A twenty-nine item checklist

A Step-By-Step Approach ToSuccessful Project ManagementAccounting reports, work breakdown statements and other tools don't guarantee a projectsUJ:cess.YOlO' management style also has a lot to do with it.

Management and project management have different objectives. The objective of man­agement is to slay in business for the longest period of time. The objediDe of projectmanasement is to complete the project and be "out of business" in the shorteM periodof time. Projeds are the parts that mDke up the whole, defined as management.

PROJECT

m.micate to team members, provide

visibility and confidence, and serve asa standard ofperfonnance.

There are various techniques thatcan be used in project management.These include work breakdownstatements, schedules, reports,

progress meetings, action item lists.periodic reviews with managementinvolvement, and accounting system

reports. Although these are integralparts of managing projects, they dorftguarantee success. The manner inwhich a project is managed by theindividual will have significant impacton the success or failure of a givenproject.

Successful project management

requires attention to detail with

FIGURE 1

PROJEcr

The biggest risk to a successfulproject is delay. More than any othersingle factor, delay will in1>actperfonnance in a negative mmner.Soaring construction costs and misseddeadlines are usually the effects ofdelay. Consider any and all delays asthe most fonnidablc enemies of a

successful project.Because delays are often caused by

oversights, disorganization, andmiscommunications, the key elements

of management - planning, organizing,directing (leading) and controlling mustbe consciously utilized in managingprojects. Objectives must be set inwriting, a plan IWst be developed tomeet the objectives, and a method Imst

be de1ermined 1Q moasure progress.

By Micbael R. ~CormickVice PresidentTrammell Crow Company

Many facility managers are responsiblefor managing projects in the areas ofnew and retrofit design andconstruction, rmintenance and energyconservation. A project is a concertedeffort defined by a scope of services,schedule and costs.

This article presents a step-by-stepchecklist that can help ensure thatyour projects run more smoothly withninimaJ cOl11'lications.

InitiaUy, it is if11'ortant to understandthat rmnagement and projectmanagement have different objectives.The objective of management is to stayin business for the longest period oftime. The objective of projectrmnagement is to cOl11'lete the projectand be "out of business" in the

shortest period of time. Projects arc thelifeblood of Jmst cOl11'anies. They arethe parts that make up the whole,defined as mmagement. (See Figure 1.)

How weD each project does determineshow successful a corq>any will be inany given year.

Usually facilities managementdepartments are considered overheadby top rmnagement and genemllydon't get the recognition they deserve.Without m.Jch work on your part, youcan reverse that opinion by indicatingproject-by-project savings orminimized costs. Management caneasily relate to this and begin

recognizing you and your department's

AIPE FACILITIES MANAGEMENT OPERATIONS & ENGINEERING

" A paper trail of youractions, instructions anddecisions minimizes

confusion. "

as a project manager for a generalcontractor. Your company has justexecuted a contract with a client for afixed sum and the project has to becomplete in a given period of time. Youhave just been delegated responsibilityand authority to manage this project.The following checklist shows some ofthe steps that must be taken to ensuresuccess.

Job Familiarization1. Read the 'job file thoroughly,

reviewing the contract and scope ofservices or plans/specifications. Use aheadliner to highlight major points.

2. Visit the job site.3. Meet all players.4. Attend a job kick-off meeting led

by estimating personnel. Otherattendees should be field personnel Gobsuperintendent) and purchasing agents.The purpose of the meeting is to reviewin detail the manner in which the jobwas estimated and to highlightequipment that requires long-lead timesfor ordering.

5. Set up and man the job. Arrangefor a field office and materials storagetrailer, telephone service, and trashservice. Post required notices (OSHA,safety, workmen's compensation) andapply for penn its.

6. Set up project files with separatesections for correspondence,subcontracts, purchase orders, changeorders, accounting reports, progresspayments and billings.

Pre-Construction7. Attend pre-construction meetings

with the client. These meetings setground rules, define variousresponsibilities and provideopportunities to ask questions.

8. Buyout the project. COIicludenegotiations and fmalize writtencontracts with subcontractors and

suppliers. Order all equipment/materialsthat involve long lead times.

9. Review project buy-out withestimates for each fine item. Meet withaccounting personnel to developproject-reporting system. Very rarelywill the buyout be in sync with theestimate and it is important to relateprogress against the buy-out after theproject has been bought out.

10. Prepare and present a writtenconstruction schedule to the client.

11. Prepare a schedule of values bywork category for billing to client. Haveit reviewed and accepted by client priorto any billing.

12. Prepare list of subcontractors andmajor suppliers for client.

13. Prepare necessary submittals andshop drawings required by plans/specifications and submit to client (viaNE).

Construction14. Attend progress meetings. Take

minutes of meetings and have themtyped and distributed by the followingday. Highlight action items and follow­up on each. The importance of follow­up carmot be overemphasized.

15. Ensure that the job is beingcoordinated properly, is properlymanned, is clean and safe, and stays onschedule.

16. Review job superintendent's dailydiary regarding manning.

17. Have photographs takenperiodically.

18. Ensure that time sheets arecompleted properly and in a timely andaccurate manner.

19. Coordinate with A/E regardingfield problems as they develop.

20. Review accounting reports on atimely basis and make necessarychanges to keep project cost undercontrol.

21. Do not proceed with any changeorders unless directed and authorized inwriting by the proper individual. Priceout changes immediately.

22. Communicate with client inwriting as much as possible. Significanttelephone conversations should befollowed up in writing. An example:

"Per our telecon, this is to confinn youroral directions..." A paper trail of yourdecisions, instructions and actionsminimizes confusion as a projectdevelops, -leaves no doubt as to what wascommunicated, and usually avertslawsuits.

23. Insist on quality work from allparties.

24. Ensure that billings are submittedon time and reviewed with the client priorto sending them out. Follow up with clienton any late payments.

25. Pay invoices to subcontractors/suppliers within contract terms andconditions.

26. Plan for project close out:• Prepare operating/maintenance

manuals;• Prepare punch lists and complete all

items on a timely basis;• Arrange for testing/balancing;• Provide written guarantees/

warranties to client;• Gather up spare parts/materials and

give them to client;• Arrange for start-ups of equipment;• Train client personnel;• Prepare as-built plans;• Assist client in arranging service

agreements.These steps are necessary to close out a

project properly and to expedite retentionreduction.

27. Send thank-you letter to client.28. Arrange for post-construction

meeting with client six months afterproject completion.

29. Write a fmal project report,including final financial results. Share theinformation with estimating.

Following the twenty-nine steps abovecan help you carry out your next projectin a plarmed and well-organized marmer.Attention to detail coupled with continualfollow-up will help you get the projectwrapped up and out-of-business as fast aspossible.The checklist can also help you get off toa fast start, which is important, becausefirst impressions are lasting impressions.

Michael R. McCormick is Vice President Facility

& Property Management Services of TrammelCrow Company, Northeast Division, a nationalfull service commercial real estate company.