Construction Eng 221
Project Management and
Administration
Project Management and
Administration
• Type and scope of project management
depends on type and scope of project,
delivery system, complexity, etc.
• Project manager
– Organize, plan, schedule, control
– Responsible for time and cost
– Contract administration
– Profit projection and project accounting
– Principal liaison with owner
Project Management and
Administration
• Project superintendent
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Day-to-day field activities
Directing the trades
Coordinating subcontractors
Working with city/AE field reps
Responsible for daily production and material use
(waste minimization)
Material receiving and storage
Jobsite safety
Records and reports from the field
Equipment utilization
Project Management and
Administration
• Owner’s representative
– Can be owner employee or consultant
– Duties vary, but primarily responsible for
getting answers from the ownership parties
– Can also be person who approves request for
payment and change orders
– Can be a difficult job- be understanding of
their need to work with people who don’t
understand construction
Project Management and
Administration
• Field productivity
– Vital part of project administration
– Where GC will make or lose money
– Declining over years due to project complexity
and field communication problems and loss of
good trades people (67% of H.S> grads go on
to college)
– Need leadership, planning, and estimating
skills to keep productivity on track
Project Management and
Administration
• Estimating productivity
– Industry standards (Mean’s book)
– Historical records
– Time and motion studies
– Mock-ups
– Field input
Project Management and
Administration
• Meetings and administration
– Use meetings to solve problems
– Only meet when necessary
– Keep minutes
– Make decisions
Project Management and
Administration
• Documentation
– Schedule of payments (monthly)
– Shop drawings and approval logs
– Quality control plans and tests
– Materials management (in-on-pending-out)
– Expediting
• Required follow-up and status checking
• Billings bank example
Project Management and
Administration
• Materials continued
– Delivery (schedule store and inspect)
– Receiving- some material not delivered to job
site, especially CBD projects
– Inspection and sign-off, insurance
Project Management and
Administration
• Subcontractor scheduling should be
contractual
• Record of construction
– As-builts
– Construction photos
– O/M manuals
– Warranties
– Products-in place/ finish schedule
Project Management and
Administration
• Disbursement control
– A/P sends folder of bills to PM
– PM reviews progress with field
– PM signs for approval of payment
– Discounts applied
– Payment folder submitted back to A/P
– Put in for appropriate check run
Project Management and
Administration
• Job records
– Daily field log
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Weather
Crew size and details
Work performed (quantity in place)
Problems encountered
Equipment on site
Accidents
Subcontractors on site and performance
Signed by superintendent or field engineer
Project Management and
Administration
• Claims and disputes
– Contract scope changes must be documented
– A variety of sources for claims (see page 299 in text)
– Can be reduced by alternative dispute resolution
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Arbitration
Mediation
Negotiation
Review board
– Partnering is becoming more popular
– TQM and alternative delivery are helping as well