1. PROJECT MANAGEMENT
Presented by:
Allan Berry, Yorkshire Engineered Solutions LLC

2. Today’s Presentation
• What is Project Management?
• You may agree
• You may disagree
• There may be duplication
• Glean what works for you
• Project Management is dynamic !!!

3. A. Objectives

4. Objectives
• Define the term “Project”
• Characteristics of a Project Manager
• Functions of Project Management
• Importance of Ethics
• Flow and the Phases of a Construction
Project
• Four common Delivery systems

5. “Laws” of Project Management
• Projects progress quickly until they are 90%
complete. Then they remain at 90%
complete forever.
• When things are going well, something will
go wrong.
• When things just can’t get worse, they will.

6. “Laws” of Project Management
• When things appear to be going better, you
have overlooked something.
• If project content is allowed to change freely,
the rate of change will exceed the rate of
progress.
• Project teams detest progress reporting
because it displays their lack of progress.

7. Introduction to Project Management
• Can Be Learned
• Is Often a Career Path
• Most People learn Project Management by
Experience
• So What will we be talking about today
– The need to be organized
– The need to be methodical
– The need to account for measurable goals

8. Introduction to Project Management
• W. Edwards Deming:
“If you can’t measure it, you don’t
know anything about it”

9. Introduction to Project Management
The Project Manager:
• Has achieved a level of competency
• Has experience
• Has a responsibility for multiple projects
– Different skills for each project …

10. Introduction to Project Management
• The nature of Construction is diverse
– Different types of project in this region
– Construction industry provides many solutions
– Construction is a growth industry
– Project Management skills are essential
We will identify key concepts and best
management practices to help you be
effective

11. What is a Project
• Every project has a finite timeframe and
schedule
• Projects generate profit or loss to a company
– Many aspects
• Project Management Institute (PMI)

12. Characteristics & Functions of a
Project Manager
• Primary areas of project management and
authority
– What do you think of when you think “Project
Manager?”

13. Characteristics & Functions
• Overview of Areas of Authority &
Responsibility
– All projects have unique characteristics
– Importance of time, budget, AND quality
– Logistics, challenges and management factors
– Project Manager is responsible to Upper
Management
– Need effective communication
– Understand the contract
– Compliance with plans, specs and codes

14. Project Management Skills
• Planning
• Initiating
• Directing
• Organizing
• Communicating
• Controlling
Importance and Consequence

15. Planning
• Work Breakdown Structure
– In the early phases of the project
– Similar to an organizational chart
• But for the project tasks
• CPM Scheduling
– Critical path
• Longest path through the project
• Risk Management
– Resources, safety, budget, staffing, permits

16. Initiating
• Building relationships
• Be aware of your customer needs
• Budgeting / estimating
– Need to be able to read and interpret the project
documents

17. Directing
• Guide and Supervise
• Communicate !!!
• Lead by example

18. Organizing
• Staffing Structure
– Formal lines of communication
– Informal lines of communication

19. Organizing

20. Organizing
• Your span of control depends on:
– Your ability and personality
– Quality of communication
– How much “stuff” you have going on
– Skills and training level of the project team
– Types of projects you are doing

21. Communicating
• Have a Plan !!!
– Lots of paperwork
– Identify what you have to do
• What, when, and how ….
– Distribution lists
– Status reports
– Closeout documents

22. Controlling
• Remember “Deming !!!”
• Monitor your projects
• Report results
• Take corrective measures

23. Ethical Approaches
• Definition: “Doing the right thing”
• This is VITAL
–If you wouldn’t want to read about it in
the paper or see it on the news, don’t
do it !!!

24. Ethical Approaches
• Prepare ethical bids
– Require the same from suppliers
• Negotiate fairly
• Be honest and candid
• Only offer/provide services that you are
competent in
• Comply with the law !!!
• Be careful with proprietary info / COI

25. Ethical Approaches
• Remember
– The company that integrates ethics within
their business plan is less likely to
• See increased turnover of staff
• See litigious situations
• Experience client dis-satisfaction

26. Phases of a Construction Project
• Project Development
• Design
• Construction

27. Remember what a project is …
• Basic Definition: All “Projects” have a
defined beginning and a defined end
• Different from never ending functions such
as banking, sales, HR issues etc.
• Intuitively we know that projects have a life
cycle

28. Development
• Where the “Why is this project being
undertaken?” question gets asked.
• Projects happen because a problem or issue
caused a need
• To solve a problem, we need a measurable
set of goals

29. Development
• Constraints:
– Goals should be constrained to be:
• Specific
• Measurable
• Agreed to by the stakeholders
• Realistic
• Have a timeframe
Things to consider …..

30. Development
Things to consider:
• Define the overall requirements
• Careful with verbiage
• Write in simple phrases
– Simply, literally, and in detail
• Items should be verifiable
• Identify any related requirements
– The “what-ifs”

31. Development
This is a Two step process:
1. Characterize the project in terms of
– Assumptions
– Alternatives
– Decision-making criteria
– Models for making choices

32. Development
2. Select the Overall Approach that will be
used to achieve the objectives
– Prepare the Project Definition
• How the work will be done
• How the project will be organized
• Who the key personnel are
• The preliminary schedule
• The preliminary budget

33. Development
• Be Aware:
– Practical constraints
– Potential Obstacles
– Resource budgets
– Schedules
DO NOT BURY YOUR HEAD IN THE SAND

34. Development
• Get the “Go-Ahead to proceed

35. Design Phase
• Detailed plans are prepared
• Tasks identified with milestones
• Project Managers often try to do this phase
during the concept development
– To look good to the client
– To reduce workload
– Can be fraught with problems later on

36. Design Phase
• Components
– Project summary
– Scope of work
– Milestones
– Work Breakdown Structure (W.B.S.)
– Preliminary schedule
– Resource requirements
– Budget
– Organizational chart
– Standards
– Contact points

37. Design Phase
• LOGISTICS
– Physical Site Conditions
– Access to Site
– Jurisdiction Requirements
– Neighbors
– Services & Utilities
– Weather
– Material Availability
– Material Storage Needs
– Security

38. Budgets versus Estimates
• Budgets: A statement of the financial
position of an administration for a definite
period of time based estimates or
expenditures during the period and
proposals for financing them
• Estimates: To judge tentatively or
approximately the value, worth, or
significance of

39. Budget
The Importance of Budget Maintenance
• As a Project Manager, you always need to know where you
stand economically, relative to the budget and the end of the
project
• Lot of sins are forgiven when the budget is under control
• When the budget is out of control, troubles of all sorts are
likely to ensue
• In our market economy, competing interests, competing
priorities and the perpetual use of human ingenuity to deliver
more for less prevails. The primary driver on virtually all
business success involves giving more for less. One of the
governing factors is economic, and that is a good thing.
• When we have command of the budget, good decisions can
be made

40. Budget
Introduction to Estimating
Estimate basics:
• Quantity take off
• Labor hours and crew rates
• Material quantities and cost
• Equipment requirements and rates
• Subcontractor ( Labor, material, & equipment
• General conditions (Project Specific Overhead)
• Overhead (General Office)
• Profit

41. Budget
Introduction to Estimating
Types of estimates:
• Budget/feasibility
• Project control/Project Management
• Bid
• Proposal
How detailed is the scope ?
– Walk through with the Owner pointing at stuff ?
– Full plans, specifications, and formal bid procedures ?
– Somewhere in between

42. Budget
Introduction to Estimating
• Build the project on paper
• Levels of estimates
– Order of magnitude
– Schematic / Conceptual Design
– Design Development
– Construction Document
– Bid

43. Budget
Introduction to Estimating
Estimating resources:
– Walker’s
– Means and other cost guides
– Experience
– Quotes
– Well maintained databases

44. Schedule
• Time is of the Essence
• Time is Money
– Nowhere is this more true than on Project
Management
– If you cannot schedule a project, don’t do it
• The schedule affects all areas of a project
• Control the schedule
• The schedule is your friend

45. Schedule
• Construction Sequencing
• Working knowledge of construction is vital
• Three steps to comprehensive scheduling
– Build the project in your mind
– Commit the schedule of activities to paper
– Follow and adjust then schedule

46. Schedule
Construction Scheduling
• Coordinate all schedules
• Inform all stakeholders
• Adapt quickly to changes

47. Schedule
Types of schedule
• Gantt / Barr
– Most Common techniques used in light
construction
– Easy to understand
– Specialized computer programs
• CPM
• Too complex for many projects

48. All Phases of the Project
• There are going to be issues / problems in
any project
• Three opportunities to solve them:
– When it comes to mind
– When it is detected
– When it happens
Remember - the closer you get to the
problem, the harder it is to solve

49. Construction Phase
• Contractor
– Uses own forces
– Subcontracts work
• Inspections
• Deficiency Lists
• Acceptance

50. Construction Project Flow
• Bid period
• Pre-construction period
• Construction period
• Closeout

51. Project Phases

52. Bidding Phase
• Review scope
– Estimate
– Material take off
– Subcontractors
– Suppliers
– O/H & profit
– Mark up
– Review documents to determine the extent of
the work. Submit bid
• Award (not always based on cost)

53. Preconstruction Phase
• Issuance of subcontracts & P.O.s
– Contract award checklist
• Schedule Development
• Review the project estimate
• Identify manpower & equipment
• Establish cost control
• Preparing job site mobilization plans

54. Preconstruction Phase

55. Construction Phase
• This is what most people think about when
they think of a “Project”
• Consists of:
– Doing the work
• This is where safety requirements “live”
• This is where QA requirements “live”
– Reporting the results
• Oft Most Violated Rule
“You Cannot Do It Alone !!!”

56. Construction Phase
• Common Attributes to be emulated:
– Recognize the impossible
– Be fair and consistent
– Communicate and be understood
– Understand your business
– Be positive
– Don’t ignore mistakes

57. Construction Phase
• Common Attributes contd:
– Recognize the efforts of others
– Do not procrastinate
– You may have to tolerate some weaknesses
– Be accountable

58. Construction Phase
• There are going to be issues / problems in
any project
• Three opportunities to solve them:
– When it comes to mind
– When it is detected
– When it happens
Remember - the closer you get to the
problem, the harder it is to solve

59. Construction Phase
• Secret- plan and deliver the project in as
organized manner as possible
• Define a process for dealing with identified
problems

60. Construction Phase
• Example, one process might be:
– Define the problem
– Gather data and analyze the issues
– Generate a set of possible solutions
– Select the optimal solution
– Implement the solution
– Evaluate the adequacy of the solution
– Assess the process / celebrate !!!

61. Construction Phase
• Problems can be anticipated by doing a task
review on the schedule and by considering
some open-ended question

62. 6.3.0 Construction Phase
• Open-ended Questions:
– What persistent problems do you have?
• What is being done to correct them?
– What problems do you foresee?
– What additional information do you need?
– What additional resources do you need?
– Are there personnel problems?
• What personnel problems do you anticipate?

63. 6.3.0 Construction Phase
• Open-ended Questions contd:
– What could cause schedule difficulties?
• What would need to happen to complete the
schedule early?
– Will the project be on budget?
• What can you do to offset potential overruns?

64. Construction Phase
Beware of Productivity Killers !!!
• Examples:
– We tried that before…
– You’re right, but….
– We don’t have the time…..
– Let’s form a committee….

65. Construction Phase
Problem Solution
Loss of team member •Plan back-ups / cross train.
•Consider contracting out
Vendor delays •Check references prior to
contracting. Follow up on a regular
basis.
• Use penalty/incentive plans.
•Look for substitutions
Resources too thin •Shift resources to the critical path
items.
•Contract out.
•Hire more people
Budget Creep •Eliminate non-essentials
•Look for cheaper substitutions

66. Construction Phase
When Things go Wrong
• Consider:
– Renegotiation
– Adjust the project scope
– Be open to substitutions
– Seek alternative sources
– Reallocate resources

67. Construction Phase
Personnel Conflicts:
• Human resources
• Equipment and facilities
• Capital expenditures
• Technical opinions
• Priorities
• Administrative procedures
• Scheduling
• Roles & responsibilities
• Personality conflicts

68. Construction Phase
• The Last task is completed, but
– Are we finished ?
• The Project Validation or Close-Out phase is
the phase that confirms that the Owner is
satisfied !!!

69. Construction Phase
Project delivery
– How we complete and close out a project can be
as important as how we construct it. If what we
have built is not documented, the legal
documents we have created are not concluded
and the on-going care of the structure not
addressed, we can expect problems in the future
– What may have been a success can quickly turn
into failure

70. Closeout Phase
• Validation:
– Is Owner satisfied?
– Make adjustments or answer questions
– Make sure files are in good order
– Make sure documents are available for future
reference
– Are accounts up to date? Audited ? Closed out?
– Reassign Staff i.e. LEAVE !!!

71. Close-out Phase
• Deficiency lists
• Guarantees & Warranties
• O & M Manuals
• Lien Releases
• As-builts

72. Construction Delivery Systems
• Traditional
• Design-build
• CM-GC
• Engineering-procurement-construction

73. The Project Team
• Construction projects are conceived,
planned, designed and built by a team:
– Owner
– Various design professionals
– Contractors
• Various Contractual frameworks

74. The Project Team
• In Oregon, in the Public Sector:
– Traditional
• Owner
• Design Professional
• Contractor
– Owner contracts independently with the two
entities, normally contractor & architect/engineer
– Typical forms of contract, specifications reflect
this arrangement

75. The Project Team
• Owner may retain a Project Manager
• In the traditional arrangement, all team
members have to:
– Accept responsibility for their efforts
– Strive for economy and efficiency
– Cooperate and coordinate their efforts
– Adhere to an established budget & schedule
ALL PARTIES NEED TO INSIST ON QUALITY !!!

76. The Project Team
Task Owner Design Team Contractor
Establish the standards
of performance
Prime Responsibility Assist / Advise Assist / Advise
Appoint advisors for
the Owner
Prime Responsibility
Select the Project
Manager
Prime Responsibility
Delegate authority by
contract
Prime Responsibility Reviews Reviews
Conceive, plan, &
design
Reviews Prime Responsibility
Provide technically
qualified team
members
Reviews Prime Responsibility Prime Responsibility
Construct to plans &
specifications
Reviews Reviews Prime Responsibility
Avoid conflicts of
interest
Prime Responsibility Prime Responsibility Prime Responsibility
Comply with official
requirements
Prime Responsibility Prime Responsibility Prime Responsibility

77. 7.1.0 The Project Team
• All members of a quality-based project:
– Have a serious interest in overall team performance
• Team members who are not always that visible:
– Financial organizations
– Insurance and surety companies
– Suppliers
– Government officials
– Attorneys
– Ultimate users of the facilities

78. 7.1.0 The Project Team
• Several models that define roles and
responsibilities e.g. EJCDC for the different
models.
• Other models:
– CM-GC
– Design-build (turn-key)
• Historical perspective

79. The Project Team
• Traditional
OWNER
CONTRACTOR
DESIGN
PROFESSIONAL
SUB-
CONTRACTORS
SUBCONSULTANTS

80. The Project Team
• CM-GC
OWNER
CONSTRUCTION
MANAGER
DESIGN
PROFESSIONAL
CONTRACTORS
SUBCONSULTANTS

81. The Project Team
• Design-build
OWNER
CONSTRUCTION
MANAGER
DESIGN
PROFESSIONAL
SUB-
CONTRACTORS
SUBCONSULTANTS
GENERAL
CONTRACTOR /
ENGINEER

82. The Project Team
• When to use the alternatives?
– In Oregon, the Owner has to declare an
exemption ( covered in ORS 279)
• Time savings
• Cost savings
• Technical complexity

83. Project Execution
Personnel Conflicts:
• Human resources
• Equipment and facilities
• Capital expenditures
• Technical opinions
• Priorities
• Administrative procedures
• Scheduling
• Roles & responsibilities
• Personality conflicts

84. Project Validation
• The Last task is completed, but
– Are we finished ?
• The Project Validation or post-assessment
phase is the phase that confirms that the
Owner is satisfied !!!

85. Project Validation
• Validation:
– Is Owner satisfied?
– Make adjustments or answer questions
– Make sure files are in good order
– Make sure documents are available for future
reference
– Are accounts up to date? Audited ? Closed out?
– Reassign Staff i.e. LEAVE !!!

86. Summary
• Project Manager must be involved on a daily
basis:
– Implementing more efficient work methods
– Using more effective tools and equipment
– Providing training and re-training of personnel
– Monitor productivity
• Improve it ……
• Review and follow up on productivity records