Project Management
Project Planning: After goals and objectives are established, they are tested. constraints are investigated to assure all budget and schedule risks are exposed. Governmental review and approval processes and challenges are evaluated to confirm the project will comply with all ordinances and regulations. Site and project development, infrastructure, impact fees and permitting costs will be researched and budgeted. Other potential site related concerns will be considered, such as any environmental issues. Objectives for design concepts and overall project quality versus budgeting and scheduling considerations will be tested in the marketplace to assure design, quality, budget and schedule will all align to meet the owner's expectation. Other potential challenges such a the owner, developer and operator's review and approval process and financing requirement will be explored to identify factors that could lead to unforeseen risks.
Scope Development: a project's scope typically evolve and improves during the project planning process. Consequently, the pre-planning project team should submit design and scope packages for approval in multiple stages. This allows decision makers to make educated and rational decisions about their projects.
Reporting & Communication: There are essentially four types of reports, Project Proposal, Project Plan, Variance request and Status Report.
The Project Proposal is developed at the conclusion of the Project initiation phase and required "sign-off or the authority to proceed to the next phase. It contains the summarized results of the initial high-level planning process. In large projects the Project Proposal may be substituted by a Business Case. Detailed planning follows approval of the Project Proposal.
The Project Plan is developed at the conclusion of the Planning phase of the project. It is a detailed document comprising (Scope definition, schedule, Budget, Risk schedule, Project organization structure, roles and responsibilities, Quality system, Procurement schedule, communication strategy and Change management procedures.
A Variance Request is a formal process that documents any changes to scope or any risks triggered which might result in variances to the project objectives, in terms of time, cost or quality.
A Status Report is required at regular intervals throughout the project. The frequency and the format should be negotiated with the Project Sponsor.The level of detail to be included is an important consideration also to be negotiated with the Project Sponsor. Essentially the status report summarises the following:
Schedule - original approved completion date, authorized changes and current estimated completion date
Budget - original approved budget, authorized changes and current estimated budget
Issues - any issues or risks triggered that have resulted in approved changes to scope, schedule, budget, quality or functionality.
Issues & Risks Logs may also be useful to produce an Issues and Risk log. This helps keep track of issues or risks as they arise and records status, action, responsibility and closure of the issue or risk.
The Project Proposal is developed at the conclusion of the Project initiation phase and required "sign-off or the authority to proceed to the next phase. It contains the summarized results of the initial high-level planning process. In large projects the Project Proposal may be substituted by a Business Case. Detailed planning follows approval of the Project Proposal.
The Project Plan is developed at the conclusion of the Planning phase of the project. It is a detailed document comprising (Scope definition, schedule, Budget, Risk schedule, Project organization structure, roles and responsibilities, Quality system, Procurement schedule, communication strategy and Change management procedures.
A Variance Request is a formal process that documents any changes to scope or any risks triggered which might result in variances to the project objectives, in terms of time, cost or quality.
A Status Report is required at regular intervals throughout the project. The frequency and the format should be negotiated with the Project Sponsor.The level of detail to be included is an important consideration also to be negotiated with the Project Sponsor. Essentially the status report summarises the following:
Schedule - original approved completion date, authorized changes and current estimated completion date
Budget - original approved budget, authorized changes and current estimated budget
Issues - any issues or risks triggered that have resulted in approved changes to scope, schedule, budget, quality or functionality.
Issues & Risks Logs may also be useful to produce an Issues and Risk log. This helps keep track of issues or risks as they arise and records status, action, responsibility and closure of the issue or risk.
Budgeting and Cost Control: A detailed project budget will be formulated based on preliminary program information. The budget will be used to guide the remaineder of the projct through all project phases: conceptual, schematic, design development, constrctution docuemnts, construction, FF&E, turnover and opening. The project budget typically includes:
• Land Acquisition costs
• Hard Costs: construction, tenant improvements, etc.
• Soft Costs: design and consultant fees, financing costs, legal fees, utility fees, taxes, leasing/sales commissions, pre-opening expenses, etc.
• Furniture Fixture and Equipment Costs
• Project Contingencies
A project schedule is also prepared, defining milestones, durations and critical path activities for the project development activities. The project schedule includes:
• Programing
• Development Approval Process, entitlements and Permitting
• Design phases: Conceptual, Schematic, Design Development, Construction Documents
• Design Review and Approvals
• Bidding and Negotiation
• Construction
• Procurement and Installation of Furniture, Fixtures and Equipment
• Quality Control and Punchlist Process
• commissioning and Training
• Turnover to Operations/End Client
• Project Close Out
• Land Acquisition costs
• Hard Costs: construction, tenant improvements, etc.
• Soft Costs: design and consultant fees, financing costs, legal fees, utility fees, taxes, leasing/sales commissions, pre-opening expenses, etc.
• Furniture Fixture and Equipment Costs
• Project Contingencies
A project schedule is also prepared, defining milestones, durations and critical path activities for the project development activities. The project schedule includes:
• Programing
• Development Approval Process, entitlements and Permitting
• Design phases: Conceptual, Schematic, Design Development, Construction Documents
• Design Review and Approvals
• Bidding and Negotiation
• Construction
• Procurement and Installation of Furniture, Fixtures and Equipment
• Quality Control and Punchlist Process
• commissioning and Training
• Turnover to Operations/End Client
• Project Close Out
Stakeholder Engagement: Key stakeholders can change during the project and existing stakeholders often change their minds about important issues. You will not be able to prevent this but it must be managed. Managing expectations requires constant communication with key stakeholders to ensure that there are no nasty surprises. Stakeholders, particularly Sponsors, Clients and End Users, also have responsibility to the project.
'Scope creep' is a major cause of time and cost delays as well as reduction in quality. It can often be caused by over commitment as a result of casually taking on more work than initially agreed. A stakeholder will request something in addition or something different from what has already been planned and agreed. Changes to scope will have impacts on time, cost and quality and could also trigger other kinds of risks.
The key stakeholders will be constantly reminded of the agreed scope of the project and that any changes will only occur according to the agreed procedures and the Scope Statement, which was developed at the end of the Initiation Phase is very useful to help control scope creep.
'Scope creep' is a major cause of time and cost delays as well as reduction in quality. It can often be caused by over commitment as a result of casually taking on more work than initially agreed. A stakeholder will request something in addition or something different from what has already been planned and agreed. Changes to scope will have impacts on time, cost and quality and could also trigger other kinds of risks.
The key stakeholders will be constantly reminded of the agreed scope of the project and that any changes will only occur according to the agreed procedures and the Scope Statement, which was developed at the end of the Initiation Phase is very useful to help control scope creep.
Regulatory Approvals Coordination: CCA's experienced staff can facilitate statutory approvals and provide a range of project management, environmental impact assessment and environmental management services across a range of sectors. We work closely with our clients, along with government agencies and stakeholders, to optimize the approval process, environmental assessment approach and project outcomes.
Design Management: Successful Design Management requires managing creative teams that often wander off path. CCA's project managers establish clear methodology, to establish SMARTER (Specific, Measurable, Agreed, Realistic, Time Bound, Ethical, Recorded) goals in order to keep the project on its programed path.
Schedule Management: Once CCA's primary roles is to keep the team focused on the client's objectives, as well as the project budget and schedule. Our management directive will be to create an environment which will encourage a balanced interchange of ideas and discussions to occur, and will also lead the team toward a final direction which most closely meets the client and project objectives.
Budget Management: Once the project budget is establish and agreed upon, CCA will manage the budget. This is achieved by:
Ongoing Cost Estimating Throughout Design
A Budget Tracker will be prepared and maintained, throughout the design phases. This document will track all design related elements not originally in the project budget during the periods between the more formal pricing exercises. At the end of each design stage comprehensive estimates are prepared for the project components, including construction, FF&E, technical systems, OS&E, etc. Intermediate estimates are also conducted on alternative building systems. All of these estimating processes will result in a timely verifying of the budget versus the evolving design, which allows any budget challenge to be addressed in a timely fashion, before the design progresses to the next phase.
Value Engineering
Value Engineering is a systematic approach to maximizing the cost benefit impact of every dollar invested in the project. CCA will conduct an aggressive value analysis program particularly emphasizing areas of high cost and those negatively impacting the construction schedule. The evaluation process incorporates cost benefits analysis and evaluation of aesthetic, construction, maintenance and operational considerations relative to labor and material availability and effect on project schedule.
Document Review
The best defense against change orders is a complete and well-defined set of design documents, before project plans and specifications go out for bidding, CCA will review the design documents to minimize gaps in scope, constructability, and cost effective design.
Competitive Bidding
Multiple bidders are pursued for all trades. Also, "proprietary" products will be carefully considered. Single source specification can eliminate competition in the buying process. We will challenge the project team to include multiple suppliers for every specified product.
Change Order Evaluation and Negotiation
CCA's first verified that a requested change is not already included in the contract documents, and then verifies the requested change amount is reasonable for the work performed.
Proactive Cost Reporting
Anticipated cost reports and cash flow summaries provide tools for anticipating budget and payment challenges on the project.
We have found when the development of a project follows the approach outlined above, the results will meet the clients, objectives and the project goals. Achieving these objectives and goals provide a final product with the greatest value for the investment.
Ongoing Cost Estimating Throughout Design
A Budget Tracker will be prepared and maintained, throughout the design phases. This document will track all design related elements not originally in the project budget during the periods between the more formal pricing exercises. At the end of each design stage comprehensive estimates are prepared for the project components, including construction, FF&E, technical systems, OS&E, etc. Intermediate estimates are also conducted on alternative building systems. All of these estimating processes will result in a timely verifying of the budget versus the evolving design, which allows any budget challenge to be addressed in a timely fashion, before the design progresses to the next phase.
Value Engineering
Value Engineering is a systematic approach to maximizing the cost benefit impact of every dollar invested in the project. CCA will conduct an aggressive value analysis program particularly emphasizing areas of high cost and those negatively impacting the construction schedule. The evaluation process incorporates cost benefits analysis and evaluation of aesthetic, construction, maintenance and operational considerations relative to labor and material availability and effect on project schedule.
Document Review
The best defense against change orders is a complete and well-defined set of design documents, before project plans and specifications go out for bidding, CCA will review the design documents to minimize gaps in scope, constructability, and cost effective design.
Competitive Bidding
Multiple bidders are pursued for all trades. Also, "proprietary" products will be carefully considered. Single source specification can eliminate competition in the buying process. We will challenge the project team to include multiple suppliers for every specified product.
Change Order Evaluation and Negotiation
CCA's first verified that a requested change is not already included in the contract documents, and then verifies the requested change amount is reasonable for the work performed.
Proactive Cost Reporting
Anticipated cost reports and cash flow summaries provide tools for anticipating budget and payment challenges on the project.
We have found when the development of a project follows the approach outlined above, the results will meet the clients, objectives and the project goals. Achieving these objectives and goals provide a final product with the greatest value for the investment.
Project Acceptance & Turnover: From Project Initiation onwards, CCA's Project Manager focuses on what it will take to get acceptance from the Client. Without a clear understanding of the dynamics of acceptance, the project will never be completed satisfactorily, on schedule and within budget. The project management plan developed by CCA shall identity the deliverables and acceptance criteria.
Deliverable review and approval is an ongoing process that includes reviewing each deliverable and identifying problems, making sure that all identified problems have been addressed, and formally signed-off upon completion of each deliverable and turnover to the Client.
Deliverable review and approval is an ongoing process that includes reviewing each deliverable and identifying problems, making sure that all identified problems have been addressed, and formally signed-off upon completion of each deliverable and turnover to the Client.
Final Project Close Out:
The practice of project close-out finalizes all project activities completed across all phases of the project to formally close the project and transfer the completed or cancelled project as appropriate.
The purpose of project closeout is to assess the project, ensure completion, and derive any lessons learned and best practices to be applied to future projects.
However, in multi-phase projects, the close-out practice may be applied at various stages of the project; upon deliverable completion, upon phase completion, upon iteration completion, at designated times during the project’s life, or at whatever other juncture represents a completed segment of project work. Applying the close-out practice in this manner closes out only the portion of the project scope and associated activities app
The practice of project close-out consists of two main activity groups:
Administrative Closure – The administrative closure process defines activities, interactions, and related roles and responsibilities of the project team members and other stakeholders involved in executing the administrative closure procedure for the projects.
Performing the administrative closure process includes integrated activities to collect project records, analyze project success or failure, gather lessons learned, transfer the project products or services to production and/or operations, and archive project information for future use by the organization. Among other activities administrative closure includes:
Contract closure involves verification that all work has been completed correctly and satisfactorily, updating of contract records to reflect final results, and archiving information for future use. Among other activities contract closure includes:
The practice of project close-out finalizes all project activities completed across all phases of the project to formally close the project and transfer the completed or cancelled project as appropriate.
The purpose of project closeout is to assess the project, ensure completion, and derive any lessons learned and best practices to be applied to future projects.
However, in multi-phase projects, the close-out practice may be applied at various stages of the project; upon deliverable completion, upon phase completion, upon iteration completion, at designated times during the project’s life, or at whatever other juncture represents a completed segment of project work. Applying the close-out practice in this manner closes out only the portion of the project scope and associated activities app
The practice of project close-out consists of two main activity groups:
Administrative Closure – The administrative closure process defines activities, interactions, and related roles and responsibilities of the project team members and other stakeholders involved in executing the administrative closure procedure for the projects.
Performing the administrative closure process includes integrated activities to collect project records, analyze project success or failure, gather lessons learned, transfer the project products or services to production and/or operations, and archive project information for future use by the organization. Among other activities administrative closure includes:
- Confirming the project has met all sponsor, customer, and stakeholder requirements
- Verifying that all deliverables have been delivered and accepted
- Validating exit criteria have been met
Contract closure involves verification that all work has been completed correctly and satisfactorily, updating of contract records to reflect final results, and archiving information for future use. Among other activities contract closure includes:
- Confirming the project has addressed the terms and conditions of the contracts
- Confirming completion of exit criteria for contract closure
- Formally closing out all contracts associated with the completed project