You are on page 1of 30

/

IPMACertifiedProjectManager


/
) ( . .

.
/ ) (
.
. " ) " (keeping score
) (kicks in

.

.


.

)(Project Monitoring and Control Cycle


)
(.
.
- .
) (

.
.

.

.

Project Monitoring and Control Cycle


.




. .
. .

1. Develop the project plan.


2. Establish the project benchmarks.

. .
. - .
. .
. .
. .

3. Monitor the project performance.


4. Identify performance deviations.
5. Evaluate corrective options.
6. Make adjustments as needed.
7. Document, report, and evaluate results.

Data Input / The Feedback Loop


.
.

Communication Plan .
Communication Matrix and Frequency. .
/ / ).
(
:

.
) + (.
.
.
\ .
.
.....
)(Submittal/Transmittal Logs

Daily field reports


Time cards
Subcontractor billing statements
Delivery tickets
Material invoices
Equipment time tickets
Job logs

) ( .

' .


:
. )
(...... Cost Control/Estimator -Contract MangerExpedition
.
ERP (Enterprise Resource Planning) system as Microsoft Dynamics ERP
.
Solutions
. Ideal Forms .
. Expert Judgment

:

.






)
(.
\
\
.
.

. .
. .
.



.
.
) ( :




) (
) (Forms ) (Time & Frequency :

. Project Evaluation & ).


(SWOT Analysis )( EVM or Project Slip/Creep
. ) (Corrective Actions
.
. )Control
.

(Schedule

. ) (.

)(Factors Impacting Project Performance

.
.

.
.

. .
.
.
. .

) (Weather conditions
.

.

) (Quality of the workforce


.
.

.
.

.

.
) (Quality of the supervision
) (MEP .

.

) (

.
Why good superintendents are worth their weight in gold
) (Incorrect sequencing of work





.

.

.
) .(Camouflage Schedule
) (Change orders .
. /

.

!
) -Claims
(.




.
) (Overcrowded job site
) (
) ......
(.

.
.

.
.
) (Defective materials
.
.

.
.
)

" " " "
(Good Start Good Finish
) (Inadequate tools and equipment
) .(No-Brainer

.



,
.




) (.

) (
.
-
.

) (Late deliveries
.
)

(......... .
.

Long Lead Itemes or Critical Lead-time Items ) Procurement


(Engineer
.



.

.

.

.


Project Manager not for deal with problems but to prevent it

10

11

)(Tracking Project Cost



.


.

-
.
).(WBS

.

CSI Master Format

)(Cost Control

.
.
.
.

.
. ) - ) ( (man-hour
.

. .
.
CSI
.

12

Code
1
2
3
4
5

Activity
Material
Self-performed labor
Subcontracted labor
Equipment
Job site overhead


:
Cost Code (CSI Number Type of
)Cost
07 21 00-1
07 21 00-2
07 21 00-3

Item
Material Invoice
Subcontracted Bill
Equipment Rental

.

:
2010

Year project started:

14
07 21 00
)1 (material
2010 14 07 21
00-1

Project no.:
CSI division:
Type of cost:
Final Cost code:


.
07 21 00-1

) (user-friendly
.
) (
.

.

.
.

) (overhead .
).(big-picture perspective

13

.
\
) ( \ ) ( ) .(
.
.
.

. .

14


.
.
.

) (Overrun .

.
) .
!(

.

.
.

15

Variance
)(3,800 m2

Actual
22,600 m2

$0.30 /m2

)($1,140

$6,780

- $0.03

$0.16 /m2

)($44

$3,616

$0.10 /m2

)($380

$2,260

)($1,564

$12,656

Estimated
18,800 m2

Division 07 21 00 Thermal Insulation

Quantity

Material unit cost $0.30 /m2


Total material $5,640
Labor unit cost $0.19 /m2
Total labor $3,572
Equipment unit cost $0.10 /m2
Total equipment $1,880
Total $11,092

) $ (.

.
.
) (
.$
.
.

.
.
. :
) )( (estimating problem
) )((inaccurate dimensions
) )( (poor quality control
) \ ) new quantities not yet reflected
((in the estimate
.

.
) ( .
)( .

\
.
.
\
.

) (.

16

) ( .
) ( .
)( .

\ .
.

.
.
.
.
.
!You know the saying garbage in, garbage out

)(Taking Corrective Action


) (cost overruns /
. /
.
. /

.

:

) (Material price escalations )(fluctuations


/.

.
/
.

17

Escalation clauses
Usually negotiated into the construction contract when there is suspicion that some pricing
component of the estimate is in a high state of flux. The clause allows for some fluctuation
in the contract price based upon the current pricing of the suspected component.


) (Bid .
) (Drywall/
.

) (amicable compromise ) (shared exposure .
.

.

.
.

.
.
). (from scratch
.

) :(Subcontract increases

.
.
.
.
:

.

.
) ( --
.

18


.

.

) (Quantity errors
) (monkey wrench .

.


.

.

):(Labor Risks
) (Overrun
.
--
.


.
) --
(.
/ .
. .
.

.

19

20

)(Tracking Project Time


.
.
) (liquidated damages

.

.
.
.

) .(Activities with float
.
.

).(Schedule Control
.

.

.
.
.
.


.
.

)(Analyzing the Delays



.
/ ) (
.
.
.
:

21

) (.
.
.
.
-
.
.
)(drywall
.

).(On track
.

)(Taking Corrective Action


) (

).(delayed schedule
.
) (crashing the schedule
) (:

).(Overtime
.
.
Crashing the schedule
To takes steps that accelerate activities in the schedule, resulting
in an earlier completion date.

)the schedule


.
) (crashing the schedule - )
( . .
(crashing

.
).(The bottom line
) (jeopardize
.
.
.

22

:

:

/ )( = ) /( /.
) / (/ = .
.
.
. = .. / .
. . = .
.
.
= . = .
= ./ = . .
= ..
:
.
.

:
:
) ( = .
) ( =
= .
.

.
= . = .
/ = / = / =
.

.
.
= .
= = -
.

.
.
:

23

:
.
.


.
) (Shave
.
) ( ) :
(
.

.
/ = .
/ = .
= ] + [ = .
= = .
= . . + = .
) ( = .

:

) (
) (.

: . .
: .
: .


) .( )
( .
.

24



.
.

.

.
.
) ( .

Earned value analysis


A technique used in construction to determine the estimated
value (earned value) of work completed to date on a project and
compare that to the actual work completed on the project.

.
.
.

% .
.
) ( ) (
. , . :
= .

= ,
= , %

:

: = = .

.
) ( ,
.
:
) = (CV ) (EV )(AC
) -) = , , = (CV(
)= (SV )( -
) -) = = (SV (

25

) (Overrun
).(Behind

.
%
) .(happy camper
.


.

.


.

.

.

.

.
.

Forecasts

Periodic predictions stated in reports as to the final cost and schedule


outcomes on a project while the work is still ongoing.

26

.
.
.

. .
:

.
-
/ .
/ / /
/ / .

.

27


.

.



.
) (
)
( .

.
.

.

.

)( .
.
) ( :

28

.
.
/ ) .(Know-how
.

.
.

29

You might also like