Appendix A
Summary of Major Functional Responsibilities of Project Management
The following brief descriptions describe the major functional responsibilities
on a construction project.
A1 Strategic Planning
In large complex projects there is a need to do initial project management
planning - in short, planning the plan. A logical sequence commences with a global
project description and a clear statement of project objectives. Next follows
a high level project Work Breakdown structure (WBS) with a corresponding project
organization and functional responsibility chart.
Then comes the assignment of responsibilities, the development of a high level
schedule network and consequent resource loading. It should then be possible
to develop an optimized Master Schedule. The results of this planning effort
should be assembled into a document known as the Project Plan. It should be one
of the major deliverables of the project's Concept Phase, described in the text.æ
Table A-1 shows the contents of a typical Project Plan.
A2 Planning and Scheduling
Scheduling, or time management, is one of the key functions of managing a project.
Failure to achieve established milestone dates inevitably affect project costs
unfavorably. There are four steps:
- Planning: establishing the required activities, their logical sequence,
restraints and interfaces
- Scheduling: adding durations and resources and adjusting for optimum
results
- Monitoring: evaluating progress against plan
- Control: exercising positive corrective action over unacceptable variances
A3 Budgeting and Estimating
At the earliest possible time, an acceptable project budget breakdown must
be established, which properly reflects the best estimate of the work required
to achieve the overall project objectives. This will form the basis for regular
cost monitoring and reporting.
From time to time, updated cost estimates will be required, as well as detailed
estimates of individual work packages. The quality and accuracy of these estimates
will improve as the project proceeds and information becomes available in greater
detail. In order to obtain "best value for money", major cost components
may be subject to comparative "value analysis" where suitable alternative
choices exist.
Table A-1: Typical Project Plan Content
1.
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Background description of the project's scope
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2.
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Statement of the Scope of Work
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3.
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Technical Standards
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- Environmental
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- quality & safety
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- Performance criteria
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- Evaluation studies
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- Design approach
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- Technical specifications**
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- Location and layout
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4.
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Cost and schedule considerations
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5.
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Procurement and contracting policy
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6.
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Construction approach
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7.
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Operating and maintenance requirements
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8.
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Certification and commissioning requirements
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9.
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Project organization
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- Organization charts
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- Responsibilities and authorities
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10.
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Project Management Guidelines
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- Approach
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- Accounting/financial
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- Project Procedure Manual
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- Documentation control
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- Planning & progress monitoring
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- Administration & personnel
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- Project budget & cost monitoring
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- Project reporting
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- Engineering & design
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- Trade union interfaces
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- Procurement & contractsæ
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- Publicity
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- Material controlæ
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- Training
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- Constructionæææ
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- Safety
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- Quality assurance/Quality controlææ
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- Project auditing
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- Certification
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11.
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Project team facilities
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12.
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Computer support facilities
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13.
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Applicable government and regulatory agency codes
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14.
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Applicable owner standards & procedures
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A4 Cost Control and Accounting
Control of costs is achieved through monitoring, analyzing, reporting and exercising
control over commitments and expenditures with due regard to schedule. A key
element is maintaining visibility of the Forecast Final Cost of the Project and
exercising corrective action in good time, by regular progress assessment and
determination of future commitments and expenditures.
Project accounting deals with the control and historic recording of actual
cash payments to consultants, contractors, suppliers others for services provided
to the project in a manner which enables comparison with the project budget.
Definitive and detailed procedures are essential in this function to ensure
the financial integrity of the project.
A5 Regular Status Reporting
Reporting on a regular basis, of timely up-to-date information, is essential
to keep the client and others informed of the status of the project and to permit
all necessary decisions and actions to be taken promptly. Typical reports include:
- General project status
- Progress compared to schedule
- Cost compared to budget
- Activity status of consultants, contractors and management
- Procurement status
- Permits, agreements and contract negotiations
- Construction status
- Completion certification & commissioning status
A6 Management of Design Consultants
This function ensures that the design work is proceeding in a timely manner
and that the output of this work will be within the constraints of the project's
scope and budget. It may include:
- Working with the owner to prepare a design brief outlining the project requirements
to form the basis of consultant selection, including prequalification based
on capability and staffing
- Selection recommendations
- Negotiating fee structures, terms of reference and responsibilities with
the respect to the project team
- Award recommendations
- Briefing, expediting and ensuring regulatory and user input coordination
A7 Procurement and Contract Administration
The extent of special expertise and the level of effort required in this function
is substantial, as will be seen from the following sub-sections.
A7.1 Procurement
Procurement involves the systematic execution of procedures for purchasing
all materials, equipment and services needed for the project, in good time, and
in a manner which is cost effective. This process includes:
- Establishing procurement criteria and procedures based on good commercial
practice and in agreement with the owner
- Interaction with the project scheduling and budgeting activities
- Agreement with the owner regarding signing and requisitioning authorities
- Prequalification of suppliers of goods and services, including sourcing,
availability and market conditions
- Establishing suitable standard documents for proposals, tender calls, contract
general and special conditions, and purchase orders
- Issue, receipt, assessment and recommendations for award in respect of proposals/bids/quotes
- Establishing a material management and control system, including verification
of materials and equipment received
- Administration of contracts
A7.2 Expediting
Expediting is essential to determine whether schedule objectives will be met,
and what corrective action will be necessary to protect against unexpected developments
with regard to deliveries. This applies to all materials, equipment and services
needed for the project, whether procured externally or provided internally by
the owner.
A7.3 Quality Assurance
and Control
Quality itself is the composite of material attributes, including performance
features and characteristics, of the product or service required to satisfy the
need to meet project objectives.
A quality assurance program, therefore, identifies these objectives and establishes
a strategy of client interfacing for organizing and coordinating planned and
systematic controls for maintaining established standards right from early design
work through to commissioning.
Following identification of specific system requirements, a quality control
program is necessary to exercise direct influence on results by the collection
of specific technical data for analysis and decision as to acceptance or rejection.
A7.4 Payment Certification
Payment certification involves verifying interim and final payment entitlement
for every consultant, supplier and contractor engaged on the project in accordance
with the terms of the respective contracts. However, in respect of suppliers
and contractors, much of this work is delegated to the respective consultants
who have a professional responsibility to ensure that the work conforms to their
technical requirements. Nevertheless, the volume of paper work is substantial
and must be closely integrated with Project Accounting.
A8 Management of Construction and Commissioning
A8.1 Construction Management
Construction management includes the setting of a strategy, followed by its
implementation, for the procurement of constructed work. Therefore, it is important
that the project manager ensures that the construction manager oversees the following,
to the extent that they are not incorporated into individual contract documents:
- Provides input to the design and reviews contract documents as to constructability
and cost
- Provides input to the project schedule with respect to construction activities
and logic
- Recommends tendering strategies and procedures for the selection of tenderers,
including tenders for pre-purchased equipment
- Has responsibility for calling, receiving, evaluating and comparing tenders,
and recommending contract awards
- Mobilizing and managing the construction site, including temporary facilities,
site logistics, storage on and off site for pre-purchased materials and equipment,
and general site conduct
- Mobilizing contractors, reviewing their schedules, manpower and methodology
- General day-to-day scheduling, coordination and supervision
- Expediting submission and review of shop drawings and samples
- Field contract administration, distribution of field clarifications, special
work authorizations, and distribution of any change orders
- Claim avoidance measures
- Harmonious trade contractor and labor relations
- Monitors construction progress and cost
- Calls for inspection and reinspection of defective work
- Certification of contractors' physical progress
- Submission of required as-built drawings, operating manuals and instructions
and similar contract completion documentation
- Administers the correction of faults during the warranty period
A8.2 Commissioning
Typically, commissioning and start-up is carried out by the owner's users or
operational staff who will actually run the facility. However, prior to start-up,
every system and every part of the project must be brought into operational mode
ready for formal handover. The whole project team is therefore required to assist
by organizing and managing the transition from construction/installation to operation.
A carefully developed set of commissioning procedures is necessary to ensure
orderly and successful project completion, including:
- Responsibilities and organization
- Detailed equipment and systems commissioning and start-up sequence, including
check-out, static tests, "dry and wet" operational tests, performance
tests, etc.
- Client acceptance, including equipment and systems tagging, opportunities
for training and general familiarization, designation of temporary working and
storage areas for operations staff, etc.
- Deficiency lists, and their progressive correction
- Building occupancy permits
- Ensuring completion of all final contract documentation
**ææ The Technical Specification is often
enlarged to contain all information either under "Technical Basis"
or under parts of other sections.
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