SoqIvPQOQPioWZiXlhq 9Q CM1 W5 Role-of-a-Project-Manager

PROJECT MANAGEMENT
Presented by: Gus Maimis, LEED AP BD+C

Senior Vice President
STV Construction, Inc.
COURSE OBJECTIVE
As the Project Manager on any project, in addition to managing
the project resources, you will be required to develop/possess
the necessary skills to analyze, administrate and manage the
various elements of a project.
• Effective project manager skills

• Evaluating and managing risk
• Understanding your contractual obligations
• Development of logistics plans and safety requirements
• Review of schedules
• Bidding and preparing leveling sheets
• Understanding bonds and insurance requirements
• Negotiating change orders and claim avoidance
• Communication and documentation
EFFECTIVE PROJECT MANAGER
• Leader – Conceptual Skills
• Mental ability to coordinate all of the organizations and
projects interests and activities.
• Communicates Well – Interpersonal Skills
• Ability to work with, understand, mentor and motivate
others, both individually and in groups.
• Experience – Technical Skills
• Understanding the proper use of tools, procedures and
techniques in a very specialized field.
• Politician – Political Skills
• Ability to build a power base and establish the right
connections both inside and outside of the organization.
PROJECT ORGANIZATIONAL CHART
Project
Manager
Office Assistant
Project Project
Estimator Superintendent Office Manager
Engineer Scheduler
Document Assistant Site Safety

Control Superintendent Manager
Electrical Concrete Mechanical

Superintendent Superintendent Superintendent
METHODS OF CONTRACTING
Summary
Onerous provisions
Construction
Lump Sum Cost Plus GMP have to be reviewed
Management
for risk
Guaranteed
Cost of Work
One Price Maximum At Risk
+Fee
Price
No Risk
POTENTIAL RISKS
• Change in owner’s requirements • Poor coordination of mechanical
• Shortage of skilled workers systems
• Shortage of material • Soil conditions were not as
• High inflation anticipated
• Poor performance of • Long lead items delayed
subcontractors • Subcontractor purchased the
• Poor safety plan - Accidents wrong material
• Act of sabotage • Union contracts that are expiring
• Change in government • Poor quality control
requirements
• Surveying errors
• Design Errors
UNDERSTANDING CONTRACTOR RELATIONSHIPS
• Understand & Memorialize Scope Of Services Purchased

• Schedule, safety requirements, house keeping (cleaning), list
of documents
• Understand Project Specific Requirements
• Utilities, hours of operations, change order mark-ups, billing
and payment procedures, site access.
• What Makes A Good Contractor Relationship
• Fairness and Honesty
• Good communication
• Consistency how we administer the contract
• Prompt payments
• Timely decision making
• Live up to commitments
LOGISTICS AND PLANNING
LOGISTICS AND PLANNING
LOGISTICS AND PLANNING ITEMS OF CONCERN
• Sidewalk Protection
• Street Lane Closings
• Close-By Structures – Hospitals, Schools, Residential, etc.
• Personnel and Storage Shanties
• Crane and Hoist Locations
• Incoming Utilities
• Temporary Toilets
• Loading Dock
• Site Security, Fencing & Site Access
• Signage ( safety, entrance, etc.)
SCHEDULING AND PLANNING
• Understanding Status Of Schedule Milestones
• How does the project actual status compares to projected milestones?
• Logic – Getting The Sequencing “Right”

• Develop the right sequencing of activities for the project. (CPM)
• Changes To Project Logic

• Is the schedule properly utilized?
• Identify any necessary corrective action.
• Work In Place “wip”

• Any variances to plan
• Compare to financial plan
• Understand The Exposure To Potential Claims

• Where does responsibility lie?
BIDDING AND LEVELLING SHEETS
• Prequalify Bidders (Minimally 3)
• Maintain A Consistent Message With All Bidders
• Updates In Bid Documents (addenda, updated design docs, etc.)
• Have A Clear Understanding Of The Scope And Contractual
Requirements
• Maintain A Level Of Fairness And Honesty
• Hardest thing to do is the have A bidder lower their price than not
make an award.
• Documentation , Documentation , Documentation
• Verbal agreements are sloppy and unreliable.
• Maintain A Level Of Confidentiality
INSURANCE
• General Liability
• Usually covers contractually assumed obligations. Items covered are faulty
installations, damage due to construction operations.
• Workers Compensation
• It is to cover medical assistance, hospitalization and a % of the injured
parties salary.
• Builders All Risk
• Most owners require this type of insurance and used to guard against
catastrophic events ( major fire, hurricane, water damage)
• Professional Liability
• Covers Errors and Omissions for the design professionals.
• Automobile Insurance
• Pollution Liability
• Very expensive policies used to cover disturbance of asbestos, lead
and in some cases mold contaminated surfaces.
PREVENTION OF INSURANCE CLAIMS
• Prequalification Of Contractors
• Financial health, safety record (EMR), history of insurance claims,
understanding the contractors policy and potential gaps in coverage.
• Select The Right Contractor At The Right Time
For The Right Reasons
• Understand their work load, although a contractor has achieved prior
success, their current load COULD prevent them from achieving similar
success.
• Don’t Overpay
• Allows for contractual funds to be used to remedy “issues” that might
not be properly covered due to insurance gaps.
• Understand The Contract Language
• Monitor Performance
SURETY BONDS
• Types Of Bonds
• Bid Bonds
• Performance Bond
• Payment Bond
• Why Are Bonds Important?
• Defines a pool of qualified bidders
• Provides assurance that the contractor:
» Runs a well managed & sound enterprise
» Maintains fair business practices
» Performs obligations as agreed
» Indicates contractors financial strength
• Reduces the risk of liens and financial loss
• Protects against defective materials and workmanship
CHANGE ORDER AND CLAIM MANAGEMENT
• Why Is Change Order Management Important?

• Uninterrupted flow of work
• Enhances relationship with contractors
• Enhances credibility on the project among everyone
• Prevent claims and delays
• Types Of Changes
• Design changes via bulletin or sketch
• Schedule change with or without cost impact
• Directed T&M change or field conditions
• Necessary Tools For C.O. Management
• Know your subcontract and responsibilities
• Timing for notification
• Proper documentation – RFI’s, photos, meeting minutes
• Labor rates, unit prices, mark-ups
• Tracking of pending and approved change orders
• Update cost report
COMMUNICATION & DOCUMENTATION
DOCUMENTATION SUMMARY
Meeting Minutes
RFI’s and Sketch Log
Field Information Memo
Shop Drawing And Sample Logs

Summary
Photographic Log
Daily Manpower Reports
Delivery of Key Equipment

Tracking Log
Change Order Log

THANK YOU

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PROJECT MANAGEMENT

Presented by: Gus Maimis, LEED AP BD+C

• Effective project manager skills

Document Assistant Site Safety

Electrical Concrete Mechanical

• Understand & Memorialize Scope Of Services Purchased

• Logic – Getting The Sequencing “Right”

• Changes To Project Logic

• Work In Place “wip”

• Understand The Exposure To Potential Claims

• Why Is Change Order Management Important?

RFI’s and Sketch Log

Field Information Memo

Shop Drawing And Sample Logs

Daily Manpower Reports

Delivery of Key Equipment

Change Order Log

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