nfm&t - r1.45 proactive pm - managing beyond the obvious ...managing beyond the obvious session...

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Proactive Project Management:Managing Beyond the Obvious

Session R1.45 – Thursday, 24 March 2016, 9:00 am to 9:50 am, Room 345

Presented by

David S. Slick, PE

Joseph D. Rogers, PE

Keith B. Nelson, PE (CA)

Simpson Gumpertz & Heger Inc.

Proactive project management in the design and constructionenvironment includes diligent control of such basics as scheduleand budget. Successful project managers also keep close tabs oninternal employee activities, as well as the progress of externalteam members, while managing the expectations of the Owner.This presentation is an informative study that reviews the basictenets of project management as applied to several projects,then delves deeper into the less obvious factors that cancomplicate or even derail project completion. The presenterswill discuss their implementation of proactive projectmanagement techniques during the design and constructionprocess, will cite specific examples from several challengingprojects, and will augment this presentation by intertwiningvisually interesting subject matter into the discussion.

Abstract

At the end of this presentation, participants will be able to:

1. Understand the importance of managing projectschedule and budget.

2. Recognize the less obvious factors that cancomplicate or even derail project completion.

3. Identify management techniques to unify teamcollaboration.

4. Show that there is no substitute for persistence anddetermination to meet challenging project intricacieswhile never losing site of the project goal.

Learning Objectives

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What’s the point ?

• Many construction claim$ result from:

– Conflicting expectations• Client goals and objectives

• Contract documents

– Poor communication• Forum for open dialog

• Accuracy

– Lack of leadership• Responsibility

• Responsiveness

• The Proactive Project Manager

• Monitor Construction Progress – Schedule vs. Budget

• Construction Phase Services – A Few Highlights

• Case Study – Towson United Methodist Church TowerRehabilitation

Presentation Outline

Proactive Project Management

• The Project Manager– Leadership

• Authority and responsibility

• Liaison

• Supervisor

• Mentor

• Resolve conflicts

• Negotiator

– Management• Style

– Positive personality

– Can-do attitude

– Organized

• Risk allocation

• Allocate resources

• Communications– Monitor project information

– Disseminate project information

– Clarity

– Accuracy

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You’ve Heard Some of the Clichés

Nike: “Just do it”

Don Beall: “Get it done!”



• Liaison

• Supervisor

• Mentor


• Negotiator



– Can-do attitude

– Organized

• Risk allocation




– Clarity

– Accuracy


“Stand in Front”

Gus Hochrein

and the

Roper Diving Cart

Story

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• Liaison

• Supervisor

• Mentor


• Negotiator



– Can-do attitude

– Organized

• Risk allocation




– Clarity

– Accuracy


The Owner’s Nightmare

The Engineer

versus

The Contractor

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• Liaison

• Supervisor

• Mentor


• Negotiator



– Can-do attitude

– Organized

• Risk allocation




– Clarity

– Accuracy


Be Positive

• Your personality will be the mood of the job

• Frank Bell: “Management by 2x4 doesn’t work”

• Turn criticism into assistance

– “I need it now!” vs. “When will it be complete?”

– “How can I help you do your job better?”

– “What tools do you need to do your job better?”



• Liaison

• Supervisor

• Mentor


• Negotiator



– Can-do attitude

– Organized

• Risk allocation




– Clarity

– Accuracy


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Calvert vs. Ronald Reagan

The

Indiana Limestone

Story

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• Liaison

• Supervisor

• Mentor


• Negotiator



– Can-do attitude

– Organized

• Risk allocation




– Clarity

– Accuracy


Be Organized

• Contract

• Change orders

• Requests for information

• Correspondence

• Meeting minutes

• Schedule

• Field notes/trip reports

• Photos

• Payment requisitions

• Budget



• Liaison

• Supervisor

• Mentor


• Negotiator



– Can-do attitude

– Organized

• Risk allocation




– Clarity

– Accuracy


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Deal With It Now !

Joe Russell:

“Manage the downside risk”



• Liaison

• Supervisor

• Mentor


• Negotiator



– Can-do attitude

– Organized

• Risk allocation




– Clarity

– Accuracy


Be Clear When Communicating

“We discussed the orientation of the jamb flashingat punched window openings. A flashing is desiredat the jambs to provide a back-up waterproofingsystem behind the exterior sealant joint. Aftermuch discussion, we decided on the jamb flashingdetail.”

VERSUS

“We decided on the orientation of the punchedwindow jamb flashing. The flashing at sill/jambintersections is discontinuous, because the sillflashing extends to the back of the window, and thejamb flashing stops at the window attachmentangle.”

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“The vapor barrier has been laid out in theareas of the mock-up where pours will takeplace tomorrow, and in a few of the officeareas.”

VERSUS

“The vapor barrier was installed in the mock-up area at the east side of the warehouse, andin some of the office areas. The mock-upconcrete pour is scheduled for tomorrow.”

Be Clear When Communicating



• Liaison

• Supervisor

• Mentor


• Negotiator



– Can-do attitude

– Organized

• Risk allocation




– Clarity

– Accuracy


Be Accurate !You May Have to Defend Yourself

• What occurred:Control joints were cut in a concrete slab several hours after it was poured. Some of

the edges of the control joints raveled during the cutting process (were not perfectlysquare).

• What was asked:“Do the contract specifications address raveling?”

• The answer that was given:“Control joint raveling is addressed by the application of flexible joint sealer in the

control joints prior to the installation of the floor coating system.”

• What was reported in the meeting minutes:“The control joints will have to be repaired prior to the installation of the floor coating.”

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Monitor Construction Progress

• Construction Schedule– Identifies logical sequence of work

– Identifies responsibilities and client requirements

– Identifies critical activities

– Provides means to coordinate subcontractors

– Tracks project progress

– Provides means to track payments vs. resources

– Provides means to manage cash flow

– Provides means to manage and allocate risk

– Documents delays• Compensable (Time, Cost, Time and cost)

• Non-compensable

– Demonstrates impact

– General contractor’s schedule vs. project schedule

• Project Budget

– Estimate to complete

• Assigns a value to risk

• Three aspects

– Actual to date (ATD)

– Estimate to complete (ETC)

– Estimate at completion (EAC)

Monitor Construction Progress

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The Pat Knapp Story

Patrick Knapp:

Former Head Coach

of

Georgetown University’s

Women’s Basketball Team

• Mock-ups– Product selection validation

– Performance testing

– Allows Contractor the opportunity perform the work

– Gives manufacturers opportunity to assist Contractor

– Allows Engineer/Architect to assess work performance

– Allows Owner to assess visual impact of work

Construction Phase Services

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• Observation of the work– Familiarity with contract documents

– Thoroughness

– Correction of work

– Safety


Check and Check Again !

The

Baltimore Metro

Portal Invert Rebar

Story

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• Progress meetings– Attendees

– Review prior meeting minutes

– Record of activities and discussions

– Occupant communication• Notification of work locations

• Occupant issues and feedback

• Public relations– Project information

– Progress

– Review updated schedule

– Identify items with potential budget implications

Progress Meeting Rule #1

Frank Bell:

“You’re invited until you’re un-invited;

lack of attendance is no excuse

for not being aware of something”

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Case Study – Towson United MethodistChurch Tower Rehabilitation

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• Introduction

• Background and Investigation

• Rehabilitation

• Summary

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• Needs:– Stop the Leaks

• Primary Options– Option 1 – Reroof; Coat and Seal

• High Risk of Continued Leakage

• Maintenance Nightmare

– Option 2 – Convert to Cavity Wall

• Long Term Fix

• Expensive

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• Shortcomings:– Mass Masonry; No redundancy

– Reliant on mortar/sealant joints

• Leakage at deteriorated precast andfailed metal roofing joints

• Lack of functional watermanagement

• Little to no maintenance performed

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• Owner’s Priorities1. “50 year” solution

2. Low maintenance

3. Low tolerance forleakage

4. Long-term investment

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• Value– Redundancy

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Tower Remediation


• Takeaways– Investigation Findings

Determined Needs/Wants/ValueOptions

– Tolerance for leakage droveapproach

– Interior redundant roof

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• Introduction


• Rehabilitation

• Summary

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Background

• Completed in 1956

• Precast concretepanels and brick /CMU masonry infillover structural steelat Tower

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• Series of stepped metalroofs and precast panel walls

– Precast panels arecladding and roof decksover steel framing

• Large wood windows

• Interior roof (“Redundancy”)

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Background

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Background

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• Deterioration of finishes atoffice below Tower

Background

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• Staining at Tower Room

Background

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• Staining at interior of Tower

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Background

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• Leaks at classroom east ofTower

• Staining/Deteriorated roofdeck in attic south of Tower

• Staining on stair ceiling on eastside of Tower

Investigation – Construction

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Investigation – Construction

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Investigation –Survey of Metal Roofing

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Investigation –Survey of Precast Panels

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Investigation –Survey of Precast Panels

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Investigation –Survey of Wood-Framed Windows

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Investigation –Tower Base to Roof

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Investigation –Water Testing

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Investigation - Summary

• Everything Leaks

• Leakage is deteriorating interior finishes, cast stonepanels and anchorages, and structural steel

• Maintenance and Repairs Necessary:– Painting of windows, repointing of cast stones,

replacement of sealants, and maintenance of metal roofing

– Likely large energy losses through Tower (Chimney Effect)

• Significant work must be done to address leakage

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• Introduction


• Rehabilitation

• Summary

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Rehabilitation

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Rehabilitation

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Rehabilitation

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Rehabilitation

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Rehabilitation

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Rehabilitation

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Rehabilitation

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Rehabilitation –Cell Phone Antennas

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Rehabilitation

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• Introduction


• Rehabilitation

• Summary

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Summary

• Think outside the box

• Bring new technology tosustain vs. replace

• Keep your eyes open

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• Conclusion– Rewarding

– Sense of accomplishment

– Be in control

– Guaranteed business success

1. Proactively managing project schedule and budget areimportant in order to successfully meet overall projectdelivery expectations. True False

2. Even the most apparently minor factor can have adramatic negative effect on project delivery if notproactively managed. True False

3. Team collaboration and communication is a good practice,but should be minimized in order to maximize projectprofitability. True False

4. Proactive coordination of challenging project intricacies isimportant to achieve the project goal. True False

Learning Assessment Questions

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Proactive Project Management:Managing Beyond the Obvious

Session R1.45 – Thursday, 24 March 2016, 9:00 am to 9:50 am, Room 345

Presented by

David S. Slick, PE

Joseph D. Rogers, PE

Keith B. Nelson, PE (CA)

Simpson Gumpertz & Heger Inc.