PROJECT MANAGEMENT FORMS AND PROCEDURES

1. Overview of Project Management Issues

a. Introduction
b. References
c. Other Web sites of Interest
d. Define Project/Program/Construction Management
e. Typical Project Organization
f. Construction General Objectives
g. CM Knowledge Test
2. Vice Presidents Rules of Thumb for Projects
a. How to keep Your Mind
b. Rules of Thumb
3. Eleven Ways the Construction Manager Can Destroy a Project
4. Construction Management Guiding Principles
5. Construction Manager Responsibilities and Position Description
a. CM Department Management Guidelines
b. CM Position Description
6. Typical Architectural Scope of Services
a. Selecting the Architect
b. Design Statement of Work
c. Designer Billable Rates
d. Typical Architectural Services
e. Sample Fee Negotiation Analysis
7. Project Facility Program Requirements Summary Sheet
8. Space Performance Data Sheet
9. Project Budget Estimates Summary Forms
10. Facility Building Codes (Types and Review Process)
a. Sample Code Review
11. Design Phase Check lists
12. Constructability Review
13. Construction Document Precedence
14. Bid Evaluation
15. Value Engineering
16. Project File Structure
17. Preconstruction Agenda
a. Sample Precon Agenda
18. Critical Path Schedule Typical Activities
a. Typical Activities
b. Cash Flow Curve
19. Progress Meeting Minutes
20. Submittal Log
21. Request for Information Log

22. Sources of Changes Orders

23. Change Order Log
a. Field Change Order Form
24. Change Order Estimates
a. Change Order Summary
b. Change Order Case Study
25. Change Order Negotiation Procedures
a. Negotiation Case Study
26. Quality Assurance Inspection Overview
27. Site Safety Checklist
28. Project Turnover
a. Punch List Form
b. Contract Completion Form
c. Turn Over to Customer

1. OVERVIEW OF PROJECT MANAGEMENT ISSUES

The notes and forms contained in this document are intended for use by any manager,
who has no permanent construction department staff, and who rarely has capital
construction projects to implement. As seen in the reference and web page section,
there are countless resources in print and on line which can provide much more
specific information. (SEE REFERENCES, SEE WEB PAGES.) The scope of this
document is to provide overall guidance, and some specific procedures for rapid
implementation of a capital construction program from programming through design
and construction.
Capital construction projects are messy. They are not performed in a controlled
environment like manufacturing, where parts are on hand in the warehouse, weather
is not a factor inside the plant, tasks are repetitive, the workforce is under the plant
managers supervision, and the product is fully designed. The construction projects
client typically does not know what they really want until they see it built. The
architect is responsible for a myriad of details (dimensions), which are difficult to
define in 3D when plans are only two-dimensional. Also the architect does not have
direct control over the whole design, since there are subcontract designers for
specialties such as mechanical, electrical, plumbing, and structural. The general
contractor must contend with weather conditions, which are too hot, wet, dry, or cold.
The work is also performed by a series of subcontractors who are not employees of
the general contractor, and they have their own priorities.
Construction projects are inherently risky undertakings. As the risk manager, how are
you going to manage a process if you dont know what the risks are? This document
will concentrate on an overview of the key management concerns related to project
Programming, Design, and Construction, which the manager should be aware of, or
take personal responsibility for some of them. (SEE PROJECT, PROGRAM, and
CONSTUCTION MANAGEMENT.)
Capital construction projects are comprised of the following phases:
1. Feasibility (programming)
2. Design
a. Schematic
b. Design Development
c. Construction Documents
3. Bidding
4. Award
5. Construction
6. Occupancy
7. Warranty
Successful construction projects are defined as: On Time, On Budget, and Acceptable
Quality of work. These three elements are not mutually compatible, and they are

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ALWAYS pulling in opposite directions. The challenge for you is to balance all
three and not fail in any of them.
There are eleven capital project implementation steps outlined below, which are
addressed in more detail in the materials contained in this Capital Construction Forms
and Procedures Manual.
1. Formulate a project program.
a. Master plan process (mission + specific education goals = facility needs)
b. Faculty and staff input to the program definition.
i. Constraining the desires and dreams of the users to fit the budget.
ii. Creating a consensus amongst the users and administration.
2. Create a project management team (SEE TYPICAL PROJECT
ORGANIZATION)
a. Needs vary by Phase (Programming, Design, Construction).
b. Options for VP to consider:
i. Do it yourself.
ii. Assign to existing staff.
iii. Hire new staff.
iv. Hire outside Construction Management firm.
3. Set realistic project goals.
a. Time for completion (design, reviews, permits, weather)
b. Budget (design, construction, tele/data, F&E..)
i. Maximum impact on cost made during programming, then design,
and least of all during construction.
c. Quality (durability, impact on time and budget)
4. Fund raising impact on the project.
a. Fund raising (not included in this manual)
b. Issues related to choice of designer & timing of construction.
5. Select a designer.
a. Design or design build
b. Who is really going to design the project (not the principals)
c. Fee and reimbursable costs.
d. Who are the Mechanical, Electrical & Plumbing designers?
e. How will the designer administer the field construction work?
f. Evaluate prior project references
i. Timely, cost control, quality, cooperation, paperwork processing.
g. Level of comfort dealing with the designer?
6. Your design criteria.
a. Minimize maintenance and spare parts.
i. Locks, fire alarm, energy controls, elevators, MEP fixtures &
equipment.

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