What it is and how to get it
Definition
The ability to define precisely a 100% complete scope of work for a construction project, to budget and schedule that work, to professionally contract for that work at the prime level (directly between the Owner and Contractor), to break that 100% scope-budget-schedule into manageable chunks by trade or subcontractor, to contract for each of those individual trade or subcontract scopes of work with a corresponding budget and schedule, to coordinate all of those scope-budget-schedules in executing the construction, to manage changes to the scope-budget-schedule at the prime and sub levels, and to verify with precision that each of those scope-budget-schedule packages is being executed in conformance with the plans, specifications, trade standards, budget, schedule, and contracts.
Webinar
This program was last presented on December 18th, 2018.
Discussion
Pete Fowler Construction does three things: building inspection & testing of many types; construction management, specifically estimating and building maintenance and rehabilitation management for owners; and building claims and litigation consulting related to everything imaginable that could make someone sad about real estate. We have refined processes, technology, and staff who are experts in building performance analysis, building economics, and construction management.
Since so many of our technical staff are "forensic consultants" who testify as expert witnesses, we have to create plain English definitions of what otherwise could have stayed techno-speak in the Nerdville that exists in the engineering and construction management departments of universities. We have to do this so that the non-technical people we work for can make informed and smart decisions, And this exercise has helped us to improve our own construction management practices and processes. As we have written in our internal training documents: (1.) Define what awesome work looks like, and (2.) train to mastery.
Presenters
Details
Professional Construction Contracting Discipline
Level 1 Work Breakdown Structure (WBS)
The ability to define a 100% complete scope of work for a construction project,
to budget and
schedule that work,
to professionally contract for that work at the prime level (directly between the Owner and Contractor),
to break that 100% scope-budget-schedule into manageable chunks by trade or subcontractor,
to contract for each of those individual trade or subcontract scopes of work with a corresponding budget and schedule,
to coordinate all of those scope-budget-schedules in executing the construction,
to manage changes to the scope-budget-schedule at the prime and sub levels, and
to verify with precision that each of those scope-budget-schedule packages is being executed in conformance with the plans, specifications, trade standards, budget, schedule, and contracts.
Professional Construction Contracting Discipline
Level 2 WBS with discussion and key deliverables
1. The ability to define a 100% complete scope of work for a construction project,
A. WBS (Basis of Schedule of Values)
B. Estimate Details with trade/sub scopes broken down (No Prices)
C. RFIs / RFI Log
2. to budget and
A. Budget (Worksheet - Basis of Schedule of Values)
B. Estimate Details with Labor, Material, Equipment, and Trade Contractor Prices
C. Budget to Actual Comparison
3. schedule that work,
A. Progress Schedule
B. Progress Schedule Updates / Comparison of Plan to Actual
4. to professionally contract for that work at the prime level (directly between the Owner and Contractor),
A. Prime Contract
B. Insurance Requirements
C. RFP
D. Other Addenda
5. to break that 100% scope-budget-schedule into manageable chunks by trade or subcontractor,
A. Trade/Sub Scopes of Work
B. Trade/Sub Budget
C. Trade/Sub Progress Schedule (Integrated with the Project (Master) Progress Schedule)
6. to contract for each of those individual trade or subcontract scopes of work with a corresponding budget and schedule,
A. Subcontracts
B. RFP
C. Contractor Solicitation & Pre-Qualification
7. to coordinate all of those scope-budget-schedules in executing the construction,
A. Project Kickoff
B. Meeting Management
C. Trade/Sub Progress Payment Application Processing
8. to manage changes to the scope-budget-schedule at the prime and sub levels, and
A. Prime Contract Change Order Processing
B. Trade/Sub Change Order Processing
C. Change Order Log
9. to verify with precision that each of those scope-budget-schedule packages is being executed in conformance with the plans, specifications, trade standards, budget, schedule, and contracts.
A. Progress Schedule QC Hold Points
B. Inspection Checklist(s)
C. Managing Construction Quality
D. Inspection
E. Issues Management, Followup, and Closure
F. Punch List
G. Payment Application Approval memos
H. Report to Management (As GC this is prior to Payment Application. As CM this is between receipt and approval of payments.)
Project Team
Construction Manager
Project Coordinator
Project Executive(s)
Other
Meeting Rhythm
Project Kickoff
Daily
Weekly
Monthly
Project Close
