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Sample Project Procedures Manual
A football field, an 8 lane all weather track, 6 tennis courts, 3 softball fields and 6 all purpose fields will be constructed. Construction contracts will require the new high school be completed in four phases • Phase 1 - Interior renovation of existing buildings - 200 days • Phase 2 - Interior renovation of remaining portions of existing buildings - 385 days • Phase 3 - Construct academic tower, science rooms, kitchen, commons, adminsitrative offices and art rooms - 730 days • Phase 4 - Completion of auditorium, pool, main gymnasium (new), lockers and team rooms - 775 days Project Management Strategy Communities face risks when they invest to build new facilities. Larger projects involve larger risks. The Board of Education purchases insurance and contracts with experieced builders to transfer certain risks -- for a fixed fee. They employ a project management team to • identify and minimize the impact of forseeable risks • find cost effective solutions to unavoidable problems • facilitate fast, accurate communications between all parties and • create an accurate, detailed record of events, for the Owners use in case of disputes. Vision The Montgomery Township Community wants their children to learn in high school facilities that are equal to world class standards. Goals The Community expects the Board to build and commission those facilities within the time requried, for an amount of money that is within the funds made available, in accordance with Municipal, County and State statutes and regulations governing procurement of public facilities. Objectives The Board tasked the Project Manager with specific objectives. 1. Avoid unnecessary expense Construction contracts will be awarded to the lowest, responsible, responsive bidders as determined by an open, competitive bidding process in accordance with State of NJ procurement regulations. The final cost of construction will include the contract award amounts plus • the cost of additional work (if any) • the cost of the Project Team and subconsultants (testing and inspection agencies) • the cost of changes in design or requirements • the cost of justifiable claims (unforseen site contitions, Owner delays etc.) 2. Complete within time available The time available for completion is determined by the start of a new school year in 2004. The project schedule is determined by the award of construction contracts, curently expected to be early August 2002. The Architect estimates that the facilities can be constructed within the time available for completion without paying a premium for accelerated work. 3. Achieve quality standards the community expects World class standards of quality are comprised of several tangible components. • Performance - how well the facility meets its purpose for being • Features - the number and type of features, more usually being better • Conformance - how closely work meets established standards or requirements • Flexibility - how easily can the facilities be adapted to changing requirements • Durability - a longer mean time between failures is better • Maintainability - how easily can the facilities be maintained • Aestheics - fit and finish • Perceived Quality - public opinion of the facilities. The Project Team The Owner appointed the MTSD Project Manager to act on its behalf according to the agreements signed with multiple prime construction contractors. The Owner engaged the Consultant to provide a Clerk of the Works to assist the MTSD Project Manager in day to day activities related to his responsibilities. The Owner engaged the Architect to administer the construction contracts and fulfill the responsibilities of the Architect as set forth in those contracts. The Architect appointed an Architects Representative (AR) to assist the Architect in the day to day activities related to his responsibilities. Together, the MTSD Project Manager, the Architects Representative and the Clerk of the Works comprise the Project Team. The Project Team is a temporary organization, newly created that will only work together once. Its members come from different corporate environments. This manual sets forth procedures intended to enable talented professionals to work together efficiently (avoiding unncessary expense) and effectively (completing the project withn the time available to the level of quality MTSD expects). Procedures The Project Manager created procedures to help persons from different companies and organizations to work together, as a team, towards common objectives. Well defined procedures also will lessen the impact of changes in personnel over the construction period of two years, such as • contractor and subcontractor replacing project managers • new MTSD Board members • changes in Architect and Consultant team members Construction Contracts The MTSD Project Manager, in consultation with the Architect, Legal Advisors and the Consultant, selected the 1987 version of AIA Document A201 General Conditions of the Contract for Construction as the basis for lump sum fixed price contract documents. That general form of contract has been modified and supplemented as deemed appropriate for the circumstances of this project as recommended by the MTSD Legal Advisor. The general and supplementary conditions set forth the responsibilities and relationships between three parties. • Owner • Contractor • Architect. Those conditions set forth the cost for and time allowed for completion of the work and establish procedures for (among other things) • administration of the contract • changes in the work • payments and completion • termination or suspension of the work. Interface within the Project Team This section describe relationships between members of the Project Team and explains how members • relate to each other • communicate about project affairs within the team and with others • create a formal project archive. Relationships Among Team Members The MTSD Project Manager is the Board Secretary and the MTSD Business Administrator. He represents the Board in all matters relating to the project. Nevertheless, the Board alone is empowered to authorize payments to third parties. Recognizing that they do not currently employ persons expert in construction management, the Board of Education has contracted with (in addition to their regular legal advisors) • multiple prime trade contractors to accept technical and commercial risks • an Architect to manage contractual risks associated with the construction process • a Consultant to provide a full time assistant for the Project Manager. These parties relate to each other in different ways. 1. MTSD Project Manager and Construction Contractors relate to each other as Client - Service Provider. 2. MTSD Project Manager and Architect relate to each other as Client-Consultant. 3. MTSD Project Manger and Clerk of Works relate to each other as Supervisor-Assistant. 4. The Architect and Clerk of Works relate to each other as co-workers. 5. The Architect and Construction Contractors relate to each other as Owners Representative - Service Provider. Members of the Project Team work at three different offices. Only the Clerk of the Works is expected to be onsite full time to see construction as it progresses day to day. Each team member must help the others by identifying avoidable problem and formulating solutions in a timely fashion. Communication Quick, efficient communication is a common element of all successful construction projects. Communicating effectively is one of the most important functions of the Project Team. The Owner and each of the five contractors shall endeavor to communicate with each other through the Architect regarding • special procedures required for coordination • principal staff assignments and subcontractors • scheduled project meetings, weekly coordination meetings and conferences • project construction schedules and monthly updates • daily reports of progress (monthly summaries)s • differing field condition and special reports s • applications for partial payments • requests and proposals for changes to the contract • requests for information • action and information submittals • closeout documentation • Safety and Security • Closeout procedures • Equipment Receiving A record of these communications should be made available to each of the Project Team members at the same time. Each of the five contractors and their subcontractors will have the opportunity to speak with the Clerk of the Works on a daily basis. It is normal that they will ask questions and expect the Clerk of the Works to help them resolve problems in the most expeditious manner possible. The Clerk of the Works shall try to facilitate communications and document important conversations with contractors. His reports will be the most detailed, timely description of progress, problems and resolutions. Those reports should be made available to each of the Project Team Members at the same time. Communications by and with the Architect's consultants about contractor submittals or requests for information are likely to impact on the cost and quality of the competed facilities. A record of these communications should be made available to each of the Project Team members at the same time. Communications by and with Subcontrctors shall be through the Contractor. Communications by and with separate contractors shall be through the Owner. A record of these communications should be made available to each of the Project Team members at the same time. Project Managers Information System The Project Team will communicate, to the greatest extent possible, using a Project Managers Information System (PMIS), an email system furnished, maintained and operated by the Consultant. PMIS will be used to communicate and archive • requests for information and responses • applications for payments • progress reports • correspondence with contractors and team members • electronic copies of drawings (or transmittals of paper drawings) and • instructions that pass between the MTSD, the Architect, other consultants and construction contractors • digital copies of contract modifications. The Architect may interface directly with other consultants and or construction contractors but should inform the MTSD of any important issues that are identified or potential actions that are agreed with these other consultants and construciton contractors by documenting communications on the PMIS. Project Archive The NJ Economic Development Agency requires that contractors retain all financial recods, supporting documents and all other related records for ten years or until all ligtigation, claims or audit findings involving the records have been resolved.[Instructions to Bidders] The PMIS will be a centralized archive that makes information about the project, available to all members of the Project Team from their own offices on a timely and continual basis. Communication between the members of the Project Team will be created and stored as email messages. Documents, like drawings, that are not conveniently transmited electronically, may be sent by post or courier but transmittal forms and receipts shall be communicated by email within PMIS. Closeout documents (with the possible exception of as builts) furnished by contractors in paper format will be scanned, organized and stored within PMIS. Original versions of paper documents (contractors correspondencne and submittals) held by the Architect will be provided to the MTSD upon completion in accordance with their Services Agreement. The Consultant will provide MTSD with one complete working copy of the PMIS project archive at monthly intervals during the project and licensed software upon completion of the project.
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