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 Follow-Up ExO EST PM ENG PM FMN Budget/Bid Contract ¢¢¢¢¢¢¢¢ ¢¢¢¢ Your Guide to Successful Meeting Budget/Bid ¢¢ PM ¢¢ FMN ¢¢ ACT ¢¢ PM FMN ¢¢¢¢ SC ¢¢ V Dodge ¢¢ ExO ¢¢ EST ¢¢ ExO ¢¢ EST Awarded ¢¢ FMN ¢¢ ACT ¢¢ CAx ¢¢ PA ¢¢ ACT ¢¢ PM ¢¢ ACT ¢¢ EST Pre-Construction Planning Report ¢¢ EST ¢¢ SD ¢¢ GC ¢¢ PA ¢¢ SF ¢¢ ExO ¢¢ EST ¢¢ EST PM PM ¢¢ SD ¢¢ GC ¢¢ PA ¢¢ ¢¢ 12. Review unique project conditions Purchase Bonds/ Do Submittals and Distribute Approved Go/No Go Job Closure Planning for Profitability Insurance Equipment Submittals, Complete 13. Enhance profitability Decision and Award Secure Approval Project Ad Strategies Contract Your Guide to Successful Preliminary O&M Matrix Subcontracts Manuals 14. Develop a change order plan ¢¢ ExO ¢¢ EST Lost Pre-Construction Planning ¢¢ ExO ¢¢ PM ¢¢ PA ¢¢ PM ¢¢ ENG ExO EST ¢¢ PM ¢¢ ACT PM SC V ¢¢¢¢ ¢¢ PM ¢¢ EST ¢¢ SC ¢¢ V ¢¢¢¢¢¢ 15. Develop a claims avoidance plan ¢¢ PM Feedback to 1. Present the project ¢¢ PA ¢¢ FMN PA GC Estimating ¢¢¢¢ 16. Develop special risks and 2. Select the project team ¢¢ ENG ¢¢ EST Request for ExO EST safety plan ¢¢¢¢ Permits Plan Pre-fabrication, Quotation 3. Risk management with Develop PM Value ¢¢ Material Material and 17. Develop human resources Proposal insurance/bonding review Plan Coordination, Engineering Take Off, Equipment Handling support plan Letter ¢¢ PM Initiate BIM (If required), 4. Negotiate the contract New or from PM FMN PA GC ¢¢¢¢¢¢¢¢ Plan Fabrication 18. Review accounting and ExO EST ¢¢ EST ¢¢ PM Estimate ¢¢¢¢ SCH V SF financial plan 5. Review project documents ¢¢¢¢¢¢ PM ENG FMN PM PM FMN ¢¢¢¢¢¢ Proposal ¢¢ Contract ¢¢¢¢ 6. Evaluate estimate V SC GC 19. Review final plans and commit Review PA EST ¢¢¢¢¢¢ Develop ¢¢¢¢ to success 7. Evaluate construction team Manpower ¢¢ ExO ¢¢ LEG Finalize Construction Loading members Preliminary Schedule Chart ¢¢ PM ¢¢ PM ¢¢ FMN ¢¢ PA ¢¢ ACT 8. Develop a job schedule Project Other ¢¢ EST ¢¢ PM Schedule ¢¢ PM ¢¢ SCH ¢¢ FMN ¢¢ GC ¢¢ EST ¢¢ SD ¢¢ SC ¢¢ GC 9. Review proposed subcontracts ¢¢ PM ¢¢ GC ¢¢ PA ¢¢ SC ¢¢ V 10. Review material/equipment FMN SC requirements ¢¢¢¢ 11. Develop labor plan and Billing productivity management system Breakdown ¢¢ PM ¢¢ ACT

Schedule Next Steps Post Job Review 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 Scheduling/ to add other items as appropriate. ¢¢ PM ¢¢ FMN ¢¢ GC ¢¢ PM ¢¢ SCH A FMN A ¢¢¢¢ GC Labor Control • How did final costs compare to estimated costs? 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? Maintain Resolve Problems/ Identify Problems/ ACT Accountant • What factors affecting labor productivity should be considered in Request Change Orders Changes on Project Change Orders/ Project Change Order Log future planning? Claims CAx Commissioning Agent Final Completion Give Notices PM FMN GC PM FMN GC • Did the project follow the original schedule? ¢¢¢¢¢¢ ¢¢¢¢¢¢ Management Billing ENG Designer • How good were company relations with the following? ¢¢ PM ¢¢ FNM PM ExO LEG V SC V PA SC > Project owner Job ¢¢¢¢¢¢ ¢¢¢¢ ¢¢¢¢¢¢ EST Estimator > Design professionals PM CAx SC Performance ¢¢ ¢¢¢¢ ExO Executive Officer Analysis at > General contractor ¢¢ V Job > 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 Commissioning Operations/ ¢¢ PM ¢¢ ACT ¢¢ PM ¢¢ CAx ¢¢ ENG ¢¢ PM ¢¢ FMN ¢¢ SC ¢¢ PM ¢¢ FMN ¢¢ ACT LEG Legal • How well did the general contractor treat the company in terms of: Complete PM ExO > Scheduling Maintenance ¢¢¢¢ PM Project Manager Manuals FMN SF > Payment PA Purchasing Agent PM CAx ¢¢¢¢ > Coordination with other trades ¢¢¢¢ Maintain Labor Manage PM PA ¢¢ ENG ¢¢ PA Manage/Monitor Job Meetings SD Safety Director > Material handling facilities ¢¢¢¢ Measurement LEED Plan Vendors > Change orders ¢¢ EST System SCH Scheduling Consultant PM FNM SC ¢¢ PM ¢¢ V ¢¢ PM ¢¢ FMN ¢¢ SD > Safety PM FNM ¢¢¢¢¢¢ SF Shop Foreman > Back charges Punch ¢¢¢¢ LEED SC Subcontractor > Other Certification Lists • Did the project team follow through with goals and procedures Manage Progress V Vendors PM FNM Manage/Monitor ¢¢¢¢ Develop Accurate Material Billings established in pre-planning, particularly those for: PM ENG BIM Coordination > Pre-fabrication ¢¢¢¢ SC Cost to Compete PM FNM ¢¢ ¢¢¢¢ PM ACT > Material handling PM FNM ENG SF ¢¢¢¢ ¢¢ PM ¢¢¢¢¢¢¢¢ SF PA > Shop drawings ¢¢¢¢ • 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