{Project Name}
Construction Project Management Plan
Section 7
Scope of Functions
SCOPE OF FUNCTIONS, DUTIES AND RESPONSIBILITIES OF THE CONSTRUCTION
PROJECT MANAGEMENT TEAM
The role of the Construction Project Management Team (CPMT) in the various phases of the project cycle is being
presented in this Construction Project Management Plan (CPMP). The project’s life cycle is divided into the following
phases:
1.
2.
3.
Pre-Construction Phase
Construction Phase
Post-Construction Phase
While there is considerable overlap among the phases, each phase is treated individually.
A. Pre-Construction Phase
General
In the Pre-Construction Phase, the Managing Director heading the Business Responsibility Unit (BRU) selects the
Construction Project Management Team (CPMT) for the project in consideration of the requirements of the Customer.
The assigned Construction Project Manager prepares the Construction Project Management Plan (CPMP) as a
procedural guideline, including the procurement plan and policies specific to the construction project. The Customer
should approve the CPMP including any deletions, additions or revisions thereon. Copies of the approved CPMP are
distributed to the concerned parties.
The Pre-construction stage may start with the preparation of the project schedule, the management of the design
deliverables, preparation of a project budget and cost control, pre qualification of suppliers, the conduct of bidding and
negotiation and ends once an award is made.
1.
Project Schedule
A baseline schedule is established by the CPMT to enable the monitoring of all project activities from the
start to completion. This includes milestone dates of key events. Approval of the schedule is secured from
the Project Technical Group (PTG).
Copies of the approved document are furnished to the Customer and members of the PTG. Refer to WI-02DCI: Drafting the Project Schedule.
2.
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{Project Name}
Construction Project Management Plan
Section 7
Scope of Functions
Based on the design requirement and parameters set and confirmed with the Customer, the CPMT ensures
that the various design documents are reviewed, coordinated and approved for issuance.
2.1
2.2
2.3
2.4
2.5
3.
Establish through meetings the schedule of design deliverables such as design development,
schematic design and contract drawings with Design Consultants. Refer to WI-02-DCI:
Drafting the Project Schedule for completion of the various design stages.
Review documents for completeness, constructability and coordination with other disciplines.
CPMT may use “Redicheck” as reference.
Call the attention of the Design Consultants for errors, deficiencies and mis-coordination of
documents, if any. Prepare a written design or bid query.
Secure approval from the Customer for the design considerations. Update DCI-DRL (Drawing
Log) for any revisions.
Issue approved documents for bidding and construction. If revisions result to a change order,
refer to Section 7 items A-5 : Bidding, Negotiation and Award and/or B-4 : Change Order.
Project Budget and Cost Control
The CPMT shall ensure that the project budget, construction cost and any subsequent changes are
approved and monitored. This section starts from the time CPMT receives the design drawing or Customer’s
instruction of a possible revision in the project until the financial accounts are closed-out. The steps involved
are as follows :
3.1
3.2
3.3
4.
Establish budget structure and determine construction packaging based on the Customer’s
requirements to include any changes that may arise during the life of the project. Refer to WI03-DCI: Preparation of Procurement Plan and WI-04-DCI: Preparation of an Office Estimate.
Use form DCI-PRS (Procurement Schedule) and DCI-CCE (Construction Cost Estimate)
Secure Customer’s budget approval and establish reporting schedules
Monitor cost by period thru progress report. A Financial Report should be secured if QS is
available.
Pre-qualification of Suppliers (Contractors/Vendors)
The CPMT shall ensure that only qualified suppliers are selected and invited to submit proposals for the
construction packages or contracts. The Masterlist of Suppliers (Construction) must be periodically updated
based but not limited to the following sources :
Prepared By:
a.
List of Suppliers (Construction) of Completed and on-going projects.
b.
c.
d.
PCAB – Registered Contractors
Directory of Construction Materials Manufacturers and Dealers
Directory of Testing Laboratories for Construction Projects
Design Coordinates, Inc.
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{Project Name}
Construction Project Management Plan
e.
f.
Section 7
Scope of Functions
Directories of Banks/Financing Institutions and Insurance Firms providing services to the
construction industry.
Philippine Construction Directory.
To determine Supplier’s to be invited to submit a proposal and using the established procurement schedule
as reference, the following steps are followed :
4.1
4.2
4.3
4.4
4.5
Meet with the PTG to prepare Long List of Suppliers. Consider suppliers recommended by
the Customer and/or Consultants.
Request for the Supplier’s Pre-qualification Documents.
Useful references in pre qualifying a Supplier can be secured from:
4.4.1
Primer on Licensing of Contractors
4.4.2
Rules & Regulations Governing Licensing and Accreditation of Contractors
4.4.3
Guidelines for Registration and Classification of Contractors
4.4.4
P.D. 1594 and its Implementing Rules and Regulations
Evaluate received pre qualification documents.
Prepare a report on the pre-qualification process and secure the Customer’s approval of the
pre-qualified suppliers prior to the issuance of invitations to bid or requests for proposal.
In cases where the Customer has its own pre qualification system, an approved shortlist of suppliers is
issued to the PMT for use in the project.
5.
Bidding, Negotiation and Award
The CPMT shall establish a procurement schedule to ensure that timely procurement is conducted based on
the project schedule.
5.1
5.2
5.3
5.4
5.5
5.6
5.7
5.8
5.9
5.10
Prepared By:
Prepare Procurement Schedule. Refer to WI-03-DCI: Preparation of Procurement Plan
Prepare Bid Documents; refer to WI-05-DCI: Preparation & Issuance of Bid Documents
Issue Invitation to Bid (DCI-ITB) based on the approved short list of bidders
Issue Bid Documents. Refer to WI-06-DCI: Payment of Bid Documents
Issue pertinent Bid Bulletins (DCI-BIB) during the conduct of bidding exercise
Review the received bids for compliance to Instruction to Bidders. Refer to WI-07-DCI:
Evaluating Proposals
Conduct Clarificatory or Post Bid meetings. Refer to WI-15-DCI: Conducting a Meeting
Prepare and submit Bid Evaluation Report.
Negotiate and award. Assist the Customer in finalizing the Contract. Issue a Letter of Intent
(DCI-LOI) or Notice of Award/To Proceed (DCI-NOA) or refer to WI-08-DCI: Finalizing
Contract.
Issue Letter of Regret (DCI-LOR) to all losing bidders.
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{Project Name}
Construction Project Management Plan
Section 7
Scope of Functions
Construction Phase
General
The Construction Phase is the longest stage in the life of a project. This starts after an award is made and extends
until the issuance of certificates of completion and accounts are closed off.
The CPMT ensures that the time, cost and quality concerns of the Customer are addressed thru the implementation of
following sections :
1.
Project Management Orientation
An orientation or kick-off meeting is conducted by the CPM to inform the Supplier of the project’s ground
rules prior to or during the Supplier’s mobilization at the project site. Refer to WI-09-DCI: Project
Management Orientation.
2.
Request For Information
Any requests for clarification and/or additional information from Suppliers during the construction phase is
made thru a Request for Information and is processed by the CPMT. Refer to WI-10-DCI : Request for
Information. Copies are distributed to designated recipients and another kept on file.
3.
Substitution Request
A Substitution Request is done to ensure that all post-award substitution proposals by the Supplier
(Contractor) is properly reviewed, evaluated and approved by the PTG prior to its implementation. Refer to
WI-11-DCI : Substitution Request.
To compensate, substitutions considered by the PTG are generally toward a higher quality without cost
implication to the Customer or a new and better product is introduced in the market and a savings can be
generated. Substitutions with cost implications are discussed with the Owner.
Prepared By:
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construction project managers
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{Project Name}
Construction Project Management Plan
4.
Section 7
Scope of Functions
Project Manager’s Instruction
The CPMT documents all field orders given by the PMT regarding the interpretation, administration,
alteration and modification of contract documents thru a Project Manager’s Instruction. Instructions may
result to the issuance of a change order. Refer to WI-12-DCI: Project Manager’s Instruction. Project
Manager’s Instruction Log (DCI-PML) is used to record and monitor issued PMI.
5.
Change Order
The CPMT documents all changes in contract documents affecting cost and/or time thru a Change Order.
The Supplier (Contractor) should not perform any extra work for which payment is expected without a
Change Order. An exception is during an emergency where work must be carried out immediately to prevent
harm to personnel or damage to the structure. Refer to WI-13-DCI: Change Order.
6.
Meetings
Construction meetings facilitate coordination of work, resolution of issues and help prevent problems from
occurring. Refer to WI-14-DCI: Preparation of Notice of Meeting and Agenda and WI-15-DCI: Conducting a
Meeting. Some of the meetings conducted during the construction phase are as follows :
6.1
6.2
6.3
6.4
6.5
6.6
6.7
6.8
7.
Project Orientation or Kick-off Meeting
Project Technical Group (PTG) Meeting
Construction Coordination Meeting
Design Coordination Meeting
Safety Meeting
Special Meeting
Close-out Meeting
CPMT Staff Meeting
Submittals
A Submittal provides information about systems, equipment, materials, products and administrative matters
necessary to ensure quality of the work and is presented by the Supplier for the PTG’s approval prior to
implementation. Refer to WI-16-DCI: Submittal Transmittal.
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Construction Project Management Plan
Section 7
Scope of Functions
Submittals should not be used to secure approval for unspecified products or modify the contract
requirements.
8.
Construction Schedule Management
The CPMT periodically reviews the construction schedule prepared by the Supplier. Refer to WI-17-DCI :
Review of Construction Schedule.
8.1
8.2
8.3
8.4
8.5
8.6
9.
Site Safety and Environment Management
9.1
Review the Supplier’s Safety Program approved by Department of Labor and Employment (DOLE)
for compliance with the contract documents. Refer to sample DCI Safety Manual.
9.2
A Safety Officer (SO) is designated from the CPMT to organize the Site Safety and Health
(SSH) Committee composed of representatives from the Suppliers.
Safety meetings are conducted on a regular basis, this is chaired by the SO.
All suppliers are oriented and issued a copy of the DCI Safety Manual for reference in
formulating their own.
SO monitors the health and safety conditions at the site thru the Safety Inspection checklist
(DCI-SIC).
9.3
9.4
9.5
Prepared By:
The CPMT monitors compliance to the schedule based on Supplier’s weekly accomplishment
report.
The Supplier is advised of any delays noted and a catch-up schedule is requested.
After the review, the CPMT endorses the complete and complying schedule to the Customer
for approval.
The approved schedule is reproduced and distributed. A copy is posted at the site office.
Any revision in the dates of completion should be recorded as this may be grounds for the
Supplier’s claim for extension of time (EOT). Evaluate the claim based on project records.
EOT is valid if the activity falls on the critical path. Issue a Change Order if the Customer
approves the EOT. Refer to WI-13-DCI : Change Order.
If Supplier fails to complete the work on schedule, refer to the general conditions of contract
for the application of liquidated damages (LD).
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Construction Project Management Plan
9.6
9.7
10.
Section 7
Scope of Functions
SO issues a Safety Notice Report (DCI-SNR) or Incident Report (DCI-INR) for any
violation/non-compliance with the SSH Program or incidents including any unsafe act and/or
unsafe condition.
Weekly, monthly and year-end Safety Reports are prepared by the SO to monitor the
implementation and check effectiveness of the SSH Program until Completion and Turnover
of the project. These are incorporated in the Progress Reports submitted to the Customer.
Refer to sample Safety Report.
Construction Observation, Inspection and Testing
Observation, inspection and testings are conducted to ensure and control the quality of work. Refer to WI18-DCI: Observation, Inspection and Testing. A copy of the accomplished Inspection and Work Request
form is kept on file.
11.
Measurement and Payment
This section ensures that Supplier’s requests for payment (billings) are correctly evaluated and processed
within the pre-agreed durations as stipulated in the CPMP.
11.1
The CPMT conducts joint evaluation of work accomplishments upon advise of the Supplier. Refer
to WI-19-DCI: Conducting Joint Evaluation.
11.2
The Administrative Assistant verifies completeness of the Supplier’s request for payment prior to
receiving the documents. Refer to DCI-RPC (Request for Payment Checklist) form. Notify and
return to Supplier if the submitted request is not complete. The AA monitors status of the
document from the time it is received until it is endorsed to the Customer for payment.
11.3
The Administrative Assistant routes document to CPM for proper dissemination to the concerned
staff.
The CPA/E validates submitted work accomplishment against joint evaluation.
Prepared By:
11.5
Based on the evaluated accomplishment, the AA updates the Contract Cost Report (DCI-CCR) and
prepares the Recommendation for Payment (DCI-RFP) for CPA/E and CPM’s signature. If
required, documents are also sent to Design Consultants for signature.
11.6
The Administrative Assistant transmits accomplished DCI-RFP with complete attachments to the
Customer for payment by using Transmittal Cover Sheet (DCI-TCS). A copy is kept on file.
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Construction Project Management Plan
12.
Section 7
Scope of Functions
Owner and Third Party Claims
This section ensures that insurance coverage for the project is appropriate and updated based on the
contract requirements. This section also ensures that any claims and disputes that arise in relation to the
project are endorsed to the Supplier.
12.1
13.
Prior to receiving the Supplier’s bonds and warranties, the Administrative Assistant verifies
Contract stipulations with regard the following :
12.1.1
amount covered
12.1.2
validity period
12.1.3
policy number
12.1.4
terms and conditions
12.2
The AA receives the documents, logs information in the Bonds and Insurance’s Monitoring Log
(DCI-BIM) and monitors claims and expiration dates. Supplier is notified at least a month before
bonds is set to expire.
12.3
The AA transmits the original copy of bonds to the Customer and retains a photocopy of the bonds
on file.
12.4
Any claims to the bond are endorsed to the Supplier.
12.5
Based on pre-agreed durations as stipulated in the Contract, the CPM recommends the release of
bonds.
Progress Reporting
A formal report is prepared by the CPMT to provide the Customer an update on the progress of the project
during a given period of time. Reports prepared by the CPMT during the construction phase are the weekly,
monthly and the year-end report.
Reports required from the Supplier are the daily and weekly report. Refer to Contractor’s Daily Report (DCICDR) and Weekly Progress Report (DCI-WPR).
13.1
13.2
Prepared By:
Based on pre-agreed report submittal dates, the Administrative Assistant receives Supplier’s
report.
The CPA/E reviews the content of the Supplier’s report vis-à-vis actual site conditions.
Supplier is advised to revise or augment submittal made, if required.
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Construction Project Management Plan
13.3
13.4
13.5
14.
Section 7
Scope of Functions
The Administrative Assistant encodes Supplier’s validated submittal into the report format.
Refer to sample Project Update. For monthly and year-end reports, an Executive Summary
prepared by the CPM is included.
After the CPM’s approval, the report is finalized by the Administrative Assistant and
signatures are secured from designated signatories and reproduced to the pre-agreed
number based on the CPMP.
Copies are transmitted to pre-determined recipients on pre-agreed dates and a copy is kept on file.
Completion, Turn-over and Contract Close-out
This section establishes a comprehensive and thorough process to ensure a timely and orderly transfer
of the completed project from the supplier to the owner. This section can extend to the Postconstruction phase.
This section begins with the Project Teams establishment of close-out proceedings conducted prior to
any turn-over and ends with the issuance of a Certificate of Completion and the closing out of Supplier’s
accounts.
14.1
14.2
14.3
14.4
Meet with the Project Team to agree on procedure and schedule for turnover of the Work to
the Customer. Refer to WI-22-DCI Project Close-out.
If the Customer requires the early possession of an area before the pre-agreed turnover
schedule, the Project Team conducts an inspection of the area/work to determine the balance
of work and defects. Refer to WI-20-DCI: Punchlisting and WI-21-DCI: Review of ‘As-Built’
Drawings. The CPMT issues a Certificate of Owner’s Early Possession to the Supplier. Refer
to sample Certificate of Early Possession form. The list of balance of works serves as an
attachment to the certificate. The Supplier’s schedule to complete balance of work is agreed
upon with the Project Team.
The CPMT conducts final accounting of each Contract Package to reconcile Supplier’s
accounts and ensure that there are no overpayments made or pending claims for change
order and payments from the Customer. Update DCI-COR (Construction Cost Report).
Secure Supplier’s and Customer’s concurrence on final accounts. Use Statement of Final
Account (DCI-SFA). This will serve as an attachment to the Certificate of Completion.
The CPMT prepares an inventory of all project related documents and records generated
through out the span of the project to its completion related to the particular Contract
Package. This is turned-over to the Customer together with the Certificate of Completion.
Refer to QP-01-DCI : Control of Quality Records.
Post-Construction Phase
General
The Post-construction phase of a project often times overlap with the Construction phase. Post Construction may start
upon the issuance of the Certificate of Substantial Completion and end with the physical pull out of the Project Team
and the termination of services. Refer to WI-22-DCI : Project Close-out.
Prepared By:
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construction project managers
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{Project Name}
Construction Project Management Plan
1.
Project Close-Out (Termination of Services)
1.1
1.2
1.3
1.4
1.5
1.6
Prepared By:
Section 7
Scope of Functions
After all the final accounting of Supplier’s accounts is conducted and certificates of
completions are issued, the CPMT prepares and submits the Final Project Report to the
Customer. Refer to sample Final Report.
The CPMT prepares the inventory of equipment and records for turnover to the Property
Custodian for safekeeping. All diskettes shall be turned-over to QMD for disposition. Refer to
QP-01-DCI : Control of Quality Records.
The CPM advises HRASD of availability of CPMT personnel for transfer. The CPMT is
demobilized.
The site office is turned-over to responsible party and any outstanding accounts are settled.
The CPM with the Managing Director conducts final Project Accounting with the Finance
Department.
The Managing Director shall evaluate the services rendered by the Construction Project
Management Team through a customer feedback mechanism. Refer to QP-06-DCI : Product
Realization.
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