C C C C S7
'C X INSTL MATERIAL & PERSONNEL HOIST C 47
~ C X PROVIDE CONTRACT C HOISTING C 4S
C X CONSTRUCT TOWER LL MEZZ DECK C C 41
HO 241 pg1
4.1'1
 CONTRACT DOCUMENT MATRIX SUMMARY PAGE 2
GRAND TRAVERSE RESORT VI~~AGE TOWER ~ ~OW RISE
DWo - RA~PH J. STEPHENSON PE PC - DATE PRINTED: J'\:~ 1 ! ~;a)
A~ ~B ~~ ~R TW SI EB REC_
I S ACTIVITY DESC
-------------------------------------­ D 192
D X FURNISH E~EVATOR EMBEDMENTS
o X INSTA~~ E~EVATOR RAI~S, EQUIP, CAS D :S8
D X INSTA~~ E~EVATOR HYDRAU~IC CY~INDER D 59
E X ERECT ~R META~ F~OOR ~ ROOF DECK E E 108
E X ERECT, P~UMB ~ SO~T ~R STRUCT ST~ ~ JS E E 107
F X INST~ EXT SKIN MISC METALS F 00
F X INSTA~~ S~IDING DOORS F 79
F X INSTA~~ CURTAIN WA~~ G~ASS F 82
F 7~
F X ERECT A~UM SIDING
F X ERECT CURTAIN WA~~ FRAMING F 81
F X INSTA~~ BALCONY RAI~S F 78
G X INST~ P~UMBING FIXTURES G G 145
G X INST~ SPRINK~ER HEADS G G 109
G X INST~ GRI~~S ~ DIFFUSERS G G 139
G X INST~ FAN COI~ UNITS G 142
G X PROCURE FAN COI~ U~ITS G 99
G X PROCURE WATER SOFTENER G 94
G X PROCURE CHI~~ERS G 101
G X PROCURE DOMESTIC WATER TANKS G 93
G X PROCURE 80I~ER G 100
G X PROCURE COO~ING TOWER (OR COND) G 98
G X PROCURE FIRE PUMPS G 90
G X PROCURE HOT WATER TANK G 91
G· X PROCURE DOMESTIC WATER PUMPS G 92
G X PROCURE AIR HAND~ING UNITS G 9:5
G INST AF DOMESTIC MECH PIPING G G 134
G INST~ HARD CEI~ING SUSP ~ B~ACK IRON G G 107
G INST~ STUDS & IN WAL~ WORK G G 104
G X EIB UG UTI~ AT ~~ SLAB ON GRADE G G G G 32
G X INST~ WATER HEATING SYSTEM G G 1:59
G X INST~ OUTSIDE GREASE TRAP G 100
G X INST~ HOOD DUCTS G G G 134
G X EIB UG UTI~ AT ~B ~V~ S~AB ON GRADE G G 30
G X INST~ INSIDE GREASE TRAP G 101
G X INST~ AF SHT MT~ DUCTWK G G 133
G X INST~ ~ PIPE FUE~ TANK G G G 102
G X INSTA~~ ROOF EQUIP CURBS G 104
G X INST~ SIAMESE CONNECTIONS G G 131
G X INSTA~~ ROOF MOUNTED EQUIP G lOS
G X INST~ HOSE BIBBS G G 130
G INST~ MECH S~EEVES G G 12:S
G X INST~ A~~ MECH EMBEDS IN C CONCRETE G 45
G TEST· ~ BA~ANCE MECHANICAL SYSTEMS G G 188
G X INST~ SPRINK~ER SYSTEM G G 132
G X SET & PIPE CHI~~ER G 1:52
G X INSTA~~ WATER HEATING EQUIP G 100
G X SET & HOOK UP JACUZZIS G 143
G X INST~ TOI~ET ROOM ACCESSORIES G G 149
G X INST~ VV BOXES G G 140
H X PROCURE MECH CONTRO~ SYSTEMS H 88
H X INST~ E~ECT TRIM ITEMS H H 123
H X INST~ ~IGHT FIXT H H 120
H X PROCURE EMERGENCY GENERATOR H 87
H X PROCURE TRANSFORMERS H 102

4.20 . HO 241.P g 2
 CONTRACT DOCUMENT MATRIX SUMMARY PAGE :3
GRAND TRAVERSE RESORT. VILLAGE TOWER & LOW RISE
0106 - RALF'H J. STEPHENSON PE PC - DATE PRINTED: J;.:I ~ : 'm
I S ACTIVITY DESC AL LB LL LR TW SI EB REC#
H X PROCURE MOTOR CONTROL CENTERS H 97
H X PROCURE UNIT SUBSTATIONS H 86
H X PROCURE SWITCH GEAR H 89
H INSTL ABOVE FLOOR ROUGH ELECT WORt< H H 170
H INSTL HARD CEILING SUSP ~ BLACK IRON H H 16S
H INSTL EXPOSED RUFF ELECT COND & FEEDER H H 119
H X INSTL POWER PANEL BOXES H 117
H X INSTL LIGHT PANEL BOXES H 118
fI X INSTL STUDS & IN WALL WORK H H 163
H I NSTL TV CONDU I T H H 127
H INSTL EMBEDDED ELECT CONDUIT H 115
H INSTL ELECT SLEEVES H H 124
H INSTL EMBEDDED ELECT BOXES H 116
H X INSTL TELEPHONE CONDUIT H H 126
H X INSTL ALL ELECT EMBEDS IN C CONCRETE H 40
H X INSTL FIRE SAFETY CONDUIT H H 128
H TEST & BALANCE ELECTRICAL SYSTEMS H H 141
H X F'ROCURE ELECT CONTROL SYSTEMS H H 114
H X INSTL & HOOK UP ELECT EQUIP H 129
H X INSTL GROUNDING MAT H 121
H X INSTL LIGHTENING ARRESTER SYSTEM H 122
J X FRP EQU I P BASES J J 1
J X PROCURE TRASH COMPACTOR J 90
J INSTL HARD CEILING SUSP & BLACK IRON J J 166
J X INSTL STUDS & IN WALL WORK J J 163
J X ERECT INTERIOR MASONRY J J J J J 62
J X INSTL LINEN CHUTE J 148
J X INSTL TRASH COMPACTOR J 171
J X INSTL TRASH CHUTE J 147
J X INSTALL INT HOLLOW METAL FRAMES J 103
J X INSTALL DOCK LEVELLERS J J 61
J X INSTL SHOWER PANS J J 146
J 0 INSTALL INSULATION AT EXPOSED SOFFITS J J J 63
J X INSTALL PLASTER SOFFITS J J J 80
J HANG BOARD J J 174
J TAPE & SAND BOARD J J 173
J
J
X
X
INSTL ACOUST CLG SUSP ~ GRID
INSTL SIGNAGE
J
J
- J
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181
183
J X INSTL VANITIES J J 173
J X APPLY FP TO HOOD DUCT J J J 137
J X INSTL APPLIANCES J 130
J X INSTALL PLASTIC LAM DOORS & HARDWARE J 109
J X INSTL RESILIENT FLOORING J J 180
J X INSTALL DUMBWAITER J 2
J X INSTL MILLWORK & TRIM J J 172
J X INSTL INTERIOR LANDSCAPING J J 183
J X INSTL CERAMIC TILE J 144
J X INSTL ACOUST CLG PANELS J J 182
J X INSTL QUARRY TILE J J 179
J X INSTALL INT WOOD DOORS & HARDWARE J 111
J X INSTALL INT HARDWARE J 112
J X INSTALL INT HOLLOW METAL DOORS J 110
J X LAY CARPETING IN CORR & PUBL SPACES J J 177
J X INSTL VINYL WALL COVERING J J 187

4.zl HO 241 pg :3
 CONTRACT DOCUMENT MATRIX SUMMARY
PAGE 4
GRAND TRAVERSE RESORT VILLAGE TOWER & LOW RISE

D1C1o - RALPH J. STEPHENSON PE PC - OATE PRINTED: JAil 1 2 19S5

...J
I 5 ACTIVITY DESC
AL LB LL LR TW SI EB REC#
-------------------------------------- J 176

J X PAINT REQUIRED SURFAC~S J

J X INSTL CLOSET DOORS J 184

J )( INSTL INT DOORS & HARDWARE J J 157

J X INSTL TOILET ROOM PARTITIONS J J 151

K X INSTL FOOD SERVICE ROUGH IN K 154

I< FIELD MEASURE FOR FOOD SERVICE EQUIP K 155

I< X INSTL HOOD FIRE PROTECTION K M M 138

K RUN IN FOOD SERVICE EQUIP & TRAIN STAF K 186­

K X INSTALL FOOD SERVICE EQUIP K 113

l<- X INSTL HOODS

K M M 135

,,- :~ FA8 ~ DEL FOOD SERVICE EQUIP K 156

t< X INSTL FOOD SERVICE EQUIPMENT K 153

M X ERECT TOWER METAL OK

M 19:5
M X ERECT, PLUMB & BOLT TOWER STRUCT STEEL M 194

N X INSTALL EXT LOUVERS N N 76

N X INSTALL ROLLING STEEL DOORS N N 69

N X INSTALL EXT HOLLOW METAL DOORS N N N N N N 70

N X INSTALL EXT ENTRY FRAMING N N N N N 84

N X INSTALL EXT HARDWARE N N N N N N 85

N X APPLY BALCONY TOPPINGS N 83

N X ERECT EXTERIOR MASONRY N N N N 64

N X INSTALL EXT HOLLOW METAL FRAMES N N N N N N 71

N X ERECT STOREFRONT FRAMING N N N N N 67

N
N
X
X
INSTALL STOREFRONT GLASS
INSTALL LR INSULATION,SHT MTL & RFG
N'"
N
N N
N
N N
N
68

73
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N X INSTALL ENTRY GLASS • N N N N N 74

P X INSTALL SKYLITE GLASS P 66

P X INSTALL SLOPED GLAZING P 193

P X INSTL BALCONY GLASS P 191

P X INSTALL SKYLITE FRAMING P 65

P X INSTALL WINDOW WASHING EQUIPMENT P 3

Z X LAY CARPET AT GUEST ROOMS - Z 178

HO 241 pg 4

 Ralph J. Stephenson PE PC
Consulting Engineer

GUIDELINES TO PREPARING CONTRACT DOCUMENT &

PROJECT LAUNDRY LIST MATRIXES

DEFINITIONS

Contract document matrix· A two dimensional grid of rows and columns. The rows
contain action items required to deSign, procure, and build the various project
components The columns usually designate the geographic location of the item.

At the intersection of a row and a column, the designation of the contract document
package in which the information appears is inserted.

Prolect laundry list matrix - A matrix listing of the actions that must be taken within
various project components to execute the plan of action for a project. In the matrix
form, the action is shown in the row. Supplementary information regarding the action is
shown in in the action row under the appropriate columns.

Supplementary information often given, is listed below under possible fields to be

included in matrixes. Frequently the contract document matrix and the project laundry
list are combined.

PREpARING THE MATRIX

The first step in building a contract document matrix is to prepare a detailed random
laundry list of component actions required to deSign, procure and construct all project
work. Actions are usually classified by the major building component to which they
belong. For instance, constructing wall footings is a substructure work component
(sbw); forming a supported deck is a superstructure work (ssw) component; preparing
and submitting a design development package is a deSign work (des) component. A
suggested range of components is given below in the list of possible fields to be used
in the contract document and laundry list matrix.

As the laundry list is prepared, items of work are classified by the contract document
package to which they are assigned. Usually assignment to a specific package is made
to those items which are interdependent within the package. A typical package
assignment is illustrated below:
COP (contract docyment) package A - Foundation concrete (at random)

- Form, reinforce, pour & strip concrete wall footings

ho 329 - Nov, 88
 Ralph J. Stephenson PE PC
Consulting Engineer

- Form. reinforce, pour basement walls

- Set basement wall miscellaneous iron embeds
- Install basement wall electrical sleeves
- Install basement wall pipe sleeves
- Form, reinforce, pour & strip column footings
- Set anchor bolts
- Form, reinforce. pour & strip column piers
- Form, reinforce, pour & strip truck dock footings
- Form, reinforce. pour & strip truck dock walls

Note that the list may includes action items requiring work on several trades in addition
to concrete work. This definition of related activities is one of the main reasons a
contract document matrix is valuable - it encourages the owner, designer and
constructor team to properly assign actions, and consequently, drawings and
specifications that depict the action, to the correct issue package.

The list is constantly refined and items added and relocated when necessary so as to
ultimately produce a document packaging plan that allows that allows the most
effective procurement and installation processing.

It is important to understand that the contract document package prepared by the

design team is not the same as a trade bid package assembled and issued by the
contractor.

• A contract document package may contain the drawing and specs needed for several
trade contracts.

• Solicitation of proposals within a contract document package may encompass many

trades.

It is the responsibility of the manager of construction operations (depending on the

delivery system being used) to assemble the issued contract document packages in
such manner that individual specialty contractors can propose on their work accurately,
and with full confidence that their proposals will contain the full scope of work to be
accounted for in the package.

Several advantages are gained by joint preparation of a contract document matrix by

the owner, and the design and construction team. These include:

2 ho 329 - Nov, 88
 Ralph J. Stephenson PE PC
Consulting Engineer

1.) The design team is guided toward preparing a set of documents that best fits the
project delivery method selected and the proposal strategy desired by the owner and
the construction team.

2.) The matrix provides a detailed reference check list to help insure that all items in
the project are placed in the most effective portion of the documents.

3.) The laundry list prepared can be arrayed in approximate construction sequence
within components to provide an excellent planning check list (laundry list) from which
detailed and summary network models can be prepared.

4.) The matrix helps identify the timing of the package issues and allows most effective
use of the deSign and owner team's attention in making project related decisions.

5.) The matrix will often point the way to the most effective project delivery method for
the circumstances surrounding the job.

6.) Submittal requirements can be anticipated in advance and planned for by the
design team when identified properly in the matrix. This has the effect of alerting all
concerned with procurement that is truly needed to properly bring critical materials and
equipment to the site.

* * *

The laundry list matrix is a natural extension of the contract document matrix and is
often prepared concurrently. It contains supplementary column data about each task as
defined in the list of suggested data fields given below.

POSSIBLE FIELDS TO BE INCLUPED IN MATRIXES

1. Actions required to accomplish the intended construction - act

2. Geographic area in which the action is to be taken - area

3. Responsibility codes of those who are to take the action - rsp

4. CSI specification section number for major trade items used in action - csi

3 ho 329 - Nov, 88
 Ralph J. Stephenson PE PC
Consulting Engineer

5. Submittals required for action to be taken - sbm

Submittal types include

Design submittal- dsb

Shop drawings - shd

Samples - smp

Cuts & equipment brochures - cut

Mock ups - mup

Color & material boards - cmb

Warranties - war

Operating and maintenance manuals - omm

6. Major planning, design or building component to which an action belongs

- cpt

Typical byilding components inclyde:

• Front end work· fen - All non construction project related work
concerning such items as real estate & financing

• Design work - des· Project related work that concerns

production and issuing of contract documents.

• Procurement work - pro - Work related to solicitation of proposals,

award of contracts, preparation of submittals, and fabrication and
delivery of materials and equipment to the job site

• Substructure work - sbw - All foundation work upon which the

superstructure bears directly or indirectly. May also include site
preparation for start of field work on the building area.

• Superstructure work - ssw - All major structural load carrying

components that bear on the substructure directly of indirectly.

• Exterior building skin work - esk - All elements needed to close the
building to weather.

• Interior rough work - irw - All interior building components that can be
exposed totally or in part to the weather without damage to their prime

4 ho 329 - Nov, 88
 Ralph J. Stephenson PE PC
Consulting Engineer

function.

• Interior finish work - ifw - All interior building components that must be
totally or partially protected from damage by weather

• Unit systems work - usy - All work that can be installed as a unit
somewhat isolated from other component work inside or outside the
building.

• On site work - ons (sometimes called site work - siw) - All exterior
work outside the building line and inside the property or contract
boundary lines.

• Off site work - ofs - All exterior work outside the property or contract
boundary lines.

7. Responsibility codes - The identification code of those who are to take the
action (rsp).

8. Contract document package - The document package in which the action

to be taken appears (cdp).

9. Construction sequence - A number showing roughly the installation

sequence within a set of related actions (csq).

5 ho 329 - Nov, 88

~Z7
 1:(ALPB J. STEPHENSON CONSULTING ENGINEER 111084 WARWICK ROAD DETROIT 23. MICHIGAN PHONE Z73,!:,:I~

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PROCUREMENT NETWORK MODEL FOR

TRINITY LAB & OFFICE BUILDING
IfARTINL Y DNR HEADQUARTERS
Ralph J. Stephenson PE PC DIVISION 10 GENERAL SERVICES ADMINISTRATION
Consulting Engineer
323 Hiawatha [)dve ITBIIS III'CLVDBD
IfARTINL Y, OKLAHOMA
Mt. Pleasant. MIcbIgan 48588
ph 517 772 2537 I. Chalk. tack a: liquid matker boards (ctI)
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H/o 147

 RALPH J. S'l'KPBJCNIION. P. E.. P. o.

oox.uvrlJlll'Gt lbrGtlJlll'1Dla

Turnover Cycle (t) Example

Definitions:
x = completion date in working dAYS (wd)
i = starting date in working days
d = duration in elapsed working days to complete
one unit
t = turnover cycle in working days (the number of
working days between the completion of one
unit and the completion of the next)
n = number of units
Basic eguations~

x =i + d + t(n-l)

i =x - d t(n-l)
t =x - i - d
(n-l)
Examples:
For x unknown
i = 160
d =7 wd
t =4 wd
n = 11 units
For i unknown
x = 325
d = 10 wd
t =6 wd
n = 21 floors
For t unknown
x = 352

i = 280

d = 9

n = 15 sectors

HO /'fJ? 1/16/82

wex project management 2001 seminar RalphJ. Stephenson, P. E.

Consulting Engineer

• SECTION 5 - ORGANIZING THE PROJECT STAFF & THE WORK

OS.OI Elements of business & management

OS.02 & OS.03 Traditional organization chart
05.04 Functional company department relations
OS.OS Functional company individual relations
OS.06 AlE functional relationships - major activity
OS.07 Project delivery work phases
0508 Professional service contract characteristics
OS.09 Construction contract characteristics
05.10 The iterative costing sequence
OS.11 & OS.12 Span of management explanation
05.13 Span of management graphics
OS.14 Decision to action explanation
05.1S Decision to action time span graphicS
OS.16 to OS.18 Where do we go from here? U of Q case study
OS.19 & OS.20 U of Q organization blanks
OS.21 & 05.22 Bengst expansion case study - situation AE
OS.23 & 05.24 Bengst expansion case study - situation db
OS.2S Bengst organizational graphicS
OS.26 Unstructured organization chart
05.27 The concerned owner & the separate primes

date printed: December 6, 2000

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Consulting Engineer

board of
directors

TRAPIDONAL
ORGANIZADONAL president &
CHART chief vp of
STRUCTURE operating
officer
- admin

vp of vp of vp of
finance engineering manufacturing

mgr of mgrof mgrof mgrof

prod facil data resrch

retrvl hardwr equip sort softwr

mgr mgr mgr mgr mgr

HO 311 - April. 1988

 RALPH J. 8'l'mPBl11NIION. P. Eo
OO_'C'VrD<l'& llIX&'IlQD'B.

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RALPH J. STBIPBlIlN8()N. P. E.
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HO 120

R.ALPH J. STBPHBNSON. P. E.
CONSL"LTll'lG ENGINEER.

H/O 236

1. Project Delivery Ralph J. Stephenson PE

Work Phases Consulting Engineer

Phase Needs

A. Conceive 1. Market analysis

2. Real estate analysis
The need for the project is 3. Financing analysis
identified and a broad plan 4. Cost analysis. and
for its implementation is Others
formulated.

1. Programming
B. Validation 2. Real estate control
3. Financing acquisition
The project financial 4. Cost analysis
feasibility is conftnned. 5. Approval
land is controlled. and a 6. Architectural design
fonnal pro forma made. 7. Land planning
Some conflnnation site 8. Traffic analysis
and building design studies 9. Go or no go approval, and
are made. This phase Others
produces a go or no go
decision.

c. DesIgn 1.
2.
Design development
Schematics
The design & construction 3. Preliminaries
delivery system is selected 4. Construction document
and documents adequate to production. and
construct the pr~ect are Others
prepared & isSued for
construction.

1. Procurement
D. Construction 2. Construction
3. Turnover
The project is built & given 4. Warranty. and
to the owner & occupant using Others
the delivery system selected
earlier.

ho 363 Dec, 92
2. Professional Service Ralph J. Stephenson PE
Contract Characteristics Consulting EDgtneer

.
iI
A. Agreement Totally negotiated - broad multlvalue competition
premises 2. Partially qualified - moderate multivalue competition
3. Totally qualified - narrow multivalue value competition

B. Authority
Umlts
-1]. Asagent
2. As limited agent
3. As contractor

1. F!xed totalincludtng payroll + overhead + profit + (expenses)

a Expenses Included
b. Expenses sepanrte
2. (Payroll costs) x multiplier + fixed fee + expenses
C. Payment a Umfton
methods 1.) Payroll hOUIS .j
2.) Expenses .."",
b. No limit on
1.) Payroll hOUIS

2.) Expenses

3. (Payroll costs) x multiplier for payroll costs & overhead

a Expenses Included
b. Expenses separate
4. % of total construction cost
a Expenses Included
b. Expenses separate

1. Single responsibility
a ADmhouse
D. Scope of b. In house & outside consultants
2. Split responsibility
services a In house, client & other prime consultants
b. In house & other prime consultants
c. In house & client

ho 362 Jan, 90
 3. Construction Contract Ralph J. Stephenson PE
Characteristics .Consulting Engineer

.
iI.
Totally negotiated - broad multlvalue competition
A. Agreement 2. Partially qualifled - moderate multivalue competition
premises 3. Totally qualifled - narrow multi valuevalue competition

B. Authority
limits {! As full agent
2. As lim1ted agent

3. As contractor

1. Fixed cost (hard money)

2. TIme & mater1al + fixed fee
a. IJm1ton
1.) TIme & mater1al (gmp) with no shared savings
c. Payment 2.) 1bne & mater1al (gmp) with shared savings
b. No lim1t on time & mater1al
methods 3. TIme & material + % fee
a. IJm1ton
1.) 1bne & material (gmp) with no shared savings
2.) 1bne & material (gmp) with shared savings
b. No limlt on time & mater1al
4. Conditional payments or penalties
a. Incentive/ distncentive
b. IJqu1dated damages

a. All
trades
{
1.) Provide management
b. um1ted1 2.) Provide design
trades 3.) Provide construction labor
4.) Provide construction materials
D. Scope of
services 2. Split responsibility - in house. subcontractors &
other primes
1.) Provide management
a. All in { 2.) Provide deSign
trades 3.) Provide construction labor
contract 4.) Provide construction matertals

1.) Provide management

b. Limtted{ 2.) Provide design
trades in 3.) Provide construction labor
contract 4.) Provide construction matertals

ho 361 Jan, 90
 pro forma gmp
estimate guaranteed
maximum
control control control price est
est 13 comfod level
est 11 es',2 IorgfJI price

pro foImaa
gmp 'arge' pdce
$

ti' Esnmated
po$SIbIe actual
conslnJcllon cOlI
cos,

TIME

Ralph J. Stephenson PE PC
Consulting Engineer
THE ITERATIVE COSTING SEQUENCE
323 Hiawatha Drive
Mt. Pleasant, Michigan 48858
ph 511712 2531
Issue #1 • February 5, 1991
In . ho aspe 1.10
Sheet
IITI

l l l
 Ralph J. Stephenson PE PC
Consulting Engineer

Span of management explanation

Span of management can be defined as the number of people whose activities you
are able to manage and supervise by direct and relatively continuous contact.
Relatively continuous contact is direct communication on a day to day basis that
allows you to evaluate performance at desired and needed intervals. Usually direct
management implies a closely spaced geographic relation to those being managed.

Main factors tha t influence an effective span of management are:

1.) The degree of need for those you manage to communicate with each
other

2.) The amount of time required to be spent by you with each of those you manage,

and

3.) The effort required of you by your subordinates to assist them to work well with

those outside your direct management system.

If there is a large degree of intercommunication between those you manage with

each other, and with you, an effective span of management is usually limited to

from 4 to 6. Where there is little or no intercommunication between those under

your direct management, you may be able to manage 20 to 30 people. This was

proven in an analysis of Sears middle management many years ago. There it was

found that where department managers had little if any contact with each other that

store managers could properly handle the responsibility for as many as 30 of these

isolated managers and still be profitable and effective.

The number of links between subordinates determines how complex is

their management. If have 4 subordinates reporting directly to

you and there are no links between the subordinates, the number of two way

communication channels in the system is 4, one for each of your subordinates to and

from you. This requires management of 4 x 2 = 8 relations - well within the

capabilities of even an inexperienced manager.

If 2 way links must be maintained among both you and your subordinates within a

managerial span of control of four, you are now managing 20 paths. Still not too

many, provided anyone link or set of links does not require excessive time.

As the number of participants increases the number of 2 way communication links

rises rapidly. For total linkage and 6 subordinates the number of 2 way links is 21 and

1 he 279 - Oct, 88
 Ralph J. Stephenson PE PC
Consulting Engineer

the number of communication channels is 2 x 21 = 42. If you move to total linkage

for 10
subordinates the number of full communication channels is 110, a number very
difficult for even an experienced manager to handle.

If you are managing 20 people with links limited to one from them to you and none
from them to others, you are only managing 20 x 2 =40 communication channels. If
you must manage total links between 20 subordinates under these conditions you
may find yourself trying to keep in touch with so many communication channels
that you never do gain control of the management process.

The span of management has many historical precedents that have repeatedly
proved the difficulties in trying to directly manage too many people. One of the
earliest examples of formal span of control analysis is found in the Bible. The book of
Exodus 18:12 - 27 tells of Jethro warning his son in law, Moses, that he has stretched
his span of management too far and is in danger of losing control of the Exodus
mission, leadership and quality.

Military management for thousands of years has proven that careful attention must
be paid direct control numbers for the safety and effectiveness of troops under each . ~
level of the military hierarchy. .."",

Today's managers in construction find their span of control measurement is far

more complex than that of the traditional internal manager. This is primarily due to
the need for the manager in construction to be responsible for, and have authority
over, many parties outside the organization. In addition he or she often does not
have strong, well defined, formal organizational clout and must exert direction
through technical excellence, persuasion, fairness, firmness and good judgment.

This is possible for the experienced and excellent manager, but is hardly ever
achieved by the emerging manager without help from his or her's superior
management staff and the company executive staff.

Keeping the span of management to a controllable size is the responsibility of both

top and middle management.

2 ho 279 - Oct, 88

::>:/2
 RALPH J. STJup
OOKII'O:t.T
DrG BlrG
:J:UlINSON
•
P .Eo
Df&:.I•

,
.. 8

8
8

HO 122

 Ralph J. Stephenson PE PC
Consulting Engineer

Decision to action time span explanation

In a well managed company the decision making process should be spread over a

proper time span as well as among the appropriate people and groups of people. A

decision to action time span chart shows the time dimension between the point

where a decision is made and where the decision is acted upon.

Who makes the decisions and who acts on them is another phase of management

that is an integral part of the full decision making process. The handout shown here

displays the decision maker role for a medium large company with several

departments or divisions. Time spans for larger or smaller firms will vary from

these. For example in a small construction company doing $15 million volume per

year, the president's decision to action time span may only be 4 to 6 months. The

variance is generally a function of the degree of involvement by the deciding

individual or group.

Good grading of the decision to action time will help assure that the organization has

assigned the responsibility for decision making at the proper management level.

This assurance leads to proper assignment of tasks and operations at lower levels of J

management, and to identification of responsibility and matched authority. ..."

The benefits of preparing a decision to action analysis for your firm include:

1. Helps identify responsibility for short, medium and long range planning.
2. Encourages proper assignment of activities to those who are responsible for

implementation of decisions

3. Helps identify the people and groups best equipped to make decisions and to

implement the decisions

4. Forces careful evaluation of all time scale decisions by showing the time waste

potential of a wrong decision

5. Makes all levels of management aware of their importance in executing

decisions made at other management levels.

1 ho 278 Nov 89
 RALPB.' J. STmPlImNSON. P. E.
OOl!lilliitn./X'Il!IiIG B::.I'i'GlNlIIJIIB

Dec/sloN 70 Ac-rIO;1J

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 Ralph J. Stephenson PE PC ,.I
Consulting Engineer .."

WHERE DO WE GO FROM HERE?

aitain University, a small private engineering, science, liberal arts school in the
northwest United States city of aitain, is about to embark on a major (for them)
expansion plan. It involves the planning, design, and construction of a new university
activities building, a modest athletic facility having a gym and indoor pool, along with
support facilities, and a small combined library and book store.

The expansion program has been written, the desired planners, architect, and
engineers have been selected, and the Board of Regents of the school has given the
project a go ahead.

An organizational meeting is in progress with the following people in attendance:

• Frank Carlton - Vice President for University Planning and Operations

• James Tea - Program consultant for the university

• Fred Link - President of the planning/architectural firm of Link and

Associates, the possible architects of record for the entire project

• Charles Redrock - Associate, chief architect, and project manager on the

project for Link and Associates

• Robert Hagel- President of Hagel Mechanical Engineering Company, the

possible mechanical engineers for the project

• Stan Weissman - President of Weissman Electric, the possible electrical

engineers for the project

• Richard Goldmark - A wealthy alumnus and key mover in assembling the

total funding for the program

The site of the new building group extends across two city public rights of way (ROW),
Francis Avenue and Fourth Avenue. Preliminary negotiations have been conducted
with the City of aitain by Mr. Carlton, of the University, and with the city manager,
George Dell. It appears that vacation of the ROWs can be accomplished on a
reasonable basis. Several live utilities are known to be in the two streets but exact
sizes and locations have not yet been determined.

1 h0232 Nov 88
 Ralph J. Stephenson PE PC
Consulting Engineer

The discussion has generated several Questions now being addressed. Some of these
include:

1. The only available survey map of the area is an in-house student survey prepared
ten years ago as a semester project. A new survey has not been budgeted and might
be challenged as an excessive cost by the Board of Regents.

Should a new survey be made?

Why?

What should a new survey contain?

2. Should the University retain a construction manager?

If not, why?

If yes, why?

3. How should the project be organized and what should be the role of the various
parties involved?

4. Who should be the ULTIMATE DECISION MAKER (udm) on the project?

5. Should the University appoint a staff representative to the project?

If so, what should be his title, authority, responsibilities and his activities?

6. The contract for architectural, mechanical, and electrical design services are not yet
awarded, but all agree that the three firms at the meeting are the ones to do the job.
With whom should the architectural, mechanical and electrical engineering contracts
be executed?

7. How do answers to the above question affect the claim potential forthe project?

8. If you were an alumnus, and a local general contractor serving on the Board of
Regents of the University, and acting as an ex officio advisor to the program group, how
would you have answered questions 1 through 7 so as to maximize the potential for

2 h0232 Nov 88
 Ralph J. Stephenson PE PC
Consulting Engineer

claim avoidance (cav)?

9. What role would you recommend Mr. Goldmark be requested to play in the project?

3 h0232 Nov 88
 RALPH J• STIIIPHBlN8O N • P. E. '
.
QO_trIJrIHG m:.GINJII'IIP .

$.I'}' ho 199

 J. ·STlIlPHBNSON• P. E. '

----
RALPH
OO.S'C7LTI.trG ,
BNGTl'I''III'IIIR .,;'

::::z. ~ ho 1 00
 Ralph J. Stephenson PE PC
Consulting Engineer

The Bengst Corporation Expansion· Situation AE

Your firm Jonquil & Associates, designed the original lab building eight years ago, but
have done no work for Bengst in the intervening period.

You are to be the Jonquil project manager for the Bengst program if your firm is
awarded the contract. You met Mr. Bengst during one of the regular marketing tours
required of Jonquil project managers each year. However he is not well known to you,
nor you to him.

Jonquil has been asked by Mr. Bengst to meet with him and Karl Jong to discuss
designing the lab expansion, along with doing the master planning for the Tarry site.
You have been asked by the president of Jonquil to outline your approach to planning,
organizing, designing, and launching the expansion plan, completing the move in on
time, and meeting the quality standards of Bengst and your firm.

Some of the questions you will be expected to answer include:

1. How will you organize to do the building design and the master site
planning?

2. Will Bengst be able to occupy the building while the second floor addition is
being built?

3. What is the time frame within which design and construction will occur?

4. What is the best method of letting construction contracts?

5. What organizational and decision making structure do you desire the owner
to establish?

6. What ownership arrangement is best for Bengst of the new facility as well as
their existing facilities in Billings? Ready operating capital is essential to Bengst.

7. What pattern do you wish Jonquil's future relations with Bengst to take?

8. As an internal question, what steps will you take to insure that Jonquil's
future relations with this client will remain as you wish them to be?

1 ho 224.1 ae Jul, 88

~Zl
 Ralph J. Stephenson PE PC
Consulting Engineer

9. What level of staff talent will you assign to the job?

10. The home office of Jonquil is in Philadelphia. What local Tarry affiliations, if
any, would you try to establish for the project work?

11. What are your comments on the Tarry and Billings locations relative to
Bengst's long range planning?

2 ho 224.1 ae Jul, 88
 Ralph J. Stephenson PE PC
Consulting Engineer

The Bengst Corporation Expansion - d/b

You are a project manager with a NOCMA, a moderate size design/build &
development firm with offices in Minneapolis and Milwaukee. The current
work load of the firm is high but the backlog has dropped and project
managers are being encouraged to look for work of a suitable nature to
improve the firm's base of operations & volume over the next one and a half
years.

Your company has been working hard to encourage the concept of the
expanded profit center organization. Presently company management is
considering how best to be an umbrella manager that can truly leverage the
abilities and efforts of others to accomplish a mission of worth to all
involved.

It's 1 :45, Tuesday afternoon and you are sitting in your office thinking over
the relation of design, construction, financing. land ownership, equity and
debt, legal factors, and real estate, all relative to how to best improve
your chances of producing construction assets of yalue. Your phone rings
and it is Karl Jong calling from Bengst Corporation. You went to school
with Karl, and were good friends throughout college. Now you exchange
holiday greetings and an occasional letter. He knows you are in
construction and you know he is in software/hardware design.

Mr Jong describes a project to which he has been assigned and asks for
your help and advice. He adds that he has reviewed the purpose of his call
with Mr. Steel Bengst and has Mr. Bengst's permission for you to spend a
day or so with them on a fee basis to help establish the best project
delivery system for the project. Mr. Jong adds that he expects you, Larry
Mark, to be directly involved in the short term consulting and if any
construction results, it also.

You have just put the phone down from Mr. Jong's call and are outlining a
course of action and an agenda for a two day meeting with Mr. Jong. At the
end of the meetings it is your intent that Mr. Jong be able to use your

1 h0224.3 Dec 90

5: %'3
 Ralph J. Stephenson PE PC
Consulting Engineer

recommendations to satisfy assignments #1, 2 and 3 given to him by Mr.

Bengst. Please outline your agenda & suggestions as to how Karl Jong
should proceed to complete these assignments and what he should
recommend. How should you be involved?

2 h0224.3 Dec 90
 Ralph J. Stephenson PE PC
Consulting Engineer

Bengst Corporation Expansion

OrganiZational Relations

Trosta Miraldo
Systems mgr

Tom Bengst
VPMktg

Karl Jong
Proj Mgr

John Donovan
AdminVP
Frank Berenski
Facilities Engr

ho 319 Jut 88
 Ralph J. Stephenson PE PC
GRApHICALLY Consulting Engineer
UNSTRUCTURED
ORGANIZATIONAL
CHART

HO 312 - Dec 90
 Ralph J. Stephenson P.E ., p.e.
Consulting Engineer

THE CASE OF THE CONCERNED OWNER AND HIS SEPARATE

PRIME CONTRACTORS

(A management case study in working well with owners and other prime
contractors)

Your firm, the Oldenberg Construction Company, has just negotiated a time and

material upset price contract for the architectural and structural construction work

on a large local hotel. The other contracts for plumbing, heating, ventilation and air

conditioning, fire protection, electrical, security systems, food service equipment and

fixtures, furnishings & equipment (FFE) are to be awarded as prime contracts to local,

well qualified contractors. None of these except yours have been awarded as yet.

The owner's representative, Stanley Wozniak has asked your opinion of how the

entire project could best be delivered and how you would organize the job if you

were in his position. Mr. Wozniak has had about 5 years of experience constructing

shopping centers for your client He is somewhat uneasy about this job since at $27

million it is the largest job he has worked on to date, and it is a new type of project

for him.

Although you know that most of the primes being considered perform well, the

mechanical and electrical contractors traditionally are known to underman their

work whenever they sense a project is going poorly in trades other than their own.

Please answer these questions in as much detail as possible

1.) What factors will influence your answer to Mr. Wozniak?

2.) What kind of planning and scheduling would you expect to do on job like

this.?

3.) What can you do to help Mr. Wozniak in his decisions?

4.) What type of contract would you have used if you were the owner on the project?

5.) What is your response to Mr. Wozniak questions?

ho 267 December 1997

wex project management 2001 seminar Ralph J. Stephenson, P. E.
Consulting Engineer

• SECTION 6 - MANAGING mE PROJECT STAFF & THE WORK

06.01 Construction control documents

06.01a Design work phasing
06.01b Scope of design work phasing
06.01c&d The project program
06.02 The role of the manager
06.03 Managerial leverage
06.04 Critical transition point
06.05 & 06.06 Notes on forerunner & conservatively managed companies
06.07 & 06.08 Creativity & how it is used in project management
06.09 & 06.10 Apply situational thinking
06.11 Ethics - questions to ask to guide ethical decision making
06.12 & 06.13 PMI thinking
06.14 to 06.16 Prepare for the probable
06.17 Paretos law
06.18 & 06.19 Manage by exception
06.20 to 06.23 How to spring the time trap
06.24 to 06.28 Working well with people
06.29 to 06.31 Employ the power of training
06.32 4 i's improvement cycle
06.33 to 06.35 Weights & values as a decision making tool
06.36 Effective record keeping for the project manager
06.37 & 06.38 Record types & their uses
06.39 to 06.45 Procedures for preparing project documentation
06.46 to 06.50 Documentation degree
06.51 & 06.52 Case study - keeping the records straight
06.53 & 06.54 Case study - krs abbreviations
06.55 & 06.56 Case study - krs project minutes
06.57 Case study - krs job log
06.58 Case study - coded letter
06.59 & 06.60 Case study - document control file
06.61 Case study - project history
06.62 & 06.63 The case of the changing library - documentation case study
06.64 Photo file
06.65 & 06.66 To do lists
06.67 & 06.68 Claim prone job characteristics
06.69 to 06.72 Common causes of contested claims
06.73& 06.74 Risk - its nature & management in the construction profession

date printed: December 6, 2000

 Ralph J. Stephenson PE PC
Consulting Engineer

CONSTRUCTION CONTROL DOCUMENTS

• WORKING DRAWING - Graphically define the contract scope of work & show
the appearance of the completed project.

• SPECIFICATIONS - Verbally describe the contract scope of work and define the
qualitative standards to be maintained in the completed project.

• CONTRAO' DOCUMENTS - Provide a full definition of the scope of project work

to be built. Any item included as part of the contract documents becomes a condition
of the contract.

• ESTIMATES - Verbally describe the quantitative standards to be achieved in the

completed project.

• PLANS &; SCHEDULES - Graphically define the sequences, procedures & amount
of resources to be used to construct the project.

• SHOP DRAWINGS - Graphically show details of the fabrication, installation and

final appearance of building components called for in the contract documents and
accepted for use in the work.

1 ho 301 Feb 88
Design work phases RalphJ. Stephenson PE PC
Consulting Engineer

DESIGN WORK PHASING

The following list is a commonly used combination of design document

phases for preparation and processing of construction contract documents.
Other phases may be added to, or substituted for those listed depending on
the needs of the project, the owner, the user, and the project team. Further
modifications may also be made to suit special requirements of the project
delivery system being used.

• PROGRAM PHASE - Narrative statement of facility characteristics.

• SCHEMATIC DESIGN PHASE - Conceptual development of the design.

• DESIGN DEVELOPMENT PHASE - Refined details of conceptual design

• CONSTRUCTION DOCUMENT PHASE - Full construction documents.

• CONSTRUCTION ADMINISTRATION PHASE - Construction presence.

ho 444 Sept, 94

~.O/4
Design work phases Ralph J. Stephenson PE PC
Consulting Engineer

SCOPE OF DESIGN WORK PHASING

The following list is a commonly used combination of design document phases for preparation and
processing of construction contract documents. Other phases may be added to, or substituted for those
listed depending on the needs of the project, the owner, the user, and the project team. Further
modifications may also be made to suit special requirements of the project delivery system being used.

• PROGRAM PHASE - A narrative statement of the project requirements, characteristics, and

allowable costs. During the program phase rough estimates of total cost may be made by various costing
techniques.

• SCHEMATIC DESIGN PHASE - The conceptual development of the project in accordance with
the program requirements. Usually review and approval of schematics in part or completely allows
design development work to begin. During schematic design the rough program phase estimates are
refined to a level of detail consistent with the information available. These kinds of estimates may be
known as order of magnitude estimates.

• DESIGN DEVELOPMENT PHASE - The program and schematics are used to fully develop
preliminary architectural and engineering details of the facility. Approval in part or fully of design
development documents allows preparation of construction documents, or working drawing to begin.

Estimates may now be refined to a point where early stages of construction, such as site preparation,
mass excavation, grading, foundations may be moved into final construction document design.
Occasionally the design development phase documents can be used for providing a guaranteed maximum
proposal for selected portions of the project .

• CONSmUCfION DOCUMENT PHASE - The full set of construction contract documents are
prepared in such detail to allow the project construction contracts to be awarded and field work to begin.
At the point where part or all of the construction documents are completed, hard money proposals, or
fixed cost proposals may be solicited. The type of project delivery system selected determines how the
work is to be awarded.

• CONSIRUCflON ADMINISTRATION PHASE - The contractor or subcontractor

construction proposals are evaluated, contracts are let and submittals on items to be used in the project
are made, reviewed, checked, and approved. During this period the design firm of record usually
provides an inspection or review presence on the project site. This may be for part or full time depending
on the nature of the project, and the requirements of the owner, user, and contractor.The delivery system
selected also influences the amount of construction administration required.

page 1 ho 443, Sept, 94

(..016
The project program Ralph}. Stephenson, P. E.
Consulting Engineer

• The Project Program· summary outline

• Definition of a project program
A narrative oriented statement of the needs and character of the proposed user operation, the
requirements of the user and owner, the nature of the environment to be planned, designed and
built, and the corresponding characteristics of the space that will satisfy these needs and
requirements. Sometimes called the brief.

• Contents of the project program -listed alphabetically

The program for facility work contains specific information about the following items. For special
uses the list below should be expanded to accommodate the unique needs of the facility.

1. Addresses, and phone and fax numbers of key people.

2. Advertising needs.
3. Aesthetic needs.
4. Backup needs
5. Codes and ordinances applicable.
6. Communication needs.
7. Community needs.
8. Cost goals· pro forma
A financial model unusually built early in a design and construction program to show by
projecting income and expenses, how the money flow to and from the project will occur. It is
often used to establish the capital amount to be allocated to a project based on simulated
operating conditions. The tenn pro forma means according.to form.

9. Dimensional needs· horizontal and vertical

10. Employee facilities and amenities
11. Expansion needs.
12. Functional needs· what design will make the project behave the way it is supposed to
when it is built and in operation?
13. Handicapped needs.
14. Heating and air conditioning needs.
15. Horizontal transportation needs.
16. Lighting needs.
17. Location of project.
18. Logistical needs
Logistics - The design and implementation of operations that deal with the procurement,
distribution, maintenance, and replacement of material and personnel.

19. Name of project.

20. Nature of the project· what is it supposed to do when it is built and in operation?
21. Parking needs.
22. Participants· specifically, who are they now and in the future?
1. Conceivers
Those who conceive the idea and provide the wherewithal to bring the environmental
program to a successful conclusion. The conceiver may be the owner but it might also
be a governmental agency, a financial source, an architect, an engineer, a contractor, a

pagel ho 465, December 97

c.. 0/ c
The project program Ralph J. Stephenson, P. E.
Consulting Engineer

vendor or a potential tenant looking for space. We identify the conceiver since he
usually is the key person driving the project on to completion.
2. Translators
Those who translate the environmental program into construction language.
Traditionally we think of the architect/engineer as the translator. However careful
consideration of this matter shows there are many others who translate the conceiver's
fundamental ideas into understandable, workable construction language.
Subcontractors, suppliers, vendors, manufacturers, contractors, and the conceiver may
all playa role in translating.
3. Constructors
Those who interpret the construction language and convert it to an actual physical
environment. Occupying this role are general contractors, specialty contractors,
vendors, suppliers, manufacturers, artists and others who actually put the materials into
place in the field.
4. Operators
Those who operate and maintain the completed physical environment on a continuing
basis. Usually the party responsible for this function is an owner or tenant working
through a plant or facilities manager.
5. Regulators
Those who fill a review & inspection position to help insure protection of the health,
safety, & welfare of the people. This is usually done by enforcing regulations written
and adopted by qualified public or private bodies. Examples of regulators include those
who work for building departments, departments of natural resources, public health
agencies, fire prevention organizations, technical societies and other such groups.
6. Users
Those who use the facility either directly or remotely. Direct use is permanent or
temporary occupancy of the facility. Indirect use is any interface with the building's
occupants that is conducted from a location other than at the facility.
23, Personnel special needs.
24. Plumbing needs.
25. Power needs.
26. Project delivery systems to be considered.
A method of assembling, grouping, organizing & managing project resources so as to best
achieve project goals & objectives.
27. Public transportation needs.
28. Receiving needs.
29. Recreational needs.
30. Security needs
31. Shipping needs.
32. Special hazards and environmental problems.
33. Stand by needs.
34. Storage needs.
35. Structural needs.
36. Surveillance needs
37. Trash disposal and recycling needs.
38. Vertical transportation needs.

page 2 ho 465, December 97

 RALPH J. STmPH1IlNSON. P. E.
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h/o 183
 Ralph J. Stephenson PE PC
Consulting Engineer

Notes on Forerunner & Conservatively Managed Companies

• What are alternative names to forerunner and conservatively managed
companies? Proactive & reactive, positive & negative, front & back, do & wait, high
risk & low risk, maximum & minimum, go & no go, try & no try, run & walk.

• The forerunner managed company tries to optimize the probability of being right.

• The conservatively managed company tries to minimize the probability of being

wrong.

• It is critical to understand that both types of companies can be, and often are
successful or unsuccessful. The style of forerunner or conservative is merely an
indication of the way the organization achieves success or goes through the twinges
of failure.

• Some characteristics of the forerunner vs the conservative company are:

Forerunner
- Aggressive in their field of work
- Young
- High risk takers
- High leveraging of all resources
- Good morale
- General absence of recognizable management structure
- Healthy cooperation among lower management
- Strong competitive drive at all levels of management
- Strong sensing (not necessarily knowledge) of total purpose about
Financial return on investment

Social obligation

Professional integrity

Techrricalexcellence

Ethical behavior

- Provision of sense of worth to projects

- Provision of sense of exciting flux to staff
- Maintenance of an exciting environment
- Constant forging ahead in their business arena

1 ho 315 - May, 88

~.6S
 Ralph J. Stephenson PE PC
Consulting Engineer

- Desire & ability to adapt to positive change

- Desire & ability to institute change
- Desire & ability to accommodate change
- Medium to low levels of incompetence tolerance
- Strong leaning toward high individual performance levels
- Low level of inter~st in business planning
- Often learn by mistakes

Conservative
- Usually well managed from top down
- Moderately well managed from bottom up
- Tends toward paternalistic management
- Major decision making centered in top management
- Good financial strength, if mature
- Dependable
- Predictable
- Closely controlled employee training
- Modest salary structure
- Good standard employee financial benefits
- Usually stress hygiene as opposed to motivational drive .J
- High levels of employee loyalty in those who like the system .....,
- Provision of employee security
- Generally pretest decisions at executive management levels

C:.O~
 Ralph J. Stephenson PE PC
Consulting Engineer

CREATIVITY AND HOW IT IS USED IN PROJECT MANAGEMENT

Creative thinking is an essential ingredient to successful project management. It helps
the alert project manager to solve problems, establish management patterns, provide
leadership and motivation, and to insure that design, quality and cost integrity of a
project is maintained.

Creative thinking is applied to the management process on a routine basis by

continuing to learn with an open mind; being among the first to accept something new
while being among the last to discard the old.

There is also a special requirement for creative thinking that demands getting rid of
what Roger von Oech in his book, A WHACK ON THE SIDE OF THE HEAD, calls
mental locks. These mental locks are recognized by such familiar phrases as:

1. I'm looking for the right answer.

2. That isn't logical.
3. Be certain to follow the rules.
4. Let's be practical about this.
5. And don't make any mistakes.
6. Playing is a waste of time.
7. That's not my area of work.
S. Don't be silly.
9. But I'm not a creative person

The above statements indicate a set pattern of thinking, that when used blindly, get in
the way of the creative process.

Other major obstacles to thinking creatively include making premature judgments, and
excessive use of the self fulfilling prophecy. The self fulfilling prophecy usually indicates
you have your mind made up before even starting any heavy thinking about the idea.
You then never give your brain a chance to do any creative thinking.

Remember, it is nearly impossible to be creative and judgmental at the same time. So,
in project management it is a good idea when creatively considering a complex matter
to prepare a random, or non judgmental, laundry list of things that have to be done or
thought about. The list should include all items within reason, whether or not you and
the others involved think it should be included. Often the combination of a single idea

1 ho 225 Nov 88

c",o7
 Ralph J. Stephenson PE PC
Consulting Engineer

of doubtful merit is a brilliant thought in league with other ideas.

Processes of creatively tackling a problem have been used for hundreds of

years by many excellent thinkers. The creative procedure can be described in six major
steps.

1. Gather all facts that time will allow, about the subject under consideration. Try
not to be judgmental while you are collecting information.

2. Think hard about the data and the other information you have gathered in

relation to the problem or situation you are involved with.

3. Forget about the problem! Let the material looked at so far, and the ideas you
might have, get mulled over by your subconscious. This period is called gestation.

4. Ideas (illumination!) will usually start springing to mind soon after the gestation
period starts. However, in some cases it might take several days, weeks, or even
months. Be alert for the sudden revelation of the solution. When the solution or
idea or lost thought appears grab it and write it down!

5. Act on the solution, idea or thought!

6. Follow up and check to see if the solution was a good one and if it has worked.

Creativity is a simple, elegant way of life. All you must do to enjoy it is to unlock

your thinking, exercise your mind and use your imagination!

2 ho 225 Nov 88

c.. of'
 Ralph J. Stephenson PE PC
Consulting Engineer

APPLY SITUATIONAL THINKING

Continually try to widen the scope of your perceptions. The ability to expand your
view beyond the immediate boundaries of a situation is critical in almost any
situation. Moving easily from the macro to the micro, and being able to stop
anywhere in between, helps insure that the manager viewing the scene gets a full
look at what's going on in and around the situation.

Zoom thinking of this type is known as situational thinking. The process allows and
encourages you to examine as many aspects of a subject system or decision as time
allows.

Some basic ideas related to situational thinking

• A. The reason for failure of Impulsive, narrow minded men and women as
managers is often because they don't, can't, or won't look carefully and see what's
going on around them.

• B. Most inadequate managerial decisions are a result of

1. Failure to include enough significant factors for the time

available to make the decision

2. Delaying action until after cause-effect relations have changed

• C. How a manager views a particular problem is likely to determine the

individual's and the organization's success or failure in handling it.

• D. Five situational failings the excellent manager must guard against

1. Views too narrow - mental tunnel vision

2. Assessments too subjective
3. Missing moving targets
4. Failing to allow for momentum
5. Trying to control the impossible

• E. To think situationally

1. Find the overall picture - get out to the boundaries of the

1 ho 229 Jul88
 Ralph J. Stephenson PE PC
Consulting Engineer

biggest picture available to you

2. Look at the edges of the situation as well as at the center
3. Identify and explore areas of minimum information
4. Seek and locate significant internal and external relationships
5. Use time as an asset, just like you use labor, materials, or money
6. Pretest decisions whenever possible
7. Constantly strive to increase the number and range of your
informal interfaces

2 ho 229 Jul88

c;./o
 Ralph J. Stephenson PE PC
Consulting Engineer

QUESTIONS TO CONSIDER

Guides to Ethical Decision Making

1. Is my decision legal?

• Does it violate civil law or company policy?

2. Is my decision balanced?

• Is it fair to all concerned in the short and long term

situation. Does it avoid sum zero situations?

3. How will my decision make me feel about

myself?

• Will it make me proud?

• Will I feel good if it is published in the newspaper?

• Will I feel good if my family finds out about it?

Adapted from "The Power of Ethical Management"
by Kenneth Blanchard & Norman Vincent Peale

ho 365 Nov, 93

C.II
 Ralph J. Stephenson PE PC
Consulting Engineer ..,J

PMI Thinking· from Mr. DeBono's book on thinking

Mr. DeBono, an expert in the analysis and improvement of thinking patterns and
methods, suggests a simple method of improving your decision making by improving
your thinking habits

Mr. DeBono calls his technique PMI. It involves a short pause period before answering a
prime question, during which the decision maker examines three aspects of the
question, its pluses (P), its minuses (M), and its interesting features. Use of PM! on a
specific question should take only a
relatively short time. For practice exercises, Mr. DeBono suggests 3 to 5 minutes for the
whole PM! process. However the time period will vary depending on the time available
and the nature of the question.

PM! is not a decision making process; it is a thinking process to be combined with other
decision tools to help improve your thought processes, and consequently make better
decisions than you do now.

A point to be stressed before using PM!, according to Mr. DeBono is to think slower but
think better! Most of us jump too rapidly to a position that must then be defended
irrespective of our second thoughts on the conclusions reached. Thus are born the often
destructive self fulfilling
prophecies. PM! can help reduce the probability of taking indefensible stands on critical
issues.

To use PM! first frame the question or situation you are addressing in clear, easily
understood terms. For instance in considering a project delivery system, let us assume
there is a choice available between using traditional, hard money methods compared to
non traditional dovetailed guaranteed maximum price methods.

Taking each method individually let us see how our thinking about the systems can be
improved with PM!. Again to be stressed is that PMI is not a decision making technique;
it is a thinking technique from which more effective decisions can result.

1.) Select one of the methods to consider first, say, the non traditional, hard money
delivery method (method 1).

1 ho 325 Sept 88

c.. /'2.
 Ralph J, Stephenson PE PC
Consulting Engineer

2.) Visualize or write all of the good points (the pluses) you can think of about method
1. Keep your mind only on the positives. This is called directional thinking.

3.) Visualize or write all the negatives or detracting points of method 1. Keep your
mind directed toward the negatives.

4.) Visualize or write all the interesting features about method 1 you can conjure up in
a few minutes of thought. Mr. DeBono suggests you say to yourself. "It would be
interesting in considering method 1, if.........

5,) Repeat the process with project delivery method 2.

6.) Make the decisions you are charged with using any of the decision making tools
available to you.

Notice the stress in the above step by step procedure on thinking about the matter. It is
thinking that encourages better use of the powerful scientific management tools
available.

Think more slowly - think better!

2 ho 325 Sept 88
 Ralph J. Stephenson PE PC
Consulting Engineer

PREPARE FOR THE PROBABLE

Optimism, skepticism, and conservatism are ingredients a good manager knows how
to mix and use, just as a good cook knows how to prepare and serve food. Although
a formal study of probability and statistics is certainly of help to a project manger in
the construction industry, it is not essential to understanding many of the basic
elements of preparing for the probable.

Some critical probability points to be considered by the effective project manager

include:

• A. Over optimism is often the manager's enemy. It can blind him to the
true needs for success.

• B. Pessimism is usually the manager's paralyzer. Improperly administered

it makes action possible only despite the pessimism

• C. A manager simply cannot afford to be surprised by the unexpected event.

• D. A basic understanding of the statistics of happenings is helpful if you are

to manage well.

• E. Pareto's law is an example of a distribution of events - in any give object

value situation it can be expected that a small % of the objects (say 20%) will
account for a large % of the value (say 80%)

• F. Several event distribution patterns are seen in happenings. Among the

better known distributions are

1. The normal distribution

2. The Poisson distribution
3. The binomial distribution

• G. The normal distribution says that in every situation there are two
extremes of happenings and a range of probable happenings in between. A
game example is throwing dice; it is probable that 2's, 3's, 11's, 12's will come
up less frequently than 4's

• H. Distributions can be:

1 ho 227 Jul88
 Ralph J. Stephenson PE PC
Consulting Engineer

1. Skewed - A distribution where the measure of central tendency

departs from the center of the distribution range.

2. Symmetrical - A distribution where the measure of central tendency

is in the center of the distribution range.

3. Tall - When things go wrong they go wrong quickly. Deterioration is

rapid and visible. Instability is easy to detect but usually failure occurs
before the average or mediocre manager can do anything about it.

4. Flat - A large number of things go wrong over a long period of time.

Deterioration of the situation is slow and often difficult for the manager
to see. Hard to get a fix on. The long run to failure ultimately proves the
distribution.

• 1. Statistics are important to effectively managing projects

• J. The perceptive project manager finds that several common managerial

failings can result from not understanding the meaning of chance and
probability. Some of these occur when:

1. The relation between luck and good fortune is not recognized.

2. Over optimism casts a false glow on the situation. It may blind the
manager to his true chance for success.

3. Subjective temptations such as ego, greed, and false pride over feed
ambition.

4. The manager loses his cool. (When things are going wrong and you
have overextended yourself, pull back temporarily, calm down the
active mode, and objectively evaluate the situation. Stop. and think!)

5. The manager may tend to become overprotective and fearful of risk

even when odds are in favor of success. If the probability of success is
high, move!

• K. Stabilize your judgments - Use the knowledge of normal expectancies to

2 ho 227 Jul88
 Ralph J. Stephenson PE PC
Consulting Engineer

guide your actions.

1. Set your priorities in terms of the probable rather than the merely
possible. Always try to work from a position of strength.

2. Set attainable goals and objectives. Don't put them out of range for
either yourself or others.

3. Build safeguards into your plans.

4. Prepare fall back or mousehole positions. These are preselected

alternate plans of action that may have seemed initially less desirable.

5. Avoid demands for perfection. All statistical reasoning rules against

its achievement.

6. Don't try to manage the impossible; but be careful about who

determines it's impossible.

3 ho 227 Jul88
 R.ALPS: J. STlCPmIlNSON. P. E.
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 Ralph J. Stephenson, P. E.
Consulting Engineer

October 23, 1993

Manage by Exception

To manage by exception (MX) means to build and use an alarm system that goes off when something is
wrong but otherwise remains silent.

A. MX provides management leverage

1. MX payoff comes from forcing the manager to use forethought and self diSCipline.
2. Allows multiplying manager's energies and resources (the manager is a multiplier of the work
of others).
3. Allows use of input/output zones (modification of Pareto's Law).
a. Zone 1 - A relatively small input of managerial resources gives control of a large part of the
total results (critical zone for the manager).
b. Zone 2 - A relatively large input contributes a small portion of the results (good delegation
zone).
c. Zone 3 - The zone where managerial input generates about the same corresponding amount of
results (zero leverage, high frustration zone).
B. Examples of MX
1. Thermostat
2. Sprinkler system
3. To do list
4. Network model (CPM)
C. Questions to answer in MX
1. What can I as a manager do that will contribute to achieving objectives? (planning)
2. How can I determine if I am concentrating on the key items? (monitoring)
3. What actions should I take to be most effective? (controlling and correcting)
D. Watch for the dangers in MX
1. May encourage excessive conformity and misplaced self satisfaction.
2. May require excessive observation and data collection.

·3. Tends to increase paper work.

4. If used incorrectly can give a false sense of security and well being.
5. Is silent only on items predetermined not to be critical. Conditions may change.
E. The big advantage of MX is that much of the decision making is done in advance (much like a trouble
shooter's manual, a decision tree or a decision table).
F. The manager must understand that once freed by a good MX system from the demands of routine work,
he must fill his time with creative effort directed toward improving his plans, organization, staff, and
decisions.
G. MX is invaluable in detecting trends - movements toward or away from objectives.
H. Beware of overreaction to an MX alert. Remember MX is a tool of the manager, not the manager.
1. Three MX alert levels
1. No unusual difficulties - everything OK.
2. Moderate deviations - the situation needs the manager's attention and analysis.
3. Above average deviations - the performance is unacceptable and needs corrective action, or is

1 h042S
 RalphJ. Stephenson, P. E.
Consulting Engineer

October 23, 1993

excellent and may be desirable to sustain.

J. Methods of reporting with MX
1. Word of mouth
a. Fast.
b. No record left.
c. Listener may appear to comprehend, but might not.
2. Written
a. Permanent record available.
b. Can be studied anytime.
c. Easily systematized.
d. Irregular reports may allow critical factors to go unnoticed.
3. Graphics
a. Good for presentation to large numbers of people with limited amounts of time.
b. Subject to scale misinterpretation.

c.. Requires special resources and talents to do well.

4. Electronically reported
a. Easily used on selective basis.
b. Data available quickly.
c. High processing error potential.

2 h0425
 Ralph J. Stephenson PE PC
Consulting Engineer

HOW TO SPRING THE TIME TRAP

Adapted from R. Alec Mackenzie's book "The Time Trap"

lime waster
Possible causes
Solutions

A. Lack of planning
1. Failure to see the benefit
a. Recognize that planning takes time but saves time in the end
2. Action orientation
a. Emphasize results, not activity
3. Success without it
a. Recognize that success is often in spite of, not because of

planning

B. Lack of priorities
1. Lack of goals and objectives
a. Write out goals and objectives
b. Discuss priorities with subordinates

C. Overcommitment
1. Wide span of interests
a. Say no
2. Confusion in priorities
a. Put first things first
3. Failure to set priorities
a. Develop a personal philosophy of time
b. Relate priorities to a schedule of events

D. Management by crisis
1. Lack of planning
a. Apply the same solution as for lack of planning (see A above)
2. Unrealistic time estimates
a. Allow more time
b. Allow for interruptions
3. Problem orientation

1 ho 252 Jut 88
 Ralph J. Stephenson PE PC
Consulting Engineer

a. Be opportunity oriented
4. Reluctance of subordinates to break bad news
a. Encourage fast flow of important information as essential for

timely corrective action

E. Haste
1. Impatience with detail
a. Take time to get it right. Save the time required to do it again
2. Responding to the urgent
a. Distinguish between the urgent and the important
3. Lack of planning ahead
a. Take time to plan. It repays itself many times over
4. Attempting too much in too little time
a. Attempt less
b. Delegate more

F. Paperwork and reading

1. Knowledge explosion
a. Read selectively
b. Learn speed reading
2. Computeritis
a. Manage computer data by exception
3. Failure to screen material
a. Remember Pareto's law
b. Delegate reading to subordinates

G. Routine and trivia

1. Lack of setting and adhering to priorities
a. Set and concentrate upon goals and objectives
b. Delegate non essentials
2. Oversurveillance of subordinates
a. Delegate; then give subordinates their head
b. Look to results, not details or methods
3. Refusal to delegate
a. Recognize that without delegation nothing can get done thru
others

H. Visitors

2 ho 252 Jul 88

'.2/
 Ralph J. Stephenson PE PC
Consulting Engineer

1. Enjoyment of socializing
a. Do it elsewhere
b. Meet visitors outside
c. Suggest lunch if necessary
d. Hold stand up conferences
2. Inability to say no
a. Screen
b. Say no
c. Be unavailable
d. Modify your open door policy

I. Telephone
1. Lack of self discipline
a. Screen and group calls
b. Be brief
2. Desire to be informed and involved
a. Stay uninvolved with all but essentials
b. Manage by exception

J. Meetings
1. Fear of responsibility for decisions
a. Make decisions without meetings
2. Indecision
a. Make decisions even when some facts are missing
3. Overcommunication
a. Discourage unnecessary meetings
b. Convene only those people needed for matters at hand
4. Poor leadership
a. Use agendas
b. Stick to the subject
c. Prepare and distribute minutes immediately after the meeting

K. Indecision
1. Lack of confidence in the facts
a. Improve fact finding
b. Improve validating procedures
2. Insistence on all the facts - paralysis by analysis
a. Accept risks as inevitable

3 ho 252 Jul 88
{,. 2 z­
 Ralph J. Stephenson PE PC
Consulting Engineer

b. Decide without all the facts

3. Fear of the consequences of a mistake
a. Delegate the right to be wrong
b. Use mistakes as a learning process
4. Lack of a rational decision making process
a. Get facts
b. Set goals and objectives
c. Check alternatives
d. Check negative consequences
e. Make decision
f. Implement decision

L. Lack of delegation
1. Fear of subordinate inadequacy
a. Train
b. Allow for mistakes
c. Replace if necessary
2. Fear of subordinates' competence
a. Delegate fully, but within the subordinate's competence
b. Give credit
c. Plan corporate growth to maintain challenge
3. Work overload on subordinates
a. Balance workloads
b. Staffup
c. Reorder priorities

4 ho 252 Jul 88
 Ralph J. Stephenson PE PC . J
Consulting Engineer """'"

Working Well With People

Working well with people is the key to multiplying your effectiveness. The good
manager reaches his objectives through the work of those in whom he has
confidence.

Some pointers to keep in mind as you work with others are:

• 1. Learn about and understand the behavioral sciences

A. Basic sciences are

1.) Anthropology (origin, development and behavior of humanity)

2.) Psychology (attitudes and feelings)

3.) Physiology (body characteristics)

4.) Sociology (environmental &: group influences &: relations)

B. The manager should start with the assumption that most people

want to do a good job

C. Most people want to share in the success of a common effort

D. The good manager learns to avoid people manipulation

1.) Manipulation is excessive management of other's feelings and emotions

2.) Manipulation is often rooted in fear
3.) Genuine interest and willingness to trust people is an effective thought
pattern that will help avoid manipulation
4.) Don't play behavioral games with employees or subordinates

E.) Motivation and maintenance

1.) Maslow's basic motivational priorities

a.) Man wants to be alive and stay alive

b.) He wants to feel safe and secure

c.) He wants to socialize with other people

d.) He wants to feel worthy and respected

e.) He needs to do the work he likes

2.) Motivational elements

a.) Nature of work

b.) Recognition of achievement

c.) Utilized abilities

1 ho 231 Jul 88
 Ralph J. Stephenson PE PC
Consulting Engineer

d.) Challenging assignments

e.) Extended involvement and responsibility
f.) Production of something of worth

3.) Motivation is introduced into the work place by providing genuinely

satisfying conditions that reflect the hierarchy of human values
4.) Maintenance - those job elements that do not in themselves motivatel

but when missingl reduce the incentive to produce

a.) Pay and benefits

b.) Security

c.) Working environment

(1.) Status

(2.) Social activity

5.) Use motivation and maintenance to help avoid managing by force

(a.) Force is primitive rather than scientific
(b.) Force kills the qualities a good manager must encourage in his
employees. These qualities are

(1.) Confidence

(2.) Spirit

(3.) Self reliance

(4.) Assurance

(5.) Self sufficiency

• 2. Know and understand the people you work with .

A. Elements of importance are:

1.) Name age, address

2.) Employment record

3.) Education

4.) Military service record

5.) Family and dependents

6.) Medical characteristics

7.) Off job interests

a.) Job related

b.) Recreation, hobbies

c.) Community

8.) Personal beliefs

9.) Personal habits

10.) Life goals

2 ho 231 Jul 88
 Ralph J. Stephenson PE PC
ConsuHing Engineer

B. A good manager does not

1.) Pry for facts people don't want to reveal

2.) Gossip about people

3.) Reveal confidences

4.) Break trusts'

C. Knowing a person well can allow you to more properly place

confidence in him

• 3. Express your respect and confidence to people when actually deserved

A. Should be expressed publicly and privately
B. Respect and confidence are reciprocal in a good working relation
C. Don't confuse being liked with being respected
D. The minds of people perceive both what management says and what

they do

E. The respected employee wants to be treated well and used well

• 4. Communicate freely
A. Within allowable boundaries keep people informed about

1.) What is going on in the larger picture around them

2.) What changes are planned

3.) What objectives are set for their functional activities

B. listen carefully to what your people are saying. Try to understand

1.) The outward message

2.) Feelings they are attempting to express but don't or can't

C. To watch out for in communications

1.) Use discretion as to what should and should not be conveyed to your
people. Don't show off superior access to information.
2.) Generally, base your actions with people on what you actually know
about the situation, rather than on what you think others may be thinking.
3.) Your suggestions as a peer are considered conversation: your suggestions
as a boss are generally regarded as an order.

• 5. Provide people with challenging assignments

A. To expect a lot from your staff or crew is to show respect for their abilities,
initiative and perseverance
B. Be firm but fair in assignment and in follow up. A boss doesn't have

to be liked to be effective

C. Usually challenging work is accompanied by a possibility of failure

D. A challenging assignment should be doable

3 ho 231 Jul 88
 Ralph J. Stephenson PE PC
Consulting Engineer

• 6. Delegateimportant tasks frequently

A. Don't try to make all decisions about every job by yourself
B. Let your people accept new responsibilities and to make occasional

mistakes; that's the way they willieam and improve

C. Make it known that the more important jobs that you delegate are

training assignments. You then retain control of the activity and can

make comparative critiques of performance without offense

D. Don't be frightened of losing your influence through delegation.

Constructive delegation is the path to greater influence and power

E. The delegation sequence

1.) Use guided actions. Be available to help the subordinate do the new
work
2.) Show the learners how to do the job, and encourage them to further
delegate, where appropriate, by having them train or coach their
subordinates in the activity
3.) Delegate the whole job and involve subordinates in the early planning
as well as the activity itself

• 7. Study and understand the benefits and shortcomings of each subordinate'S

participation

For further study:

1. Hawthorne experiment (1927) - encouraging workers to get things off their chest
was proven to increase production

2. IBM (1950's) - job enlargement broadened divisions of labor. Improved quality,

output and morale

3. Harwood Manufacturin~ - controlled experiments in employee participation

produced impressive improvement. Measured by using three different methods of
conveying information about proposed operational revisions

4. Texas Instruments - emphasized use of goal oriented management rather than

authority oriented management. Manager exerts most of his leadership in planning.
Subordinates carry out the actual plan, control, do cycle

4 ho 231 Jul 88

c... Z. 7
 Ralph J. Stephenson PE PC
Consulting Engineer

5. American Telearaph and Telephone - used job enrichment process focusing on

the work itself. Encouraged employee decisions on HOW the work was to be done.
Resulted in money savings, reduced turnover and improvement in staff utilization.

5 ho 231 Jul 88

t..2..P
 Ralph J. Stephenson PE PC
Consulting Engineer

EMpLOY THE POWER OF TRAINING

A manager multiples his or her own knowledge and skills by teaching others. When
considering a training, educational or coaching effort the following points might be
helpful.

• 1. Educating is teaching and learning the generic principals of doing things. It is

teaching principles that can be universally applied.

• 2. Training is teaching and learning the specific, explicit process of doing things. It
is vocational and procedural.

• 3. Coaching is a limited one on one, or one on few teaching effort to educate, train,
or to do both. It is personally guided dialogue between teacher and learner.

• 4. Unguided learning sometimes occurs naturally, but it may turn out to be

random, inexact, wasteful and tend to encourage bad habits.

• 5. Good training, educating and coaching usually results in improved staff

performance.

• 6. Good staff performance allows the manager to devote more of his time to
concentrating upon, initiating action of, and directing and controlling the resources
at his disposal.

• 7. The need for good training, educating & coaching is ongoing irrespective of how
good or bad business & organizational times are.

• 8. The excellent manager will usually try to teach what he knows to those who
wish to learn

• 9. The improvement cycle is an important element of effective training and

education. Elements of the improvement cycle ~ inertia, initiative, insight and
improvement (the four I's) ~ are defined as follows:

A. Inertia ~ resistance to change

1.) Reasons for inertia

a. ) Fear for safety

1 ho 230 ~ Dec, 90
 Ralph J. Stephenson PE PC
Consulting Engineer

.b.) Fear for security

c.) Concern for comfort
d.) Doubts about ability
f.) Dislike for schooling
g.) Preoccupation with other problems

2.) Overcoming inertia

a.) Use motivation to get going - habit to keep going
b.) Motivation must be mainly furnished by supervision
c.) Neutralize fear that accompanies inertia

(t.) Show that others in similar positions have benefited

from learning.

(2.) Show that added skills give more, not less, security

through added employee value.

(3.) Acknowledge doubts as to aptitude or potential.

(4.) Criticize constructively and express willingness to

tolerate learning mistakes.

(5.) Show the employee that training will be truly relevant; ..J

that what he learns can be used now, for his and the

company's benefit.

(6.) Plan the learning program so the participant is rewarded

with some quick and simple success experiences.

B. Initiatiye - the removal of inertia as a barrier to learning. Once the reasons

for inertia have been removed by the teacher the desire to learn will begin to appear.
Initiative is then the responsibility of the learner.

C. Insights - the key elements of a subject that deal with the intellectual, the
physical and the procedural requirements of learning. Insights are of different kinds:

1.) Intellectual insights - those that concern the whole concept of what is
to be learned
2.) Physical insights - those that concern getting the physical feel of the
process - the touch, tone, heft and smell of the job
3.) Procedural insights - those related to sequential demands of the
operation

2 ho 230 - Dec, 90

6..90
 Ralph J. Stephenson PE PC
Consulting Engineer

D. Improvement - Accelerated learning gained by overcoming inertia, taking

initiative, gaining insights. Is encouraged by:

1.) Applying learned principals through exercises

2.) Stepping up challenges by increasing levels of difficulty
3.) Accelerating flow of learning challenges until the rate of
improvement levels off (this may constitute a return to the inertia
plateau and signal the need for a new cycle)

• 10. The basic phases of a training program are planning, instruction, evaluation

A. Planning

1.) Survey and analyze needs

2.) Identify and analyze key learning need points

3.) Select training methods

4.) Prepare the training outline

B. Instruction

1.) Capture interest and arouse initiative

2.) Give insights

3.) Accelerate improvement

C. Evaluation

1.) Review progress

2.) Evaluate results

3.) Make plans to overcome the next inertia plateau

3 ho 230 - Dec, 90

t-.3 1
 Ralph J. Stephenson PE
ConsultlDg Engtneer
ho 377 Dec 90

f'
~
tJ
Positive
t
Perfomance
Improvement Cycle

'l1me
(from The 9 Master Keys
to Management - Lester
R Bltt1el)

l l l.

 Ralph J. Stephenson PE PC
Consulting Engineer

Weights and values as a deCision making tool

The weight-value decision making process

In a decision making process the selection is often best made by a multidimensional

process based on situational characteristics and factors that are nominally variable.

The purpose of decision making for the responsible project manager is to insure that
an objective recommendation is provided to his or her upper management. Upper
management is then responsible for adjusting the objective decisions of the project
manager to a decision in line with what upper management staff personally,
politically, professionally, subjectively, and technically feel is the appropriate
selection.

The area addressed in this essay is the application of an orderly procedure to

objective decision making. The technique is called the weight-value or WV process.

The WV process is implemented by taking well defined steps necessary to reach

project level decisions. These steps are:

\.. 1. Select, write down, and verify the various decisions possible. What courses of
action are available?

2. Select the major factors of importance in making an objective selection of a best

course of action. What are the items that are important to making a proper decision?
It is recommended there be no more than ten of these. IT you have selected more
than ten try to combine factors having similar evaluation characteristics.

3. Assign a weight to each factor that describes numerically, to those to whom the
recommendation will be made, how important the project manager and his team
think this factor is in selection of a course of action. Factors should be given a weight
of one to ten. One means the factor is of minimum importance in the evaluation.
Ten indicates the factor is crucial to the evaluation.

It is essential to realize that the factors selected and screened for use must all be of
relative importance and that the assignment of weights should spread from one to
ten. A help in doing this properly is to determine the most important and critical of
the factors and assign it a value of eight to ten. Next select the least important factor
and give it a weight of from three to one. The remainder should fall somewhere in

1 ho290 Jan. 1989

 Ralph J. Stephenson PE PC
Consulting Engineer

between. Remember more than one of the factors being weighed can receive the
same number. You are not rankina the factors, you are weiahina them.

4. Assign a value to each potential course of action or each decision possible for each
of the factors selected and weighed. If there are three courses of action possible, and
you have selected five factors by which these are to be judged, you will have to assign
3 x 5 = 15 values to the entire array. This can be seen in the following matrix example
where alternative project delivery systems for constructing a warehouse are being
considered.

The three delivery systems under consideration are an award of a hard money
contract from a full set of contract documents, retention of a non liable construction
manager to run the project, or use of a liable general contractor involved early as a
construction consultant and providing iterative estimating help leading to
submission and acceptance of a guaranteed maximum price.

fmj~i:t d~liveI)! SJSlems h~ing i:mlsidereg &: their xa1u~ in SiltiSUing th~ deminds
af eilm filam: af imJZartanc~ - warehcmle I!m,j~a

Factars W1& Values ..J

Hdmoney Non liable em Proa pricina to iWlP

l.Capital cost 08x 08 =064 04 =032 06 =048

2.Function lOx 09 = 090 06 =060 10 = 100

3.Appearance 02x 06 =012 04=008 07 = 014

4.Life cycle cost O4x 06 =024 03 = 012 08= 032

5.In house staff reqmts 08x 04=032 03=024 07=056

Totals 222 136 250

The selection analysis above indicates the best delivery method of the three being
considered is a progressive pricing system leading to submission of a guaranteed

2 ho290 Jan, 1989

 Ralph J. Stephenson PE PC
Consulting Engineer

maximum price for which the contractor will construct the project.

It should be emphasized that the validity of factor selection, the factor weighing, the
selection of alternatives and their valuing depend totally on the exercise of sound
judgments by those making the analysis. Usually for each decision to be made such
an analysis as above is made by several qualified staff. Some may not even be
associated with the project directly but only acquainted with the key demands of the
project program and mission. This wider range of views and ideas often lends
strength to the recommendations.

3 ho290 Jan, 1989

 Ralph J. Stephenson PE PC
Consulting Engineer

Effective Record Keeping for the Project Manager

Definition - A record is any retained information that can be effectively used in the
future.
J

Reasons that good design and construction record keeping is essential include:

1. The increasing numbers of people and organizations to whom the project

manager is responsible.

2. A dramatic an continuing increase in the number of contested design and

construction claims.

3. Higher quality and well documented design and construction performance

is being demanded in an increasingly competitive business and professional

environment.

4. An increased demand for higher levels of cost control than ever before.
5. The documentation demands being made by more complex financing and

ownership arrangements in design and construction.

6. Use of multiple firm syndicates and joint ventures in design and

construction demands particularly good documentation to protect the
combined and individual business entities. ...,,/

Basic guidelines for preparing record keeping forms.

1. If a standard form works, use it.

2. Display information in a logical, readable sequence.
3. Provide adequate space for proper data entries.
4. Preprint everything possible - remember it costs the organization about

$90 per hour for your managers when they are not engaged in a profitable

managing/ decision activity. Use the manager's time well.

5. Make the form readable.

6. Prepunch the form for loose leaf binders. Use the oversize hole punch. It

will save time and money.

7. Be certain the form, when complete, will provide the data you need: the

user can always skip non applicable spaces.

8. Provide a specific place on the form for a date and the users signature.
9. Review all forms at least once per year to see if they should be discarded,

revised or kept as is.

IF A RECORD IS NOT NEEDED DON'T KEEP IT!

1 ho 360 Dec 90
 record types and their uses

doeumenl record record record record record record record record record record record
action auplv opin chn". dec .. appvl. progr. r..ree dala doc re.ulla
aelion a"rml. flow proc.g

Lrtffi_'Of_~_
x x x x
x x x x
I: x x x x
4 s of occupancy x x x x
5 Change orders x x x x x
6 Checklists x x x x
7 Claim notification letters x x x Ix x x Ix
8 Clarifications x x x x x
9 Color «:X)ded network models x x x x x x x
10 Construction record drawings x Ix x x x x x
11 Construction site plan x x
12 Consultant tists x x

~ I~·t_m~t~n~'
x x x x x
1 IngS X X X X x
specifications x x x x x
1 IContractor lists x x
17 Contracts x x x x x x x
18 Cost estimates x x x Ix x x x Ix
19 Cost reports x x x x x x x
20 Diaries x x x x x x x x x
21 Document control files x Ix
22 Equipment data tabulations x x
23 Expense reports x x x
24 Field orders x Ix x x x
25 Field reports x x x x x x
26 x

27 Impact reports x x x x x x x x
28 Interoffice memos (IOC) x x x x
29 lsoquant line comparisons x x x x

30 Letters x x x
31 Logs x x x x x x x x x x
32 Maintenance manuals x

33 Meeting minutes x x x x x x x x x x
34 Money flow curves x x x x x

35 Monitoring reports x x x x x x x

36 Operation manuals x

3 x x x x x

~
x x x x x x
3 9 Phone records and logs x x x x x x x

40 Photos x x x x x x

listed alphabetically by type

 record types and their uses 2

document record record record record record record record record record record record
action suptv opln chngs dec • appvls progrs r..ree data doc results
action agrmts flow procsg

41 Post job critiques x x x x x x x x

Pro forma financial analyses x x x x
43 Project directories x
44 Project histories x x x x x
45 Project network plans x x x x x x
46 Project schedules x x x x x x x
47 Proposal spread sheets x x x
48 Punch lists x x x x x x x x

~hase orders x x x x
50 Quantity takeoffs x x x

51 Requests for change orders x x x x x x

52 Requests for information x x x

53 Requests for payment x x x x x x

54 Requests for proposals x

55 Resource histograms x x
management x
ample logs x x x x x x x

58 Schedules of values x x x x

59 Shop drawing logs x x x x x

60 Site evlaluation data sheet x x x x
61 Specifications x
62 Testing reports x x x x x

~::
x x x x x
x x x
smittals x x, x x x x x x
66 Waivers x x x
67 Warranties x
68 Work orders x x x x x

listed alphabetically by type

 Ralph J. Stephenson PE PC
Consulting Engineer

Procedures for preparing project

documentation
Project documentation is an essential and routine part of every project. However
from time to time a project exhibits signs of difficulty which may demand a heavier
than normal documentation effort. One way of classifying the level needed is to give
it a rating degree from 1 (the lowest level of documentation) to 10 (the highest level
of documentation).

A low level of documentation normally utilizes inexpensive and uncomplicated

project communication and record keeping. Level 1 encompasses virtually no
documentation at all, a situation not usually encountered. Conventional low level
routine documentation on a well operating project is normally rated from 2 to 4.

This memo addresses the higher levels of documentation.

Selecting, designing and maintaining a correct documentation level is called

document control. Good document control starts with an appropriate method of
filing the large number of documents that flow to, from and within the project.
Documents include letters, transmittals, bulletins, requests for information, change
orders, field orders, shop drawings, change instructions and on & on infinitum. To
file these by subject, by document type, by project, by company, or by any other
classification system most helpful to those using them. is necessary & desirable in
most cases. The project management and the project team must determine how the
main filing system classification is to function.

For a document control system the basic classification system is much simpler. A
document irrespective of type or classification is filed by a single number assigned to
it as it is received. This number is referenced to the date of its production and filed
wherever possible in order according to that date. Thus a document dated July 3D,
1987 is set earlier in the stack than one dated July 31,1987 and receives a lower
number in the sequence.

This is the fundamental classification system used in the project documentation

system described in this discussion. The system is sometimes called a single number
filing system.

1 ho 299 December,93
 Ralph J. Stephenson PE PC . J
Consulting Engineer ....."

The basic physical arrangement within the file system recommended here is in
ascending order of date of document. Once consecutively numbered however, there
are many other criteria by which the documents might be arranged, the content
identified and the document retrieved.

A brief step by step description of the total process is given below:

Step #3.- Preparing and auanging the document control material

To start the process a single document control copy is made of all written material
received, sent or circulated internally that pertain to the project. These are physically
arranged chronologically by their official date (the date of the document).

The documents are next divided into time span packets, punched with an oversized
punch and put in loose leaf binders. A packet period of one month has been found to
work well in most cases.

Step #2 - Month numbering the documents

Each document is given a number that will identify it uniquely (the only document
in the file that has that number). A workable system is to number by the month in
which the document was prepared. Using this method a base month is selected and
designated as month #1. Month #1 is preferably January of a year in advance of
starting major work on the project. Succeeding months are numbered in ascending
order. For example if the base date selected is January I, 1987, then January, 1987 is
considered period #1. February, 1987 is period #2, March, 1987 is period #3 and so on.

Thus a document written in June, 1987 and being filed in a document control system
using a base date of 01 as January, 1987 will be assigned a document number starting
with 06. When there are a large number of documents to be filed it is advisable to use
a self advancing numbering stamp.

Step #3 - Pay numbering the documents

Once the first two digits of the document identification number is assigned, the last
three are then assigned. The remaining three digits reflect the approximate
chronological position of the document within the month. If a letter is received
dated March 20, 1987, with a control system base month #01 date of January, 1987,

ho 299 December 93
I
 Ralph J. Stephenson PE PC
Consulting Engineer

and it is the 102nd document entered chronologically in March, 1987, it will be

assigned a document number 03102.

Now, every document in the entire file has a unique number and will be identified
by that number as to the month and the approximate position in the month it was
dated. The name of the system, single number filing, is used since every document
filed is identified with a single number irrespective of what type of document it is.

Step '4-Buildina the document control file format

With the document identification method set & the documents arranged in
ascending document number order, a document retrieval system file is designed and
built.

A retrieval data base file should contain the following minimum fields:
1. Document control number (den)
2. Document type (dty) -letter (Itr), transmittal (trm), etc.
3. Date document prepared (the basic criteria of the order of the documents in
the file) (ddp)
4. Date document received (ddr) - all incoming documents should be date
stamped
5. Organization from (ofr)
6. Organization to (oto)
7. Individual from (ifr)
8. Individual to (ito)
9. Subject codes (sco) - Subject codes identify the content nature of the
document. For instance a letter concerning mud sills (msi), forming (fmg),
supported decks (sde) and building 148 (148) along with a request for
information (rfi) would be assigned all the subject codes indicated.

Step '5 - Entering document data in the document control file

The document records (unit entries in a data base program) are next put into the data
base file. Methods of entering data vary but the guidelines below should assist in
setting the procedure.

a. Item 1 through 8 in step #4 above are entered directly as a routine data entry
task, directly from the master document file material.

3 ho 299 December, 93
C.·fl
 Ralph J. Stephenson PE PC
Consulting Engineer

b. The subject codes, item #9 in step #4 above, are assigned to the

chronological file document by someone familiar with the subject codes and
capable of abstracting the subjects to be entered by reading the document. As
the documents are read, subject codes should be written directly on the
document control copy.
c. Also as the files are read it is helpful to underline and annotate document
control file copies to make subject identification as easy and rapid as possible.
d. Once a packet of material has been subject coded (probably one month's file)
the subject codes should be entered in the master document control file.
Usually the routine entries, items #1 through #8 are entered earlier and in
larger batches. Subject codes will generally be assigned at a later date.

Step #6 - Preparins the project history

Let us assume the document file has been prepared for several months of document
control records and you wish, or are required, to move to the next level of
documentation by conditions encountered on the project.

This level of documentation usually involves preparing a project history from the
master document file. The project history is an abstracted chronological narrative of
important events on the job.

To prepare a project history, the master document file is read and annotated so each
document (depending on relative importance) can be abstracted and put in some type
of narrative. Often the annotation is completed in step #5 as subject codes are
assigned.

The program selected to process the narrative should be a word processor of some
type. For example Think Tank or More can be used by entering the document
number number as a heading followed by the document date. Next, the main
heading is exploded and a brief summary (under 30 words) of the document is
entered in the exploded area. Thus when prepared properly, the information can be
sorted by document number or date (whichever is typed first). In addition the
abstracts can be searched for key words to build subject files for specialized uses.

The important pivot is the unique document control number which allows the
document to be filed in ascending order of document number and to always be found
in the file as a numbered file document, no matter how many subject codes it is

4 ho 299 December, 93
 Ralph J. Stephenson PE PC
Consulting Engineer

assigned. For instance document number 09124 can always be found after 09123 and
before 09125 in the master chronological file, no matter how many subjects are
assigned or what the subject being sought.

An extended use of the project history is to build special reference files for specific
uses. For instance one such use is to search the data base subject codes for a set of
documents, and then to call each of the project history abstracts of these documents
from the file, and to print and assemble them into a subject file to be used for a
deposition.

It is important to understand that not all related documents are abstracted in

preparing a project history or the special use file. For instance a transmittal may have
no impact on the project history and may not have to be made a part of the history.
However the transmittal is still available for reference by a search of the data base
file. It is simply not stored in the abstract file.

Step #7 ~ Preparin& specific prQject problem tracking material

When the project history is partially or wholly available, the document control file
can be used at a higher level by selecting major classifications of project problem
areas. This selection is made on the basis of the strong positions the preparer of the
claim feels he has.

Experience indicates it may be best to concentrate early on the strong positions and
win them by good logic and sound documentation. However, additional strong
points sometimes emerge by a combination of proper actions taken in a variety of
smaller and apparently unimportant points and issues. The analyst must be able to
discern and select what information is to be used in any given situation.

Problem areas on a job may cover a variety of situations. It is often of help to use a
basic list of normal complaints (causes of contested claims) and to derive from these
the specific complaints that are related. Let us take an example.

Presume a project has encountered apparent excessive interference of non liable

parties acting as agents of the owner. In this hypothetical example, the agent, say a
non liable construction manager, decides that the prime contractors under his
control, should be working in a sequence that best suits the owner in the opinion of
the non liable construction manager agent. Say further that the prime contractors

ho 299 December, 93
 Ralph J. Stephenson PE PC
Consulting Engineer

have either individually or in concert given the non liable construction manager an
intended plan of action, that in their opinion as liable parties to a contract
arrangement with the owner (the ultimate decision maker), will satisfy the project
contract they have with the owner, their client. This plan conflicts with that of the
non liable construction manager.

When the owner's agent, the non liable construction manager, pits his desires
against those of the prime contractor's, relative to achieving project objectives, the
conditions of the contract must be closely analyzed.

In a hard money, fixed time contract, use of time and money are generally the
prerogative of the contractor so long as the ends are achieved. Any interference with
how the contractor achieves these ends must be viewed as an interference with the
contractor's right to enjoy an optimum profit derived from the job plan which he
has signified as his intended plan of work.

Such interference is legally known as maladministration. It is a common occurrence

and many times is a result of honest misunderstandings about the project. However
the dangers of maladministration are felt when the owner and/or his agents, by their
actions or inactions affect the potential for a contractor to make an expected profit,
within the bounds of agreed upon performance standards. When owner interference
occurs the contractor is entitled to reimbursement for the reduction in his ability to
earn an intended profit, and to fully cover his costs on the job.

The proof in such situations is however often difficult to provide. But if the
document control system is properly prepared, the subject coding accurately done
and the project histories well written, it is a relatively simple matter to retrieve all
documents relating to the problem and to build a special history for any specific delay
or interference.

Not all the above steps are taken in the preparation of project documentation. If the
level of documentation called for is at 2 to 3, it is generally adequate to prepare a
subject file of the documents and only take Step #1 above if specific minor problems
are encountered in a well defined, limited time period.

If the problems mount on the job and a documentation level of 4 or 5 is indicated,

ho 299 December, 93
 Ralph J. Stephenson PE PC
Consulting Engineer

Steps #1, 2, 3 might be advisable to implement. A higher level of project difficulty,

say a level of 6 to 8 might call for Steps #4 and 5 to be put into work.

When the level of project difficulty is raised to 9 or 10 which indicates a job upon
which very serious problems are being encountered, Steps #6 and 7 should be
initiated. Hopefully a full Step #6 and 7 program will not be needed, but on especially
troublesome jobs, may be necessary.

7 ho 299 December, 93
 Ralph J. Stephenson PE PC
Consulting Engineer

Documentation Degree
The degree of needed documentation on any project is determined by the current or
potential level of difficulty perceived.

One method of setting documentation degree (dd) is by use of a scale of one to ten,
one being a minimum amount consistent with good practice and ten indicating a
maximum amount needed to protect those involved from current or potential
problems.

Expressed another way, level 1 documentation signifies an absolute minimum is

being used. Level 10 documentation indicates the project is being fully documented.

The approximate ranges shown below are reference guidelines for selecting and
preparing documentation systems:

- Levels 1 &: 2 Informal job structure - no planned documentation

- Levels 3 &: 4 Normal job - documentation as specified
- Levels 5 &: 6 Claim prone jobs on which trouble is conjectural
- Level 7 Oaim prone jobs on which trouble is very likely
- Levels 8 to 10 Oaim prone jobs on which trouble is a reality

Usually the degree of documentation index indicates an opinion as to how much

trouble can be expected on the project.

A brief description of job conditions which may be encountered corresponding to a

need for the degrees of documentation indicated is given below.

Documentation degree #1 to 2 (dd 1·2) - no planned documentation

At these levels the project usually is informally organized, with full trust by all
parties of all other parties. Most instructions and requests are oraL Revisions and cost
commitments are made on a full confidence basis relative to scope, expected
payment and resolution. The project team understands and communicates well
internally and externally, and all on the team exhibit a high degree of honesty,
competence and integrity. Usually meetings are held on an as needed basis only.

1 ho 305 December, 93
 Ralph J. Stephenson PE PC
Consulting Engineer

It should be cautioned that a low dd does not mean the project will not encounter
difficulties. The number merely indicates a recommended level of documentation
being maintained as of a given point in time.

Documentation de~ee #3 to 4 (dd 3-4) - normal job with formal documentation as

needed: minimal documentation level well defined by contract

In add 3-4 project the usual procedures for processing work during programming,
planning, design and construction are well defined and followed carefully by all
parties to the contracts. Usually the project contract documents have been carefully
prepared and checked thoroughly. This helps assure that the scope of work is clear
and the project is constructible.

Documentation at dd 3-4 during the process of design and construction is maintained

at a minimum level consistent with program and contract requirements. An audit
trail of approvals, issues, money flow, revisions and quality of construction in place
should be able to be followed easily from the system.

An important characteristic of the good level 3 & 4 documentation system is that it

must be of a nature that can be increased to a higher level at any time without
extensive backtracking and historical research. The fundamental needs of higher
level dd's should be able to be easily achieved from the basic work accomplished in a
dd 3-4 system. The reason is that the enormous expense and reduced accuracy of later
historical research on a troubled construction program should be avoided by setting a
good information filing and retrieval system at lower documentation degree level.

Documentation de&ree #5 & 6 (dd 5-6) - claim prone jobs on which trouble potential
is conjectural

Documentation degrees of 5 or 6 should be set early on projects that show potential

for claim, but on which no dominant reasons for such problems have yet appeared.
For instance a project may be proceeding well despite having a large number of
allowance items, several separate prime contractors, and a general trades contractor
noted for his sloppy paper work. These are all indicators of potential difficulties but
do not necessarily mean trouble.

2 ho 305 December, 93
 Ralph J. Stephenson PE PC J
Consulting Engineer ..",

In a dd 5-6 the level is set high to permit those involved to more quickly react to
sudden project difficulties than on a normal project. To reemphasize, the dd level is
set by the nature of the project and is only raised or lowered when sufficient
justification for a change is noticed.

Documentation dearee #7 (dd 7) - claim prone jobs on which trouble potential is very
likely

On a dd 7 project, comments for dd 5-6 apply, with the qualification that a yet higher
dd level requirement than 7 is highly probable. In other words if the job is claim
prone and some of the claim prone characteristics are causing actual problems, the
documentation level of 7 indicates a movement into higher levels is near at hand.

An example of this might be a claim prone project dd level of 6 as established by a

high spread in proposal prices, poor specialty contractor reputations and an
architect I engineer who is slow in submittal turnaround, which upon moving into
the field, promptly runs into late submittals by the questionable subs and a
reactionary slowness by the ale in processing submittals. This combination might be
cause to move the dd to 7, with a good chance it could go even higher within the
next month or so. The dd 7 could be looked at as a holding plateau which might be
lowered by prompt corrective action or might increase as negative positions harden
and remain unresolved.

Documentation degree #8 to 10 (dd 8-10) - claim prone jobs on which trouble is a

reality

Projects requiring a dd level of 8 to 10 can be considered to be in trouble and subject

to present or future third party action resolution. Usually the project that has moved
to a dd 8-10 level has done so over a period of time during which the problem levels
have progressively intensified. If such a project is encountered, the files for third
party resolution action should be built as the work proceeds.

If dd 8-10 needs are met on a day to day basis as the documentation is sent or
received, the cost will be much less than if it is done later. In addition the analysis
will be fresher and more accurate. In addition, the knowledge that such a high level
file is being built often acts to dampen the conflict and difficulty and may even lead
to quick resolution of the difficulties.

3 ho 305 December, 93
 Ralph J. Stephenson PE PC
Consulting Engineer

As a general help in documentation a brief resume of procedures for preparing

project documentation is given below. These steps may vary from situation to
situation but can be summarized within seven basic documentation actions taken to
respond to various dd levels.

Step 1 - Prepare and arrange the document file material- Document copies are
arranged, usually chronologically, for future entrance into a single number filing
system.

step 2 - Month number the the documents..; Each document is uniquely identified
with a number that relates to the month in which the document was prepared.

Step 3 - Day number the documents - When the document has been assigned its
month number it is further numbered sequentially by the date within the month.
This system is called a single number filing system, since all documents are now
uniquely numbered. For instance there would only be one document 04245, a
document prepared in the 4th month from the base date, and being the 245th
document chronologically entered in that 4th month.

step 4 - Build the document control file format - With the document uniquely
identified, the document copy of the original is coded and a data base retrieval system
established. Code fields to be used might include:

Document control number

Document type

Date document prepared

Date document received

Organization from

Organization to

Individual from

Individual to

Subject codes

Others as needed

4 ho 305 December, 93
 Ralph J. Stephenson PE PC
Consulting Engineer

Step 5 - Enter the document data in the document control file - If justified and
required, document data is now entered into the data base file for storage and
retrieval in whatever manner required.

Step 6 - Prepare the project history - A project history is prepared in the form of a
chronological narrative summarizing the entire project from the document control
file. Each major document is reviewed, if appropriate, and entered as a brief unit
description of an event, or of events, occurring within a given time period.

Stgp 7 - Prepare project problem tracking histories - Specific problems causing

contested claims, say unexpected artesian water, are identified and the document
control files and project history files are searched. The material found is used to build
special chronological files for each problem area. These are then analyzed to
detennine the course of settlement action to be taken.

Rough guidelines for the relation of dd level to documentation steps as outlined

above might be as follows:

• dd levels 1 & 2 - totally informal- no planned documentation - No special

provisions made for preparing and arranging documents

• dd levels 3 & 4 - normal job - Take steps 1 and possibly 2

• dd levels 5 & 6 - claim prone jobs on which trouble potential is conjectured - Take
steps 1,2,3 and possibly 4

• dd level 7 - Claim prone jobs on which trouble potential is very likely - Take steps
1,2,3,4 and 5

• dd levels 8 to 10 - Oaim prone jobs on which trouble is a reality - Take steps 1

through 6 and possibly 7 as required

5 ho 305 December, 93
 RALPH J. S~JI1IINIIO•• P.E.
Oo.w'DUlL'I. . . . . . ._

P 1

CASE STUDY NUMBER THREE

-----------------------
Keeping the Records Straight
----------------------------
On May 11,1982, The Charles T. Sierra Company was awarded
the general contract for installing a new paint system in
the Southeastern plant of Hirtwell Ltd., a very large and
competitive manufacturer of metal and plastic enclosures
for mechanical aod electrical equipment.

Hirtwell has a reasonably good reputation as a

manufacturer; however on construction projects they have
been very harsh on their architects, engineers,
contractors and suppliers. This reputation is generally
recognized as coming from Franklin Johnson, the former
Vice President ~f Facilities. Mr. Johnson retired several
months before you were awarded the contract for the new
job. His successor, Paul Rolla, has reorganized the
company's facilities department, and most of Mr. Johnson's
staff have left.

The project manager for Hirtwell on this job is Tom Begn,

a pleasant, but inexperienced graduate engineer. The
architect/engineer for Hirtwell is Jones and Higgins, a
local firm in Tucson, the location of the new plant.

You are Lee F. James, the project manager for Charles T.

Sierra, and your boss, Mr. Sierra, has told you that he
wants this job thoroughly documented. He has built six
projects ranging in size from one to five million dollars
for Hirtwell over the last eight years and has had
disputed claims on everyone. Mr. Sierra feels the
previous Sierra job management has been too loose and
sloppy. This time he wants a change. You have never worked
on a Hirtwell job before, but have had two similar
projects to this one previously. On one you were the
engineer and on the other you were the project manager.

Your company is presently experimenting with two

microprocessors in addition to the main computer. The main
computer is used primarily for accounting and payroll
purposes. You have access to one of the microprocessors,
and Mr. Sierra has encouraged you to get your imagination
to work and find some real and profitable uses for the
eqUipment. You have great interest in the small computers
but have never used them.

The project cost is $3,225,000 on a hard money contract.

The next lowest bidder on the job, you are told, had a
price of four million.

There are three other prime contractors working on the

project, all on different parts of the total program.
 RALP.B J. STBPKBlNSON. P. Eo
OOllllllJllfta'& JIIJr. . . . . .

P 2

Their contracts are smaller than yours, but ultimately

much of your work will be required to interface closely
with theirs.

Part of your contract is to install a new paint spray

system which is relatively untried except for pilot runs
made by the fabricator. The owner is purchasing the
equipment, but you are totally responsible for its
installation, hook up, check run and test. Controls for
the system are also in your contract.

Consider the following questions:

1. What characteristics of the project lead you to

believe it is possibly claim prone?

2. How would careful documentation of the job help avoid

the claim disputes?

3. What document information might you wish to store and

retrieve for the job?

4. What must a document control system provide you and

Sierra to help avoid the disputed claim?

5. Of what use might a microprocessor be to you in the

control and tracking of documents

6. What document records would you keep for the project?

7. The job superintendent has never worked on a Hirtwell

job before. What would you discuss with him and when, if
you are all trying to avoid the disputed claim?

cav cssty three ho

ho 202 'Oil 2
 R.A.LPK J. 8'1"BPB1DMIIOB. P.E.
001rlRnll.'Jlr. ".DnI••
SE TUCSON ABB
REC ABB MEANING ORGANIZATION CAT
49 BUL BULLETIN DT
74 COR CHANGE ORDER DT
75 HWM HANDWRITTEN MEMO DT
46 LTR LETTER DT
32 MLG MAILGRAM DT
48 PRQ PAYMENT REQUEST DT
50 PUO PURCHASE ORDER DT
47 SBM SUBMITTAL DT
30 TLX TELEX DT
69 TMS TRANSMITTAL DT
70 BIM BIOTIC MECHANICS MECHANICAL CONTRACTORS NM
52 CAS STRAND, CHAS. A. CO. NM
5 CRR CONTROL AND REGULATOR CO NM
53 CTS SIERRA, CHARLES T. CO. CONSTRUCTORS NM
6 FRS FRENCH STEEL NM
26 FXS SKONE, FRED X. TRE ENGINEER NM
18 HWL HIRTWELL LTD. NM
55 JAH JONES 8c HIGGINS ARCH/ENGRS NM
71 JTD DARTH, JAMES T. BIM CHIEF ENGR NM
7 KLP PAGE, KARL L. FRS ESTIMATOR NM
12 LFJ JAMES, LEE F. CTS PROJECT MANAGER NM
17 PAR ROLLA, PAUL A. HWL VICE PRES NM
8 RGH HIAL, ROBERT G. CTS VICE PRESIDENT NM
9 RTK KREITZ, ROBERT T. CRR PROJECT ENGINEER NM
25 TRE TRIELECTRIC CO. ELECTRICAL CONTRACTORS NM
56 TSS STIRTON, TOM T. JAH PROJECT MGR NM
13 TTB BEaN, TOM T. HWL PROJECT MANAGER NM
66 ANS ANCHOR BOLTS SU
34 APV APPROVAL SU
60 CFR COMPANY FROM SU
2 COl COILS SU
22 CON CONTRACT SU
36 COS COLOR SELECTION SU
10 CST COIL STEEL SU
3 CTL CONTROLS SU
61 CTO COMPANY TO SU
65 CWK CONCRETE WORK SU
54 DAM DAMAGED SU
59 DCT DOCUMENT TYPE SU
31 DEF DEFECTIVE SU
11 DEL DELIVERY SU
67 EMS EMBEDMENTS SU
44 ENG ENGINEERING· SU
1 FAN FANS SU
14 FRA FOR REVIEW AND APPROVAL SU
68 HLD HOLD SU
62 IFR INDIVIDUAL FROM SU
23 1ST I NS"rRUMENTAT I ON SU
63 ITO INDIVIDUAL TO SU
28 MCC MOTOR CONTROL CENTER SU
72 MEC MECHANICAL SU
27 MTR MOTORS SU
38 OLP OFF LINE PRODUCTION SU
45 PCH PURCHASING SU
73 PIT PITS SU
37 PNT PAINT SU
42 PRT PROTOTYPE ~ •.5".3 SU
41 PSS PAINT SPRAY SYSTEMS bo 203 pg 1 SU
 R...u:..P.B J. STmPBlIINBON. P. E.
OCQll1Rl'.ll.l'D. 1IIIr. . . ._

BE TUCSON ASS PAGE 2

REC ASS MEANING ORGANIZATION CAT

39 QUA
------------------------------ --------------------------
QUALITY ASSURANCE SU

,.J
33 REL RELEASE SU

21 REV REVISIONS SU

29 RFI REQUEST FOR INFORMATION SU

19 RFP REQUEST FOR PROPOSAL SU

40 SAF SAFETY SU

43 SAL SALES SU

35 SBM SUBMITTAL SU

24 SFW SOFTWEAR SU

20 SHL SHELL SU

4 SPD SHIPMENT DATES SU

51 STS STRUCTURAL STEEL SU

sa TUO TURNAROUND-SUBMITTALS SU

57 UFV FAN UNIT FIVE SU

15 UON FAN UNIT ONE SU

16 URG URGENT SU

64 YR YEAR SU

FMSO: PFILE=SORTHABB
FFILE=HABB
TITLE=SE TUCSON ABB
TYPE=R
ROUTE=P

FM51: ABB
MNG
ORG
CAT

ho 20) pg 2
 1

Charles T. Sierra Company 9/13/82

Constructors, Frigate, Indiana

MINUTES OF PROJECT MEETING #9 - SE Hirtwell, Tucson

Date of meeting: Friday,September 10, 1982

Placel Job site, Tucson
Time: 8:00 AM to 9:45 AM
Attending:

Paul A. Rolla VP, Hirtwell

Tom T. Begn Project Manager, Hirtwell
Robert T. Hial VP, Sierra
Lee F. James Project Manager, Sierra
Fred Teal Superintendent, Sierra
James T. Darth Chief Engineer, Biotics
Fred X. Skone Engineer, Trielectric
Tom T. Stirton Project Manager, Jones & Higgins
From: Lee F. James, Sierra

To: All attending, Robert T. Kreitz, CRR

General Summary:

Lee James reported that all pit and foundation work was
meeting dates between early and late starts and finishes.
Still having difficulty getting dimensional information
about mechanical and electrical sleeve and thimble sizes and
locations.

Tom Stirton reviewed bulletin/change order tracking and said

that of 11 bulletins issued to date, 6 had been quoted and 5
had been converted to change orders. A change order for the
sixth will be issued later this week.

James Darth discussed equip delivery from his procurement

tracking sheets (copy attached). All equipment ordered and
40Y. of the shop drawings have been submitted, with 20Y.
returned. Mr. Darth asked for selective improvement in
submittal turnaround times.

Fred Skone reported that ••••••••••

can be improved.

Old Business:

9.5.10 The additional software data needed for

~o 204 pg 1
 2

instrumentation has been received and sent to Tom Begn for

owner review. Mr. Begn will confer directly with the
architect/engineer re design characteristics. Action by
TTB,TTS
9.8.3 Low strength concrete t.sts •••••••

resolved with no increase in cost.

New Business:

9.1 Paul Rolla said that a sizable addition to the work

was under consideration by, and that it had been decided by
Hirtwell to have it done under bulletin procedures, but that
if the cost was more than budgeted it might be reissued
for . . . . . . . . .

good job.

Closing:

The next project meeting will be held Friday, September 24,

1982 at the job site, Tucson.

This report is the writer's interpretation of the matters

discussed. The account will be considered agreed to by those
attending the meeting and those receiving the report, unless
Lee James of Sierra is notified within 2 weeks of your
receipt of the report.

Lee F. James, Project Manager,

Sierra

ho 204 pg 2
Friday .JUlyS,1SB2

H/o 2.50
 Apdl 5, 199

3131 South State Street

Attention.
W.W.T.P.
COntract 77· ~

Gentlemen.

We refer to your letter of Karch • 19111 reqarcU.ng worn equipment at

existing primary tanks.: . ­
•
We received Fiela.. Order HE.' 191-7 on Karch " 1 5 " aj!S;bWz.!!!g U! to
~urc."ase ~d insta.lration of new rails for ~~ t41.nks.

----
When material ba. been received and !n.lf.l:a';Ued we vill,.",notify you of t.'e
iiiPact of tliI. delay to the project.

Very truly yours,

.

-x. I" i
r-.t '/J
Z:u_?,
:e I'-t e<:­
/,(.~

\1DWLll
 HIRTWELL SE TUSCON
~ ...........

R.A..t.PB J. 8~.

PAGE
P. Eo

REC* DOC * DATE YR DCT CFR CTO IFR ITO

SUBJ CLASS

SUMMARY A

SUMMARY B

------------------------------------------------------------------------
1 07115 0726 82 LTR CRR CTS RTK RGH

CTL/COI/SPD

COIL CONTROl. ASSEMBLY SHIPPED 7/16/82

2 07116 0730 82 LTR CTS FRS RGH KLP

STS/DEL/DAM/RFI

STRUCTURAL STL DEL TO JOB DAMAGED. WHAT TO DO?

3 07117 0730 82 S8I'1 CTS JAH LFJ TSS

SHD/FRA/UON/URG/FAN

DWG D2287433SBM FAN 1 SUBMITTED FOR APV. URGENT!

4 08001 0802 82· PRQ CTS HWL RGH PAR

PRQ

PYMT REQ 2. AMOUNT = 47243.45

5 08002 0802 82 BUL JAH CTS TSS LFJ

RFP/SHL/REV/FAN/UFV

BULL 8 REVISE SHELL SHAPE/FAN SIZE FOR UNIT :5

6 08003 0802 82 PUO CTS CRR RGH RTK

CON/CTL/IST/RFI/SFW

PURC ORD ISSUED FOR ADDTNL INSTRUMNTN

NEED MORE DATA RE:SOFTWARE

7 08004 0804 82 LTR CTS TRE LFJ FXS

MTR/MCC/RFI

REQUEST FOR MOTOR START REQUIREMENTS

8 08005 0804 82 MLG FRS CTS KLP RGH

STS/DAM

RESPONSE TO 07116. REFABBED STEEL SHPPD 8/4/82

RETURN ACTION MAILGRAM TO FOLLOW

9 08006 0805 82 HWM CTS CTS RGH LFJ

REL/APV/SBM/COS/PNT

INSTRUCTIONS TO RELEASE PAINT COLORS FOR PURCHASE

10 08007 0806 82 LTR HWL CTS PAR RGH

SAF/PSS/RFI

REQUEST CHECK OF SAFETY REQMTS FOR PAINT SPRAY SYSTEM

ho 205 pg 1
REC. DOC.
SUBJ CLASS

SUMMARY A

DATE ·YR DCT CFR CTO IFR ITO

RALPH
~
J.
... ..
8TIIP_IfIIOK.
~
P. Eo

SUMMARY B

------------------------------------------------------------------------
11 08008 0809 82 LTR CTS HWL LFJ TBB

SHD/TUO

REQUEST TO EXPEDITE SHOP DWG TURNAROUND

PRESENTLY TAKING TOO LONG

12 08009 0810 82 SUL JAH CTS TSS LFJ

RFP/CWK/ANB/EMS/PIT

BULLETIN .15-PRICE SOUTH PIT REVISIONS

13 08010 0810 82 LTR JAH CTS TSS LFJ

HLD/CWK/ANB/EMB

ENGINEER PUTS HOLD ON CONCRETE WORK AT SOUTH PITS

PENDING PRICING AND RELEASE OF COR

14 08011 OBll 82 TMS CTS TRE LFJ FXS

BUL/RFP/EMB/ELE

REQUEST TO QUOTE BULL 15-S PIT REVISIONS

15 08012 OBll 82 TMS CTS elM LFJ JTD

eUL/RFP/ENB/MEC

REQUEST TO QUOTE BULL 15-S0UTH PIT REVISIONS

16 08013 0812 82 COR JAH CTS TSS LFJ

CWK/REV/ELV

CHANGE ORD l-REVISE CONCRETE WALL ELEVATIONS

ho 205 PI 2
 P1 Ralph J. Stephenson PE
Project History for Period #8
-----------------------------
Schedules or Networks in Effect During Period:
Network model issue #4 dated 3/8/82, sheets 1, 2, 3, 4, 5

08001 8/2/82 - CTS submits payment request #2 to JAH. Amount

of $47,243.45.

08002 8/2/82 - Bulletin #8 issued for revisions to shell

shape and fan size for fan unit #3.

J AH APPEAR TO BE AS.::: I NG FDR A NO COST CHANGE. IS TH I S SO?

08004 8/4/82 - CFR requests motor starter information from

TRE. Need data for HWL electrical engineering department.

WHY COULDN'T HWL GET THIS INFORMATION FROM THE

ARCHITECT/ENGINEER?

08005 8/4/82 - FRS writes CTS that structural steel

delivered to the job damaged on 7/30/82 has been refabbed
and. will be shipped on 9/4/82. Instructions for return of
damaged steel to follow.

08006 8/5/82 - RGH gives CTS instructions to release paint

colors for purchase ot materials.

WERE THE COLOR AND FINISH SCHEDULES RELEASED BY THE OWNER

AND THE ARCHITECT PREVIOUSLY? IF NOT, WHY?

08007 8/6/82 - HTL writes CTS requesting check of safety

requirements for the paint spray system. Checked these
earlier but are concerned about possible violations in the
proprietary equipment being used.

WAS THIS PART OF CTS CONTRACT REQUIREMENTS? WHAT WAS THE

RESULT OF THE CHECK?

08008 8/9/82 - CTS requests HWL expedite shop drawing

approvals. Presently taking an average of 24 working days
from leaving CTS office to receipt back. Had agreed on 16
working days in June 1982.

HOW WERE THE SUBMITTALS TO BE DELIVERED AND PICKED UP BY

CTS?

pjt his, d156

H/o 218

 Ralph J. Stephenson PE PC
Consulting Engineer

The Case of the Changing Library

A study in the analysis of construction documentation

You work for Joe Gather, the Director of Physical Plant at West Fork University, a
state college in Maine. Currently you are acting as the owner's project manager on a
$4 million library addition for the school. It is late March, and the project is to be
completed by early July, next year. Construction is proceeding under a traditional
project delivery system.

The first three months of the job have gone well. Mobilization and site layout
proceeded as scheduled, mass excavation is substantially complete, and all spread
footings are installed. Basement wall construction is now moving into full
production.

Over the past 3 weeks there have been some concerns on the part of the architect, the
engineer and the general contractor about possible. changes to the project. A new
director of library services, Larry Insotel, recently joined the staff and is mildly
criticizing the design, privately to you, and by inference in the weekly construction
meetings. It is your intent to have these meetings weekly until the substructure is
complete and then to conduct them every 2 weeks up to the pOint when the building
is closed to weather. ~
Mr. Insotel has a moderate knowledge of building design and construction but has
never participated in a major facility expansion. He is conscientious about his
responsibilities, and seems to respond well to predictable demands made on his time.
He reports directly to the Vice President of Administrative Services, the same vice
president to whom Joe Gather reports.

You realize that you will soon have to do something about the matter of change
implications and rumors, since field work is showing signs of slowing. Nobody on
the project apparently wants to go through the trouble and potential expense of
unneeded revisions, cost fishing expeditions, bulletins, change orders and long
arguments about how to collect for the extra money and time that might be
involved.

As the owner's project manager and design and construction representative on the
job answer the following questions

1 h0304 Feb 1989

 Ralph J. Stephenson PE PC
Consulting Engineer

1. Specifically, what are the potential problems in this situation?

2. What steps would you take now to help resolve any current or potential problems
you have identified in question 1 above?

3. What indications are there that any of the problems might be cleared by the use of
appropriate documentation.

4. What documentation would you design to permanently (for the full length of the
project), or temporarily (tailored specifically to a temporary problem) help restore full
and confident job implementation in the field?

5. Write a mission statement for the documentation system you are considering.

6. Prepare a layout and description of one of the documents you would tailor to the
current project situation.

2 ho304 Feb 1989

c.. c.'
 4
PHOTO FILE BY RECORD # - DATE PRINTED: PAGE 1

REMAR"::S 1
F'-"1ARKS 2
EL DEseR
LuCATION
REC# ROL# P# DTE YR CAM FLM SF'D JOB # F TY

SIDEWALK ~ ROAD INTO HOTEL AT TRAVERSE BAY RESORT

TRAVERSE RESORT DRIVEWAY

TRAVERSE CITY, MICH
53 0024 00 0904 84 XA PCO

TRAVERSE BAY RESORT DESIGN CONFERENCE. WAYNE BRYAN, ED SIEGEL, CARMINE

Sc JERRY SHEA DISCUSS A POINT WITH A BEAUTIFUL BACKGROUND
WAYNE,ED,CARMINE,JERRY MEET
TRAVERSE CITY, MICH
54 0024 01 0904 84 XA ASA 100 84037 PCO

CONDOMINIUMS AT TRAVERSE BAY RESORT FROM DEVELOPMENT OFFICE

BALCONY
TRAVERSE RESORT CONDOMINIUMS
TRAVERSE CITY, MICH
55 0024 02 0904 84 XA ASA 100 84037 PCO

CONCRETE COLUMN CAF'ITAL IN t:::LING OFFICE SEMINAR ROOM. TAKEN AT F'ROJECT

MANAGEMENT SEMINAR
V' ING SEMINAR ROOM COL
LADELPHIA, PENN
.... 0907 84 XA
56 0024 O""!' ASA 100 84034 F'CO

PHIL BENNETT ENJOYING MOMENT OF RELAXATION AT KLING PROJECT MANAGEMENT

SEMINAR
PHIL BENNET AT KLING SEMINAR
PHILADELPHIA, PENN
57 0024 02 0907 84 XA F'CO

BOB 3( BETTY INSF'ECT BASEMENT OF FARM HOUSE BEING TOURED BY BOB to( BETH

BOB ~ BETTY IN HOUSE BSMT

NEAR SALINE, MICH
58 0024 05 (1909 84 XA ASA 100 P PCO

DEMOLISHED AND REMOVED ROOF SLABS FROM WATER PLANT FLOCULATION TANK
ROOFS
WATER PLANT PRECAST DECKS
FLINT, MICH
59 0024 06 0911 84 XA ASA 100 84026 PCO

CRANE REMOVING ROOF PLANK FROM FLOCULATION TANKS AT WATER PLANT

REMOVING PC AT WATER PLANT

FI.INT, MICH
60 0024 07 0911 84 XA ASA 100 84026 pca

H/o 242

 CURRENT TO DO LIST - 0124 - PRINTED: PAGE 1

PR S TIME WHAT TO 00 DATE REC#

---------------------------------------- -----
10 a .70 UPDATE MCAULEY DATA SHEETS 41117 9

10 a 4.00 ASSEMBLE WEX HO ~ SEND BY 1/15/84 (1/4) 41217 14

10 a .30 CALL BOB VAN PEEREN FOR MEETING DATE 50103 46

10 a .40 CHECK RATE TABULATION 50104 58

10 a .50 UPDATE JOB LIST 50107 66

II) a .80 COMPLE-rE REVIEW OF GTRV B 50110 84

10 a .20 GET SEPIAS OF NORTHVILLE C FOR 1/11/84 50110 76

-------------------------------------------------------------------
6.90

09 a 2.00 SET FLINT WATER FORMAT ~ RUN 5 ANALYSES 41110 24

09 0 1.00 START TRANSCRIBING CHINA TAPE 41222 10

09 a 1.00 INPUT REDUCED WORK LOAD TO 00 ITEMS 41231 12

09 a .50 UPDATE ICM TO DO LIST 50103 43

09 a .41) DICTATE U OF M DOW MONITORING REPORT 50103 49

1)9 a .40 UPDATE DRAFTING LIST 50103 41

09 a .40 PREPARE 854 WKG DAY CALENDAR 50107 71

09 a .20 MAIL OUT GTRV CONTRACT B NETWORK SOlie) 85

1)9 0 .30 SET DATE TO MEET WITH DICK DILAURA 50110 75

-------------------------------------------------------------------
6.2(1 **+9

08 0 .70 SET UP FOLDER FOR ESD CLAIM TALK 41231 19

08 a .20 TALK TO CURT H RE NEW ICM RATE 50103 44

08 0 .20 REAO LETTER FROM TEDD CASE 50103 42

08 0 .20 HAVE SHARON PREPARE 854 CALENDAR 50104 -61

08 a .30 CHECK DATING OF VICTORIA 50110 79

08 0 .30 CHECK RESIDENTIAL NETWORK 50110 78

08 a 1.50 START REVIEW OF MERCY CLAIM DOCUMENTS 50110 81

-------------------------------------------------------------------
3.40 *+*7

07 a .20 START GAIL YOUNG ON UPDATING PHONE BOOK 41228 35

07 o 1.50 RUN NEW 85-86-87-88 WI<:G DAY CALENDAR 41231 22

07 o .40 START BETH ON UPDATING ADDRESS LIST 50107 67

07 o .2Q THANK CARMINE FOR SMALL SECTIONS OF GTRV 50110 77

07 a 1.00 CHECK FLINT DECISION TREE 50110 82

07 a 1.0(1 GO OVER MC AULEY UPDATE WITH JESSICA 50110 83

4.30

06 a .30 CHECK WITH O.P. RE NEXT DESIRED MTG 41217 25

e)6 0 .30 CALL BOB WILSON RE JOB FOR JAN M 41222 26

06 0 .30 CALL MR. KRAUSE RE MEETING ON MGMT STUDY 41231 29

06 a .30 SET LUNCH WITH MARIO FERNANDEZ 412:31 28

06 0 1.00 START OUTLINING MSPE LIT TALK 1/29/85 50104 57

06 0 .30 SEND TIM GE BaTT THI AWARD DECISION 50110 BO

06 0 .30 HAVE GTRV B DRAFTED 50110 B6
(16 0 .20 SET NEXT DATE WITH DICK SLY ON PKG OK 50110 74
06 0 .20 CALL BOB STRAND FOR MTS 491 6600 50110 73

3.20

05 a .10 CALL CURT HACIAS FOR DATE FOR LUNCH 41122 30

05 0 .10 SET LUNCH WITH JOHN WIELAND 41213 31

H/o 24;
12/10/93 To do list - Mary Glenn 12/10/93

P rl Date Activity Phone # Type w

1 100 2114190 Write letter on preparing documentation to Ib, at & bf wrt m

2 98 2114/90 Get info on CSI/UCI oodes from AGC or AlA and their history for efa class tac b

3 98 12n190 Write or call Joe K & thank for procurement booklet phn m

4 95 4117/90 Have new business photo taken tac m

5 93 11127190 Write essay on information services ho m

6 91 8129190 Write essay about ON A SCALE OF 1 TO 10 wrt m

7 90 11127/89 Complete prepare Bommouthe Company project manager check list tac m
8 90 5/9/90 Add legal abbreviations to list of abbreviations tac j

9 86 2118190 Write procedures for converting MacProject to Micro File tac m

10 85 2114/90 Write Stanton thank you for close out info wrt m
11 83 2118/90 Bring courthouse construction notes up to date· see a:nls0211 epsen file tac m
12 80 2128190 Prepare ho re management principles for const proj mgrs & superintendents top m

13 80 11121/90 Complete adding client abbreviations to master job list tac m

14 70 12/6/90 Review management balance profile for management time & cost edc m
15 69 2128190 Prepare cash flow on resource allocation for handout ho m
16 64 12n190 Get monitoring networks from Ben J tac m
17 63 7/12190 Set meeting with Bob Franchot to see presentation 612464 6710 mtg m
18 62 1123190 Respond to Mark's letter re possible law subjects from Curt's friend rea m
19 60 6128/90 Set breakfast with Jack C. 2125148272 mtg m
20 57 11127190 Write up planning, scheduling and monitoring procedures for Telequarry 2582156 wrt m
21 53 1111/90 Prepare superstruct network model for Drucker case study· h0258 ho m

22 51 11121190 Have lunch or breakfast with Ollie S. 9563420 mtg d

23 50 2119/90 Assemble & return TL's educational material 6142969467 tac m

24 50 3114190 Send for Canadian Building Theurus • see Phil 8's book for reference data tac m

25 48 2114190 Send Paul T. material on organizational relations tac m

26 42 2122190 Get book or books by W. Edward Demming· recommended by Carl B. tac m
27 35 11121190 Print out networks for teams A, C & E run d

28 25 12/6/90 Get handout made of systems drawing prepared by Frank Tobias ho m

To do list - in descending priority sequence ho 295 - Dec, 90

~. c:: c:.
 RALPH J . STlIlPHENSON. P. E.
OON8uvrXNG ENGDOI:BR

Claim Prone Job Characteristics

During the profiling, proposing and negotiating period, it is often

possible to gain a good insight into the expected nature of a job if
one is fortunate (or unfortunate) enough to be the successful pro­
poser. The problem job is becoming increasingly serious in our
business and professional lives and it should be identified earlyo
The problem job generally results in increased costs during the
construction period and quite often requires arbitration or litiga­
tion to achieve resolution of costs and damages ..

Thus, it is good policy for the perceptive owner, architect/engineer

and contractor to become familiar with those characteristics that
early identify a job as having potential for being a trouble project.

This list of characteristics is by no means complete, nor is it

meant to imply that a job having these features will necessarily
be claim prone. It is, on the other hand, an honest effort to state
certain unique job features that have been identified in projects
that have ended up in litigation or arbitration. The list is at random
with no attempt to classify or characterize the features.

Claim prone job characteristics may include:

a. A wide spread in proposal prices.

b. Issuance of a large number of pre-bid addenda and instructions.

c. For subcontractors, a poor general contractor reputation if

the project is being built by one prime.

d. For projects with separate primes, poor other priIne

contractor reputations o

e. More than four to six prime contractors involved(applicable

on riormal building work only}.

f. Poor reputation of architect/engineer preparing contract

documents.

g. Excessive how-to-do-it emphasis in contract drawings and

specifications.

(,. C. 7
Page 1 of 2 H/O 125
10/76
 RALPH J. STmPHl!lNSON. P. E.
Claim Prone Job Characteristics OOJfIl'OUrUlG JIlJfGOIlIIlIIB

(continued)

h. Non-liable party involvement in responsible positions.

i. e. non-liable construction manager.

i. Large numbers of allowance items.

j. Zero (or excessively small) tolerance specifications.

k. Poorly defined authority and responsibility patterns in the

offices of the architect/engineer, the owner, the general
contractor or other prime contractors.

1. Inexperienced specialty contractors.

m. Exces sive number of pre-selected suppliers for key material

and eq uipment.

n. Large dollar amount or numbers of owner purchased equipment..

o. Location in strike prone areas.

p. Location in jurisdictionally sensitive areas.

q. Heavy use specified for untried products and equipment.

r. Non-liable party involvement in establishing delivery commit­

ments, i.e. construction manager, architect/engineer. owner
repre sentative.

s. Involvement of politically accountable owners, architect/

engineers or other contractors.

t. Multi responsibility payment structures.

u. Excessively long time periods to award contracts after a

. proposal.

(Note: This often occurs in public work where many

non-project approvals and agencies are involved.)

v. Poor owner reputation..

Page 2 of 2 H/O 125

., r. /,.,1'
 Ralph]. Stephenson PE PC
Consulting Engineer

COMMON CAUSES OF CONTESTED CLAIMS

Contested construction claims have increased over the past few years and now must be recognized as a
serious road block to proper and profitable construction procedures.

The reasons for the increase in contested claims are many and must be understood in the sense that our
society has become somewhat legalistic. That is to say, the recourse to legal resolution, as opposed to
interpersonal, technical, or administrative resolution of problems has become a common fortunately
shows some signs of diminishing as costs and time involvement in legal matters have increased
astronomically.

However, there are claims, there always have been claims, and there will probably always will be
contested claims. Those in construction should however, thoroughly understand the structure of the
contested claim.

Specifically, contested claims lead to resolution by an administrative settlement, litigation,

arbitration, or mediation. There are some common causes of conflict and it is these that stimulate the
parties to go to a formal settlement by outsiders. It is important for those in construction to understand
how to avoid the mistakes that cause wasteful contested claims.

Several years ago a firm specializing in construction claims and their settlements studied some of the
most common causes of disputes. Of two hundred occurrence of contested claims the following percentages
were found.

1. Directed Change - 48%

A legitimate change within the contract scope for which the owner must pay.

Examples

- Owner changes the door color after the door is painted.

- Owner revises size of electrical room door opening

Advice

- Required extensions of time should be stated in writing.

- Costs for extended general conditions should be agreed upon early.

- The client or owner is obligated to pay for the change, if there is a charge.

- Payment for the work should be explicitly agreed upon before starting.

2.Consauctivechange-42%

An owner's action or inaction that has the same effect as a written order.

Examples

- Shop drawing corrections, showing additional work not covered in contract documents.

- Owner's representative tells a superintendent to relocate a wall with no payment intended.

Advice

- Don't assume changes will be free. Find out if there is a cost.

ho 228 November] 998

 Ralph J. Stephenson PE PC
Consulting Engineer

- Don't enrich contract docwnents.

- Don't enrich shop drawings.

- Make certain the scope and costs of additional work is clearly understood.

3. Defective or deficient contract documents - 41%

Contract documents which do not adequately portray the true contract scope.

Examples

- A retaining wall shown dotted on the contract documents and expected by the architect/engineer and

the owner to be built as part of the contract.

- Dimensional errors that cannot be resolved by verbal clarification.

- Contract documents that expect performance by default. For instance, specifying a miscellaneous iron

ladder but not showing it on the drawings.

Adyice

• Expect to pay your architect and engineer for good quality assurance in the production of contract

documents.

· Select your design team on the basis of performance not cost.

· Clearly define design and construction delivery methods to be used.

- Don't expect your contractor to design the job unless it is a design/build project.

· Don't make unrecorded corrections to contract documents.

4. Delays - 41%

A delay situation beyond the control and not the fault of the contractor.

Examples
• Rock encountered that delays the job but was not shown on the contract documents.

Adyice

· Be as thorough as possible in defining physical conditions of the site upon which the facility is to be

constructed.

- Specify weather standards when it is necessary to clarify time extensions that might be caused by

inclement weather.

· Determine delay costs quickly and eliminate them as soon as possible.

- Don't stop field work without proper authority and a very good reason.

5. Constructive acceleration - 35%

More work with no time extensions, or the same work and a shorter time period in which to do it.

Examples

· Owner refuses to grant time extension for work that will take longer to perform.

- Owner makes unauthorized use of critical path time without extension.

· Owner makes use of float time with the expectation that the contractor will not request or require a

ho 228 November 1998

t.7o
 RalphJ. Stephenson PE PC
Consulting Engineer

time extension.

Adyice

- Never assume the contractor will do extra work within the contract time.

- Work out an early agreement on the use of float time in the network model.

- Never assume a field order is a no cost, no time extension change.

6. Maladministration - 35%

Owner interference with the contractor's right to enjoy least cost performance.

Examples

- Owner directs contractor to provide a certain space in a facility early without such early turn over

having been specified in contract documents.

- Owner directs contractor to start work on an encumbered site.

- Architect/engineer unresponsive to legitimate requests for information.

Adyice

- Always allow the contractor to select construction methods and means.

- Make certain the site is fully available to the contractor before the job begins.

- Process submittals promptly.

- Oearly define the time frame and the sequence by which submittals are to be processed, and do it

early in the job.

Z Differin& site conditions - 31%

The actual site differs from that represented on the contract documents, or deviates from ordinary or

normal expectations of such a site in that area.

Examples

- Artesian water encountered in sand seam outside of where soil borings were taken.

- Existing basements encountered but not indicated on contract documents.

- Restrictive easements or assessments on the property not made known to the contractor before contract

execution.

Adyice

- Expect to pay for and get a good site survey

- Make certain soil borings are adequate to show any unusual conditions.

- Locate and define all easements.

- Check the site history for unusual or restricted conditions.

- Take photos of any unusual conditions encountered.

8. Impossibility of performance - 18%

A situation where it is impossible to carry out the contract work.

ho 228 November 1998

 Ralph]. Stephenson PE PC
Consulting Engineer

Examples

- Expecting a contractor to work on an encumbered site.

- Owner refuses to move interfering utilities he is supposed to relocate by contract.

- Specifying installation of above ceiling work that won't fit in the space provided.

Advice

- Expect the design team to check their work thoroughly for interferences.

- Accept your legitimate design and administrative duties and responsibilities and take care of them.

- Resolve dimensional difference early.

- Do your homework to presolve expected problems and interferences.

9. Superior knowled&e • 18%

Withholding data or information during the pre contract period, that affects construction on matters of
importance.

Examples
- On a steel erection contract not telling the bidders that the steel had been refabricated from a previous
pb.
- Failing to tell bidders that there is a cost cap on the first two months costs
- Not telling bidders that there is a high pressure gas line through the site that must be accommodated
during construction.

AdVice

- Be certain all bidders know as much as they must know to propose properly.

- Be certain demolition contract documents specify all work to be done.

- Locate, to the best of your ability, all site obstructions before bidding.

- Don't expect the contractor or the architect and engineer to read your mind.

10. Termination· 7%

Dismissal from the project for convenience or default.

Examples

- The section of the project is no longer needed and is removed from the contract

- The contractor is behind schedule.

.- The contractor's performance is unsatisfactory.

- The owner doesn't like the way the superintendent talks back to him.

- The contractor doesn't manage submittals promptly and accurately.

Advice

- Be certain the cause for dismissal is legitimate and well defined.

- Don't dismiss for minor reasons. Dismissal is serious business.

- If dismiSSing, be certain proper notice is given.

- Insure the contract documents give you the right to dismiss.

ho 228 November 1998

 Ralph J. Stephenson, P. E., P. C.
Consulting Engineer

Risk - its nature & managment in the construction profession - ho 440

I. Definitions
A. Conflict

A state of disagreement and disharmony.

B. Destructive conflict
Animosity or disagreement which results in lowering the potential for an individual or
organization to succeed.
e. Positive conflict
Hostility that is managed so its resolution raises the potential for well intentioned individuals
or organizations to succeed at being excellent.
D. Responsibility
The assignment, spoken or understood, that a person in an organization has as their part in
maintaining the organization's health and vitality.
E. Risk
Any exposure to the possibility of harm, danger, loss or damage to people, property, or other
interest. To expose to a chance of loss or damage.
II. Why are disputes often not resolved promptly and fairly.
A. Differences in goals and objectives of parties to the project.
B. Greed.
e. Improper assignment of risk.
III. Some actions entailing risk in the planning, design, and construction profession.
A. Approval processes.
B. Being a good neighbor.
e. Closing out a project.
D. Communicating with others.
E. Maintaining constructibility of a project.
F. Maintaining construction document quality.
G. Managing cost growth.
H. Maintaining a good work site.
I. Keeping job morale & attitudes healthy.
J. Managing and resolving legal matters.
K. Paper and administrative work.
L. Payments.
M. Planning and scheduling the work.
N. Setting and maintaining polides and procedures.
O. Processing revisions.
P. Material and equipment procurement.
Q. Maintaining integrity of the design and engineering program.
R. Establishing a profitable cost structure.
S. Managing quality.
T. Processing submittals.
U. Controlling time growth.
IV. How to recognize risk on a project (adapted from Mr. Papageorge, R. A.'s comments on risk)
A. Identify as many potential threats to project success as early as possible.
B. Identify where problems will be caused by taking risks to help assure project success.
e. Evaluate and analyze the project team's ability to take the risks identified.
D. Evaluate and analyze the project team member's abilities to take the needed risks.

date printed: November 30, 1998

 RalphJ. Stephenson, P. £., P. C.
Consulting Engineer

E. Identify the impact of legal contractual obligations on the risks being considered.
F. Evaluate and analyze existing project conditions and the restraints they exert on the project.
G. Establish and implement a systematic procedure for identifying and adjusting risk to acceptable
levels to assure a high probability of project success.
V. Helpful hints to effectively manage risk in construction
A. Start the job at the right time.
B. Profile the job before committing resources.
C. Always remember - good management is risk control.
D. Don't lose your personal intellectual grasp of risk on your job.
E. To manage risk correctly, read the documents.
F. Evaluate the quality of the total contract documents.
G. Be certain to obtain and read all pertinent contract documents.
H. Match your price to the project delivery system being used.
I. Avoid being made a limited agent on a hard money job.
J. Avoid over-the-wall management.
K. Keep abreast and aware of current industry trends, particularly organizational patterns.
L. Be aware of your client's must, want, and wish list, and respect them.
M. Understand and account for other project participant's profit needs and desires.
N. Don't hesitate to scrub your proposal if the risk is excessive relative to the rewards.

date printed: November 30, 1998

wex project management 2001 seminar Ralph J. Stephenson, P. E.
Consulting Engineer

• SECTION 7 - MONITORING, MEASURING AND CONTROLLING THE PROJECT

07.01 Management by exception graphics

07.02 Identify vital targets
07.03 & 07.04 Oarion penthouse monitored network
07.05 & 07.06 Control system techniques
07.07 Color coding
07.08 Monitoring #1
07.09 to 07.19 Computer run - Highland & Moran
07.20 & 07.21 Monitoring report #1
07.22 Moni toring #2

date printed: December 6, 2000

 RALPH J. STlllPJlmNBON. P.E.
OOIf.uvr~G lIDrGnrwa••

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H/o 150 '3/77
 Ralph J. Stephenson PE PC
Consulting Engineer

IDENTIFY VITAL TARGETS

Which inputs and outputs most affect the results, the conditions and the
performance the manager wishes to achieve? In considering these questions the
following should be kept in mind.

A. Rarely is more than one problem out of four worth other than a manager's
fleeting glance.

B. The good manager must quickly identify where his efforts are going to do the
most good.

C. The effective manager must understand Pareto's law· the principle of the vital
few and the trivial many.

D. In general, fewer than one third of the people a manager supervises require more ....i
than two thirds of his time. ...",

E. Managerial missteps resulting from not understanding the vital target concept
include:
1. Following prejudices
2. Sticking with pat systems
3. Doing what is easiest
4. Playing hunches

F. How to pick the vital few

1. Prepare and use to do lists
2. Set priorities
3. Use a rating system
4. Identify the critical tasks in a plan of action

G. Moving from a situational view (macro) to the vital few (micro)

H. What to do with the trivial many

1. Delegate
2. Defer (How long?)

ho 233 December, 93
 ( ( (

1$ 100 7 10
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7/27 7130 8t7 8121

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ELECT PANELS .. - Adlvily esIimaIed
FEEDERS-S duration in elapsed
wortOng days
11/6 .l1l1J.
laIalllart laIa finish

ACTIVITY DATA KEY

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i le..INSTALlAU. I
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Nole: Shadilg 01 activity Indica1es
• is 100% complete

%COMPI.ElE EST. DURATION IN 'M(G DYS

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WATEFI'A'G TO
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1-._ _ _ _
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Project Statue •• of November 5

......, • July 7
..... ., - _ _ '111 NETWORK MODEL FOR
332 111' mlr phi 1111h1ph1
dltllt lat
CLARION OFFICE BUILDING
PENTHOUSE MECHANICAL
EQUIPMENT ROOM 11
flew""' Act!ylty Nymbm
041 046 luther Mechanical Contractors
042 047 Washington, D.C.
043 048

044 049

045 050

sheet
ph-1

l l l
 RALPH J. STIIlPHJ!:NSON. P. E.
OO:wetn.TIJlG Jil:JrGIJIB..:a

OONTROL SYSTEM TBOHNIQUBS

Oolor Coding

Oolor coding is Used to qualitatively evaluate project status. The

status indicator colors described below are drawn on the solid task
arrows, with the end of the color line shown at the approximate per­
centage of the task complete. The color line end is dated with the
current calendar date.

Green

Task on time currently not past early finish (BF) date.

Orange

Task on time currently past early finish (BE) date.

-Blue

Task behind currently not past late finish (LF) date.

Yellow

Task behind currently past late finish (Ll) date.

Note that the evaluation is made on the basis of the current date.
Ohanges in color are significant, indicating a deteriorating or
improving sequence of work depending upon the progression. Color
coding is primarily used to locate undesirable trends in work
progress and to show job history.

Description of Various Listings

The computer output is issued in five (S) major listings - by

ascending order of node numbers (node sequence), by ascending
order of early star t da tes (BS sequence), by ascending order of
late start dates (LS sequence). by ascending order of late finish
dates (LF sequence). and by ascending order of available float
time (17 sequence).

Node Sequence

The node sequence is arranged in ascending order, first by

i node number. then by j node number, where i node numbers
are the same. This is the master list from whiCh all revisions
are made. It is also the listing used when referring from
the arrow diagram into the oomputer printout for information.

Page 1 H/o 61
 RALPH J. STEPHlIlNSON. P. E.
Oo_uvrIWG JilNGIJOIImR

CONTROL SYSTEM TECHNIQUES

(Page 2)

Node Sequence (continued)

All dummy arrows are shown in this listing since subsequent

changes to the network (updating) must be shown on the node
sequence list to revise the computer input.

Ear 11 Star t (ES) Seq uence

The early start sequence lists all tasks in ascending order

of their earliest possible starting dates. The ES listing
is used most often by field management as a check list.

La te Star t (LS) Seq uence

The LS sequence lists tasks in ascending order of their

latest allowable starting dates. This is a monitoring
document and is used by first drawing a line under the
current date in the LS column, and next evaluating tasks
that have not started and are above that line. These tasks
will be those that have not met their latest allowable
starting dates.

As a suggestion, all tasks that are in-work can be indicated

as such by circling their late start date. When tasks are
complete, a check mark can be placed in front of their late
start dates or the task can be crossed off. Thus, a quick
inspection will show which tasks above the current date have
not yet started or been completed.

Late Finish (LF) Sequence

The Lr sequence lists all tasks in ascending order of their

latest allowable finish dates. This l~ is used the same as
the late start list but by applying the procedure to the late
finish column.

Total Float (TT) Sequence

The TT list shows all tasks arran8Bd in ascending order of the

amount of float time available to the task. Those tasks indicated
by a CP in the total float column are critical.

This list gives a good picture of (1) the relative criticalness

of all tasks, and (2) what tasks become critical as a project
begins to lag behind late finish dates. For instaace, if a
project has lost. five (5) working days and it is still essential
to maintain current anticipated end dates, then all tasks yet
to be done and having float time to and including five, are
now critical.

Page 2 H/O 63
 llALPB J. STlDPHIUNSON. 'P. Eo
Oo~.G "or...1IIft

. I 2. 3 -'I S (,

1:s7AS,i( c.UIe~£N1LY y
PAST eF 'OATE !
N IV Y Y

I:s TA:SK. Gl.I~4:IVT.t. Y N N N N Y

PAsr J.F ~ Ie. ~

WZLL TA:l1< MAI<I! -

t.F DATe?
Y N Y N

a:::"..o.l( c:::.oDe. c::r~££N )(

~O.l.O,( (;.OD£. ~1VtS Eo X'

~LO;( e.oD£
....
/!U.U£
--~ ~
x X,

1a'.LO< t:DD4 YELLOW _x

Color coeU.ng 1.• used to qualltatlvely evaluate project status. The
stat.... indlcator colors descrlbed below are drawn on the 8011d task
arrows. wlth the end ot the color 11ne shown at the appro:a:l-.te
percenta.. ot the task cOlllple te. Tbe color 11ne end ls cia ted w1 th
the current calendar date.
Green
Task on t1. . currently not past early tlnish (BI') date.
Orang
Task on tl_

'81"1
- currently past early finlsh (U) date.

Ta'sk behind - ourrently not pas t la te flnlsh (Ll') da te.

Yellow
Task behind - ourrently past late tlnls.h (L1') date.

Hote tb.a t the evalue t10n ls _de on the basl, ot the current da te.
Chan. .s ln color are slplflcant. lndlcatlng a d.terloratlng or·
19proTlng s.quence ot work 4ependlna ~on the prosres.lon. Color
coding 1. prl. .rl1y us.d to looate unde.lrabl. trends ln work
progre.s and to .how job hls tory.
7.07
H/O 91
 RALPH J. STEPBlIlNSON. P.E.
OOJll'I!I'C'V1'Dl'G l!ll!II'GIH'JCER

Monitaring #1

Project Status as of morning of Sept. 24 (working day 188)

Was completed
Task Color Code Status evening of Will be completed

101 - 107 Camp. Sept. 15

102 - 108 Camp. Sept. 23

103 - 109 Camp. Sept. 15

104 - 110 Camp. Sept. 13
105 - 111 90% camp. in 6 working days

106 - 112 Camp. Sept. 22

107 - 114 Camp. Sept. 22
108 - 115 50% camp. in 4 working days

109 - 116 50% camp. in 2 working days

110 - 117 80% camp. in 2 working days

112 - 119 10% camp. in 4 working days

133 - 139 50% camp. in 4 working days

134 - 140 Camp. Sept. 21

135 - 151 Camp. Sept. 17

2 - 3 Camp. Sept. 1
2 - 4 Camp. Sept. 7

2 - 5 Camp. Sept. 9

2 - 6 80% camp. in 5 working days

H/o 129 10/76

 ... _..---_._--- .--'- .. -~.- -.~... - ----------------­
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Page 1 of 11
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109 1~4 O. o. O. '. 9136 10196 9106 101b6 26

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9~ri6" lo'Ob'~"
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3 S 1 P ER STUDS FOR DRY WALL

..... 11B 121
fl. 9··-izo .... 0---0- -.- -·-6...---- 9296 10146 10016 101S6
-.. .. -- -------.. -.--.. "--'--'--'--"'-9"i76- 11
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126 127 3 3 1 C INS IN WLL MECH/~LcC WK 1440 100B6 10276 1012.6 10296 13
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127 163 0 0 0 10136 11026 10126 11~16 14
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128 129 5 S 1 COMP HANG DRY WALL 11016 11016 110~6 11056 0
129 -'-i 30 -"'0 - ... -6-- .- '-'0'-' .-. ----....... --.-.- .-.- - --.----- -i·"ftfs6· TI0Sb -"fj:0~6'--nO-~

129 1(-'6 0 0 0 11086 1101;;6 110:.)6 1.1056 (,)

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130 1~1 4 1 1 INS FIN TUBE PIPING 960 110U6 110D6 11116 .1.1116 0
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31 170 0
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Page 2 of 11 H/O 143

 . _ - - - - - ----_._-­
----- - - - - - - - - - ---LOC" -.-- -------. - ..- - - - -----COST---"NODE:-· SE~UENCE ---­
._ .... ... 1. J._.__DA'(~...R..s.P.__ ~.D__ AND DJ~,sC(UPTlC>tL_ .. _ ._. __ .___ .__ .E/~ _.. _LtS_ _Etf ___~tL. __ IE.. __....._
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___
151 1,7 Z 1 2 C INS HTG&CLI;~ Cll:,; 480 9176 10296 9~Ob HOlt.
PPG H: 3iJ
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l~Z 159 3 3 2 C INS RUFF ELEC CNDTLFORS 9206 10a6b 92~b 11016 2b
__ .1.53 ).. 5JL _.!'. : ..'.i _i... £:.~. It.jLMSNm/... p(;RlN~ ___ ._...._______ .lOO.l.4> 1.Q24:.(L10~bQ_.l....O'-H.I_.... l~ _____
1~4 160 0 0 D 10016 11026 9306 11016 2~
___.1. ?LlF.-O.. 0 .... __ .CL.._._____.. D. .__ .._.._____. _. __ ._ .. _____.. ___ .. lO).2!J.l102_Q.__~.OJ.lb_U_41)..Q_ .__ 1> .____ .
1~6 lAO 0 0 D 9216 11026 9206 1101b 30
1~7 160 0 0 0 9216 11026 9~06 1101b 30
--. -g'a--'l(,i-'-"-'O -.-- --6--' '-0-'-- -.--.--.------.---- .-. ·-·----l"OO-"16---·1 o'zc('--rciLi6b'-f(.fi"l I~--- r~----
159 160 Q 0 D 11026 92~6 11016
9236 2&
160-163--' 0 - '-0'- --- '--'''0' .. ---.--. -.- ....--- .... --- -.---.-.-- -.. -- --1'011.('
110'20 YOl1'b--1To16-1'!J .--.
161 162 3. 5 2 P ER STUDS FOR DRY WALL 10076 10286 10116 11016 1~
---16'z-163- - 0 ---0'-- .. - -'0........ -.--.. - "------"-'-"- --- ---··-----1.0Ii6·110·i6 loT16-'T10lb ··..-1:;·----·

--t-~-~-. }:~---~:-·-i -~- ..·--~-{~S~1~D~"i.t9~-t:~·~~·E-t~E-~·wirf9~fo__t_~g~ ti~-~i--}~ii: H-~~~----i}----

163 164 4 3 2 P INS IN WLL MECH/ELEC WK 19~0 1013b 1102b 10156 110~6 14
f64' f66- --6-' ------0· ..· ..·..·0 -. --.---.-..- --.- - -- --- -. -- ·----··-l.C)"196..·-iloa6--·101s6 -lTo~-6----1't'----'
164 167 JL. _.... 0 D 10196 11106 10186 llO% 16
-.. f65- ib 7 0 0---- -'-6- . --·--·-- ..-------·---·-·----loi"s(;-ln:06.. -101~6-11o·96---'-'n"---

166 168 6 ~ 2 P HANG DRY WALL 11086 11086 11156 11156 0

--i"6i-I6s--"4----i-- -2"-'-,'" fNS-rN"--WLL -~iECt:I/[I"Et-·~:rKT92016196-Tr"106-102-[b-..nl~o--..-n;--..-­
167 16B 4 3 2 C INS IN WLL MECH/ElEC WK 1920 10196 11106 10226 111~b 16
168 169---- 6'---5---2--- -C··H,\NG·-OR·y-WALC-·-··· .. ---. -. --·--n16()·lrr66-n.i3b·1.·li::;6----- '0--­
Ib9 170 COD 1124~ 1124b 11236 112~~ W
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--. 171 400
-·-0----·0----0 ..-------.--------- iJ
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Page 3 of 11 H/o 143

--NET'WORK "~10DEL'FOR'-NE-W-OFFI-C'E ~fAcr[ITY-'· "Hl-(;;i-;CANDAi,,-o"<MORAN----"--- "-'"'--"-'~"-""
. ~EI.'tH .• .IO~II~ .____ . _ __ __"'__ "'__"___ "_'__

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..__ eR.(),",_~~C!.. 11.0 .16~.lO .__ J·~_~~r;_.1:I9_ •. k _ PA.t.EQ._Al?fIJJ: ?'.!...J_9J_b_____________.______.
AALP~ J STEPHENSON_ ~_E .~_ .~ONSULrAN~._

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L.eC COST - ~ARLY- "Tt(T SC:-Q .._-- -- ---­
....._...1... J._ DAY.S.. _.p.~.f'__.. C.ILANLLt1ES'RIe.T_IOI'L__.__ _.. _____.______;!..S. ____ .~!§ ___;_LE_ -,.. ~f __ JJ:...___

._1.. ? lCl(. 0 TO START OF PRUJ~CT

T IR 1026 1070 5316 :;~J6 0
2 3' 6~l \ --0 - -1 -..- TlR-PO-UR oUT
1ST fL. ~OG-- ------ 6016"'---6'226 --'2316 ----~'n(, -- '1~ .
..?___I. 69 0 2 TIR TO POUR aUl 2ND \.lE.CK 6016 6106 9076 9.(.2t) 11
2 :i 56-0---R-----T IRTO C£R-- r-a~-"1TL. pr;CK"- .----.-- . fo016 -"-i~(ju'---8'2'Oo-Ioob,,-----'-:S4--
2 6 70 0 R T/R TO CLAY INSUL L ~FG 601~ 7166 90a6 10226 32
.-- ----f---·7-f6f------o-----1'7'R-Tcfc 'Ekf"M-&Ni~Y-t~I,-,L iii.fG-----'* --'('016-60H,-fo22-6'lcn6-----'o--'
IDI 107 6 6 1 P INS SPRINKLER PIPG 28HO 90S6 92b6 91i6 100~6 14
102 los-----o-..·-·-i.... l-----p 'l'Ns- Stf(-';'TcOC:n:nl NGS--1~tHI0--!j"ia6 - 92/j.t.---9116"'lo0£i~· --- i2'-­
103 109 S l i P INS DMSTC WTR PPG-'LG 720 90S6 10016 9106 10~~~ 11
104'''';1.10 ",; '-... -f--Y--pTNZ--i-iTG&CCNG PPG IN 'c-CG---96',f -9086--Uio,,'6'---9i36-lu'll 6' il.i
lO~ III 9 1 1 INS TO/R PLUMHG RISERS 2160 9C~~ 9236 9206 10050 11
.-. lC.I~ -11.2 -'- -4"---i--I---p---iNS--RLiF-"F'E'L};:C"CNDn,FOR'£---'--- ·--90S6·--"9·~Ob--9Ig6TCio:.,G·-16
la9 116 3 1 1 C INS DMSTC WTR PPG-CLG 720 9136 10146 91t6 10186 23
U.i.-i40 'j'-- ---T---2'" -'p-TN's 'OMST',--'~/Tf('PP6';"(U,-----'7io--'9b6'16'196 ---iiJ.S6-'*r(ill::' ". 26'"
.. g~g~ ~----t· - }"'~"'-!~~--~Z~~c~~~(t~~-l;~tr~~~ 120C·;i:~--~gi~;-:i·~: i·~it;~ ~~ .-...J

13~ 151 3 1 2 P INS Hl~~CLNG PPG IN CLG 720 9146 10196 9166 1921~ 25

---'1 ~'r'J!>'i! --4-----'-Z-p-lt-lS- RUrr-EL.EC'--CNDTt~DR:;----"- --9Tli6--T~n:B6--vr/6J.O.n6-·- '~4-

107 ll~ ~ 6 1 C INS SPRINKLER P1PG 2400 9166 10126 9226 101£b 18

- ".. 132-'1'3 (I ·---6·----- - 6 ... -}----1l-Tf~5 "~PlnN~L:EiCPlr'J NG· ..·-· -2lHHr-"'916'6--10'14o---9236-10216 -~u-
140 156 ~ 1 2 C INS DMSTC WTR PPG-tLG 720 9166 10~S6 9206 11016 30
Tsr HOI' ---~-- 1---2----r.--rNS-iii't'(LNu- ""P/:'lk ·Ct:G---4eo---9rt6J:O-Z96----l}'2()6--rl016-·-----;'1,1 '
108 11' B 2 1 C iNS SHT MTL DUCT&fl1NGS 4S00 9206 lQ076 9296 10186 13

.--13-3--1' l<;J--'-r---2---7-rr!"NS' 5Hl-'MTt-L)'Uc.: T-TT'r NG-S-ltb(f(i--~'2~-'lO'In:-___v29'b~:t)r--rs·-

1~2 l~9 3 3 2 C INS RUFF ELEC CNDTtrDRS 9206 10286 9226 11016 ~8
iu' I1S' . 6----·ji----l------ER-lNfMSN·RY P·ARH~.s - .. - ... -----9-,fb"l006C,-9is6·..l\,)1% ----il· .
136 153 6 1 2 lNS TOIR PL.MG RISEk5 1920 9~16 10126 9306 1021& 15
138i!>4 "5'-- - 6 --2 '---C INS SPRINKLER --PIP~----·-t40-0----92461u~66- . 9306 -1li..i16--" ';'-2­
116 121 3 5 1 P tR STUDS FOR DRY WALL 9296 10146 10016 10186 11
--- '1-;f9-''l~ !>' .. --8- --2-2--c-fN'S---&-trf--~1iC l'ii.Tt'r (. f'l TNGS-4'8 Ci o----~ n> '6-1'1.1'2]- c--- 1-0 11Q 11\.116-'1."S'­
153 15A 4 • 2 ER INT MSNRY PARTNS 10016 10226 10066 10276 l~

-----1"21·-174 ..,--. 3·-------,- T- ---C--EF( STOOS 'F-UR DRY -w'l.C[------·-----r0046---nrZ7.b---roo6'i,-rO ~66 . -1'4-'
In 123 4 1 1 r INS 1N \~LL foIECH/t:I.f· r. INK 1920 luC46 lOBo 111 ..)"f6 l022~ U
122-1(3 --4------3- i --'ii INS"--J;{~!I.L;"ECH/EU.;:,~WI'.r'if20 10Ci46-fcfl~ib--foo161n,6" 11
161 g;. 3 :. 2 P E.R STUD's FOR DRY \>IAt.L 10076 10266 1Cl16 HOLl> 15
1,6 ) 2 i .--';:-. -- f'---C - C' n,i61 N ~jLL M~cH-n:U: C -wiZ-- "I 4-?i\J' lOot!"--l.O~ ,,,-):(lli6-'l'o:C ~-t;--·r.::j'-
12£, H"f 3 :3 1 C INS IN WI.L. ME(;tlltLf.:.C WK 1440 10006 10276 10126 lOi% 13
162 ).()!:i·--4·· .. -.~.- 2 C-ER STUDS rOlf bRy \~ALC -.-.-- ---10126 i1C46--16r~b"llu<j6 i"'--­
163 )64 4 1 2 P INS IN WLL MECH/EL[C WK 1920 101i~ 110~b 101~6 110~6 14
16:~1Mt '4' -3 2 ---'P -IN!; IN l'ilL. M'ECti/tuc~iK--Hi20" rO).361io2vl01B6--11C;:;1i "1L;­
H,I 11'.1L: I.; 1 2 C INS Jr.; IJL.L. ~ECI1/EL[C W~ 1920 10196 llHl6 10226 111'6 16
107 '-1611"'lj --,.. 3--'2---C-Jf~S IN' WLL. ~1EC}i1EL?C- \iK"'f9~W"ioT~e;;iTiub-1022b'--Tl He, ---it;-­
125 1.2£' :; 5 ". ! ___ P_ ti~_NG I)H~_. !i~L.!::-_ __ _____ .1.02:'6 Jg.?~6._1Q2~.~ __~..9.i ____.0. ..

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Page 4 of 11 ~/2. H/o 14,

-.----....--- ---··_-··_'-1:0,-' -.- .-..-.------... ----.---- - -cosr---fARiY-S"tRT SEQ-·----­
~.. _ DA'y5___ RS~_CD. f:.ND DESCRU~IIOI'!. E/S .. _....~/~ __E!.!.. __ .~.'-F._ ..JX .
17.8 129 __ .~ __.._S _l___ .. C:O,·lI'tiANGD.RY. WALL..... ._ ... _.H016 _..l ~ Olt>_.l ~Qji6 ._!JP_.S~ ___. 0___
130 131 4 1 1 INS fIN TUBE PIPING 9~O 11086 110~6 11116 11116 0
166 168 6 5 2
P HANG DRY WALL 110e~ 11066 111~6 1115b 0
-. i::il401r-··U(-·-·-6-i---tii'R" -.--.-.- .-.---- -- _ ...-- '--'--fi"l~6' nii~·-Ilyti·6-Ti"366- ---- b-­
168 169 6 5 2 C Ht,NG DRY \';/-,1,1 111&6 11166 1123~ 112~& 0
1IO-li1 4 l··2- IN~ r-lN··TUb[ f'lPG---- . - - .. ··-966 U~46 J.l2461B06 ·i130~·----()-

--_ .. _--- -----.- -'-'--' --- --- ---.-----.---- ----- --------- -- ----------_..-------------. --_.­
"". ... .

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Page 5 of 11 H/o 143

--NETWORK MOOEC"FoR- NEwoPF"fcf"-FACI[ff't "1-1 i"G'PCANifANO-MORAN---- .-----.------ - - -_..
.. !(EJT, I•.. J QvUL. . ..... _ . _ . _ . __ . _._ .. .. ___ .. '._' _. ... ..._........_ •..._.. .
VI Cf {)~.I.!\ M..E<:W:N 1 C~.~ SpMPAHY

__ f.R.Q.J~5= T...~~ ...J.6:- ~.(l._.1. S?~[;.. n.o •. t ...gJ!!.f:!>...A.PH l.l._. 2.~!..)_9J.Q. __..__._ .... __ .___._ _.__ .. _.._._____.__..
.. .~~LPt!...:J_ SJfP'IiHlS.O.N.-''... E . _ . c..ot:i.SU~. T!\i:tl

" ..DATE!; ML,sl-lmm A..S. MQ1:iTlhD~Yt.VR ... ·Q~. jI~ :r.FT~9~._.H'i;::::ATES ('R1TICAL ITEM
toe cos').' LATE -STr{T"s"LQ"-- _..- . - -•. _ ...

__ •. __ L ._.J.__ DA.Y.S. RSP.3:.0_ .A~D .. DE SC;R ~ PJ H)~~.. __ ... ___ .. _....__....._ ~{~._. ~j ;';._._.J:! f __ .. _L!.f.__.__It..

.1 2.. 106... __ 0 .•._•..._.. T/H 10 START OF Pii.OJI:CT ... 192-"_ 102b !)3lt: !):U£> (;

2 7102 Q fiR lOc·E.Xf·,,\St~f;YbCJLiiIjG 6016 b016icfiz6-'10'7,:-:6"--'ij

.. __ ? .... 4 69 ... 0..._ .2..

1'IR TO POUR OUT 2ND G[C.~ 6016 616(, 9076 922{~ 11

2 3 6!> TIl{' pouR ·ClJt·l·[,l fL SOG" - -_·······6016 .. ··bait. "ii:nb --'92i"6 -"b'"
0 1
2 6 70 0 R TIR TO CLAY INSUL & RFG 6016 71~b 9066 10226 3~
'--'2-' -S-·· . 5'6'''-'·'0'' 're ·TlR·-'tO-·CE·t'f-Rf· MTC ott-I<. ....__• "'-"-cjCfio'-7 2o~·--trifui.:.·- nrCJb'L~'--' ';'-4' ..

105 111 9 1 1 INS TO/R PLUMSG RISERS 2160 veS6 92~6 9206 10056 11

'--;(o2-fos' ". _oil - . 2 .... f" .. P '1 NS sHt· MTC-OC H rY1i~Gs"" i,"coo-- '9006 924(;-' "iji7e.-- iC'I~(., '--')'2

101 107 6 6 1 PINS SPRJNKLER PIPG 2880 90e6 920b 9156 lOO~6 14

106 112' "4·"-" 3"-1'-'- p'INS 'RUFF fLEC CNDT(-f:DR'S-' ......···90S69~06··-- 91-36' '10016"- .. it; ..
103 109 3 1 1 PINS DMSTC wTR PPG-C~G 720 90~b lU016 9106 1U056 11
. "-ni4-ffo"'-"'i;' .. _-. C-'l" P-fNS- 'H,'G&cfI\GPPG-TN-','Ct---96C> '-'-96'~'~''i6066-' -9"13-6-io iii; _···20-····
11~ I1S 6 4 1 ER INT MSNRV PARTNS 9216 100bb 9~6b 1U)36 11

ios' '11 ~-. 's .... '-"2- "1-"- f'-f N5' s'~IT" M-TI. 6ucn~F1 tNG~ ·iteoo· . -9zci"l0076'-"92~'''loUlt;--'--ij .

13i 139 8 2 2 PINS SHT MTL DUCT FiT~6S ~800 9~06 10116 9290 1~20& 1~

107 li4 ·· .. -5-····6 .. TO< CINS sp'fflNKLER PIPG ... , 2ltOO '91(;" loil6'--9226"Iolb6 io'
-"'H~-i~}--'~-" '-i'-+--"~N"~N;6~'~§~~~EC\/i'k~Rt-f\-~!:~=-i-~~g--'~'~1t--i~i~: :}g~-·}g·H~--- ~.~-.. ..J

109 116 3 l I e INS DMSTC WIR PPG-CLG 720 9136 10146 9156 1016b 2~

-"'ii'2--1'i'9"" 3' " ., :i-'-l-'-'--c-fN~*"'r~uFF'-ELtC' Ci~l)Tl.~~t)·;<s··~ ---'ci146 ·i'o14·6~··'-9~lb·b···ri5i·~~6~· --22"-­

118 121 3 ,1 P fn STUUS FOR DRY WALL gl96 10146 10016 l~lbb 11
... - i:::2.· i is-..... 6' ._- '-6 . 2 P-J NSSF'R fNKL1R' pfp H;G 26110' '--9'ib6 i.o 14~ . 92 3l' '10, H; ...- ill'

137 1~2 4 3 2 P INS RUFF EL~C CNDT&FDRS 9146 10186 9176 10216 24

--12;? . '12:f '-i;--' - ·f-C---·p· ir~b-·lN-WCL MECHif.L·[ c"wi '-1 9icr-io(;}4t6' Ii.ff96 -'100" 6'--102 g"---l Y"

127 123 ~ 3 PINS IN WLL MECH/ELlC WK 1920 10046 loi96 10076 10226
1 11

lit. 140-'3-"--'"l"i-'-p' iN'S' DI-ISTC Wlf< Pl'G-<.Ct-·······,2ci "9f36 - n\r~t;·-- '9i-%--'102iiJ '2f)"

13~ 151 3 1 2 PINS HTG6CLNG PPG l~ 'LG720 914~ 10196 9166 102]~ 25

.. 139 lS!) "'fi" 2'-"2:- "c' INS sHl"MIL [)GCT&FllN('S Id:lOCi' 93'06 '10216 fo-n611bH, );:,

121 124 3 S 1 C ~R STUDS FOR URY WALL 10046 102~b 1006b lU,(.,G 1~

. --1&3 1"5~" "-4""--'- it --t· -E'R n.ft--f.,S~\jRY··PARf";~S· ._- .....- -'1cY616--io-Z2Q -'Hiof;"(;- 'fJ~f-j6' --Hi··..

i25 128 5 5 1 ~ HANG DRY WALL 10256 10256 lO~96 10~Y6 Q

___ i:~B f~'4 '5-'-' 6--i-"{ INS SPR 1 NklEf<"rlJ PC; 24(;0· iii·4t. i02b~""9j(j'b"'li()fb-'2i-
lU· 12', :-; 1 1 C lf~~ IN \~I I. MEUI/e:.LlC ,/K 1414(.\ lCJi..It'b 10276 10116 l02~6 1.3_
12 C· 11. f" --3'" . '3 -.. 1 ' . C 1~IS '1 II; ~iL.L··t-iE6·iI t::L. f C WK.' flt4 0" i 008 ::-102 7t. -):6 i.2 C;. 10;; 96" 13
14(11::,(, :1 1 2 (iN;:' Of'l;STC viTR PPG"CLG 720 SllM.10Ztib 9.20() llvlli .__ ;?CL
--I~i"i~9"3"-'- ·3····-2·---t- II~S RUff"ECC-C" (NiJYc.F"6k-s---··· --····--9206ioi8·6--··-92i-b··-J.Ti,;ii~ 2(;
161 162 3 5 2 P lk STUDS fOR DRY W~LL l007~ 10266 10116 110l~ l~
l~l 15i·----2- 1 2' "'-llis HT('&CL~ic,- PPc:' IN"Cl.G ··4eo··.. ·917t:. 102~~' --9iob 1iolt.~··-·3()·-
128 1.29 5 S 1 cor·lp rlANG DRY rli\l.. t 11016 11016 llC~() l1CJ:.:d, (;
- .. 1"6:J 16 t.: ... 4--'" i ' ;f" PINoS IN ~;LL t·1E CI~I f~L i.: t"
'1 i; (: o-'lOlZE> 110io-10'1 ~ (, 'l1ti ;':)-" i;:;-"

~il<
163 lUi! 4 3 2 P J:~S 11.. \<iLL ~iECII/EL.lC I"K 1920 101~" 11026 10186 lllJ!;>b 1-:+

. -·16l"-16-~ . "-4- . -. ·5.... · 2- .._-( ·r.r~· STUDS'-FOH L1KY ·wn.t.:. _.-..__...... 10'j;26' -11'04'0 - 11) 1:;6 ''11."(. ~c. ···n··

130 131 4 1 1 INS.

FIN TUBE PIPING 960 110Sb .. ...11086 1111b ll11b "
0

Page 6 of 11 H/O 143

- - -------------- - ---CoC----- .------.-.-- - --' - .-- ..- -----COST---D,Trs jRT-~---- ..."-.-.--.-­
..... 1.._ J DAYS R5P CD AND OESCRIPT I.ON . . . .... _. __ .....E/'f> L/S...__ E!F___ . ~lr ___ .T.~ __
166 168~.... 5 2 P HA'~G DRY wAl.l. 11066 HOSC> 111;.6 11bo._._ .V
16"( 168'.. ). 2----' IN!., fN\~LL MEC.HIFLEC 'wK'''i920 10196 11106--10226 -ill~(j le.
167 168 IN WLL MECH/lLCC WK 1920 10196 11106 10226 111~6 16
--r3r 400' - '1"2--' 3(J-'J.--'--E"'r};~
4 2 C INS
_ ...... __.-- -.. - ..- ... ----..-....... 'liTH" Hlif,;-1. fio-b'- fi3l.i6-- -6· .

168 169 6 ,2 'HANG DRY WALL 11166 111b6 11236 112~b 0

"170"171 4'- 1 2 lr~5 rlN 'TUbE PIP(i '960'li24CJ 112";" YfSO·j,--ll:::H,ie;-----··O-­

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Page ? of 11 H/o 143

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... 1_ ... L.l.06 ._.__T If< . TO START _qFP~OJECL ____ , ...__..~.926_._ J_O.?~, __ .?.31~_,~~.l~. .._JL
~ __o......,
2 3 65 0T/R POUR OUT l~T FL SOG
1 6016 6226 8316 92~6 15
2 4 69. 0 2 T/R10 POUR OUT 2ND O E ' K 6 0 1 6 6166 9076 Y226 11
101-j'076' -~-6 ....f --. p- I1~S SPRINKL'ER'''~ 1PG --"'2a'e'o---90~6'" 9'286 '--915-6-1(;0~6 ----14-­
__ .19]~Ob ____Jl_ _ ..._.. ?_~. ___~.J.N§.....§,I·iI __ Mn.-P_~I&U:r.NGS_~.~QQ __ .JQj.6_,~~_4k. __ .~.U.2._~QO~9 __.J.?~_
103 109 3 1 1 PINS OMSTC wTR PPG~CLG 720 90U6 10016 910~ 100~6 17
105 111 9 1 1 INS TO/R PLUMBG RISERS 2160 9086 9236 9206 10056 11
'106' J 1 i 4-....·- 3-'i"" --'P INS RUFF-Ei.ECCN[)T{.FDR-S· - "--'90-8-6--9306 "'9l36-100;,6----'16

? .. _!> $iS 0 R T IR TOC ER RF MTL. DE-CK. 6016 1206 8206 10UC6 34

lOt.. 110 4-'---T"l--p'-iNS .HTGC,-CLNG"PPc:"1f.j Ci~G-'960---9Cj86-iooc-6--9f36"-Tof~6"-"'io-

113 lIB 6 4 1 ER INT MSNRY PARTNS 9216 10066 9226 lull6 11
··1'6f·-11'.- -. -S"--'-6--r""--CTNS"SPR1NKLER'P 1 PG- --'24()'(l-9166--'l'O'lR--9Z2'Ol:Olift)'-11l­
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lIS 121 3 5 1 P ER STUDS FOR ORY wALL 9296 10146 10016 10116 11

-..·-i-;j3·-139--·-B-------2---~C---p-H·is"··SHf-Mn.:··DUtT·FiTt"rcr$·-1anfo---9'2'06"-'l-0"1'lo-9-2-96-1Cj~~fo--,":;-
132 138 6 6 2 P INS SPRINKLER PIPING 2680 9166 10146 9Z36 1021e 20

··--li4·l'.O ----3 '---I-----i---P"-INS -o",s'Tc"wnf PPG-CLG 720- 9l'a6 101"0" --91~6-104!l6 .. --Zo'

135 151 , 1 2 PINS HTG&CLNG PPG IN CLG :20 9146 1019& 9166 lU216 25

--iil6 l!i3 -r" -- "1: ·--2-----1NS toiR' PLMG 'RI SERS- . -. - 192cf- 9216"lOI'6··93061o'1~-··· 'l!)­
137 1,2 4 3 2 P INS RUFF ELEC CNDT&FORS 9146 10186 9176 10216 24
------2- -"6 -To--'--"o---R'---'I7R- -ro-'CCAY-I ffsUL -;;- R'fG----·-·- ·6'crn--,1'6·6·--VOSc'"1.-(J[2i:> ._- 3Z­
2 7 102 0 T/R TO e EXT MSNRY&GLZNG 6016 6016 10226 10226 0

12 i! -1t~ I. r
1 1 .. i INS 1 N WLL -MEeHl fLEC wiCIs'zo-l ()04o"lo196' f()076" '10-21.(,---n­
]22 12~ 4 3 1 P JNb IN WLL MECH/ELEC WK 1920 10046 10196 10076 lD22~ 11

- 121 -l'U.· 3 " - 5 -l--C'- E'I~' -blUDS FOR'- OHI( wACl-··---- ._. 1001+6 'lo~~6 ·H)066--rOU·6-- 14­
153 158 4 4 2 ER INT MSNRY PARTNS 10016 1072b 10066 lU276 1~

.- 1:;!S·1.;f9-- '!:i---~" T-----"P'" HANG- DRY' WALl:" .... "-"" --'--'-' 'lCJ2!HiToG~'6 -lO·2!it·b-U)dC----O·­
126 127 3 1 1 C INS IN WLL MECH/ELEC WK 1440 10086 10216 1012~ 102~6 13

17.6 In :3 3 l'--,-lNS IN- WLLMECH/EL.ECWK. '141<0 100&6 1027b 10126 -10291.1'- 1~

lIB ID4 ~ 6 2 C INS SPRINKLER PIPG 2~OU 9246 1026& 93U6 11016 22
};.9 l!';~ B 2 2 CHiS 'sm I.JTL DllCl &f'rtNGS'4tWO '-930(. '1Oi16 TOflb·ll(.ll6 .... 'g-­
JAO 1~6 3 1 2 C INS OMSTC wm Pf'G··CI..G no
9160 102e~ 9206 llOlb ~~
l!li' 1 ~.d 2---·--1----2-·--·'· His"HTG&'CL/liG-PP(; I r-. -C-CG"4HO-"--9i'i6'102~;ti- ·-9206-·no·f6-----~(;-
152 15~ 3 3 2 C INS RUFF ELEe CNDT6FDR5 92~b lO~b6 9226 11016 ~b
1(,1J.(;.;~ :<1 !I 2 ' P ER S'fUDS fOR DRY WALL '1007b 102cb1011o Hon -]'5­
128 1~9 5 5 1 COMP HANG DRY WALL 11016 11016 110~6 110~b 0
163 1(~4' 4 ..···1 2 "P . INS IN WLL MECH/ELE.C "\~I< 1920 ·lti1.3(, l102Q10lflo' -llO~'" '1'4­
163 l~~ 4 3 2 P INS IN WLL MECH/ELEC WK 1920 10136 110~b 10186 110~6 14
----166 16f. .. i,;- 2 -C--~R' SllHJS' FORDRYv!",L.L. .-._,-. ·'10-126 1'1'046 foB6 1"1:.\',:6"- "i~{
130.131 'I 1 J INSFJN T~ot; .eI.PING. 96.C)_;}_OJ~b.. l..1~.{~" 11116 11116 "

Page 8 of 11 Hlo 14,

 ----.-----­
- - - - . - - -.. -- LOC------------· . . . .-----·---COST LATEF·itii-SH-SEQ-----·-­
DAYS _.. ~E'p' __C.I.LAND L)£..S.~I~JP_T.Jot~ ..__ .. _. _ . L/§__ .Y..t:._-'!.!.F: ..
_. ___ . .. __;15 n
166 168 6 5 2 P HANG. DRY WALL 11086 11086 111S6 11156 Q_
167-168-'-' ,.----T-·--2--- -C- iNS-'NWLl. f.1ECHIEL.Et--viK"--19io"ioI96 ""11 io~ --10i26-11Y5-6 -- 16
161 168 4 3 2 C INS IN WLL MECH/ELEC ~K 1920 10196 11106 10226 111~6 16
-16'8"- i6-9- ... G--··----!j---"2--· C·-tiANG-·tiRY- wA(.C-------------- - f11 66 --nfCilb' IT2-3~--nl~b-'--- -0­
131 /tOO 12 0 1 ET IR 11lZ6 11126. 11306 1l~06 0
---f70 ·"}'11-----4-- -i,---2-'- INS FIN TUfH( F)IPt--- -------96(J·Yi2 ..-6·if24.i,.. 11306 -rf30'--- '0­

---_ _---------_.. ...

--- ... _--- .-._...

_ ...._._-----_..-... _--_ ..... _._----------_._ .. _-_._----_. __._.._-­

_... -

---_ .._-_.__.. _---------- _._-_._--- - .. -­

--------_._---_._-------_._----­

_
....... .. _--_
- ._--------•...... _--------_ ..
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_

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. \.

Page 9 of 11 H/o 14)

 --- Ni l:WO"RK--MOOEL.- -FOR--NEW -oFf: I CE -FAc"lL.iTY-~fl Gt~LAN-D MiD-- ;;;;ORA'r-------------------------------­
____ K.E J"[H' IOW~ ___ : ________ -____ - - - - -- --- _ - -____ -_ --__________ ________ ___ ___________________.__ _

VICTO~_'-~ __M;CHAN I CAb __ ~C?MP~NY _

C;ONSlJLl~NT

DATES
-- ---
ARC SHOWN AS MONTH.DAY.VR '0' IN TFT COL INDICATES CRITICAL ITEM
--.- - ---- -- . -- -- LOC - --- --- - - - ----- ------ -- - - -------COST - -,. OTAC FI. T- SEQ - ----- --­
___I_____~ __DA~ __.B§P__C;_Q.__ ~tiD__ Q!:_$_rJH~lJ9ti _________________ ~_~____ ~I;;_ ElF L/i- if
----
1 2 106 0 T/R TO START OF PRO~ECT 1026 1026 ~316 ~316 0
-----------27 10i----- -O--------t)R -TO C-fXT-MSNrdc,GLi'~G--------- ------60-i6- - 6016-T6T26--10226----0--­
12S 128 5 5 1 P HANG DRV WALL 1025~ 10256 10296 10296 0

128 129----- - S---S--l----CO-MP HANG DRY -wAL.I----- -------- ---Tl01~ - i1016-- ii6-~6--n056---0-
130 131 4 1 1 INS FIN TUBE PIPING 960 11086 11086 11116 1111b 0

- ( j C ii60-[2"---6 --1- ---n"T,f .-- ----------------------rU26 --1"i"iib-YH-0-6Tn,f6---o

166 l~O 6 5 2 P HANG DRV WALL 11086 11086 11156 111~b 0

- --168- 16-9 ---6- ----oS ----2-----C--HANG--OR-Y- WALL - - -----------------nr66---11i66---li2-ab--112j-6-- ------0-­

170 171 4 1 2 INS FIN TUBE PIPG 960 ,11246 11246 11306 1130(, 0

-----2 . - -4- - -69---- -0 ----'2-- -tiR- TO POUR- OUT2NO--DECT"--------60-ib--- -~-i66'----ijl01~-----9i2o-----:n--

105 111 9 1 1 INS TO/R PLUMBG RISERS 2160 9086 9230 9206 10056 11

--[13-118--6 4"-l--ErCHit-Ms-NRY--PARTNS-- -----------9216-r00'66-9-i86r'H~6-----1-C

118 1?1 3 ~ 1 P ER STUDS FOR DRV WALL 9296 10146 10016 101~6 11
122 123----4- -- ... f--f----p -1t~S-IN--~'-L.L-MECt1/ELECW"-19-20---fo046--10196- fO-01l-iOZi(,'--n­
122 123 4 3 1 P INS IN WLL MECH/ELCC WK 1920 10046 1019b 10076 1022(, H """'"
102 108- ----6 ----- '2" ---r---p- -"iNS -SHT---MT[- i,)-CTC,F- t T NG5---'4coci- --90S-g---- 92 t+6-- 9176 -T00!16 --- li­
108 115 S 2 1 C INS SHT MTL DUCT&FTTNGS 4eOO 9206 10076 9296 10186 13

-126-1-2-7-3----1,-- -l------C-I NS-- IN--WL-C--ME(Hla-ECw'K-1'1f401oo-b6--1C);f7610126 l0296--rr

126 127 3 3 1 C INS IN WLL MECH/[LEC W~ 1440 10086 10216 10126 10296 13

----10i" 107"--6------6 ----1---- P--'fNS-S-PR Ii·jkCER-P I PG - ---i880 -- -9'0-&6 ---92s6--9-Bt;-iu-05c; -i4

121 124 3 5 1 C ER STUDS FOR DRY WALL 10046 10226 10066 10266 14

---163- -164 --- . 4---f--2---P-INS--1N-~/L.C-M"ECtii~:-LEC --w-i',-i-9-20-iof36- 1 i,026-IOltl6-T1056---- 14

163 164 4 3 2 P INS IN WLL MECH/ELEC WK 1920 10136 11026 10166 110~6 14

.. _- T --3 -65------0-- y----t/i'Cp6(lff-OfJrls1'-Fl.- SO-G--------------6oi6---62ib---8-31~-9226-T5-

133 139 8 2 2 PINS SHT MTL DUcT FT1NGS 4COO 9206 10116 9296 102~6 15
f36 t~3--- --e----f---i---TNS--TOiR- pL-MG- RfsERS-- ----lci20--92iE; -10-126 9306- 102H,-- --1~-
139 1~5 a 2 2 C INS SHT MTL UUCT&FTTNGS 4~00 9306 10216 10116 l~Ol~ 1~

--n,3 l~A---- -4----- 4---Z----ER· 1NT MSNRV- PARTNS - ..----------I0016 --10226 -1006-6---1'0276---""1.5­
161 162 3 ~ 2 P ER STUDS FOR DRV wALL 1007~ 102a~ 10116.11016 l~

----Tci6'-l12--4--- 3---I----P-fNS l<lWf-ELr;,- -'NOH FlWfs---- -----9066--9-30-b"-'9'l-:f6 -roo'S-6----It>­

167 168 4 1 2 C INS IN WLL MECH/ELEC WK 1920 10196 1110b 10Z26 111~6 16

----167 He ---4----- ----~- - '2" -- c--n~s J N" \-IL-L -,..,e;CH/ELL-,c;;--WK- --1920--10 19-(j 11106 - Hf.2z6- -111 :-.C-- -r~-
103 109 3 1 1 PINS DMSTC WTR PPG-C~G 720 90Bb 10016 9106 10U~6 17

'16£ 16& ---4---" ~ --2-C:- ER- STU[)~ FOR-ORY WALL - - -..- -1'o1"21; 11046 -101s-b---no96'-----17­
107 114 S 6 1 C INS SPRINKLER P!P~ 2400 91~6 10126 9226 lOl~~ 18

----- fo'4'-- no ----4--c---r--p--fti:t Hn~t.CU~G--PPG ·1 k-,CG---96-0-"9C86- rt}066--9"l;,-b-roil6----to

110 117 ~ 1 1 C INS HTG&CLNG PPG IN C~G
1200 9146 1012~ 9206 lOl66 20

132 138----6 ---- -6- -2"-- PIUS- SPRII'.jKL.ER-Pl?IN~-----zi3"SO---91f,6--10146----923b--fn16---zo­

-. 112 119 3 3 1 C INS RUFF rL~C CNOTLFDRS 9146 10146 9166 lOl~6 22
138 u,:.---s-- - (, --i-----C-INS SPRINKLERPIPC. ··--2400--924(, lC~M;--930b-iloH ---i2"
109 116 3 1 1 C INS DMS1C WiR P~G-CLG 720 913b 10146 9156 1018b 23

---"]'3'1 l.~i- -.. 4----3 - i------p--lN~- R.U!-F- ELi:.:CttlCTt,Fi;iRS------..-----9-1~·6---Hj11.i6----9-11b--I0;(;:''---14

!::IS lS)____ 3 ______ ~__ 2 P IN~_t-:tTG_&~LtH.i ppc; iN _~L._G____ 12Q___~_~t!6 101y/',) 91b6 lC2~t.> 25

Page 10 of 11 ll/" , ,,')

 ...- - - -..• LOC ------------·-------COST
TOT ACFL T SEQ
____ .J J D~~~ ___R~P.SD_~~l?_.DE~C~lP1J~~ __ .__ ... __ ..__ . _____ .E1 S_._ .._.L IS _.~!. t:__ ~_1. ~ f _. _IL ....
13,,!.. )~0. 3 1 2~_. I~? DMSrC._WTRpPG,;,Cl.(L __..72.Q..__ 9U6 .. ~.0196._._ ~15.6_1oa(;, .__ _ZQ._
152 159 -!.. _... - f- '2"" C INS RUFF EL.lC CNDH;FDRS 9206 10286 94t26 1101<. l6
140 156 3 1 2 C INS OMSTC wTR PPG·CL.G 720 9166 10286 9206 11016 30
---i-srT5'j ...-. '2--'- r-·-i-·-·-·c-lNS" HTGi,"CI.."ti(; -PPG' TN "CloG ·'ltao--9"i'7'6'-Io·Z96--92-(fi.-no 1£,----30-­
2 0 70 0 R T/R TO CLAY INSUL & RFG 6016 716~ 90B6 10226 32
---"2'· "!;-- S-S...... ·-O·iC--i'/RTO ,-t"R-RF MTL DECK"'-'" ·6oi6-f206---S·2()6-iciob6----34-_·
j

_._._------_._-- --_.-_. __ ._-------------_ _-- --.­ ..

- - - -- - ---_.. _...

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-.----_.__.- ----_ ... ---_ ...._._._-_.__ . --------_.__._.

---------- ._--­
-----_._-----------._-_ .._-------_._-----_ .. _-------_.-------­
._--- -'- --_. __ ._------_._--_._ .... ----------_.
_-_._--_ .•_----_._------------- ------_._----_.__•. _--­
.

. - - - - _ .. _-_._- ---_ _---_ _._._----_ _-----_._ _------------_._

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-----_........... _---_.

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----... _- ._.....
...... - .... __ .. __ -.--.- ..-.". . ._----­

Page 11 of 11 ,., /n , It ':I

 Ralph}. Stephenson, P. E., p.e.
Consulting Engineer
September 25

Subject: Monitoring Report #1

New Office Facility
Highland and Moran, Keith, Iowa
Victoria Mechanical Company

Project: 76:10

Monitored from Issue #1 and dated April 26,

Date of Monitoring: September 24, (working day 188)

Target Completion Date: November 30, evening (working day 234) for fin tube piping

Actions taken:

Inspected project

Reviewed job progress with superintendent

Evaluated job progress

Color coded networks

General Summary

As of September 24, (working day 188) The project basically in healthy condition.

An evaluation of the job against late starts and late finishes shows that all major

tasks are currently meeting or bettering late starts and late finishes.

Accurate information on exterior masonry and glazing status was not available

from the general contractor. This work should be watched carefully since it affects

hanging board upon which installation of our fin tube piping depends.

Projecting directly from late start/late finish sequences, it appears activities over the

next two weeks should include:

Continuing installation of all major riser and overhead mechanical

and electrical work

installation of interior masonry partitions

installation of insulation and roofing

erection of exterior masonry and glazing

It is anticipated that on September 29, according to the current early start schedule,
studs for drywall are due to start at the first floor. However, looking at installation
printed 11/20/98 ho 141- November 98
7. '2.. '"
 Ralph J. Stephenson, P. E., P.C.
Consulting Engineer
September 25

progress of toilet room plumbing risers it appears these are lagging early start/early
finish targets. Therefore, interior masonry which restrains installation of studs will
probably be late and may delay installation of in-wall work past the current desired
early target of October 4, (working day 194).

In a conference with the drywall contractor on September 24 (working day 188) he

said he would prefer to erect studs and install one side of the board. We told him
that this was not a desirable procedure and asked him if he would leave both sides
exposed. He agreed, providing we would be liable for any damage to his studs by
our work. We agreed.

In summary, the project is moving fairly well. The superintendent is on top of the
job and our projections for work over the next week indicate the job should stay
healthy.

Ralph J. Stephenson, P. E.

printed 11/20/98 ho 141- November 98

 RalphJ. Stephenson, P. E., P.C.
Consulting Engineer

Monitoring #2

Project Status as of moming of October 8 (working day 198)

W as ~Qmi21eteg
Task Color Code Status - evening of Will be completed

108 -115 Compo Sept. 30

109 -116 Compo Sept. 28
110 -117 Compo Sept. 30
105 -111 Compo Oct. 5
112 -119 Compo Sept. 28
132 -138 Compo Oct. 6
133 -139 Compo Oct.l
136 -153 10% compo in 6 working days
137 -152 Compo Sept. 30
138-154 10% compo in 20 working days
(material problems)
139 -155 50% compo in 3 working days
140 -156 Compo Sept. 27
151-157 Compo Oct.5
152 -159 Compo Oct. 7
2-6 Compo Oct. 4
2-7 70% compo in 15 working days

date printed: 11/20/98 pagel ho 129 - November 98

wex project management 2001 seminar RalphJ. Stephenson, P. E.
Consulting Engineer

• SECTION 8 - GENERAL REFERENCE MATERIAL

08.01 to 08.29B Glossary of terms

08.30 & 08.31 UCIcodes
08.32 to 08.35 Closing out a construction project
08.36 to 08.38 Bibliography
08.39 to 08.44 Retentions, collections & final payment
08.45 to 08.48 Master check list information
08.49 to 08.72 Master project management check list
08.73 to 08.77 General steps taken in processing a construction claim
08.78 to 08.82 Technography
08.83 to 08.86 Trans America Mall notes
08.87 & 08.88 Form content & design
08.89 & 08.90 Case studies for preparing forms
08.91 Residential house planning case study
08.92 Calculated network model - exercise #2
08.93 & 08.94 Mind prober words

date printed: December 6, 2000

 RalphJ. Stephenson, P. E.
Consulting Engineer

• Definitions - project management glossary

• Abatement
The process of correcting a perceived and/or hazardous condition at a geographic
location. For instance the removal of a hazardous spill of toxic chemicals.

The question of hazard or not, reqUired correction or not, the appropriateness or not of
the abatement action required is often in dispute.
• Acceleration
Contract work performed in a time period shorter than that originally conternplated by
the contract; or contract work performed on time when the contractor is entitled to an
extension of time for his performance.
• Administration

Those activities considered to be supportive of the ex'e'cutive operations in an

organization. Administrative costs rnay be considered the cost of management.

• Administrative operations
Actions performed by those persons who provide the support services which make
possible the production of products or performance of services by the line operations staff
of an organization or business.
• Administrative settlement

A resolution of a dispute through discussion between the disputing parties and

agreement upon a rnutually satisfactory settlernent.

• Adversarial
Taking the position of an opponent or enemy. Opposing one's interests or desires.
• Advisory arbitration
An abbreviated hearing before a neutral expert or a group of neutral experts acting as
arbitrators. The neutral arbitrator or arbitrators issues an advisory award and renders
prediction of the ultimate outcorne if the matter is adjudicated.
• Advisory opinion
An abbreviated hearing before a neutral expert or a group of neutral experts acting as
advisors. The neutrals render an advisory opinion and often predict the ultimate outcorne
if the matter is moved to binding resolution.
• Advisory relations
The interaction of parties related to each other by an obligation, either contractual or
informal, where the service performed is of an advisory nature only.
• Agency authority
A relation in which one person or organization acts on behalf of another with the other
person's or organization's formal authority.
• Agent

A person or firm whose acts are asserted by the third party to bind the principal.

• Agreement - partially qualified

An agreement made based on a moderately broad range of measuring values used
somewhat consistently by the principal. The selection of an agent or contractor is
normally made with some or full visible cornpetition.
• Agreement - totally negotiated
An agreement made based on a very broad range of measuring values applied as desired
by the principal. The selection of an agent or contractor is usually made with very little
visible competition.

pagel ho 309 December 1997

 RalphJ. Stephenson, P. E.
Consulting Engineer

• Agreement - totally qualified

An agreement made based on very narrow range of measuring values, i.e. price, but used
consistently by the principal. The selection of a agent or contractor is normally made with
full visible competition.
• Alternative dispute resolution - adr
In its generic form, is a method of resolving disputed construction claims outside the
courtroom.

Includes systems of resolving disputes in planning, design and construction by

cooperative, internal, or third party assistance methods that are alternatives to

conventional dispute resolution methods currently in common use. Conventional

methods are usually considered to be litigation and binding arbitration.

Alternative dispute resolution may make use of non traditional combinations of

conventional dispute methods.

• Apparent authority
A situation in which one person or organization acts on behalf of another person or
organization without the other person's or organization's formal authority.
• Approval
An official or formal consent, confirmation, or sanction.

• Arbitration
A method for settling disputes whereby an officially designated third party (usually one ~
to three people) hears and considers arguments and determines an equitable settlement.
Usually considered binding upon the parties.
• Architect, engineer ruling
The ruling of the architect or engineer in an issue or dispute on a construction project on
which he or she is the design professional of record. Where specified the ruling may be
binding if accepted as Specified in the contract.
• Articulate
To express oneself easily in dear and effective language
• As-builts
See construction record documents
• Assigned contractual relations
The interconnection of those parties bound by subsequent assignment of a contract to
other than the initial parties.
• At-risk
A position or action that puts an individual or organization in the position of possibly
suffering harm , loss,or danger. Often the hazard poses an uncertain but potential danger.
• At-risk construction manager
A manager of a construction program who takes the responsibility for paying for the
construction of the project and then collecting his costs from his client under a contract
with the client.
• Audit - as applied to projects
Inspect, analyze &: evaluate project status, management and health against criteria
established as a standard of performance for any give point in time. The audit
encompasses such measurements as:

page 2 ho 309 December 1997

'1.0'2.
 Ralph]. Stephenson,. P. E.
Consulting Engineer

• Physical condition of project

• Project progress
• Procurement status relative to needs
• Project management techniques in use as reflected by project health
• Project team performance as reflected in project health
• Where appropriate, progress measured against expected money flow
• Resources allocation
• Status of interrelations between major parties to the project
• Trends in project progress
• Trends toward or away from claim prone status

Each auditing situation is unique and the scope of the audit should be determined as
specially fits each individual project and project team. All, or a part of the above
measurements might be used to make the audit.

Auditing usually is done through the following steps, listed in general sequence.

• Make pre inspection review of measurement standards to be used

• Inspect project
• Discuss inspection observations & perceived project status with key project staff
• Evaluate current interrelation between procurement and field installation needs
• Identify areas of administrative (supportive) operational difficulty & strength
• Identify areas of line (ex'e'cutive) operational difficulty & strength
• Prepare monitoring documents from current network issues
• Evaluate need for project plan update
• Update current network models as may be appropriate or required
• Prepare & submit report of project audit

• Authority
The prerogatives, either vested or acquired over a long period of time, that allows an
individual to carry out their responsibilities and duties. This includes the right to
determine, adjudicate, or otherwise settle issues or disputes; the right to control,
command, or determine.
• Basic contractual relations
The interconnection of those parties bound by the initial contract to perform in a certain
manner for certain considerations to be paid.
• Bench trial
A trial before a judge without the benefit of a jury.
• Binding arbitration
A process in which opposing parties submit disputes to binding determinations by a
neutral third person or panel.
• Binding resolution
A third-party imposed solution to a contested claim in which the conditions are legally
binding on the parties.
• Breach of contract
Failure to perform all or part of a contract where there is no legal excuse for such failure.

page 3 ho 309 December 1997

 Ralph]. Stephenson, P. E.
Consulting Engineer

• Building components
The basic units into which most building construction projects can be divided. Usually
the components represent distinct construction & construction related actions that have
common characteristics.
• Design work (des)
Project related work that concerns production and issuing of contract documents
• Exterior skin (esk)

All elements required to close the building to weather.

• Front end work (few)

All non construction project related work concerning real estate, financing and pre
construction leasing.
• Interior finish work (jfw)
All interior building components that must be protected totally or in part from
weather.
• Interior rough work (irw)
All interior building components that can be exposed totally or in part to weather.
• Off site work (ofs)
All work outside the property or hoarding line that is included in the project
contract scope of work.
• On site work (osi)
All project work outside the building line and inside the property or hoarding
(contract boundary) line.
• Procurement (pro)
Work related to solicitation of proposals, award of subcontracts, preparation of
submittals, approval of submittals, and fabrication and delivery of materials &
equipment to the job site.
• Substructure work(sbw)
All foundation work upon which the superstructure bears directly or indirectly. Also
includes site preparation for start of field work on the building area.
• Superstructure work (ssw)
AU major structural load carrying components that bear on the substructure directly
or indirectly.
• Unit systems work (usy)
All work that can be installed as a unit & is somewhat isolated during construction
from other components of the building
• Bulletin
An official notice that a change is being considered and that it is desired that those
affected parties to the contract provide an estimate of the cost of the proposed change.
The bulletin is often given other names such as change estimate request, request for
proposal, or proposed change notice.
• Business model
A graphic depiction of the elements which make up a business entity. The model usually
identifies premises, objectives, and implementation. It recognizes basic business
functions, business activities and manager activities.
• Cardinal change
A change that is outside the scope of the contract.
• Centralized project management
The concentration of project management authority and responsibility under one control.

page 4 ho 309 December 1997

 Ralph]. Stephenson,P. E.
Consulting Engineer

• Change
Any revisions to the contract documents that alter the scope of work agreed to.
• Change order
An official notice that the changes Specified in the change order are to be done. A
properly executed change order is a revision to the scope of work and the contract
documents.
• Charter
A document prepared and agreed to, by the project partnering stakeholders and
containing a set of informal guidelines to successful performance in the execution of
noncontract project matters. The charter is normally signed by the stakeholders and is
used in conjunction with a mission statement from which the guidelines are derived, a
partnering evaluation system by which noncontract practices are periodically evaluated,
and an issue resolution system containing guidelines to the settlement of contested
disputes about project matters.
• Claim
A demand for something as due; an assertion of a right or an alleged right. In
construction generally a demand for something as due, or in which the demand is
disputed.
• Claim avoidance
A technique and procedure for generation of situations in which the demand for what is
due as a result of a contract agreement is honored without formal dispute, or in which the
dispute is settled by an administrative settlement.
• Claim potential
The measure of potential that any project has to encounter disputes during its
implementation.
• Claim prone job
A design and construction project that has a relatively high potential for the generation of
contested claims by or against any of the at risk parties to the project.

• Close out
The process of completing a construction project. Usually extends from the start of
preparing the contractors punch list through receipt of final payment to the designers
and constructors. May occaSionally extend through the warranty period.
• Closed shop
A work area in which only union workers can be employed on the job.
• Closed system
A system in which there is no import or export of information or physical materials, and
in which, therefore, there is no change of components.
• Color coding
• Green - Activity on time - currently not past earliest possible finish date.

• Orange - Activity on time - currently past earliest possible finish date, but will make or
better scheduled or latest possible finish date.

• Blue - Task behind - will not make scheduled or latest allowable finish date

• Yellow - Task behind - currently past latest allowable finish date

page 5 ho 309 December 1997

 Ralph J. Stephenson, P. E.
Consulting Engineer

• Commissioning
An inspection and testing system'designed to independently evaluate a facility
mechanical or electrical system to insure that its installation and perfonnance is in
confonnance with the requirements of the contract documents.
• Commitment
The state of giving a tangible or intangible benefit in a trusting and honorable manner.
The act of pledging oneself.
• Committed costs
Committed costs are promised funds for purposes, that if such purposes are aborted a
penalty must be paid, and a loss is often incurred.

Penalties and losses may include such items as:

• Option costs
• Right of first refusal costs
• Legal fees
• Early engineering fees
• Legal fees
• Early planning fees
• Displeasure of political entities
• Staff time expenditure lost
• Loss of credibility
• Loss of opportunity
• Communicate
To convey information about, to make known or to impart knowledge, ideas, or thoughts.
• Competition
The rivalry between two or more organizations to secure the patronage of prospective
clients
• Competitive
The act of being able to engage in competition with a reasonable probability of winning
the prize awarded for being successful.
• Conceive and communicate
To mentally form and develop an idea for construction of a faciHty, to initiate the effort to
provide resources needed for design and construction of the facility, and to translate the
concept of the facility into a common language from which the project can proceed
through to completion and occupancy.
• Conceivers
Those who conceive the idea and provide the wherewithal to bring the environmental
program to a successful conclusion. The conceiver may be the owner but it might also be
a governmental agency, a financial source, an architect, an engineer, a contractor, a
vendor or a potential tenant looking for space. We identify the conceiver since he usually
is the key person driving the project on to completion.
• Conflict
A state of disagreement and disharmony.
• Construct
To convert a concept and its related plans and Specifications into an actual physical
environment.

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• Construction advisor
one who provides, as required & on request, the teaching, coaching, and guidance needed
by those who manage the actual construction process from conception through
programming, approval, design, construction, turnover, operation and maintenance.
• Construction consultant
one who provides on an ongoing contract basis for the life of the project, the teaching,
coaching, and guidance needed by those who manage the actual construction process
from conception through programming, approval, design, construction, turnover,
operation and maintenance.
• Construction management
A system of attempting to better manage the construction process by providing expert
construction knowledge and resources throughout all phases of the project. The goal of
the process is to make available to the participants, information best provided by an
expert skilled in construction practices, so that when the project moves into the field the
managers can provide the owner with the highest potential for project success.
• Construction manager
one who provides a system of managing the construction process by providing expert
construction knowledge and resources throughout all phases of the project. The goal of
the process is to make available to the participants, information best provided by an
expert skilled in construction practices, so that when the project moves into the field the
managers can provide the owner with the highest potential for project success. Services
can be for construction at risk or on a services management basis only. The construction
manager is responsible for delivering the project to his client.
• Construction record documents
A set of annotated contract documents showing the as-constructed sizes and locations of
all elements of the project which differ from the original, and subsequently issued
contract documents. As-built drawings are generally called construction record drawings
or documents.
• Construction services contract
A legally enforceable oral or written agreement between two or more parties specifying
construction-related services to be provided by one or more of the parties to other
contract parties. The services generally relate to services that directly concern the relation,
nature, cost, performance, or installation of Specified work into specific facilities
construction.
• Constructive change
An owner's action or inaction that has the same effect as a written directive.
• Constructors
Those who interpret the construction language and convert it to an actual physical
environment. Occupying this role are general contractors, specialty contractors, vendors,
suppliers, manufacturers, artists and others who actually put the materials into place in
the field.
• Consulting services contract
A legally enforceable oral or written agreement between two or more parties specifying
design and construction related services to be provided by one or more of the parties to
other contract parties.
• Contested claim
A demand or claim in which the demand is disputed.

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Consulting Engineer

• Contingency
A program of action set out against the possibility that an unlikely or unintended event
may occur.
• Continuous
Uninterrupted in time; without cessation.
• Continuum
A continuous or ongoing series of actions, normally uninterrupted.
• Contract
A legally enforceable oral or written agreement between two or more parties specifying
goods or services to be provided by one or more of the parties to others of the contract
parties.
• Contract document matrix
A two dimensional grid in which the rows contain action items for the various project
components and the columns usually designate the geographic location of the item. At
the intersection of a row and a column is inserted the designation of the contract
document package in which the information is contained.
• Contract documents
Usually considered to be the construction documents which provide the full definition of
the scope of work for which the parties are legally responsible. Could include the
agreement, the drawings, the specifications, instructions to bidders, addendum, and any
other material included by mutual agreement and clearly identified as part of the
contract.
• Contract services
specialized services provided on demand or by request to clients by individ uals or
groups within the company to individuals and groups outside the company. These are
provided by contract with the client.
• Contractor
The party, where there is a principal and a contractor, who agrees to the doing or not
doing of some definite thing for a stipulated sum.
• Control
Maintaining firm, competent managerial direction of any given situation. Controlling
leads to achievement. It is usually accomplished by the invisible use of leverage.
• Coordinate
To harmonize in a common action or effort. Many design and construction consultants
recommend the word not be used in contracts since it has indistinct meanings as related
to management in design and construction.
• Core ethic
the fundamental value statement upon which the company is built, managed and does
business.
• Cost growth
An increase in project costs from the expected costs, and occurring during the planning,
design, construction, and occupancy phases of the line of action.
• Cost/benefit
A comparative measure of benefits to be gained at a cost. A cost/benefit analysis usually
establishes standards by which the benefits are given a value, and standards by which
value-added is measured against what is desired, and what can be afforded. This allows
the highest benefit/cost ratios to be identified within the standards adopted.

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Consulting Engineer

• Credentials
A formal certification for a qualified person to do something for which special talents,
training and education is required.
• Critical path method
A mathematical modeling technique which allows the user to establish ranges within
which resources can or must be used.
• Critical transition point
The point in a project delivery system at which the responsibility and authority for the
work passes from the supportive group to the ex'e'cutive group.
• Culture - business
A way of doing business that has been generated by a group of human beings and is
passed along from one business generation to another, generally by unstructured
communication.
• Cuts
Excerpts from catalogs, drawings, or flyers that depict a configuration to be used in the
construction process.
• Daily reports
Daily technical reports about the project containing data on manpower, weather, major
activities, equipment on job, and other job related statistical information. Usually the
daily report form is preprinted and in loose leaf form.
• Decentralize
To undo the centralization of management and decision making.
• Decision table
A tabular display of information depicting a defined situation which permits alternative
courses of action to be evaluated by yes or no answers to explicit questions.
• Decision tree
A graphic device showing alternate courses of action from beginning a given situation
point. The decision tree is used to graphically show the impact of various possible
decisions at any given point in the decision process. It can be quantified or unquantified.
• Decision-to-action time span
The amount of time required from the point at which a decision is made to the point
where the decision is implemented. In a management structure it is important to insure
that the full span of time from decision to action is covered, from shortest to longest.
• Defective or deficient contract documents
Contract documents which do not adequately portray the true scope of work to be done
under the contract.
• Delay
A problem or situation beyond the control of the contractor, and not resulting from the
fault or negligence of the contractor, which prevents him from proceeding with part or all
of the work.
• Delegate
To commit powers or functions to another as one's agent or substitute.
• DepOSition
A written record of sworn testimony, made before a public officer for purposes of a court
action. Usually the deposition is in the form of answers to questions posed by a lawyer.
Depositions are used for the discovery of information, or as evidence at a trial.

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Consulting Engineer

• Design
Generically, to conceive in the mind, to form a plan for, and to create in an artistic and
highly skilled manner.
• Design/build
A method of providing total design and construction services under one cost and liability
umbrella. Usually a design/build contract is based on a scope of work performance
specification prepared by the owner or user. The ultimate aim of the design and build
system is to provide a single source management and liability for the total facility

program.

• Destructive conflict
Animosity or disagreement which results in lowering the potential for an individual or
organization to succeed.
• Development
A business operation in which the primary goal is to locate and produce profitable and
marketable real estate assets.
• Diary
Similar to a log but dealing more with personal observations of the individual writing it
relative to his feelings about the job and the people.
• Differing site conditions
Where actual site conditions differ materially from those indicated in the contract
documents; or where unknown physical conditions at the site differ materially from those
ordinarily expected to be encountered in work of the nature contemplated by the contract.
• Direct negotiations
Conflict in which the matter in dispute is taken immediately to those that have the J
authority to make a final binding decision in any project related matter. These are called ...,."
the ultimate decision makers.
• Directed change
A written or verbal change that falls within the scope of the contract. The owner has the
responsibility of paying for the change.
• Discovery
The act of disclosing or being compelled to disclose data or documents that a party to a
legal action is compelled to disclose to another party, often an unfriendly one, either prior
to or during a legal proceeding.

• Discrete
Consisting of, or characterized by distinct or individual parts; discontinuous.
• Disincentive
A penalty imposed on a contract party for less-than-satisfactory performance on a project.
The disincentive is usually coupled to a bonus or incentive.
• Dispute
To engage in argument or discussion. To quarrel or fight about.
• Dispute resolution board - drb
A method of dispute resolution where project participants establish procedures, by
contract, to proactively settle disputes as they arise during the course of the project.

drb's seek to anticipate problems and get the parties to resolve them before the problems
harden into formal claims.

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Consulting Engineer

• Document control system

A method of receiving, classifying, marketing, storing, and retrieving documents received
and sent on a project
• Documentation
An organized collection of historical records that describe the events comprising a project
or program. Also the act of preparing or supplying documents or supporting references
in a project or program for future reference.

• Due diligence
A process by which the legal affairs of a business are investigated and reported as part of
the preparation for commercial transactions such as acquisitions, mergers, joint ventures,
privatizations or general commercial contracting.
• Dysfunction - organizational
An organizational problem that hinders or prevents achieving objectives. May be
temporary or permanent.
• Early finish (EF)
The earliest possible date by which a task can finish in a network model if it has been
started at its early start date.

• Early start (ES)

The earliest possible date at which a task can begin in a network model if all tasks
immediately preceding it have been completed by their early finish dates.
• Education
The teaching and learning process by which the principles of doing things are conveyed
to the learner.
• Effective
Of a nature that achieves identifiable goals and objectives in accordance with an action
plan, and achieves worthwhile peripheral goals through intermediate accomplishments.
To do the right things.
• Efficient
Exhibiting a high ratio of output to input. To do things right.

• Elapsed duration
The estimated or actual amount of calendar or clock time an activity requires to
accomplish, considering all direct and indirect influences upon the task's activities.
Includes temporary work delays and stoppage due to influencing actions on the task.
• Empathy
Identification with and understanding of another's situation, feelings, and motives.
• Engineer or architect of record
The legally licensed architect or engineer who oversees the production of drawings and
specifications from which something is to be built. The architect or engineer of record is
usually required to sign and seal the documents and is liable for their correctness.
• Enrichment
Adding to the scope of work originally contracted for with the intent to avoid being
charged or paying for the extra work. Often seen in as-noted remarks on submittals, or on
inadequate identification of scope of work in a bulletin or change order.

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Consulting Engineer

• Ethical
In accordance with the accepted principles of right and wrong that govern the conduct of
individuals in a profession and in their relationships with others.
• Everyone-must-know communications
An organizational communications system based on the managerial belief that if
everyone in the organization knows what all or most other people in the organization are
doing and working on, the organization's overall output quality will be superior.
• Ext-e cutive
The executing arm of the organization closest to the flow of expense and income
experienced in achieving the organization's prime objectives. Qosely related to line
operations.
• Executive
Of, relating to, capable of, or suited for carrying out or executing. The executing arm of
the organization is that closest to the flow of expense and income experienced in
achieving the organization's prime objectives. Closely related to line operations.
• Feedback loop
The loop of communication around a project through which information is conveyed to
and through the various components of the project.
• Field order
An official notice that the actions or changes described in the field order are to be done.
The field order is usually issued only in emergency situations where the time between
decision and action does not permit issuance of a bulletin followed by a change order. A
method of payment is usually specified in the field order.
• Financing
Providing the funding either or both interim and permanent for planning, designing, and
constructing a facility.
• Force majeure
An unexpected or uncontrollable event.
• Free enterprise system
An economic system under which the means of production, distribution and exchange
are in large measure privately owned and directed.
• Functional - as related to continuous management
Designed or adapted to perform some Specialized activity or duties, usually concerned
with the continuous operation of the company.
• Functional component
A group designed or adapted to perform some specialized activity or duties, usually
concerned with the continuous operation of the company.

• Functional operations
Management and staff direction of the application of resources to accomplish each
specialized activity. Usually defined as a department or division of the company. Usually
concerned with continuous operations of the organization. Contrasts with project
operations.
• Functionally diversified operations
Services that provide many specialized activities offered under one or more management
organizational structures.

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Consulting Engineer

• General conditions
The portion of the contract agreement that contains contractural-Iegal requirements for
the work.
• General requirements
The portion of the contract agreement that contains overall technical support
specifications governing work on the job.
• Generic construction
The field of business practice that encompasses all phases of the construction industry,
including programming, plannin~ designing, buildin~ operating, and maintaining
facilities. Described best as the full set of activities shown in the line of action. (See line of
action.)
• Geographically diversified operations
Services that provide specialized activities offered under one or more management
organizational structures located in different physical locations.
• Goals
The unquantified desires of an organization or individual expressed without time or
other resources assigned. (See objectives for related definitions.)
• Grapevine
The communication line for informal transmission of information, gossip, or rumor from
person to person. The grapevine is often more accurate and rapid than formal
transmission lines.
• Graphics oriented data processing
Data processing in which the majority of the information is entered or gained by the use
of a joy stick, mouse or other control which gives direct hand related movement and
entry onto a console screen.
• Growth measures
The measurable factors which account for increased business activity of an organization.
In the architectual - engineering - planning business these growth factors may include
• Competitive forces
• Dollar volume
• Fee levels
• Number of offices
• Organizational structure
• Productivity
• Profit levels
• Resource availability
• Services offered diversity
• Staff diversity
• Staff size
• Guaranteed maximum price (GMP)
The price for a Specified scope of work to be provided by a contractor that contractually
binds his performance to a specified guaranteed maximum price. Often the guaranteed
maximum price is tied to a time and material performance with the price not to exceed
the agreed upon maximum.
• Hard-money
A total price agreed to for the entire work, and to be paid in a mutually satisfactory
schedule of payments.

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Consulting Engineer

• Histogram
A graph showing a quantity on the vertical axis measured against equal intervals of time
shown on the horizontal axis. In construction, often a depiction of the resources required
per day over a period of time.
• Horizontal growth (Integration)
A management system that emphasizes diversifying by expanding existing functions by
classes. For instance a design office could accomplish horizontal integration through
dividing their operations into various kinds of projects such as commercial, institutional
and industrial. These all use the same or similar functional disciplines but the
organization is divided into separate groups that concentrate mainly on one of the three
main building types.
• Hygiene
The elements in an organizational situation that are acceptable to an individual but do not
necessarily motivate him. These same elements, if unacceptable to the individual, may act
as negative influences.
• In-house work
Relating to activities that are managed and directed by a permanent staff of an
organization.
• Incentive
A bonus paid to a contract party for performing its work in a superior manner to that
specified. The incentive is usually coupled to a penalty or disincentive.
• Incentive-disincentive system
A payment system used in construction to pay a bonus or incentive to a contract party for
performing their work in a superior manner to that specified. The bonus may relate to
cost, time, quality, safety, or other such measurable component of the total job
performance. 1£ the standards set are not reached by a measurable point on the project, a
disincentive is triggered where the contract party is penalized for inferior performance on
the project.
• Independent advisory opinion
An opinion rendered by a qualified neutral of what outcomes can be expected if certain
courses of action are followed.
• Industrial revolution
A complex of socioeconomic changes, such as the ones that took place in America in the
19th century and which were brought about by extensive mechanization of production
systems and the use of large-scale factory production.
• Interfaces
Points at which different but related activities exert direct influences upon each other.
Interfaces are often the points where direct objective activities contact dependent
objective activities. Poor management of interface situations usually causes problems and
dysfunctions.
• Isoquant line
A line drawn on a network model and connecting some or aU equal date or resource
points on the activities shown. The date isoquant line is the equivalent of a straight line in
a time scaled bar chart.
• Issue
A point or matter of discussion, debate, or dispute.

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• Issue resolution
A method of reaching agreement and closing out disputes and problems at the lowest
possible management level, in the shortest possible time, and with the lowest potential
for residual hard feelings.
• Judicial system
Of, relating to, or proper to courts of law or to the administration of justice. Decreed by or
proceeding from a court of justice which is vested with the authority for such action by a
set of legally dictated processes established by laws enacted by a legislature.
• Jury trial
A trial before a jury.
• Late finish (LF)
The latest allowable date by which a task can be completed in a network model without
forcing those tasks that follow past their latest allowable start dates.
• Late start (LS)
The latest allowable date by which a task can be started in a network model without
forcing those tasks that follow past their latest allowable starting dates.
• Laundry list
A list of items, usually at random, that are to be classified, rearranged and used to build
specifically sequenced tabulations, network models, narrative schedules or other systems
of which the items in the laundry list are a component.
• Law
The actions or processes by which the rules of a society are enforced and through which
redress for grievances is obtained
• Leadership
The process of persuasion or example by which an individual induces a group to pursue
objectives held by the leader or shared by the leader and his or her followers. - John W.
Gardner

"The art of getting someone else to do something you want done because he wants to do
it" - Dwight D. Eisenhower
• Leverage
The effective use of vested and earned authority to solve problems and achieve goals and
objectives.
• Liable
Legally obligated or responsible.
• Life cycle cost
The total cost of a system over its entire defined life.
• Limited agent
The individual or organization acting as an agent and authorized to do only what is
specified or what is reasonable to believe the principal wants done. A contract can be
used to define the amount of authority to be granted an agent.
• Line activities
Those activities that are most closely identified with the flow of basic expense and income
related to the prime objectives of an organization.
• Line of action
A sequential statement of activities necessary to conceive, design, build and operate an
environment. Related to the generic (G) construction process.

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• Liquidated damages
The amount established by the parties to a contract which must be paid, by one or either
of the parties, in the event of a default or a breach. Is related to the damages suffered by
late performance.
• Litigation
The process of contending in court, either as a plaintiff or a defendant.
• Log
A permanently bound, dated, hand written record of job related events that have
occurred on a project. The log is usually in ink, and is maintained by an individual in
responsible charge of the work with which the record deals.
• Long list
The initial list of those participants offering professional planning, design, and
construction services for a particular project. This list is usually prepared by the conceiver
of a proposed project from those having qualifications to do the job. The long list is
narrowed to a short list from which the final selection is made. (See short list.)
• Luck
Preparation meeting opportunity
• Macro matrix elements
The individual elements or components of a three dimensional matrix that defines the
actions needed, the skil1s that must be applied to do the action, and those who must take
the action.
• Maladministration
The interference of the owner in the right of the contractor to develop and enjoy the
benefits of least cost performance. . j
• Manage ".",
To define, assemble and direct the application of resources to achieve specific goals and
objectives.
• Management
The act and manner of defining, assembling and directing the application of resources to
achieve specific goals and objectives.
• Management by exception
A measuring and monitoring system that sounds an alarm to the manager when
problems have appeared or are about to appear, and remains silent when there are no
problems. The system identifies the problem area, thus permitting the effective manager
to manage the exception while leaving the smoothly running operations to continue
running smoothly.
• Manager
One who defines, assembles and directs the application of resources to achieve specific
goals and objectives
• Managerial grid
A numerical grid which positions a manager in a matrix by defining his concern for
people as compared to his concern for production. This grid has been highly developed
by Blake and Mouton and is useful in establishing managerial systems that are desirable
and needed.
• Marketing
The process of conceiving, formulating and implementing a process by which the
ultimate service or product of an organization can be successfully sold.

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 RalphJ. Stephenson, P. E.
Consulting Engineer

• Matrix
A two or more dimensional display of related data.
• Matrixnnanagennent
A management technique that employs a multiple command system. Usually results in
one employee having two or more bosses on a time to time basis.
• Mediation
An attempt to effect a settlement between disputing parties through the unbiased efforts
of an objective third party, usually well known to those in dispute and acceptable to
them. Mediation differs from arbitration in that it generally involves a single individual
as the ruling party, is less formal, and is generally not binding. (This definition of
mediation varies with the degree of legal significance attached the resolution of disputes,
and the dispute location.)
• Mentor
A wise and trusted counselor, coach, or teacher.
[Mentor - a tutor in Homer'S Odyssey]
• Meritshop
A work area in which the workers may be either union or not, and in which there are no
major jurisdictional boundaries governing assignment of work.
• Minitrial
A private process where opposing parties present condensed versions of their cases, both
to designated executive representatives, and to an impartial advisor, and then negotiate.

The executives hear both sides, thus gaining a first hand perspective of the parties
positions. The impartial advisor then points out possible outcomes an helps the parties to
settle, if possible. Minitrials provide a structure to negotiate and ground rules to facilitate
settlement.
• Mission
A statement of the most important result to be achieved by the project being successfully
completed.
• Mockup
A full-sized scale model of a structure, used for viewing, demonstration, study, or testing.
Usually used in construction to obtain approval of a system, materials or a product.

• Moneyflow
The flow of income and expense measured against time.
• Monitoring
Measurement of current project conditions and position against the standards of
performance set for the job.
• Motivation
The elements of a given situation that encourage and make effective, successful and
meaningful, the activities of those engaged in the situation.
• Multiplier
A number usually applied to a direct cost by someone providing a service. The product of
the multiplier and the direct cost determines the actual charge to be billed for the service.
The multiplier adds the overhead and profit to the direct cost.
• Must list
Those items that must be included in the scope of work to make the project a go. If any of
the items in the must list are not able to be included the project is a no-go.

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Consulting Engineer

• Need-to-know communications
An organizational communications system based on the managerial belief that
information should only be offered and provided to those who truly need it and can use it
to add value to the product they are responsible for producing.
• Negotiated contract
A contract obtained through offering multi-value benefits in addition to cost benefits to
the prospective client. Usually conditions of the final contract are negotiated after an offer
has been conditionally accepted.
• Network
A system of interconnected, interacting components. Usually a part of an open system.
• Network plan
A graphic statement of the action standard of performance to be used in achieving project
objectives.
• Network planning
A graphic technique of showing necessary and desired actions needed to achieve end,
intermediate and peripheral objectives.
• Neutral
An unbiased outside expert capable of objectively listening, analyzing, and evaluating
construction-related demands or claims which are in dispute and rendering an opinion or
decision as to its disposition.
• Nonbinding arbitration
Involves an evidentiary hearing before one or more third parties who draw cOhclusions
regarding issues in dispute. The presentations may be condensed, as in a mini trial. The
third renders a decision, but the decision is not binding on the parties. The intent is to
predict the probable adjudicated outcome of the case as an stimulus to a settlement.
• Nonbinding resolution
A suggested solution to a contested claim or problem in which the conditions are not
legally binding on the parties but are an expert's recommendations for resolution.
• Objectives
Quantified targets derived from established goals (see goals). The most commonly used
resources in converting goals to objectives are money, time, human abilities, human
actions, equipment, and space.
• Objectives - dependent
Objectives to be achieved that are affected by major influences beyond the manager's
direct control. The dependent goal may be predictable or unpredictable.

Dependent goals, while usually beyond the manager's control, may well be within the
company's ability to reach. Lack of correlation between company and individual effort to
achieve a manager's goals that are affected by others, may cause severe dysfunctions.
• Objectives - direct
Objectives that can be achieved by managing conditions within the manager's direct
influence.
• Objectives - end
Objectives realized from and upon total completion of the defined project work.
• Objectives - intermediate
Objectives achieved at specific and identifiable stages of the project, i.e. partial occupancy
of a building, turnover of a mechanical system for temporary heat, or completion and
issuance of foundation plans for early start of construction.

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Consulting Engineer

• Objectives - peripheral
Objectives realized on an ongoing basis through the life of the project and achieved as an
indirect result of project activities. Peripheral objectives may be personal, professional,
technical, financial or social. Peripheral objectives might include staff promotion,
profitable subcontractor operations, specialized experience, or achievement of design
excellence in a special field.
• Off-site
Located outside the contract site boundaries.
• On-site
Located within the contract site boundaries.
• Ongoing organization
The arrangement and interrelationships of people charged with providing supportive
action on an ongoing basis within the company. Examples of functions contained within
the ongoing design or construction organization are estimating, administration, legal,
marketing, sales, purchasing, and accounting.
• Open shop
A work area in which both union and non union work(!rs can be employed on similar
tasks.
• Open system
A system which exchanges energy, information and physical components with its
environments.
• Operators
Those who operate and maintain the completed physical environment on a continuing
basis. Usually the party responsible for this function is an owner or tenant working
through a plant or facilities manager.
• Organization
The arrangement of resources (talent, skill, money, time, space, people, et a1) that has
evolved, or been selected, to accomplish the functions, activities, and management, and
goals and achieve the objectives of a business or institultion.
• Organizational structure
The categories of parties to the planning/design/construction/operation process and
how they are organized for the work. The organizational structure is shown by a set of
relations between the parties that identifies the responsibility and authority lines along
which the project is to be implemented.
• Over-the-wall management
A management style which subscribes to the actions of participants completing their
work responsibilities and duties, and then passing the work product along to others (or
throwing it over the wall) without adequate briefing for the successors to do their work
effectively. Often identified by statements such as "We did our job and now they can do
theirs", or, "That's not my job."
• Overhead
That portion of an organization's cost that cannot properly and accurately be allocated to
any specific operation on any specific project.
• Owner furnished items
Those items furnished by the owner according to the contract documents.
• Par
An amount or a level considered to be average; a standard.

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Consulting Engineer

• Par performance
A rating, usually numerical, that expresses the level of performance that will be accepted
as the normal degree of competence expected of an individual or organization in the
performance of an action.
• Partnering - a base statement
A method of conducting business in the planning, design, and construction profession
without the need for unnecessary, excessive and!or debilitating external party
involvement.
• Partnering· Associated General Contractors
A way of achieving an optimum relationship between a customer and a supp1ier. A
method of doing business in which a person's word is their bond, and where people
accept responSibility for their actions.

Partnering is not a business contract, but a recognition that every business contract
includes an implied covenant of good faith.
• Partnering - Construction Industry Institute
A long term commitment between two or more organizations for the purpose of
achieving Specific business objectives by maximizing the effectiveness of each
participant's resources.

This requires changing traditional relationships to a shared culture without regard to

organizational boundaries. The relationship is based upon trust, dedication to common
goals, and an understanding of each other's individual expectations and values. Expected
benefits include improved efficiency and cost effectiveness, increased opportunity for
innovation, and the continuous improvement of quality products and services.
• Partnering. organizational
The application of partnering systems and methods to the ongoing work and staff
activities of an organization. An internal partnering system within an organization as
applied to the internal work effort of the company staff.
• Partnering· project or tactical
A method of applying project-specific management in the planning, design, and
construction profession without the need for unnecessary, excessive and! or debilitating
external party involvement.
• Partnering - strategic
A formal partnering relationship that is designed to enhance the success of mUlti-project
experiences on a long term basis.

As each individual project must be maintained, a strategic partnership must also be

maintained by periodic review of all projects currently being performed - Ida B. Brooker
1994 WEX
• Partnering charter
The basic manual for operating a partnering system. Contains at a minimum, the mission
of the project team, and their objecti ves for the project. Usually is signed by those writing
the document.

The charter is an agreement in principle and must not supersede or supplant the design
and construction contracts in place or to be written.

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Consulting Engineer

• Peer review
A partial or full audit evaluation of the project done by objectively based individuals or
organizations outside those owning, designing, building or operating the facility.
• Percentage fee
A fee determined ultimately by a percentage of project cost, all as specified by the
contract.
• Perception
The process of becoming aware of something through any of the senses. To become aware
of in one's rnindj to achieve an understanding of.
• Performance document
A document which provides information as to the performance desired and the amount
that is to be spent.

Compare to prescriptive -oriented documents which provides detailed information as to

the methods and means by which something is to be done or produced.
• Planning
Establishing and arranging necessary and desired actions leading to end, intermediate
and peripheral objectives.
• Planning. in the management sense
Establishing and arranging necessary and desired actions leading to end, intermediate
and peripheral objectives.
• Plant Engineering Retainer Services
Services offered by professional architects, engineers, planners and constructors to small
and medium size industries and designed to keep the organizations facility records
up-to-date, and to provide on-call assistance and advice to those organizations who do
not have nor can afford to maintain a full-time plant engineering staff.
• Positive conflict
Hostility that is managed so that its resolution raises the potential for individuals or
organizations to succeed at being excellent.
• Prepare and publish
A phrase often inserted into the partnering charter to direct the stakeholders to write and
implement a policy, procedure, or guideline for accomplishing a performance that may be
required by contract but whose detailed nature is not Specified. An example of such a
charter provision might be-"Prepare and publish invoicing procedures for all levels of
project operations."
• Prescriptive document
A document which provides detailed information as to the methods and means by which
something is to be done or produced. The document explicitly identifies the material and
equipment components of the finished product.

Compare to performance-oriented documents which describe the performance desired

and the amount that is to be spent to achieve the performance in the finished product.
• Preventive law
A technique for minimizing contract problems in the construction industry.
• Prime contractor
A contractor whose business agreement is directly with the organization providing
primary financing for the project.

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• Principal
A person who authorizes another to act as his agent, or a person primarily liable for an
obligation.
• Problem
A deviation from an accepted and / or approved standard of performance.
• Production management
The action of defining, assembling and directing the application of resources to achieve
design production goals and objectives. These goals and objectives are set for produdng
the end product of a design effort· usually a set of documents that define the
construction of an environmental improvement.
• Professional
Having great skill or experience in a special contributive field of work.
• Profiling
The preparation and use of a selective, flexible and tailored systems of screening projects
for potential partidpation.
• Profit - educational & training
Fulfillment of learning and teaching goals held by individuals and their companies.
• Profit - financial
Fundamentally, the difference between organizational cash income and organizational
cash expense. Further definitions of finandal profit are complex and often unique to an
organization or project.
• Profit - self actualization
Personal fulfillment realized after basic needs of shelter, safety, protection, love and
freedom from hunger are achieved. ..J
• Profit - socio economic ""'"
Company, group or individual achievement of social objectives within a financially
profitable set of activities.
• Profit - value system
Company and project fulfillment of personal, profeSSional, technical, sodal and financial
values held important by individuals and groups related to the company.
• Profit plan
Arnanagement tool for formalizing the firm's financial objectives in order to establish
yearly financial goals, and to provide intermediate financial targets throughout the year.
(adapted from Howard C. Bimberg - Project Management for Building Designers and
Owners)
• Profitability plateau
The leveling off of profit over a period of time due to a need for increased overhead
caused by an increase in operations costs. These operations cost increases are often
generated by an increased work load and the resulting added management staff required
without a corresponding increase in production or direct cost income.
• Proforma - in real estate development
A financial model unusually built early in a construction program to show by projecting
income and expenses, how the money flow to and from the project will occur. It is often
used to establish the capital amount to be allocated to a project based on simulated
operating conditions. The term pro forma means accordin~ to form.
• Program - as defining a step in the design process
A narrative oriented statement of the needs and character of the proposed user
operation, the requirements of the user and owner, the nature of the environment to be

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 Ralph J. Stephenson, P. E.
Consulting Engineer

planned, designed and built, and the corresponding characteristics of the space that will
satisfy these needs and requirements. Sometimes called the brief.
• Program· as defining a generic construction effort
A major planning, design, construction, and operational construction effort made up of
several projects
• Programmed construction
a project management system which provides:
• A proactive team atmosphere
• A strong and trustful relation between project parties
• A high profit potential
• Strong and continuous emphasis on good project planning & scheduling
• Encouragement to develop full project team participation

• Project· as a set of work actions

A set of work actions having identifiable objectives, and a beginning and an end.
• Project· as related to management
A specific management assignment to achieve a set of objectives by accomplishing a
group of related, discrete operations which have a defined beginning & end.
• Project component - as related to management
Project component - as related to management
A group established to achieve a set of objectives by accomplishing a set of related,
discrete operations which have a defined beginning & end.

• Project delivery system

A method of assembling, grouping, organizing & managing project resources so as to best
achieve project goals & objectives.
• Project director
The individual responsible for implementation of several projects upon which his
company is engaged.
• Project history
A tabulation of the major events on the job, chronologically arranged for easy reference.
Subjects included in the history should be:

• The plan or schedule governing the sub period of the history.

• A brief recap of the major activities having an impact on the job.
• A reference to the documents in which the activities referred to are shown in detail.
• A summary of important job related conferences.
• Notes regarding points that may help resolve potential problems.
• Problems impacting on the job including reasons why the problems prevented proper
progress.

The purpose of the project history is to give a quick, accurate look at past job events in a
glance. The degree of detail is dictated by the potential for trouble that exists.

• Project management
The art, science and profession of defining, assembling and directing the application of
resources so as to profitably execute a work effort that has identifiable objectives, and a
well defined beginning and end.

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 RalphJ. Stephenson. P. E.
Consulting Engineer

• Project manager
One who helps establish objectives generated by a need, plans how these objectives are to
be reached through a set of work actions, and then assembles and directs the application
of available resources to achieve the objectives on one or more projects.

Usually the project manager is most concerned with supportive actions which bring
resources to the point of effective use.
• Project operations
Management and staff direction of resources to accomplish overall project activities.
Contrasts with functional operations.
• Project organization
The arrangement and interrelations of people charged with actually achieving project
objectives. (See organizational structure.)
• Project schedule report
A narrative listing of network activities and the corresponding data re each action. The
project schedule report is normally developed in a data base format from which selective
reports and arrays can be prepared.
• Project stages
The groupings of actions that make up the entire project work sequence.
• Project superintendent
The manager involved in the actual construction process and most directly responsible
for the expenditure of funds to carry out the project. Usually the superintendent is
responsible for field execution of the work.
• Project team
A specific management group assigned to achieve a set of objectives by accomplishing a
group of related, discrete operations which have a defined beginning & end. Examples
include the design team, the program team, the construction team, the tenant work team,
and others of a similar nature.
• Question· closed
Questions that can be answered with a yes or no, or with a simple statement of fact.
• Question· direct
Asked with strong indication as to who or whom should answer.
• Question· open
Questions that cannot be answered with a yes or no, or a simple statement of fact.
• Question· overhead
Asked of a group without indication as to who or whom is to answer.
• Question· relay
Passed along to someone else by the party originally asked.
• Question· reverse
Returned to the questioner by rephrasing or rewording the original question.
• Record
Any retained information that can be effectively used in the future.
• Regulators
Those who fill a review & inspection position to help insure protection of the health,
safety, & welfare of the people. This is usually done by enforcing regulations writtenand
adopted by qualified public or private bodies. Examples of regulators include those who
work for building departments, departments of natural resources, public health agencies,
fire prevention organizations, technical societies and other such groups.

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Consulting Engineer

• Relations - formal functional

Organizational connections that concern distribution and use of data, information and
decisions that flow along formally defined transmission lines. Formal functional
communications are usually written and are normally both from and to individuals and
groups.

Formal relations are precisely defined and most day to day business is accomplished
within the formal relation framework. The line expressing a formal functional relation
usually has an arrowhead at each end to show a mutual exchange of responsibility and
authority. If there is a higher authority to be implied a single arrowhead can be used
pointing to the superior party.
• Relations - informal
The natural channels along which organizationally related material is most easily and
comfortably transmitted. The informal relation exists by mutual consent of the parties to
the relation, and is stimulated to maximum effectiveness by a mutual profit gained from
the relation.

tittle, if any, authority normally is expressed in informal relations. Communications are

usually oral and one to one. Often informal relations define the hidden organization
structure. A line defining an informal relation is usually shown dotted with an arrowhead
at each end.
• Relations - reporting
The official channels through which each individual conveys, or is given raises,
appraisals and evaluations; is fired, assigned or is provided professional, vocational and
personal identity in the organization. The true organizational superior of an employee is
usually that individual with whom he maintains a reporting relation. The line expressing
reporting relations has an arrowhead at one end pointing to the superior.
• Relations - staff
The business patterns through which a person or group provides consulting services
necessary to achieve goals and objectives. Staff personnel usually have little or no
authority over those outside the staff group. The line expressing staff relations has an
arrowhead at each end.
• Relations - temporary
Those relations created when extraordinary or unusual management demands must be
met. The temporary relation is usually unstable and should be kept active for only short
periods of time. The line expressing a temporary relation can have an arrowhead at one or
both ends depending on the nature of the relations.

Extensive use of temporary relations creates business dysfunctions, breaks down morale
and causes internal tensions.
• Resolution
A course of action determined or decided upon that can result in clearing conflict or
dispute.
• Resolve
To find and implement a solution to a problem, a dysfunction or an issue of conflict.
• Resource allocation
The assignment of project resources such as money, time, space, people and equipment to
activities that must be done to achieve project objectives. Usually resource allocation is

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 RalphJ. Stephenson, P. E.
Consulting Engineer

done to achieve effectiveness in project work measures such as profitability, timely

completion and quality of work.
• Resource leveling
The use of resource allocation to even out the use of resources within a given set of time,
money, space, people or equipment conditions. Resource leveling is a special form of
resource allocation with its prime use being to maintain a nearly equal assignment of
resources to activities and projects for their entire duration.
• Resources
The tools of the supportive and ex'e'cutive manager. Resources include time, talent, tools,
equipment, time, money, experience, space, materials, as well as intangibles, such as
enthusiasm, morale and leverage.
• Responsibility
The assignment, spoken or understood, that a person in an organization has as his part in
maintaining the organization's health and vitality.
• Revisiting
When applied to the partnering charter, revisiting means the current project decision
makers are assembled, and the present charter is reviewed, revised, and reissued as might
be called for by changed project conditions.
• Risk
Any eJq'Osure to the possibility of harm, danger, loss or damage to people, property, or
other interest. To expose to a chance of loss or damage.

• Risk management
The management and conservation of a firm's assets and earning power against the
occurrence of accidental loss.
• Safety and drug testing
the provision of testing, coaching, training and monitoring required to maintain a safe
and legal work site.
• Schedule
A graphic or written tabulation of project activities showing where the activities are to
start and finish. The schedule is derived from the plan of action and the network model
by locking the tasks and the resources they require into a Specific time position.
• Selling
Establishing and implementing the strategy of achieving the objectives of the marketing
plan. The physical process of closing the negotiation for services and products for a
consideration.
• Shared savings
An arrangement by which a construction contractor and its client share in any savings
realized by building a facility for a lower cost than the guaranteed maximum cost.
• Shop drawing
A submittal in the form of a drawing, usually made specially for the application shown.
Shop drawings usually show details of fabrication and installation.
• Short list
The final selection list of those participants offering professional planning, deSign, and
construction services, usually to the conceiver of a proposed project. Usually the final
selection is made from the short list. (See long list.)

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Consulting Engineer

• Situational thinking
1he ability to accurately evaluate a set of project influences by mentally moving from a
long overview (macro) of them to a detailed picture (micro) and back, and being able to
stop anywhere in between to consider other scale pictures of these influences and their
relationships.
• Span of control
The number of organizationally related individuals a manager directly controls on a one
to one basis.
• Specialized construction
The field of business practice that encompasses single phases of the construction
profession. Examples of "5" construction organizations are architecturall engineering
offices, mechanical contractors, plastering contractors, and planning consultants, among
others. Includes nearly any single organizational unit active in design, planning,
construction or related fields.
• Specification
A narrative description of the various materials and systems to be incorporated in the
work. The specification concentrates on identifying quality of materials, source of
materials, allowable practices, and general requirements and conditions of the contract
performance.
• Sponsor - parmering
In the partnering context, a person or organization that strongly supports or champions
an activity and assumes responsibility for its implementation.

• Staff
A supportive unit of any organization in which the basic function is usually advisory in
nature. Staff functions are occasionally defined as overhead or non production. They are
considered to be the organizational partner of line operations. (See staff relations and line
activities.)
• Stakeholders
The parties at risk financially and legally or in an extended sense, those affected and
potentially put at risk during the execution of a planning, design, or construction
contract. Stakeholders are also those who participate in writing a partnering charter and
are a signatory to the charter.
• Standard of performance
A well defined, explicitly stated, approved and accepted statement of the measurements
to be used as a gage of performance, and goal and objective achievement.
• Standing neutral
A technically trained, educated, and credentialed professional who is active in the
planning, design, and construction disciplines. The standing neutral must be capable of
objectively listening, analyzing, and evaluating construction related demands or claims
which are in dispute.
• Standing neutral system
A process where neutral third parties are available to assist with resolution of all disputes
arising during the course of a contractual relationship. The intent which includes dispute
review boards and standing neutrals is to have one or more individuals on call to address
disputes as they arise. It usually requires the neutral to render a nonbinding
determination of the issues in dispute, although in some cases, and upon request, the
neutral can act as a binding arbitrator.

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 RalphJ. Stephenson, P. E.
Consulting Engineer

• Strategy
Applies to the management skills required to attain an macro result. Strategy is
sometimes considered the action take to plan, direct, and implement larger and longer
range programs, particularly in the military.

• Sub contractor
A contractor whose business agreement is directly with a prime contractor
• Submittal
Any document submitted by contracting parties to the owner's agents for review for
accuracy, responSibility of design, general arrangement, and approval. Submittals are
used by the fabricator and the installer to show adequate details so the intent of the
contract documents can be achieved. There is a mild ongoing professional controversy as
to whether approved submittals are contract documents. Generally they are not
considered contract documents, but aids to better fabrication and installation procedures.
• Sum zero game
A situation in which there is a winner and a loser. The loser often will lose what the
winner wins.
• Superior knowledge
The owner's withholding specifiC data on matters of substance not known to contracting
parties during the pre contract period.
• Supportive
The administrative group of the project organization which is responSible for bringing
resources to the point of use by the ex'e'cutive project group.
• Surety
One who has contracted to be responsible for another, especially one who assumes
responsibilities or debts in the event of default.
• Suspension
An owner's or owner's agent action of stopping all or a part of the work.
• Synergism
The action of two or more substances, organs, or organisms to achieve an effect of which
each is individually incapable.

• System
An assemblage or combination of things or parts forming a complex or unitary whole.
• Tactics
Applies to the management skills required to attain a micro or current result. Tactics may
be considered the actions taken to plan, direct, and implement the day-to-day action
itself.
• Talent
A capacity for achieving identifiable success. Usually talent is considered an abstract
resource.
• Taskforce
A temporary grouping of individuals and resources who are responsible for
accomplishing a Specific objective.
• Technography
The action of preparing meeting notes and related material on electronic equipment as the
notes and materials are generated. Often the recorded material is projected on a screen for
viewing by those in the meeting.

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Consulting Engineer

• Tenant coordinator
The title usually given to developer's owner representative. The tenant coordinator is
responsible for integrating and directing the lease execution, construction process, tenant
move in, and operational start up of tenant spaces in the base building.
• Tenant work
Work done by the landlord inside a tenant space, and paid for by an allowance negotiated
by the landlord with the tenant when preparing and executing the lease for the space.
• Termination
The dismissal of a contractor, from a project, for convenience, resulting from factors
beyond the contractor's control, or for default when the contractor's performance is not
acceptable.
• Text oriented data processing
Data processing in which the majority of information is entered or gained by the use of a
key operated control panel such as a keyboard. The signals are usually entered in discrete
elements.
• Third party
A party to a contract or agency agreement other than the principal or agent.

Also refers to an individual or group that is not primarily engaged in facilities

programming, design, construction, or operations.
• Time and material contract
An agreement in which payment for services and material is made only for those services
and materials actually furnished. There may, or may not, be imposed a not-to-exceed
amount on the total cost.
• Total float (TF)
The amount of discretionary time available to a task. The total float is the difference
between the early and late starts or finishes. Formally, it is defined as the duration of the
task, subtracted from the difference between the late finish (LF) and the early start (ES):
i.e. (LF-ES)-DURATION=TF.
• Total quality management
The managing process which helps insure that the quality of all components, and of the
final product in the planning, design and construction of any facility is maintained at a
level which meets the client's program performance requirements.
• Traditional
Pertaining to those qualities of an organization, civilization or other culture that are
handed down from generation to generation. Usually the transfer is by word of mouth or
by practice.
• Training
The teaching and learning process by which specific, explicit methods and systems of
doing something, usually by rote, are conveyed to the learner.
• Translation
Recasting standard of performance information and data into graphic, narrative, mental,
oral or other forms, to insure optimum use by those involved.
• Translators
Those who translate the environmental program into construction language.
Traditionally we think of the architect/engineer as the translator. However careful
consideration of this matter shows there are many others who translate the conceiver's
fundamental ideas into understandable, workable construction language. Subcontractors,

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Consulting Engineer

suppliers, vendors, manufacturers, contractors, and the conceiver may all playa role in
translating.
• Trust
Reliance on an organizational or individual or integrity, justice, fairness, good judgment,
and other relational qualities that give confidence in the perfonnance of the duties
demanded of the organization or the individual.
• Turnkey
A project delivery system in which a single contractor is given the total responsibility to
pian, design, construct, and turn the key over to the owner upon its completion. Often, a
turnkey contractor will provide land and financing, and in some cases, operate the facility
for a specified time after construction.
• Turnaround time
The amount of time required to process submittals.
• Turnover cycle
In the construction or fabrication of several similar units, the amount of time required
from the completion of one unit to the completion of the succeeding unit.
• Ultimate decision maker (UDM)
The individual or group at the lowest management level that has the authority to make a
final binding decision in any job related matter.
• Unilateral meetings
A decision meeting at which only a portion of the parties affected are invited to
participate.
• Unionshop
A geographic work area in which all labor classified participants are required to belong to
a specified union.
• Updating
The process of revising and reissuing a project network model to bring it into
conformance with a current desired and necessary plan of action. Updating often, but not
always, results from monitoring and evaluating the project. Usually the updating is done
when it is found that the current plan of work does not adequately depict the actual
conditions under which the project is being executed.
• Upset price
A guaranteed maximum price agreed to in a time and material contract. (See time and
material contract.)
• User
Those who occupy and use the completed facility to conduct their work, their recreation,
their domestic living, or other activities for which the facility was specifically designed
and built.

• Value
The increase in worth of an open system to which an item of value has been added. Often
multiplied by the weight of a factor to give the weight & value rating of a factor to help
determine a choice of alternatives.
• Value added
The improvement in the worth of anything that results from the efforts, contribution and
involvement of specific people, processes, materials and ideas.

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• Value engineering
An engineering and architectural cost analysis process designed to achieve minimum
total cost while maintaining maximum product quality within the price constraints.
• Vertical growth (integration)
A management system that encourages diversifying by adding new functions to existing
functions. New functions added usually bear an organizational relation to the existing.
An example of vertical integration is incorporating real estate control, building design,
financing, construction, leasing and asset management into a single development
operation.
• Vested authority
The endowing of privileges, strength and leverage from a superior, usually to a
subordinate. Generally gained qUickly, rather than being earned by long and proven
service in a related field within the organization.
• Want list
Those items that are wanted and can be included in the scope of work, over and above
the must list items, since they provide a definable and acceptable rate of return on their
cost.
• Warranty
A legally enforceable assurance of the duration of satisfactory performance or quality of a
product, a piece of equipment, or of work performed. Often the warranty period begins
when the installation is turned over to the owner.
• Weight
The relative importance of a factor being used to help evaluate a choice. The importance
is frequently measured by a numeric scale from 1 to 10, in which a very high positive
influence is indicated by a rating of 10. A very low influence is indicated by a rating of
01.

Degrees of importance between the highest and the lowest are indicated by number
ratings from 02 through 09. The weight of a factor multiplied by the value added by the
decision choice being considered gives a weight & value rating of a factor to help
determine a choice of alternatives.
• Win-win
A situation in which there are no losers. Usually some parties win more than other parties
win.
• Wish list
Those items that the owner and the user wish they could include but might not be able to
due to budgetary or other reasons. Wish list items are best added, not deleted, as the
project moves into construction.
• Working drawings
The set of contract drawings that pictorially show the intended appearance of a job when
complete.
• World of nonwords
The world in which we live by our physical actions.
• World of words
The world in which we live by simulating actions through words and other symbols what
might happen in the world of nonwords.

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 DIVISION "-MASONRY
The following codes were developed by 04100 MORTAR
the Construction Specifications Institute 04150 MASONRY ACCESSORIES
04200 UNIT MASONRY
(CSI) to define types of construction. 04.00 STONE
These codes are an accepted method of 04500 MASONRY RESTORATION AND CLEANING
04550 REFRACTORIES
determining construction classifications. 04800 CORROSION RESISTANT MASONRY
DIVISION I-METALS
Please select the category that best 05010 METAL MATERIALS
describes the services of your firm, and 06030 METAL FINISHES
0S050 METAL FASTENING
write in the corresponding five digit 05100 STRUCTURAL METAL FRAMING
number on the CAM survey form. Select 05200 METAL JOISTS
05300 METAL DECKING
a second category that would also apply 05400 COLD-FORMED METAL FRAMING
to your business, and write the five digit 0S500 METAL FABRICATIONS
05580 SHEET METAL FABRICATIONS
number in the "secondary business" 05700 ORNAMENTAL METAL
0S800 EXPANSION CONTROL
section of the survey form. 05IlOO HYORAUUC STRUCTURES

DMSION I-WOOD AND PLAaTlCl

0Il050 FASTENERS AND ADHESIVES

01100 ROUGH CARPENTRY
DIVISION 1-GINERAL RIQUIREMINTI
01130 HEAVY TIMBER CONSTRUCTION
01150 WOOD-METAL SYSTEMS
01010 SUMMARY OF WORK
01170 PREFABRICATED STRUCTURAL WOOD
01020 ALLOWANCES
01200 FINISH CARPENTRY
01025 MEASUREM~NT AND PAYMENT
01300 WOOD TREATMENT
01030 ALTERNATESIALTERNATIVES
01040 COORDINATION
0Il4OO ARCHITECTURAL WOODWORK
01500 PREFABRICATED STRUCTURAL PLASTICS
01050 FIELD ENGINEERING
010lI0 REGULATORY REQUIREMENTS
oeeoo PLASTIC FABRICATIONS
01010 ABBREVIATIONS AND SYMBOLS DlVI8ION 7-THERMAL AND MOISTURE PROTECTION
01080 IDENTIFICATION SYSTEMS
01080 REFERENCE STANDARDS 07100 WATERPROOFING
01100 SPECIAL PROJECT PROCEDURES 07150 DAMPPROOFING
01200 PROJECT MEETINGS 07110 VAPOR AND AIR RETARDERS
01300 SUBMITTALS 07200 INSULATION
01.00 QUAUTY CONTROL 07250 FIREPROOFING
01500 CONSTRUCTION FACIUTIES AND TEMPORARY 07300 SHINGLES AND ROOFING TILES.

CONTROLS
07.00 PREFORMED ROOFING AND CLADDlNQlSlDlNG
01800 MATERIAL AND EQUIPMENT 07500 MEMBRANE ROOFING
. 01850 STARTING OF SYSTEMSICOMMII8IONING 07570 TRAFFIC TOPPING
01700 CONTRACT CLOSEOUT 01flOO FLASHING AND SHEET METAL
01800 MAINTENANCE 07700 ROOF SPECIALTIES AND ACCESSORIES
07800 SKYUGHTS
DIVISION 2-SIfEWORK
07100 JOINT SEALERS
02010 SUBSURFACE INVESTIGATION
020!50 DEMOLITION DIVISION a-DOORS AND WINDOw.
02100 SITE PREPARATION
02140 DEWATERING 08100 METAL DOORS AND FRAMES
02150 SHORING AND UNOERPINNING 08200 WOOD AND PLASTIC DOORS
02180 EXCAVATION SUPPORT SYSTEMS 08250 DOOR OPENING ABSEMBUES
02170 COFFERDAMS 08300 SPECIAL DOORS
02200 EARTHWORK 0&400 ENTRANCES AND STOREFRONTS
02300 TUNNEUNG 01500 METAL WINDOWS
02350 PILES AND CAISSONS oaeoo WOOD AND PLASTIC WINDOWS
02450 RAILROAD WORK oeeo SPECIAL WINDOWS
02480 MARINE WORK 08700 HARDWARE
02500 PAVING AND SURFACING 08800 GLAZING
02100 PIPED UTILITY MATERIALS 08IlOO GLAZED CURTAIN WALLS
02610 WATER DISTRIBUTION
02880 FUEL DISTRIBUTION DIVISION I-FINIIHES
02700 SEWERAGE AND DRAINAGE
02780 RESTORATION OF UNDERGROUND PlPEUNES 09100 METAL SUPPORT SYSTEMS
02770 PONDS AND RESERVOIRS 01200 LATH AND PLASTER
02780 POWER AND COMMUNICATIONS 09230 AGGREGATE COATINGS
02800 SITE tt,m~OVEMENTS OY2!50 GYPSUM BOARD
02Il00 LANDSCAPING 09300 TILE
~ TERRAZZO ,
DIVISION a-CONCRETE 09!100 ACOUSTICAL TREATMENT
09540 SPECIAL SURFACES
03100 CONCRETE FORMWORK 09550 WOOD FLOORING
03200 CONCRETE REINFORCEMENT 09800 STONE FLOORING
03250 CONCRETE ACCESSORIES ote3O UNIT MASONRY FLOORING
03300 CAST·IN·PLACE CONCRETE 018!0 RESIUENT FLOORING
03370 CONCRETE CURING 09180 CARPET
!l3.00 PRECAST CONCRETE 09700 SPECiAL FLOORING
03500 CEMENTITIOUS DECKS 09780 FLOOR TREATMENT
0360(1 GROUT 09800 SPECIAL COATINGS
03700 CONCRETE RESTORATION AND CLEANING 09900 PAINTING
03800 MASS CONCRETE 0IKI50 WALL COVERINGS
 DIVISION 10-SPECIALTIES DIVISION 1'-SPECIAL CONSTRUCTION
10100 CHALKBOARDS AND TACKBOARDS 13010 AIR SUPPORTED STRUCTURES
10150 COMPARTMENTS AND CUBICLES 13020 INTEGRATED ASSEMBLIES.
10200 LOUVEAS AND VENTS 13030 SPECIAL PURPOSE AOOMS
~ 10240 GRILLES AND SCREENS
10250 SERVICE WALL SYSTEMS
13080
13090
SOUND, VIBAATION, AND SEISMIC CONTROL
RADIATION PAOTECTION
10260 WALL AND CORNER GUARDS 13100 NUCLEAR AEACTORS
10270 ACCESS FLOOAING 13120 PAE·ENGINEERED STRUCTURES
10280 SPECIALTY MODULES ~3150 POOLS
10290 PEST CONTROL 13160 ICE AINKS
10300 . FIREPLACES AND STOVES 13170 KENNELS AND ANIMAL SHELTERS
10340 PREFABRICATED EXTERIOR SPECIALTIES 13180 SITE CONSTRUCTED INCINERATORS
10350 FLAGPOLES 13200 LIQUID AND GAS STORAGE TANKS
10400 IDENTIFYING DEVICES 13220 FILTEA UNOERDRAINS AND MEDIA
10450 PEDESTRIAN CONTROL DEVICES 13230 DIGESTION TANK COVERS AND APPURTENANCES
10500 LOCKERS 13240 OXYGENATION SYSTEMS
10520 FIRE PROTECTION SPECIALTIES 13260 SLUDGE CONDITIONING SYSTEMS
10530 PAOTECTIVE COVERS 13300 UTILITY CONTROL SYSTEMS
10550 POSTAL SPECIALTIES 13400 INDUSTRIAL AND PROCESS CONTROL SYSTEMS
10600 PARTITIONS 13!500 RECORDING INSTRUMENTATION
10650 OPERABLE PARTITIONS 13550 TRANSPORTATION CONTROL INSTRUMENTATION
10670 STORAGE SHELVING 13800 SOLAR ENERGY SYSTEMS
10700 EXTERIOA SUN CONTROL DEVICES 13700 WIND ENERGY SYSTEMS
10750 TELEPHONE SPECIALTIES 13800 BUILDING AUTOMATION SYSTEMS
10800 TOILET AND BATH ACCESSORIES 13800 FIRE SUPPRESSION AND SUPERVISOAY SYSTEMS
10880 SCALES
10900 WARDAOBE AND CLOSET SPEQALTIES
DIVISION 14-CONVEYING SYSTEMS

DIVIIIDN I1-EQUIPMENT

14100 DUMBWAITERS

11010 MAINTENANCE EQUIPMENT

14200 ELEVATORS

11020 SECURITY AND VAULT EOUIPMENT

14300 MOVING STAIRS AND WALKS

11030 TELLER AND SERVICE EOUIPMENT

14400 LIFTS

11040 ECCLESIASTICAL EQUIPMENT

14500 MATERIAL HANDLING SYSTEMS
110!50 LIBRARY EQUIPMENT 14800 HOISTS AND CRANES
11080 THEATER AND STAGE EOUIPMENT 14700 TURNTABLES
11070 INSTRUMENTAL EQUIPMENT 14800 SCAFFOLDING
11080 REGISTRATION EQUIPMENT
14900 TRANSPORTATION SYSTEMS
11090 CHECKROOM EOUIPMENT

11100 MERCANTILE EQUIPMENT

11110 COMMERCIAL LAUNDRY AND DRY CLEANING

DlVIIION II-MECHANICAL
EQUIPMENT
\..,.. 11120
11130
VENDING EQUIPMENT
AUDIO-VISUAL EQUIPMENT
l!0!50
15250
BASIC MECHANICAL MATERIALS AND METHODS
MECHANICAL INSULATION
11140 SERVICE STATION EQUIPMENT 15300 FIRE PROTECTION
11150 PARKING CONTROL EQUIPMENT 15«10 PLUMBING.
11180 LOADING DOCK EQUIPMENT 15500 HEATING. VENTILATING. AND AIR CONDITIONING (HVAC)
11170 SOLID WASTE HANDLING EOUIPMENT 15!550 HEAT GENERATION
11190 DETENTION EQUIPMENT 15850 REFRIGERATION
11200 WATER SUPPLY AND TREATMENT EOUIPMENT 15750 HEAT TAANSFER
11280 HYDRAULIC GATES AND VALVES 15850 AIR HANDLING
11300 FLUID WASTE TREATMENT AND DISPOSAL EOUIPMENT 15880 AIR DISTRIBUTION
11400 FOOD SIAVICE EOUIPMENT 15950 CONTROLS
11450 RESIDENTIAL EQUIPMENT 15990 TESTING. ADJUSTING. AND BALANCING
II. UNIT KITCHENS

11470 DARKROOM EQUIPMENT

11480 ATHLETIC, RECRiATIONAL ANOTHERAPEUTlC

DIVISION Ie-ELECTRICAL
EOUIPMENT

11500 INOUSTRIAL AND PROCESS EQUIPMENT 18050 BASIC ELECTRICAL MATERIALS AND METHODS
11800 LABORATORY EQUIPMENT 18200 POWER GENERATION
11850 PLANETARIUM EOUIPMENT 18300 HIGH VOLTAGE DISTRIBUTION (AbOveIlOC).Volt)
11860 OBSERVATORY EQUIPMENT 18400 SERVICE AND DISTRIBUTION (IIOC).VOIt and Belowl
11700 MEDICAL EOUIPMENT 18500 LIGHTING
11780 MOATUAAY EQUIPMENT lMOO SPECIAL SYSTEMS
11850 NAVIGATION EQUIPMENT 18700 COMMUNICATIONS
le850 ELECTRIC RESISTANCE HEATING
18900 CONTROLS
DIVISION II-FURNISHINGS 18950 TESTING

12050 FABRICS

12100 ARTWORK

12300 MANUFACTURED CASEWORK

12500 WINDOW TAEATMENT

12800 FURNITURE AND ACCESSOAIES

12670 RUGS AND MATS

12700 MULTIPLE SEATING

12800 INTERIOR PLANTS AND PLANTERS

\..r
 Ralph J. Stephenson FE PC
Consulting Engineer

Closing Out A Construction Project

A random suntmaIy of dose out
guidelines for owners, architects,
engineers and contractors

The process of closing out a construction project has emerged as one of the most important sequences of events a
project team may encounter during the course of the project. Reasons for this are:

• The close out process usually results in a formal and legal acceptance of the facility by the owner or
occupant. Thus responsibility for the correctness of the work passes from the design and construction team to
the owner. The transition must be clear and indisputable to avoid contested claims and residual Obligations.

• The conditions imposed by the warranties on workmanship, systems and equipment must be clearly defined
and accepted by all concerned if adequate guarantees of performance are to be placed in force.

• The design and construction team must have a definitive point in time where their contractual obligations
have been fulfilled and they can consider their legal relations closed out so far as project design and
construction administration and operations are concerned.

• The owner must have a specific point in time where he can consider the project legally his without any
hang over potential encumbrances from the design or construction team.

• The design and construction team must be able to use the project as a facility which they have no
hesitation in describing or showing to prospects and current clients.

• A well closed project is insurance of future good relations with specialty contractors on the job as
subcontractors of the prime contractors.

• The properly closed project makes no unreasonable or unpredictable demands on the design and construction
staff subsequent to the close out

The close out process does not start as the construction phase is being completed but long before. Gosing out is
an ongoing action. Throughout all phases of the job the experienced
construction team studies the documents and the work SO as to set how each element can best be turned over to
the owner in accordance with the contract.

Some of the many steps to be taken to properly close out a project are given below. The list is for all parties
to the contract, since most are involved in the close out phase. Parties indicated in ( ) are those most
concerned with the item. Where multiple parties are indicated it does not necessarily indicate the parties
must participate together in the action. .

The list is at random. (Note: This list will be arranged by categories as items are added)

1. Prepare a construction record package. This set of documents was formerly called the as built drawing set.
(contractor)

2. Obtain, where appropriate, a certificate of occupancy, or equivalent document, from the local building
department, or other regulatory and enforcement agency. (owner, architect/engineer, contractor)

3. Prepare, distribute and have approved by the owner, the architect/engineer and the contractors, a punch
out procedure. (contractor, architect/ engineer, owner) ..."J
ho 323 - December, 93
 Ralph J. Stephenson PE PC
Consulting Engineer

4. Punch out the project and complete the punch list requirements within an agreed upon time frame.
(architect! engineer, contractor, owner)

5. Prepare, submit and accept the operating and maintenance manuals for the total project. (contractor,
owner)

6. Clear final payments on the project and obtain proper waivers of lien. (contractor, owner)

7. Provide the owner with a proper set of construction documents for reference use. (contractor, owner)

8. Collect and store job logs, diaries, daily reports, test reports and all other documentation generated by the
job activities. (contractor, owner, architect/engineer)

9 . Bring all meeting minutes and record files up to date so as to permit easy use and retrieval of needed
information. (contractor, owner, architect/engineer)

10. Collect and bind all official and unofficial project photos. (contractor, owner, architect/engineer)

11. Collect and record all project network plans, schedules and bar charts by issue number, subject and date.
(contractor, owner)

12. Oose out and store all correspondence and other record files. (contractor, owner, architect/engineer)

13. Assemble and properly store all shop drawings and other job related submittals. (contractor, owner,
architect / engineer)

~ 14. Request the architect/engineer of record to make an inspection resulting in the granting of a certificate of
substantial completion. 'This may be required to to obtain a certificate of occupancy. (contractor, owner)

15. Plan and implement grand opening or preview festivities for major team members, company principals
and others contributing to the planning, design and construction of the facility. (owner, contractor)

16. Each party should conduct their own job critique during which responsible parties to the project meet and
identify points of strength and weaknesses in carrying out the job. One major product of this critique should
be a set of recommendations for improvement of future performance, and documentation of the problems
encountered and how they were resolved. (contractor, owner, architect/engineer)

17. Relinquish, or account for, all client owned tools, spare parts, and extra stocks of materials, rightfully
the property of the owner. (contractor, owner)

18. Provide the owner copies of all releases, including final inspection certificates, occupancy permits,
operating certificates, health department approvals and permits, and all other similar documents to allow
the owner to occupy the building under full understanding of the conditions of the turnover. (contractor,
owner, architect/engineer)

19. Label all electrical panel boxes, plumbing lines, valves and equipment as required for proper operation
and maintenance. (contractor)

20. Provide all keys and keying schedules. (contractor, owner)

21. Submit a final statement of accounting, as required, to the owner and the architect/engineer. (owner,
contractor, architect/engineer)

ho 323 - December, 93
 RalphJ. Stephenson PE PC
Consulting Engineer

22. Obtain, prepare or issue a final change order reflecting adjustments to the contract sums not previously ,J
made by change orders. (contractor, architect/engineer, owner)

23. Send sincere thank you letters as appropriate to the owner, to the design team and to various contractors
involved on the job. (contractor, architect/engineer)

24. Provide the owner a complete list of contractors and vendors participating in the job and indicating their
installation responsibilities. (contractor)

25. Insure the owner is placed on the marketing call list, mailing list and other action tickler files as
appropriate. (contractor, architect/engineer)

26. Arrange for such open house activities as may be desired or required (owner, contractor,
architect/engineer)

27. Insure that your company identification is shown somewhere in the building if permitted. (owner, ale
and contractor)

28. Insure the project is as clean or better than called for in the specifications when your staff moves off the
job. Don't lose the good will of the owner by leaving him a dirty job. (contractor)

29. Properly train and turn over the facility to the owner's representatives. Depending on the size and
complexity of the project, the training process should begin from one to three months before occupancy.
(owner, contractor)

30. Establish and approve the start of all warranty and guarantee periods for all material and equipment on J
the job prior to owner making the facility operative. (owner, contractor, architect/engineer) ,.""

31. Prepare and submit to the owner a Construction Record Package. This package should contain the
following: (contractor)

a. The construction record set referred to above.

b. Specific warranties required by the specifications
c. Workmanship or maintenance bonds required
d. Maintenance agreements called for by the specifications
e. Damage and settlement surveys of the site and the facilities
f. Final property surveys of the site.

32. Submit a final billing to the owner containing a list of all incomplete items and a properly assigned cost
to each item. (contractor)

33. Advise the owner of any insurance changes over existing or past requirements or dates. (contractor,
architect/engineer)

34. Complete all pre start up testing, run in and instruction along with submission of operating and
maintenance manuals. (contractor, owner)

N.Q..re: All pre start up and start up requirements should be ful1y described in the contract documents and
clearly referenced to the warranty period.

35. Submit final meter readings for utilities, and measured records of stored fuel at the time of substantial
completion. (contractor) ..J
ho 323 - December, 93
 Ralph J. Stephenson PE PC
Consulting Engineer

36. Submit to owner, the consent of surety to final payment if required. (contractor)

37. Have final inspection made by an experienced exterminator to rid the job of rodents, insects or other
pests. (contractor, owner)

38. Read the full contract document requirements (drawings, Specifications, and contract) for closing out the
job. (contractor, owner, architect/engineer)

39. Provide the owner a certification as to the building area calculations including gross square footage
.leasable square footage, and area use assignments.

ho 323 - December, 93
 RalphJ. Stephenson, P.E.
Consulting Engineer

Suggested Bibliography of Management Related

Books
a starter list for the project manager's library

• Managing Yourself Creatively Ted Pollock

Hawthorn Books, Inc.
260 Madison Avenue
New York, New York

• The Nine Master Keys of Management Lester Bittel

McGraw Hill Book Company
330 West 42nd Street
New York, New York

• It All Depends Harvey Sherman

University of Alabama Press
University of Alabama

• Management· Tasks, Responsibilities, Practices Peter F. Drucker

Harper & Row, Publishers, Inc.
10 East 53rd Street
New York, New York 1002

• The Managerial Grid Blake & Mouton

The Gulf Publishing Company
Houston, Texas 77001

• Top Management Planning George R. Steiner

The MacMillan Company
866 Third Avenue
New York, New York 10022

• Management by Exception Lester R. Bitte1

McGraw Hill Book Company
330 West 42nd Street
New York, New York 10036

• Critical Path Method Radcliff, KawaI, Stephenson

Cahners Publishing Company
Boston, Massachusetts 02116

• Effective Psychology for Managers Mortimer R. Feinberg

Prentice Hall, Inc.
Englewood Oiffs, New Jersey

1 ho 287 March 1996

 RalphJ. Stephenson, P.E.
Consulting Engineer

• The Time Trap R. Alec MacKenzie

Amacon
135 W. 50th Street
New York, New York 10020

• Management· Theory and Practice Ernest Dale

McGraw-Hill Book Company
330 West 42nd Street
New York, New York 10036

• An Introduction to Decision Logic Tables Herman McDaniel

John Wiley & Sons, Inc.
605 Third A venue
NewYork,NewYork 10016

• Management by Objective George S. Odiorne

Pitman Publishing Company
20 East 46th Street
New York, New York 10017

• How to Attract Good Luck A.HZ Carr

Cornerstone Library
Divison of Pocket Books, Inc
Rockerfeller Center
670 Fifth Avenue
New York, New York 10020

• Synectics William J. J. Gordon

Harper & Row Publishers, Inc
49 East 33rd Street
New York, New York 10016

• The Speech Writing Guide James J. Welsh

John Wiley & Sons, Inc
605 Third A venue
NewYork,NewYork 10016

• The Executive Deskbook Auren Uris

Van Nostrand Reinhold Company
450 West 33rd Street
New York, New York 10001

• Formal Organization. a systems approach Carzo & Yanouzas

Irwin - Dorsey Press
Homewood, Illinois

2 ho287 March 1996

 RalphJ. Stephenson, P.E.
Consulting Engineer

• Managing Architectural Projects David Haviland

The American Institute of Architects
1735 New York A venue NW
Washington, DC 20006

• Before You Bulld

Her Majesty's Stationery Office
Government Bookshops, England

• A Professional Guide for Young Engineers William E. Wickenden

Engineers Councll for Professional Development

• Legal Apects of Architecture, Engineering and the Construction Process

Justin Sweet
West Publishing Company
St Paul, Minnesota

• Managing in Turbulent Times Peter F. Drucker

Harper & Row, Publishers, Inc.
10 East 53rd Street
New York, New York 10022

• Effective Meetings for Busy People William T. Carnes

McGraw Hill, Inc.
New York, New York

• Give & Take Chester L. Karrass

Thomas Y. Crowell Company
New York

• Smart Questions Dorothy Leeds

McGraw Hill Book Company
New York, New York

• Managing Organizational Conflict Stephen P Robbins

Prentice Hall, Inc.
Englewood Gifts, New Jersey

• Project Partnerlng for the Design and Construction Induslly Ralph J. Stephenson, P.E.
John Wiley and Sons, Inc.
New York, New York

3 ho 287 March 1996

 RalphJ. Stephenson, P. E., P. C.
Consulting Engineer

Retentions, Collections and Final Payment

I. Introduction· Payment as a lifeline
Lifeline has many definitions but one in particular strikes me as being most appropriate to
the construction profession; "A lifeline is a line or rope for saving life".

Payment or money flow on a construction project can be just that· a line of strength that
can preserve the life, vigor and integrity of a project, or a line of weakness that can cast the
project adrift.

Successful firms are not often heard complaining about payment. This oddity bears close
examination from those seeking to emulate them.
II. General nature of cash flow in the construction industry
A. Legal background for progress payments
1. Governed by the doctrine of conditions
Doctrine of conditions says that a party should not have to perform its promise
without obtaining the other party's promised performance. The principle is
central to any discussion of progress payments..
2. Who is required to perform first?
Common law requires that performance of services precede payment.
B. Role and obligations of the payer
1. To maintain strong financial position that allows prompt payment when deserved
a) Makes people want to work for you
b) Improves potential for future reductions in proposal prices
2. To pay promptly and within the context of the contract
C. Role and obligations of the payee
1. To perform well and in accordance with your contract
2. To bill accurately and promptly
3. To follow the ground rules by which payments are to be made
4. Frequently the payee holds the key to successful payment for the work
5. Points for the payee to consider
Too often we in the construction industry blame everyone but ourselves for not
being paid what we think is owed us promptly.

Many times the cause of slow or reduced payment lies with the payee, not the
payer.
III. Conditions surrounding collections and payments
A. Unsuccessful collections & payments often result from
1. Mistrust· Inability to work honestly with unwritten standards
2. Cupidity· Inordinate desire to get something for nothing
3. Doubtful risk taking· A high risk has a corresponding high penalty
4. Ultra conservatism· Excites suspicion and slows cash flow
5. Incompetence· Produces a lack of desire to payor work· no incentive
6. Claim prone environment
The contested claim brings out the worst in everyone, and most particularly
makes the payer reluctant to pay.

1 date printed: December 4, 1997

 Ralph J. Stephenson, P. E., P. C.
Consulting Engineer

Understanding how to reduce the dust, noise and confusion that surround
contested claims often can encourage prompt payment even in difficult conflicts.
a) Common causes of contested claims and their frequency are
(1) Directed change - 48%
(2) Constructive change - 42%
(3) Defective or deficient contract documents - 41 %
(4) Delays - 41%
(5) Constructive acceleration - 35%
(6) Maladministration - 33%
(7) Differing site conditions - 31 %
(8) Impossibility of performance - 18%
(9) Superior knowledge - 18%
(10) Termination - 7%
7. Stubbornness - A balky mule cannot be depended on to pull the wagon
8. Dishonesty - Destroys incentives to play fair and pay promptly!
B. Successful collections & payments
1. Trustful relations
Construction is a give and take situation. By the end of the job the gives and takes
must balance out. The construction machinery is lubricated by the exchange of
small favors.
2. Honesty
Honest people select their business associates carefully. Those who pay for
services rendered generally recognize honesty in a company or an individual if
they themselves are honest.
3. Competence
Competent people recognize competence in others. On most jobs, given the
presence of a reasonable number of high value factors, the competent payee will
be compensated fairly and promptly. Financial check and balance systems ask too
many "why" questions to allow competent parties to remain unrewarded.
4. A willingness to give and take
All taking and no giving by either the payer or the payee will sink a project in a
swamp of paper and a sea of red ink. The mistrust that results from this lack of
informal give and take will grow to a monster unless it is replaced by a mutual
confidence by the parties to the situation.
IV. Retentions
A. Often used for doubtful reasons
1. As a club to assure proper completion
2. To save interest payments for 10% of the job cost
3. To insure construction damage to completed work is repaired
4. To pay for anticipated contested claims
B. The problems of retention are old and will probably remain problems until
1. Properly addressed by the parties involved
2. There is agreement among like parties as to its impact
3. All parties to a contract behave according to their contract
C. Attitudes and realities about retention
1. In 1976 a survey was made of the American Subcontractors Association (ASA)
a) Showed average retention among members was $200,000
b) Members said would reduce bid price 3.7% if retention was eliminated

2 date printed: December 4, 1997

9.¢.0

 Ralph J. Stephenson, P. E., P. C.

Consulting Engineer

2. A recent survey of the American Subcontractors Association indicates

a) Subcontractors are wi1ling to give lower bids to generals who

(1) Pay them promptly

(2) Offer them a fair and equitable contract

b) Of 200 respondents

(1) 89% said they give better bids to generals regularly or occasionally
(2) 90% did so because the general had prompt payment policies
(3) 91 % said not paid within 3 days of billings
(4) 69% said not paid within 7 days of billings
3. Policies on retention
a) Recent AGC, ASC and ASA policy calls for payment within 7 days of billing
b) In 1974 GSA went to zero retention
c) At one time Department of Defense eliminated retentions
d) EPA once wrote retention requirements out of its grants
e) About 1984 Michigan Dept. of Msm. & Budget adopted zero retention
(1) Was required by the legislature
(2) Department had 2 choices
(a) Putmoneyinescrow
i) Problem - couldn't use state treasury for holding vehicle
ii) Problem - private holding would have too complicated
(1) Would have thousands of accounts
(2) Prohibitively expensive and cumbersome
(b) Adopt a policy of total payment for completed line items
i) Each line item was to be explicit
(1) On recent $2,000,000 job
(a) Had about 1100 line items
(b) Listed on 27 pages
(c) Ranged in cost from $100 to nearly $70,000
(3) Adopted zero retention route
(a) Some state officials like it, some hate it
(b) Some contractors like it, some hate it
f) In 1983 the Office of Federal Procurement Policy decided that
(1) A uniform government wide policy should be implemented
(2) Retainage was not to be used as a substitute for good contract management
(3) An agency cannot withhold funds without good cause
(4) Determinations on retainage are to be made on the basis of
(a) Contractor's past perfonnance
(b) Likelihood that such performance will continue in the future
(5) Suggested that
(a) Retainage not exceed 10%
(b) That it be adjusted downwards as the contract approaches completion
(c) When contract is complete all retainage be paid promptly
4. Summary - there is no single attitude or reality re retentions!
V. Collections, or better yet, payments
A. Direct payment from the owner
1. Conventional method on self financed projects
2. Success of method depends on the integrity and competence of the owner

3 date printed: December 4,1997

 Ralph J. Stephenson, P. Eo, P. c.
Consulting Engineer

B. Direct payment from another contractor

1. Evolved when general contractor did most of their own work
2. The secondary payment process may be used as a club rather than a tool
C. Direct payment from another party
1. Usually called the title company method

a) Steps in the title company disbursement method

(1) A. Monthly draw requests received from the contractors

(2) B. Supporting documents reviewed by the appropriate tier of contractor
(3) C. Job inspected by inspecting architect retained by payer
(4) D. Payment made to the contractors directly
(a) Sometimes direct to subs
(b) Sometimes to general contractor for disbursement to subs
b) Advantages
(1) Insures prompt payment to contractors
(2) Provides third party evaluation to gage performance
(3) Gives financing source full control of the money flow
(4) Tends to diminish tendency to front load or unbalance billings
c) Disadvantages
(1) Removes some of prime contractor's leverage to get work done
(2) Creates excessive dependency on attitudes of financing source
(3) Owner plays secondary role in motivating performance
(4) Poorly qualified inspecting architect can create havoc
(a) Bad attitude toward contractors
(b) Jealousy between architect of record and inspecting architect
VI. Final payment
A. Elements of record used in closing out the job
1. The punch list and the certificate of occupancy
a) Usually these provide the rationale behind final payment being made
b) You should decide early how the job is to be punched out
(1) Who is to do it?
(2) When is it to be done?
(3) What standards of performance are to be used to measure acceptability
(4) When is the contractor's punch list to be prepared?
(5) When is the owner's punch list to be prepared?
2. The operating and maintenance manuals

a) Inadequate OMM submittals may be cause for non payment

b) Get them done and get them submitted!

VII. Where successful collections and payment start

A. The agreement
The starting point for cash flow success is preparation and execution of a well
understood agreement up front.
1. Often contractors take jobs that specify impossible performance
Leads to getting into a position where the owner, or the architect engineer feel
they can withhold payment for personal, subjective reasons, using the impossible
clause as a legal reason.

Example: the withholding of payment because the contractor did not submit a

4 date printed: December 4, 1997

 RalphJ. Stephenson, P. E., P. C.
Consulting Engineer

acceptable schedule within a given period of time - usually an unreasonable time

frame for preparation of a good plan of work and schedule.

a) Infeasible schedules

b) Inadequate contract documents

c) Unworkable contract agreements

(1) Multiple primes

(2) Installation of unknown systems
(3) Undefined responsibility patterns
B. The client· either owner or contractor
Most payment-successful contractors profile a prospect before proposing on a job. This
is done with any new client, and sometimes on previous clients with doubtful records.
1. Profiling a client should follows a basic pattern
2. What factors describe how a client will pay?

a) Personal integrity

b) Business integrity

c) Past payment record with you

d) Past payment record with others

e) Current financial strength

f) Nature of assembled project financing

g) Process used for approving payment and releasing funds

h) Attitudes of the architect/engineer toward you and paying

i) Methods of closing out jobs

C. The project
As with the client, the project must also be profiled. Not every job is for everyone. Be
very selective so as to optimize your opportunities for success.
1. What factors describe a good pay project for you

a) Your past experience in building such facilities

b) The client's past experience in building such facilities

c) Funding sources

(1) Individuals
(2) Syndicates
(3) Trust funds
(4) Pension funds
(5) Political entities

d) Payment method

(1) Direct payment

(2) Title company payment
(3) Inspecting architect
(4) Payment method specified to be used for sub contractors
(5) Retention specified
D. Evaluating the job
Once the client and project factors are identified, it is necessary to analyze them for a
decision as to whether the job is potentially a good job or a bad job. Good and bad. is
evaluated as to the risk and the return on investment.
1. A. Weigh each factor

a) Weight each from one to ten as to its importance to you

(1) One - totally unimportant to being paid

(2) Ten - most critical to being paid

5 date printed: December 4, 1997

 Ralph J. Stephenson, P. E., P. C.
Consulting Engineer

2. B. Assign values to the client and the project which you are proposing upon
a) Values should be from one to ten
(1) One - Client and project produce worst pay potential situation for factor
(2) Ten - Client and project produce best pay potential situation for factor
3. C. Multiply the factor weight by the value to get a profile number
4. Example of profiling
How you miiWt profile the payment potential of a new pros.pect.

Factor weights multiplied by value for client Jones

• Honesty in business - 10 x 08 =80
• Past payment record with you 10 x 06 = 60
• Past payment record with others 07 x 03 = 21
• Current financial strength 07 x 05 = 35
• Nature of assembled financing 05 x 07 = 35
• Process for approving payment and releasing funds 08 x 09 =72
• Attitudes of the architect/ engineer - 06 x 06 = 36
• 'Method of closing out jobs 07 x 05 =35

Factor weights multiplied by value for Jones project

• Your past experience in building such facilities 05 x 08 =40
• aient past experience in building such facilities 04 x 04 = 16
• Funding sources 08 x 08 =64
• Payment method 07 x 05 = 35

Total = 529 out of a total possible of 740, or a 71 % potential for good payment
relationship.
VIn. Rules for getting paid promptly
A. Be certain of your agreement and understand what it says
B. Be honest in your dealings and your intent
C. Fulfill your contract
D. Avoid legal entanglements and tlueats
E. Be willing to use the lubricating oil of small favors exchanged
IX. If you aren't entitled to it don't try to get it!
X. ho 259 - March 1996

6 date printed: December 4,1997

Check list information RalphJ. Stephenson, P.E.
Consulting Engineer

Master check list information - updated as of December 4, 1997

I. Overview
The project manager's master check list is designed for those involved with, or responsible for,
directing, managing, planning, scheduling, expediting or dosing out construction projects. It is also
intended for the use of planning, programming and design professionals whose work results in the
ultimate construction of a facility or the improvement of the physical environment.

As your comments are received, and as the check list sees use on actual projects I shall further
elaborate on each of the five major generic work phases use presently. These are front end work
(fen), programming (pgm), designing (des), constructing (con), and following up (fo1).

Additions to the work phase list will be made as they are suggested and appear useful and
appropriate for achieving the major uses of the check list.
II. Background

The pm master check list originated as a tabulation of construction activities that might be

encountered in the network planning of a development, design, or construction project. As the list

has been used by various practitioners items have been added, and the use of the list has been
expanded. It can be used for making selective runs by:

• work phase
• csi codes
• general information
• responsibility codes
• submittal requirements
• who is responsible
• who is doing the work
• who is in charge
• who is liable
• target dates
• actual dates
III. Format for data runs - fields as of 12104197
A. Data type - describes the use of the record in relation to the management of
the project of which it is a part.
1. abbreviations (abb)
Key abbreviations used for descriptive purposes - limited where possible to three
characters.
2. action (act)
The basic name and description of what is being identified in the key fields.
3. participants (par)
The individuals or organizations responsible for carrying out the activities on the project.
Usually participants will be designated by a specific code number as they become part of
the project team.
B. Sequence #; - describes the work phase by number when the action, subject or
meaning occurs or is used in the project line of action.
The sequence # identifies the places in the general sequence of work in which design and
construction professionals often visualize actions occurring in an improvement program.

pagel date printed: 12/4/97

Check list information RalphJ. Stephenson, P.E.
Consulting Engineer

1. 01 - gen - general information about the project

Usually used to classify data that does not fit into other work phases (fields). An example
of an important general category is the list of abbreviations shown in the master check list
2. 02 - fen - front end work
Work which must or should occur very early in any given phase of the project and usually
before the main operations of the work phase begin. For instance checking land ownership
to determine if the project can be built on the site is usually a front end activity that must
be done as or before detailed programming or design work starts.
3. 03 - pgm - program work
The program writing phase defines a step in the design process where a narrative oriented
statement is prepared describing the needs and character of the proposed user operation,
the requirements of the user and owner, the nature of the environment to be planned,
designed and built, and the corresponding characteristics of the space that will satisfy these
needs and requirements. Sometimes the program is called the brief.

Often an action item normally encountered during the program phase will have to be
deferred until the design phase because adequate information is not available at the earlier
program phase. For instance reciprocal easements at a site may not be totally defined until
some design and poSSibly construction begins.

4. 04 - des - design work

The phase of work where detailed design studies and construction documents are
prepared. The end product of the design work is a full set of contract documents from
which the project can be built for the cost, within the time, and to the quality required by
the proforma cost analysis and the project program.
a) A further breakdown of the design work can be made as follows
(1) 04.01 - sch - schematic design
(2) 04.02 - ddv - design development
(3) 04.03 - pcd - preliminary construction documents
(4) 04.04 - fcd - final construction documents
(5) O4.OS - caw - construction contract award
5. OS - con - construction work
The process of converting a concept and its related plans and specifications into an actual
physical environment in accordance with the program and the design requirements.

Usually the construction work phase can be broken in to several well defined parts of the
building or environment. These might include the items listed below. Building parts are
designated in the master pm check list as components and are defined in the component
field or column (cmpt).
a) 05.01 - caw - construction contract award
b) OS.02 - ga - general conditions
c) 05.03 - siw - site work
d) 05.04 - sbw - substructure work
e) OS.OS - ssw - superstructure work
o OS.06 - esk - exterior skin work
g) 05.07 - irw - interior rough work
h) OS.08 - ifw - interior finish work
j) OS.09 - usy - unit systems work
j) OS.10 - clo - close out work
k) OS.11 - war - warranty work
page 2 date printed: 12/4/97
Check list information Ralph}. Stephenson, P.E.
Consulting Engineer

6. 06 - fol- follow up work

A category of work that occurs as the project nears completion and occupancy, or
following total completion of the project and during turnover, occupancy, and operation of
the facility. This list of items is limited to very few items in the pm check list and most
often are designated at close out items (clo) in the component (cmpt) column. No major list
of follow up work is given in the present master check list.
C. Action, subject or meaning - describes what major element is being defined
by the codes within the line item description (record).
D. CSI code - describes the master spec. section in accordance with the generic
spec. section to which the work is assigned by the CSI and most other major
information providers.
E. Work phase - describes the work phase by alphabetic characters in place of
numbers.
Note: this is a redundant set of data and duplicates the data shown in the sequence # column
described above.

01 - General (gen)

02 - Front end work (fen)

03 - Program (pgm)

04 - Design (des)

05 - Construction (con)

06 - Follow up (fol)

F. Component of project (cmpt) - provides supplementary information about

actions, subjects and meanings
1. aba - abatement work
2. adm - administrative work
3. cde - code and ordinance work
4. do - dose out work
5. con - construction work
6. cos - cost & estimating work
7. cot - contracts work
8. cst - costing work
9. ctr - contract preparation & execution work
10. dem - demolition work
11. des - design work
12. eas - easement work
13. env - environmental work
14. esk - exterior skin work
15. fen - front end work
16. fin - finance work
17. frw - front end work
18. gcr - general conditions & requirements work
19. ifw - interior finish work
20. ins - insurance
21. irw - interior rough work
22. isp - inspection work
23. mgt - management work
24. rnkt - marketing work
25. ofs - off site work
page 3 date printed: 12/4/97
Check list information Ralph J. Stephenson, P.E.
Consulting Engineer

26. ons - on site work

27. pas - planning & scheduling work
28. per - permitting work
29. pgm - program work
30. pro - procurement work
31. reg - regulatory work
32. rep - reporting work
33. res - real estate work
34. sbw - substructure work
35. sit - site work
36. siw - site work
37. ssw - superstructure work
38. sub - submittal work
39. tes - testing work
40. trf - traffic related work
41. usy - unit systems work
42. uti - utility work
43. ven - value engineering
44. war - warranty work
45. zon - zoning work
G. Responsibility code - Identifies individual or organization responsible for
action

page 4 date printed: 12/4/97

 Ralph 1. StepheNlon,. P.E., p.c.
Muter Project Management Check Ullt • d608 ·lfIIted by seq. data type '" empt Consulting Engineer
data csI
..oct type ""'l -....1III>j«:t ... ~ cude

1 ~ 1011 PAR· PARTY

2 IIIbb ~ll ABB - ABBREVIATIONS gent ubi

a ~ 1011 Act·ActION genl abbl

~ 1011 UP - RESPONSIBILI1Y CODES genl rapl

"
5 par 011 STEEL EREctOR 0051 ~enl gen/rap/

6 par 011 CAISSON CONTRACTOR 0021 gent gen/rapl

7 !par 011 PAINTING CONTRACTOR 0091 genl gen/rap!

8 par 011 KESTEEL SUPPUER 0031 cenl gen/Fllpl

9 par OIl DRYWALL CONTRACTOR 0091 genl genlrapl

10 par 011 STRUCTURAL STEEL CONTRACTOR 0051 genl genlrapl

11 par 1011 !STATE AGENCIES 0011 genl gen/Fllpl

12 par 1011 MUNICIPALAGENOES 0011 genl genlrapl

1:4 par 1011 !'-OUNI'Y AGENCIES 10011 genl genlnpl

14
par 1011 ROWNG CURTAIN CONTRACTOR 10 081 genl genlFllpl

15 par 1011 ROOFTOP UNIT FABRICATOR 10 151 genl gen/Fllpl

16 par 011 PAVING CONTRACTOR 10031 genl genlrapl

17 par 011 IACOUSTIC CONTRACTOR 10091 genl gen/Fllpl

\.. 18 par 1011 IfIRE MARSHALL

~OOANGCONTRACTOR
0011 genl

genl
gentrapl

gen/npl
19 lpar toll 0071
Ipar 1011 !,-ONCRETE CONTRACTOR ooal genl gen/npl
20
!

par 1011 ~ AC CONTRACTOR 0151 genl genlrapl

21

!par 011 ARCHlTECTIENGINEER 0011 genl genlrapl

22

Ipar 1011 PSR (ON SITE REPRESENTATIVE) 0011 gent ~en/rapl

n
par 1011 HOLLOW METAL FABRICATOR 0081 gent gen/rapl
24

!par 011 SUDING DOOR CONTRActOR 0081 genl gen/Fllpl

2S

Ipar 1011 pVERHEAD DOOR CONTRACTOR 0081 genl genlrapl

16

par 1011 GAS COMPANY 0011 genl gen/rapl

27

par 011 PRECAST ERECTOR 0031 genl genlrspl

28

par 1011 METAL DECK CONTRACTOR 0051 genl gen/Fllpl

29

par 1011 EXCAVATION CONTRACTOR 0021 genl gen/rapl

ao
par 1011 FENERALCONTRACTOR 10011 gent gen/rapl
al

Ipar 1011 !'-ARPENTRYCONTRActOR 0061 genl gen/npl

32

par 1011 MECHANICAL CONTRACTOR 10151 genl gen/rspl

aa
par fOIl IHARDWARE INSTALLER 10081 genl gen/rapl
M

par fOIl I"'LASS AND GLAZING CONTRActOR 10081 genl gentrapl

as

pagel
 R.al.ph J. Stephet'lllOll, P.!!., p.e.
Muter Project Management Check List - d608 -listed by seq, data type &: cmpt Consulting Engineer
data
..,. type IIiIq ..:IImI, oubject 01'-'-1 wkphue cmpt

36
par ~11 MISCELLANEOUS IRON CONTRACTOR 0051 genl !senlnpl

par ~11 ELECTRICAL CONTRACTOR 01" ~enl !senlnpl

31

38 par ~1! SPRINKLER CONTRACTOR 10151 gen! ~en!npl

39 par ~11 RESIWENT FLOOR TILE CONTRACTOR 10091 ~enl genlnpl

par ~1I HARD TILE CONTRACTOR 0091 genl /!jen/npl

par 011 FOOD SERVICE EQUIPMENT CONTRACTOR rolll genl gen/npl

par ~1I rrOILET PARTITION CONTRACTOR 0101 genl gen/npi

43 par all LANDSCAPE CONTRACTOR 0011 genl lenlnpl

par 011 OLDING PARTITION CONTRACTOR 0101 genl gen/np!

par 011 DOCK LEVELLER CONTRACTOR 011/ genl genlnpl

par all [MILLWORK CONTRACTOR 00" genl gen/npl

41 par OIl NSURANCE RATE SETTER 0011 genl genlnpl

par 011 ~UTILITY CONTRACTOR 0011 genl gen/npl

49 par 011 flRRIGATION CONTRACTOR 0011 gen! genlmpl

par 011 POWER COMPANY 001/ lS enl genlnpl

51 par 01/ STRIPING CONTRACTOR 009/ genl gen/npl

52 par 011 DEPARTMENT OF PUBLIC WORKS 001/ genl gen/npl

53 par 1011 DEPARTMENT OF TRANSPORTATION 0011 Isenl genlnpl

par 1011 FIRE EXTINGUISHER CONTRACTOR 0101 genl genlnpl

par [OIl ~EDERALAGENCIES 0011 genl gen/rapl

55

56
par ~11 SIGNAGE CONTRACTOR 0101 genl gen/l'llpl

51 par [011 DATA PHONE SYSTEM 01" genl gen/npl

58 par ~11 ITELEPHONE COMPANY 0161 genl genlnpl

59 par ~11 RSP ­ RESPONSIBILITY CODES !genl gen/npl

.., 101/011031 AGR·AGREEMENTS

[::~~enl agrl

61
.., 041051
101/02103/ BUS - BUSINESS NEGOTIATIONS
04/051
gm/desl
genlfenl bus!
pgmldesl
~ 101/021031 COE ­ CODE &: ORDINANCE WORK gen/fenl [cdel

.., ~4/051
101/02/031 CMPT-COMPONENT
pgmldesl
genlfen! emptl

64
.., 041051
~1/02/031
041051
COS -COST &: ESTIMATING WORK
des/pgml
_emen/p cosl
gm/des/c
~ 101/021031 CTR ­ CONTRACT PREPARATION AND EXECUTION WORK gen/fent drl

.., ~4/051
01102/031 £AS - EASEMENT WORK
pgm/desl
gen/fen! easf

.., 041051
~1/02/031 FEN - FRONT END WORK
pgm/de.'
gen/fenl lenl
041051 P8m/desf
68 ~ ~1/02/03/ f- MKT - MARKET CONSIDERATIONS :~n/fenl ~ktl

69
.., 041051
[01/021031 REG ­ REGULATORY WORK
gm/desl
gen/fenl regl

.., ~"OSI
[01102/031
~14I0SI
RES - REAL ESTATE
pgm/desl
gen/fenl resl
pgm/desl

page 2
 Ralph J. St<!pheMon" P .E., P.c.
Muter PmJect MiIJUIgement Check List - diG8 ·Illlied by seq, data type &. CUlpa Consulting Engineer
data
. ., type II1II ....... tuhjector-ms wkphue aapt . .pcode

71
feb 01/02/031 GEN • GENERAL CONSTRUcnON RELATED genlfenl ~ql
04105 pgm/desl

~~
72

\tIlb 01102/031 VAC· VACATION OF BUILDINGS OR LAND ivael

041051 mleon
73
\tIlb 01/02/031 ZON • ZONING WORK
en/ zon/
04/05 desl
74
feb 01103/041 PDE· PRELIMINARY DESIGN I ~:n/pgm pdel
desl
75
\tIlb 01103/041 ADM -ADMINISTRATION gen/pgm adml
051 lIdes/eonl
76
abb 01/03/04/ APR - APPROVAL ~:n/pgm .pvl
051 des/conl
77
\tIlb 01/03/041 COT -CONTRACTS ,en/pgm cot!
051 Ides/con
78
abb 101103/041 CST - COSTING sen/psm cstl
051 Idelllconl
79
abb 101/03/041 EAS - EASEMENTS if.:n/pgm easl
051 des/conI
80
abb 101/03/041
PIN. FINANCE gen/pglll finl
051 deslconl
81
abb 101103/041 MGT - MANAGEMENT gen/pglll mgtl
~51 deslcon
82
feb ~~/03/041 PAS - PLANNING'" SCHEDULING gen/pglll pa,l
51 des/coni
83
abb 01103/041 PER - PERMIT WORK sen/PIIll perl
051 des/con/
84
feb 10 1/04 ODE· DESIGN DEVELOPMENT gen/des! Iddel

85
feb 1011041 DES - DESIGN WORK ,eD/desl des/

86
feb 011041 DES-DESIGN sen/desl desl

geDldesl prr.1
87
abb 01/041 PRG • PROJECT DESIGN PROGRAM WORK

feb 1011041 SOE - SCHEMATIC DESIGN lem/desl adel

\.,. 88

89
feb 01104/05/ COD -CONTRACT DOCUMENTS sen/deslc cod/
01'11

feb 101/04/051 GCR·GENERALCONDnlONS&.REQUIREMENTS genldeslc serl

90
oftl
abb 101104/051 MKP·MOCKUP gen/deslc: mkpl
91
oftl
CCU·CURBCUT sen/conl cuI
92
,abb 1011051

1011051 CLO-CWSEOUT gen/conl 101

93
fabb
!

CON· CONSTRUcnON gen/con/ conI

94

i 1011051

CSQ. CONSTRUCTION SEQUENCE sen/conI f*<il

95
labb 101105/
abb 101/051 DEM· DEMOLnlON WORK gen/con/ ~eml
96

OEM ·DEMOLmON WORK ,en/coDI ~eml

91
abb 1011051

feb 01/051 ESK· EXTERIOR SKIN WORK gen/conl !eskl

98

abb IOl10S1 IFW • INTERIOR FINISH WORK gen/conl Ifwl

99

110 IRW - INTERIOR ROUGH WORK genlconl irwl

100
abb 10 51
lenleonl Iofsl
101
abb ~1I051
OFS - OFF SITE WORK

ONS - ON SITE WORK genlconl ansI

102
abb fOl1051
PRO· PROCUREMENT WORK sen/conl prof
103
abb 1011051
SBW - SUBSTRUCTURE WORK ~en/conl sbwl
104
abb 1011051
jOl/051 SIT· SITE WORK len/conI siwl
105
abb

page 3
date ptillled:1214191
 Ralph J. Sleph_1I,. P.E., P.c.
Muter Project M ......ement Check List • d&08 • listed by -... data type Ie c:anpt Consulting Engineer
data aI
lie' .,.,
type aide wk phue ....pt ... pallle

106 01/051 SIW • SITE WORK 'Ien/conl Islwl

107
.,., 01105/ SSW- SUPER STRUCTURE WORK gen/conl I-w/

108 ~ 011051 USY ­ UNIT SYSTEMS WORK gen/con/ usy'

109 IIIb 011

110 ad
reM - PROGRAM

01/031104 OBTAIN PERMANENT Ie INTERIM FINANCING INFORMATION

051 AS REQUIRED
-t ml Seql

fen/plml fin/fen/pg
de/llcon/ mldes/con
111 ad 02/03/0(1 REPARE PRO FORMA COST ANALYSES fen/plm! ~finlfen
Iet"' Plm/desl
112 ad 1021031041 SELICI' CONSTRUCI'ION ADVISORS OR CONSULTANTS AS fen/plml fen/des/pg
REQUIRED deal ml

113 ad 102/03/041 ISELECI' DESIGN ARCHITECT fen/Plml fen/plmld

leteal esl
~2/03f04! ISELECI' TRAFFIC CONSULTANT ~en/plm/ fen/plmld
114 fad
~e.' e./
115 ~ 102/03/0(1 !SELECI'PRODUCI'ION ARCHITECT fen/plm! fen/pgmld
des les'
116 ~ 02/03/041 iSELECI' SITE ENGINEER fen/pgml fen/pgmld
deal eal
~ELECI' ELECI'RlCAL ENGINEER fen/Plml ~en/pgmld
117 ad 02103/041
desl iesl
118 ad 02/03/041 ~ELECI' MECHANICAL ENGINEER fen/Plml ~en/pgmJd
deal 'esl
119
ad 02/031041 SELECI' STRUCTURAL ENGINEER fen/plml fen/plmJd
deal esl
120 ad 02103/04 !pREPARE AND SUBMIT MARKET ABSORBTION RATE STUDIES fen/plml fen/plmld
deal ~/finl

121 ad 02/03/041 REVIEW&; APPROVE ENVIRONMENTAL IMPACI' STATEMENTS ~ en/plml fen/pgmld

desl es/regl
ad 021031041 RESOLVE PROPERTY USE RESTRICI'IONS fen/plml fen/pgmld
desl es/resl
123
ad 02/03/041 REZONE PROPERTIES AS REQUIRED fen/pgml en/pgmld
idesl es/res/zon
124 ad 102/03/041 PREPARE ALTAlACSM LAND TITLE SURVEY fen/paml en/rea/de.
lete./ Plm/
125 ad 102/03/041 ,-HECK AND CLEAR ALL ASSESSMENTS AGAINST THE fen/pgml fen/resldes
PROPERTY ide.1 pgml
ad 102103104/ LOCATE SITES fen/pgml fen/res/PI
idesl m/desl
127 ad 102/03/041 ACQUIRE CONTROL OF PROPERTY fen/pgml fen/res/pg
idesl m/desf
128 ad 102/03/041 REPARE MARKET STIJDIES fen/Plm/ pgmlfen/d
icte.1 teal
129 ad 102103/041 ,-HECK LAND OWNERSHIP TO DETERMINE IF PROJECI' CAN BE fen/pgml res/Plmlfe
BUILT ON SITE des/ nldesl
130 ad 102/03/041 REPARE AND OBTAIN REQUIRED EASEMENTS fen/plm/ eaS/fen/PI
051 ~e./conl mldes/con
ad 102/03/041 NEGOTIATE AND EXECUTE ALL PRlVATE EASEMENTS AT SITE fen/pgml leaS/fen/pg
131
051 des/conl mldealcon
132 ad 102103/041 NEGOTIATE AND EXECUTE ALL RECIPROCAL ACCESS fen/PlmI easlfen/pg
051 EASEMENTS AT SITE deslconl imldea/con
ad ~2/03/04/ NEGOTIATE AND EXECUTE ALL SEMI PUBUC EASEMENTS AT fen/pgml _/fen/pg
133
lei 51 SITE ~es/conl mldes/con
134 ~ ~2/03/041 [DECIDE ON AND DESCRIBE ALL SEMI PUBUCUTILITY fen/plm/ Ieu/fenfpg
~Sl EASEMENTS AT SITE des/conl mldes/con
135 ad 02103/041 DECIDE ON AND DESCRIBE ALL RECIPROCAL ACCESS fen/pgml leas/fen/pg
051 EASEMENTS AT SITE dealconl mldes/con
ad 02103/041 DECIDE ON AND DESCRIBE ALL PUBUC UTILITY EASEMENTS AT fen/pgml Ieu/fen/pg
136
051 SITE deslconl imlde./con
137 ~ ~2/03/041 DECIDE ON AND DESCRIBE ALL PRIVATE EASEMENTS AT SITE fen/pgml ualfen/pg
051 des/coni mldealcon
138 ad 01103/041 NEGOTIATE AND EXECUTE ALL PUBUC UTILITY EASEMENTS AT fen/Plml leas/fenlpg
051 SITE des/con/ mldes/con
!act 02/03/041 IPREPARE&; OBTAIN ALL STREET RELOCATION EASEMENTS fen Ifen/pg
051 des/conl mldes/con
140 ad ~2/03/041 SET PROJECI' DELIVERY SYSTEM TO BE USED fen/plmI fen/des/co
~51 des/conl n/Plm

page 4 elate pnnted:1214/97

 Ralph J. Stepheuon. P.E., P.C.
MuleI' Project Management Check List - d608 -listed by seq, data type .. empt Consulting Engineer
data cst
M' type
code ",Ie pIwe CIIIpt . .pcode

02/03/041 PREPARE .. SUBMIT ENVIRONMENTAL IMPACT STATEMENTS fen/Plml fen/env/pI

141 lad
051 deslconl mldes/con
ad 02/03/04.1 ~ENTIF\, PROJECT ULTIMATE DECISION MAKERS fen/Plm/ fenlmgt/pg
142
051 dea/conl mldes/con
02103/041 OBTAIN SITE TOPOGRAPHICS, BOUNDARY, BOUNDARY 8t fen/plml fen/Plmld
143 ad
051 UTILITY SURVEYS de./conl e./conl
02/031041 ~PPLYFOR REGULATORY AGENCY APPROVALS fen/pgml fenlpgmld
144 lad
i 051 des/conl es/conl
145

146 ad
r 02103/041 SELECT GEOTECHNICAL ENGINEER
051
02/03/041 NSURE INTERNAL STAFF WAGE AGREEMENTS ARE IN PLACE
fen/Plm/ fen/plmld
des/conl eslconl
fen/pgml en/pgmld
051 des/conl ea/con/ad
:act 102/03/041 APPLY FOR .. OBTAIN ENVIRONMENTAL PERMITS REQUIRED 0011 fen/plml fen/plmld
14' 05 des/conl eslcon/env
148 act 102/03/041 IDENTlF\'ULTIMATE DECISION MAKER fen/nm/ ~en/pgmld
051 des/conl IH/con/mgt
149 ad 102/03/041 DENTIFY RELATIONS AMONG PARTIES fen/pgml fen/nmld
051 ides/conl es/con/mgt
150 ~ 102/031041 SET PROJECT MISSION, GOALS 8t OBJECTIVES fen/paml fen/pamld
~51 ideslconl eslcQn/mgt
~2/03/04.1 REVALIDATE YOUR FIRM'S ABlLITYTO DO TREJOB fen/pgml fen/pgmld
151 ad
051 dea/conl es/con/mgt
ad 02/031041 DECIDE ON PROJECT DELIVERY SYSTEM TO BE USED fen/plml fen/plmld
152
051 des/conl lea/con/mgt
ad 02/03/041 APPLY FOR 8t OBTAIN WATERWAY WORK PERMITS fen/pgml fen/pgmld
153
051 ides/CQnl ea/cQn/per
154 ad 02/031041 IOBTAIN PERMITS FROM CORPS OF ENGINEERS AS REQUIRED fen/paml fen/plmld
05 ideslcQnl ~slcQn/per
ISS act 02/031041 IOBTAIN TEMPORARY 8t PERMANENT FINANCING fen/paml fenlpgmlfi
051 !de./conl n/des/conl
02/03/041 DETERMINE FINANCIAL SOUNDNESS OF CLIENT ien/pgml tenlpamlfi
156 ad
051 ides/coni n/desfconl
157 act 02/03/041 IOBTAIN INTERIM FINANCING fen/pgml fenlpgmlfi
051 ides/conl n/des/cQnl
158 ad 02/031041 rPREPARE 8t SUBMIT ENVIRONMENTAL IMPACT STATEMENT 0011 fen/paml ~enlpgmlr
05 des/cQnl egienY/de.
ad 02/031041 PREPARE AND SUBMIT TRAFFIC STUDIES OF SITE AREA fen/paml fen/pamlt!:
159
05 ide./con' f/slt/des/co
160 ad 02/03/041 IOBTAIN OR PREPARE ALL EASEMENTS FOR STREET fen/Plml fen/reg/eas
051 RELOCATION deslcQnl I/desicon/p
161 ad 02/03/041 IREVIEW 8t APPROVE ENVIRONMENTAL IMPACT STATEMENT roOl / fen/pgml fen/reg/en
os de./cQn/ v/desiconf
02/03/041 I'-HECK ALL ASSESTS AND RESOLVE OUTSTANDING LIABILITY fen/pgm! ten/reslpg
162 ad
051 COMMITMENTS des/conl mldes/con
fen/pgml empt
163 :utl 02/03/041 UTL - UTILITY WORK
051 ides/conl
ad 021041 ~PPLY FOR AND OBTAIN SITE PLAN APPROVAL fen/desl fenlslt/des
164 II
~DENTIFY
EASEMENTS .. RESTRICTIONS THAT IMPACT ON fen/deslc leasllen/des
165 lad 02/04/051
~LDWORK Qn/ Iconl
02/041051 IOBTAIN NOTICE TO PROCEED IF APPROPRIATE DOl! fenldeslc fenladm/d
166 ad
~n/ ~./con/
02/04105 IREVIEW APPLICABLE LIEN LAWS .. CONVEY INFORMATION TO 0011 fen/desll: fen/adm/d
167 lad ani ea/conl
1m0SECONCERNED
02/04105 IOBTAIN HIGHWAY PERMITS FOR ROAD IMPROVEMENTS 0011 fen/deslc fen/con/pe
168 ad on/ rldesl
EXECUTE CONSTRUCTION CONTRACTS WITH CLIENTS 0011 fen/deslc fen/ctr/des
169 ad 02/04/05 onl ile 0'11 I
170 KI: 02/0 4/051 PREPARE LIST OF ALLOWANCES AND REVIEW WITH PROJECT 0011 fenldeslc fenldeslco
STAFF ani nl
ad 02/04/051 MAKE FULL REVIEW OF CONSTRUCTION DRAWINGS fen/deslc fenldeslco
I'll ani nl
ESTABLISH AND TABULATE KEY PROJECT DATES, AND REVIEW 0011 fen/deslc fenldeslco
172 ad 02/04/051 ani nl
WITH PROJECT TEAM
IDENTIFY NATURE OF LABOR FORCE FOR PROJECT fen/deslc fenldes/co
173 <lct 02/04/05 onl nl
ad 102/041051 E .. SUBMIT APPROVAL PROCEDURES TO BE USED fenldeslc fenldeslco
1'4 anI nl
~2104/051 ESTABLISH PLAN ROOM PROCEDURES FOR PROJECT 0011 fen/deslc fenldeslco
1'5 fact onl 1n'
dare prillled:12/4/97
 Ralph J. Stepk_1I, P.E., P.c.
Muter Project Management Check List - d6G8 - listed by seq, ~toI type ... c:mpt Consulting Engineer
data csI
reel type axle

116 act U2/04/05 ARRANGE FOR AND MAKE VIDEO ... SOUND RECORDS fen/deslc fenldeslco
anI nl
171 act ,,2/041051 MAKE VIDEO TAPE RECONASSAINCE OF SITE BEFORE 0011 lenldeslc fenldeslco
STARTING DESIGN ... CONSTRUCTION ~nl n/gcr!
118 act 02/04/051 SET PROCEDllKES FOR ALL}OB RELATED MEETINGS fenldesle fenldes/co
onl n/mgt!
179 act 02104/05 OBTAIN SOIL BORINGS AND SUBSOIL ANALYSES ~O21 (en/deslc fenldes/co
'onl n/.bw!
180 ad 02104105 !MAKE PRECONSTRUCTION SITE RECONNAISSANCE - PHONE, 0011 {en/deslc fenldeslco
SOUND, TV ani n/sUl
181 act 02/04/05 fAPFLY FOR TEMPORARY UTILITY SERVICES 0011 fen/deslc fenldes/utl
anI conI
182 act 112104/051 DETERMINE APPUCABLE UTILITY EASEMENTS ... CONFIRM 0011 !e:Jdeslc fenl_/dft
CLEARANCE TO START WORK nl Iconl
183 ad !02/04/0S = N E SITE ACCESS REQUIREMENTS DURING 0011 fen/deslc fen/gcrlsll
NSTRUCTION ani des/con
184 act 102/04/051 VAUDATE YOUR FIRM'S ABILITY TO MEET INSURANCE 0011 fen/deslc fenlinsldft
REQUIREMENTS ani con/adml
185 ~ ,,2104105 DENTIF\' RELATIONS AMONG PARmS DURING fenldeslc fenlmltlde
CONSTRUCTION fonl 's/conl
186 ~ ~2/04l05! READ CONSTRUCTION SPECIFICATIONS AND CONTRACTS 10011 fen/deslc fenlmgtlde
ani slconl
181 act !02I04/0S APPLY FOR PERMANENT UTILITY SERVICES 1001 !fertldell/c fenlutl/des
onl conI
188 lid 02/051 PREPARE BLANKET PURCHASE ORDER SYSTEM 10011 fen/coni adm/fen/d
elconl
189 ad 02/051 REPARE MASTER LABOR,. MATERIAL BUDGETS f0 011 ffen/conl conlfen/co
51
190 ad 02/051 !pREPARE'" DISTRIBUTE BUy-otJT ESTIMATE AS REQUIRED 0011 fenlconl conlfen/pt
01
191 ad 02/051 IREVIEW BULLETIN, CHANGE ORDER ... FIELD ORDER 0011 fen/coni len/adm/t
PROCEDURES WITH SUBCONTRACTORS anI
192 ad 021051 IPREPARE SCHEDULE OF VALUES FOR PAYMENT REQUESTS 0011 fen/conl fenladmlc
ani
193 ad 021051 IREVIEW EMPLOYEE SITE CONDUCT GUIDELINES WITH 0011 fen/conl fen/adm/c
SUBCONTRACTORS anI
194 act 021051 !OBTAIN EMERGENCY PHONE NUMBERS FOR 0011 en/conl fen/adm/t
SUBCONTRACTORS ionl
195 ad 1121051 OBTAIN FIELD ornCE PHONES AND DISTRIBUTE NUMBER 0011 enlconl fen/adm/c
onl
196 ad 1021051 REVIEW BlLUNG PROCEDURES WITH SUBCONTRACTORS 0011 fen/conl fen/.dm/c
'on I
191 <let 1021051 !DETERMINE SCOPE ... NATURE OF LABOR AGREEMENTS ... 0011 tenlconl ten/..dmlc
DISCUSS WITH PROJECT TEAM onl
198 ad 1021051 NOTIFY FIELD STAFF AND OTHERS CONCERNED REGARDING 0011 fen/conl fenladmlc
ALTERNATES SELECTED onl
199 ad 1021OS1 !OBTAIN BUILDER'S RISK AND LIABILITY INSURANCE 0011 fen/conI fenl.dmlc
lon/insl
200 ad 102/051 OBTAIN FIRE AND THEFT INSURANCE 0011 fenlconl fen/adm/c
onllnsl
~ 10 21051 PROVIDE OWNER WITH INSURANCE CERTIFICATES AS 10011 fen/conI fen/ad.m/c
REQUIRED ~n/lnsl

202 lact 1021051 OBTAIN SUBCONTRACTOR INSURANCE CERnFICATES 0011 fenlconl fen/adm/c
on/insl
ad 102/051 SET ... IMPLEMENT SAFETY PROGRAM 001/· fen/coni fenladmlc
onlregl
204 ad 02/051 PREPARE ... DISTRIBUTE CONSTRUCTION JOB SITE PLAN 0011 fen/conI fenladmJsl
Igcr/conl
20S <let ,,2/051 NSPECT JOB SITE BEFORE MOBILlZE ... MOVE IN !D021 fenlconl fenlconl

206 ad 021051 OBTAIN ALL SITE CLEARANCES NEEDED TO BEGIN AND ro021 len/coni fen/conl
MAINTAIN CONSTRUCTION WORK
201 ad 1021051 PROVIDE NOTICE OF START OF WORK AS REQUIRED roOtl fen/con/ fen/coni

208
ad 021051 REPARE AND DISTRIBUTE SUBCONTRACTOR UST 0011 fenlconl fen/coni

ad 02/0S1 SET ... HOOK UP JOB SITE CLOTHES CHANGING FACILITIES FOR 0011 fen/coni fen/conl
TRADES
210 ad 02/0S1 SET UP FIELD BANK ACCOUNTS AS NEEDED 100ti fenlconl en/conl.. d
ml

page 6 dale pri1\IN:121 '/97

 Ralph J. StepheNon. P.E., P.e.
Mast.r Project Management Check List - dilO8 - listed byeeq. data type 6: cmpt Consulting Engineer
dati
INIC' type .w::IIan,.lUbiector~

act ~2/051 pBTAIN BONDS, INSURANCE 6: UCENSES AS REQUIRED 0011 fenlconl ~eD/eon/ad
211
ml
211 act 021051 REVIEW EMPLOYEE SITE CONDUer GUIDWNES WITH 0011 fen/conl fen/con/.ad
INTERNAL STAFF 'ml
213 act 021051 ARRANGE FOR 6: TAKE ONGOING CONSTRUCTION PHOTOS 001 fenleonl fen/eon/ad
ml
214 act &. HOOK UP JOB SITEOmCES 0011 fen/conl fealeon/ge
rl
215 act 02/051 SET &. HOOKUP JOB SITE STORAGE FACILITIES 10011 fen/coni fen/con/ge
rl
216 ~ 02/051 DENTIFY ALL GENERAL REQUIREMENTS &. CONDmON ITEMS 10011 fealeon/ge
rl
217 act 102/05/ NSTALL JOB SITE PHONES roOll enleon/ge
rl
218 act 1021051 REVIEW SITE PLAN AND SITE SPACE ALLOCATION WITH !OOll fenlconl Ifealconlait
SUBCONTRerORS IIgerl
219 act 102/051 ~NSTALL JOB SITE TEMPORARY WATER 0011 fenlconl fen/con/aU
Igcrl
220 act 021051 INSTALL JOB SITE TEMPORARY TOILETS 0011 fen/conI fen/con/ut
II
221 act 1021051 PROVIDE CONSTRUCTION SUPTWITH SUBCONTRAer 1"011 enlconl fenleotlad
PURCHASE ORDERS SHOWING WK SCOPE OF SUBCONTRACTS mfconl

~31
m SSEMBLE AND ORGANIZE PROJEer CONSTRUerION TEAM fen/coni fen/mgt/eo
fnl
223 FEN - FRONT END WORK fenl fteql
~HECK PARKING REQUIREMENTS
224 act 1031041 pgm/deal cde/pgmld
esl
225 act 03/041 MAKE PHEUM CODE REVIEW OF EARLY DESIGN PACKAGES pgm/desl cdelpgmld
~.I

226 act 03/041 NEGOTIATE AND EXECUTE CONSTRUC. TION ADVISOR Ipgm/desl elr/pgmlde
CONTRAerS AS REQUIRED 81
227 ~ 103/041 IKEVIEW PROJEer PROGRAM NEEDS AND DESIRE WITH OWNER pgm/desl pgmldesl

228
act 103/041 !SELECT CONSTRUCTION DESIGN CHARACTERISTICS &. SYSTEMS pgm/des' pgmldesl

229 !act 103/041 [WRITE FAOLlTY PROGRAM pgm/d.sl pgmldes/

230 act 10 3/041 IREVIEW PROJEer PROGRAM NEEDS AND DESIRES WITH pgm/d.sl pgmldes/
ARCfHTEerlENGINEER
231 lact 103/041 [DETERMINE SCOPE OF WORK FOR ALL OFF SITE 10021 pem/deal pgmldesl
CONSTRUCTION REQUIRED
m act 103/041 DETERMINE ELEVATOR REQUIREMENTS pem/des' pgmldesl

233 act 103/041 PREPARE PROJEer PROGRAM pgm/des' pgmldesl

lact 103/041 IREVIEW AND APPROVE PROJEer PROGRAM pem/desl pgmlde.1

234
IDETERMINE ELECTltICAL DEMAND LOADS 9161 pgm/desl pgmldes/u
235 act 10 3/041
I ~II

236 ~
103/041 ~ETERNnNEPHONEDEMANDLOADS 0161 Plm/desl pgmldes/u
~II

237 ~ 103/041 DETERMINE GAS DEMAND LOADS 0151 pgm/desl pgmldeslu

~II
103/041 !DBTAIN VARIANCES TO LAND USE ORDINANCES AS REQUIRED pgm/deal jreslregJpg
238 lact
lm/d..!
239 act 103/04/051 REVIEW CLIENT CONTRACT 001 pgm/desl .dm/eot/d
coni ."con/pg
OBTAIN PERMANENT FINANCING pgm/desl fin/desleo
240 lact 103/041051 conI n/psml
REVIEW ALL EXOTIC MATERIALS TO BE USED WITH PROJEer pgm/des' pemldes/c:
241 act 03/041051 conI onl
STAFF
BTAIN COPIES OF APPLICABLE CODES AND ORDINANCES Pim/dell pgmldea/c
242 conI onl
REPllE AND DISTRIBUTE PROJEer ORGANIZATION CHART pgm/desl pgmldes/e
243 coni on/.dml

~ 244

245 act
M"fI.5I ESTABLISH SCOPE OF OFF-5ITE WORK REQUIRED BY YOU AND
BY OTHERS
3/041051 IDENTIFY LONG LEAD OR HARD TO PROCURE ITEMS AND
DISCUSS WITH PROJEer STAFF
Plm/deal Pimldea/e
conI on/of.t.lw
Pim/desl Plmldu/e
conI onlprol

page 7 elate primed:12l4/97

 Ralph J. Slephl!MOn. P.E., P.c.
Master Project Management Check List - d608 - listed by seq. data type & cm.pt Consulting Engineer

data

Me • type Mq KtIoD, aabject or-.t.ns

....pcodll

246 ad 103/0 4/051 PREPARE & SUBMIT VALUE ENGINEERING ANALYSIS roOll pgm/desl pgmldesle
conI !onlvenl
ad 103/011051 IREMOVE CONTAMINANTS FROM SITE AS REQUIRED roOll p,m/de.' re"psmld
247 coni esJabalcon
abb 10 41 DES-DESIGN delll leeql
248
ad 1041 IAPPLY FOR & OBTAlN PLAN CODE IlEVIEWS REQUIRED 1001 idesl cde/delJl
249

ad 1041 IOBTAIN VARIANCES TO BUILDING CODES AS REQUIRED idesl iccIeidelll

250

251 fad 10 41 !EXECUTE SITE ENGINEER CONTRACT idesl letr/desl

EXECUTE ELECT ENGINEER CONTRACT ~esI dr/des/

252 fad 10"
fad 10 41 EXECUTE DESIGN ARCHITECTURAL CONTRACT dell letr/desl

254 ad 10 41 EXECUTE PRODUCTION ARCHITECT CONTRACT Idesl letr/desl

255 ad 1041 EXECUTE STRUCTURAL ENGINEER CONTRACT idesl Idr/delll

ad 1041 EXECUTE MECHANICAL ENGINEER CONTRACT desl dr/deal

256

257 ad 10 41 EXECUTE TRAFFIC ENGINEER CONTRACT desl dr/desl

ad 10 41 ,-HECK DESIGN DEVELOPMENT PACKAGE FOR idell des!

CONSTRUCTlBILITY
~HECK PRELIMINARY DESIGN PACKAGE FOR dell desl
259 ad 10 41
~NSTRUCTlBIUTY
ad 10 41 ~AKE CODE SEARCHES FOR DOCUMENTCOMPUANCE idesl desl

261
ad 1041 PREPARE DESIGN DEVELOPMENT PACKAGE dell

262 ad

ad
041

041
PREPARE PRELIMINARY DESIGN PACKAGE

PREPARE SCHEMATIC DESIGN PACKAGE

:j desl desl
263

ad 041 PREPARE FINAL CONSTRUCTION DOCUMENTS 0011 idesl desl

265 ad 041 CHECK SCHEMATIC DESIGN PACKAGE FOR CONSTRUCTIBILITY desl desl

ad 10 41 PREPARE & SUBMIT PERFORMANCE SPECS FOR LIFE SAFETY desl idesl
AND AUTOMATION SYSTEMS
267 ad 10 41 PREPARE & ISSUE £LEVATOR ENTRANCE AND CAB DESIGN 0141 dell dell

268 ad 041 ERTIP\' GROSS BUILDING AREAS DOl desl dell

269 ad 1041 PREPARE & ISSUE DESIGN DEVELOPMENT PACKAGE desl Idesl

270
ad 10 41 REVIEW & APPROVE DESIGN DEVELOPMENT PACKAGE desl desl

ad 10 41 PREPARE & ISSUE SCHEMATIC DESIGN PACKAGE desl desl

271

ad 10 41 REVIEW & APPROVE SCHEMATIC DESIGN PACKAGE idesl desl

272

273 ad 1041 PREPARE & ISSUE PREUMINARYDESIGN PACKAGE desl desl

274 ad 10 41 REVIEW & APPROVE PRELIMINARY DESIGN PACKAGE Idesl Idesl

275 ad 10 41 PREPARE & ISSUE CONTRACT DOCUMENT PACKAGE e.1 Idesl

276 ad 1041 REVIEW & APPROVE CONTRACT DOCUMENT PACKAGE 1001 desl idesl

277 ad 10 41 PREPARE AND SUBMIT EARLY DESIGN STUDIES TO CITY FOR desl deslcdel
COMMENT
278 fact 10 41 RETAIN WINDOW WASHING CONSULTANT des des/cot I

ad 10 41 ~ETAlN ELEVATOR CONSULTANT desl deslcotl

279

ad 10 41 ~ETAlN UFE SAFETY & AUTOMATION CONSULTANT desl des/cot!

280

date prWe4:12/4/97
 Rafph r. Steph-, P.£', P.c.
Master Project Management Check Llat • d608 ·Ilated by seq.. data type a. cmpt Consulting Engineer
data aI
...." type mde wit pb.ue cmpl NIp aide

281 ad 10 41 ....ONPIRM OWNER OR END USER TIME TABLE FOR DESIGN 001 'des! ~slpu

ad 10 41 PREPARE AND SUBMIT EAKLY DESIGN STUDIES TO XDOT desl 'des/sUI

fad 10 41 DEVELOP SURROUNDING ROAD IMPKOVEMENT PLANS WITH des! deslaUl

XOOT
ad 1041 DEVELOP SURROUNDING ROAD IMPROVEMENT PLANS WITH desl deslaitl
aT\'
285 ad 104/051 SET OmCE PROJECT FlUNG SYSTEM ro 011 des/conl admlcon/d
eal
ad 1041051 SET FIELD PROJECT FILING SYSTEM 0011 des/conl admlcon!d
fill
287 ad 04/051 SET UP REQURIED COUllIEll SERVICE FOR LOCAL DELIVERY OF 0011 des/coni admlcon/d
carnCAL MATERIAL .al
ad 04/051 PKOCESS CLIENT a. SUB CONTRACTOR CHANGE ORDERS 0011 Idealconl admldea/e:
oftl
289 ad 04/051 IPREPARE 6: DISTRIBUTE CODE OF ACCOUNTS 0011 Idealconl !adm/deale:
Ion I
REPARE 6: REVIEW REQUESTS FOR PA\'MENT WITH CLIENT'S 0011 Idea/eonl ladm/des/e
REPRESENTATlVE Ionl
04/051 ~ET 6: IMPLEMENT CLIENT REVIEW PROCEDURES 0011 !dea/eonl ladm/des/e
291
10'"
ad 041051 iPREPARE 6: DISTIlIBUTE PROJECT DIRECTORY 0011 ~ea/conl adm/deale
onl
293 ad 04/051 IPROVIDE FIELD STAF'P WITH UP TO DATE CONTRACT 0011 !des/conl admldes/c
DRAWING SET onl
fact 04/051 PROVIDE FIELD STAFF WITH JOB LOG BOOKS AND SET 0011 desleonl adm/desle
PKOCEDURES FOR ENTRIES onl
295 ad 04/1151 INSURE THAT ALL DRAWING DEPOSITS ARE RETURNED 11011 des/conl admldealc

s'"' ' ' '

onl
ad 04/051 ~ET PROCEDURES
FOR SUBMISSION OF DAILY, WEEKLY, AND 0011 des/conl admldes/c
MON1HLY REPORTS ani
297 ad 04/051
_lID SErOFCONTIlCfDOClJMENl'SIN ..... PRoncrED
LOCATION .dm/d.oI,
onl

API'ROPRlAT~ d"'''''''~
298
lid 104/051 ESTABUSH PROJECT DESIGN 6: CONSTRUCTION COST ACCTG 001
SYSTEM AND ACCOUNT NUMBERS
299 ad 104/1151 SET STORAGE" INSURANCE REQUIREMENTS FOR MATERIAL 6: 0011
EQUIPMENT FURNISHED BY OTHERS
300 ad 104/1151 ...,.AR, AND l'UBUSII. AS
ClUTIQUE 6: DEBRIEFING
RJu. "OlEO ""
I
ad 104/051 IDENTIFY EQUIPMENT 6: MATERIAL FURNISHED BY OTHERS 6: 01111 des/conI con/prolde
301
REVIEW WITH PROJECT STAFF .1
fact 104/1151 ....ONPIRM OWNER'S BUDGET RELATIVE TO THE PROJECT 01111 des/conl cos/des/co
302
DELlVEllY SYSTEM SELECTED nl
ad 10 41051 ESTIMATE COSTS OF REVISIONS TO WORK 0011 des/conl cos/des/co
nl

304 lad 1041051 PREPARE BASE COST ESTIMATES TO CORRELATE WITH DESIGN 0011 des/conl cos/des/co
PKOGRAM nl
305 fact 10 41115 / PREPARE 6: EXECUTE ALL LICENSE AGREEMENTS 10011 des/conI dr/des/con
I
ad 104/051 NEGOTIATE 6: EXECUTE AGREEMENT ON TRAFFIC des/conl dr/des/eon
SIGNALIZATION I
ad 104/1151 EOTECHNICAL ENGINEER CONTRACT des/conl dr/des/con
307 /
ad 104/051 NEGOTIATE AND EXECUTE GUARANTEED MAXIMUM PRICES des/coni dr/des/con
AS REQUIRED I
lad 104/051 NEGOTIATE AND EXECUTE DESIGNlBUILD CONTRACTS AS des/coni drldeslcon
REQUIRED I
ESTABLISH" PUBLISH OPERATING &: MAiNT MANUAL (OMM) 0011 des/eonl desldolco
:nO fact 104/051
SUBMITTAL PROCEDURES nl
fact 104/051 DEFINE JOB CONDmONS TO BE MET FOR SUBSTANTIAL 0011 deslcon! dell/dolco
311
COMPLETION nl
STABLISH AND PUBLISH WARRANTY PROCEDURES 01111 deslconl des/dolwOl
312 rlconl
!;-t4/051 PREPARE 6: SUBMIT DAILY REPORTS 0011 Ides/conI deslconl
313

ad 04/051 ...HECK FINAL DESIGN PACKAG:E FOR CONSTRUCTIBILITY 0011 des/coni deslconl
314

ad 04/051 PREPARE BIDDER'S LISTS 0011 ~es/eonl des/eonl

315

page 9 dale pnnted:l21 4/97

 IWph J. StephelUlOR, P.E., P.e.
Muter Project Management Check Lillt • d608 ·llIIted by eeq, data type '" cmpt Consulting Engineer
data CII
""" type IIIq actIoII,lUI!jed or-u.s code wkpJwe empl ...pcode

~4/051 EXECUTE CLIENT LEITER OF INTENT IF APPROPRIATE des/conl deslconl

316 act
~4/051 PREPARE AND SUBMIT CLIENT PROPOSALS Idevconl des/conl
317 ~

318 act 10 41051 PREPARE SUBCONTRACTOR SELECTION 0011 des/conl ides/conI

act ~4/051 EXECUTE CLIENT DESIGN CONTRACT Ideslconl Ides/conl

319

~4/051 ACKAGECONST. DOCUMENTS FOR SOLICITING SUB Ideslconl !des/conl

320 ~
PROPOSALS
321 act ~4/011 SET FORMAT FOR PROJECT OOCMENT mES des/conl des/coni

act 041051 TABULATE ACCEPTED ALTERNATES '" INSURE APPLICABLE des/conl des/coni
DRAWINGS ARE AVAILABLE
act 041051 rrABULATE ALL BID QUALIFICATIONS'" REVIEW WITH PROJECI ~es/con' des/conl
STAFF
act 04/011 IESTABLISH'" PUBLISH SUBMllTAL PROCESSING PROCEDURES 0011 ~e./conl des/conl
324

32S lid 041051 IPREPARECONTRACT AWARD TABLATION SHEET WHERE 0011 des/conl des/con/
APPROPRIATE
326

329 ad
lid 041051

327 act 041051

act 041051

04/051
lESTABUSH PHOTO TAKING RESPONSmILITIES AND
PROCEDURES ON PROJECT
IPREPARE CONTRACT DOCUMENT MATRIX

[BIND EDGES OF FREQUENTLY USED SETS OF DRAWINGS

!,-ONFIRM OWNER OR END USER TIME TABLE FOR

CONSTRUCTION'" OCCUPANCY
=­
0011
des/conl des/coni

des/conl des/coni

de./conl des/cofll

des/conI des/conl

act 041051 fLABEL'" SAFELY STORE INTACT BID SET OF CONTRACT 0011 des/conI Ides/conl
DOCUMENTS
act 04/051 ~DENTIFY ALL ALLOWANCE ITEMS &: DISTRIBUTE LIST TO 0011 des/conl Ides/conl
331
rtuosE CONCERNED
lad 104/051 VICES REQUIRED 0011 Idevconl des/cofll

~ 1041051 [REVIEW '" DISTRIBUTE ALL SUBSOIL REPORTS AS REQUIRED des/conl de./conl

ad 1041051 ESTABLISH LEVEL OF DOCUMENTATION TO BE MAINTAINED deslconl Ideslconl

ON PROJECT
SET JOB MEETING SCHEDULES 1d"/co~1 deslconl
~ 104/051 0011
335
ad URIS FOR KEEPING FIELD 10011 deslconl Ides/con
LOGS, DIARIES&: REPORTS
337 act 104/051 DETERMINE RESTRICTED LOAD REQUIREMENTS ON SITE 0011 Ideslconl ides/coni
ACCESS ROADS
:us ~d 1041051 ESTABLISH REQUEST FOR PAYMENT, APPROVAL'" PAYMENT 001/ Idesleonl des/conI
PROCEDURES
.d 04/051 ESTABLISH AND IMPLEMENT PROJECT MEETING NOTE 10011 devcoul deslconl
PROCEDURE
.d 041051 PREPARE &: ISSUE ELEVATOR FIXTURE DESIGN, MATERIALS &: 10141 des/coni deslconl
rotoRS
341 fad 104/051 DEFINE JOB CONDmONS TO BE MET FOR OBTAINING 10011 Idevconl des/eon/d
CERTIFICATE OF OCCUPANCY ~I
.d 1041051 ESTABLISH AND PUBUSH PUNCH LIST PROCEDURES 0011 !des/conI 'deslconlc:l
01
ad 04/051 ESTABLISH &.: PUBLISH CONSTRUCTION RECORD SET 0011 I
PREPARATION PROCEDURES '01
ad n41051 UCTlON CONTRACT 10011 Ides/conl des/con/etf
I

345 .act ~4/051 APPLY FOR &: OBTAIN EROSION CONTROL PERMITS 0021 delleonl des/con/en
vlperl
act ~4/051 DESIGN, FABRICATE AND ERECT SITE IDENTIFICATION SIGN 10011 dealcon/ge
rl
347 act 1041051 DETERMINE LOCATION OF STORAGE, OFFICE, CONST ROADS, 0021 dealconl des/conlge:
STOCKPILE, PARKING, TRAILERS,&.: FAB AREAS rlsltl
~41051 PREPARE &.: SUBMIT ELEVATOR STUDIES des/conI des/eonllp
i
act ~4/051 OBTAIN REQUIRED APPROVALS OF WORK PLANS AND 0011
tol
!des/conl des/conlplI
349
SCHEDULES sl
350
act ~4/051 REVIEW WORK PLAN AND SCHEDULES WITH 10011 des/conl des/conlp.
SUBroNTRACTORS 81

page 10 dale prinled:12/4197

Y. rr
 JWph J. StepheMOll,. P.E., P.c.
Muter Project Management Check List - d608 -listed by eeq, data type 4: anpt Consulting Ensineer
dat.t
_. type oeq ......... lUbjector-mg wlcphMe anpl

3S1 act 10 4/05 / !pREPARE SUMMARY & DJrrAILED NETWORK MOBELS OF WORK 1001 / ~es/conl Ides/conlpa
rroBEDONE sl
352
~ 10 41051
IfILE CONTRACT DOCUMENT BUILDING PERMIT SET IN SAFE, 0011 des/conl ideS/conipe
\.
353
PROTECTED BUILDING
LABEL & SAFELY STORE INTACT PERMIT SETS OF DRAWNINGS 10011
rl
des/conI des/conlpe

EE=
rl
354 IAPPLYFOR & OBTAIN ELECTRICAL PERMITS !O161 des/conI des/conlpe
rl
355 !APPLYFOR&OBTAlNDEMOLlTIONPERMITS 0011 des/conl des/conlpe
rl
356 act 1041051 IAPPLY FOR 4: OBTAIN MECHANICAL PERMITS 015/ des/coni des/con/pe
rl
357 act 1041051 IAPPLY FOR & OBTAIN STREET RESTRICTION PERMITS 0011 deS/conlpe
rl
358 act 04/051 APPLY FOR 4: OBTAIN HEALTH DEPARTMENT PERMITS 0011 des/conI deS/conlpe
rl

359 act 04/051 APPLY FOR Ie OBTAIN SITE WORK PERMITS 0021 ides/conI
II'I
360 act 041051 APPLY FOR Ie OBTAIN FULL BUILDING PERMIT 0011 Ides/conl Ides/conlpe
rl
361 act 04/051 APPLY FOR Ie OBTAIN FOUNDATION PERMITS 0011 ides/coni Ides/conlpe
rl

361 act 041051 !APPLY FOR Ie OBTAIN CURB CUT PERMITS 0021 Ides/conl ldeS/conipe
II
363 act 04/051 !APPLY FOR Ie OBTAIN FOOD SERVICE PERMITS 001/ ~es/conl Ides/conlpe
rl

364 act 041051 APPLY FOR AND OBTAIN ALL SIGN PERMITS 0011 ides/conI des/conlpe
r/

365 act 041051 IAPPLY FOR Ie OBTAIN SITE UTILITY PERMIT 0021 Ides/conl des/conlpe
rl
36(i act 04/051 IAPPLYFOR & OBTAIN SITE IMPROVEMENT PERMIT 0011 Ides/conl des/conlpe
rl
367 act 1)4/051 APPLY FOR Ie OBTAIN SOIL EROSION PERMITS 0021 deslt:on/ des/eonlpe
rl
368 act 104/051 IOBTAIN FULL BUlLDlNG PERMIT 0011 ides/conI deslconlpe
rl
369 act 104/051 pBTAlN FOUNDATION PERMITS 0011 fdesJconl des/conlpe
fl
pBTAlN ELECTRICAL PERMIT 001/0161 des/conI deslconlpe
370 ~ 104/051
rl
pBTAlN PLUMBING PERMIT 001/0151 deslconl deslconlpe
371 ~ 104/051
rl
act 1041051 pBTAlN CURB CUT PERMITS 10011 deslconl des/conlpe
372
rl

~
APPLY FOR Ie OBTAIN HIGHWAY RIGHT OF WAY WORK 10011 des/conl des/conlpe
373
PERMITS rl
pBTAIN SITE WORK PERMITS 1001/0021 deslconl des/canipe
374
rlsltl
SJrr NORMAL. EXPEDITED AND SPECIAL SUBMITTAL 0011 deslconl des/con/pf
375
TURNAROUND TIMES TO BE USED 01
act 04/051 IDENTIFY ALL OWNER FURNISHED EQUIPMENT ITEMS Ie 0011 deslconl des/con/pr
376
DISTRIBUTE TO THOSE CONCERNED 01
act 041051 IOBTAIN '" DISTRIBUTE APPROVED LONG LEAD ITEM COLOR 4: 1D011 des/conl des/con/pr
377
iFINISH SCHEDULES '01
act 1041051 DETERMINE WAREHOUSING NEEDS AND OBTAIN SPACE 10011 des/coni des/con/pr
378
~I
act 104/051 IOBTAIN DELIVERY DATES FOR MATERIAL Ie EQUIPMENT 0011 Ides/coni des/con/pr
379 01
FURNISHED BY OTHERS
act 104/051 ESTABLISH FORMAT AND CONTENT OF PROCUREMENT LOGS 0011 fdes/conl ~es/con/pr
380
!pI
DESIGN, SUBMIT AND APPROVE CONCRJrrE MIXES 0031 des/conl des/con/pr
381 01
PREPARE Ie ISSUE ELEVATOR PROPOSAL PACKAGE OU( deslconl deslcon/pr
382 01
IVALUATE ELEVATOR PROPOSALS AND AWARD CONTRACT 0141 ~es/conl ~eslcon/pr
383 oleotl
04/051 DJrrERMINE MOCK UPS REQUIRED AND MAKE 0011 deslconl Ideslcon/pr
384
ARRANGEMENTS FOR THEIR DESIGN AND CONSTRUCTION ~/mupl
act 041051 FOLLOW UP AND RECEIVE TEMPORARY UTILITY SERVICES 0011 deslconl [des/con/pf
385 olutll

pagel! date pnnled:1214197

 ltalph J. SUipheawan, P.!., P.e.
Muter PlOjed M-aement Check List - d608 -listed by aeq, data type 6; cmpt Consulting Engineer
cal
alde wk pIuoH _pt

act 104/051 REVIEW TESTING NEIDS AND OBTAIN TESTING SERVICES 10011 des/conl des/conltel
prof
act 104/051 OBTAIN INFORMATION ONTKASH COMPACI'OR OUf des/conl detJIcon/us
yl
act 104/051 OBTAIN INFORMATION ON PALLE1T STACKER ro131 detJIconl detJIcon/us
11'
389 act 104/051 OBTAIN INFORMATION ON BALER IOUI detJIconl ldeslcon/us
11'
390 lad 104/051 DETERMINE RECIPROCAL EASEMENTS 6; CONFIRM CLEARANCE ides/coni !euldetJIco
TO START WORK ttl
391 ad 104/051 DETERMINE MAINTENANCE EASEMENTS AND CONFIRM 0011 ides/coni euldes/co
CLEARANCE TO START WORK ~I
act 04/051 IfOLLOW UP WITH PUBUC RELATIONS CALL AFTER Ides/conl ~kt/del/co
392
CONSTRUCI10N 1\1
393 act 04/051 IFOLLOW UP AND OBTAIN REGULATORY APPROVALS aetJIconl ret/des/co

..
nl
394 act 04/051 !RETAIN CURTAIN WALLITESTING CONSULTANT detJIconl esldeslcon
Iprol
395 051 CON -CONSTRUCI10N < coni seq

act 05/ PBTAIN ALL WAIVERS OF LEINS 0011 coni adm/coni

397 act 05/ FIELD 0011 coni adm/coni

398 act 051 EQUATE iD 011 coni admlconl

act 10 51 ESTABUSH REMOTE PROJECT BANK ACCOUNTS 10011 jeonl adm/conl

act IOSI OBTAIN AND DISTRIBUTE SITE ADDRESSES 0011 !conI adm/COllI

!act 10 51 SET UP FIELD PETTY CASH ACCOUNT 6; PROVIDE CASH TO FIELD 0011 ani admlconl
STAFF
act 10 51 ESTABLISH PROJECI' CONST COST ACCI'G SYSTEM AND 0011 coni fadm/coni
ACCOUNT NUMBERS
fad IOS( SET 6; IMPLEMENT SUB CONTRACI' PAYMENT PROCEDURES 0011 olll adm/con.!,
!crt
ad IOS( SET PROJECT CLOSE OUT PROCIDURES 10011 conI c

act 05( [TURN OVER PROJECI' TO CLIENT 0011 can

405

406 fad 051 PUNCH OUT PROJECI' 0011 olll ciolconl

407 fad 051 pBTAIN GUARANTEES 0011 ani lolconl

act OS( PBTAINCEKTIFICATEOFOCCUPANCY 0011 ani Ioicon

act 051 pBTAIN PROJECI' OPERATING AND MAINTENANCE MANUALS 0011 conI laIcani

410 KI 051 PREPARE AND SUBMIT CONST DOCUMENT RECORD SET 0011 conI dolconl
(FORMERLY CALLID THE AS BUILT RECORD SET)
411 act 051 pBTAIN WARRANTIES 0011 coni loleon

fad OSI IREVIEW CONSENT OF SURETY REQUIREMENTS 6; DISTRIBUTE 0011 on lolconl

INFO AS APPROPRIATE
fad 051 IASSIST IN START UP PROCESS FOR EQUIPMENT (DEFINE 0011 coni clolconl
~REFULLy)
414 act 051 IPLAN 6: IMPLEMENT SYSTEMS TRAINING PROGRAMS AS 0011 conI lo/conl
REQUIRID
us act OSI pBTAlN CERTIFICATE OF SUBSTANTIAL COMPLETION 1"011 coni clolconl

416 ad 051 !'oLEAR FINAL PA¥MENT ON PROJECI' AND OBTAIN PROPER 001 conI dolconl
WAIVERS OF LIEN
417
ad OSI [pROVIDE OWNER AND USER WITH AN UP-TO-DATE SET OF 001 0
CONSTRUCI10N DOCUMENTS FOR REFERENCE USE
418 ad OSI !'o0LLECT, RECORD, AND STORE JOB LOGS, DIARIES, REPORTS, 001 conI dolconl
AND OTHER PROJECI' DOCUMENTATION
ad OS( BRING ALL MEETING MINUTES AND RECORD FILES UP-TO-DATE 00l coni dolconl
419

420 act 105/ ....OLLECT AND BIND ALL OmCIAL AND UNOFFICIAL PROJICI' 00l COlli do/conl
PHOTOS

page 12 date pnnted:12/4/91

 Ralph J. Steph_n. P.E., P.e.
Muter Project Management Check List • d/i08 • listed by eeq, dlIta type &. cmpt Consulting Engineer
CIlde wk pItaH CDlP!

421 ~d 051 .....OLLECT AND RECORD ALL PROJECT NETWORK PLANS. 0011 coni do/coni
SCHEDULES, AND BAR CHARTS

\.,. t22 ~ ~Sl .....LOSE OUT AND STORE CORRESPONDENCE AND OTHER
RECORD FILES
0011 conI dolconl

W ~ ~51 ASSEMBLE AND PROPERLY STORE ALL SHOP DRAWINGS AND 0011 onl ~Io/conl
OTHER JOB RELATED SUBMIlTALS
424 ~ 051 REQUEST ARCHlENGR OF RECORD TO MAKE CERTIFICATE OF DOlI Icon I do/coni
SUBSTANTIAL COMPLETION INSPECTION
425 ad 051 PLAN AND IMPLEMENT GRAND OPENING OF PROJECT AS 10011 conI dolconl
REQUIRED
426 ad 051 \..ONDUCT INTERNAL PROJECT CRITIQUE AND MAKE 0011 conI do/conI
RECOMMENDATIONS FOR IMPROVEMENTS
427 ad 051 ACCOUNT FOR ALL CUENT-OWNED TOOLS, SPARE PARTS. AND 0011 conf dolconl
EXTRA STOCKS OF MATERIALS
t28 51 PROVIDE OWNER COPIES OF ALL RELEASES THAT ALLOW 0011 conI dolconl
OCCUPANCY
m .id IOSI LABEL ALL ELECT PANEL BOXES, PLMBG, VALYES AND EQUIP
FOR PROPER OPERATION AND MAINTENANCE
015/0161 conI dolconl

430 ad HEDULES 0081 coni do/con

431 ad IOSI SUBMIT FINAL STATEMENT OF ACCOUNTING AS REQUIRED, 0011 !Coni do/con
TO OWNER AND ARCHlTECTIENGINEER
432
ad IOSI LCHANGE ORDER 0011 coni do/coni
ONTRACT AMOUNTS
433 ad 10 51 SEND DESERVED THANK YOU LEITERS TO THE OWNER, 0011 conI do/conI
DESIGNERS, AND CONTRACTORS INVOLVED
434 ad ~51 fl'ROVIDE OWNER WITH COMPLETE UST OF CONTRACTORS 0011 coni dolconl
AND VENDORS ON JOB AND WHAT THEY DID
~RRANGE FOR SUCH OPEN HOUSE ACTIVITIES AS MIGHT BE coni dolconl
435 !ad 10 51 0011
DESIRES
\Jd 051 ~NSURE THAT YOUR COMPANY IDENTIFICATION IS SHOWN 0011 conI do/coni
436
SOMEWHERE IN THE BUILDING IF PERMIlTED
437 ad 051 INSURE THE BUILDING IS AS CLEAN OR CLEANER THAN DOlI Iconl do/conl
SPECIFIED WHEN YOU MOVE OUT
438 ad 05/ PROPERYTRAIN AND TURN OVER THEFACIUTYTOTHE DOlI !conI dolconl
OWNER'S REPRESENTATIVES
439 ad 051 ESTABLISH START OF ALL WARRANTY AND GUARANTEE 0011 coni do/conI
PERIODS PRIOR TO OWNER MAKING JOB OPERATIVE
440 adl 051 PREPARE AND SUBMIT TO THE OWNER SPECIFIC WARRANTIES 0011 feonl clo/conl
AS SPECIFIED
441 ad 051 PREPARE AND SUBMIT TO THE OWNER WORKMANSHIP OR 0011 onl dolconl
MAINTENANCE BONDS REQUIRED
4t2 ad 051 PREPARE AND SUBMIT TO THE OWNER MAINTENANCE 0011 onl do/conI
AGREEMENTS AS SPECIFIED
443 ad 051 PREPARE AND SUBMIT TO THE OWNER DAMAGE AND 0011 conI do/conI
SElTLEMENT SURVEYS OF THE SITE AND FACILITIES
444 lad 051 REPARE AND SUBMIT TO THE OWNER FINAL PROPERTY 0011 coni do/conI
SURVEYS OF THE SITE
445 lad 051 SUBMIT FINAL BILLING TO OWNER FOR ALL IMCOMPLETE 0011 iConl do/conl
ITEMS AND A PROPER COST ASSIGNED TO EACH
051 ADVISE OWNER OF ANY INSURANCE CHANGES OVER 0011 [conI dolconl
446 lad
EXImNG OR PAST REQUIREMENTS OR DATES
SUBMIT FINAL UTILITY METER READINGS, AND RECORDS OF 0011 lConl dokanl
447 ad 051 STORED FUEL AT TIME OF SUBSTANTIAL COMPLETION
448 ad ~WNER CONSENT OF SURETY TO FINAL PAYMENT 0011 coni dolconl

RID JOB OF ALL RODENTS, INSECTS. AND OTHER PESTS BY AN 0011 conI dolconl
449 ad 051 EXPERIENCED EXTERMINATOR

tl'
\..AREFULLY READ THE FULL CONTRACT DOCUMENT CLOSE 10011 conI dolconl
4SD
OUT REQUIREMENTS
51 MAINTAIN INVENTORY OF TOOLS &: EQUIPMENT 10011 conI conladml
451
ad ~51 PREPARE EMPLOYEE SITE CONDUCT GUIDELINES 0011 conI conladml
4S2
~51 ASSIGN CONSTRUCTION JOB NUMBERS conI con/adml
4S3 lad

~. 4S4 ad ~51 NEGOTIATE CONSTRUCTION CONTRACTS WITH CLIE conI confd.rf

~51 ~PLY CONCRETE FLOOR SEALER 0031 conI ...........1

455 ad

page 13 date printed.:12/4/97

~ c..f
 Ralph J. Stephenson, P.E., P.e.
Muter Project Management Check Llat - d608 - listed by aeq, data type Ie anpt Consulting Engineer
clata col
..... type CDIIe wk phase anpl ...pcode

~d 051 APPLY CONCRETE FLOOR SEALER 0031 coni con/lfwl

~Sl APPLY WALL COVERING 0091 ~onl conlifwl

457 fad

458 ad ~SI NSTALL HARDWARE CLOTH WALLS 0061 coni con/lfwl

459 lad ~Sl NSTALL COMPACTOR AND BALER EQUIPMENT 0111 onl con/lfwl

lad ~SI NSTALL MILLWORK Ie TRIM 0061 coni con/ifwl

lad 051 ~NSTALL DOCK LEVELERS 0111 coni conlifwl

461

lad 051 ~NSTALL VINYL STRIP DOORS 0101 coni con/ifwl

\ad 051 ~NSTALL FOLDING PARTITIONS 0101 coni on/ifwl

ad 051 NSTALL, GLAZE Ie CAULK INTERIOR WINDOWS 0081 01'1 con/ifwl

on/lfwl
465 ad 051 NSTALL TRAFFIC DOORS 0101 !coni

ad 051 INSTALL CERAMIC TILE WALLS AND FLOORS 0091 !coni on/lfwl

HOOK UP SNACK BAR EQUIPMENT on/ifwl

467 ad 10 51 1011/0151 coni
0161
ad 10 51 NSTALL WINDOW BLINDS 10121 01'1 con/ifwl

ad 10 51 NSTALL AND ADJUST SPRINKLER HEADS 0151 onl conlifwl

469

470 lad 10 51 NSTALL ACOUSTIC CEILIN SUSPENSION Ie GRID ~ Iconl Icon/ifwl

471 lad 10 51 NSTALL HANGERS Ie GRID FOR ACOUSTICAL CElUNG 0091 conI on/ifwl

472 lad ~SI SET FOOD SERVICE EQUIPMENT 0111 onl coniIf wI

ad 10 51 NSTALL INTERIOR HOLLOW METAL DOORS 0081 Iconl con/lfwl

473

ad 10 51 LAY RESIUENT FLOORING 0091 Iconl con/lfwl

474

coni con/lfwl
475 ad 10 51 NSTALL IN RACK SPRINKLER PIPING AND HEADS 0151

act 10 51 NSTALL SIGNAGE 0101 coni Iconlifwl

476

ad 10 51 NSTALL INT WOOD DOORS 0081 coni con/lfwl

477

ad OSI NSTALL SURFACE MOUNTED LIGHT FIXTURES 0161 coni con/ifwl

478

479 ad OSI NSTALL CARPET 0091 coni con/ifwl

ad 051 NSTALL QUARRY TILE FLOORS ~091 coni conlifwl

480

~d 10 51 NSTALL PLUMBING FIXTURES 0151 coni Iconlifwl

481
051 NSTALL HOSE RACK STATIONS 0151 coni conlifwl
482 ~d

ad 051 ~NSTALL CEILING GRILLS Ie DIFFUSERS 0151 coni con/lfwl

483

484
ad 051 rr APE Ie SAND WALL GYP BOARD 0091 coni con/lfwl

ad 051 [HANG STUD WALL GYP BOARD 0091 conI conlifwl

485

ad 051 rrAPE Ie SAND CEILING DRY WALL 0091 01'1 on/ifwl

486

ad 051 INSTALL DOOR HARDWARE 0081 coni con/lfwl

487

ad 051 ~NSTALL LAY IN LIGHT FIXTURES 0161 coni on/ifwl

488

INSTALL TOILET ROOM PARTITIONS 0101 conI con/lfwl

489 ad 051
051 ~NSTALL TOILET ROOM ACCESSORIES 0101 coni con/lfwl
490 ~d

pagett date printed:12/4/97

 Ralph J. Stephenson, P.E., P.C.
Mater Project Maugemem Check List - d608 -listed by -.. data type &; empt Consulting Engineer
data aI
..... type CDde "II phase cmpI
ad ~51 AINT REQUIRED INTERIOR SURFACES 0091 conI con/ifwl
491

492 ad ~SI INSTALL VIEWPORTS 0101 onl on/lfwl

\.- 493 ad ~51 HANG CEILING GYP BOARD 0091 conI con/ifwl

494 ad 051 ....OMPLETE HOOK UP !LEVATOR AND EQUIPMENT ROOM 014{ onl !c0nfifwl
MACJUNERY
OS{ INSTALL FIRE EXTINGUISHERS
495 ad 0101 coni on/ifwl

ad 051 DRY PLASTER SURFACES 0091 onl on/ifwl

4"
fad 051 ~NSTALL WOOD HANDRAILS AND TRIM ~081 conI con/ifwl
497
~NSTALL
498 lad 051 ELEVATOR CAR FRAMES 0141 conI on/ifwl

499 ad 1051 INSTALL CONVECTOR COVERS 0151 conI onllfwl

500 fad 10 51 APPLY PLASTER SKIM COAT TO INTERIOR WALLS 0091 onl con/ifwl

SOl ad 10 51 INSTALL RECESSED LlGHTFJXnJRES 0161 conI con/ifwl

S02
ad IOSI NSTALL HOISTWAYWIRING aUI ~onl cORfifwl

ad 10 51 ~ET ELEVATOR MACHINE BEAMS 0141 coni con/ifwl

S03

S04 ad 10 51 INSTALL MARBLE FOOOR AND WALL FINISHES 0041 conI conlffwl

S05 ad 10 51 HOOK UP FOOD SERVICE EQUIPMENT 011/0151 conI con/ifwl

aUI
SOb
ad 10 51 APPLY PLASTER FINISH COAT TO INTERIOR WALLS 10091 iconl conlifwl

S07
ad 051 INSTALL DRAPERIES 0121 coni con/ifwl

SOlI
ad 051 APPLY GYPSUM FLOOR TOPPING 0031 coni oR/ifwl

S09 lad
05/ NSTALL ACOUSTIC CEILING PANELS 00911 anI con/ifwl

510 >ad 051 INSTALL INTERIOR BUILDING PAVERS 10091 conI ~nlifwl

511 lad 05/ INSTALL ELEVATOR RAILS 0141 onl !eon/ifwl

5U >ad 051 APPLY PLASTER BROWN AND SCRATCH COAT TO INTERIOR 0091 coni cORlifwl
WALLS
513 lad 051
HOOK UP &; TEST FIRE PROTECTION 3RD PARTY SUPERVISORY 015/0llil onl con/ifwl
SYSTEM
514 ~d 051 IINSTALL ELEVATOR EQUIPMENT ROOM MACHINERY 0131 onl conllfwl

515 ad 051 !,-OMPLETE HOOK UP !LEVATOR AND EQUIPMENT ROOM 10141 anI 'con/ifw'
MACHINERY
511i lad
05/ INSTALL !LEVATOR RAIL BRACKETS &; CAR &; 0141 coni conlifwl
COUNTERWEIGHT RAILS
517 ad 051 INSTALL ELEVATOR PIT EQUIPMENT 10141 conI con/ifwl

518 fad 051 SPRAY ON FIREPROOFING AT INTERIOR STRUCT STEEL 10071 conI con/ifwl
MEMBERS
519 lad
051 SPRAY ON FIREPROOFING AT PERIMITER STRUCT STEEL 0011 conI conlifwl
MEMBERS
~NSTALL INSULATION AT EXTEIOR WALL SPANDRELS 0011 onl con/ifwl
520 ad OS!

521 ad OSI 8PRAYON FIREPROOFING AT ELEVATOR HOISTWAYSTRUCT Oa71 conI confHw/

STEEL FRAMING
fad OSI INSTALL ELEVATOR CAR ENCLOSURES 10141 conI con/ifwl
522
ad OSI MAKE ELEVATORS OPERATIVE 10141 onl conlHwl
S23
INSTALL FIN TUBE PIPING 0151 on! con/ifw!
524 ad 051
HOOK UP ELEVATOR MACHINE ROOM EQUIPMENT 0141 can! con/ifw!
525 ad 051

1"'8" 15 date printed:12/4/97

 Ralph J. Stephenson. P.E.. P.c.
M&Iter Project Management Check List • d603 • listed by seq, data type '" cmpt Consulting Engineer
data
I'IIIC' type at ..........bjedor-ma wk,...... ....pt

526 lIA:t 051 INSTALL ELEVATOR ENTRANCES (MINUS DOORS) 0141 conI lconllEwl

527 ~ 051 NSTALL ELEVATOR DOORS AT FLOORS 0141 coni teon/lEwl

528 51 SET ELEVATOR MACHINE ROOM EQUIPMENT 0141 conI con/lfwl

529 ad 051 ROVIDE TEMPORARY PERMANENT POWER TO MACIDNE 0161 coni conlifwl
ROOMS FOR ELEV INSTALLATION
lld 051 INSTALL DRAPERY TRACKS 0121 !conI conlifwl

531 lld 051 IERECT ELEV SHAFT STUDS, IN WALL WORK'" DRY WALL TO f00910151 Icon I con/lfwl
PART ENCLOSE SHAFTS 0161
ad 051 INSTALL ELECTRICAL POWER EQUIPMENT DISCONNECTS 0161 Iconl on/lfwl

533 ad IOSI INSTALL IN·WALL WOOD BLOCKING 0061 !coni onlirwl

ad IOSI INSTALL DOCK LEVELERS (TO FORM LEVELER pm 0111 onl c

535 I«ct 10 51 ERECT MISe IRON LADDERS fOG51 onl onlirwl

!act IOSI ERECT MIS IRON STAIRS 0051 coni con/irwl

537 lad 10 51 ERECT MISC IRON HANDRAILS 0051 conI conlirwl

~ 10 51 NSTALL ABOVE CLG INTERIOR GAS PIPING 0151 onl conlirwl

539 ~ IDSI NSTALL ABOVE CLG INTERIOR ROOF DRAIN LEADER 0151 conI con/irwl

~"
NSTALL ABOVE CLG SHEET METAL DUCTWORK FOR HVAC 0151 coni !conlirwl

051 NSTALL AND TEST ABOVE FLOOR FIRE SPRINKLER RISERS 0151 coni con/irwl

ad 051 INSTALL ABOVE CLG ELECTRICAL DISTRIBUTION CONDUIT 0161 conI con/ltwl

ad 051 INSTALL ELECTRICAL UGHl'ING DISTRIBUTION PANELS 0161 coni on/trwl

lld 051 NSTALL PLUMBING STUB OUTS 0151 coni con/il'wl

545 lld 051 INSTALL HOLLOW METAL DOOR FRAMES 0081 coni c

<ld 051 ~NSTALL IN WALL ROUGH ELECT WORK 0161 coni

547 \\Id 051 ULL ELECTRICAL DISTRIBUTION WIRE IN CONDUIT 016/ conI conllrwl

lIA:t 051 NSTALL AND TEST ABOVE FLOOR FIRE SPRINKLER LATERALS 0151 onl on/irwl
AND DROPS
549 act 10 51 INSTALL ABOVE CLG INTERIOR DOMESTIC SEWER PIPING 0151 conI con/irwl

550 ad 051 INSTALLABOVECLG INTERIOR DOMESTIC WATER PIPING 0151 onl con/lrwl

551 51 NSTALL ELECTRICAL POWER DISTRIBUTION PANELS 0161 conI con/lrwl

552 ad 051 NSTALL HARD CEILING SUSPENSION AND FRAMING 0091 coni con/irwl

lld 051 ~NSTALL BORROWED LIGHT HOLLOW METAL FRAMES 0081 coni onltrwl
553

554 ad 051 INSTALL ABOVE CLG SUPPORTS FOR FOLDING PARTITIONS 005/0061 coni on/irwl

5SS lld 051 ERECT METAL WALL STUDS FOR DRY WALL PARTITIONS 10091 onl con/trwl

556 ad 051 INSTALL BELOW FLOOR ELECTRICAL ROUGH INTO ABOVE 0161 conI conlil'wl
FLOOR EQUIPMENT
ad 051 ~NSTALL IN WALL ROUGH DOMESTIC PLUMBING WORK 10151 coni conlirwl
557

558 ad 051 INSTALL IN WALL ROUGH HVAC WORK J:: onl conltrwl

SS9 ad 051 NSTALL IN WALL ROUGH ELECTRICAL CONDUIT AND FEEDERS 0161 conI con/irwl

ad 051 NSTALL IN WALL ROUGH MEDICAL GAS PIPING 10151 feonl con/irwl

date p"nted:12/4/97
 RalphJ. Stephen80n. P.Eo, P.c.
Muter Project Management Chedt Lut • dliOS • luted by seq, cb!hI type &: c:mpt Consulting Engineer
data col
feC' type mde wk phue cmpt

ad 051 ~NSTALL METAL STAIRS AND HANDRAILS 10051 con on/irwl

561
ad 051 ~NSTALL FIRE EXTINGUISHERS CABINETS 01 con/trwl
~
562 ad 051 NSTALL TEMPORARY CLOSURES AT ELEVATOR SHAFTS TO 0011 con/irwl
563
PROTECT FROM WEATHER
ad 051 ~NSTALLCOIUNG DOORS &: GRILLS 10081 ani con/irwl
564

565 act 051 REQUEST AND IMPLEMENT SPECIAL INSPECTIONS OF PROJECT 0011 coni Iconlillpl

ad !O51 ~EPARE PROJECT CONSTRUCTION samoULES 0011 ani con/pasl

566

567 ad !OSI PREPARE PROJECT CONSTRUCTION NETWORK MODEL 0011 ~onl Icon/pasl

568 ad ~SI APPLY FOR &: OBTAIN TEMPORARY PARKING PERMITS 0011 (:0111 conlperl

ROCESS SUBMmALS ani ~on/prol

569 ad !OSI 0011

S70 fld 051 IREVIEW AND EVALUATE CONST SUB CONTRACT PROPOSALS 0011 onl con/prol

571 ad 05/ OBTAIN SUBCONTRACTOR INFOMATION 0011 onl con/prol

571 ~ 05/ REPARE SUBCONTRACTOR SELECTION UST 0011 coni conlprol

Il'REPARE US! OF VENDORS PROVIDING BIDDING coni ~onJprol

573 ad 051 0011
INFORMATION
574 ad 051 IREVIEW PURCHASE ORDER CONDmONS WITH 10011 coni conlprol
SUBCONTRACTORS
575 ad 051 IESTABUSH RENTAL EQUIPMENT NEEDS AND PROCURE coni ~on/prol
EQUIPMENT
IESTABLISH HOISTING NEEDS AND PROCURE HOISTING con/ con/pro/
576 ad 051 10011
EQUIPMENT
051 IPREPARE MATERIAL PROCUREMENT PURCHASE ORDERS 10011 Iconl conlprol
S77 ad

~
ad 051 EXPEDITE ALL DEUVERIES [0011 coni conlprol

578 051 IFAB &: DELIVER ELEVATOR PLUNGER CASINGS 0141 coni conlprol
579 f1d
ad 051 IFAD " DELIVER ELEVATOR BRACKETS" RAILS [0141 coni conlprol
580
051 FAB &: DELIVER ELEVATOR ENTRANCES 0141 leonl con/prol
581 ad
ad 051 SOUCIT Ie RECEIVE ELEVATOR PROPOSALS 0141 Iconl on/prol
582

ad 051 AB" DELIVER ELEVATOR PIT EQUIPMENT 0141 ani onlprof

583

ad 051 AD" DELIVER ELEVATOR CAR FRAMES [0141 coni conlprol

584

585 ad 051 AD" DELIVER ELEVATOR CAB INTERIOR FINISHES 10141 coni con/prol

FAD &: DELIVER 1!1.EVATOR MACHINE ROOM EQUIPMENT conI ~on/prol

586 ad 051 10141

587 ad 051 AI" DELIVER ELEVATOR MACHINE ROOM EQUIPMENT 0141 !conI conlprol
ANCHOR BOLTS
588 ad 051 AD" DELIVER ELEVATOR PIT TIE DOWN STEEL" EMBEDS 10141 !coni con/proJ

conI con/pro/co
589 ~d
051 SOUCIT Ie RECEIVE CONST SUB CONTRACT PROPOSALS !OOll
tI
f1d 051 REP Ie ISSUE SUB CONTRACTOR CONSTRUCTION CONTRACTS 0011 conI con/pro/co
590 II
"PO'S
f1d 05/ RECEIVE AND FILE ALL EXECUTED SUB CONSTRACTS 10011 tonI ton/pro/co
591 tl
~51 REPARE UST OF EARLY SUBMITTALS NEEDED AND ASSIGN TO 10011 conI con/proillu
592 ad PROJECT STAFFFOR DOING pI
ad ~Sl REVIEW &: APPROVE ELEVATOR PIT TIE DOWN STEEL Ie EMBEDS 0141 onl on/pro/llu
593 pI
SHOP DRAWINGS

~ ad ~51 REPARE Ie SUBMIT ELEVATOR PIT TIE DOWN STEEL 80; EMBEDS 0141 conI con/profsu

594 SHOP DRAWINGS bl
595
Lei REVIEW Ie APPROVE CONTRACTOR DRAWINGS OF £LEVATOR 0141
DOORS, FRAMES 80; CABS
coni onIprolsu
1:>1

P"ll"11 date priJlled:12I4/91

 Ralph J. StepheNOl', P.E., P.C
Muter Project Management Check List • d608 • listed by eeq, elm type "cmpt Consulting Engineer
al
CIOde wk ~ cmpt

596 act ~51 PREP" SUBMIT CONTRACTOR DWGS FOR ELEV FIXTURE 0141 Iconl ~n/prolsu
DESIGN, MTLS" COLORS hi
59'1 act ~51 REVIEW" APPROVE CONTRAcrOR DWGS FOR ELEV FIXTURES nUl conI ~on/prolsu
hi
598
act ~51 PREPARE" SUBMIT ELEVATOR MAClDNE ROOM ANCHOR 0141 onl on/pro/au
BOLT SHOP DRAWINGS hI
599 lad 051 REPARE" SUBMIT CONTRACTOR DRAWNGS OF ELEVATOR 0141 conI ~on/pro/.u
DOORS, FRAMES" CABS hi
600 ad 051 REVIEW" APPROVE ELEVATOR MACHINE ROOM ANCHOR 0141 coni con/pro/au
BOLT SHOP DRAWINGS hI
act 051 DPARE" SUBMIT ELEVATOR HOISTWAY, PIT" MACHINE 0141 coni on/prolau
ROOM SHOP DRAWINGS hI
act 051 REVIEW" APPROVE ELEVATOR HOISTWAY, PIT "MACHINE 0141 coni con/pro/au
ROOM SHOP DRAWINGS hi
603 ad 051 REVIEW" APPROVE CONTRAcrOR DWGS FOR ELEVATOR 10141 onl con/prolau
ENTRANCES bl
604 act 05/ OLLOW UP AND RECEIVE PERMANENT UTILITY SERVICES 10011 conI con/prolut
II
605 ~ 10 51 ~CAVATE, FORM, REINFORCE, POUR "STRIP EXT WALL&; COL 0031 iconl con/abwl
fF'rGS
act 10 51 EXCAVATE, FORM, REINFORCE, POUR" STRIP INTERlOR COL j0031 conI con/sbwl
RXmNGS
607 act IO S{ SET EMBEDS IN SUBSTRUCTURE WALLS AS REQUIRED ~3101SI ic onl con/.bwl
0161
act IDSI ORM, RElNF, POUR" STRIP COL FOOTINGS PIERS 0031 Iconl I:On/sbwl

ad IO S{ SET EMBEDS IN EXT WALL FOOTINGS 0051 !Coni con/abwl

610 ~ ~51 LAY OUT COLUMN LNES" INTERIOR ELEVATIONS 001{ 'coni l:On/sbwl

act ~51 EXCAVATE, FORM, REINFORCE, POUR &: STRP EXT WALL" COL 0031 Iconl I:On/abwl
611
FTGS
612 act 051 POISON SUBBASE 0021 iconl con/abwl

613 act ~SI BACKFILL INTCOL FOOTINGS" PIERS 002/ ic on/ conJabwl

614 act 051 DRILL AND FILL COLUMN CAISSONS 0021 Iconl con/llbwl

615 act 051 FILLL" FINE GRADE FOR INTERIOR SLAB ON GRADE 0031 coni con/abwl

616
act 051 SET IN FLOOR WORK FOR INTERIOR SLAB ON GRADE 0031 conI con/sbwJ

617 act 051 POUR OUT INTERIOR SLAB ON GRADE 0031 coni con/abwi

618 act 051 ICURE SLAB ON GRADE TO ALLOW CONSTRUcrION TRAFFIC 0031 conI on/sbwl

619
ad 051 SAW CUT SLAB ON GRADE 0031 onl con/shwl

ad 051 SEAL SLAB ON GRADE SAW CUT JOINTS 0031 conI con/sbwl

act 051 BACKFILL EXT COL &: WALL FOOTINGS" PIERS 0021 conI !con/sbwl
621
act 051 [DRIVE TEST PILING" LOAD 10021 conI !con/sbwl

act 051 [DRIVE AND BRACE SOLDIER BEAMS AND INSTALL LAGGING 10 021 coni con/sbwl

624 act 051 RUB EXPOSED FOUNDATION CONCRETE 0031 coni con/sbw'

act OS{ [DRIVE &: FILL STEEL SHELL PILES 0021 conI lcon/abwl
625

626 act 05/ [DRIVEWOOD PILES 10021 coni Icon/sbwl

SET SLEEVES IN SUBSTRUCTURE WALLS AS REQUIRED 1015/0161 conI con/llhwl

627 ad 05/
act 051 DRIVE STEEL H PILES 0021 coni conJabwl

629 act 10 51 prr OFF PILING 0021 onl icon/abwl

ad 10 51 [FORM, REINFORCE &: POUR CAISSION CAPS 10031 conI !con/llbwl

PI8" 18 date pnnted:12/4/97

 Ralph J. StepheJUllOII, P.E.. P.C
Muter Projed Management Check List • dill8 • listed by seq, data type 6: cmpt Consulting Engineer
data al
l'1li:' type ""'I. adioII,tubjector~ GlIde ....pcode

~ 1051 ORM. REINFORCE &: POUR FILE CAPS 1D031 I<:oltl !am'.bwl

~ 10 51 SETPERW INSULATION AT SUBSTRUCTURE WALLS 10071 conI !con/sbwl

~ 051 LAY AND PART BACKFILL FOOTING DRAIN TILE 10021 teonl !con/sbwl

act 051 BLAST ROCK AND REMOVE AS REQUIRED 10021 !coni con/sbwl

~ 051 IMOBILJZE AND MOVE DRIVING RIG ON SITE ~021 conI con/.bwl

<ld 1051 ~ACKFILLGRADEBEAMS 0021 coal ~on/sbwl

~51
637 BRACE JASEMENTWALLS FOR EARLY BACKFILLING AS 002f conI con/sbw/
REQUIRED
~51 fMASS EXCAVATE FOR SUBSTRUCTURE WORK 0021 anI con/sbwl

639 act 051 APPLY WATERPROOFING TO EXTERIOR FOUNDATION WALLS 0071 onl con/sbwl

640 !act 051 SET ANCHOR BOLTS IN FOOTINGS, PIERS AND WALLS 0031 anI coltl.bwl

641 act 051 NSTALL WATER STOPS IN SUBSTRUCTURE WALLS AS 10031 conI con/sbwl
REQUIRED
act 051 EXCAVATE, FORM, REINFORCE, POUR AND STRIP GRADE 100 3/ coni con/sbwi
BEAMS
act 051 STABILJZE son 0021 conI con/sbwl

644 ~ 051 NSTALL UNDERPINNING 1D021 !conI con/.bwl

~ 051 DRIVE PRESTRESSED CONCRETE pnES 10021 Icon I fcon/sbwl

646 ad 10 51 DRIVE SHEET PILING 10021 !Coni COft/sbwl

DRnL, INSTALL AND GROUT TIE BACKS ~on/.bwl

647 lad 10 51 0021 feonl

!act IDSI BACKFILL AND COMPACT AT EXTERIOR OF SUBSTRUCTURE 10021 onl con/abwl
WALLS
649 ~ 10 51 LAY VAPOR BARRIER FOR SLAB ON GRADE 10071 conI on/sbw!

6SO ~ IOSI APPLY SEALER TO SLAB ON GRADE 10031 conI con/sbw/if

wI
651
act IOSI EXCAVATE, INSTALL &: BACKFILL UG ELECTRICAL CONDUIT 0161 conI con/sbw/ut
iI
act 1051 EXCAVATE, INSTALL, TEST 6: BACKFILL UG BLDG ROOF STORM !O151 coni con/sbw/ut
DRAIN LINES II
ad 105/ EXCAVATE, INSTALL, TEST &: BACKFILL UG BLDG SANITARY 10 151 onl con/sbw/ut
SEWER 1/
654
act IOSI EXCAVATE, INSTALL, TEST &: BACKFILL UG FIRE PROTECTION 015/ coni con/sbw/ut
LINES II
~ fII SI ENERGIZE PRIMARY TRANSFORMER 0161 coni con/siwl
655

ad IOSI FORM, REINFORCE. POUR 6: FINISH CONCRETE TRUCK APRONS 10021 conI con/siw/

657 lad IOSI FORM, REINFORCE, POUR 6:FINJSH CONCRETE SIDEWALKS 1D021 eonl con/siwl

LAY ASPHALT BASE COURSE 0021 eon 1 on/.Awl

658 act lOS/
LAY ASPHALT WEARING COURSE [0021 conI con/siwl
659 ~d IDSI
ad IDSI SET 6: EMBED VEHJCLE GUARD POSTS iO OSI conI con/siwl

STRIPE PARKING AND ROADWAY AREAS 0091 feonl con/lllwl

661 act IDS!
act 10 51 NSTALL LANDSCAPING f0021 conI on/siwl

ad 051 FORM, REINFORCE, POUR &: FINISH CONCRETE CURBS &: 0021 conI c:on/siwl
t.iU 11 J:;!(b

act 051 ....ONSTRUCT EXTERIOR BUnDING PLANTERS 003/0041 coni con/siwl

ROUGH GRADE SITE AREAS AS REQUIRED 0021 coni con/siwl

665 act 051

date pnnte<l:l21 4/97

 R.a1ph J. Stephenson. P.E., P.C
Master Project Management Check List • d608 • listed by aeq, data type &: empt Consulting Engineer
data csl
Ne' type don, ..bjed or IMmIng axle wI< phue cmpt _pcode

~ct ~Sl ~EcrFLAGPOLE ~101 coni con/slwl

667 ~ct ~Sl INSTALL SITE PAVERS 0021 conI con/siwl

~d ~SI ~NSTALL BIKE RACKS 0061 conI con/siwl

669 .act ~Sl ~ONSTRUcr SERVICE AREA ENCLOSURE 002/0031 feonl con/siwl
0041
670
act ~SI ~LEAR &: GRUB SITE 0021 feonl con/siwl

671 act 051 SEET HOlUZ &: VERTICAL CONTROLS 0021 conI con/siwl

672 act 051 CUT &: FILL MAIN BLDG AREA TO FINAL SUB GRADE 0021 ~onl con/siwl
ELEVATION
673 act 051 STOCKPILE EXCAVATED MATERIAL 0021 coni on/siwl

674 ~ct ~ &: FILL SITE

AREAS OUTSIDE BLDG TO SUB GRADE ~021
051 conI con/slwl
ELEVATION
675 ~ct 051 INSTALL TEMPORARY UTILITIES ~021 conI con/slwl

676 act ~SI LAYOUT BUILDING 0011 conI !c0n/slwl

~SI [BALANCE EXTERIOR SITE AREAS 0021 Iconl con/slwl

6" fact

678 act ~SI BALANCE BUILDING AREAS 0021 icon I feon/siwl

679 act ~SI ~NSTALL CURB CUTS &: APRONS 0021 iconl con/siwl

680
act ~SI ~NSTALL ACCELERATION &: DECELERAnON LANES ON 0021 coni con/siwl
ADJOINING ROADS
act ~SI ~NST ALL TRAFFIC SIGNALS &: CONTROLLERS 0161 coni on/siwl
681
act 051 ~NSTALL SITE DITCH DRAINS &: CULVERTS 0021 feonl !c0n/siwl
682

683 act 051 STRIPE VEHICLE &: PEDESTRIAN AREAS 0091 coni con/siwl

684 act 051 REMOVE EXISTING CONCRETE FOUNDATIONS 0021 coni con/siwl

685 act 051 MASS EXCAV, INSTL UNDERGRD UTIL &: GRADE FOR POOL 0021 coni con/siwl
SPRAYED CONC
act 051 APPLY SPRAYED CONCRETE FOR POOL BASIN 10031 coni con/siwl

687 act 051 FILL &: FINE GRADE FOR POOL PERIM DECK 10021 onl on/siwl

688 act 051 POOR OUT POOL PERIM SLAB ON GRADE DECK 10031 coni con/slwl

689 act 051 STlUPSITE 10091 onl con/slwl

690 !.act 051 INSTALL FLAG POLE FOUNDATION 0021 coni con/siwl

691 act 051 FORM, REINFORCE &: POUR TRANSFORMER BASES 0021 onl on/siwl

692 act 051 EXCAVATE, INSTALL &: BACKFILL LIGHT POLE BASES 10 161 coni con/slwl

693 act 051 NSTL &: LAMP SITE LIGHT FIXTURE 0161 onl con/slwl

694 act 10 51 FINE GRADE SITE AREAS TO BOTTOM OF BASE PAVING COURSE 0021 conI con/slwl

695 !.act ~SI EXCAVATE, INSTALL, TEST &: BACKFILL SITE UG GAS LINES 0021 conI con/slwllu
til
~ct 10 51 REMOVE EXISTING BELOW GRADE CONCRETE AS REQUIRED 0021 coni con/siw/de
696
ml
act 10 51 ~NSTALL TELEPHONE CABLE TO BUILDING 0161 conI con/slw/ut
697
II
698 act ~SI EXCAV, INSTL &: BACKFILL SITE ELECT &: TELEPHONE CONDUIT 0161 coni con/slw/ut
II

699 fact ~SI

EXCAVATE, INSTALL, TEST &: BACKFILL SITE UG STORM SEWER 0021 coni con/slw/ut
LINES II
700 act ~SI EXCAVATE, INSTALL, TEST &: BACKFILL SITE UG FIRE 0021 coni con/siw/ut
PROECTION LINES II

page 20 date printed:12/ 4/97

I?: (,. ?
 llaIphJ. StepheftllOlI, P.£. P.c.
Muter Pl'Ojed: Management Check List - d608 -listed by seq, d.Ua type Ie cmpt Consulting Engineer

~51 IEXCAVATE. INSTALL, TEST &; BACI<FILL SITE UG SANITARY 0011 !conI ~on/siw/ut
191 lad 1

SEWER LINES II
~ct ~SI ~CAVATE.INSTALL, TEST Ie BAClCFILLSlTE USDOMESTlC 0021 !conI ~n/slw/ut

\.­ '7Il2

193 ~ ~51
WATER LINES
EXCAVATE, INSTALL Ie BACKFlLLSlTE UGHTlNGCONDVIT ~1" conI
II
mn/stw/ut
1/
ad ~51 SET TRANSFORMERS ON BASE 0161 !Con! con/stw/ut
704
II
70S ad 051 PULL PRIMARY CABLE AND CONNECT TRANSFORMER 0161 onl mnlsiw/ut
1/
706 ad OS! ORM, POUR Ie STRIP EXTERIOR COLUMNS 0031 coni conlaswl

701 ad 051 pmE &; STRIP CONCRETE CORE WALLS 0031 ~onl con/sswi

198 ad 051 ERECT STRUCT STEEL AND JOISTS 0051 ~on' conlsswl

709 ad 051 PLUMB, BOLT Ie DETAlL STRUCTURAL STEEL It JOISTS 0051 coni con/sswl

710 ad 10 51 ERECT METAL FLOOR It ROOF DECK 0051 conI conlsswl

711 ~ 10 51 FORM, REINFORCE &0; SET IN FL WORK FOR SUPPORTED ~31 coni con/sswl
CONCRETE DECKS
ad 10 51 GROUT BASE PLATES i0031 conI ~onJsawl
712

713 ~ct fII S1 POUR CONC SLABS AND CURBS ON METAL DECK 0031 coni con/sswl

714 ad ~51 IGROUT EXTERIOR PRECASE PANELS iOOll anI on/sswl

ad ~51 IALIGN Ie WELD EXTERIOR PRECAST PANELS f003/0051 ani canis. wI

715
ad ~Sl ~NSTALL ROOF EQUIPMENT CURBS 1 006/0071 ani conl.swl
71'

717 act ~51 STRIP It RESHORE SUPPORTED CONCRETE DECK .~031 !coni on/.swl
i
~NSTALLSHEARSTUDS f0 051 con/sswl
718 !tct fII S1 !coni

719 ~ 051 POUR OUT SUPPORTED CONCRETE DECKS 0031 coni con'sswl

ad ~51 IROUGH WOOD FRAME WALLS AND FLOOR SYSTEM 006' coni con/owl
720

ad ~SI !fORM, REINFORCE. POUR It STRIP CONCRETE SHAFT It SHEAR OOll Iconl ~n's.wl
721
iwALLS TO FLOOR DECK ABOVE
ad ~51 pIKE SUPPORTED CONCRETE DECK TO POST TENSION 0031 Iconl con/sswl
722

713 ad ~SI STRIP CONCRETE COLUMNS 0031 coni con/sswf

724 ~ 051 ORM, REINFORCE Ie POUR CONCRETE COLUMNS 0031 conI con/sswl

act fIIS 1 IFORM &0; SET IN FLOOR WORK FOR SUPPORTED CONCRETE DECK 10031 conI ~on/sswl
72S

~ 051 FURE SUPPORTED CONCRETE DECK TO STRIP ItRESHORE ~031 icon I con/s.wl
726

727 !tel fII S1 [fOTAL STRIP SUPPORTED CONCRETE DECK 0031 ani con/.swl

ad 051 ORM, REINFORCE AND POUR CONCRETE CORE WALLS 0031 conI con/owl
728

729 !tel ~sl [ERECT UGHT GAUGE STEEL WALLS AND SUPPORTED DECKS 0051 onl onlsswl

ad 051 ORM, REINFORCE. POUR It STRIP COLS TO FLOOR DECK ABOVE 0031 onl con/sswl
730

ad ~sl IFORM, REINFORCE, POUR It STRIP CONCRETE SUPPORTED 0031 conI conlsswl
731
DECKS ON WOOD FORMS
ad ~Sl IRUB EXPOSED CONCRETE SURFACES ON SUPPo.RTING ~O31 coni con/owl
732
STRUCTURES
ad ~SI SET EMBEDS IN SUPPORTED CONCRETE DECK 0031 ~onl con/s.wl
733

~ ~SI ~NSTALL EMERGENCY GENERATOR 016/ !ConI (;on/usyl

734

~sl mST It BALANCE AIR SYSTEMS 0151 conI conlusyl

735 ad

page 21 date printed:I2/4/97

 ItaIph J. Stephenaon, P.E., P.c
Muter Project Management Check List - d4i08 • listed by IIOI!q, data type '" empt Consulting Ertsineer
data
IIIC' type .. KtIoa,lUbjector-ma 'Wk phaM cmpl

73(j .a ~S/ NSTALL ELEVATOR FIRE COMMAND ROOM 0161 Ic°nl Icon/usyl

737 act 051 NSTALL DATA PHONE SYSTEM 10161 onl !conillsyl

.a ~Sl RUN IN FOOD SERVICE EQUIPMENT iO lll conI con/llsyl

act 051 ~NSTALL ELEVATOR LIFE SAFETY SYSTEMS iO U /0161 ~onl ~on/llsyl

740
act 051 ~NSTALL '" WIRE GUARD STATION PANEL" EQUIPMENT 0161 onl on/u8yl

741 act 051 [fRAiN STAFF ON FOOD SERVICE EQUIPMENT USE AND 0111 coni con/usyl
MAINTENANCE
742 act 051 INSTALL ELEVATOR CONTROL SYSTEMS OUI conI con/usyt

743 ad 051 ORDER, DETAIL, APPROVE, FAI '" DELIVER EL'EVATOR Ot41 coni con/uy/pr
01

7"
ad !OSI ORDER, DETAIL, APPROVE. FAB" DELIVER EMERGENCY
GENERATOR
10161 conI Icon/llsy/pl
01
745
act 10 51 NSTALL JOB SITE TEMPORARY POWER 0161 I«:onl con/utl/.U
{

746 ~d ~51 INSTALL JOB SITE TEMPORARY PERMANENT POWER 10161 IConl !COn/utl/slt
I
747 ~ 10 51 PROVIDE FIELD WITH FIELD BUDGErS 10011 IConl !cos/conI

748 act 051 IPREPARE FIELD COST, HOUR, QUANTITY BUDGErTARGETS 0011 Ic:onl cos/conl

749 ~ 051 IPREPARE AND MAINTAIN PAST" CURRENT FIELD LABOR fOOll Iconl cos/conI
ANALYSES
7SO act ~SI IPREPARE" MAINTAIN PAST 6; CURRENT ADMINISTRAIVE 0011 coni cos/coni
LABOR ANALYSES
751 ad 05/ PREPARE'" MAINTAIN GENERAL CONDmONS MATERIAL DOt/ 'coni cos/conl
ANALYSES
752 act 05/ PREPARE OVERIUNDER ANALYSIS OF PROPOSALS AND BUY 0011 onl cos/con/pr
OUT 01
ad 05/ !DEMOUSH 6; REMOVE ALL IOOSTING ABOVE GRADE 0021 coni demlcon/s
OBSTRUCTIONS AS REQUIRED itt
act 051 !DEMOLISH AND REMOVE ALL BELOW GRADE OBSTRUCTIONS 0011 conI demlcon/s
AS REQUIRED Itl
755
.a 051 ILOCATE,. REMOVE. RELOCATE,. CAP ALL IOOSTING SPECIAL USE 0011 onl demlcon/s
UTILIllES AS REQUIRED it/uti I
act 05/ LOCATE,. REMOVE. RELOCATE ALL lOOSTING ELECTRICAL LINES 0021 coni demitORls
ASREQURIED Itlutll
757 act 051 LOCATE,. REMOVE, RELOCATE,. CAP ALL EXISTING WATER LINES 0021 conI idemlconls
AS REQUIRED itlutll
ad 051 LOCATE, REMOVE, RELOCATE ALL EXISTING CABLE TV UNES AS 001/ anI dem/con/.
REQUIRED itlutll
759 act 051 LOCATE, REMOVE, RELOCATE ALL EXISTING PHONE UNES AS 0021 coni idem/conls
REQUIRED it!uUI
760 act 051 LOCATE,. REMOVE, RELOCATE OR CAP ALL EXISTING GAS LINES 0021 conI idemlcon/s
AS REQUIRED itlutl!
761 ~ 051 LOCATE, REMOVE, RELOCATE, CAP ALL EXISTING STORM LINES 0021 eonl demlcon/s
AS REQUIRED it/uti!
762 ~ 051 LOCATE, REMOVE, RELOCATE, CAP ALL lOOSTiNG SANITARY 0021 !conI ~emleon/.
UNES AS REQUIRED WuUI
763 ad ~51 DEMOUSH EXISTING STRUCfURES AS REQUIRED 0021 !coni demlsit/co
rtl
764
.a ~51 INSTALL SUOING METAL FIRE DOORS 10081 coni esk/conl

765
ad ~Sl ....AULK EXTERIOR PRECAST PANELS 10071 coni esklconl

~d ~SI INSTALL ROOF DRAINS AND OVERFLOW DRAINS 015/0071 eonl esk/conl

767 ~ IOSI INSTALL SHEET METAL CURBS 615/00?1 onl esk/conl

.a 1051 PAINT REQUIRED EXTERIOR SURFACES 0091 conI esk/conl

769 ~ IOSI LAY ROOF INSULATION !G071 Ic°nl csk/conl

ad 10 51 NSTALL EXPANSION JOINT ASSEMBUES AT ROOF AS 0071 coni leak/conI

REQUIRED

date prillled:12/4/97
 Ralph J. Stephel'llOJ\. P.E., P.C
Muter Projed MlIIUIgement Check List - d608 - listed by.eq, dab type '" anpt Consulting Engineer
data cal
.... type mde wk phue Gl\pt

T11 act 051 LAY SINGLE PLY ROOF MEMBRANE 0071 conI

ad 1)51 NSTALL ROOF MOUNTED MECHANICAL EQUIPMENT 0151 conI eak/con/

~
'772

m !ad 051 INSTALL SHEET METAL RooFFLASlDNGS AND TRIM 00'11 coni eak/conl

!act 051 ~NSTALL ROOF SCUPPERS AND DOWNSPOUTS conI eak/conl

774
act 051 ~NSTALL EXTERIOR GLASS IN STOREFRONT '" ENTRIES 0081 ~onl eak/conl
775

776 act 051 r--AULK STOREFRONTS AND ENTRIES 0081 coni leak/conI

777 ad ro SI INSTALL STOREFRONT '" ENTRY ALUM FRAMING 10 081 coni leak/conl

778 ad ro 51 INSTALL EXTERIOR DOOR HARDWARE 0081 conI ~ak/conl

T19 act ro 51 INSTALL WOOD OVERHEAD DOORS 0081 conI e5k/con/

7110 let 0 51 NSTALL BUILDING MOUNTED SECURIT\' CAMERAS 0161 conI eak/conl

781 let 051 NSTALL EXTERIOR MAN DOORS 0081 conI e.k/conl

7112 let 051 NSTALL LOUVERS IN EXTERIOR WALLS 0101 conI (15k/conI

783 act 051 INSTALL DOCK SEALS AND BUMPERS 0111 'conI (15k/conI

784 act 051 ~NSTALL BUILDING MOUNTED SECURIT\' UGlITlNG 0161 ~onl eak/conl

785 act 051 APPLY PLASTER TO EXTERIOR SURFACES 0091 onl esk/conl

786 act 051 I'-AULK EXTERIOR DOORS 00'11 coni leak/conl

787 act 051 !SET, AUGN, &; SECURE EXTERIOR PRECAST PANELS 003/0051 anI !esk/con/

ad 051 ~NSTALL EXTEROR HARD CEILING SOFFIT FRAMING 0091 coni leak/conI
788

789 act 051 ERECT EXTERIOR MASONRY 0041 conI uk/con/

'190 ad 10 51 LAY INSULATION &; BUllT UP ROOFING 00'11 conI leak/conl

791
act 10 51 INSTALL ROOF FLASlDNGS &; TRIM 007/ Oft/ leak/coni

act 10 51 ~NSTALL ROOF SHINGLES 100'11 coni leak/coni

'192

act 10 51 I'-LEAN EXTERIOR MASONRY 0041 coni elk/coni

793
act 10 51 INSTALL MISCELLANEOUS IRON FOR EXTERIOR SKIN WORK 10051 coni leak/coni
794

795 act 10 51 fAPPLYEXTERIOR INSULATION AND FINISH SYSTEMS (DRYVIT 100'11 conI leak/coni
AND OTHERS)
act 1051 ,-AULK EXTERIOR SASH 10081 conI e.k/conl
796

797
51 CAULK EXTERIOR MASONRY !IIO'11 anI e8k/conl

51 ERECT EXTERIOR GRANITE 0041 I"onl esk/conl

798
lact 10 51 INSTALL STANDING SEAM METAL ROOF DECK 0051 coni Ie_k/conl
799

lact 10 51 ~NSTALL TEMPORARY UTILITIES 10011 coni ger/con/utl

800
I
act 10 51 ~E NOTICE OF PROJECT START 0011 conI reg/conl
801
act 051 pBTAIN CERTIFICATE OF OCCUPANCY 10011 coni reg/coni
802

051 INSPECT &; APPROVE ELEVATOR CAR OPERATION 10141 conI reg/con/us
803 \td
yl
act 051 PREPARE &; SUBMIT SUMMARY CONSTRUCTION REPORTS 10011 conI replconl
\. 804

80S ad 051 iREVIEW SUBMITTAL PROCESSES WITH SUBCONTRACTOR &; 10011 onl !sublconl
OBTAIN THEIR AGREEMENT

dale prinled:12l4llJ7
 Jtalph). Stephenaon. P.E., p.e
Millllter Project Management Check List - d608 • listed by seq. data type ok anpt Consulting Engineer
data
•• type IIIq ....... aabjectOJ'--. wit,......, ClllpI

8tl6 £01 051

807

808
war 051

ad 05/061
FOL - FOLLOW UP

WAR· WARRANTY WORK

PUT OWNER ON MARKETING AND MAiUNG LISTS

=:::: nlfoll
~mptl

emp.'

~lo/con/fol
ACTION TICKLER LISTS AS APPROPRIATE mktl
809 ad 051061 OLLOW UP ON CORRECTIVE WORK REQUIRED DURING 0011 con/foil conldo/wa
WARRANTY PERIOD rlfol!

<late printed:12l4/97
 Ralph J. Stephenson ,P.E., P.C.
Consulting Engineer

General Steps Taken in Processing A Construction Claim

(Review and study draft only)

The starting point of most construction related claims is when one of the parties
involved feels they have been harmed in some manner by the actions of
another involved party. Of course there are many variations on this basic
theme. Due to the number, complexity and combinations of circumstances
under which a contested claim may arise, let us first take a specific set of project
delivery criteria and examine the steps that might be followed in resolving a
typical dispute.

Assumptions - The project is a hard money, fixed time job in which the
construction firm doing the work is considered a prime contractor, with a
conventional construction contract with the owner. The owner has had his
design team prepare a relatively complete set of contract documents from which
contractor selection was made by competitive bidding from a short list.

Further assume that at some point in the construction process the owner takes
an action that seems to interfere with the right of the contractor to enjoy a
maximum profit from his construction efforts (sometimes called
maladministration), while, in the contractor's opinion, he is still performing in
accordance with his contract obligations.

To describe an instance where this could actually happen, suppose the contract
calls for completion of the total facility by September 1st with no specified
intermediate dates for owner occupancy of the facility. Part way through the job
the owner makes it known to the contractor that he wants the upper floors
delivered by July 1st, but will still take the lower floors on September 1st. The
owner says this should be at no additional cost to him since the contractor was
planning to be done about that time anyway. The contractor proceeds to try and
accommodate the owner.

Usually in a good contractor/owner relation a matter of this nature can be

worked out amiably and to the mutual operational and financial satisfaction of
both parties, the owner and the contractor.

However in this case, assume the revisions apparently cause considerable

disruption of sequencing, delivery commitments and manpower assignment to
the project over what had been planned by the contractor. An effort to resolve
the matter equitably for both parties has been made and was unsuccessful.
pagel ho 320 December 1997
 Ralph J. Stephenson ,P.E., P .C.
Consulting Engineer

Clearly, where the financial and other losses of the contractor, real or imagined,
is sizable, another method of approaching a settlement must be found.

Now, the first step in a formal resolution takes place· making a decision on the
preferred or specified method to use to settle. Usual methods are:

• Administrative settlement
• Mediation
• Arbitration
• Modifications or combinations of the above

Usually the preferred solution by most parties to a dispute is by some type of

administrative settlement through discussion among the operational and
executive staffs of the owner and the contractor. Where this proves difficult or
impossible, succeeding steps are usually taken.

For our example let us start by considering litigation.

Litigation is the settlement of a dispute through the efforts of a third party

operating under legal rules governing the presentation, consideration and
judgments rendered in the case. It is to be emphasized that the steps outlined
below are not to be considered the formal legal steps to be taken, but within the ..""
writer's experience are steps most contested claims in which he has been
involved with follow to their resolution.

There may be considerable variation in the sequence in which the steps are
taken. However at some time in the process each of the following actions must
be considered, and if appropriate, taken. The steps are lettered for convenience of
reference, but are not necessarily listed in the sequence in which they may be
taken.

• Step A - The need for a claim emerges and the parties involved discuss the
matter. There is either a resolution, a decision to pursue the matter further
administratively, or a decision to file for formal action resulting from the
discussions.

• Step B - If a resolution is not achieved, the contractor will probably prepare

additional submittal material identifying the circumstances, the effects, the
impacts and the approximate reimbursement felt due him as a result of
imposition of other than contract conditions on his work.

page 2 ho 320 December 1997

 RalphJ. Stephenson ,P.E., P.C.
Consulting Engineer

• Step C - This submittal material is then presented by the contractor to the

owner and further discussions are held. These hopefully will lead to an
administrative settlement. If not, the contractor may file through his legal
advisors, a request for one of several kinds of formal third party decision actions,
such as mediation, arbitration or litigation. The discussion in this paper deals
primarily with the technical steps usually followed in litigation.

• Step 0 - The contractor through his legal advisors, then actually files for
litigation. This is a complex and formal process, a description of which is beyond
the scope of this essay.

• Step E - As the petition for litigation is being filed, the contractor selects the
issues to be addressed that have contributed to the claim, and the level of
documentation he and his technical and legal counsel feel appropriate.

• Step F - If a relatively low level of documentation has been deemed adequate,

since the causes and proof of the contested claim issues seem apparent, the
contractor's staff will usually assemble the claim file and estimate the cost of the
damages caused by the owner's apparent interference.

If the nature of the claim is such that many complex and obscure factors have
contributed to the claimed loss, or the proof of loss appears excessively complex,
the contractor may call in an outside qualified and objective expert to help
assemble the documents, the facts and the amounts to be claimed.

• Step G - The backup documentation concerning correspondence, transmittals,

estimates, change processing, directives, and other pertinent historical records is
assembled into a data system which allows the location, printing, abstracting and
relative rapid analysis of groups of documents or records relating to any subject,
chronology, organization or other classification system desired .

• Step H - Concurrent with preparation of detailed document files, the discovery

of evidence by both parties is pursued. This discovery period is often
characterized by demands for what are called interrogatories and depositions. It
is to be emphasized that the discovery period in litigation is primarily to
uncover evidence, its source, its existence and its nature.

Because of the often difficult nature of activities during discovery in the

litigation process it is usually an advantage for the contractor to have his outside
experts work directly for the legal advisor. This may provide some protection to
the consultant work product and thus shield it from those not friendly to the
page 3 ho 320 December 1997
 Ralph J. Stephenson ,P.E., p.e.
Consulting Engineer

contractor.

• Step I - As discovery proceeds, the parties to the dispute should be, and usually
are, trying to agree on an administrative settlement as the various claims and
counter claims statements emerge.

Also, during the discovery period face to face attempts to uncover evidence are
accomplished most commonly by deposition. The deposition consists of
testimony and questioning, again aimed at evidence location. The deposition
period will usually continue over a period specified loosely by the governing
judicial body in the matter.

From depositions, additional documentation is found, and if wanted by a party

to the dispute, subject to acquisition by the subpoena process. This process
usually does not allow material prepared by a consultant for an attorney to be
acquired through subpoena. This is the main reason for having the legal
consultant work directly for the legal consultant and prepare confidential data
and analyses for the attorneys. This material is sometimes known as a protected
work product.

An important feature of the discovery/subpoena process is that few if any

documents prepared during the course of the job can be totally shielded from
acquisition by the opposition. Therefore there is a strong need for good,
intelligently written documentation of the job during its construction.

• Step I - At some point, usually determined by the governing legal body, the
discovery period is declared closed and formal legal hearings now begin. By this
time a selection and settlement on the type of litigation decision making process
has been made. The two most common methods are the bench trial and the jury
trial.

A bench trial is conducted by a judge only, and he makes the decision in the
matter after the hearings have been completed. The jury trial uses a jury of lay
individuals to hear the testimony and to judge the merits of the case.

In technical matters, such as construction, it is most often found that a bench

trial is preferable to the jury trial due to the difficulty in presenting
understandable evidence to a group of lay people, who often are not acquainted
either with the legal process or the design and construction industry.

• Step K - During the formal trial process the parties to the contested claim
page 4 ho 320 Derember 1997
 Ralph J. Stephenson ,P.E., P.e.
Consulting Engineer

present their respective views in arguments, displays of evidence, direct

questioning and cross examination of witnesses. The judge, in a bench trial, or
the jury, in a jury trial, listens to the presentation of evidence until the
arguments are exhausted, and both sides or the judge calls it quits.

During the hearing process many people may be called to the witness stand to
answer questions. Those who have given depositions may be closely questioned
on statements made by them during the deposition, particularly in relation to
additional information that has come out during subsequent depositions,
interrogatories or in court.

• Step L - Once the governing legal body declares the trial completed, the case is
closed and either the judge, in a bench trial, or the jury, in a jury trial, retire to
review the evidence, think about the testimony and the evidence, and to make a
decision from the choices presented during the triaL

• Step M - When a decision as to the relative merits of each party's case is

reached by the judge or the jury, the decision is announced and the settlement of
claim is decided on by the governing legal body. This then closes out the case as
originally heard and judged upon. From this point on there are several legal
actions possible that could reopen the matter of the contested claim and its
merits. A discussion of these is beyond the scope of this paper.

page 5 ho 320 Derember 1997

?-17
 Ralph J. Stephenson PE PC
Consulting Engineer

Iechnography
The practice of preparing displayed and structured meeting
notes and related material as discussions proceed

• Overview

Technography material displays may be shown on a single computer screen viewed

by one to four people, on multiple screens, controlled by a live computer and viewed
at remote terminals, or on a large screen projected from a computer by one of several
kinds of devices, and viewed by as many people as can be accommodated by the
facilities.

Current popular equipment such as the Kodak and the Sharp, use a compact flat
transparent display which rests on the light bed of an overhead transparency
projector, and shows the computer screen image on a conventional projector screen.

Whatever equipment is used, the main elements of the system are

1.) Displayed information.

2.) Hardware and software to permit graphic preparation of the information as it

evolves.

3.) A meeting leader who can either accurately type or draw, or have typed or drawn,
the main thought flow of the meeting.

4.) Key people who can participate in the session and produce a desired end product.

The process objective is to generate an ongoing set of notes from which all people in
the gathering can obtain information and to which they can provide input. The end
product of a technography session is a complete, accurate and accepted (accepted does
not necessarily mean approved) hard copy report of the proceedings for immediate
distribution and use.

The resume of a meeting conducted using technography may be recorded in different

modes - text, graphic, tabular, chart or other desired form. The end result, properly
identified, dated and referenced provides an accurate record of what went on in the
meeting, and what was decided there.

In addition the record if properly prepared, implies acceptance, approval or

consensus of those participating without forcing such approval or consensus (a
forced technography decision defeats the purpose of the system).

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 Ralph J. Stephenson PE PC
Consulting Engineer

• Advantages

Some of the advantages (listed at random) of centrally displayed meeting notes as

used in technography include:

• Encourages heavy concentration of participants on listening and absorbing

the ideas and suggestions of involved individuals and groups. Individual note
taking is reduced over conventional meeting formats.

• Documentation from the session can be printed at any point in the -session,
and duplicated and distributed to the group to permit reviewing material
covered to that point.

• At the close of the session the documents produced can be printed,

duplicated and distributed to the group to encourage immediate action on
material covered.

• Opportunity is given to all at the session to input to the group document.

This helps minimize individual and organizational hidden agendas.

• Accurate reporting is encouraged since the display permits rapid evaluation

of statements and decisions. This ease of review encourages participants to
refine ideas throughout the meeting since changes can be made at any time,
providing there is agreement on the changes.

• Where there is disagreement about an issue, the entire range of conflict can
be recorded for all to see. Thus points of view that may normally be obscured
are often encouraged and displayed to the group.

The benefit here is that participants know that through such displayed material
there are improved probabilities that the true goals and objectives of the group
will be achieved. Everybody works to the same agenda and from the same set of
notes.

• Ideas are captured while they are still fresh in the minds of the originator.
• Details can be added to earlier topic discussions as the meeting progresses.

• At the close of the meeting those at the meeting know what they and the
others have agreed on and who is to do what.

• The method encourages problem attacks to be made directly on the most

likely areas to bring success. The reason? ~ problem characteristics and the ideas

page 2 ho 342 December 1997

;-.71
 Ralph J. Stephenson PE PC
Consulting Engineer

of others tend to encourage synergistic thinking. This happens because the

displayed ideas and approaches of each individual participating encourage

others to individually think better about the subject at hand.

• Suggestions

The dynamic characteristics of technography are often helpful in overcoming inertia,

encouraging initiative and stimulating new insights into a subject at hand. Rapid
improvement in results from the note taking system then come about when you
actually use the method in your daily work.

Some suggestions to help you to get a good start in using displayed stenography are
given below:

1. Learn to listen, think, type and lead simultaneously. This is particularly

important if you are to do the note taking.

2. Use good hardware and software that allows all participants to clearly view
the screen display.

3. Recommended software for note taking includes one of the standard word
processors such as MacWrite or Microsoft Word. Other word processing
programs that are easily used in technography include outlining programs such
as Think Tank or More. Software for graphic and tabular displays includes ....J
standard project planning, data base, free graphics and spread sheet programs
such as MacProject, Micro File, MacPaint, MacDraft and Excel.

4. If you cannot do the typing, thinking, leading and operational job yourself

select a bright, alert, perceptive member of your staff or of those participating in

the meeting to record the main body of material, while you apply your talents

to the special leadership and display work required by other than the note

taking process.

5. Have a previously prepared information needed and information desired

template from which to conduct the discussion.

For example, if you are conducting an initial design and construction project

planning meeting, the various information you might wish to gather could

include such topics as:

a. Project identification, date and location

b. Author of notes

page 3 ho 342 December 1997

 Ralph J. Stephenson PE PC
Consulting Engineer

c. Proposed distribution of notes

d. Those attendin& the meetin&

e. Those involved in the total effort - this information and other material
that is revised and updated continually as the project moves along is
usually kept in a general section that is constantly updated to reflect the
latest data available.

f. Key dates - in construction this data is always critical to proper job

understanding and management - should include contract execution dates,
start of design work, start of construction work, key completion targets, and
intermediate dates required.

g. Documents used for reference in the sessions and on the project Includes
plans and schedules in effect, contract documents currently in effect, special
reports and material referred to in the meeting, and other similar items of
reference importance.

h. Current status of project work - includes:

• Real estate control

• Financing
• Contract awards
• Acquisition of permits
• Procurement
• Design and planning
• Field construction
• Closing out the project
i. Work to be done in immediate future

j. Actions to be taken and who is to take them

k. Superseded data - A section of the ongoing file where superseded data is

stored. Never remove any published information from the record.

1. Responsibility codes

m. Laundry lists definin& the scope of work for network modelin&

n. Easements and zonin& information

O. Abbreviations

page 4 ho 342 Derember 1997

 Ralph J. Stephenson PE PC
Consulting Engineer

p. Mission statements

q. Project characteristics

r. Agenda

s. General notes

page 5 ho 342 December 1997

 Ralph J. Stephenson, P.E.,P.c.
Consulting Engineer

1. Trans America Mall Notes. disk 129 • ho 297

A. General information - to be periodically revised & kept CU1'I'ent
General information is to be retained in the notes for the project. If a section of the data is
no longer valid it will be noted as such and relocated to the superseded data section of the
file, or noted with the change and left in place.
t. Name of project - Trans American Mall
2. Those involved

a) Carlsbad Holding - Center owner

(1) Frank Rogell- Officer in charge

(2) Charles Lugow - Project manager
(3) Tom Brotherton - On site representative
(4) Lawrence Jones - Mall manager

b) Oemency and Harrigan - Architect/Engineer of record

(1) Charles Oemency - Principal in charge

(2) Carl Travis - chief designer
(3) Lome MacIntosh - project manager

c) Larkins & Horowitz - Electrical & mechanical engineers

(1) Art Larkins - Principal

(2) Fred Karlton - Mechanical engineer
(3) Ted Horowitz - Electrical engineer

d) Todd & Jones - General contractor

(1) Jay Harvey - Project manager

(2) Charles McElvey - Field superintendent
(3) Harvey Vennalt - General superintendent

e) Uncoln Mechanical - Mechanical contractor

(1) Larro Nadian - Project manager and estimator

(2) Niles Mechadian - Project superintendent

f) Sunshine Electrical - Electrical contractor

(t) Stan Sunshine - Principal and project manager

(2) Lefty Mallett - Superintendent
3. Responsibility codes

a) 001 - Carlsbad Holding - owner

b) 002 - Oemency & Harrigan - architect! engineer

c) 003 - Larkins & Horowitz - electrical/mechanical engineers

d) 004 - Todd & Jones - General contractor

e) 005 - Uncoln Mechanical - mechanical contractor

f) 006 - Sunshine Electrical - electrical contractor

4. Abbreviations (in alphabetical order)

a) c&h - Oemency & Harrigan

b) cho - Carlsbad Holding

c) cod. - contract documents

d) dpl - design package 1 (other dp abbreviations similar)

e) dpa - development package

f) etr - end time restraint

g) fen - front end work

h) fiw - finish interior work

i) gmp - guaranteed maximum price

j) l&h - Larkins & Horowitz

k) lme - Uncoln Mechanical

pagel ho 297 December 1997

 RalphJ. Stephenson, P.E.,P.C.
Consulting Engineer

l) pro - procurement
m) riw - rough interior work

n) sbw - shell building work

0) sel- Sunshine Electrical

p) sit - site work

q) ski - exterior building skin

r) sub - building substructure work

s) sus - building superstructure work

t) sys - building systems work

u) t&j - Todd & Jones

v) t&m - Time and material

w) t/ r - time restraint

x) tim - tenant improvement work

5. Project design package content

a) Design package dpl
Complete construction documents for 200' x 400' addition to existing tenant
building.
b) Design package dp2
Existing building remodeling from col. line 01 to col. line 22. Complete interior
demolition and construction of new base building space with demising studs
erected.
c) Design package dp3
Extension of north site area including parking and related work for 800
additional cars.
d) Design package dp4
Renovation of existing mechanical and electrical rooms and replacement of
entire electrical distribution system
e) Design package dpS - to be defined
6. Key dates - as of 3/2/88 (43)
a) Complete prepare & issue design packages (dp)
(1) 3/25/88 (60) - Comp prepare & issue dpl
(2) 4/11/88 (71) - Comp prepare & issue dp2
(3) 4/29/88 (85) - Comp prepare & issue dp3
(4) 5/31/88 (106)- Comp prepare & issuedp4
(5) To be determined - Comp prepare & issue dpS

b) Submit guaranteed maximum prices (gmp)

(1) 3/25/88 (60) - Submit gmp for dpl

(2) 4/20/88 (78) - Submit gmp for dp2
(3) 5/26/88 (104) -Submitgmp fordp3
(4) 5/31/88 (106) - Submit gmp for dp4

c) Start construction work

(1) 4/25/88 (81) - Start construction of dpl base building

(2) 6/30/88 (128) - Start renovation under dp4
(3) 9/11/89 (432) - Start site work under dp3 contract
(4) 9/11/89 (432) - Start remodeling under dp2

d) Complete complete work

(1) 6/1/89 (362) - Complete site work under dp3 contract

(2) 6/1/89 (362) - Complete const dpl work to start of tenant improvements
(3) 7/31/89 (403) - Complete base building work under dpl

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 RalphJ. Stephenson, P.E.,P.C.
Consulting Engineer

(4) 8/15/89 (414) - Grand opening of new addition under dpl

(5) 3/1/90 (552) - Complete remodeling dp2 base bldg. to start of tenant work
(6) 4/2/90 (574) - Complete remodeling base building under dp2
(7) 4/27/90 (593) - Grand opening of dp2 contract work
7. General characteristics of project

a) Location - Delaton, New Hampshire

(1) Faces on 20th Street, access to Lohngren on west and Mill Run on east
b) Philosophy
(1) To constantly maintain an attractive, safe retail environment during const
c) Existing enclosed mall shopping center
(1) Built about 1971
(2) Gross existing building area =150,000 sq. ft
(3) Parking spaces = 1,000
(4) Anchors
(a) Travelers Merchandise - general department store
i) Strong store
(b) Robertson Company - catalog outlet
(5) 25 tenant spaces in addition to anchors
(6) Areas presently unoccupied and available for construction use
(a) col. lines 22 to 25/A to D
(b) Col. lines 5 to 6/D to D.5

d) Existing fast food building on outlot belongs to Carlsbad Holding

(1) To be maintained in operation at all times

e) Problems to be resolved

(1) Variances needed to remodel electrical and mechanical systems

(2) Must determine safety condition of existing electrical vaults

f) Laundry lists

(1) dp1 - new building close in work

(2) dp4 - mechanical and electrical remodeling work
8. Superseded data

a) Randy East - Carlsbad Holding - project manager - relocated 2/1/88 (21)

B. 8:05:08 - July 27, 1988

1. Project meeting #1 - in Carlsbad offices - July 27, 1988
2. By Jay Harvey
3. 01.0 - Those attending meeting

a) Frank Rogell- Carlsbad officer in charge

b) Charles Lugow - Carlsbad project manager

c) Charles Oemency - C & H principal in charge

d) Lome MacIntosh - C & H project manager

e) Art Larkins - L & H principal in charge

f) Jay Harvey - T & J project manager

4. 02.0 - Agenda

a) 2.01 - Review project characteristics

b) 2.02 - Prep smry netwk model for dp1, 2, 3 & 4 to confirm current key dates

c) 2.03 - Prepare laundry lists for early construction work in dpl

d) 2.04 - Prepare laundry lists for all construction work in dp4

e) 2.05 - Prepare network models for close in work for dpl

f) 2.06 - Prep network models for elect and mech remodeling under dp4

page 3 ho 297 December 1997

 RalphJ. Stephenson. P.E.1P.C.
Consulting Engineer

5. 03.0 - Current status of project

a) 03.01 - Design

(1) 03.0101 - All intermediate design package production dates being met
(2) 03.0102 - Need cost data on alternate roofing details for dpl

b) 03.02 - Construction

(1) 03.0201 - T & J currently preparing early estimates leading to GMP

c) 03.03 - Owner working with aU to define tenant continuity during const
(1) 03.0301 - Having trouble with the Chocolate Poodle
(2) 03.0302 - Records Inc and Fran's Dresses move set and agreed to
6. 04.0 - Old business
7. 05.0 - New business
8. 06.0 - Miscellaneous

a) 06.01 - All parties agreed to current key dates listed above

b) 06.02 - Carlsbad agreed to review T & J sub prices & release appvl promptly

(1) 06.0201 - Within 2 working days of receipt

c) 06.03 - Abbreviations generally three letters

(1) 6.0301 - For names 1st letter of 1st name and 1st two letters of last name
(2) 6.0302 - Traditional abbreviation to be maintained

d) 06.04 - All construction contracts will be with T & J

e) 06.05 - T & J contract currently on hourly and t & m basis

(1) 06.0501 - Will reduce to gmp by iterative estimates

(2) 06.0602 - ginp to be provided to Carlsbad by package content
C. ho 297· December 1997

page 4 ho 297 December 1997

 RalphJ. Stephenson, P.E.
Consulting Engineer

FORM CONTENT & DESIGN

a. Tips on form content

01. Identify the organization originating the form by showing

a. Full name
b. Address & post office box if applicable
c.' Phone number including area code
d. FAXnumber
e. Division identification if appropriate
f. Document identification number if applicable

02. If possible number or letter each item of information to be inputted to the

form.

03. Clearly identify at the beginning of the form, who originated the form and to
whom it is addressed.

04. Provide a date prepared, date sent and date received space on the form.

05. If possible, always design the form. to encourage addressing it to a specific

individual

06. Provide enough space to record the information needed. If the form is to be
handwritten it will require more space than if to be typed.

Comment: A form is not always transmitted. It may be prepared for

individual use to tabulate or record information or to provide a reference source
in a working situation. In such cases the form should be designed using the above
guidelines as if the originating party is both the sender and the recipient.

b. Steps in designing a form

01. Determine the readership of the form.

02. Briefly describe what the form is to accomplish - what is its mission?

03. Rate your perceived importance of the form on a scale of 1 to 10

page 1 ho 294 December 1997

 RalphJ. Stephenson, P.E.
Consulting Engineer

04. Review description & rating in steps 1,2 and 3, and determine if form is
truly needed. If not don't prepare it.

05. If form is needed, list, at random, all information items needed to fulfill the
mission.

06. Arrange the information items in a logical order.

07. Test the arrangement for input

Can the form be filled out with an easy, accurate flow of input?

08. Test the arrangement for readability

Can the form be read easily, quickly and accurately?

09. Design the form.

Be certain to leave a binding edge at the left or top.

10. Prepare a dummy of the form, make copies and test it a few days in actual use
if at all possible.
Be certain to explain its purpose and use.

11. Revise the form as needed and have it printed, padded and put into use.

12. Revaluate the form regularly for improving or for discard when no longer
needed.

page 2 ho 294 December 1997

 RalphJ. Stephenson, P.E.
Consulting Engineer

Case Study for Preparing Forms

Define a situation in which it may be necessary for you to prepare a form for
transmitting, receiving or tabulating information on a regular and somewhat
standardized basis. The need can be taken from your own work experience, or you
may choose to select one of the situations listed below to use as a basis for the form
design.

Situation #1- Owner - Review and approval of submittals (turnaround) is being

delayed by an inadequate understanding of the paper flow which is from the general
contractor, to the owner, to the architect/engineer of record, to the owner and back to
the general contractor. You are the owner. Design a form that may help alleviate the
situation.

Situation #2 - Arcbitect/enldneer - It is time for you as the architect/engineer to

begin punching out the back-of-house ballroom, meeting room, restaurant, lobby and
food service areas of a new hotel. The owner is expecting dear cut sign off points so
he can begin installing his fixtures, furnishings and equipment (FFE) with no
residual complaints from the general contractor,and dear cut acceptance of the space
from the FFE contractor. Design a punching out system and form that will satisfy
yours, the contractor's & the owner's needs.

Situation #3 - General contractor - As the project manager for the general contractor
on a new 5 story office building you are responsible for keeping the official
construction meeting minutes at job meetings with the owner, the
architect! engineer and the major sub contractors. You feel it might be well to devise
a standard form to use for each meeting so you are certain to include all the agenda
items necessary to cover at each meeting. Design an outline form on which you
could hand write the minutes directly and efficiently for later typing by the field
office receptionist.

Situation #4 - Construction manaser - Procurement of critical materials and

equipment has become very critical on a large research and development project for
which you are the liable construction manager. It is felt important by all that a
comprehensive check list be provided to all major contractors on the job for them to
indicate procurement status twice per month on all critical items. One of the items of
importance is to provide an index of procurement criticality. Design a form that will
provide you the information you need.

Situation #5 - General contractor - You are a general contractor on an addition to a

new city hall in a middle size mid west town. For several reasons the owner is not
communicating well with you, particularly so far as payment procedures,
supplemental instructions to you and your subcontractors, and items that concern
checking of shop drawings and the flow of submittals from and to you through the
architect and engineer. It is early in the job and you want to channel

ho 2% December 1997
 RalphJ. Stephenson, P.E.
Consulting Engineer

communications so you can operate effectively. Design a form that will indicate the
proper flow of information between you and the other parties where owner input is
essentiaL

Situation #6 - Pesip bulld - You are the vice president of operations of a moderate
size design build firm. The company is being asked with increasing frequency to
evaluate potential sites that might be available to your clients and prospects for
building, or to you to add to your own property portfolio. Design a site survey and
information form that will give you the information needed to quickly and
thoroughly locate a site with given characteristics and allow you to quantitatively
evaluate its value for a given use.

Situation #7 - Owner - As an owner of a chain of franchised fast food restaurants you

are beginning to lose valuable data on proposal tabulations of major contract work
on your facilities. You have built 12 restaurants and have available in your files,
contractor proposal data on each, along with a detailed description of each site facility
developed to date. Design a fonn that will allow you to tabulate the essential
infonnation so as to help in selecting contractors on your future jobs. You will soon
be building 15 more restaurants in locations within a radius of 50 miles of your
office.

ho 296 December 1997

 Ralph J. Stephenson, P.E.
Consulting Engineer

Residential house plan case study

You are a developer currently building a small residential subdivision containing 15 single
unit homes. Your firm, Newland Estates, is a quality developer of residential properties
averaging about 200 living units per year put in place. You market the properties as they

are improved.

This current project of 15 homes is a high priority program since it is the first of several

hundred modest two story colonial homes you intend to put on a recently acquired site. The

site work for the first part of the development was completed about 2 months ago and you

are anxious to get the first 15 units built and sold to help your cash flow.

The individual units occupy lots with dimensions of about 120' x 400' each. The houses are

2 story plus full basement with a footprint of about 35'x40'. Taps for utilities are to the

street in front where all services are underground and available.

The houses each have a moderate sized front porch, a 10'x20' patio at the rear, a two car

garage and a full apron driveway from the front to the garage at the rear.

The structure is conventional stick framing with prefab wood roof trusses. The exterior skin

is board and insulation with brick veneer at the first floor and wood sheathing at the

second floor and attic space. Exterior sash is pre glazed and all exterior millwork &:

hardware is high quality. Roofing is shingles over a plywood substrate.

Interior finishes are conventional with gyp board ceilings and walls painted or textured.

Most light fixtures and mechanical trim are surface mounted. Floors are generally finished

oak over plywood. Bathrooms are tiled on floors and wainscots.

Basement areas are unfinished. The furnace is gas heat with cooling and heating air

exchangers and an air distribution system.

The houses are fully landscaped and ready for owner move in upon completion.

Because of the key position of the early units you wish to plan their construction well and

sequence them on a clearly defined tumover cycle of one unit per week. All permits have

been obtained, most materials are either on site or available and the area of the first 15

units has been rough graded ready to build.

How would you plan the job?

Miscellaneous ideas to consider:

- What are some of the methods of planning possible?

- How would you translate your plan?

- About how many working days should construction of one unit take?

- What is the implication of a turnover cycle of 5 working days on the crew sizes needed?

- How would you determine a reasonable and profitable turnover cycle?

ho 277 December 1997

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R.eserved activity numbers Earliest Start Earliest Finish

D
41 46
41 47 NETWORK MODEL
43 48 Issue ##1 - January 13, 1998
44 49 FOR EXERCISE #2
45 50 Latest Start Latest Finish exercise ##2
WEX PM 99 Project Team
Ian 01

ban 11

ACTIVITY LEGEND
Ralph 1. Stephenson P.E.
Consulting Engineer
323 Hiawatha Drive
Note: Mt. Pleasant, Michigan 48223-9096
Float time shown in this network model is for the sole use of
the WEX PM 99 project team. Use of float time by others
is to be only by written permission of the WEX PM 99 team Sheet #1
bo #517 management

l l l
 RALP1I J. ST1I:PBJeN80N, P. E.. P. C.
MIND PROBER OO• •'CT&/I'DI'G ~GDI • • •

Agree Disagree
Talkative - chatty, always speaking
Egotistic - self-centered, individualistic
Empathetic - aware of another, compassionate
Apprehensive - fearful, worried, afraid
Unconventional - unusual, not the norm, rebellious
Kind - gentle, considerate, warmhearted
Rigid - still, unchanging, inflexible
I Impatient - excitable, unable to wait
Sympathetic - comforting, understanding
Reserved - restrained, self-controlled, shy
Adventuresome - daring, willing to take chances
Uncaring - lacking in warmth or sympathy
Quiet - still, silent, not talkative
, Sarcastic - joking in a biting or cynical way
1 Concerned - aware, caring, interested
.
! Distant - remote, inaccessible, removed
I Competitive - seeking to win, ambitious, achieving
i
Apologetic - sorry, regretful, makes excuses
OutgOing - sociable, friendly
I Independent - self-reliant. autonomous
! Sensitive - perceptive, touchy, nervous
Meek - humble, submissive, patient
I Meticulous - extremely careful, scrupulous
I !
Suspicious - doubtful, distrust, uncertainty
I Fun-loving - playful, carefree, spontaneous
Help-seeking - looking for assistance or comfort
! Charitable - generous, kind, giving
Neighborly - friendly, amicable. familiar
Achieving - accomplishing, persevering, striving
Approval-seeking - wanting acceptance and praise
Self-blaming - guilt, fault finding
Precise - clearly defined, exact
-o­ Guarded - kept safe. prot~cted, watched over
f Carefree - free of worry or responsibilities
Dependent - needing aid or assistance
Comforting - soothing, relieved, consoling
Hlo 2Sj
Pg. 1
11m PROBER RALPH J. STEPHK:f80N. P. E.. P. C.
OoaraVlll'Dro c.onulI••

Agree Disagree
Affiliative - associated, connected
Ambitious - enterprising, striving, eager
Status-conscious - attentive to position and wealth
Humble - reserved, self-conscious, modest
Accurate - correct, clear-cut, beyond doubt
Defensive - protective, shielded, careful
Joking - witty, wisecracking, jesting
Defenseless - unguarded, unprotected. needing shelte
Consoling - solace, to cheer up
Hospitable - welcoming, warm, receptive
Goal-oriented - seeking success and achievement
Seeks Attention - wanting to be noticed
I Obedient - compliant, amenable, dutiful
!
Responsible - accountable, trustworthy
Wary - cautious, watchful, on guard
Playful - impllsh, mischievous, frivolous
Trusting - confident, committed
Protective - defended, guarded, careful
J
I
I Loyal - steadfast, faithful, devoted
•
! Striving - contending, exerting effort
Seeks Recognition - wanting to be praised
Yielding - deferring, relenting, gives in
Tidy - neat, orderly, clean
S~cretive - covert, underhanded, concealed
I
!
Pleasure-seeking - seeking gratification or delight
I nsecure - inadequate, unsure, shaky
.
Nurturing - nourishing, supporting, fostering
I ndividualistic - one-of-a-kind, independent
Accomplishing - successful, to bring to completion
Socially Striving - seeking respectability

H/o 25;
Pg. 2
 SECTION 9

Construction University Ralph J. Stephenson, P.E.

Essays published to date Consulting Engineer
Introduction andTable of Contents Hiawatha Drive
Mt. Pleasant, Michigan 48858-9096
phone (517) 772 2537
e-mail ralphjsgte.net
December 6, 2000

Introduction To The Construction

University

Dear Planning, Design and Construction Pro'fessional:

I am experimenting with sending an occasional essay or article on planning, design,

construction, and facilities maintenance to interested professionals. There is no cost to
for these essays, and I hope we may even get some Paper contributions from you for
the Construction University to send out as a starting point for the e-mail university (we
take the classroom to the student).

This sampler consists, first of a short essay on "Use of Float Time in Project Planning",
followed by a series of 11 other essays on various planning, design and construction
subjects. The hope is that you or any of your professional associates or friends will use
this material for the benefit our respective professions -- but I request users to please
give the authors credit.

Of course, I'm always happy to hear from you, so please don't hesitate to drop an e-line.
Cordially and sincerely, with hope that you'll respond

Ralph J. Stephenson, P.E.

pagei date printed: 12/6/0

Construction University Ralph J. Stephenson, P.E.
Essays published to date Consulting Engineer
Introduction andTable of Contents Hiawatha Drive
Mt. Pleasant, Michigan 48858-9096
phone (517) 772 2537
e-mail ralphjsgte.net
December 6, 2000

Table of Contents
Introduction and Table of Contents................................................ pages i to iii

cu #1- Use of Float Time in Project Planning.............................. pages 001 to 003

A discussion of one of the most powerful planning and scheduling tools
available to the construction industry, and how to, and how not to use it.
CU #2 - Span of Management ............................................................ pages 004 to 007
Just how many people can you manage directly?
CU #3 - Ethics in the Design and Construction Industry.............. pages 008 to 011
The importance of ethical thinking in the professional's life
CU #4 - Using Intelligent Questioning............................................. pages 012 to 017

What questions do you ask and how do you ask them?

CU #5 - The Gap .................................................................................... pages 018 to 034

Are we educationally and experientially preparing the construction industry for

the 21 st century?
CU #6 - Closing Out A Construction Project.................................. pages 035 to 039
What are the essential ingredients of properly closing out a project from experts
in the planning, programming, design and construction professions
CU #7 - Five Ingredients of Significance........................................ pages 040 to 043
Five ingredients that are critical to good thinking and effective management in
design and construction.
CU #8 - Weights and Values as a Decision Making Tool............. pages 044 to 046
One way to solve the decision making puzzle
CU #9 - Visions, Missions, Goals, Objectives & Management..• pages 047 to 052
What are you supposed to be managing? A pattern for success.

page ii December 6, 2000

Construction University Ralph J. Stephenson, P.E.
Essays published to date Consulting Engineer
Introduction andTable of Contents Hiawatha Drive
Mt. Pleasant, Michigan 48858-9096
phone (517) 772 2537
e-mail ralphjsgte.net
December 6, 2000

CU #10 • Forerunner and Conservative Management................... pages 053 to 057

Are you a conservative or a forerunner?

CU #11· Community Medical Center Tenant Improvements - Close out check
list•...••.•.•....•.•.......••............•.••...•................••.•....•..............•..••......•...........pages 058 to 063
A close out list for the construction of a Community Medical Center tenant
improvements.
CU #12 - What is Happening to the Use of Technology in Construction
Operations? ....•.....•.................•.............................................................pages 064 to 069
Where is the use of design and construction technology headed?

page iii December 6, 2000

Use of Float Time in Project Planning RalphJ. Stephenson, P.E.
CU essay #001 Consulting Engineer
323 Hiawatha Drive
Mt. Pleasant, Michigan 48858-9096
phone 1 (517) 772 2537
e-mail ralphjsgte.net
~ernber31, 1999

Dear Friends:

Happy Millennium! (For men it starts this year; for women, next).

I am experimenting with a construction mailing list to be used to distribute an

occasional essay or article on planning, design, construction, and facilities
maintenance. You are on my test list to see who is actually interested. There is
obviously no cost to you and I hope we may even get some paper contributions
(from you) to send out as a starting point for the on-line university (we take the
classroom to the site of the student). There exists the possibility that we may
post a web site for those in the construction professions so that we might make
available a wide variety of topics from which anyone might choose...a glossary
of tenns, case studies, practices and protocol. What do you think?

I'm offering a small sample of what I'm thinking about with a short essay on
"Use of Float Time in Project Planning." The idea is that anyone may use this
material for any reason so long as it benefits our professions but I would like
users to give the authors credit, please.

Of course, I'm always happy to hear from you, so please don't hesitate to drop
me an e-line. Cordially and sincerely (with hope that you'll respond)

Ralph J. Stephenson, P.E.

Use of Float Time in Project Planning

by Ralph J. Stephenson, P.E.

--487 words December 3D, 1999

-- Reading time approximately 4 minutes

What is float time? It is a number of working days determined by the total plan of
work, and mathematically set by the logic of the network plan, by the durations

page 1 ho 279 date printed: 12/6/0

Use of Float Time in Project Planning Ralph J. Stephenson, P.E.
CU essay #001 Consulting Engineer
323 Hiawatha Drive
Mt. Pleasant, Michigan 48858-9096
phone 1 (517) 7722537
e-mail ralphjsgte.net
December 31, 1999

assigned to each task, and by the completion date set for the project and its component
parts.

Float is the amount of time between the earliest date an activity can start, according to a
given plan of work, and the latest date it can start according to the same plan of work.
Float time occurs in a task when the activities that restrain it are able to be completed
before the latest date by which the restrained task must start, as determined by the
latest allowable finish date of the project or project component.

Float time is not assigned by the planner, nor is it automatically allocated to activities
that are traditionally critical.

Because of the nature of the construction business in which many normally unrelated
organizations and individuals are brought together by agency and contract
arrangements to do a job, float or discretionary time is potentially valuable to all parties
to the job. Thus ownership of float time often becomes a subject of dispute and
controversy.

A few guidelines which have seen general acceptance and some legal concurrence in
practice are given below:

1. In a hard money fixed time contract the float time within the contract boundaries
belongs to the contractor.

2. Ownership of float time should be established very early in a project. Where some
question of ownership exists, the ownership rights should be noted on the plans and
schedules of work prepared by the contractor.

3. On negotiated projects, where there may be a cost and time span to be mutually
agreed on by the contracting parties as the project gets under way, ownership of float
time is usually a matter to be worked out in advance as job conditions demand.

4. Relative to subcontractors, the ownership of float time within a hard money, fixed
cost subcontract is usually set by implied consent, but normally rests with the prime
contractor under which the subcontractor is working. In situations where there is very
little interface between a prime contractor's tasks and his subcontractor's tasks, it is

page 2 ho 279 date printed: 12/6/0

Use of Float Time in Project Planning Ralph J. Stephenson, P.E.
CU essay #001 Consulting Engineer
323 Hiawatha Drive
Mt. Pleasant, Michigan 48858-9096
phone 1 (517) 772 2537
e-mail ralphjsgte.net
December 31, 1999

possible that ownership of self contained float may remain with the subcontractor.

5. Ownership of float time does not release a contractor from the obligation to provide a
high quality service to the client. Where poor use of float time to the detriment of the
job is encountered, fault for the poor performance will usually temper the ownership of
the float.

* * *
In general most problems with float occur where approval delays are encountered,
where intermediate project dates are not specified but are desired and imposed, when
poor performance pushes tasks beyond scheduled end dates, or where uncontrollable
obstacles to meeting project contract obligations appear.

page 3 ho 279 date printed: 12/6/0

Span of management RalphJ. Stephenson, P.E.
CU#OO2 Consulting Engineer
Span of Management essay January 7,2000

Dear Construction University faculty:

Below is our second offering (CU #002) in the Construction University

curriculum. In this essay we're examining just how many people you can
directly manage.

Control of the span of management is one of the largest and most serious
problems encountered by the emerging manager. He or she so often feels
able to manage the world, but, in truth and practice, these individuals are
delegating that operation to those within their span of management who they
can influence most effectively. That span of management can be anywhere
between six and thirty, depending totally on the amount of interaction
expected among those being managed.

Let me know what you think about this ...write me if you've experienced it
yourself. Those other Construction University students (an elite group)
receiving these essays might well like to hear your story. Send it to me and
we'll see what happens. ...After all Construction University is the locus of
common sense!

Cordially and sincerely,

Ralph J. Stephenson, P.E.

Span of Management
-- 1299 words December 30, 1999
-- Reading time approximately 6 minutes

Carrie is a very bright lady, a university graduate with writing, publishing and
management skills and aspirations. A year ago Carrie accepted a very responsible
position with Xeno Development. Xeno is an international urban planning, design and
construction firm specializing in the development and ownership of integrated
commercial enterprises and related sports facilities.

Her immediate superior, Helen Ralon, vice president of staff operations, immediately
spotted Carrie's talents and gave her a clearly defined departmental management
assignment including responsibility for publishing the monthly Xeno newsletter for
commercial and sports facility owners. Current staff of the department in addition to

page 4 ho 279 date printed: 12/6/0

Span of management Ralph J. Stephenson, P.E.
CU#OO2 Consulting Engineer
Span of Management essay January 7, 2000

Carrie was two full-time writers, one proof reader / graphic designer and one computer
operator.

Carrie quickly assembled this group into a effective team whose performance was good
enough to lead Helen to add another supervisory task to Carrie's assignments-­
preparing all proposal letters for presentation to prospective clients. Carrie was
delighted by the challenge, and soon hired, with Helen's support, two additional
engineering and architectural professionals to provide technical strength to the
operation.

About seven months into the dual newsletter/proposal management assignment,

Helen noticed some signs of weariness in Carrie but still no lack of enthusiasm for her
job. Carrie was also beginning to do a great job of public relations of the firm. The
marketing manager asked Helen if he could temporarily borrow Carrie to spearhead
the upcoming negotiations for a very large five year development.
Carrie's new assignment involved responsibility for seeing that the work of two
estimators, one architectural designer, and one more cad operator were properly
meshed into the negotiation timetable and presentations.

Helen soon noticed that Carrie was spending more overtime, was looking tired and
harassed; she also was losing her normal good natured rapport with others. Most
seriously, her work quality and management abilities were visibly deteriorating.

After some serious thinking, Helen decided Carrie's problems might stem from a too­
rapid and too-large expansion of her span of control. This very common ailment affects
many managers today, and the failure of them and their superiors to recognize the
problem is often the cause for promising careers ending up in frustration and failure.
Continued later. As to the details - read on!

Span of management can be defined as the number of people whose activities you are
able to manage and supervise by relatively continuous contact. Relatively continuous
contact is direct communication on a day-to-day basis that allows you to evaluate
performance at desired and needed intervals. Usually, direct management implies a
closely spaced geographic relation to those being managed.

The main factors that influence an effective span of management are:

1.) The degree of need for those you manage to communicate with each other.
2.) The amount of time required to be spent by you with each of those you manage,
and

pageS ho 279 date printed: 12/6/0

Span of management Ralph J. Stephenson, P.E.
CU#OO2 Consulting Engineer
Span of Management essay January 7, 2000

3.) The effort required of you by your subordinates to assist them to work well with
those outside your direct management system.

If there is a large degree of intercommunication between those you manage with each
other, and with you, an effective span of management is usually limited to from four to
six persons. Where there is little or no intercommunication among those under your
direct management, you may be able to manage 20 to 30 people. Such a number is not
arbitrary: many years ago social scientists studied Sear's stores' middle management.
The Sear's researchers found that where department managers had little if any contact
with each other that store managers could properly handle the responsibility for as
many as 30 of these isolated managers and still be profitable and effective.

The number of links between subordinates determines how complex is their

management structure. If you have four subordinates reporting directly to you and
there are no links between or among the subordinates, the number of two-way
communication channels in the system is four, one for each of your subordinates to and
from you. This requires management of 4 x 2 =8 relations -- well within the capabilities
of even an inexperienced manager.

If two-way links must be maintained among you and among your subordinates within
a managerial span of control of four, you are now managing 20 paths. Still not too
many, provided anyone link or set of links does not require excessive time.

As the number of participants increases the number of two-way communication links

rises rapidly. For a manager and six subordinates who are totally linked the number of
two-way links is 21 and the number of communication channels is 2 x 21 = 42. If you
move to total linkage for 10 subordinates the number of full communication channels is
110, a number very difficult for even an experienced manager to handle.

If you are managing 20 people with links limited to one from them to you and none
from them to others, you are only managing 20 x 2 =40 communication channels. If
you must manage total linkage among 20 subordinates you will find yourself trying to
keep in touch with so many communication channels that you never can gain
permanent control of the management process.

The span of management has many historical precedents that have repeatedly proved
the difficulties in trying to directly manage too many people. One of the earliest
examples of formal span of control analysis is found in the Bible. Exodus 18:12 - 27 tells
of Jethro warning his son in law, Moses, that he has stretched his span of management
too far and is in danger of losing control of the Exodus mission, leadership, and quality.

page 6 ho279 dateprintoo: 12/6/0

Span of management Ralph J. Stephenson, P.E.
CU#002 Consulting Engineer
Span of Management essay January 7, 2000

Military management for thousands of years has proven that careful attention must be
paid the span of control to maintain safety and effectiveness of troops being managed.

Today's managers in all fields of construction (for example Helen and Carrie in our case
study) find their span of control measurement is far more complex than that of the
traditional internal manager. This is primarily due to the need for the manager in
construction to be responsible for, and have authority over, many parties outside the
organization. In addition he or she often does not have strong, well-defined, formal
organizational clout and must exert direction through technical excellence, persuasion,
fairness, firmness and good judgment.

This is possible for the experienced and excellent manager, but is hardly ever achieved
by the emerging manager without help from his or her superior management staff and
the company executive staff.

Keeping the span of management to a controllable size is the responsibility of both top
and middle management, both the managed and the manager.
* >I- >I-

Now for one and a half solutions out of many-

By all means, Helen--an experienced manager--certainly realizes what's happened

to Carrie. She sits down and explains it to her--Carrie, as a new manager, has seen all
the warning signs of impending trouble but interpreted them as her own failing; in
response, she was taking on more and more of the responsibility and had begun to
micro manage. Helen shows her how things started to come unraveled and then they
set about together to fix the problems.

Carrie needs to groom one or more of her subordinates to manage some of Xeno's
operations, allowing Carrie to be most effective on the heavy-hitting projects while
permitting her to keep her hard-won authority (and responsibility).

In the span of two months--through mentoring and informal meetings--Carrie's span of

control is well balanced, there's a new manager in the company (under Carrie, and the
light and heavy work is getting done more effectively. At their most recent meeting,
Helen told Carrie how very proud she was to be working with her. They both got nice
bonuses at year end and Carrie is looking at management as an ongoing career
possibility.

page 7 ho 279 date printed: 1216/0

Ethics in the Design and Construction Industry Ralph J. Stephenson, P.E.
CU #003 Consulting Engineer
January 19,2000

Dear member of the Construction University:

The following essay is the result of my participation in a seminar by the Michigan and
Detroit chapters of the Associated General ContractorsJ entitled AGC
Student/Contractor Awareness Night (SCAN) in October of 1999. My friend Dick
Brunvand of the Michigan Chapter of the AGC asked me to expand on my panel
comments. This brief essay is the answer to his request.

As alwaysJ the materials from the Construction University are for your use as long as
that use is intended to benefit the professions. It would be niceJ too, if you give the
various authors credit as you reuse these materials.

Ralph J. Stephenson, P.E.

Ethics in the Design and Construction Industry

by RalphJ. Stephenson, P.E.

1405 words
approximate reading time =10 minutes

Are you ethical? -- Am I ethical? -- Are they ethical (and who are they, anyway)? The
professional designer and constructor face these questions and dozens of others related
to behavior day in and day out. We'll assume you are ethical and let's assume I am, too.
But do we mean the same thing? Will we use the same criteria in an ethical situation
that involves both of us? Can you see the need for both of us to share a definition?

Confucius said it very well:

J'If language is not correct, what is said is not what is meant: What ought to be done
remains undone: Morals deteriorate: Justice will go astray: And the people will stand
about in hopeless confusion."

Civilizations and their disciplines of good, evil, moral duty and standards of conduct,
commonly called ethics, are faced ultimately with hard decisions about what they
believe in and what they wish for the future. Similarly, the design and construction

page 8 date printed: 12/6/0

Ethics in the Design and Construction Industry RalphJ. Stephenson, P.E.
ell #003 Consulting Engineer
January 19,2000

professions face the need to transfer into words and deeds what is healthy to believe in
and what is healthy to do. A very simple anecdote illustrates the principles of proper
behavior in a startlingly clear mode as presented in the world of words. Let us call this
story the "Case of the Invisible Sprinkler Lines."

A young journeyman sprinkler fitter named Fred, just 22 years old, is working on a

medium-sized school job in Lansing, Michigan. Fred's approved shop drawings show a

sprinkler main running above the ceiling from the riser to the branch line in a small,

enclosed storage area on the first floor. Two sprinkler heads are to be located in the

storage room.

Fred has found sheet metal ductwork and water piping that interfere with this line,

making it difficult to install without redesigning the sprinkler distribution system. Fred

flags down George, his supervisor, and asks him what to do. George, a seasoned

tradesman and field manager with almost 30 years experience looks over the situation

and tells Fred -- 'forget the runs and just install dummy heads in the storage area after

the ceiling is in. Nobody will notice it or check it anyway. Arguments with the owner,

the architect and the engineer about who's going to pay for correcting the interferences

aren't worth the trouble it'll take to resolve the problem.'

Fred disagrees but does not have time to voice his feelings because George is already

on his way to another job.

The president of Fred's company, Tom Halstead, happens to be at the project for a job

meeting. Fred sees him some distance away as he is told by George to ignore the

interference. George has left the area without seeing Mr. Halstead, and the president is

walking toward Fred, obviously with the intent of saying hello and seeing how things

are going.

Many thoughts are flying through Fred's mind:

What should I say, if anything, to Mr. Halstead about the sprinkler heads?

How can I justify any course of action to George?

What will the guys on my fitter crew think of me?

What will my family think of me?

What will be my opinion later about my action today?

Am I in the right business?

This, in miniature, is what many of us encounter as we try to make ethical, moral, and

civilized decisions about the problems and temptations facing us in our personal and

page 9 date printed: 12/6/0

Ethics in the Design and Construction Industry Ralph J. Stephenson, P.E.
CU #003 Consulting Engineer
January 19, 2000

on-the-job lives.
There are some easily applied systems that can help you arrive at quick but sound
ethical decisions. For instance, the three-question technique proposed by Kenneth
Blanchard and Norman Vincent Peale in their book The Power of Ethical Thinking
suggests you answer three questions:

1. Is my decision legal?
• Does it violate civil law or company policy?

2. Is my decision balanced?
• Is it fair to all concerned in the short and long term situation. Does it avoid sum-zero
situations? (In a sum-zero situation there is a winner and loser with the winner taking
everything the loser loses.)

3. How will my decision make me feel about myself?

• Will it make me feel proud?
• Will I feel good if it is published in the local newspaper?
• Will I feel good if my family finds out about my decision?

In Fred's situation the legal answer is apparent. Doing what his superior, George,
suggests is clearly a violation of the law and probably of company policy. Further, a
decision to install the dummy heads is a disservice and a danger to those who must
occupy the completed school.

Installing the dummies creates an automatic adversarial situation in which there are
losers: those using the building and depending on the life-safety systems. There are
dubious winners: the contractors on the job. There is another loser, Fred. He will
probably lose his job unless he can think of a way to a winning solution, one in which
all parties win.

The third consideration is more complex and personal but is probably the easiest to
answer. Your feelings are best known to yourself, and your answer will mirror your
ethical capacity to exist in a working group that values a high trust of others in that
group.

We have seen in the sprinkler story an example of the formal ethic where Fred's
refusal to install the dummy sprinkler heads is readily recognized as ethical by the law
and by well-accepted standards of good conduct.

Blanchard and Peale are superb as far as they go, but for those of us in the construction

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Ethics in the Design and Construction Industry RalphJ. Stephenson, P.E.
CU #003 Consulting Engineer
January 19, 2000

professions there is yet another form of ethic: paramount respect for public health,
safety, and welfare. As an illustration consider a situation where life safety is at stake
and you must make decision in which only the end result is the measurement of ethical
performance. For instance, suppose that you, as a project manager on a busy highway
job, must suddenly shut down a critical interchange at morning rush hour due to an
unexpected gas leak. The end result -- a safe journey for the users - will be the final
criterion of ethical action, rather than the shut down and its delay to motorists at the
start of the work day.

In our second example above situational ethics determine what rules of law and
behavior can be safely broken to arrive at course of action that at its completion is
considered ethical. Here is where professional designers and constructors must be at
their best. Perhaps the most reliable and straightforward ethical guidelines I have
received were those given to me many years ago by Clement Freund, Dean of
Engineering at the University of Detroit. I had asked for his guidance in considering a
structural design revision that in my opinion could be safely done, but would possibly
violate a required code. He told me about a simple test of ethical priorities, and how to
apply it to actions that must be taken as we make ethical decisions. IIYour actions",
Dean Freund said, IIshould be given the following order of consideration:
• Your first priority is -- to protect the health, welfare and safety of the public.
• Your second priority is -- to protect the interests of your client or employer.
• Your third priority is -- to protect the interests of your peers.

Although there may be no single acid test of ethical, moral, and civilized behavior, the
considerations outlined above certainly contain the essence of generally accepted civil
and professional action to achieve such behavior. Their incorporation into your
thinking and reasoning in design and construction matters will give you added
confidence in the validity of your design and construction choices.

Ralph J. Stephenson, P.E.

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Construction University RalphJ. Stephenson, P.E.
CU #004 Consulting Engineer
Using Intelligent Questioning February 4, 2000

To Construction University faculty

CU#4 is an introduction to a management skill needed by professional planners,

designers, and constructors. As usual, we welcome your comments and
suggestions.

Regards,

Ralph J. Stephenson, P.E.

USING INTELLIGENT QUESTIONING

by Ralph J. Stephenson, P.E.

- 1,623 words
-- Approximate reading time - 8 minutes

(Every man and woman is satisfied that there is such a thing as truth or they
would not ask any questions - paraphrased from Charles Sanders Peirce>

Over the years I have been impressed by the amount and quality of information some
professionals in the design and construction business are able to acquire in a very short
time. After much watching, listening, reading and thinking I have concluded that this
information is a direct result of their use of a talent. .. the talent of intelligent
questioning. Part of this talent grows out of a sincere interest in what others think; the
other part is learned.

The sincere interest portion of questioning must be acquired by a belief that

what others know can add value to your professional responsibilities to society,
your clients and your peers.

The learned part of acquiring quality information requires an understanding of

the power of various kinds of questions. An actual example might illustrate how
important it is to know the types of questions you can ask and how they are

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Construction University Ralph J. Stephenson, P.E.
CU #004 Consulting Engineer
Using Intelligent Questioning February 4, 2000

used.

The Case of the Closed Question

This event happened several years ago on the construction of a large discount
store in Chicago upon which I was engaged as a consultant. My responsibility
was to regularly inspect, evaluate, and report on construction progress of the job
to the owner.

The general contractor's field superintendent on the job, Linton (not his real
name), was originally a farmer, and a good one. He had earned an architectural
degree from an excellent Midwest university and had received his professional
architectural registration. Linton had learned, as do many farmers, to keep his
mouth shut except when he added value by opening it.

I came to the job about nine o'clock in the morning and checked in at the field
office. Linton was occupied but told me to go ahead and tour the job and he
would catch up later.

Site grading was in work for a major share of the parking areas and the
foundations for the building were substantially complete. I noticed that building
work and site grading were meeting planned dates between early and late starts
and finishes. However, several trenched utility excavations were standing open
and empty.

It was not a serious schedule problem at the time, but with wet, cold weather in
the forecast, the open excavations might force a site-work cost overrun for my
client.

Linton caught up with me just as I was heading back to the shanty to review job
progress with him. On our way I asked--"Linton, do you have all your building
permits," knowing that Linton, an ho:nest person, would quickly explain why he
wasn't installing site utilities in the open trenches. However, Linton responded
with a terse one-word answer: "yes."

This puzzled me because normally our superintendents, including Linton,

worked very hard this time of the year to get their site underground work
completed as quickly as possible.

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Construction University RalphJ. Stephenson, P.E.
CU#OO4 Consulting Engineer
Using Intelligent Questioning February 4, 2000

I was disconcerted at what I thought was less-than-honest answer and it showed

in my face. Linton, both a perceptive and conscientious man, was concerned at

my lack of acceptance of his explanation and clammed up until we arrived at the

trailer. Once in a warm and relatively comfortable work place, I said to Linton,

"If you have all your permits ... and knowing from my inspection that you have

the underground pipe and conduit on the job ... why aren't you installing the

parking lot utilities in those open trenches?"

Linton told me quickly and impatiently that I had asked him if he had all his

building permits--not all of his construction permits. He said he did have a full

building permit, but that his site work permit was still pending and would be

available later that day.

So, Linton felt that he would have been lying--and rightly so--if he had told me

he didn't have the building permit.

The lesson learned: Don't ask the Lintons of this world a yes or no question

unless you are totally satisfied that a yes or no will provide you with all the

correct information you need. Linton had given me a right answer to a wrong

question.

Questions stimulate the mind. Most active, interested people love to answer a

question because it gives them a chance to think constructively about situations.

To use questioning as an intelligence tool we, as design and construction

professionals, must understand that although there are fifteen or twenty kinds of

questions in common use, most of these are either open or closed. This two-part

division gives us a basis for effectively formulating almost any question we

choose to ask.

Let us begin our discussion with a few fundamental definitions.

A question is a brief sentence in an interrogatory form addressed to someone,

and is designed to elicit information. .

*A closed question is one that can be answered with a yes or no, or with a simple

statement of fact:

- Are you going to the committee meeting tonight?

- Is the structure concrete or steel?

- I hear a large crowd is expected at the basketball game. Is this true?

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Construction University Ralph J. Stephenson, P.E.
CU #004 Consulting Engineer
Using Intelligent Questioning February 4, 2000

The closed question is valuable in opening a line of inquiry. It can be used to

narrow down a group to those individuals who probably know something about

a particular subject.

.. An open Question is one that cannot be answered with a yes or no, nor with a

simple statement of fact:

- What is the best approach to inspecting and monitoring the project?

- How do you open this word processor?

- Why do you want to bring the utilities in from the south?

The open question is best used to encourage those responding to a closed

question to further elaborate on their knowledge. It is a valuable tool with which

to build a meaningful discussion base and to zero in quickly on the details of a

topic.

The Soccer Prog.rarn

Fred Thompson, the program manager for a sports-facility developer, is meeting

with a working group of fifteen people from various architectural and
engineering disciplines. They are about to begin discussions of the project­
delivery systems available for a proposed soccer complex. Fred wants to quickly
locate those in the meeting who know something about writing narrative
programs about sport facilities. He asks a closed question: "Who in the room has
experience in writing narrative design programs for sports facilities?"

Notice the question is devoid of specific details. Instead, Fred has allowed the
audience members to provide their ideas about what he is asking. This
stimulates the group to supply their own interpretation about what Fred wants
and to give answers that will help direct the discussion into more specific
channels.

Lisa raises her hand, answers "yes" to Fred's closed question, and begins to
converge the discussion by asking Fred another closed question: "Are you
looking for experience with interior design narrative programs for facility
support areas?"

Others who answered Fred's opening question are now also asking both closed
and open questions to further narrow down what it is that Fred is really trying
to find from the group. At the same time, Fred is gathering information about
the people who will probably prove valuable as he makes design-team

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Construction University Ralph J. Stephenson, P.E.
CU #004 Consulting Engineer
Using Intelligent Questioning February 4, 2000

management assignments.

When fonnulating questions we should distinguish clearly between various

types of closed and open questions. To set the stage for further discussions of
intelligent questioning, I have defined below some sub definitions that may be
formatted either as closed or open inquiries.

a. Ambiauous - questions possible to interpret in different ways:

.. Do you like this job?

.. What are your career objectives?

.. How many sections do you use in your specification format?

.. Who owns small tools at the end of the job?

.. Where is this specified?

b. Closing - questions that cut off or freeze the discussion temporarily or

permanently:

.. Is that your best price?

.. Their proposal includes several options we want but you have excluded - can

you match the options?

.. Take it or leave it--ok?

c. Direct - questions with a strong indication who should answer:

.. What does the group think about design/build? Tony, how about you?

.. Here's a question that probably should be answered by a safety expert. What

do you think, Hal?

.. Is this a code problem, a design problem, or a construction problem?

.. How do our clients feel about chemical environmental issues?

d. Directive - specific questions about specific issues:

.. What quality of graphics do you want to use in this presentation--high,

medium, or sketch level?

.. What do you mean when you say we should start our cost estimates by

figuring the "must" items first?

.. Are you aware of the business risks you are taking with our client by using

iterative costing with a guaranteed maximum price?

.. When did you first realize how good that glass system really was?

e. Indirect or overhead - asked of a group without indication who is to answer:

.. How do you approach the problem of governmental restrictions on the type of

project delivery system your division can use?

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Construction University RalphJ. Stephenson, P.E.
CU#OO4 Consulting Engineer
Using Intelligent Questioning February 4, 2000

... How has the use of commissioning improved your project costs?

... What type of management organization has proven successful in your

respective offices?

... How do you prorate equipment rental costs?

This is by no means an exhaustive list of the types of questions that are out there

and there will be more to follow in the next Construction University paper.

As always, your input and questions are welcomed! I'd especially like to hear

about any times when your questions led to... hmmm ... interesting answers.

Remember to change the names of all the parties.

Here are some references I suggest if you want to know more about questions

and questioning:

Smart Questions by Dorothy Leeds - McGraw-Hill Book Company

The Nine Master Keys of Management by Lester R. Bittel - McGraw Hill Book
Company

Give and Take by Chester L. Karrass - Thomas Y. Crowell Company.

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The Gap Ralph]. Stephenson, P.E.
CD Essay #005 Consulting Engineer
Written by Phil Bennett February 26, 2000
Edited by David Schock, PhD

Dear Construction University Faculty:

Here is CU #005-The Gap, written by Phil Bennett of the University of Wisconsin.

Some of you are familiar with Phil through classes you have attended there and others
of you may recognize the name through the many flyers you get from WEX. Phil is an
outstanding educator in the design and construction disciplines and probably has
conducted more successful and meaningful seminars for design and construction
professionals than anybody else I know.

He and I have been looking at the makeup of our classes at the U. of W. for many years
and we agreed about four years ago that Phil should write a paper with his views of a
peculiar phenomenon--the existence of a hole in the age spectrum that had certain
characteristics, and, within some groups, had produced a vacuum in information
transfer. You can read all about it below.

The essay is long and meaningful, meant to be read at your leisure. And, naturally, we
hope you will send your comments.

This essay is the fifth in the Construction University series. If for any reason you did
not receive and want any of the earlier mailings, just let me know. Here's what we've
sent so far: Float Time (CU #001), Span of Control (CU #002), Ethics (CU #003); and
Using Intelligent Questioning (CU #004). As well, if you would like to address an
essay to this audience of dedicated professionals, drop me a line.

Cordially,

Ralph J. Stephenson, P.E.

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 TbeGap Ralph J. Stephenson, P.E.
CU Essay #005 Consulting Engineer
Written by Phil Bennett February 26, 2000
Edited by David Schock, PhD

February 21, 2000

The Gap - Are We Educationally and Experientially

Preparing the Construction Industry for the 21st

Century?

by Philip M. Bennett
Architect and Professor

Department of Engineering Professional Development

University of Wisconsin

~ -5,338 words
-Approximate reading time =25 minutes
The construction industry is presently undergoing a change in the experiential
backgrounds of many of the members of its professional work force. u.s.
demographics and insurance studies show that as we neared the year 2000
approximately 60 percent of the experienced work force in America would be retiring.

The legendary construction professionals who had many years of technical skills are
now retired or retiring. The magnitude of the knowledge base being lost to retirement
has yet to be realized. Many individuals who are retiring after 40 or 50 years of
experience will take with them several critical areas of information necessary to
maintain continuity and the integrity of the departments that they leave.

Their leaving has created a void ... a gap. Somebody--many somebodies, actually-- have
to fill it, but how can we remedy the lack of preparation that accompanies new
members of our fields? Even more serious, there is now a lack of people in the 35-45
year-old age range ... a time, traditionally, when many construction professionals were
moving into middle management. It is these people who would have been training
new entrants to the professions and these same people, historically, would be getting

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The Gap Ralph J. Stephenson, P.E.
CU Essay #005 Consulting Engineer
Written by Phil Bennett February 26, 2000
Edited by David Schock, PhD

ready to take over the upper management tier.

A host of issues--the high costs of construction, limited time for training, and larger
construction demands--have opened this gap and it's up to us--those of us who are not
yet retired (even some who are but remain active in the professions) and who can see
the problem--to address the issue. My hope is that everyone in the construction
industry will reevaluate organizational and individual deficiencies and then direct
training efforts toward improving industry performance.

The Problem
The gap hasn't happened all at once. We've been watching during the past twenty-five
years as economic and time constraints have pushed many organizations and
companies to place less emphasis on training and mentoring to replace a growing
number of retirees. Add to all that, with the onset of downsizing, rightsizing, and
company buy-outs, many individuals have been forced into alternate career paths that
have limited the depth of experience they might have gained by staying in just one
position. This fragmentation in training has produced large numbers of individuals
who have limited skills in the specialty and general areas needed to satisfy the needs of
the construction industry.

Major changes in construction and related manufacturing sectors in the 1980s have
further reduced the number of midrange-age individuals in the work force. As a result,
middle management has been decimated. We now are feeling the effects of limited
leadership to take over many organizational programs. There is little discernible
leadership continuity in the overall work force coming from the Gap Group - and
that's something we desperately need.

Let's start by taking a closer look at the reasons we face this problem:

Abandoning Training Programs

Day-to-day training, education, and experiential opportunities are essential to keeping
and maintaining a high level of performance in our nation's work force. Over the past
several years, specialty programs like construction specifications writing, preparing
high-quality working drawings, and other technical skill areas required to produce
usable construction documents have been dropped from the training curriculum.

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The Gap Ralph J. Stephenson, P.E.
CU Essay #005 Consulting Engineer
Written by Phil Bennett February 26, 2000
Edited by David Schock, PhD

Seemingly, organizations are no longer willing to train individuals in the basic skill
areas required for success of their projects.

As we've seen a downturn in training numbers, we have also seen an increase in the
number of construction problems and deficiencies resulting from poorly organized and
inadequately written legal documents. Basic technical skills are still required to
successfully solve construction industry problems.

Automation Technology

During the mid-1970s and through the 1980s, automation technology was implemented
in a number of organizations and companies across the U.s. As the automation world
developed, more and more companies became proficient in many applications
associated with their production activities. The automation world became a part of
everyone's life and proficiency and production has increasingly affected the overall
structure of the work force.

As a result, individuals working in management down through the production staff

have been affected by the increased capabilities needed to deal with larger scale
projects and production demands. The overall size of the work force began to change
in profile and numbers causing impacts on middle management.

Economics

During the past 15 years, many organizations and companies have been faced with
cutting overall production and operational costs. The need to reduce costs has greatly
affected the work force and many individuals in upper and middle management.
Realigning staff to meet production needs while cutting costs has tended to decrease
the number of individuals in the middle-age range of the work force.

Company Downsizing and Rightsizing

In an effort to reduce production costs and realign with public needs, many companies
have been downsizing in an effort to cut costs in addition to realigning their staff to
meet overall demands.

For some organizations, this has been termed as a process of rightsizing the production
staff to meet the goals of the organization while serving the overall marketplace. These

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The Gap Ralph J. Stephenson, P .E.
CU Essay #005 Consulting Engineer
Written by Phil Bennett February 26, 2000
Edited by David Schock, PhD

company actions caused many organizations to reduce middle management and, in

some cases, upper management, which resulted in a lack of continuity of age range
within the work force.

Company Acquisitions and Mergers

To face the world of competition, many organizations have moved into merger and
acquisition positions in order to absorb the competition and reduce production costs.
These kinds of moves have cost jobs in many different disciplines found in both the
private and public sector. When one organization absorbs another it tends to reduce
the work force in the middle management and middle-aged range, and may take out
the continuity of experiential development within an organization. As a result, we
have few people in the age range from 35 to 45, and a pressing need to hire many
young people.

Specialization
As our world has become more complex, many disciplines have become more
specialized. Larger projects, more sophisticated automation technology, construction ,J
technology change, and the overall demands for production have created a demand for ...."
individuals who specialize in their educational and experiential development. An
individual no longer comes into an organization and works through a whole series of
areas before reaching a high level within the company. It is now difficult to find
individuals who understand a process from beginning to end; that's a radical departure
from past practice.

Worker Mobility
During the past 15 years, many changing job opportunities and downsizing have
caused the work force to become more mobile, thus producing fragmentation of
learning experiences. One now finds very few individuals who have had a long-term
continuity of learning within one organization. Individuals tend to spend only a few
years in a particular learning experience before moving on to some entirely different
job. Such mobility amplifies the fragmentation of experience. The gap in educational
and experiential backgrounds is increasing at a rapid rate because of mobility and
limited job tenure opportunities for continuity in the organizational structure.

Temporary Attitudes

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The Gap Ralph J. Stephenson, P.E.
CU Essay #005 Consulting Engineer
Written by Phil Bennett February 26, 2000
Edited by David Schock, PhD

We no longer find organizations that have a family-type work force of long standing.
Tenure on a job tended to strengthen the quality of production--the overall attitudes
being positive and the final product one that pleased the public. Many individuals
have acquired an attitude that "I'm only here for a short time, so my experiences will be
limited by my exposure to the company or organization." These attitudes tend to
decrease the valuable experiential gain from exposure to limited processes within the
organiza tion.

As a result, the depth of knowledge on an overall process or production activity will be

very limited and not well understood. This process tends to result in a "Who cares?"
attitude and, therefore, we find many companies with a work force that is not strongly
aligned with the overall goals and objectives of the organization.

Limited Time to Apprentice or for Mentoring

With organizational goals focusing on reducing costs, reducing time, and reducing
staff, one finds no real concentration on mentoring or having individuals apprentice
under an experienced professional. Efforts to cut costs have also reduced the emphasis
placed on training people properly within the organization. Combined with the "Who
cares?" attitude, we have individuals who are in and out of organizations with no real
alignment or goals that produce stability. In many cases, companies have the attitude
that "Once we train the individuals or invest money in their educational background
they will leave and move on to other opportunities."

As a result, we find many companies and organizations that are constantly dealing
with new people to train who have limited backgrounds and understanding of overall
organizational goals. When the individuals in the work force reach a certain point, they
decide to quit and move on to another organizational structure thus causing major gaps
within the continuity of the work force. Production goes down while the quality of the
product also goes down. The customer ends up the loser.

OrKanizations Changing from Long-range Planning to Short-range

Planning

During the past 10 or so years, many organizations have altered their planning process
from long-range to very short-range, and, in many cases, day-to-day.

This shift results in reduced training, reduced employee allegiance to the organization,
and undermines the good features of longevity. Many individuals know from the

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The Gap Ralph J. Stephenson, P.E.
CU Essay #005 Consulting Engineer
Written by Phil Bennett February 26, 2000
Edited by David Schock, PhD

outset that their jobs will only last as long as the projects are funded. With many
organizations working on a project-by-project basis, it tends to cause a fragmentation of
the learning process and produces a sense of insecurity on the part of the worker.

Changing from a Cor.porate Attitude to Self- or Individual Fulfillment

As we go back in history, we find many organizations with employees who had a

strong corporate attitude and feeling toward their company. The Gap attitude is often
one purely of survival and focused on one's self rather than the corporation.

In a survival-work environment, there is little thought given to training and

experiential development since there is a major lack of security. The survival attitude
in today's work force has helped to cause many gaps in the experiential and learning
environment that is so critical in developing strong organizations. As a result, we find
many people having to spend time filling in the gaps and covering for individuals who
lack the experience or the backgrounds necessary to fulfill their job requirements.

No Continuity in Age or Experience

In surveys taken informally at recent professional development courses, participants ...,;
have verified that their organizations and others like them have a dwindling number of
managers and workers in the middle age range of 35 to 45. As a result, companies are
faced with a lack of continuity in experience and production capabilities. Many
companies are forced to hire younger, inexperienced people to help cover for the many
individuals who are retiring or who have already retired from the work force. The
limited time for training causes a limited number of the work force to cover for those
who have left with all the experience. The end result is production that lacks quality
control.

Lower-Quality Leadership and Decision Making

Many organizations are starting to see the impact of their inabilities to respond to the
level of decision-making and leadership necessary to maintain a successful operation.
Both private and governmental organizations are beginning to face the same difficulties
because the trend toward lower-quality leadership and decision making is increasing at
a rapid rate. As a result, production costs and project development mismanagement
are causing many projects to get out of hand early in the development stages.

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The Gap Ralph J. Stephenson, P.E.
CU Essay #005 Consulting Engineer
Written by Phil Bennett February 26, 2000
Edited by David Schock, PhD

Reduction in Historic Information Database with Less Emphasis Being

Placed on Historic Experience

Lack of continuity in the work force, a loss in the experiential base through retirement,
and the mobility of the work force have caused many organizations to place little
emphasis on the historic database necessary to make improvements and refinements to
their overall production process. The expected results can be more trial-and-error
decision-making activities, greater risk to the owner-clients, and repetition of many
mistakes. The end result will be higher costs, lower quality, and reduced fulfillment of
user needs.

Surveys have shown that few organizations are taking advantage of their history ... that
is, using their historic data as a basis for decision making. Lacking a strong information
database will create major gaps in training and experiential backgrounds of their
employees (especially new employees). The weakness in limited informational
databases of historic data will result in higher cost decision-making while at the same
time increasing and magnifying the risk of poor decisions being made.

Se&mental Learning and Experience Due to Frequent Job Changes and

Limited Exposure to an Entire Process

Long-term benefits can be gained by providing solid career-path training opportunities

that expose individuals to many dimensions of an organization's operations. As
identified earlier, many individuals are managing specialized projects, tasks, and
activities that limit their overall exposure to a process or an entire project, and keep
them from fully developing their career potentials. With fewer training and mentoring
opportunities, many individuals are left to develop skills on their own and with
inadequate guidance.

As a result, many companies face more down time in bringing new people on board
and in bringing them up to speed in their job performance. Therefore, it is becoming
very important to develop career-path training and good exposure to field mentoring in
an effort to reduce training costs while improving the future production from the
employee.

Fewer Educational Programs

To complicate things further, many colleges and universities have either dropped or

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The Gap Ralph J. Stephenson, P.E.
CU Essay #005 Consulting Engineer
Written by Phil Bennett February 26, 2000
Edited by David Schock, PhD

altered their career development programs that were considered basic and essential in
maintaining skill levels. With a lack of continuity in training, hiring and developing
career-path programs, the nation will be faced with increasing cost to achieve the
quality expected by the general public. Random surveys in professional development
programs indicate the gap in age range and experience hinders continuity in expertise.

Informal class surveys of professionals in many fields and representing many different
industries have indicated a major gap in the age range of their employees and also in
the experience base for future leadership. Fellow workers and employees agree that the
United States is facing a major problem in developing strong continuity in leadership
and decision making because we do not have good continuity of training within most
organiza tions.

How Do We Recognize the Problem?

How do you know if your construction-related firm is in the Gap Squeeze? There are
three main areas you should examine.

Experiential Deficiencies

Are your projects getting out of hand? Are there to few people who know what needs
to be done to bring the project in profitably? Are bad decisions being routinely made
without being recognized?

Presently, we have fewer individuals in the marketplace experientially capable of

picking up where many of the retirees have left off. Most organizations over the next
few years will be faced with trying to recover experience by shifting personnel and
bringing in younger people to be trained to close the gap presently being encountered
across the nation.

With older generations retiring, the experiential level within an organization declines
rapidly. This decline leaves many deficiencies in the potential for management,
procedural activity, and overall technical experience to effectively solve critical
problems. With a major gap in the middle-aged range and experience level, companies
must search for younger people to pick up the slack, and in many cases, to bring back
retired individuals as consultants. If not filled, the educational and experiential gap
will cause the overall quality of decision making and leadership to decline rapidly.

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The Gap Ralph J. Stephenson, P.E.
CD Essay #005 Consulting Engineer
Written by Phil Bennett February 26, 2000
Edited by David Schock, PhD

Limited experience in the project management field has already caused many projects
to get out of hand with very high cost overruns and major losses to owner-clients. We
can attribute this to the decline in leadership and judgment that has accompanied the
replacement of experienced project managers with those who are much less
experienced. As a result of the lack of quality education and good experiential
backgrounds, one finds the leadership and decision-making in question.

Deficiencies in Documents and Reports

Are your documents adequate to accomplish the jobs for which they were designed?

Surveys taken over the last several years in a professional developmen t program
focusing on contract documents shows a steady decline in the quality of these
documents. The number of errors, deficiencies, and overall problems associated with
many construction projects tends to be increasing rather than decreasing. Also, fewer
people are able to judge whether documents and reports are sufficient; they just don't
know! Our surveys have shown that this decline is continuing to grow at a more rapid
pace as we move into the 21st century.

It is interesting to note that there appears to be a corollary in the ability of training in

particular skill areas such as specifications writing and the quality control of working
drawing development in the construction industry. Professional development
programs on these subjects were presented for decades until there was a drop in
demand in the late 1980s.

As these programs were dropped, there was an increase in the number of problems
associated with development of construction documents the actual project construction
in the field.

Profile of Age Ranges in Organizations and Departments

What does your work force look like on paper?

To better recognize the problem graphically, departments, organizations, and

companies should profile the age range of their employees in addition to their
experiential backgrounds. The information gathered through these surveys will
provide a working base for determining the potential problems and gaps to be faced in
quality leadership and decision making in their near future.

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The Gap RalphJ. Stephenson, P.E.
CU Essay #005 Consulting Engineer
Written by Phil Bennett February 26, 2000
Edited by David Schock, PhD

For those organizations that have already recognized the problem they will have the
l

advantage of an early recovery, which will allow them to still select from a greater
resource pool of skilled individuals. Those organizations that have not recognized the
problem and are hoping everything somehow will be resolved will face greater
problems in the future because they will have fewer people to select from to create
strong production and administrative programs.

What Can We Do about The Problem? How Can We

Prepare?
We in the construction industry must become more active and creative in devising
ways to minimize the impact of this wave of retirement among our experienced
colleagues. As more and more individuals reach retirement age we need to place more
emphasis on internal training as well as external training of those proposing to enter
the professions. We need to focus educational activities on many different levels of
technical training as well as building professional career programs that have been '.J
based on the experience of knowledge-rich retirees. Filling the gap and reducing the
educational and experiential loss should be a high priority goal of all organizations.

We must undertake an all-out effort to improve training programs, mentoring

activities, and co-op programs to provide educational opportunities. On-the-job
training combined with excellent educational opportunities will help bring our nation's
work force into a new alignment for the challenges we face in the twenty-first century.
We must encourage a resurgence of interest and desire on the part of young
professionals to become better educated and trained in how to do quality work.

Improve Hiring Practices to Encourage More Continuity in Age Range

and Experience
To build stability back into our organizations, divisions, departments, and companies,
we need to update hiring practices and organizational thinking to focus on developing
an employee base that maintains continuity in age range and experience. Past hiring
practices have focused on economics, downsizing, and rightsizing with little emphasis
on age range or experience. It has been expedient in the past to simply hire staff on a
project-by-project basis with no concern for longevity in career development. As a

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The Gap Ralph J. Stephenson, P.E.
CU Essay #005 Consulting Engineer
Written by Phil Bennett February 26, 2000
Edited by David Schock, PhD

result, many organizations suffer from discontinuity in age range and shallow
experiential depth.

Improve Professional Development for Employees

With the creation and continuing existence of a gap in age ranges and experiential
backgrounds for many company employees, it will become critical to use effective
professional development training programs for extending and enhancing career path
programs. Both in-house training programs and off-site training endeavors should be
looked upon as effective methods to compensate for major losses in experiential skills
from retirees and changing work flow patterns. Professional development programs
can project younger employees into decision-making situations where they will be able
to do a more effective job in a relatively short period of time.

Surveys have shown that an employee can be advanced three to five years ahead of his
or her underdeveloped capabilities for problem solving simply by attending continuing
education programs. Sharpening skills through both formal and informal training can
add great value to an organization's experiential base. Professional development
attendees have indicated that some programs can give them educational insights to
help them solve problems that would have been far more costly to resolve if they had
not attended a continuing education program. Personal discussions with employees
and informal surveys have shown that companies active in internal and external
training programs have generally operated with a higher level of success and have
produced more quality projects than those who have not encouraged employee career
development.

Improve Mentoring

With an increase in the number of retirees, it becomes critical to develop effective

mentoring programs as early as possible to avoid damaging declines in the experiential
base of a department or organization. Good mentoring programs can work effectively
by teaming experienced individuals with less experienced individuals who have
greater automation skills. This combination not only enhances the learning experience,
but also saves training costs and improves quality production.

Careful planning and staff organization can create mentoring programs that do not
reduce overall production or alter decision making, but, instead, enhance the end
product through more effective working relationships. Teaming up a younger person
with an older, experienced staff member can bring many benefits to the organization. It

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The Gap Ralph]. Stephenson, P.E.
CU Essay #005 Consulting Engineer
Written by Phil Bennett February 26, 2000
Edited by David Schock PhD
I

allows the more experienced person to take advantage of the younger person's fresh
technical skills and incorporate them into the problem-solving process. At the same
time, this can better integrate the experienced individual's knowledge of the process
and the overall goals established by the organizational structure. The exchange of
ideas, the application of technology, and the extension of the younger generation's
experience provides an overall successfulleaming environment that produces better
problem solving, and saves time and money in the delivery process.

Improve In-house Training

In the future, more internal training will help organizations fill the educational gap and
overcome many of the problems that come from potentially fragmented training off­
site.

As a result of the current situation, some organizations are beginning to request in­
plant or in-house training programs to bring staff members into a position where they
can perform more effectively in a limited time frame. These special programs focus on
critical task performance requirements and critical company demands. Benefits from
in-house training appear to far outweigh the limited training of a few individuals being
sent to off-site training centers. In particular, in-house training programs give rise to
organizational representatives who become more effective team players as well as focus
on the thinking process necessary to streamline many organizational structures.

The continuity of in-house training and employee participation in planning the

program helps generate strong organizational goals and mission aSSignments. Several
recent in-plant programs have demonstrated greater unity in carrying out work
assignments to meet public demands through employee participation. This type of
training has also often been accomplished at a lower cost to the organizations and
departments involved in internal professional development.

Nor does all the in-house training have to come from outside: in many organizations,
there are very talented people who have not been given an opportunity to conduct or
present seminars or in-house training programs for the benefit of less-experienced
individuals. Great opportunities exist for developing ongoing in-house training
programs that build on experienced individuals' knowledge obtained through years of
experience as well as from attending outside professional development programs.

It is also important to encourage those individuals given an opportunity to attend

outside professional development programs to help build in-house training programs

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The Gap RalphJ. Stephenson, P.E.
CU Essay #005 Consulting Engineer
Written by Phil Bennett February 26, 2000
Edited by David Schock, PhD

based on their learning experience.

Team Up Experienced Staff with Younger, Inexperienced Staff

Complex demands of many of our design and construction projects require that heavy
emphasis be placed on team interaction and decision making in an effort to maintain
quality controL Organizations are beginning to recognize that the complexity of
technology and the demands of current projects are requiring more and more
specialists working in a team setting to solve complex technical problems.
Organizations can exploit this situation by teaming up younger, inexperienced
individuals with older more experienced specialists who can share good technical
knowledge. This is not necessarily a mentoring arrangement, but it may well lead to
one. Teaming also provides the opportunity for younger people who are more
proficient and skilled in automation areas to pass on their learning experiences and
knowledge to the less-skilled older generations.

Improve Teamwork Concepts which Share Experiences and Take

Advantage of Specialists

It is important to realize when and where teamwork and specialization linked to

effective training programs can enhance the quality and outcome of the project
development process. Organizations need to evaluate their work and production
environments to determine how they can most effectively share experiences and create
mentoring settings. In many organizations, the internal competition becomes so great
that it may destroy the potential for interchange or effective mentoring programs. In
those situations, it is important for the organizational development program leaders to
recognize when and where they can build in internal training and have it count toward
the output or product of the individual responsible for mentoring in-house personnel.
More programs need to put an emphasis on building strong training programs and in­
house mentoring efforts that can be evaluated in performance measurements for
employees.

Improve Cross-Training Skills

Cross-training programs allow individuals to develop skills in more than one specialty
area. Individuals who take part in cross training are generally able to enhance their
career opportunities as well as improve their earning power by becoming more

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The Gap Ralph J. Stephenson, P.E.
CU Essay #005 Consulting Engineer
Written by Phil Bennett February 26, 2000
Edited by David Schock PhD
I

valuable to their employer. Cross training also allows individuals to cover for each
other during vacations and employment declines as well as handling peak loads where
multiple talents are required. By creating cross-training programs, organizations can
reduce the impact of losses through retirees and provide cover for individuals who are
absent from the middle-age range of experiential backgrounds.

Develop Training and Operational Manuals

With a rapidly declining experiential base, it is becoming more critical to develop
effective training manuals and operational manuals to allow younger employees to
better understand the process and the requirements to achieve high levels of success
when fulfilling public demands. In many organizations, continuity of procedures and
standard operational guidelines must be adhered to in order to accomplish the task.

Surveys of most successful organizations indicate that they have developed

organizational missions and objectives that are a starting point for effective procedural
and training manuals, which, in turn encourage uniformity and continuity in delivering
their services.

The development of effective operational and training manuals can be the beginning of
a strong educational development process. Good manuals and procedures will enable
younger employees to better understand the company or organizational program as
well as the standardization required to maintain specific levels of production and
quality. Training manuals are especially important where projects rely on critical
decision making through a series of problems whereby experience can be captured and
transferred to younger team members. Case studies, good examples, things-that-work
manuals, and quality decisions for specific problems can enhance the training potential
for new employees.

Develop Databases with Useful Historic Information

Automation technology can now provide a more-effective framework for storing

historic project information. Valuable information collected from case studies,
successful projects, and good problem solving situations can be captured and stored for
easy retrieval. To build consistency and good decision making in future projects,
organizations and departments need to place greater emphasis on reusing historic
information for planning and implementing projects. With major gaps in experiential
backgrounds and continuity of employment, it has now become imperative to rely on
good historic information collected prior to individual retirements. Historic databases

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The Gap Ralph J. Stephenson, P.E.
CU Essay #005 Consulting Engineer
Written by Phil Bennett February 26, 2000
Edited. by David Schock, PhD

can provide valuable information for project start-ups, thereby reducing costs, time,
and labor resources while maintaining quality decision making.

Use Former Employees as Training Consultants to Improve Quality of

Decisions and Project Review
As we move into the 21st century, departments and organizations need to consider the
avenues available for training, project review, and effective leadership for decision
making. One route is to use former employees as trainers or training consultants to
maintain professional development within an organization. In many cases, lower-cost
mentoring or education can take place by rehiring a former employee to watch over
and guide younger individuals in their career paths

It is important to consider the use of consultants or former employees for project

reviews and construction-document reviews in an effort to reduce potential problem
areas,. Outside consultants and specialists can help to reduce the impact of the gap or
loss in experiential information due to retirements.

Develop Review Teams to Check Projects and Quality Control

An effective means for quality review checking can be developed by selecting skilled
individuals to work as a team in monitoring production and final checking of project
execution. Most organizations have key people who can add great value to the project
by incorporating their knowledge base in establishing project delivery methods. This
form of review can be the most cost-effective method by which to add value to the
employee's contribution to the organization. The benefits derived from properly using
skilled individuals can be realized in the checking process through the reduction of
risks.

Phil Bennett, 2000 -­

Philip M. Bennett is a registered Architect and a Program Director in the Department of

Engineering Professional Development at the University of Wisconsin in Madison,
Wisconsin. He has worked in all phases of engineering education and training at the
University since 1967. During this period he has developed and maintained more than

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The Gap Ralph]. Stephenson, P.E.
CU Essay #005 Consulting Engineer
Written by Phil Bennett February 26, 2000
Edited by David Schock, PhD

400 continuing education programs and research projects.

Under his direction, annual continuing education programs have been developed and
presented on working drawing production, CADD management, specification writing,
construction contracts, construction inspection and field administration, project and
construction management, housing and building inspection, planning and zoning for
community land use management, effective zoning administration, integrated mining
and land reclamation, and design of functional research and development laboratories.

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 Construction University Ralph J. Stephenson, P.E.
CU #006 - Gosing Out A Construction Project Consulting Engineer

March 28, 2000

~ Dear Construction University Faculty:

Our newest Construction University essay entitled "Closing Out A Construction

Project", is presented below for your use and most particularly for your comments.
For several years I have been collecting design and construction project and
program close out items from experts like yourselves in the planning,
programming, design and construction professions. I would like to take advantage
of your knowledge and experience as a generic construction practitioner to
sharpen up the list in the essay below and to add to it the new terms now used in
our vocabulary, in our classrooms, in the field and in the drafting rooms of our
design offices.

Please take some time as it becomes available and give me your comments,
revisions and additions on the list below. I will, in turn, try to incorporate your
suggestions in future Construction University materials.

Look for the next CU essay in the near future.

Regards and good luck (with a dash of skill) in closing out your next project.

Sincerely yours,

Ralph

Closing Out A Construction Project

A random summary of close out
guidelines for owners, architects,
engineers and contractors

By Ralph J. Stephenson, P.E.

-- 1,372 words - approximate reading time = 9 minutes

The process of closing out a construction project has emerged as one of the most
important sequence of events a project team may encounter during the course of
the project. Reasons for this are:

• The close out process usually results in a formal and legal acceptance of the
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Construction University Ralph J. Stephenson, P.E.
CU #006 - Oosing Out A Construction Project Consulting Engineer

facility by the owner or occupant. Thus responsibility for the correctness of the
work passes from the design and construction team to the owner. The transition
must be clear and indisputable to avoid contested claims and residual obligations. ~
• The conditions imposed by the warranties on workmanship, systems and
equipment must be clearly defined and accepted by all concerned if adequate
guarantees of performance are to be placed in force .

• The design and construction team must have a definitive point in time where
their contractual obligations have been fulfilled and they can consider their legal
relations closed out so far as project design and construction administration and
operations are concerned.

• The owner must have a specific point in time where he can consider the project
legally his without any hang over potential encumbrances from the design or
construction team.

• The design and construction team must be able to use the project as a facility
which they have no hesitation in describing or showing to prospects and current
clients.

• A well closed project is insurance of future good relations with specialty

contractors on the job as subcontractors of the prime contractors.

• The properly closed project makes no unreasonable or unpredictable demands

on the design and construction staff subsequent to the close out.

The close out process does not start as the construction phase is being completed
but long before. Closing out is an ongoing action. Throughout all phases of the job
the experienced construction team studies the documents and the work so as to set
how each element can best be turned over to the owner in accordance with the
contract.

Some of the many steps to be taken to properly close out a project are given below.
The list is for all parties to the contract, since most are involved in the close out
phase. Parties indicated in ( ) are those most concerned with the item. Where
multiple parties are indicated it does not necessarily indicate the parties must
participate together in the action.

The list is at random. (Note: This list will be arranged by categories as items are
added)

1. Prepare a construction record package. This set of documents was formerly

called the as built drawing set. (contractor)

2. Obtain, where appropriate, a certificate of occupancy, or equivalent document,

from the local building department, or other regulatory and enforcement agency.
(owner, architect/engineer, contractor)
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Construction University Ralph J. Stephenson, P.E.
CU #006 - Oosing Out A Construction Project Consulting Engineer

3. Prepare, distribute and have approved by the owner, the architect/engineer and

the contractors, a punch out procedure. (contractor, architect/engineer, owner)

4. Punch out the project and complete the punch list requirements within an

agreed upon time frame. (architect/engineer, contractor, owner)

5. Prepare, submit and accept the operating and maintenance manuals for the

total project. (contractor, owner)

6. Clear final payments on the project and obtain proper waivers of lien.

(contractor, owner)

7. Provide the owner with a proper set of construction documents for reference

use. (contractor, owner)

8. Collect and store job logs, diaries, daily reports, test reports and all other

documentation generated by the job activities. (contractor, owner,

architect / engineer)

9. Bring all meeting minutes and record files up to date so as to permit easy use

and retrieval of needed information. (contractor, owner, architect! engineer)

10. Collect and bind all official and unofficial project photos. (contractor, owner,

architect/ engineer)

11. Collect and record all project network plans, schedules and bar charts by issue

number, subject and date. (contractor, owner)

12. Close out and store all correspondence and other record files. (contractor,

owner, architect/ engineer)

13. Assemble and properly store all shop drawings and other job related

submittals. (contractor, owner, architect/engineer)

14. Request the architect/ engineer of record to make an inspection resulting in the

granting of a certificate of substantial completion. This may be required to to

obtain a certificate of occupancy. (contractor, owner)

15. Plan and implement grand opening or preview festivities for major team

members, company principals and others contributing to the planning, design and

construction of the facility. (owner, contractor)

16. Each party should conduct their own job critique during which responsible

parties to the project meet and identify points of strength and weaknesses in

carrying out the job. One major product of this critique should be a set of

recommendations for improvement of future performance, and documentation

of the problems encountered and how they were resolved. (contractor, owner,

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Construction University RalphJ. Stephenson, P.E.
CU #006 ­ Closing Out A Construction Project Consulting Engineer

architect/ engineer)

17. Relinquish, or account for, all client owned tools, spare parts, and extra stocks

of materials, rightfully the property of the owner. (contractor, owner)

18. Provide the owner copies of all releases, including final inspection certificates,

occupancy permits, operating certificates, health department approvals and

permits, and all other similar documents to allow the owner to occupy the

building under full understanding of the conditions of the turnover. (contractor,

owner, architect/ engineer)

19. Label all electrical panel boxes, plumbing lines, valves and equipment as

required for proper operation and maintenance. (contractor)

20. Provide all keys and keying schedules. (contractor, owner)

21. Submit a final statement of accounting, as required, to the owner and the

architect/ engineer. (owner, contractor, architect/engineer)

22. Obtain, prepare or issue a final change order reflecting adjustments to the

contract sums not previously made by change orders. (contractor,

architect/ engineer, owner)

23. Send sincere thank you letters as appropriate to the owner, to the design team

and to various contractors involved on the job. (contractor, architect/engineer)

24. Provide the owner a complete list of contractors and vendors participating in

the job and indicating their installation responsibilities. (contractor)

25. Insure the owner is placed on the marketing call list, mailing list and other

action tickler files as appropriate. (contractor, architect/engineer)

26. Arrange for such open house activities as may be desired or required (owner,

contractor, architect/engineer)

27. Insure that your company identification is shown somewhere in the building

if permitted. (owner, ale and contractor)

28. Insure the project is as clean or better than called for in the specifications when

your staff moves off the job. Don't lose the good will of the owner by leaving him

a dirty job. (contractor)

29. Properly train and turn over the facility to the owner's representatives.

Depending on the size and complexity of the project, the training process should

begin from one to three months before occupancy. (owner, contractor)

30. Establish and approve the start of all warranty and guarantee periods for all

material and equipment on the job prior to owner making the facility operative.

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Construction University Ralph J. Stephenson, P.E.
CU #006 - Oosing Out A Construction Project Consulting Engineer

(owner, contractor, architect/engineer)

31. Prepare and submit to the owner a Construction Record Package. This package
should contain the following: (contractor)

a. The construction record set referred to above.

b. Specific warranties required by the specifications
c. Workmanship or maintenance bonds required
d. Maintenance agreements called for by the specifications
e. Damage and settlement surveys of the site and the facilities
f. Final property surveys of the site.

32. Submit a final billing to the owner containing a list of all incomplete items
and a properly assigned cost to each item. (contractor)

33. Advise the owner of any insurance changes over existing or past requirements
or dates. (contractor, architect/engineer)

34. Complete all pre start up testing, run in and instruction along with submission
of operating and maintenance manuals. (contractor, owner)

Note: All pre start up and start up requirements should be fully described in the
contract documents and clearly referenced to the warranty period.

35. Submit final meter readings for utilities, and measured records of stored fuel at
the time of substantial completion. (contractor)

36. Submit to owner, the consent of surety to final payment if required.

(contractor)

37. Have final inspection made by an experienced exterminator to rid the job of
rodents, insects or other pests. (contractor, owner)

38. Read the full contract document requirements (drawings, specifications, and
contract) for closing out the job. (contractor, owner, architect/engineer)

39. Provide the owner a certification as to the building area calculations including
gross square footage leasable square footage, and area use assignments.

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Construction University Ralph]. Stephenson, P.E.
CU #007 - Five Ingredients of Significance Consulting Engineer

April 12, 2000

Dear Construction University Faculty:

A few years ago I was asked by a structural steel fabricator in Grand Rapids,
Michigan to summarize some informal remarks I had made about why the
planning, design and construction profession is so significant.

At first I thought it would be a difficult request to fill. How wrong I was! The
summary was easy to write and it stimulated some ideas that had been rattling
around in my mind for a long time. The essay is no intellectual masterpiece and
was written from memory about the off-the-cuff remarks I had made at the
evening program on which I had appeared.

In reading the essay the other day it seemed to me that the content of the paper
might be of value to today's construction professional. Perhaps you will agree.

Comments and essays about our business and profession are always welcome.
Please write and send them along.

Regards,

Ralph

Five Ingredients of Significance

by Ralph J. Stephenson, P.E.

-- 1074 words
-- approximate reading time - 5 minutes

Five ingredients are critical to good thinking and effective management in design
and construction.

• Importance!
• Responsibility!
• Excitement!
• Contribution!
• Methodology!

Properly proportioned, blended, and applied, they bring important rewards to

skilled practitioners who plan, design, construct, and operate our society's
buildings and facilities.
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Construction University Ralph J. Stephenson, P.E.

CU #007 - Five Ingredients of Significance Consulting Engineer

These rewards enrich professional life, and are won as we become aware of how
the five act in our daily work.

First, let's examine - Importance.

1. Importance!

The design and construction professional contributes greatly to the quality of our
total environment. This contribution of knowledge, skill, ingenuity, ethical
behavior, and sound moral outlook makes the generic construction practitioner a
front line battler for good. It identifies the professional as being an important
individual. It makes the organization within which he or she works a significant
vehicle for societal good.

We in the construction industry must think of our efforts as contributing to

society's benefit without our worrying overmuch about who gets the credit or
recognition for what is accomplished. Doing this makes you important to others.

The second point of consideration is - Responsibility.

2. Responsibility!

Responsibility for our actions as professionals is an integral part of our duties. We

cannot always be 100% right. We dm however, improve the probability of being
accurate and correct to a degree where the public, our employers, our clients, and
our peers may safely place high confidence in our judgment.

This confidence should generate a shared understanding that we will take

responsibility for our actions and their results.

In the work place, some may have a flawed perception of what constitutes a
mistake by the skilled professional. This is a risk all professionals, credentialed or
not, must take. We cannot transfer that risk to others who are not so fortunate or
knowledgeable, nor as able to carry the burden of such risk.

Your decisions as to how to carry responsibility are part of your professional

thinking. They are developed by your upbringing, your work, your training, your
education, and your experiences. The true professional must accept the risk of
responsible action by being honestly responsible.

Feeling responsible for a job is often as great a reward as is feeling you have
contributed to that job's success

Taking the risk of being responsible generates the next reward element of our
business life - Excitement.

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Construction University Ralph J. Stephenson, P .E.
CU #007 - Five Ingredients of Significance Consulting Engineer

3. Excitement!

To chase truth in things technical is a natural instinct of the true generic

construction professional. Excitement is one of the most sought after rewards of
good construction - a business where the product is of critical importance, and its
design and manufacture is in your hands.

Excitement is the process of experiencing the ups and downs that accompany any
contribution to society's well being. It is the barometer that measures the pressure,
or lack of, to do well.

The reward of excitement is frequently found in both the action and the result.
When we are about to accomplish something significant, excitement mounts.
When we have accomplished something significant, excitement is heightened by
what the accomplishment means to those for whom we took the action.

Excitement must be one of the driving forces for a professional who desires
excellence. However, the project must be worthy of that excitement and the
participants must be willing to join in. This leads to our next significant
ingredient - Contribution.

4. Contribution!

If you don't care who gets the credit you can accomplish anything.

Believing this brings into view a vast array of rewards and benefits to the
professional practitioner. Credit is a tool to encourage improvement and learning.
If you are a real pro at what you do, and you want the results of your work to bring
about truly constructive change, then by contributing and transferring credit you
can often gain rewards far beyond a direct credit benefit to yourself!

When you contribute what you can without concern for being given credit, you
gain benefits that encourage you and those being given the credit, to become even
better.

Interestingly, a direct gain for another by your efforts, usually results in a gain for
you, often from unidentifiable sources. Many times this unexpected bonus comes
from those who have been credited and their supporters.

Even if the rewards of giving don't result in a credit to you, don't worry - your
store of gifts for others won't ever run out. Giving encourages giving.

The rewards of accomplishing important things, accepting responsibility,

experiencing excitement, and making a contribution of talents without
expectation of credit, bring into view a fifth ingredient of significance ­
Methodology.

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Construction University Ralph J. Stephenson, P.E.
CU #007 - Five Ingredients of Significance Consulting Engineer

5. Methodology!

Often the secret of doing something well is first doing it poorly -- knowing some
degree of failure. We must all experience failure to understand what success
means. Patterns of success seen through the traps of failure help us develop better
methods of doing things.

These are then merged into habits and processes that encourage the elements of
successful action to be continually duplicated and evaluated, and when necessary,
changed or discarded.

Every exceptional professional has built a variety of procedures that serve well
and hold failure at bay. The reward of using these procedures is the gift of success.

When you have learned to use good procedures well, when not to use them, and
when to adapt them to a different situation, you will have built a dependable
professional methodology.

Successful practitioners must use good methods to guide them in matters of

significance.

(The basis of a talk to the Grand Rapids, Michigan

chapter of the American Society of Professional Estimators)

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Construction University RalphJ. Stephenson P.E., P.c.
CU #8 - Weights and Values as A Decision Making Tool Consulting Engineer

To the faculty of the Construction University:

Many times the design and construction professional encounters a decision making """"

dilemma in which ratings, rankings, and listings must be applied to a set of factors,

weights, and attributes to determine what the best combination of all of these is for

a specific situation requiring a decision, a prediction or an evaluation to be made.

The various theories of probability can be of help in resolving many of the problem

situations encountered in our business of generic construction. However we may

not always have the technical knowledge to work comfortably with formal

statistical or probability methods. Therefore I offer the following essay, the eighth in

the series of Construction University papers to help the practitioner make good, and

justifiable, decisions. In CU #008 I will introduce a relatively simple method of

ranking choices when several factors may influence the decision as to which are the

best.

I call the system weights and values as a decision making tool.

Please let me know of your own experiences with decision making tool and with
your permission we will pass them along to others in the construction industry.

Ralph J. Stephenson, P.E.

Construction University

Weights and values as a decision making tool

Apri124,2000

--712 words

--reading time approx 5 minutes

In a decision making process the selection is often best made by a

multidimensional process based on situational characteristics and factors that

are nominally variable.

The purpose of decision making for the responsible project manager is to insure

that an objective recommendation is provided to his or her upper management

staff. Upper management is then responsible for adjusting the objective

decisions of the project manager to a decision in line with what the upper

management staff feel personally, politically, professionally, subjectively, and

technically is the appropriate selection.

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Construction University RalphJ. Stephenson P.E., p.e.
CU #8 - Weights and Values as A Decision Making Tool Consulting Engineer

The area addressed in this essay is the application of an orderly procedure to

objective decision making. The technique is called the weight-value or WV
process.

The WV process is implemented by taking well defined steps necessary to reach

project level decisions. These steps are:

1. Select, write down, and verify the various decisions possible. What courses of
action are available?

2. Select the major factors of importance in making an objective selection of a

best course of action. What are the items that are important to making a proper
decision? I recommend there be no more than ten of these. If you have selected
more than ten try to combine factors having similar evaluation characteristics.

3. Assign a weight to each factor that describes numerically, to those to whom

the recommendation will be made, how important the project manager and his
team think this factor is in selection of a course of action. Factors should be given
a weight of one to ten. QM means the factor is of minimum importance in the
evaluation. ~indicates the factor is crucial to the evaluation. A definition of
the gradation steps is often of assistance in improving the sensitivity of the
process.

It is essential to realize that the factors selected and screened for use must all be
of relative importance and that the assignment of weights should spread from
one to ten. A help in doing this properly is to determine the most important and
critical of the factors and assign it a value of eight to ten. Next select the least
important factor and give it a weight of from three to one. The remainder
should fall somewhere in between. Remember more than one of the factors
being weighed can receive the same number. You are not ranking the factors,
you are weighing them.

4. Assign a value to each potential course of action or each decision possible for
each of the factors selected and weighed. If there are three courses of action
possible, and you have selected five factors by which these are to be judged, you
will have to assign 3 x 5 = 15 values to the entire array. This can be seen in the
following matrix example where alternative project delivery systems for
constructing a warehouse are being considered.

The three delivery systems under consideration are 1.) an award of a hard money
contract from a full set of contract documents; 2.) retention of a non liable
construction manager to run the project; or 3.) the use of a liable general
contractor involved early as a construction consultant and providing iterative
estimating leading to submission and acceptance of a guaranteed maximum
price.

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Construction University RalphJ. Stephenson P.E., P.C.
CU #8 - Weights and Values as A Decision Making Tool Consulting Engineer

Project delivery systems being considered & their value in satisfying the

demands of each factor of importance - warehouse project

Factors Values

Hd money Non liable Prog pricing

cm to gmp

l.Capital cost 08x 08 = 064 04 = 032 06 = 048

2.Function lOx 09 = 090 06 = 060 10 = 100

3.Appearance 02x 06 =012 04 = 008 07 = 014

4.Life cycle cost 04x 06 = 024 03 = 012 08 =032

5.In house stff needs 08x 04 =032 03 = 024 07 = 056

Totals 222 136 250

The selection analysis above indicates the best delivery method of the three
being considered is a progressive pricing system leading to submission of a
guaranteed maximum price for which the contractor will construct the project.

It should be emphasized that the validity of factor selection, the factor weighing,
the selection of alternatives and their valuing depend totally on the exercise of
sound judgments by those making the analysis. Usually for each decision to be
made such an analysis as above is made by several qualified staff. Some may not
even be associated with the project directly but only acquainted with the key
demands of the project program and mission. This wider range of views and
ideas often lends strength to the recommendations.

Comments, observations, ideas?

Ralph

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Construction University Ralph J. Stephenson, P.E.
CU #009 - Vision, Missions, Consulting Engineer
Goals, Objectives & Management

May 15,2000

Dear Construction Faculty:

CU #009 below is one of the more complex views of the project and program
management systems that we have included in the CU series. The process described
below is designed to help both new and experienced managers get a firm handle on
what it is that he or she is expected to manage. The process likewise can help show
those on the project or program team what role they are to play in achieving the
vision and mission of the entire action effort.

As usual, comments, rebuttals and new ideas are welcome, along with your
permission to include them in future Construction University essays. Let us hear
from you!

We will soon be collecting comments received so far and will incorporate them into
a future CU.

Keep in touch!

Regards,

Ralph J. Stephenson

VISIONS, MISSIONS, GOALS, OBJECTIVES &

MANAGEMENT -CU009
By Ralph J. Stephenson, P.E.

-- 1271 words
-- Approximate reading time - 10 minutes

Since the start of the American Industrial Revolution in the late 1700s and
continuing through the 19th, 20th and into the 21st centuries, entrepreneurs have
wrestled with defining what they do, what they would like their future to be, and
how they could reach a desired goal through effective management of their
organizations.

You, who practice management for a livelihood, have probably wondered if there is

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Construction University Ralph J. Stephenson, P.E.
CU #009 - Vision, Missions, Consulting Engineer
Goals, Objectives & Management

a pattern for success in the application of philosophies that have seemingly driven
business planning over the past 200 or more years.

I believe "yes" is the answer!

While recently reviewing various concepts of words and their meanings I came to a
somewhat fuzzy, inconclusive conclusion that there are five words that have
permanent significance in defining how a business or enterprise becomes and stays
successful. The five might be incorporated into a single sentence entitled UHow to
be Successful." -- but more about that shortly.

We live in two worlds, the world-of-words and the world of non-words. The
world-of-words is that in which we live by simulating actions through words and
other symbols that describe events that could or actually do happen. Let me give
you an example.

When I am preparing a plan and schedule of a construction project I am working in

a world-of-words. The plan is made up of words and symbols that describe actions,
of arrows and boxes that represent the relation of an action to other actions, and of a
defined duration of the action that is used to calculate the time line characteristics of ,J
the project model. ...,

The world of non-words is that in which we live and cause things to happen by our
actual presence and physical actions. A world-of-words model such as described
above is only a guide to the physical construction of the project. We build the actual
project in the world of non-words.

By this brief essay I shall attempt to show how the manager can start building a
sound action plan in a world-of-words using key descriptive elements that are
critical to the plan. Then we can relate this plan model to the world of non-words
showing how the manager can simulate various alternatives while translating his
or her model into a real set of actions.

Suppose we want to design and build a new library and remodel an adjoining
existing library. The process of planning to build can be described in seven steps:

1. First determine what our grand plan of action will require. We will need -­

• A Vision - The application of competence in discernment or perception;

intelligent foresight: the manner in which one sees or conceives of something.

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Construction University Ralph J. Stephenson, P.E.
CU #009 - Vision, Missions, Consulting Engineer
Goals, Objectives & Management

• A Mission - A statement of the most important result to be achieved by our

project or program successfully matching our vision.

• Goals - The unquantified desires of an organization or individual expressed

without time or other resources assigned.

• Objectives - Quantified targets derived from established goals. Commonly used

resources in converting goals to objectives are money, time, human abilities,
actions, equipment, and space.

• Management - The act and manner of defining, assembling and directing the
application of resources to achieve our mission and specific goals and objectives.

2. Next we arrange the essential components in a rough array or model showing a

possible sequence in which they might occur in relation to each other.

VISION MISSION GOALS OBJECTIVES MANAGEMENT

Now we subtract the components one by one from our model and evaluate what
happens when that component is removed.

3. Action - subtract the VISION.

MISSION GOALS OBJECTIVES MANAGEMENT

- Result - CONFUSION ABOUT WHERE WE ARE HEADING.

By removing vision from the model we blur the meaning of the project or
program, and raise serious questions about why we ever embarked on this course of
action anyway: the removal produces action paralysis and confusion about desired
results.

4. Action - Put back the VISION and subtract the MISSION.

VISION GOALS OBJECTIVES MANAGEMENT

- Result - LOSS OF MANAGEMENT DIRECTION.

We have now removed a vital link between the foresight to visualize and the

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Construction University Ralph J. Stephenson, P.E.
CU #009 - Vision, Missions, Consulting Engineer
Goals, Objectives & Management

definition of specific goals needed to achieve managerial success. Mission definition

is required to keep us from losing the path to our vision.

5. Action - Put back the MISSION and subtract the GOALS.

VISION MISSION OBJECTIVES MANAGEMENT

- Result - POOR TIMING IN OUR DECISION MAKING.

Now, we have either extended or reduced the time from stating our mission to

defining our objectives to a degree where we may lose the action time sense needed
to proceed in a realistic manner.

6. Action - Put back the GOALS and subtract the OBJECTIVES.

VISION MISSION GOALS MANAGEMENT

- Result - DRIFTING MANAGEMENT.

We end up having to manage elements of the model without having clearly

defined time frames.

7. Put back the OBJECTIVES and subtract the MANAGEMENT.

VISION MISSION GOALS OBJECTIVES

- Result - INABILITY TO ACHIEVE OUR OBJECTIVES, GOALS AND MISSION.

We now have no engine or rudder left on our ship by which we can achieve our

vision through the use of the model objectives, goals, and mission .
... ...

The above model and the brief analysis-by-subtraction shows how critical the major
components of our model are: how they help us to reach our vision while fulfilling
our mission. We can summarize this essay in a single sentence entitled "How to be
Successful"

''You improve your chances of success in any endeavor by applying a vision (what
you see in your future), understanding your mission {the primary achievements

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Construction University Ralph J. Stephenson, P.E.

CU #009 - Vision, Missions, Consulting Engineer

Goals, Objectives & Management

you must reach), setting your goals (targets, not yet quantified, but at which you are
aiming), incorporating your goals into a set of objectives (quantified targets), all
designed so you can provide a solid business plan, molded by whatever
management form you feel best fits your abilities."

* * *
CU #009 glossary of terms

• Business - One's occupation, profession or trade.

• Business model- A graphic depiction of the elements which make up a business

entity. The model usually identifies premises, objectives, and implementation. It
recognizes basic business functions, business activities and manager activities.

• Efficient - Doing things right

• Effective - Doing the right things.

• Enterprise - A project that is of above average importance and requires boldness,

readiness and risk-taking in its doing.

• Entrepreneur - An employer of productive labor. A person who organizes,

operates, and assumes the risk for a business venture.

• Goals - The unquantified desires of an organization or individual expressed

without time or other resources assigned. (See objectives for related definitions.)

• Management - The act and manner of defining, assembling and directing the
application of resources to achieve specific goals and objectives .

• Mission - A statement of the most important result to be achieved by a project or a

program being successfully completed.

• Objective - Quantified targets derived from established goals (see goal).

Commonly used resources in converting goals to objectives are money, time,
human abilities, human actions, equipment, and space.

• Profit - The return in resources obtained by investing other resources in a business

or an enterprise. Usually the returned resource has a greater value to the investor

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Construction University Ralph J. Stephenson, P.E.
CU #009 - Vision, Missions, Consulting Engineer
Goals, Objectives & Management

than does the invested resource.

• Subtractive analysis - A means of reaching conclusions by subtracting various

components of a model, and then evaluating what effect the subtraction has on the
model.

• Successful- The favorable or profitable termination of attempts or endeavors:

having obtained something desired or intended.

• Vision - The application of competence in discernment or perception; intelligent

foresight. The manner in which one sees or conceives of something.

• World-of-words - The world in which we live by simulating actions through

words and other symbols describing events that do or could happen in the world of
non-words.

• World of non-words - The world in which we live and cause things to happen by
our actual presence and physical actions.

"Be efficient about being effective."

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Construction University RalphJ. Stephenson P.E., P.C.
CU #010 - Forerunner & Consulting Engineer
Conservatively Managed Organizations June 11, 2(0)

To: The Construction University Management Faculty:

From: Ralph ]. Stephenson

When you work with other organizations, their management and their staff,
you can gain much business-useful knowledge by observing critical elements
of that organization's operations. Those that may contribute to the success, or
lack of success, in people, management, and marketing relations include:
• How the organization functions,
• How successful the organization is as measured by your standards,
• What techniques the various departments and divisions use to maintain
their organizational and management effectiveness,
• What they do, or don't do, that lowers or improves their potential for

succeeding,

• What styles of management work or don't work as used by their various

operations and staff management,
• ....... and on and on.

From several years of amateur and professional experience I can recommend a

few characteristics that may reveal some of the most telling elements of
similarities between your beliefs and the organizational characteristics that you
might observe. These characteristics may accurately indicate if you and the
place you are observing or benchmarking are headed in similar directions and
have congruent visions, goals, objectives and operating modes that fit well with
each other.

One of the most important of these elements is the nature of the organization as
defined by the words "conservative" and "forerunner" (not to be intermingled
with the meanings of politically oriented conservative and liberal). The
following benchmarking essay may help you discover how the match between
you and a work place plays a vital role in your future, particularly in the
planning, design and construction profession.

* * * *

Notes on Forerunner & Conservatively

Managed Organizations

By Ralph J. Stephenson, P.E.

Total length - 1,169 words

Approximate reading time - 6 minutes

What are alternative names to forerunner and conservatively managed

organizations? Proactive & reactive, positive & negative, front & back, do &
wait, high risk & low risk, maximum & minimum, go & no-go, try & no-try,
run & walk, hard money & negotiated, ............. ?
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Construction University Ralph]. Stephenson P.E., P.C.
CU #010 ­ Forerunner & Consulting Engineer
Conservatively Managed Organizations June 11 / 2000

(For definitions of words in bold, underlined type see the glossary of terms at the
end of this essay).

Let us start by testing a few of the characteristics that influence what kind of
organization these words seem to describe .

• The forerunner organization tries to optimize the probability of being right.

• The conservatively organization tries to minimize the probability of being

wrong.

• It is critical to understand that both types of organizations can be, and often are
successful or unsuccessful. The style of forerunner or conservative is merely an
indication of the way the organization achieves its successes or goes through the
twinges of its failure.

• Some characteristics of the forerunner organiza tion:

- Aggressive in their field of work,

- Young in mind and spirit,
- High risk takers,
- Are good at leveraging resources,
- Have good morale,
- Work well within the general absence of a dominant management structure,
- Healthy cooperation among lower management,
- Strong competitive drive at all levels of management,
- Strong sensing of (not necessarily knowing about) total purpose in respect to:
Financial return on investment (see also value-added),
Social obligation,
Professional integrity,
Technical excellence,
Ethical behavior,
- Provision of project sense of worth,
- Sensing of true value-added to projects,
- Provision of sense of exciting flux to staff,
- Maintenance of an exciting environment,
- Constant forging ahead in their business arena,
- Desire & ability to adapt to positive change,
- Desire & ability to institute change,
- Desire & ability to accommodate change,
- Medium to low levels of incompetence tolerance,
- Strong leaning toward high individual performance levels,
- Low level of interest in business planning,
- Learn well from mistakes they make.

• Some characteristics of the conservative organization:

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Construction University RalphJ. Stephenson P.E., P.C.
CU #010 - Forerunner & Consulting Engineer
Conservatively Managed Organizations June 11,2000

- Usually very well managed from top down,

- Moderately well managed from bottom up,

- Tend toward paternalistic management,

- Major decision making centered in top management,

- Good financial strength, if the organization is mature,

- Dependable,

- Predictable,

- Secretive at upper management levels,

- Closely controlled employee training,

- Modest salary structure,

- Standard and well protected employee financial benefits,

- Usually stress hygiene as opposed to motivation,

- High levels of employee loyalty in those who like the system,

- High employee security,

- Heavy use of pretested decisions at executive management levels,

- Long tenure of service among senior management,

- Intolerant of actions that pose threats to a conservative management style.

Case study for your consideration:

To illustrate the determination of congruence in management and

behavioral characteristics let us look at Adam Jay, a 25 year old, well-educated
civil engineer and project manager. Adam is registered as a professional
engineer in several states and has good credentials in his professional field of
construction operations. He is already being considered for a junior officer
position in his company.

He has a strong drive to take good care of his family and to insure that they
benefit from his short and long term professional efforts.

Adam likes the internal and external competitive aspects of general

contracting. He couples this drive to a strong sense of the importance of

caring for the public health, welfare and safety of his community.

The organizational structure of his employer's firm, Johnston and Sons, P.e.
is rather rigid and in Adam's opinion a tad too highly regimented. However
he appreciates the need for a relatively predictable structure to allow for a
feeling of comfort and security that will allow planning properly for the
future of both the company and the employees.

The need to express individually selected courses of action and decision

making is strong in Adam's makeup, and he often feels he needs more

excitement in his career work.

You are a trusted friend of Adams and considered by him as a coach and
mentor. He has just asked you in a social setting what kind of organizations
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Construction University Ralph J. Stephenson P.E., P.c.
CU #010- Forerunner & Consulting Engineer
Conservatively Managed Organizations June 11,2000

he should plan to be with during the various stages of his career. He has
phrased the query as an open question, and is obviously interested in what
you have to say. You judge that he will listen, but might be inclined to tailor
his opinions and decision to fit what words he wants you to use.

What career paths would you recommend Adam Jay follow over the next 10
years?

Glossary for Cll #010 - Notes on Forerunner &; Conservatively Managed

Companies

• Benchmarking - The continuous process of measuring the products,

services, and practices you employ against your toughest competitors, and

against those companies and organizations recognized as industry and

practice leaders .

• Congruence - Correspondence, agreement, harmony, or conformity.

• Conservative - Favoring moderate traditional views and values; restrained

in style.

• Employee security - That benefit gained by one who works for another and
enjoys freedom from risk, danger, doubt, anxiety, or fear.

• financial benefits - The benefits obtained by practicing the science of

effectively managing money and other assets.

• Flux - Constant or frequent fluctuation or change.

• forerunner - One who, or that which, precedes as in time or ideas or

abilities; one that runs in front of.

• Hygiene - The elements in an organizational situation that are acceptable to

an individual but do not necessarily motivate him. These same elements, if
unacceptable to the individual, may act as negative influences.

• Leveraging - The effective use of vested and earned authority and resources
to solve problems and achieve goals and objectives.

• Liberal - Generally favoring proposals for reform, open to new ideas for

progress, and tolerant of the ideas and behavior of others; broad-minded.

• Loyalty - Faithfulness to a person, ideal, organization, or custom.

• Motivation - The elements of a given situation that encourage, and make

effective, successful and meaningful, the activities of those engaged in the
situation.
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Construction University RalphJ. Stephenson P.E., P.C.
CU #010 - Forerunner & Consulting Engineer
Conservatively Managed Organizations June 11, 2000

• Positive change - Change that is managed so its control and use raises the
potential for individuals or organizations to succeed at being excellent.

• Paternalistic management - A policy or practice of treating or governing

people in a fatherly manner, especially by providing for their needs without
giving them responsibility.

• Politically conservative - Of, pertaining to, or dealing with the structure or

affairs of government in the private, public or volunteer sectors of our
society and favoring moderate traditional views and values; restrained in
style.

• Politically liberal- Of, pertaining to, or dealing with the structure or affairs
of government in the private, public or volunteer sectors of our society, and
not limited to or by traditional, orthodox, or authoritarian attitudes or
dogmas. Generally favoring proposals for reform, open to new ideas for
progress, and tolerant of the ideas and behavior of others; broad-minded.

• Project sense-of-worth - In project management, the quality that renders

something desirable, useful, or valuable.

• Secretive - Not given to openness, as of purpose or action.

• Tenure - Permanence of position, often granted an employee after a

specified number of years .

• Value-added - The return in resources obtained by investing other

resources in a business or an enterprise. Usually the returned resource has a
greater value to the investor than does the invested resource.

"" "" "" "" ""

Ralph J. Stephenson, P.E.

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Construction University Ralph J. Stephenson, P .E.
CU #011 Oose out list for Consulting Engineer
Community Medical Center June 30, 2000
Tenant Improvements

Subject: CD #011 - Close out list for Community Medical Center Tenant
Improvements
June 30, 2000

To: The Construction University Faculty:

From: Ralph J. Stephenson, P.E.

In response to CU #006 "Closing Out A Construction Project", Mr. Mike Breunig

at Collins Project Management -- <[email protected]> -- in Norcross,
Georgia, sent the Construction University a close out list tailored to the
construction of tenant improvements for a Community Medical Center tenant
space. We have only a few specialized close out lists such as this and I asked Mr.
Mike Breunig if we could send it along to the members of the CU faculty. His
answer was a quick, short note

"Feel free to use the close out check list for any training programs for CU e-mails.
Please give credit to:

Collins Project Management

5996 Peachtree Parkway

Norcross, Georgia 30092

Phone: 770-263-3733"

-- so, his check list constitutes CU #OIl, this addition to our ongoing close out

essays.

Please let me know if you are still receiving the CU series of essays and please feel

free to submit any material you would like to see in print to me for potential

inclusion in future CU's.

Keep in touch!

Regards

Ralph

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Construction University Ralph J. Stephenson, P.E.
CU #011 Close out list for Consul ting Engineer
Community Medical Center June 30, 2000
Tenant Improvements

Community Medical Center Tenant

IDlprovements - close out check list

Courtesyo£
Collins Project Management
5996 Peachtree Parkway
Norcross, Georgia 30092
Phone: 770-263-3733

--834 words
--approximate reading time - 5 minutes

A. RULES OF THE SITE

1. Final cleaning opera tions
2. Check all work area light fixtures
3. Respond to all Field Inspections and Punchlists - Tenant MEP Engineers
4. Certified Air Balance Report
5. O&M Manuals for all MEP Equipment
6. "As-built" MEP Drawings
7. Final Lien Waivers 01010-22.
8. Certificate stating that no hazardous materials have been utilized in the
cons truction.
9. Certificate of Occupancy
10. All keys to building Standard locksets and custom locksets

B. SUBSTANTIAL COMPLETION PROCEDURES

1. Delivery of maintenance materials and tools
2. Removal of temporary facilities
3. Changeover to permanent locking systems
4. Final cleaning

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Construction University RalphJ. Stephenson,P.E.
CU #011 Oose out list for Consulting Engineer
Community Medical Center June 30, 2000
Tenant Improvements

5. Owner informed of necessary procedures for changing over insurance

coverages
6. Owner informed of procedures for changing over operation, maintenance,
security, etc.
7. Owner received occupancy and operating permits from authorities having
jurisdiction.
S. List of incomplete work
9. Startup reports
10. Final testing, adjusting, and balancing reports
11. Demonstration of equipment and systems to the Architect and Owner and
demonstration reports
12. Instruction of owner's personnel and instruction reports
13. Contractor's Warranties
14. Subcontractor's Warranties
15. Operation and maintenance data
16. Keying Records
17. Certificate of Substantial Completion

C. APPLICATION FOR PAYMENT FOLLOWING SUBSTANTIAL COMPLETION

1. Final Change Order
2. Contractor's affidavit of release of liens
3. Release of Liens - Subcontractors
4. Request for reduction or release of retainage
5. Consent of surety to reduction in or partial release of retainage
6. Final list of incomplete work

D. FINAL COMPLETION PROCEDURES

1. Completion of all work
2. Maintenance agreements
3. Project record documents
4. Request for final inspection from contractor to architect with previous

inspection lists attached

5. Final completion inspection by Architect (punchlist)

6. State Health Planning Agency (SHP A) approval of work and consent to
occupancy
7. Completion of all items on punchlist or inspection reports
S. Updated final statement, accounting for final changes to the contract sum
9. Consent of surety to final payment
10. Certification that financial obligations to governing authorities and public

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Construction University RalphJ. Stephenson, P.E.
CU #011 Close out list for Consulting Engineer
Community Medical Center June 30, 2000
Tenant Improvements

utilities have been fulfill

11. Description of unsettled claims
12. Certificates of insurance for all coverages specified to commence at final
completion

E. CONSTRUCTION CHANGE DIRECTIVES

1. Account for unused materials that have been paid for by the owner

F. TEMPORARY FACILITIES AND SERVICES

1. Permanent Facilities Used during Construction: Clean; replace parts that are
worn in excess of that expected during normal usage
2. Re~tore all areas of the existing facility damaged by construction activities to
their existing condition

G. PROJECT RECORD DOCUMENTS

1. Record Drawings
2. Project Manual (Specifications)
3. Record Submittals with Shop Drawings, Product Data and Samples
4. Operation & Maintenance Data
5. Warranties
6. Schedule of Products
7. Controls Diagrams
8. Firestopping and Smokes topping final inspection reports
9. Project Record Drawings showing location of all fire and smoke barriers,
sealing of penetrations, references to maintenance data
10. Joint Sealers - 1 year warranty
11. Solid core plastic laminate-faced interior doors - warranty for life of original
installation
12. Lead lined wood doors - x-ray protection test
13. Specialized tools as needed for adjustment, maintenance, removal and
replacement of builders hardware
14. Keys - furnish 2 change keys for each lock
15. Lead lined gypsum board - x-ray protection testing at joints and penetrations
16. Glazed Pavers & Wall Tile - furnish at least 5 percent of total product

installed maintenance stock

17. Acoustical ceiling lay-in panels - furnish at least 5 percent of total product
installed maintenance stock
18. Exposed ceiling suspension members - furnish at least 2 percent of total
product installed for maintenance stock

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Construction University Ralph J. Stephenson, P.E.
CU Hoi 1 Close out list for Consulting Engineer
Community Medical Center June 30, 2000
Tenant Improvements

19. Resilient tile flooring - furnish at least 10 percent of each variety installed for
maintenance stock
20. Resilient base - furnish at least 10 percent of each variety installed for

maintenance stock

21. Resilient sheet flooring - furnish at least 10 percent of each variety installed,
in full roll width, for maintenance stock
22. Paint Maintenance Stock - furnish not less than one labeled and sealed 1­
gallon can of each type of finish coat and color
23. Wall Coverings Maintenance Stock - Vinyl - 2 percent of the number of rolls
installed
24. Wall Coverings Maintenance Stock - Wallpaper - 2 percent of the number of
rolls installed
25. Plastic Laminate Lockers - turn keys over to the owner
26. Accordion Folding Partitions - 2 year warranty
27. Accordion Folding Partitions - maintenance materials
28. Accordion Folding Partitions - demonstrate operation procedures
29. Medical Equipment - demonstrations, warranty cards and instruction

booklets

30. Medical Equipment - check for operating condition

31. Mechanical Equipment - Record (As-Built) Drawings
32. Mechanical Equipment - Operating and Maintenance Manuals and

instruction

33. Mechanical Equipment - Test and balance and report

34. Mechanical Equipment - Minimum 1 year warranty required on all division
15 work and equipment
35. Plumbing Systems - disinfection certification
36. Sprinkler Heads - provide a minimum of 2 spare heads of each type
37. Packaged Air-Cooled Chillers - startup report
38. Automatic Controls and Energy Management System - startup report
39. Automatic Controls and Energy Management System - installation,

operation, maintenance service manuals and parts brochures

40. Automatic Controls and Energy Management System - graphics

41. Electrical As-Built Drawings
42. Electrical Equipment - maintenance and instruction manuals
43. Electrical - tests, demonstration and instructions
44. Electrical system warranty
45. Electrical - spare fuses and storage cabinet
46. Electrical Service and Distribution - typewritten directory for all panelboards
47. Nurse/Patient Communications Network - one year warranty including

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Construction University Ralph J. Stephenson, P.E.
CU #011 Oose out list for Consulting Engineer
Community Medical Center June 30, 2000
Tenant Improvements

guaranteed emergency and routine service response times

48. Nurse/Patient Communications Network - provide spare parts and

maintenance contract

49. Nurse/Patient Communications Network - train all staff receiving the new
equipment
50. Nurse/Patient Communications Network - as built drawings of all network
components and associated wiring
51. Motor Controls and Wiring - test all overload relay control circuits

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CU#012 Ralph J. Stephenson, P.E.
Improving the Use of Available Consulting Engineer
Construction Technology

July 21, 2000

What is Happening to the Use of

Technology in Construction

Operations?

By Ralph J. Stephenson, P.E.

-- 1530 words - reading time approximately 10 minutes

Some construction professionals sense that their use of conventional operating

techniques is out of synch with much of the new construction technology now
being produced and marketed by electronic equipment and software suppliers.

At the beginning of the design and construction electronics age in the mid 1950's
contractors' technical needs were filled at a pace that allowed even the most
cautious professionals to see the resulting benefits and to gradually fold the systems
into their daily operations. Examples of this early embracing of technology could be
seen in the widespread use of estimating systems using computers and spreadsheets
(1960), and critical path planning using early CAD systems and computational
systems (1955).

Today, the pace of new entries into the electronic design and construction market
make it almost impossible for any but a few users of these systems to keep up with
new developments and new products. The result is often chaos in and among
firms, and within the industry disciplines. New professional graduates are bringing
academically learned, cutting-edge programs to the field where they are promptly
put at odds, and often invidiously compared, with other operational systems ...both
old and new.

Let's face it: not every professional can know every program and every
platform...nor does he or she want to!

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CU#012 Ralph J. Stephenson, P.E.
Improving the Use of Available Consulting Engineer
Construction Technology

There is an even more fundamental acceptance and learning problem. It deals with
our assessment of just what it is that we seem to need to effectively and profitably
design, engineer, and construct.

To help bring into focus what this means to the professional constructor let's first
examine four factors that determine how well we will be doing business and
constructing facilities during the current booming technological expansion.

These four include:

Factor #1. Operational needs of the successful contractor.

Factor #2. Basic technological systems that are used to meet these needs.

Factor #3. Problems resulting from failure to match the tools available to meet
these needs.

Factor #4. Solving the problems caused by not meeting operational needs.

Once we have a clear understanding of these four factors, and how they affect our
organization and our profession we can apply the results to planning how we can
best use the evolving technology to achieve success. Let's first prepare a check list of
the factors in a specific program of improvement...for instance gaining excellence in
the preparation of useful project plans and schedules.

Factor #1- Some of the operational needs of a successful construction contractor

who want to plan and schedule well.

• Knowing how to manually prepare network plans & critical path diagrams.
• Understanding the difference between planning and scheduling.
• Properly using workable expediting systems.
• Knowing the yardsticks by which to measure project success.
• Understanding the concept of program management.
• Understanding and properly using project delivery systems.
• Knowing how to keeping accurate records.
• Preparing and using check lists of design and construction actions to be taken.
• Knowing how to, and, then, properly processing revisions.
• Implementing principles of good field inspection for the project team.
• Knowing how to manage a project or a program.

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CU#012 Ralph J. Stephenson, P.E.
Improving the Use of A vaiIable Consulting Engineer
Construction Technology

• Understanding how to evaluate various impacts on project progress.

• Knowing the common causes of contested claims.
• Being able to accurately identify the problem job.
• Understanding how to properly close out the project.

Factor #2 - Some of the basic technological devices currently being used by

successful construction contractors.

• Office based computers and operating software.

Lap tops,
Desk-based PC's,
Main frames,
Computer-aided drafting and computational hardware and software,
• Hand-held computers and operating software.
• Hand-held cell phones.
• Communication systems to link job sites with home office and other project
personnel.
Written,
Verbal,
Pictorial and graphic,
Computational,
• Hand-held TV devices.
• Internet and other similar information carriers that import and send data.

Factor #3 - Types of problems often resulting from failure to match the tools
available to the needs to be satisfied.

• Poor job management.

• Inability to communicate with others.
• Poor staff morale and attitudes.
• Low personnel quality and people difficulties.
• Not being a good on-site neighbor.
• Inability to take timely action.
• Inability to properly plan and schedule the project or program work
• Failure to properly organize, exert authority, and take responsibility.
• Dirty, poorly planned, or dangerous work-site conditions.
• Slow and/or biased performance in revision processing.
• Poor construction document quality.
• Slow or incompetent submittal processing.

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CU#012 Ralph J. Stephenson, P.E.
Improving the Use of Available Consulting Engineer
Construction Technology

• Inadequate user group interaction needed to properly build the job.

• Inadequate or inaccurate documents and documentation.
• Slow, improper, and untimely decision making.
• Slow, inadequate, or improper procurement of materials and equipment.
• Sloppy, slow, and untimely closing out of the project.
• Slow or inaccurate payment processing. (Prompt payment is the life blood of a
successful job.)
• Slow, delayed, or biased approval processes.
• Time growth which extends the project without corresponding relief.
• Inadequa te staffing and manpower provided on job.
• Disproportionate cost growth of the project that damages expected cash flow.
• Late, excessive, or unfair substitutions and alternates.
• Failure to maintain regular project evaluations.
• Flawed constructibility usually caused by faulty programs and construction
documents.
• Legal matters that interfere with job progress and create artificial problems.
• Extreme weather conditions that interrupt job continuity and increase costs.

Factor #4 - Learning systems good contractors can use to effectively meet

operational needs.
• Mentoring
• Coaching
• Training
• Education
• Orientation
• Cooperation with training institutions
• Cooperation with educational institutions
• Tightening certification requirements

The assignment immediately in front of me as I write this article is to comment on

the ways modern technology is affecting planning and scheduling and the ways we
deliver successful construction projects today. With the above four factors fresh in
our minds let us start the critique .
• • •
My comments may seem terse, but this is where I think we need to start-­

Comment #1 - We are not following evaluation systems that provide rational and
objective arguments for adopting, rejecting or revising the bewildering array of

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CU#012 Ralph J. Stephenson, P.E.
Improving the Use of Available Consulting Engineer
Construction Technology

systems we are asked to consider in our professional work today.

Comment #2 - We are wasting enormous amounts of time that could be best spent
in becoming better builders on substitution of eye-catching graphics for
understandable explanations of the new technological systems. ("If it's pretty it
must be right, accurate and sufficient.")

Comment #3 - We are not being discerning enough in selecting technological

systems that actually contribute to cost effective practices.

Comment #4 - In our rush for volume (too often at a sacrifice of quality and profit)
we do not take adequate time to fully understand the actual operational techniques
needed to build properly.

Many planners, designers, architects, engineers, contractors and facilities managers

no longer spend enough time tracking jobs in the field. They don't know how long
design and construction operations really take, how much they cost, whether or not
they will work properly -- simply because they're not monitoring their projects, and
they are not talking with, and watching, the skilled trades and managers who
actually build the work on the site. .J
Comment #5 - We too often substitute electronic processing for mentally derived
logic, analysis and decision making by those individuals actually responsible for
doing and for managing the work.

Comment #6 - We are too complaisant, too accepting, too trusting that

technological systems will automatically solve all our problems. We need to
challenge doubtful assertions, and to ask again and again ...does this technological
system--really help us achieve our goals and objectives?

Comment #7 - We must better train and educate technical professionals in the

definitions and use of words used to describe construction operations. When we all
assume we know what a given word means ...and then find out it means different
things to different people ... we're headed for problems. For instance I hear many
professionals use the words "planning" and "scheduling" in the sense that they
mean the same thing. Not true!

Planning is to define project actions and their relations with each other in a

sequence that will most effectively achieve goals and objectives.

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CU#012 Ralph J. Stephenson, P.E.
Improving the Use of Available Consulting Engineer
Construction Technology

Scheduling is to show by a graphic or written tabulation of project activities

where the planned activities are to actually start and finish. The schedule is
derived from the plan of action by locking the tasks and their resources into
specific time positions.

Comment #8 - We don't see what it is that makes problems for others on the
project team. We are frequently so concerned with ourselves and our jobs that we
exclude any attempt to understand what's going on around us. The result is that we
needlessly cause problems for others.

Comment #9 - We fail to understand the ramification of problems created from not

knowing how electronic systems differ from human systems. This practice tends to
shift the responsibility for designing and using the system from the user to the
electrons... all you have to do is type it in and the machine does the rest!

Comment #10 - We often resist learning how to use new systems because they seem
to pose a threat to our career by putting us at a disadvantage with the younger, more
knowledgeable practitioners. Therefore we fight the new techniques, the new
systems; we fail to be effective construction professionals ... and, we fail to help
others do what we actually believe is needed to improve our industry.

In sum, I would assess our situation this way: Technology is not bad -- we merely
use it poorly. We.J:9!l do better.

Comments?

Regards,

Ralph

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