The Project Manager's Checklist for Building Projects: Delivery Strategies & Processes

Copyright © 2013 by Mark Urizar.

ISBN:            Softcover              978-1-4836-6294-7

                      Ebook                   978-1-4836-6295-4

All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from the copyright owner.

Rev. date: 01/16/2020

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CONTENTS

Foreword

Chapter 1—Overview of the Building Project Management Process

The Project Management Roadmap Checklist

The Business Need

Project Initiation

Project Planning and Development

Implementation Phase—Pre Construction

Implementation Phase—Procure the Construction Works

Project Finalisation—Construction Completion and Handover

System Improvement

The Design Management Process

Pre-Design

The Design

The Construction Documentation

The Construction Tender Process

During Construction

Post Construction

Chapter 2—Project Initiation

The Client Brief/Project Requirements

Project Assessment and Selection

The Client Agreement Document/Project Charter

Client Agreement Document TOC Checklist

Client and Project Manager Roles and Responsibilities

Accountability Assignment Matrix

The Project Team

The Project Management Team

The Project Manager

The Project Manager’s Key Competencies Checklist

The Design Team

Consultancy Agreements—Engaging Services Professionals

Consultant Engagement Plan—Checklist

Design Team Key Activities per Phase—Checklist

Project Key Stakeholders

Stakeholder Identification

Stakeholder Analysis

Stakeholder Interest and Involvement Example

The Key Stakeholder Engagement Strategy

Key Stakeholder Interface Management Chart

Key Stakeholder Engagement Plan Checklist

The Project Governance Requirement

Governance Checklist

Project Meetings

Project Meetings and Committees Checklist

The Project Kick Off Meeting/Workshop

The Initiation Meeting Requirements Checklist

The Initiation Meeting Agenda

The Client’s and Project Manager’s Perspective of the Project

Participants

The Initiation Workshop Facilitator Role

Document Workshop Outcomes

Agreed Outcomes and Conclusions

Follow-up Arrangements

Project Initiation Questions Checklist

Chapter 3—Project Planning and Development

The Project Scope

Consulting and Managing Client and Building User Groups

Essential References and Inputs

Quantitative Scoping Tools

Key features and statistics

Stacking diagram (for multi storey buildings)

Area Schedules

Yield Schedule

Room Data Sheets

The Master Plan Study

The Master Plan Study Deliverables

The Outline Brief

The Outline Brief Content Checklist

Design Considerations

Buildability Considerations

Safety in Design Consideration

Safety in Design Checklist

Lifecycle and ESD Considerations

Incorporating ESD into the Design Process

Asset and Operational Management Considerations

Asset and Operational Management Checklist

Project/Design Management Plans

The Project Management Plan

The Project Management Plan Checklist

The Design Management Plan

The Design Management Plan Checklist

The Scope Management Plan

The Scope Management Plan Checklist/Status

Change Control Process Checklist

The Schedule Management Plan

The Schedule Management Plan Checklist

The Cost Management Plan

The Cost Management Plan Checklist

The Project Budget and Cost Plans

Value Management

Value Management Review Checklist

Project Cashflow Preparation and Management

Contingency Allocation and Management

Risk and Issue Management

Issues Management

Issue Management Process Checklist

Risk Management

Risk Management Plan Checklist

Risk Assessment Tables

Post Risk Management—Event and Post Disaster Management

The Quality Management Plan

The Quality Management Plan Checklist

Enabling a Continuous Improvement Culture

The Communications Management Plan

The Communications Management Plan Checklist

The Resource Management Plan

The Resource Management Plan Checklist

The Project Procurement Strategy

The Procurement Management Plan Checklist

Project Probity Requirements

The Probity Auditor/Probity Advisor Roles

Chapter 4—Implementation Phase—Pre Construction

The Design Brief

The Design Brief Table of Contents (TOC) Checklist

Feasibility Study/Concept Design

Feasibility Study/Concept Plan Checklist

Schematic Design

Schematic Design Checklist

The Development Approval Process

The Planning Approval Process

Planning Consent Plan

Design Development

Design Development Checklist

Contract Documents

The Contract Documentation Deliverables Checklist

Certification of the Design Works

Chapter 5—Monitoring and Controlling Processes

Performance Management

Establishing the Required Performance

Monitoring and Control

Monitoring and Control Checklist

Performance Improvement Planning

Performance Reporting

The Project Manager’s Report

Design Consultant Reports

Contractor Reports

Chapter 6—The Construction Tender Process

The Tender Process Checklist

Determining the Required Tender Process

The Tender Evaluation Plan

The Tender Documentation

The Expression of Interest (EOI) Process

The Request for Proposal Process

Tender Responses

The Tender Assessment and Evaluation Process

Tender Process Assignment Matrix

Planning Stage

Tender Administration Stage

Tender Evaluation Stage

Contract Establishment Stage

Chapter 7—Project Construction and Delivery

Contract Management

The Contract Management and Administration Plan Checklist

The Contract Management Requirements

The Contract Administration Requirements

Building Compliance; the Certification of the Construction Works

The Construction HSE (Health, Safety and Environment) Requirements

The HSE Management Plan Checklist

HSE Monitoring and Reporting Requirements

Relationship and Dispute Management

The Relations and Dispute Management Plan Checklist

Chapter 8—Completion=, Handover and System Improvement

The Construction Completion Management Plan Checklist

The Post-Occupancy Evaluations Processes

Knowledge Management and Systems Improvement

About the Book and Author

Everybody needs a reference document, a useful checklist that can jog the mind and remind us of what we should be considering and doing, including the experienced project manager.

Project Title (for single project use):

Foreword

Building projects are generally envisioned from a business need and a desire to realise certain benefits. Once initiated, it is essential to strategise as to what is required and how the desired built outcome could be achieved. This necessitates a structured approach, one that can appropriately consider both the project and design requirements along with their many process steps, activities and tasks. This is the ‘upfront planning’ of the project, the virtual ‘mapping’ of the project path, which set the roadmap and enables the project delivery strategy to be established.

Building projects, unlike other projects, require both the ‘project’ and ‘design’ aspects to be managed effectively and simultaneously. The project management considerations include the lifecycle processes of initiating, planning, executing, monitoring, controlling, and closing, and must cover the nine knowledge areas of scope, time, cost, quality, human resources, communications, risk, procurement, and integration management. Whilst the design management process steps may be similar to these, these are also somewhat different, as these require the design works to be progressed from a ‘concept stage’, eg from master planning to feasibility study/concept design, schematic design, design development, documentation, tender, to construction and completion, and then to the post construction phase. The seemingly different project and design management processes can however be integrated and combined into series of steps; a roadmap, which if followed, can efficiently progress the project to completion.

This book details the roadmap (see figure 1) for procuring and delivering building projects, through checklists of phases, steps, tasks and requirements. These provide the necessary guidelines and prompters that not only ensure the desired built outcomes are achieved, but also maximises the value of the management process applied.

Figure 1: The building project roadmap framework

Chapter 1—Overview of the Building Project Management Process

As the possible paths for a new project are envisioned, it is useful to reflect on completed projects and how these were undertaken, managed, progressed and completed. Invariably, most building projects follow a similar path, through the similar life cycle phases of initiation, planning and development, implementation (pre construction and construction), finalisation (the eventual completion and delivery of the project to the client), and system improvement. These are the phases that set the framework for the project ‘roadmap’, which in turn provides the necessary infrastructure that allows the inclusion of all relevant and associated tasks, activities, works, processes, and considerations, all in their correct sequence.

Once mapped and documented, the roadmap provides a holistic view of the different life cycle aspects of building projects (see figure 1). With this insight, each phase and process can more easily and effectively be considered and planned, upfront, prior to the works commencing. This insight also enables more effective strategic decisions to be made, upfront, which not only sets the direction for the project but also influence all subsequent and future project decisions.

The roadmap is a tool that allows project managers to determine where the project should be at any time in the future, at each phase of its lifecycle.

Once the project direction is established and as works commences, the effort focus must be shifted from the strategic to the tactical; to planning and process management. Initially the management process must remain agile and adaptive, so the uncertainty can be iteratively and progressively removed. And as assumptions and theories are tested, issues and priorities resolved and the project requirements are clarified, then the project ‘baseline’ can be established and the project specific management plans prepared and actioned.

Project specific management plans provide the means to ensure the works and thereby the project remains on path to achieve the desired outcome. These essentially link the many tasks and works to checklist of specific processes, tools, relevant documents, references, guidelines, and applicable legislation that must be considered, followed and used for these to be confirmed as compliant. As these are adopted, these will inevitable influence every subsequent project aspect, from what is later decided to what is done, how it is done and in doing so, also provides the assurance that if followed, the desired outcome will be achieved.

The Design Management Process

The design of buildings must be taken through a series of progressive development phases, where the design is iteratively elaborated. Essential to the design process is the selection and appointment of the architect, the design leader, who decides whether the design process should be further enhanced, elaborated or abbreviated, depending on the complexity of the building design, project, and the specific client requirements.