Service Management: Project Planning and Implementation - Assignment Example

Services Project Management Assignment 1 Adherence to brief: Process of construction is, in a properly executed project, a structured sequence ofplanning, design and execution. The preparation of the brief is the first document prepared for the project, and outlines the direction for the whole project. A project brief may include a number of themes central to the project. The brief also outlines the best practices for the various aspects of the project. These aspects are but not limited to: Land Use, Urban form and design: Include site criteria, site reuse, Masterplan for the site, investigations on site, landscaping, mix of uses if required, density of development, site risk mitigation. Transport: Includes transport assessment, project accessibility, parking, local amenities and linkages. Energy: Includes system design, modeling, whole life costing, HVAC design bases, lighting, IBMS, Carbon footprint, use of renewable energy Procurement: Involves method of procurement and supply chain management Impact of the built form: Includes adherence to building regulations, water management strategy, strategies to reduce water consumption / demand, rainwater harvesting, noise reduction, sustainable drainage, air pollution reduction etc Building materials and techniques: Best materials, lifecycle costing, degree of recyclability, sourcing methodology Waste handling and ecological impact during the project lifecycle: Waste management planning, waste elimination, resource efficiency, segregation, storage, storage, disposal etc Social impact of the project: Involves community involvement, local impact. Due to the holistic nature of a project brief, following the brief assures the client of the project meeting his vision. Additionally, as the brief deals with the process as well as the product, adherence by all participants during the construction process prevents deviation of the project in terms of either methodology or specification. Adherence to brief also allows benchmarking for the project, and sets higher standards for all contractors involved. Prestige: The prestige and pride associated with a project has to inculcated by the project management team to motivate all actors to perform at their optimum during the process. A high level of personal pride translates to a better site, with a multi-disciplinary non-adversarial approach to problem solving and work completion. Such an atmosphere reflects positively on the project, and assures the client throughout the project of the competence and motivation of the team on site. Profitability: The objective of profitability of the project is a cornerstone of a successful project, and the client's needs can be met only if at every stage of the project, every possible method to value-engineer the project is used to cut costs and increase profitably for the client. Constant monitoring of these methods and their quantifiable results should be presented to the clients, so as to assure him of the teams' endeavor towards meeting project goals and deliverables. Expectations: At the onset, every client has certain expectation from the project in terms of process and product. These expectations should be crystallized by the project management team during the design and planning stages so as to meet actual possible execution targets. The contractors and consultants should also be made aware of what the client expects from them so that they can streamline project procedures and operations to meet the client's expectations. Quality: The first step towards assurance of quality is an objective assessment of the competence of the contractor and the CDM coordinator. All stakeholders in the project need to decide the specifications of all deliverables in the project and make sure that standards are met. When the client is confident of the quality of his team's work, he is able to perform his duties better and contractors have relatively lower number of problems with payments and external interference during work. Time: All projects are economically and functionally viable only if completed within a certain timeframe. Meeting the chronological objectives of the project is of paramount importance to meet the client's goals for the project. If the project deviates from the timelines for any reason, it is the CDM coordinator's responsibility to deconstruct the causes and suggest rectifications to process wherever needed to bring the project back on track. In addition to the overall goals for a project, a delayed project invariably means added expenditure for the client. 1.2 Essential duties and responsibilities of an: Architect: Ensure that his design meets all local laws and building regulations. Preparation of feasibility studies for a site, prior to any design, in an advisory capacity. Recommendation of contractors and contract type to the client. Preparation of all design and working drawings, and their timely release to site. Changes to the drawings prepared by his/her office if required. Representing the clients' interests on site. Prevention, detection and rectification of sub-standard or inaccurately executed work. An architect is expected to discharge his duties with 'reasonable care and skill'. An architect is responsible for providing all finishes and specifications for his design, as also the accommodation of all essential systems within his building. Coordination with other consultants during the design phase. An estimate of the project cost, and subsequent comparison with quotations received from contractors. Duty to act impartially as a medium between the client and a contractor, in the absence of a CDM coordinator. Periodic site visits to inspect work and check adherence to design and specifications. Certify a building as complete. Design Consultant: Concretise design brief and prepare and assess the risk assessment for the project. Do conceptual designing and basic schematic engineering as supporting systems outlines for environmental clearance documents. Perform pre-design technical evaluations and develop engineering criteria for the project. Prepare an estimation of the capital expenditure and possible cash-flows for the project. Work out the construction schedule for the project during the design process. Quality control and Quality Assessment for the project deliverables. Coordinate with the architect towards all design drawing submissions and project specifications. Site Agent: Managing teams of Foremen and engineers on site. Assuring delivery of projects as phase-wise deliverables. Making sure of timely self-certification and checking of all work. Checking maintenance of health and safety best practices on site. Schedule safety drills periodically, and record and report the results. Managing sub-contractors and coordinating with principle contractor. Preparation and checking of forecasts. Clerk of works: Undertake periodic inspections to ensure compliance to quality standards. Investigate and report on complaints to site agent. Inspection of construction work at regular intervals for compliance to internal audits. Check on completion of performance checklists. Monitor all material testing on site. Provide guidance on procedures on installation of systems and compliance with best practice. Assist the site in charge in communicating technical reports to the project team. Keep a log of all inward movement of material and of usage. Assist in conducting safety drills, and in maintaining workers welfare facilities. Maintain the H&S file. Project Stage Responsibility Project Initiation The responsibility lies with the client, and the possible advisory role of the architect to prepare a feasibility study. Planning / Funding Client's responsibility, using the feasibility reports and financial consultants to arrange funding / loans. Preparation of the Project brief as a basis document. Environmental clearances Architect and design consultant. Design Architect with inputs from design consultant. Prepared with other consultants systemic requirements and client's wishes. Project management teams inputs. Permissions Architect with design consultants. Tendering and Award Client and project management team. Architect's basic estimate is used, and he may recommend contractor and contract type. Construction Architect and consultants provide drawings, project manager oversee adherence, and contractor executes. Client pays periodically. Commissioning Principal contractor and Clerk of Works. Operation /Post occupancy All systems are checked post-occupancies, and all contractors rectify all defects occurring during the defect liability period. 1.3 Forecasting: The application of cash-flow forecasting to a construction project makes it possible for the client as well as the contractor to calculate the amount of money that he will require at any point in time during the project in order to complete it in time and according to budget. A large percentage of contractors face economic difficulties in executing and completing projects, as their cash flow forecasts were derailed due to one or more of many reasons; time delays, changed design and/or specifications, cost overruns etc. Cash flow forecasting, when done keeping in mind design flexibility and uncertainties of construction, is much more successful than a forecast on the basis of the initial project plan. Planning: A construction project involves several vendors, consultants and contractors, and their scope of work overlaps at certain periods during design and construction. The optimal time and extent of involvement of all involved persons and organisations, as also a timeframe for micromanaging their deliverables, is the principle purpose of planning in a project. Planning makes it possible for ready-mix concrete to be used effectively, preventing change in composition and deviation in quality, and buildings to be constructed better and faster due to planning of concrete pour cycles and building material procurement. Material bought too early may get damaged on site and obstruct other construction activities, as also block the contractor's funds, adversely affecting his cash flows for the project. Similarly, earthmoving equipment and cranes are brought to site after their involvement is planned and schedule. This reduces the rental costs to the contractor, and reduces project cost. Planning is also essential in the initial stages of a project design to enumerate clear unambiguous project objectives that have to be met by the contractor. This allows the contractor to schedule and price his work and services while focusing on the deliverables. Organization of human and material resources is essential to any construction project's successful completion as it involves choosing and preparing the project team for the project through training and indoctrination for them to be highly productive at the project site. It also involves putting together management frameworks for man, material and equipment on site during the project. This enables the project to be executed with a highly trained team using the correct equipment, which translates into better all-round performance and a high quality product. Motivation is an essential management technique for a construction project, as it results in a non-adversarial working environment where several different core-competencies can interact and complete the project by solving problems and meeting targets together. Mistakes are minimised, and if they occur, are repaired faster. Crews consider the work as their own and there is a sense of pride in the project. Solutions to conflicts are resolved without referring to contracts and legal recourse, and personal self-interests are set aside in the interests of the project. Controlling is an essential technique for project management, and is the most direct method of ensuring quality and performance form the project teams. It in essence allows the coordinator or project manager to audit and adjust every phase of work while it is being executed. Deviations in quality, lapses in procedure and failures in safety are thereby reduced or eliminated. For example, instead of checking the welding of a truss after completion of the welding job, and then recommending rectification, controlling involves hiring a good welder, checking his work schedule for the project, and monitoring his adherence to specification, upto and including his payment on completion. Coordination in a construction project is a combination of control, motivation and communication. All different consultants and contractors working on a project need to communicate constantly to each other to ensure correct installation of systems, sequencing of work, release of drawings, and reporting of delays and deviations to appropriate authorities. It is through communication that any change in project design or specification is conveyed to the correct crew, is monitored and controlled by the project managers, and its impact on cost and final deliverables calculated by the consultants. All changes are tracked, and all conditions on site are monitored and action taken on the basis of coordination. Communication is more of a tool than a technique, and is instrumental in monitoring the project, and tracking changes in as close to real-time as possible. It is due to effective communication that costly delays are avoided and costs are controlled. Risks are dealt with before they become hazards, and performance is audited before it deteriorates. Project benchmarking in itself is an exercise in selfless and introspective communication. Effective communication, in addition to the other tools and techniques of project management explained above, result in tangible benefits for the client in terms of quality and time-based performance. 1.4 Quality criteria for any building project are designed to encourage continuous improvement in construction quality through constant improvement while ensuring construction quality and efficiency. Projects following quality criteria need to meet the set criteria as well as all local building bye laws and regulations. These criteria are in the form of recommendations that are divided into 'required' and 'recommended'. Quality criteria require the verification of best practices in buildings through third-party verification. These verifiers may be qualified professionals in the field. Quality criteria are formulated for: The design phase of the project The construction phase of the project These are followed by the verification, also known as the Verification phase. It is considered necessary to work to a policy of constant quality improvement to remain competitive in a highly competitive construction market, as also to strive for a more efficient, better and cost-conscious construction methodology. Apart from the absolute business sense made by following a policy of improvement, it also results in an overall improvement of the quality of the general stock of built space, with better durability, health, safety, and comfort for occupants. Read More