SUCCESSFUL PROJECT MANAGEMENT FLOWCHART

Project Aquisition Turnover

Pre – Construction Phase
Invitation Kickoff
Meeting
Develop Job Develop Final Establish Short
Project Cost Breakdown Labor Productivity Interval Planning
Submit Number Measurement System Process Planning for Profitability
Estimating Prepare Budget/Bid
Follow-Up
Contract ¢¢
ExO ¢¢
EST ¢¢
PM ¢¢ENG ¢¢
PM ¢¢ FMN
Your Guide to Successful
Meeting Budget/Bid
¢¢
FMN ¢¢
ACT ¢¢
CAx ¢¢
¢¢
ACT ¢¢ ¢¢
ACT ¢¢ ¢¢
PM ¢¢FMN ¢¢ACT ¢¢
PM ¢¢
FMN ¢¢SC ¢¢ V
Dodge
Report
¢¢
ExO ¢¢EST ¢¢
ExO ¢¢EST Awarded PA PM EST
¢¢ EST ¢¢ SD ¢¢ GC ¢¢ PA ¢¢ SF
Pre-Construction Planning

¢¢ SD ¢¢ ¢¢
¢¢
ExO ¢¢
EST ¢¢
EST ¢¢ PM ¢¢ PM GC PA
12. R
 eview unique project
conditions
Bonds/ Purchase Distribute Approved
Go/No Go Equipment Do Submittals and 13. Enhance profitability
Job Closure Planning for Profitability Insurance Submittals, Complete
Decision and Award Secure Approval
Project Ad Strategies Contract Your Guide to Successful Preliminary O&M
Matrix Pre-Construction Planning Subcontracts Manuals 14. Develop a change order plan
¢¢
ExO ¢¢EST Lost ¢¢
ExO ¢¢
PM
¢¢
PM ¢¢
¢¢
PA ¢¢PM ¢¢
ENG
¢¢
ExO ¢¢EST
¢¢ PM
ACT
¢¢
EST ¢¢
SC ¢¢V ¢¢
PM ¢¢SC ¢¢V
15. Develop a claims avoidance plan
¢¢ PM Feedback to
Estimating
1. Present the project ¢¢
PA ¢¢FMN ¢¢ PA ¢¢ GC
16. D
 evelop special risks and
2. Select the project team ¢¢
ENG ¢¢EST
safety plan
Request for
Quotation
¢¢
ExO ¢¢EST
Permits Plan Pre-fabrication,
Develop ¢¢
3. Risk management with
Value PM
Material Material and 17. D
 evelop human resources
Proposal Engineering insurance/bonding review Equipment Handling Plan Coordination, support plan
Letter ¢¢
PM Take Off, Initiate BIM (If required),

¢¢ ¢¢
EST PM
4. Negotiate the contract New or from ¢¢
PM ¢¢FMN ¢¢PA ¢¢ GC Plan Fabrication 18. R
 eview accounting and
¢¢
ExO ¢¢EST
5. Review project documents
Estimate
¢¢ SCH ¢¢ V ¢¢ SF financial plan
Proposal ¢¢ PM ¢¢
PM ¢¢
FMN ¢¢
PM ¢¢
ENG ¢¢
FMN
Contract
Develop
6. Evaluate estimate
Review ¢¢
PA ¢¢EST ¢¢
V ¢¢ SC ¢¢
GC 19. Review final plans and commit
to success
7. Evaluate construction team
Manpower
Loading members
¢¢
ExO ¢¢LEG Finalize Construction
¢¢ Preliminary Schedule
Chart
8. Develop a job schedule
PM
Project
¢¢
PM ¢¢FMN ¢¢
PA ¢¢
ACT

Other ¢¢
EST ¢¢
PM
9. Review proposed subcontracts
Schedule ¢¢ ¢¢ ¢¢
PM SCH FMN
¢¢
GC
¢¢
EST ¢¢SD ¢¢
SC ¢¢
GC

¢¢
PM ¢¢GC
¢¢PA
¢¢ SC
¢¢ V
10. Review material/equipment
requirements
¢¢
FMN ¢¢
SC

11. Develop labor plan and

Billing
productivity management system Breakdown
¢¢
PM ¢¢
ACT

Post Job Review Schedule Next Steps

and Deliverables Construction Phase
Utilize Short Enforce/Defend/ Construction Start
The following questions can help guide discussion and analysis of Interval/Lean Modify Overall
the project. This list is intended as a starting point; you may wish Planning Construction Schedule
to add other items as appropriate.
Scheduling/

• How did final costs compare to estimated costs?

¢¢
PM ¢¢
FMN ¢¢
GC ¢¢
PM ¢¢
SCH A ¢¢
FMN A ¢¢
GC Labor Control
¢¢ V ¢¢SC ¢¢PA ¢¢SC ¢¢ V
• What major assumptions were used in estimating the job? Were they
accurate?
• What major variances occurred? What caused them?
Key for Item Boxes
• How did labor productivity compare to the estimate? Resolve Problems/ Identify Problems/
Maintain
• What factors affecting labor productivity should be considered in Request Change Orders Changes on Project ACT Accountant
Change Order Log Change Orders/
future planning? Project
Give Notices Claims CAx Commissioning Agent
• Did the project follow the original schedule? Final Completion ¢¢
PM ¢¢
FMN ¢¢
GC ¢¢
PM ¢¢
FMN ¢¢
GC
Management Designer
Billing ENG
• How good were company relations with the following?
> Project owner
¢¢
PM ¢¢FNM
Job ¢¢
PM ¢¢
ExO ¢¢
LEG ¢¢ V ¢¢SC ¢¢
V ¢¢ PA ¢¢
SC
EST Estimator
> Design professionals ¢¢
PM ¢¢
CAx ¢¢SC Performance
ExO Executive Officer
> General contractor ¢¢ V Job Analysis at
> Subcontractor Completion 25% Labor, Maintain Job Manage/Monitor Manage Job Cost FMN Foreman
> Other trades on job 50% Labor, Cost Analysis Commissioning Plan Subcontracts Analysis GC General Contractor
> Suppliers and manufacturers 75% Labor Administration
• How well did the general contractor treat the company in terms of:
Commissioning
Complete
Operations/
¢¢ ¢¢
PM ExO
¢¢
PM ¢¢
ACT ¢¢
PM ¢¢
CAx ¢¢
ENG ¢¢
PM ¢¢
FMN ¢¢
SC ¢¢
PM ¢¢
FMN ¢¢
ACT LEG Legal

> Scheduling Maintenance PM Project Manager

> Payment Manuals ¢¢
FMN ¢¢ SF
PA Purchasing Agent
> Coordination with other trades ¢¢
PM ¢¢
CAx
¢¢
ENG ¢¢
Maintain Labor Manage
> Material handling facilities ¢¢
PM ¢¢
PA PA
Measurement
Manage/Monitor
LEED Plan Vendors Job Meetings SD Safety Director
> Change orders ¢¢ EST System SCH Scheduling Consultant
> Safety ¢¢ ¢¢ ¢¢
PM FNM SC ¢¢ ¢¢
PM V ¢¢ ¢¢ ¢¢
PM FMN SD

> Back charges LEED Punch ¢¢

PM ¢¢
FNM SF Shop Foreman

Lists SC Subcontractor
> Other Certification
Manage Progress Vendors
• Did the project team follow through with goals and procedures
¢¢
PM ¢¢FNM
Develop Accurate Manage/Monitor Material Billings
V
established in pre-planning, particularly those for:
> Pre-fabrication
¢¢
PM ¢¢
ENG
¢¢SC Cost to Compete BIM Coordination
¢¢
PM ¢¢
FNM
> Material handling
¢¢ ¢¢ ¢¢ ¢¢ ¢¢
PM FNM ENG SF ¢¢
PM ¢¢
ACT

> Shop drawings

PM
¢¢
SF ¢¢PA

• What were the project team’s overall strengths?

• What would the project team do differently on future projects? Demobilization Retention Mechanical/
Reduction Seek Retention Manage/Monitor Manage Electrical
¢¢ ¢¢ ¢¢ ¢¢
ExO PM FMN PA ¢¢ ¢¢
PM GC Reduction QA/QC Plan Equipment Coordinating Mechanical Contractors Association of America, Inc.
1385 Piccard Drive • Rockville, MD 20850-4340
¢¢
SD ¢¢
SF ¢¢ ¢¢ ¢¢ ¢¢
ENG FMN PM GC
¢¢ ¢¢
PM ACT ¢¢ ¢¢ ¢¢
PM FMN SD ¢¢ ¢¢ ¢¢
FMN PM V ¢¢ ¢¢ ¢¢
PM SC PA 301-869-5800 • fax 301-990-9690 • www.mcaa.org

© 2 0 1 2 M e c h a n i c a l C o n t r a c t o r s A s s o c i at i o n o f Am e r i c a , I n c . Item code: M21