Académique Documents
Professionnel Documents
Culture Documents
▪ Introduction
▪ Course objectives
▪ Syllabus
▪ Classroom rules
▪ Construction Business Management
▪ Project Life Cycle
Introduction
▪ About myself
Professional Background
Councils board member: ITESM academic council board Architects Mexico city campus, CEMEX
Industrial Customer council Board.
Hermosillo y Asociados Arquitectos
Partner & New Business Development Director (2010 – to date)
Council board member, DEVELOPMENT
Operations Director & Head of Mexico´s city office (2005- 2010)
Project Manager - Hermosillo y Asociados (2002-2005)
EXXON MOBIL
Project Manager, Sales Region Director, EHS supervisor, Blending Plant Supervisor,
EXXON MOBIL (1995-1999)
Academic Background
MSc Environmental Engineering - Newcastle Upon Tyne University
MBA - ITAM
Bachelor of Civil Engineering - ITESM – Campus MTY
Course expectations?
Course Objectives
▪ ITESM - Upon completion of this module, students will have sufficient
knowledge and competency regarding business administration and finance, as
well as the necessary related tools, to manage and create a construction
company at operational and strategic levels.
Syllabus
Classroom rules
▪ Punctuality
▪ Assistance will be taken 5 minutes after lecture starts, at 19:05 am.
▪ No one will be allowed inside the classroom after this.
▪ You are only entitled to be absent three times during the semester.
▪ Three hour lecture with a fifteen minutes break. Clock manager?
▪ No mobiles at any time during lectures. PENALTY. Time will be added at the end of the class.
▪ During examination all mobiles will be turned off and placed at the front desk.
▪ Tutorials will be scheduled by appointment, email needed. (rafael.romano@Hermosillo.com)
• IF STUDENTS don’t attend a lecture, they have to do a brief presentation of the missed class
on the following lecture (no more then 5min). PPT is required.
▪ Teaching Schedule
▪ Sixteen three-hour lecture periods.
▪ If needed, fifteen minutes tutorials mainly for coursework.
▪ RESCHEDULE LECTURE- SEMANA “I” 10/06 8am Saturday- to 11am
Classroom rules
▪ Coursework and Examination
▪ Deshonestidad Académica will be enforced according to school’s policies.
• If the overall group final average is above 90%, the final exam will not be accumulative.
If the group´s average is >85% the final exam will be semi-accumalative (All the course
subjects, except items already evaluated in partial exams). If the Group´s average is <80%, the final
exam will include 100% of the subjects.
▪ Se considerará responsable tanto al alumno que comete un acto de DA como a quien permite que se
efectúe. OJO, no se volverán a tener consideraciones para los miembros del equipo, todos son
responsables del trabajo presentado.
Fuente de consulta:
• The correct action to properly coordinate your team (collaborative work), identify
and mitigate risk, assure to comply with what you promised (contract), optimized
resources (human resources, schedule, economical, Safety, Quality) and Motivate
your team to achieve a successful project.
RAFA
Project Management
Project Management = Management of a Project
Post-
Pre - Design Design Procurement Construction
Construction
Post
Monitor Handover Operation Test
evaluation
▪ Both the AMIP and APP approach will aid apply those principles into the
Mexican Construction Industry.
• Construction PROJECT´S LIFE CYCLE
Company
Customer
Marketing
Guarantee
Period
PreConstruction
Are all the activities that need to be done in order to execute properly a project,
starting with Marketing Strategies, Preparing a Cost Proposal, doing the Design
and Construction of the Project and lastly, repeating a future sale with the same
Customer. Rafa
Our approach – Construction Project Management
Post -
Pre - Design Design Procurement Construction
Construction
Post
Monitor Handover Operation Test
evaluation
• ‘Construction Project Management is a tool to help the process of change’ (Clarke, 1998).
• Construction Project Management is about people getting things done’ (Barnes, 2012).
TRANSIENCE: the state or fact of lasting only for a short time; transitory nature.
"the transience of life and happiness" A Project is not a usual activity - Uniqueness
Our approach – Construction Project Management
▪ What is Management?
▪ What is Project Management?
▪ Name the four approaches revised regarding Project /Construction
Management. Advantages and disadvantages
▪ Which one is the most important one?
Customer
Marketing
Guarantee
Period
PreConstruction
• Communications
• Mass Grading, Highways, rural roads, Airports, sea docks, Tunnels, Bridges, trains, subways
• Infrastructure
• Water dams, open channels, underground tunnels, power plants, potable water facilities & WWTP
• Industrial
• Industrial facilities, Distribution centers, Heavy Industry, Power Plants, Manufacturing
• Services
• Schools, retail, Malls, Theatres, Auditoriums, Stadiums, Hospitals, Churches, Jails
• Others
• Design Projects, Feasibility Studies, Environmental Studies, Hydrology Studies..
• TYPES OF CUSTOMERS
• Developers
• They are not a construction company.
• They seek to invest in projecs, have a ROI (Return of Investment > Bank)
• Housing for Rent or Sale, Industry (land for sale or facility for lease), Retail and
Malls (space for lease) , Office buildings (space for lease or sale), Public
Infrastructure (PPS, Concession)
• Public Projects
• BID out (need to follow the Law)
• Infrastructure, PPS, Hospitals, Jails, Offices
• Directo Customers (SOURCE)
• Industrial, Manufacturing
• Retail,
• Housing
• Hospitality
• Designers (A/E FIrms)
Types of Projects and their owners
▪ Two dimensions can aid us categorize an owner:
1. The owner is from a public or a private sector.
2. The owner is a repeat builder or a one-time builder.
Public Owner
• Public sector owners are involved in developing federal, state, municipal or
local projects.
• These projects are funded with taxes or municipal issuances (debt of the
government with a certain lender).
• The range of projects comprised in this sector is immense; from large
infrastructure projects to small toll booths. Can you please name a few?
• In México the “Ley de Obras Públicas y Servicios” is applicable to all public
projects, both for federal and estate government.
http://www.diputados.gob.mx/LeyesBiblio/pdf/56_110814.pdf
• PUBLIC BIDS
• Types of PUBLIC BIDS
• They are govern/rule by the Law of Public Works (Federal, State or Municipal)
• 3 usual types (Depends on each Government Entity):
• INVITATION (3 companies, based according to amount set by Tax Office, amount below<+/-$6Mdp
• OPEN BID, Public anouncement through official newspaper. (Amounts above >$6 a $7Mdep
• DIRECT Allocation, due to a Public Emergency (Earthquake, Hurricane, Fire, etc..), Special
Types of equipment (machinery for recycle Asphalt) or a confidential project (Penitentiary).
Maximum average cost +/-$900,000pesos
• Usually all Public BID are based on Unit Cost Approach (They provide Catalogue of concepts).
• BID Package needs to be purchase and downloades from webpage:
https://compranet.funcionpublica.gob.mx
Types of Projects:
• City/Municipal Projects
• Infrastructure, Maintenance, Sports Facilities, bridges/underpass or speed ring
• States Projects
• Schools, Infrastructure, Maintenance, Development Centers or facilities, Auditorium,
Penitentiries (Jails),
• Federal Projects
• Airports, Highways/Freeways, Bridges, Dams, Infrastructure, Border Crossing, Rails
Types of Projects and their owners
▪ Each executive entity will select one of the three existing procedures according
to the type of project, local government should determine this based upon
the price, quality, funding and other particular circumstances:
1. Public Tender
2. Three party invitation, or
3. Direct award
▪ All public contracts should be awarded through a public tender, a public
notice should be stated so all participants can present their proposals in a
closed envelope that will be open publicly.
▪ Local and state entities should provide equal information to all participants in
order not to favor one. In the contract one should find the minimal
requirements and conditions for the tender.
▪ http://web.compranet.gob.mx:8007/pls/cnetii/vigentesop_1.vigop
▪ http://portal2.edomex.gob.mx/jcem/obras/convocatorias_licitaciones/index.htm
Types of Projects and their owners
▪ The presented proposals will not be negotiated, only clarifications or
additional information could be requested.
▪ The final process is the ruling and contract signature, or in some cases the
process could be cancelled.
▪ In any of the acts, any person can assist as an observer by registering their
attendance and abstaining of any type of intervention.
▪ In Public Tenders which the awarded amount exceeds ten million days of
minimum wage ($80.04 x 10 M = $800 M) and cases determined by the
Función Pública that impact the programs of the entity or estate; social
witnesses will participate.
▪ These social witnesses will participate on all procedures of the Public Tender,
and will provide a final testimony with their observations and
recommendations. They will be selected through public notice.
Customer
Marketing
Guarantee
Period
PreConstruction
▪ Sometimes you dont know against whom you are bidding the project.
▪ Government Entity doesnt pay to General Contractors to prepare BID
package/proposal.
▪ Governement Entity develops BID Package internally or through 3rd
parties.
PUBLIC BIDS
Key items to review and take action when preparing a Public BID Proposal:
▪ Comply with the Law (LOPSRM) and requested items in the RFP
▪ Always review and address the “small text” in the specifications, contract or Catalogue of
Concepts
▪ Assure that the material and equipment are not a special item or need a special
certification
▪ Approved or specially Certified
▪ Review time of delivery
▪ Be prepared to assemble proposal binders (Budget, Technical, etc.. Binders)
▪ Available Human Resources.
▪ Provide information of your Financial Capability
▪ Have Bonding Capacity
Chairman –
General
Director
Estate
Coordinator
Types of Projects and their owners
Private Projects
Types of Projects and their owners
Public –Private Partnership
▪ In recent years Public-Private Partnerships (P3s) have emerged.
▪ This project funding and delivery method has emerged due to the lack of
funds of federal and state entities for public projects.
▪ Public sector entities seek a partner in the private sector to 1) fund, 2) develop
and 3) operate an infrastructure or facility. Can you think of any?
▪ No major financial RISK is taken by the Developer/General Contractor, since
Government Entity assures a minimal income to avoid operation-financial risk.
The additional profit will be share between both parties.
▪ For this type of partnerships, usually the private sector party provide the
design, build, operational practices and services.
▪ PPP are highly versatile hence combine elements of both sector procedures.
▪ A public company embarking in this type of model will need to have a more
robust and experienced staff, strong in the building and asset management
expertise.
Types of Projects and their owners
Repeat Builder
▪ Client who in order to support their core business functions are required to
build on a regular basis to expand or renovate their portfolio.
▪ They are in the project development business by necessity.
▪ Repeat builders usually have a in-house staff to support their project delivery
method.
▪ Because they develop project on a regular basis they will be more
sophisticated and up to date on design and building trends, technology and
management.
▪ This will include government agencies, housing developers, industrial
developers, military, commercial developers, infrastructure and many others.
Basis of Design Catalogue of Concepts Specifications BID Dwgs Master format Ford
Omagro Omagro
Planos
• Review the Information Provided in the RFP
• Bearing capacity of the ground and siesmic factors
Land Survey Geotechnical Study
• Water Table
• Expansive Clay
• Underground Laminar Flow. Do you need to add a filter?
• Can the cut material be reuse to backfill? Does it need to be upgraded? (Compare costs-vs
imported bank material
• Types of Rock. (It is needed a special permit from the Army “SEDENA” to use explosives)
• Recommendations for foundations, earthwork structure, location of approved bank materials.
• Request the recommendation for the type and thickness of the asphalt (Light and Heavy Duty)
• Site Levels, Coordinates, Official bank mark, Utilities Location, Street levels, Trees, Special Items on
site
• With this information, the Final Floor Level can be determine and the “balanced” site can be
achieve (cut/fill analysis)
• “UTM” Universal Transversal de Mercator,
Hydrology Study
http://es.wikipedia.org/wiki/Sistema_de_Coordenadas_Universal_Transversal_de_Mercator
• Understand the Pluvial Catch Basin. You base your pluvial design on it? Does a Detention Pond is
needed?
• Return Period, Intensity, Incoming Pluvial Water.
• Note: all rivers, creeks, lagoons, etc.. Are Federal Property, therefore a special permit is needed
to rellocate
http://www.youtube.com/embed/_yCnQuILmsM?feature=player_embedded
Hydrology Geotechnical Upgrade SLB Filter
Study Study To Soil Pluvial Pg13 Capa Rompedora
• Review the Information Provided in the RFP
• Type of Contract (Lump Sump, Unit Price, Maximum Guarantee Price)
• Scope of Work
• Bonds (advanced payment, performance-completion of contract, warranty period)
• Insurance (Builders Risk 100% of contract valule, General Liability)
• Milestones (Beneficial Occupancy, Substantial Completion)
• Penalty- not accomplish Substantial Completion (0.2% per day, topped to 20 calendar days or less!!)
• Payment of invoices: Process, Calendar of Payments
• Change Orders
• Safety items
• Environmental Items
• Permitting (Construction License)
• Close Out items (As Build Dwgs, IMSS-social security, Equipment turnaround, punchlist, etc..)
• Cancellation or suspension of Contract by both parties
• Confidential ity (“FCPA” = Foriegn Corruption Policy Act)
Is the information provided complete? If not, request additional information through an RFI
• Can it be developed? Is there sufficient time to do or complement the missing information?
• The important thing is to present a complete and supported proposal.
• Dont share this information with the customer!…He can steal it and used it with another company
• If you dont have sufficient time to develop the pending information, you should specify your
Considerations in a document in your Cost Proposal, “ASSUMPTIONS”
• Do we completely understand the scope of work? Do we have experience and the technical
Capability to execute this type of project?
• Can we execute the project? Do we have the resources? Any environmental special item?
• Does the scope of work calls for any special Design or Construction item where we
dont have experience?
• Investigate in detail. Seek professional input or assessment
• Cooling or Freezer chambers, Press Pits foundations, Explosion relief walls or roof.
• Does the scope of work calls for any special equipment?
• Lead time to order, special utilities connection, setting/Installation
• Elevators, Cooling Towers, Compressors, etc…
• Review the Information Provided in the RFP
RFI´s «Request for Information»,
• If the information provided in the RFP is incomplete or not clear, you can ask any question related to
the project to the Owner (use special format AIA, “RFI”)
The RFI´s can be use to:
• Guide other bidders to quote the same item or under the same circunstances
• Learn the strategy that other Bidders are using to prepare their proposal.
• Understand the project´s scope of work and clear up any missunderstood item.
• Adendas,
• Are part of the bidding process.
• They will be part of th final contract.
• Owner responds to all RFI through an Addenda.
• The Addenda can include: Pending Drawings or Specifications, Material Cut Sheets, equipment
Information, time line scheduled.
• Should be send out to all Bidders
Adenda RFI
TAYCO
• DO WE HAVE A WINNING STRATEGY! Can we REALLY win this contract?
• Do we have the Technical and Financial Capability to execute this project?
• Do we have a recent experience with a similar project?
• Do we have the resources to study in detail the RFP and submit a competitive proposal?
• Do we know the decision maker? Do we have a close relationship with the decision maker?
• Do we have a good experience working with the customer in a past project?
• Who are the competitors? Do they have a value added service, that we cant offer? Do they
have a close or better relationship with the end-customer (decision maker)?
• Do we have experience in the industrial park or city where the project will be constructed?
• Can we provide a value added to the end customer? Something he is willing to pay and
can´t be copied by the competitors.
• Do we know and have work with the local strong UNION?
• Who elaborated the BID Package (Dwgs, Specs, Catalogue of concepts)? Are they bidding
the construction phase of the project?
• Do we have the support of the local suppliers and subcontractors?
• Are the milestones requested achievable? Can we comply with the substantial completion?
• Can we provide solid Value Engineering ideas?
Tangenrine • What does the customer really wants? Can we deliver it?
Strategy
What strategy should we follow to win this contract?
• Strategy during the Bidding process
It is important to specify in the cost proposal the period of validation or expiration date of proposal.
Review the range of risk your company can absorbe due to the exchange rate and inflation.
Exchange
Rate
Clarificaciones
• Bonds and Insurance
Advanced Completion Warranty
COMPLETION or PERFORMANCE BOND Payment Bond Bond
Bond
• Usually is for 10% of the Contract Value (not included value added tax)
• Amount shall be stated in the RFP
CMX no cancelar
All bonds should be requested to a Certified Agent and are in favor of the Customer.
Recommendation: Always add a note to the BOND so that it can cancel itself after the agreed period is over
Note: Dont Forget to Cancel the Bonds, since it would limit your Company´s Bonding Capacity
www.fianzasmonterrey.com.mx, buscar “productos” menú Fianzas de construcción y suministros podrás observar los tipos de fianzas
• Bonds and Insurance
WARRANTY
▪ Owners look for service providers to make the project development effort stress-free,
avoiding disputes, conflict and limiting risks.
▪ A new trend is emerging for Public-Private Partnerships.
▪ The type of management for a project for a repeat builder than one for a one-time
builder will be different. The former will have established guidelines that one as
Construction Manager will have to comply to, while the latter will not. It is the
responsibility of the CM to understand the unique capabilities and needs of each in
order to provide a customized service.
2.2 Professional Practice
Professional Practice
▪ The practice of Project Management has been centered on delivering
Atkinson’s (1999) ‘Iron Triangle’ goals; time, cost and quality as a guide for
measuring projects.
▪ The dimensions contained in the ‘iron triangle’ may now be a set of minimal
requirements (Butcher & Sheehan, 2010), which must be decomposed into
‘harder performance variables’ familiar to the Client’s value systems (Kelly,
2007).
Professional Practice
▪ Construction Management is the practice of professional management
applied to the planning, design, and construction of projects from inception to
completion for the purpose of controlling time, scope, cost and quality.
(CMAA 2014 Capstone Course, 2014 pp. 22).
+ Safety
+ Environmental issues
Professional Practice
▪ Construction Management focuses on the delivery of these professional goals
as a service.
▪ An individual or a firm which has proven possess competence in this
specialized management field is who should deliver a professional service to
its clients.
▪ Construction Managers are those who perform these business services, which
are limited in a contract with the client, the owner. Those services should be
established in consultation with the owner and documented in a contract.
▪ The multiple services offered by a CM from the pre-design, planning through
the design, procurement, construction, completion and occupancy should be
determined in a contract-based approach. In this document the role and
responsibilities of both parties will be established.
Professional Practice as CM
▪ As a “Construction Manager” (or = “Project Manager” ) you will be able to
practice in three scenarios:
In order to touch upon all the phases of a construction project and relate the
interaction among the diverse participants within a project; this course will focus
in the structure, roles, interactions and processes of a Construction Company. Its
collaboration with its internal and external clients.
This will aid and comply with the course’s objectives which seek to make you
familiar and able to carry out the control process of a public or private
construction from the builder's perspective.
1.1 Construction General Director
Company
Organizational Chart Office
Director “A”
Office
Director “B”
Marketing
Director
Cost Assistant
Procurement Procurement
Assistant Cost Assistant 2
Comptroller REVIT Modeler Assistant 2
Design Assistant MEP
Site specific purchases
Control and H&S
LEED Assistant
Treasury
IMSS
Project Engineer
Cost Control
Controller Assistant A
Management
(one per project)
Register Assistant 1
General Accounting
Register Assistant 2
1.3 Site Owner Project
Organizational Chart Manager
Construction
Construction
Director
Project Manager
Structural Steel
LEED Manager Engineer
Mechanical
Construction Manager = Project Manager Engineer
4. Contract Administration
• Construction PROJECT´S LIFE CYCLE
Company
Customer
Marketing
Guarantee
Period
PreConstruction
Semanas
Design-BID-Build 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63
Licitación Diseño XX 3
Contrato Diseño XX 6
Diseño Ejecutivo X X X X X X X X X X X X X X X 22
Licitación Construcción X X X 26
Contrato Construcción X X X 30
Fase Construcción X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X 62
Entrega Sustancial 63
Design/Build
Licitación Design/Build X XXX 5
Diseño Ejecutivo X X X X X X X X X X X X X X X 25
Fase Construcción X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X 44
Entrega Sustancial 45
63-45= 18
18 / 4 = 4.5 months!
Design/Build Scheme
Design/Build 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38
Fase Construcción X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X 35
Diseño Ejecutivo X X X X X X X X X X X X X X X 16
Junta Kickoff X
Juntas con Cliente
Entrega Sustancial 36
• Interactive process
• Design focus in providing solutions!
• The customer gets involve in the design phase of the Project.
• The objective is the same, Customer + Design Building (GC+designer) will work toward
the same goal for the Benefit of the Project.
• Different Schemes to hire a project
Design-BID-Build
• Owner provides 100% of the design
• The Project is BID out with General Contractors
• GC dont include any design in their scope of work
ADVANTAGES
• Design is supposedly 100% finish
• The Owner receives the Value Engineering ideas before the start of the project
• All Bidders quote the same scope of work.
• They are Expected no future change orders, during the construction phase
• All items are clearly defined. The “assumptions” made by GC´s are substantially reduced
• Experience Designers can provide an excellent project to execute. NO learning curve applied to GC
DISAVANTAGES
• Designer doesn´t have the construction “experience”, therefore projects are incomplete or not
suited for construction
• The total project cycle time extends. Since you need to BID out the design phase and not work in
the construction phase, until the design its finish.
• Additional Value Engineering ideas provided by the GC´s might not be taken into account.
• Sometimes there is lack of support by the Designer during the construction phase.
• Sometimes there is not a very good communication between the GC and the Designer
• Different Schemes to hire a project
Design/Build BID
• Owner provides specifications and some Basic Engineering drawings “BED”
• The Project is BID out with General Contractors, under a Design/Build Schehme
• GC provides BED to support their cost proposal.
ADVANTAGES
• The Owner receives different Value Engineering ideas from all GC´s during th BID phase.
• The Project Cycle time is reduced.
• The total cost of the project is lower (no need to pay the overhead to hire a designer).
• Designer and GC are from the same team. Owner doesnt need to coordinate meetings or enhance
them to work together.
• Owner only addresses any open item with only one contact person (Project Manager) from the GC
DISAVANTAGES
• The Specifications need to be very detail and clear, in order to avoid divergencies in the cost
proposals that will be submitted by the different GC´s.
• GC´s tend to make a lot of assumptions in their proposal, since not all the items are define in detail.
• Need to invite to BID only experience GC´s. Experience working under the Design/Build scheme.
• Different Schemes to hire a project
Construction Management or “Owner Represenative” at the construction site
• Owner provides specifications and complete Design or Owner hires a design firm and deliveries the
project´s trades in different time, Bidding out the project in different time through different packages.
• The different subcontractors are hired directly by the Owner. Owner pays them directly.
• The CM coordinates the daily activities and construction scheduled. They charge a % for this service.
ADVANTAGES
• The Project Cycle time is reduced.
• The total cost might be lower, then to hire directly a GC. Need to investigate more on this issue!
• Owner only addresses any open item with only one contact person (CM), not the subcontractors
• The Construction Phase of the Project can start without having the design at 100%
DISAVANTAGES
• Owner takes the RISK!!!
• Designer doesn´t have the construction “experience”, therefore projects are incomplete or not
suited for construction. Lack of coordination in the drawings and execution of the project.
• Additional Value Engineering ideas provided by the GC´s might not be taken into account.
• Sometimes there is lack of support by the Designer during the construction phase.
• Sometimes there is not a very good communication between the GC and the Designer
• The CM has to have EXPERIENCE and good leadership.
• All the subcontractors should have experience, reliable and have technical capability..
Different Schemes to award a Contract The Traditional Approach:
Design-BID-Build
▪ Manages overall process ▪ Phases are linear
▪ Maintains significant control, Owner ▪ Construction documents are
often through a CM usually complete (design 100%)
▪ Contract may be negotiated on
competitively bid
▪ Any number of subcontractors
Consultants
▪ Prepares the plans and specs
▪ Interprets the plans and specs
Subcontractor Subcontractor
▪ Approves shop drawings
▪ Makes periodic filed visits
▪ Participates in final inspections CMAA, Standard of Practice
5. Project Management – Contract Administration
So you have won a gazillion euros contract
Congratulations !!!!
Meeting #2 ,
each Consultant/ Project Leader prepares and presents
SOW Final
Subcontractor explains their SOW. Scheduled final scheduled
by
Comply with Contract´s agreements Start Construction!
trades Team: Procurement, Design, Const Director, PM,
Superintendent, Residents, subcontractors/ consultants Designer defines/agrees the
Design content/SOW/%Completion of each
PM Meeting #2, PM explains in detail the Review trade to be presented to Customer in
explains Meetings 30%, 60%, 90% Design Review
overall proposed strategy
Scheduled Team: Procurement, Design, Const Director, PM, Meetings
Strategy Superintendent, Residents, subcontractors/ consultants
Specialize Meeting #4, Trades specialized
Trade scheduled meetings
Each Consultant/subcontractor, meetings
Team: PM, Superintendent, Residents,
subcontractors/ consultants
Trades Design/Procurement submits their
Scheduled individual scheduled (Based in Overall
Strategy). Meeting #5, Weekly Quick Review
Complies with overall strategy, Weekly Meetings On site.
review Accomplished/Not Accomplish Work
Contract´s Agreements and Milestones
Scheduled 3 week Look ahead Scheduled
Trades Project Leader prepares final Team: PM, Superintendent, Residents, subcontractors/
Scheduled Strategic Scheduled to execute consultants
Updated Project Leader Updates Construction Scheduled
project
Scheduled Comply with Milestones- Contract´s Agreements
SUCCESSFUL PROJECT!
5.1 Construction Project Management
Construction Project Management Avoid Problems!