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101c/12014 Page 1 of 1
 Project Management
Introduction In Class Exercise
Instructor Credentials Groups of 3 or 4 How do we Manage?
Graduate of University of Windsor
Formerly empl0yed by City of Windsor
Briefly describe a project and how you managed the
Currently employed by County of Essex
work
25 years experience
Peter Bziuk, P. Eng. Sessional Instructor, 2013
Manager Construction Services Identify Common Themes in the group?
County of Essex
pbziuk@countyofessex.on.ca Student Introduction
519 796 7827 Who are you? Are you employed?
Electrical, Mechanical, Civil, Other Faculty .

Program and Project Project Management Project Management

Program and Project A project consists of tasks and/or activities that are
completed in sequence to achieve a purpose
How do we Manage?

A program is long term and may consist of multiple E.g. A research project may verify an expectation How do we Manage? Use tools
projects Software
E.g. A building expansion will add floor space
E.g. Safety Improvement Program is ongoing. Each Charts and graphs
Multiple disciplines, electrical, HVAC, masonry Apply Knowledge and Experience Investigate and research
year safety projects are completed to achieve the long
Require Approvals such as building permit
term organizational goal and objective Apply methods and techniques
End result is a product, conclusion, device or service Engage other People
A program may integrate projects from multiple Delegate
Stakeholders (Client or Public) Forecast and look ahead
departments and stakeholder groups
Fellow employees Communicate
E.g. Energy Reduction Program involves multiple Assess risk and success
Consultants, Specialists, Product Experts
departments from multiple building locations

Program and Project Program and Project Project Management Who is Your Audience
A project is intended to be short term or temporary or Could be complex or simple
non-routine Is this example complex?
Promote change through demolition or construction How do we Manage? Misunderstandings occur when expectations differ !!
Promote manufacturing or production
Defined start and completion dates Document
Defined scope of work Meeting minutes
Budget limit Daily journals
Could be complex or simple Emails, memos
Is this example complex? Field notes, work orders
Change orders

Who is Your Audience Who is Your Audience

Misunderstandings occur when expectations differ Why do you need to know your audience?
Why do you need to know your audience? Establish common goals
End user buy in
Increased sales leads to increased demand
Identify expectations
Problem definition leads to solution
Customer satisfaction
Visual Communication Visual Communication
Approximately 80% to 90% of project management is The remaining 10% to 20% of project management is
addressed through visual communication variable
A picture is worth a thousand words Project management requires the application of
Start with a vision techniques and tools
Sketch
Drawing The content of this course will advance your awareness
of the techniques and tools
Cross sections, aerial and multiple view plans
Site conditions are observed It is up to you to execute the application

Who is Your Audience Who is Your Audience

Project Success
Why do you need to know your audience? Does the CEO have the same expectations as the front The definition of success is subjective depending on
line employee? your perspective
Minimize resistance to the process or outcome
People seem to resist change Success differs between the CEO and the project
My way or NO WAY manager and the front line worker
Peter Bziuk, P. Eng
Manager Construction Services
Anticipate ground floor challenges County of Essex
Different people have different needs and expectations
Resource availability (funds, people, material) pbziuk@countyofessex.on.ca
Environmental e.g. Swamp rose mallow 519 796 7827

Image Interpretation
Visual Communication Success Criteria Success Criteria
What do you see? Accidents and mishaps are difficult to envision The success of the project may be defined by a single How do we measure Quality?
because of the irrational and random nature of the criteria or a combination of multiple criteria Standard performance (OPSS, ISO 9000)
event Quantitative measurement
Iron Triangle defined by Atkinson, 1999 Benchmark data
Engineers, manufacturers, constructors and builders Cost, time and quality Past Performance
are trained to envision the end product Allowable tolerances
Cost and time can be well defined
Certificate of approval (TSS, Air emissions)
Proceed in a logical and sequential order
Policy conformance
How do we measure Quality? Spending limits
Success Criteria Success Criteria Success Factors Success Factors
How do we measure Quality? Kerzner suggests criteria from the owners The Project Itself The Organization
Benefit after project completion perspective for a project to be successful
E.g. Puce bridge on County Road 22 Hostile environment
Owner perspective vs stakeholder perspective Minimal or mutually agreed scope change Public resistance Learn to get along
Do not disturb the main work flow. The project is Archaeological site
E.g. plant expansion improves performance. The plant intended to assist everyday operations Complex utility relocation Poison work environment
expansion may also cause traffic congestion in the Completed without changing the corporate culture Transport Canada deadline Social issues
neighbourhood.
Potential ice and water issues 1 person can sink the ship
Plant expansion also creates additional tax $$. Good for
the Municipality

Success Factors Success Factors Success Factors Success Factors

Components of the system that lead directly or The Project Manager The External Environment Senior Management Support
indirectly to project success Require competency
Competitors Possibly the most important factor
Belassi & Tukel (1996) classified 5 groups to which the Political climate
component relates to the factor Economic conditions, Cdn vs U.S. currency Provide adequate budget and human resources
Legislation
The 6th factor is Senior Management Support
Technology

21st Century Project Manager

Elements of Competency Success Factors Success Factors Success Factors
Talent - basis for performance The Project Team The 1994 Standish CHAOS Report identified top 10 The 1994 Standish CHAOS Report also identified 3 main
factors to project success reasons for project failure
Knowledge - information necessary to perform
Skills - tools to utilize talent & knowledge
1. User involvement 2. Top management support 1. Unable to plan and estimate correctly
Experience - understanding how to perform Need people and contractors with relevant experience
3. Clear statement of 4. Proper planning
efficiently and effectively Would you hire a plumber to complete carpentry? requirements
As information becomes available the initial cost
Motivation - ambition to perform successfully 5. Realistic expectations 6. Smaller project milestones
estimates and schedules are not updated
7. Competent staff 8. Ownership
Do you have enough competent and qualified (well
9. Clear vision and objectives 10. Hard working and focused staff
trained) people on the team to succeed Plans are not used correctly to guide the project

Project Manager Qualifications

Success Factors
The 1994 Standish CHAOS Report also
identified 3 main reasons for project failure
2. Fail to implement tasks according to plan
Caused by project scope changes
Failure to communicate
Major changes in requirements
Testing and/or inspections are done poorly
e.g. WEP girder repplacement
Success Factors
The 1994 Standish CHAOS Report also identified 3 main
reasons for project failure
3. Failure caused by human factor
Project managers not trained to acquire necessary
management skills
Experience and industry knowledge relative to level of
Learning from Other Failures
responsibility (breadth & depth) Case Study 1
Skills in planning, organization & team building Denver Airport Baggage System
Skills in communication, motivation, and negotiation
Understand both commercial and technical issues
Expected to automate the handling of baggage in
Understand project control philosophies, techniques, entire airport
and computerized management tools
Understand Project Team responsibilities and roles Complex system that caused the airport to sit idle for
and be an integrator of people and resources 16 months while Engineers work on it
Ability to recognize priorities & act accordingly Added $560 M and never functioned as intended
Required $1 M per month to maintain

Project Manager
Main Roles
Single point of responsibility & coordination to plan
and execute all Project activities
Extension of a Firms Management to represent the
Firm with the Owner / User
Point of Owner / User interface & trust to meet overall
Project delivery objectives
Interface w/ 3rd Parties on Project issues
Project Manager
Primary Responsibilities
Understand & Manage the Prime Contract
Mobilize / Establish the Project Team
Establish Project Operating Procedures
Establish / Maintain Stakeholder interfaces
Achieve Budget, Schedule, and Quality
Identify / Manage Change (scope & other)
Achieve Safety Program Objectives
Learning from Other Failures Learning from Other Failures
Case Study 1 Case Study 1
Denver Airport Baggage System Denver Airport Baggage System Why Did it Fail
In August 2005 automated system was demolished Underestimation of complexity
Changes in requirements
Implemented manual baggage system and cut costs Underestimation of schedule
Underestimation of budget
Failure to build in backup system
Automated system damaged peoples baggage

21st Century Needs
Project Managers
Develop and lead integrated teams
Represent both design and construction
Both technical and commercial skills
Organization and communication skills
Risk management strategies & techniques
Management processes and systems knowledge
Both design and field construction experience, w/startup-
commissioning
Project Manager
Characteristics for Success Learning from Other Failures Learning from Other Failures
Providing leadership, vision and direction, rather Case Study 2 Case Study 2
than following the landscape AVON Product Sales and Ordering System AVON Product Sales and Ordering System
Creating results, rather than providing reasons why
they cant be achieved.
Anticipating and avoiding problems, rather than just Intended to streamline the ordering process In December 2013 the project was abandoned
reacting to problems
Creating solutions, with the Project Team rather Intended to improve customer needs and expectations The project caused significant business disruption
than just reporting problems
Promoting a sense of urgency (Push the Schedule)
Intended to allow sales agents to use tablets to
showcase products and complete online orders
Learning from Other Failures Learning from Other Failures Delegation Delegation
Case Study 2 Case Study 2 Benefits for Employees Benefits for Managers
AVON Product Sales and Ordering System AVON Product Sales and Ordering System Increase skill level Increased effectiveness
Why Did it Fail Failure Impact
Job enrichment Improved time management
Tablet functions did not work properly (quality flaws)
Net effect was drastic
Log in, saving orders, checking inventory Broaden knowledge and experience Use budget efficiently
Reports of a sales executive lost over 300 agents which
Complaints about usability (lack stakeholder analysis)
represents 33% of the sales team
User interface was poorly structured and did not meet Develop initiative
the users expectations fail to understand agents AVON stopped the project before going global which
needs) may have saved AVON overall

Delegation Delegation Delegation Delegation

In Class Exercise Assigning tasks to others and following through to Delegation is most successful when Do not delegate
ensure the tasks are completed properly and on time Tasks are recurring Tasks that are personal
How do you Delegate?
Include an appropriate level of decision making Tasks that require the employee to discipline a colleague

Groups of 2 people
Tasks to others who are better than you Tasks that are politically sensitive

Tasks offer a challenge to the employee Tasks that are beyond the employees skill level

Delegation Includes Delegation Is Not

Empowering others Dumping dull jobs
Giving responsibility Method of punishment
Sharing authority A way to play favorites
Expecting accountability Abdication of responsibility
Providing support Solution for poor time management
Letting go Ego gratification

Introduction
Instructor Credentials
Graduate of University of Windsor
Formerly empl0yed by City of Windsor
Currently employed by County of Essex
25 years experience
Peter Bziuk, P. Eng. Sessional Instructor, 2013
Manager Construction Services
County of Essex
pbziuk@countyofessex.on.ca Student Introduction
519 796 7827 Who are you? Are you employed?
Electrical, Mechanical, Civil, Other Faculty .
 Program and Project
Program and Project A project consists of tasks and/or activities that are
completed in sequence to achieve a purpose
A program is long term and may consist of multiple E.g. A research project may verify an expectation
projects
E.g. A building expansion will add floor space
E.g. Safety Improvement Program is ongoing. Each
Multiple disciplines, electrical, HVAC, masonry
year safety projects are completed to achieve the long
Require Approvals such as building permit
term organizational goal and objective
End result is a product, conclusion, device or service
A program may integrate projects from multiple
departments and stakeholder groups
E.g. Energy Reduction Program involves multiple
departments from multiple building locations

Program and Project Program and Project

A project is intended to be short term or temporary or Could be complex or simple
non-routine Is this example complex?
Promote change through demolition or construction
Promote manufacturing or production
Defined start and completion dates
Defined scope of work
Budget limit
Could be complex or simple
Is this example complex?
 Project Management
In Class Exercise
Groups of 3 or 4 How do we Manage?

Briefly describe a project and how you managed the

work

Identify Common Themes in the group?

Project Management Project Management

How do we Manage?

How do we Manage? Use tools

Software
Charts and graphs
Apply Knowledge and Experience Investigate and research

Engage other People Apply methods and techniques

Delegate
Stakeholders (Client or Public) Forecast and look ahead
Fellow employees Communicate
Consultants, Specialists, Product Experts Assess risk and success
Project Management Who is Your Audience
How do we Manage? Misunderstandings occur when expectations differ !!

Document
Meeting minutes
Daily journals
Emails, memos
Field notes, work orders
Change orders

Who is Your Audience Who is Your Audience

Misunderstandings occur when expectations differ Why do you need to know your audience?

Why do you need to know your audience? Establish common goals

End user buy in
Increased sales leads to increased demand

Identify expectations
Problem definition leads to solution
Customer satisfaction
 Who is Your Audience Who is Your Audience
Why do you need to know your audience? Does the CEO have the same expectations as the front
line employee?
Minimize resistance to the process or outcome
People seem to resist change
My way or NO WAY

Anticipate ground floor challenges

Resource availability (funds, people, material)
Environmental e.g. Swamp rose mallow

Image Interpretation
Visual Communication
What do you see? Accidents and mishaps are difficult to envision
because of the irrational and random nature of the
event

Engineers, manufacturers, constructors and builders

are trained to envision the end product
Proceed in a logical and sequential order
Visual Communication Visual Communication
Approximately 80% to 90% of project management is The remaining 10% to 20% of project management is
addressed through visual communication variable
A picture is worth a thousand words Project management requires the application of
Start with a vision techniques and tools
Sketch
Drawing The content of this course will advance your awareness
Cross sections, aerial and multiple view plans of the techniques and tools
Site conditions are observed It is up to you to execute the application

Project Success
The definition of success is subjective depending on
your perspective

Success differs between the CEO and the project

Peter Bziuk, P. Eng manager and the front line worker
Manager Construction Services
County of Essex
Different people have different needs and expectations
pbziuk@countyofessex.on.ca
519 796 7827
Success Criteria Success Criteria
The success of the project may be defined by a single How do we measure Quality?
criteria or a combination of multiple criteria Standard performance (OPSS, ISO 9000)
Quantitative measurement
Iron Triangle defined by Atkinson, 1999 Benchmark data

Cost, time and quality Past Performance

Allowable tolerances
Cost and time can be well defined
Certificate of approval (TSS, Air emissions)

Policy conformance
How do we measure Quality? Spending limits

Success Criteria Success Criteria

How do we measure Quality? Kerzner suggests criteria from the owners
Benefit after project completion perspective for a project to be successful

Owner perspective vs stakeholder perspective Minimal or mutually agreed scope change

Do not disturb the main work flow. The project is
E.g. plant expansion improves performance. The plant intended to assist everyday operations
expansion may also cause traffic congestion in the Completed without changing the corporate culture
neighbourhood.
Plant expansion also creates additional tax $$. Good for
the Municipality
Success Factors Success Factors
Components of the system that lead directly or The Project Manager
indirectly to project success Require competency

Belassi & Tukel (1996) classified 5 groups to which the

component relates to the factor

The 6th factor is Senior Management Support

21st Century Project Manager

Elements of Competency
Talent - basis for performance
Knowledge - information necessary to perform
Skills - tools to utilize talent & knowledge
Experience - understanding how to perform
efficiently and effectively
Motivation - ambition to perform successfully
Success Factors
The Project Team
Need people and contractors with relevant experience
Would you hire a plumber to complete carpentry?
Do you have enough competent and qualified (well
trained) people on the team to succeed
Success Factors Success Factors
The Project Itself The Organization

E.g. Puce bridge on County Road 22 Hostile environment

Public resistance Learn to get along
Archaeological site
Complex utility relocation Poison work environment
Transport Canada deadline Social issues
Potential ice and water issues 1 person can sink the ship

Success Factors Success Factors

The External Environment Senior Management Support

Competitors Possibly the most important factor

Political climate
Economic conditions, Cdn vs U.S. currency Provide adequate budget and human resources
Legislation
Technology
Success Factors Success Factors
The 1994 Standish CHAOS Report identified top 10 The 1994 Standish CHAOS Report also identified 3 main
factors to project success reasons for project failure

1. User involvement 2. Top management support 1. Unable to plan and estimate correctly
3. Clear statement of 4. Proper planning
requirements
As information becomes available the initial cost
5. Realistic expectations 6. Smaller project milestones
estimates and schedules are not updated
7. Competent staff 8. Ownership
9. Clear vision and objectives 10. Hard working and focused staff
Plans are not used correctly to guide the project

Success Factors Success Factors

The 1994 Standish CHAOS Report also The 1994 Standish CHAOS Report also identified 3 main
identified 3 main reasons for project failure reasons for project failure

2. Fail to implement tasks according to plan 3. Failure caused by human factor

Caused by project scope changes Project managers not trained to acquire necessary
Failure to communicate management skills
Major changes in requirements
Testing and/or inspections are done poorly
e.g. WEP girder repplacement
 Project Manager
Main Roles
Single point of responsibility & coordination to plan
and execute all Project activities
Extension of a Firms Management to represent the
Firm with the Owner / User
Point of Owner / User interface & trust to meet overall
Project delivery objectives
Interface w/ 3rd Parties on Project issues
21st Century Needs
Project Managers
Develop and lead integrated teams
Represent both design and construction
Both technical and commercial skills
Organization and communication skills
Risk management strategies & techniques
Management processes and systems knowledge
Both design and field construction experience, w/startup-
commissioning
Project Manager
Primary Responsibilities
Understand & Manage the Prime Contract
Mobilize / Establish the Project Team
Establish Project Operating Procedures
Establish / Maintain Stakeholder interfaces
Achieve Budget, Schedule, and Quality
Identify / Manage Change (scope & other)
Achieve Safety Program Objectives
Project Manager
Characteristics for Success
Providing leadership, vision and direction, rather
than following the landscape
Creating results, rather than providing reasons why
they cant be achieved.
Anticipating and avoiding problems, rather than just
reacting to problems
Creating solutions, with the Project Team rather
than just reporting problems
Promoting a sense of urgency (Push the Schedule)
 Project Manager Qualifications
Experience and industry knowledge relative to level of
responsibility (breadth & depth)
Skills in planning, organization & team building
Skills in communication, motivation, and negotiation
Understand both commercial and technical issues
Understand project control philosophies, techniques,
and computerized management tools
Understand Project Team responsibilities and roles
and be an integrator of people and resources
Ability to recognize priorities & act accordingly
Learning from Other Failures
Case Study 1
Denver Airport Baggage System
In August 2005 automated system was demolished
Implemented manual baggage system and cut costs
Learning from Other Failures
Case Study 1
Denver Airport Baggage System
Expected to automate the handling of baggage in
entire airport
Complex system that caused the airport to sit idle for
16 months while Engineers work on it
Added $560 M and never functioned as intended
Required $1 M per month to maintain
Learning from Other Failures
Case Study 1
Denver Airport Baggage System Why Did it Fail
Underestimation of complexity
Changes in requirements
Underestimation of schedule
Underestimation of budget
Failure to build in backup system
Automated system damaged peoples baggage
Learning from Other Failures
Case Study 2
AVON Product Sales and Ordering System
Intended to streamline the ordering process
Intended to improve customer needs and expectations
Intended to allow sales agents to use tablets to
showcase products and complete online orders
Learning from Other Failures
Case Study 2
AVON Product Sales and Ordering System
Why Did it Fail
Tablet functions did not work properly (quality flaws)
Log in, saving orders, checking inventory
Complaints about usability (lack stakeholder analysis)
User interface was poorly structured and did not meet
the users expectations fail to understand agents
needs)
Learning from Other Failures
Case Study 2
AVON Product Sales and Ordering System
In December 2013 the project was abandoned
The project caused significant business disruption
Learning from Other Failures
Case Study 2
AVON Product Sales and Ordering System
Failure Impact
Net effect was drastic
Reports of a sales executive lost over 300 agents which
represents 33% of the sales team
AVON stopped the project before going global which
may have saved AVON overall
Delegation Delegation
In Class Exercise Assigning tasks to others and following through to
ensure the tasks are completed properly and on time
How do you Delegate?

Groups of 2 people

Delegation Includes Delegation Is Not

Empowering others Dumping dull jobs
Giving responsibility Method of punishment
Sharing authority A way to play favorites
Expecting accountability Abdication of responsibility
Providing support Solution for poor time management
Letting go Ego gratification
Delegation Delegation
Benefits for Employees Benefits for Managers
Increase skill level Increased effectiveness

Job enrichment Improved time management

Broaden knowledge and experience Use budget efficiently

Develop initiative

Delegation Delegation
Delegation is most successful when Do not delegate
Tasks are recurring Tasks that are personal

Include an appropriate level of decision making Tasks that require the employee to discipline a colleague

Tasks to others who are better than you Tasks that are politically sensitive

Tasks offer a challenge to the employee Tasks that are beyond the employees skill level
 Project Management Tools
1. Needs Assessment

2. Risk Management Plan

Peter Bziuk, P. Eng 3. Communication Plan

Manager Construction Services
County of Essex
pbziuk@countyofessex.on.ca
519 796 7827

Needs Assessment Needs Assessment

The assessment of resources required to complete a STEP 1
task or project Gather information about the project
Terms of reference
Applies to: What technology, equipment or tools are required
Amount of time Discussion with the client or end user
Time of year
Consult fellow employees who may have experience
Funding
Human resources
specialist
Needs Assessment Needs Assessment
Step 2 STEP 3
Identify the problem Expect the unexpected
Prioritize the milestone steps required to create a Generally develop plan B in case unforeseen
solution circumstances arise
Research
Planning
Design
Procurement
Project completion

Needs Assessment Risk Management Plan

STEP 4
Senior management agreement and support Constantly aware of what might happen
Key decision makers (e.g. City Council or Board of
Directors) The objective is to mitigate the probability and impact of
Funding approval events related to:
Purchase resources if necessary Budget
Schedule
Consensus from key stakeholders
Scope
Quality
Customer satisfaction
Risk Management Plan
Each identified risk needs to be assessed
What is the risk that the probability will occur
Identify circumstances, what if?
What impact will the risk have
Risk Management Plan
How will you manage the risk event
Will the risk stop you from reaching your objective
Do existing practices need to change to reduce the risk

Risk Assessment Work Sheet In Class Exercise

Risk Event Probability Impact Action Plan Candidate Project
or Category Contingency
Strategy
Construction site
Assembly line modification
Hospital expansion

Identify and assess 3 risks

Communication Plan Communication Plan
Historically people met face to face The internet and email changed the way people
communicate
Project teams were co-located
Technology encourages virtual team members
Body language, voice tones and emphasis of words were Video conferencing
important elements of communication Go to meeting
Project file sharing sites

Advantages of the Virtual Team Disadvantages of the Virtual Team

Cost saving with less travel Lack of body language, tone and facial expression

Time efficiency by being productive instead of traveling Lack of hand gestures

Less fuel emissions Cultural and generational difference are overlooked

Availability of expert resources in other offices

 Communication is a Risk
Effective Project Manager General Contractors need to communicate with sub contractors

Each team member may have different communication

preferences
paper vs electronic

Effective project manager needs to adapt to different

preferences

What is the most appropriate communication medium for

the team?

Communication Protocol External Communication

At the onset of the project establish a communication Way finding signs are inexpensive and help your
protocol (management technique) audience get to their destination

With regards to the engineering and design of the CR 2 bridge at the Pike
Creek, I believe it is important to establish a communication protocol Also used in buildings during
All correspondence must be copied to Richard, me, Karyn and James renovations
No exceptions

Thank you

Causes of Communication Failure
1. Technical jargon with a non technical audience
common mistake for engineers
2. Information overload
3. Assuming the other person knows
4. Wrong delivery channel
Time Management
With increased pressure in the work place to complete
more with less time, it is paramount to mange your time
effectively
Technical Jargon
Dear Resident:
This letter is to inform you that County Road 27 (Belle River
Road) will be rehabilitated from a point 800 m north of County
Road 46, southerly 2.3 km to South Middle Road.
The work includes:
cold in place recycling with expanded asphalt
paving with hot mix asphalt
Recycling shall commence Tuesday, July 1, 2014 and should be
completed in two days. Paving operations will occur at a later
date. It is anticipated that all work will be completed by the end
of July.
Time Management
Why is it important to manage your time?
Time leads to your salary
Minimize duplication of effort
Timesheets impact the Clients budget
Personal Rules
Time management starts with you Time Management Tools
Do not schedule meeting Monday morning Look Ahead Technique
Do not schedule meeting Friday afternoon
(available and working) Applies to career and personal life
On Thursday conduct one week look ahead (and long
Schedule one meeting per morning range look ahead)
Schedule one meeting per afternoon Facca experience and success
(balance workload) Samples

Submit typing assignments before morning break

Time Management Tools Prioritize

Combination of Importance and Urgency
Gantt Charts
Computer applications such as Kickstart and Primavera Very Important Urgent (e.g. addendum)
Systems
Can also less sophisticated such as excel sheets and hand
Important should be done asap (e.g. design)
written
Refer to samples
Not Important could be useful, but not necessary
(outside of scope)
Frequency of Interaction
Site Meetings usually every 2 weeks
Meet Inspector day before and walk the site
Are there any issues to be reviewed on site before
tomorrows meeting
Meet with Public as needed and on request
Consultant / Client initial, 60% and 90%
Strategies to Improve Time
Management
Set Deadlines
30 minute challenge
Divide large projects into sub sections
Start meetings on time ($ per hour)
Meeting agenda and stick to agenda
New business list before you walk in
Concentrate
List and prioritize tasks
Opportunities to multi task
Causes of Poor Time Management
Procrastination
Poor Planning fail to look ahead
Too many meetings
Try to do everything yourself
Did you delegate?
No priorities
Union Station Behind Schedule
Case Study 1
Multi year project began in December 2009, $665
Million
Running behind schedule according to the Citys
auditor general
In June 2011 staff approved $671,400 expenditure to
change the method of replacing supporting columns
to increase the number of columns being worked on
simultaneously
Shoring contract was increased by $570,000 for work
that was not in the original tender (yet to be designed)
Wembley Stadium
Case Study 2
Rebuilt in s to replace the 9 original structure
Magnitude of Risk
Small Projects may encounter small delays
Project needed 5 years more than originally estimated
Large Projects may encounter large delays
Project costs in excess of double the original estimate
Why? Are you prepared to accept responsibility
Information flow (communication)
Unique design made estimating difficult

CLIENTS WANT
Shorter schedules
Reduced risk
Performance accountability
Early firm price & schedule
Reduced construction cost
Peter Bziuk, P. Eng. Quality with longevity
Manager Construction Services Reduced administration costs
County of Essex
pbziuk@countyofessex.on.ca
519 796 7827 INNOVATIVE DELIVERY
 Proposal Evaluation
Does the Consultant understand the project?
Has the Consultant identified the team members?
Include Sub Consultants
Does the proposal include a bar chart for the schedule?
Is the proposed fee and effort realistic (too high or too
low)
Effort refers to proposed hours
Does the Consultant have experience with other
equivalent projects?
Has the Consultant identified the required approvals?
Where does the Client go to get help

Proposal Components Traditional Delivery Approach

Meetings Design-Bid-Build
Initial meeting with Client
Owner describes the project and hires architect / engineer
60 % design
Architect / engineer develops scope and detail design
90 % design
Scope and design leads to tender documents: Owner
Stakeholder meetings (public or end users) warrants accuracy completeness
Approvals Bid documents finalized and bids solicited for low price
Agency consultation Construction proceeds with architect / engineer oversight
Utility, local municipality, PAC, drainage board Owner arbitrates disputes and pays invoices or defends
Property expropriation claims.
Sub Consultant Input How are the Architect and Engineer ACCOUNTABLE ?
 Traditional Delivery Approach
Design-Bid-Build
How are the Architect and Engineer ACCOUNTABLE ?
The client shall give the Engineer authority to act as
the clients agent in all matters falling within the scope
of the Engineers services
The client shall pay within 30 days after submission all
invoices the engineer submits to the client
Potential Results of Traditional
Delivery Approach
Extensive disputes and litigation
Longer or Interrupted schedules
Overrun budgets / extensive change orders
Questionable quality
Poor coordination and communication w/ 3rd parties
and the public
Traditional Delivery (Design-Bid Build)
Disadvantages
High Owner liability - Owner is caught between
designer and contractor
Disputes go through Owner
Owner bears design adequacy risk
Designers and constructors have some conflicting
agendas/objectives dont align with owner objectives
If and when construction low bid comes in over
budget, there can be delays and $$$ problems
Initial low price doesnt necessarily give best value
or even the lowest final price !
Traditional Delivery Approach
Design-Bid-Build
How are the Architect and Engineer ACCOUNTABLE ?
By notice in writing to the Engineer, the client may at
any time suspend or terminate the services of any
portion thereof at any stage of the undertaking
 Project Assessment
SUPER MANager Delivery Threats
Can clearly define scope performance and quality
Effective project managers can mitigate the potential requirements
adverse impacts of traditional delivery approach Potential delay issues - environmental permitting, ROW,
internal owner issues, community requirements
Schedule demands
Many small projects rely on the traditional delivery Funding source and early firm cost requirement
approach Budget restrictions cost growth unacceptable
3rd party involvement - requirements
The result is increased confidence from the Owner Innovative technical solutions available
Complex warranty issues
Available owner staff resources
Owner risk level tolerance

Project Delivery Alternatives Design / Construction

Major Categories Management @ Risk
Design CM Agency Trade Contractors Build
Owner
Job Order Contracting pre-qualified designers and constructors
are assigned or compete for various works

21st Century emphasis More Accountability Designer CM @

risk
Design CM @ Risk contractor hired early on qualifications
Design Build One entity responsible for both design and
construction
Public Private Partnerships

Multiple Subcontractors / Suppliers

 Design-Build
Design / CM @ Risk
Design builder may be general contractor, design firm, an integrated
Advantages design constructor, or a joint venture of firms
More Owner control to choose constructor
May fast track project schedule Owner
May get early contractor input by contractor who
will build the project Design-Builder
Can develop early basis for partnering and
problem solving with designer and constructor
Improved cost control during design development Design Consultant Specialty and
BUT, owner must proactively manage the interface Subcontractors
between the designer and constructor ---------------------
Manufacturers/Suppliers

Design Build Advantages
Maximum fast track on schedule
full partnering opportunity
Performance accountability single source
Clearer assignment of risk
Innovative technical solutions
Better alignment with owner objectives
Early firm price & schedule
Clearer warranty responsibility
Comparison of Traditional
Delivery to Design - Build
Construction Industry Institute study of 350 building
projects:
Unit cost average 6% less with DB
Construction schedule 12% faster w/ DB
Project time (design & construction) up
to 33% faster w/ DB
Better quality w/ DB using seven
performance measures including warranty
call-backs
Design Build is also a
Platform for Added Services
DB-OM: Operation & Maintenance
United Kingdom wastewater plants
DB-M: Maintenance only
E.g. hwy 401 and hwy 3
DB-F: Bring the $$$ (Finance)
DB-O-F: Bring O&M & $$$ (Finance)
Public Private Partnership (P3)
Design-Build-Operate (DBOF)
w/ Project Finance
Owner
Design/Builder
Design
Construction Finance
Design Build is also a
Platform for Added Services
DB-O-OM: Bring the Owner, the $$$
Investment, & O & M
E.g. Wastewater palletization facility
DB-O-OT: Bring the Owner, the $$$
Investment, the O&M, leaseback & transfer
E.g. 30 year lease
Public Private Partnerships
Private Sector brings Resources to Public
Sector Needs
Owners
Consultant
Not necessarily privatization
Often needs Upper government approval
E.g. Infrastructure Ontario
Can involve both financial and non-financial costs
and benefits
Can be for various time intervals
Can create new revenue streams for both parties
Operation creating the win win
 XYZ Environmental Technologies Stop and Think
Project Contracts Structure
If P3 creates the win-win scenario, then should all
projects be P3?
Own-Finance Operation
Design Build Client Corporate Client Plant
&
Maintenan At the 2014 Canadian Council on P3, Prime Minister
Design Builder ce O&M Company
Service
Agreement
Lease
Agreement
Trudeau announced that P3 will be a critical element
Design Build
Operation
and
in delivering infrastructure . The private sector needs
Agreement
Project Company
Maintenance
Agreement to provide innovative solutions to finance and build
Sub to Sub to
Designer Contracto
r
public infrastructure
Equity Residuals Discharge
Debt
Agreement Agreement Agreement
Sub- Sub- Finance
consultants contractors Agreement

City Wastewater
ABC Fertilizer
Treatment
Suppliers Suppliers Owner 1 Owner 2 Funding Source(s) Facility

Stop and Think Consultant Engineering Firms

If P3 creates the win-win scenario, then should all Business Structure
projects be P3?
Sole Proprietorship
Need P. Eng first
P3 projects have a huge scope with complexity Challenging for young engineers
Partnership
Infrastructure Ontario screens the project for Relatively small office with shared responsibilities
eligibility Corporate Ownership
Multiple offices in Canada
In 2016 the top 100 projects in Canada include 33 P3
projects worth $52.4 billion Consortium
WEP
Scope of Services
Preliminary design, investigative, advisory
Project management service
Detail design and engineering
Contract administration and on site service review
Observation inspection
Legal implications of inspection
Engineering Fees
Office fees may be flat rate % ( 5% to 8%)
Line item at end of invoice
Reimbursement expenses
Mileage for vehicles (50 cents per km)
Travel expenses (hotel room, airfare)
Printing and reproduction (docs for client review and tender)
Media charges (newspaper ad for tender)
Computer charges (special applications such as modelling)
Engineering Fees
Basis A = Time plus expenses
E.g. expert witness, investigative, preliminary design
Usually the scope is not well defined
Basis B = % of Construction Cost
Standard design requires less cost
Basis C = Fixed Cost
Client defines upset limit or lump sum
Professional Construction
Management
Process by which a client engages a Consulting
Engineer to be the agent, referred to as the
Construction Manager (CM) or Project Manager
Short term and long term assignments
Traditionally CM was separate from Consultant
More recently CM is Consultant
The Consulting Engineer acts as the neutral party
between the Client and the Contractor
Keep in mind the client pays the Consultant
Construction Manager or Project Construction Manager or Project
Manager - Competencies Manager - Roles
Work with client and design engineers from onset to
Engineering knowledge completion
Management skill Provide leadership to consulting team
Decision making Provide leadership and oversight of construction
Responsibility
activities
Recommend course of action

Construction Manager or Project Construction Manager or Project

Manager - Roles
Propose design and construction alternatives to be
studied and evaluated by the consulting team
Predict effects of alternatives on the project schedule
and budget
Monitor progress to ensure within budget and
schedule. Do not exceed approved budget!! Advise
client of status
Manage procurement of material and equipment
including utility relocations
Manager - Responsibilities
Provide faithful and professional advice to the owner
Keep the owner fully informed
To obtain full cooperation from the architect or design
engineer
Responsibility to the Contractor includes accurate
interpretation of plans and specifications. Ensure the
construction meets the intended design. Support fair
compensation to the contractor for changes
Change Orders = Design Changes
Caused by unforeseen site conditions

Modifications initiated by the owner

Modifications initiated by the design engineer

Suggestions from the Contractor

Extras and credits