Construction Project Management - Example

CONSTRUCTION PROJECT MANAGEMENT: By (Insert both names) (Name of class) (Professor’s name) (Institution) (City, State) (Date) Executive Agreement The members of the Integrated Project team entirely support the (PMP) Project Management Process provisions. Each of the team members is committed to the successful implementation of the project to ensure its conclusion; comprehensive aims of design and development of the project are achieved with limited changes, at minimum the cost growth within the stipulated timeframe (Thomas 2008). The project Manager: The PM (Project Manager) is the one accountable for the overall implementation of construction project from the Design Phase initiation to the finalization of the Bid materials for the construction, comprising follow ups of the after constructions functions. The Project manager is responsible for maintaining and developing the project management process, with cooperation with the Integrated Project Team. The PM will give any necessary updates. The Ramification of RMP: (Package Management System). The project has been established and entirely coordinated with the IPT members and is fundamental to a completion which is successful and occupancy of the classrooms. The members of the IPT are fully involved and devoted to work as a team within the procedures of the RMP. By signing one admits approval and review of the document. Project Manager (Signature and date) Portfolio Manager (Name, signature and date) Client Representative (Name, signature and date) Contracting Officer (Name, signature and date) Construction Administration (Name, signature and date) Introduction According to (Thomas 2008) the objective of (PMP) Projects Managements Process is to offer procedures for the establishment of the (PMP) Project management process for planning, design and actual construction of the school project. It is the PM responsibility to develop a project explicit RMP document. Thereafter, it ought to be relooked and approved. The PM will develop a structure and a system for the execution and management of design, procurement and construction of the classrooms. He will enlist the project budget, scope, responsibilities, roles, the constructions materials and project stakeholders. Describe the technical functions requirements for the control and management of the construction project, starting from the design concept all the way to construction, till the eventual delivery to the users. Develop decision regulations for the proposals and inquiry review for the necessary changes. Delivering a quality facility within the timeframe and budget is the fundamental focus of the members of the Integrated Project Team. The procedures for operation illustrated in this proposal complements the current laws for the purposes of developing specific and a more detailed relationship between parties involved in this venture. It is projected that this plan of management be a living document and may be subjected to alteration as situations warrant or as the experience with the project states. Project Scope and Description This is a construction project for the development of a framework and construction of 12 schools. The project is divided into two phases. The first phase of the project will entail the construction of two schools. The project is needed so as to cater for the increasing need for schools this is because a lot of schools were build many years ago and did not embrace the technological advancements that we are currently witnessing. This projected when completed will, ensure that 12 state of the art schools are completed and properly equipped to much the contemporary needs of school going children. It is a major project and will employ about 100 people. Resource Allocation (Project Budget) The summary of the budget comprises all the estimated TPB expenses for the proposed project comprising all the design services, costs of project development, construction costs and site preparation, construction support, occupancy costs and project support. Material Costs ($, Subcontract Work ($) Temporary Work ($) Machinery Cost ($) Total Cost ($) Steel Piling 292,172,000 129,178,000 16,389,000 0 437,739,000 Tie-rod 88,233,000 29,000,000 0 0 111,487,000 Anchor WALL 130,281,000 60,873,000 00 0 191,154,000 Back fill 242,230,000 27,919 0 0 300,000,000 Coping 42,800,000 22,307,000 13,171,000 0 78,358,000 Dredging 0 111,650,000 0 0 111,650,000 Fender 5,000,000 10,344,00 0 0 61,000 Other 48,996,000 37,250,000 Sub-total 849,800,000 423,775,000 29,560,000 1,750,000 1,304,885,000 Summary Total of direct cost 1,304,885,000 Indirect cost Common work temporary 19,320,000 Common machinery 80,934,000 Transportation 15,550,000 Office costs 294,458,000 Total indirect Cost 410,000,000 Total Project Cost 1,715,147,000 Management structure See on the appendix 1. The Executive Oversight Committee The executive oversight committee offers oversight and strategic leadership for the project implementation and also resolves matters which may not be handled with the lower levels. In particular, the oversight board will offer the below direction and oversight as (Thomas 2008) established. Keep informed on the project status and developments Provide decision on changes or recommendation which the IPT raises Prioritize and confirm the project requirements Mitigate any matters that may be tackled by the lower management’s level The Integrated Project Team The IPT is critical to the successful implementation and execution of the entire project objectives and goals. The IPT is formed at the very beginning of the project initiation and help the Project Manager in establishing strategies for the construction and design processes and required resources. The responsibilities and roles of the members of IPT The Project manager has the overall responsibility in all dimensions of the project in the course of the project execution and is also accountable for the project schedule, management as well as cost compliances. The PM is the in change of the process of solicitation and also the acquisition planning. He manages all the services associated with the project execution and represents the project interest comprising 1) the environmental requirements; 2) plans all project compliance meeting review; 3) coordinates time and prepares the agenda; 4) distributes minutes; 5) updates the headquarter on the regarding the status of the project 6) during the monthly review of the project, he briefs the IPT on the status of the project 7) updates them on conformity with the problems and changes concerning the project. The project manager manages the funds of the project which are within his docket. The project manager is the Contracting Officer’s Representative and remains the principal conduit for all the correspondence linked to any form of contract which is connected to the project and every change orders. The Project manager harmonizes all the essential approvals for alterations by Integrated Project Team members and organizes and conveys the (RFCA) Request for Contract Action. Client Representative (CR) According to (Levitt and Kunz 2005), the CR is accountable for the coordination of the project with the Portfolio Manager. The CR supports the project manager in validating and coordinating user requests and requirements for changes in the course of construction and design stages. The Client Representative will attend every project and design review meetings, activities of contractor selection and conformance of the government regulations. The client representative will be the principal center, as the contact person who represents school requirements. The Contracting Officer (CO): The Contracting is accountable for every contractual duty regarding the project. The Construction Administrator: The Construction functions in line with the Project Manager and gives review of the constructability of the contractors’ (QAQC) Quality Control and Quality Assurance schedule. The Construction Officer provides frequent visits at the site and checks the status and if the materials which are being used comply with the quality assurance standards. The CO is also responsible for the conformance reviews in line with the requirements of the contract. Contractors and Consultants Engineer- Architect: Their services comprise though not limited to the below IPT - Consultants and Contractors (Integrated Project Team) Conceptual design, program requirements, project manual design, design development, schematic design of the plan, bid documents for the construction comprising specification, cost estimates for the construction. The consultants will be helping the project manager in the provision of the oversight for the project conformance. The Construction Contractor: The construction project has been awarded to Coledonian Company, a construction firm based in Scotland (Glasgow). Therefore Coledonian Company is held accountable for Quality Control and Quality Assurance in compliance with the details of the project. The project manager shall deliver reviews of the conformance getting technical help from the Consultants. Any change on the contract will be handled and communicated by the CO (the Contracting Officer). The commissioning agent The CA (Commissioning Agent needs to be engaged early from the design stage, to the construction phase and up to the last stage of testing and commissioning. Coledonian Company Ltd. is accountable for the review of any and all plumbing, mechanical, communications, electrical and Life and Fire safety appliances. The Architects together with the project manager will oversee the testing and thereof very the compliance. The Integrated Project Team Contracting Authority The CO (Contracting Officer) stands the only person who has the authority to direct any changes to the construction or design contracts. The alterations which have been acknowledged by IPT must be incorporated in the contract. The ITP will not give any clarification or direction concerning the contract without seeking the PM’s approval. All matters that may affect the intent and scope without passing through the COR or the Project manager has to be subjected to the CO’s attention to review and provide recommendation. Project Schedule The schedule for the project design will be established by the Project Manager and the IPT will coordinate it during the initial meetings. The elements of the schedule for the project design shall comprise the below factors (Levitt and Kunz 2005). The initial date for the design project to start Architectural acquisition process Performance spec and each concept, date of submission Concept design numbers required for submittal Performance specs and schematic design Durations and periods for government review Construction Schedule The schedule for the construction will be established in the course of the RFP development The schedule for the initial construction will be established in the course of the concept design to determine the entire period and mid-point of the project construction that will be applied for the escalation construction calculation to determine final estimate for the estimate cost. This is applied to determine the budget for the project which will be handed over to the Department of commerce. The schedule for the construction of the project will be refined by the Chief Architect at the development of the final design to determine all the necessary timeframes and checking verification procedures. The schedule will be reviewed by the IPT team to make sure that all the necessary durations have been incorporated for all the important functions of the project among them include; Commissioning Contractors’ substantial completion The performance period for the construction contract The user date of occupancy Final completion Construction Phase: The principle of partnering will be applied for in all the projects of construction work. Partnership establishes a setting which fosters effective team building which in desire for common objectives and goals. This is a model to running business which focuses on attaining the demands of the user or customer, stakeholders and the contractor is better comprehended and managed to attain positive outcomes. Coledonian Company Ltd. is committed to nurture this process in an attempt to forge ahead to a strategic alliance and ensure a successful completion of the school 2 schools construction projects. Project Change Procedures Technical changes: such changes will have to be integrated to enable the project to go on within the schedule and also offer a completely functional facility. The change could come about due to errors and omissions in the specifications and programming, differing conditions on the site or changes to make compliance to certain regulations. According to (Levitt and Kunz 2005), financing technical changes will be catered for within the “construction contingency” monies and is under the management of the project manager. Considering the complexity and the size of the 2 schools construction project the threshold level of the dollar for the construction contingency shall be determined by the project manager. References: 1. Zoll, Peter F.(2008). Database Structures for Project Management," Proceedings of the Seventh Conference on Electronic Computation, ASCE 2. Thomas Gibb (2008). "Building Construction in Southeastern United States," School of Civil Engineering, Georgia Institute of Technology. 3. Halpin, D.W. (2007). Financial and Cost Concepts for Construction Management, John Wiley and Sons. 4. W.H. Lucas and T.L. Morrison, (2009). Management Accounting for Construction Contracts," Management Accounting. Wall Street Journal: (25)83-98 5. Johnson,H.T and Kaplan, R.S,(2007).Relevance Lost, The Rise and Fall of Management Accounting, Harvard Business School Press. 6. Levitt, R. and Kunz, J.C (2005)."Using Knowledge of Construction and Project Management for Automated Schedule Updating," Project Management Journal, Vol. 16, 1985, pp. 57-76. 7. Kromer, R (2006). Interactive Activity Network Analysis Using a Personal Computer," Unpublished MS Thesis, Department of Civil Engineering, Carnegie-Mellon University, Pittsburgh, PA. 8. Neil. J (2003). A three dimensional work element"A System for Integrated Project Management," Proceedings of the Conference on Current Practice in Cost Estimating and Cost Control, ASCE, Austin, Texas. Read More