The Initiating phase of the Construction project management process is where the project gets defined and authorized by management. The inputs to this phase are usually a statement of work or a contract given to you by the project sponsor. Other inputs are the environmental factors of your organization such as policies, procedures, and cultures to name a few. The output of the Initiating process is a Project Charter, focus on project scope and costs issue, set major milestones, and a Preliminary Project Scope Statement.
We value leading the Project with a commitment that allows for nothing but success. By embracing new ideas, working well with our partners, meeting challenges with enthusiasm, and serving as positive advocates for the project, we will provide the leadership required for exceptional delivery. We value managing the Project well by clarifying our priorities, defining expectations and directing all efforts toward addressing the most critical issues first. Working hard to determine what must be done to guide potential toward opportunity will provide the focus we need to succeed.
We value the resources entrusted to us. By developing and recognizing our staff, practicing fiscal responsibility, measuring and reporting on performance, delivering what we promise, keeping to a schedule, and communicating with honesty and transparency, we will demonstrate our integrity. Measures of Success • • • • • • Safety: No Recordable or lost time injuries and reportable injuries lower than the industry average Schedule: Meet or beat established project milestones Budget: Manage risks to contain costs
within budget Quality: Conform to project requirements without adverse effects on milestones or budget Environmental Compliance: Complete project without permit violations. Public Perception: Strong Community Support Through Effective Communication Project Management Process | 4 Project Planning Once a contract has been awarded: It is the responsibility of the project staff to review the item material lists and arrange for deletion of material codes that will not be required. They shall also request addition of item material codes that they determine are necessary.
Site Manager staff reviews the uploaded data in Site Manager for accuracy prior to making a project active. If the contract contains more than one category, the site manager staff will discuss with the project engineer and supervising engineer (SE) the need to keep the multiple categories. The SE will determine if the Site Manager staff should process an administrative construction order to combine Categories with like federal funding. A preconstruction meeting with the Contractor must be held for all Contracts awarded. The purposes of the meeting are: • To review the Contract, especially job-specific special provisions.
• To discuss Project features, particularly those that may present problems. • To discuss Environmental Permits and concerns. • To discuss the potential problems of water pollution and soil erosion. • To review the Contractor’s proposed progress schedule. • To review the methods of handling traffic. • To review sampling and testing requirements for materials to be used throughout the construction process. Project Management Process | 5 • To address any of the Contractors’ questions concerning the plans and the Contract.
Any problems that cannot be resolved at this meeting will be reviewed with the District office, and the final determination will be transmitted to all concerned, and if feasible, incorporated in the written report of the meeting. Start and completion dates for utilities must also be sent to: • the Manager of Fiscal and Special Projects, and • The Transportation Utilities Engineer. Notification should be sent to both of the above within seven days of effective completion date so final audits can be performed. The original of all memorandums regarding project status must be addressed and sent to the Construction Division Chief.
The functional requirements for construction planning such as technology choice, work breakdown, and budgeting. Construction planning is not an activity which is restricted to the period after the award of a contract for construction. It should be an essential activity during the facility design. Also, if problems arise during construction, re-planning is required. Project Implementation/Execution In this stage we deal with contract management, Construction Management , and cost management. The integration of the different design aspects almost always requires that changes in approach be made in each aspect to accommodate the others.
Such changes should be made as early in the design of the building as possible, since the time and work required in making changes increases rapidly as the design becomes more detailed. It is helpful therefore to have a systematic approach to the coordination of these approaches, and the Design Brief is a good opportunity for providing this. It is suggested that some initial indications are included in the Design Brief at the project inception stage, and that the consultants amend these as the design develops.
The building envelope consists of all the different elements that make up the fabric of the building, such as the floor, walls, windows and roof. Most of the design decisions relating to the building envelope are the responsibility of the architect and structural engineer. They have a large impact on the thermal performance of the building, and it is therefore essential that the performance of the envelope is coordinated with the design of the HVAC system. This is the area that offers most opportunities for improved building performance through an integrated design approach.