Construction Project Management: A Practical Guide for Building and Electrical Contractors
432
Construction Project Management: A Practical Guide for Building and Electrical Contractors
432eBook
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Overview
- Checklists for each one of the 10 categories that make up the model pre-construction planning process, including standard procedures for change orders, RFIs, submittals, transmittals, billing, progress updates, a sample requirements and expectations letter and a sample letter of intent.
- A Spanish translation of Chapter 7: Recommended Safety Practices.
- A methodology for assessing contractors' TQM program progress based on the Malcolm Baldrige National Quality Award Criteria.
- Materials to assist contractors in preparing a quality assurance manual and implementing an effective quality assurance program.
- A template for a partnering workshop that includes a sample partnering agenda, an introduction to the basic partnering concepts, sample mission statements, and a sample partnering charter.
- Sample evaluation forms that contractors can customize to evaluate supervisors, journeymen, and apprentices.
Product Details
| ISBN-13: | 9781604276701 |
|---|---|
| Publisher: | Ross, J. Publishing, Incorporated |
| Publication date: | 06/01/2009 |
| Sold by: | Barnes & Noble |
| Format: | eBook |
| Pages: | 432 |
| File size: | 6 MB |
About the Author
Read an Excerpt
CHAPTER 1
PRE-CONSTRUCTION PLANNING
Dr. Awad S. Hanna,University of Wisconsin–Madison
Dr. Cindy L. Menches,University of Texas at Austin
INTRODUCTION
The importance of planning is unmistakable given the challenges faced by contractors in a competitive construction market. These challenges include reducing costs, improving labor productivity, minimizing changes, and maximizing resources to increase profitability. These challenges are intensified by increasingly tight timelines and ever more complex projects that test the management capabilities of even the best companies. A consensus exists in the construction industry that more formalized pre-construction planning is necessary to remain successful in an increasingly competitive industry. Accordingly, contractors are turning to pre-construction planning as one approach to improving their competitive edge.
The study presented in this chapter critically evaluates the relationship between pre-construction planning and project performance. As part of our research process, in-depth project-specific information was collected on the planning effort and project outcome for several successful and less-than-successful projects. This data collection effort culminated in a detailed analysis of the planning practices of these two groups to identify clear differences between successful and less-than-successful projects. Twenty-seven randomly selected companies from 11 statesparticipated in our research effort. Data were collected on 29 successful and 27 less-than-successful projects.
The planning activities that were performed on the successful projects were used to develop a model pre-construction planning process. This model process was fashioned after those projects that performed effective planning and achieved a successful outcome. As such, this model process incorporates the best planning practices of the companies that participated in our research effort. The planning process of successful and less-than-successful projects was compared to the model process, and we discovered that those planning processes that more closely matched the model resulted in more successful performance.
METHODOLOGY
The primary goal of our research effort was to investigate and quantify the effect of pre-construction planning on project performance. To support this goal, our research attempted to provide evidence to support two main hypotheses:
1. Projects that experience an appropriate planning effort also experience more successful outcomes.
2. There are significant pre-construction planning activities that distinguish a successful project from a less-than-successful project.
The research was conducted in three distinct phases. In Phase 1, the current state of pre-construction planning was investigated by developing and administering a questionnaire to nearly 2000 randomly selected members of the National Electrical Contractors Association (NECA). Contractors were asked to identify all of the planning activities they typically performed as part of their pre-construction planning process. These data were used in Phase 2 to construct an initial model pre-construction planning process. Finally, in Phase 3 a detailed sampling plan was developed to select a random sample of willing participants to respond to a questionnaire and participate in an interview. Data were collected from those contractors who responded to the initial survey in Phase 1 and who indicated they would be willing to provide additional information about their planning practices. Data were collected on two projects per contractor — one project that was well planned and performed successfully and one that was poorly planned and performed poorly. The project characteristics, planning activities, and performance of the successful and less-than-successful projects were compared to identify distinct differences. The relationship between characteristics, planning, and performance was modeled, and evidence was provided, to support the theory that projects that experience more effective planning also tend to achieve more successful outcomes.
The data collection effort culminated in a detailed analysis of the planning practices of well-planned and poorly-planned projects to identify clear differences between successful and less-than-successful performers. The data analysis resulted in: (1) the development of a technique to classify and quantify the inherent characteristics of a project, which might influence how a project is planned; (2) the refinement and validation of a model pre-construction planning process based on the best practices of the participating contractors; (3) the creation of a scorecard to compare the actual planning effort on projects to the model planning process; (4) the development of a technique for quantifying the effectiveness of an actual planning process; and (5) the investigation and quantification of the relationship between planning practices and project outcomes.
PRE-CONSTRUCTION PLANNING PROCESS
Pre-construction planning is the planning that is performed to prepare a construction project for execution. Pre-construction planning is also referred to as execution planning, pre-job planning, and more generically as pre-planning, which is a term applied in many fields to refer to that stage of planning that occurs before an event happens. In this chapter we use the term pre-construction planning.
In general, pre-construction planning begins during the preparation of the bid and ends shortly after the project has been executed. However, the vast majority of planning activities are performed after a contractor has been notified of a pending award. Hence, this chapter covers the planning activities that are performed after notification of pending award and are generally completed before the project has been executed.
The pre-construction planning process, which resulted from a detailed analysis of the planning processes used on successful projects, consists of 46 activities classified in 10 categories. Figure 1.1 presents the main categories of the model pre-construction planning process. Team member involvement in planning will typically be driven by the type of planning that needs to be completed. Figure 1.2 presents a matrix of the 10 planning categories and potential team members who may be involved. There are several strategies for successfully implementing the model pre-construction planning process as a standard procedure on all projects:
• Top managers must reinforce their commitment to a standardized planning process and must ensure planning is performed on every project.
• The model planning process must be tailored to each project based on its particular characteristics. For example, a small project might require only a few minutes on some of the activities, whereas a large project might require several hours or days on those same activities.
• A system for tracking the success on projects that are well planned and that followed the model planning process will serve to document its benefits.
• In addition to implementing a model planning process, consider implementing a "double-check" system in which the supervisor double-checks the planning performed by the project manager. This should ensure planning is performed consistently across the company.
• The early involvement of the field supervisor in the planning process has been shown to improve the chances for a successful project. Therefore, consider selecting and involving your field supervisor during the bidding stage or in the early part of the post-award stage.
• Ensure that excellent planning effort is applied to those activities that are identified as critical. These are the activities that have the greatest potential for impacting the outcome of the project.
• The planning kickoff meeting alerts all involved team members that the planning process is officially underway, and it allows the project manager to establish deadlines for completion of activities. Likewise, the construction execution kickoff meeting brings the team members back together to review the progress of the planning and ensures that all tasks have been, or will be, completed by the deadline. These two meetings should be held on all projects regardless of size. Lessons learned and a feedback loop should be an essential part of your standardized planning process. Project managers and field supervisors should share planning practices.
The results of our study revealed that the projects that received more effective pre-construction planning were also more likely to achieve successful outcomes. Success was defined by construction contractors as follows:
1. The project was profitable
2. The customer was satisfied
3. The project resulted in repeat business
4. The project resulted in good working relationships between the trade contractor, the general contractor, and the owner
5. The worksite was safe and there were no accidents
6. The project was completed on time
7. The workers took pride in the completed project
8. There was effective communication and cooperation between the trade contractor, the general contractor, and the owner
9. The quality of the work was excellent 10. The project achieved its budget goal
Consequently, projects that are planned using the pre-construction planning process outlined in this chapter can expect to increase their chances of achieving a successful outcome. However, it must be noted that effective planning alone does not guarantee the success of a project. Instead, effective planning coupled with good project management that takes into account a project's specific characteristics improves the likelihood of achieving successful project performance. Hence, effective planning should be performed during the pre-construction stage, and good project management should be applied during the execution stage to maximize the chances of completing a project successfully.
Overall, projects that implemented a planning process similar to the model planning process presented in this chapter tended to outperform those projects that were poorly planned or whose planning process was significantly different from the model process. Figure 1.3 shows the planning effectiveness score (where a higher score indicates more effective planning) against the chances of achieving a successful outcome for the projects analyzed in this study. Projects in the upper right quadrant are those that were well planned and also performed well, while projects in the lower left quadrant were not well planned and did not perform well.
PRE-CONSTRUCTION PLANNING ACTIVITIES
While planning begins during the bidding process, the bulk of the planning takes place during the pre-construction stage — after bidding but before execution. This section discusses those planning activities that should begin immediately upon notification of a pending award and essentially should be completed before executing the work. These activities, furthermore, set up a project to be successfully managed, which can significantly improve the chances that the project will make a profit and be completed on time.
By examining several well-planned projects, 46 activities that occurred during the pre-construction planning stage were identified and classified into 10 categories. Figure 1.4 provides a sample checklist of these 46 activities that make up the model pre-construction planning process. The activities should be checked off as they are performed to ensure that all activities are completed before the work is executed. However, there are instances when a project must begin before the pre-construction planning has been completed. The checklist can then be used to ensure that all of the planning activities are eventually completed and are not overlooked during the busy, and often intense, mobilization and execution stage.
Pre-construction planning begins immediately upon notification of a pending award. The planning may continue for several days, several weeks, or several months depending on the magnitude of the project. Planning should continue until all planning activities have been completed, even if the project must be executed prior to completing the planning process. Furthermore, the planning process should provide the framework for managing the project once the work has been executed. There are three primary goals of the pre-construction planning process:
1. To completely plan the project in a standardized and efficient manner to ensure that the tools, materials, equipment, and labor will be available to complete the project on time and within budget
2. To set up the systems that will be needed to efficiently manage the project, such as material purchasing, delivery, and storage; scheduling and tracking; change management; submittal tracking; and numerous other processes that are necessary to manage a successful project
3. To set the job up for successful execution and jobsite management
The following sections describe the 10 categories of the model pre-construction planning process shown in Figure 1.1 and the activities within each category.
Team Selection and Turnover Team selection and turnover involves selecting the project manager and field supervisor who will be responsible for managing the job during construction-execution. After the management team has been selected, a meeting should be held to formally turn over the project from the estimating stage to the project management stage. Furthermore, a planning kickoff meeting should be held to assign planning responsibilities to internal team members, including the purchasing agent, safety director, and operations director. The team selection and turnover process consists of four main activities.
Activity 1: Finalize Selection of Project Manager, Field Supervisor, and Other Key Team Members
• Assemble a list of project managers and review their current workload and special skills.
• Determine whether an ideal match can be made between the project manager and the job, and then select the project manager.
• Assemble a list of field supervisors and review their current workload and special skills.
• Determine whether an ideal match can be made between the field supervisor and the job, and then select the field supervisor.
• Work with the project manager, field supervisor, and/or the director of operations to select key foremen when appropriate.
Activity 2: Hold Turnover Meeting between Estimator and Project Manager
• Arrange a meeting time and location, and ensure that enough time has been allocated to transfer knowledge between the estimator and project manager. A formal turnover meeting is strongly recommended. The meeting time can vary widely from one hour to more than a day, depending on the size and complexity of the project.
• Follow and complete a checklist that describes the information that should be transferred. A sample turnover meeting agenda is shown in Figure 1.5.
Activity 3: Hold Separate Turnover Meetings between Project Manager and Field Supervisor
• Arrange a meeting time and location that will ensure enough time can be allocated to transfer knowledge between the project manager and field supervisor. A formal turnover meeting is strongly recommended. It is also recommended that the meeting be held at the office rather than on an existing jobsite so that the field supervisor can focus on the upcoming project without being interrupted. The meeting time can vary widely from one hour to more than a day depending on the size and complexity of the project and how many tasks must be completed during the turnover meeting.
• Follow and complete a checklist that describes the information that must be transferred. A sample turnover meeting agenda is shown in Figure 1.5.
Activity 4: Hold Pre-Job (Planning) Kickoff Meeting with Internal Team Members to Assign Responsibilities
• Arrange a meeting time and location, and ensure that enough time has been allocated to assign planning responsibilities.
• Invite internal team members who will be involved during the construction execution process, including project manager, field supervisor, accounting, purchasing, and the director of field operations.
• Follow and complete a checklist that describes the planning activities that must be completed and who is responsible for completing them. Figure 1.6 shows a sample planning kickoff meeting agenda.
Scope and Contract Review
A scope review involves reviewing all contract documents that will be used to execute the work and produce a high-quality end product. It involves becoming familiar with the detailed project requirements, including the systems that will be installed, equipment that must be powered, the materials that are specified, and the labor that will be required to complete the job successfully. A contract review involves reading the entire contract agreement, including general and special conditions, to identify any unusual or special provisions that must be accomplished as part of the scope of work. The scope and contract review process consists of eight activities.
(Continues…)
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Table of Contents
Preface ix
About the Editor xi
Web Added Value™ xiii
Chapter 1 Pre-Construction Planning 1
Introduction 1
Methodology 2
Pre-Construction Planning Process 3
Pre-Construction Planning Activities 8
Planning Assessment Process 60
Conclusions 65
Chapter 2 Early Warning Signs of Project Distress 67
Introduction 67
Project Distress Diary 68
Case Study 1 70
Case Study 2 81
Conclusions 87
Chapter 3 Cumulative Impact of Change Orders 91
Introduction 91
Fundamental Concepts 92
Is Cumulative Impact Real? 94
Determining Impact 96
Quantifying Impact 100
Recommendations 103
Conclusions 105
Chapter 4 Sequencing Guidelines 107
Introduction 107
Background 108
Case Studies 110
Sequencing Guidelines 119
Rules to Support Sequencing Guidelines 120
Conclusions 126
Chapter 5 Ideal Jobsite Inventory Levels 129
Introduction 129
Inventory Principles 130
Developing the Loss Function 136
Optimal Inventory Levels in Construction 143
Optimal Material Management Models for Contractors 146
Six Steps of the Process of Procurement 147
Conclusions 155
Chapter 6 Tool and Material Control Systems 157
Introduction 157
Tool Control Systems 158
Material Control Systems 170
Conclusions 179
Chapter 7 Recommended Safety Practices 181
Introduction 181
Safety and the Bottom Line 182
Causation Theories: Why Do Accidents Happen? 183
Problem with Academic Accident Theory 185
Magnitude of the Safety Issue in the Construction Industry 187
Methodology 190
Anecdotal Experiences: Recommended Practices 191
Safety Program Analysis 200
Conclusions 206
Chapter 8 Total Quality Management 209
Introduction 209
Fundamentals ofTotal Quality Management 210
What Is Quality? 215
Committing to Quality? 217
Planning for Quality 220
Organizing for Quality 229
Managing for Quality 235
Identifying Improvements Opportunities 243
Implementing Total Quality Management in the Field 253
Measuring Results 266
Conclusions 272
Chapter 9 Quality Assurance 275
Introduction 275
Quality Assurance Fundamantals 276
Quality Assurance Program Model 280
Steps in Developing a Quality Assurance Program 291
Installation, Inspection, and Testing Procedures 295
Forms, Tags, Checklists, and Records 298
Evaluating Your Quality Assurance Program 298
Conclusions 301
Chapter 10 Partnering 303
Introduction 303
Partnering Fundamentals 304
Benefits of Partnering 308
Partnering Applications 308
Recommended Steps for Implementation 314
Conclusions 317
Chapter 11 Performance Evaluations 319
Introduction 319
Methodology 320
Purpose of Performance Evaluations 321
Survey of Supervisors' Duties and Attributes 323
Survey of Craftsmen's Duties and Attributes 330
Evaluation Process Details 338
Conducting Evaluations 341
Conclusions 345
Chapter 12 Contract Risk Management 347
Introduction 347
Preparing for Contract Risk Management 348
Rights and Responsibilities Clauses 351
Entitlement Clauses 364
Procedural Clauses 376
Conclusions 385
Bibliography 387
Index 391