Execution Flashcards
What are the primary facets of executing a project?
- Monitoring fees and time
- Dealing with Changes in Scope
- Monitoring Construction Budget
- Documentation of design and construction
- Adhering to Code / AHJ
- Overall Quality Control
What is the general process for tracking time and fee expenditure?
- Start with the time and fee projection form the Work Plan
- Chart these projected values by week
- As the project progresses, fill in the actual fee expended (based on employee timesheets)
- Compare these with the estimated work competion percentage each week / month
What are the major possible reasons that a project could be going over budget?
Incorrect Staffing
Inexperienced staff work slower, while experienced staff cost more per-hour. The correct staff must be assigned based on the type and amount of work and the project fee.
Slow Work
Staff are working at a slow pace or otherwise not beig rigorous.
Overworking
Staff are spending too much time doing tasks, either because of perfectionism or because of poor communication form the manager to the staff.
Inaccurate Timesheets
The information being used to determine actual fee expenditure is flawed. This can result from employees not diligently and accurately tracking their own time.
Scope Creep
The actual work that the Architect is performing is more than what was expected or what was spelled out in the Owner agreement.
What are some possible causes of Scope Creep?
- The Client Ask for Additional Work which the Architect agrees to do rather than risk damaging the relationship
- The Staff are not Aware of the Scope so they do work on an aspect that is not actually in the contract
- The Staff Seek Perfection in improving an aspect of the work that is already satisfactorally complete
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What are some general strategies to prevent or control Scope Creep?
- Prepare a Thorough Work Plan based closely on the Owner agreement
- Diligently Track the Actual Work Being Done compared to the Work Plan and the Owner agreement
- Manage the Client Relationship so that expectations are clear
- Request an Increase in Fee if the Client repeatedly ask for additional work
- Communicate to the Staff what the Work Plan is and what is in the Scope of Work
What should the Architect do if the client makes a change to the project scope?
Evaluate this change’s effect on the project cost and on the Architect’s fees and immediately inform the client of these implications in writing. DO NOT proceed with these requested changes until the client as responded to this evaluation with approval.
What are the reasons that documenting the work progress and communication is important?
- Helps track the progress of the work against projections
- Acts as a history in case disputes arise
- May help the firm learn and improve the next time they do a similar project
What are some of the practices that lead to good project documentations of project progress / communication?
- Use emails instead of phone calls for important subjects
- Record in writing when phone calls were and what was discussed
- Copy all project team members on important emails
- Use standard forms to make documentation easier
- Keep meeting notes of all meetings and distribute to all parties
- Keep personal daily logs
What are the two aspects of Quality services? How can quality services mean something different that “high quality”?
1) Performing to a professional level that is expected of the Architect (EG Standard of Care)
2) Reaching the client’s goals or expectations for the particular project
The client’s expectations for time or cost may not necessarily mean that the highest possible quality of work or materials need to be used.
What are the two facets of Quality Control and what are their general aspects?
Process
- ensuring that the work is done right the first time
- can be achieved though check-lists, setting clear goals, and monitoring staff work
Checking
- ensuring that the work is complete and correct before it is transmitted
- can be achieved by review / reldining of work by a senior or third staff member
What are the primary facets of a Quality Control program?
- Involvement of top-level firm managers
- One person / small group with clear responsibility to run the program
- Involve all levels of employee in feedback
- Review past project for issue that can be addressed in future projects
- Plan clear steps, with a schedule , to address problem areas
- Continuously maintain the system, removing aspects that aren’t needed and adding new aspects
What are the primary Quality Control techniques?
Programming
Clearly define, in writing, the client’s goals and expectations. This is the scale against which the acheivement of quality is measured.
Checklists
A list of steps that must be taken to complete a task or goal.
Process-Based Systems
Automate tasks that can be done by a computer, so that human error is reduced.
Quality Control Meetings
Regularly meet to review if the QC goals are being met and whether the actual work is meeting Quality standards.
Staffing
Hiring good employees and have a rigorous employee development program for interns.
Establish Quality Circles
Small groups of staff that meet to identify and discuss Quality issues related to their work and suggest fixes to upper management.
Corporate Knowledge
Document the lessons learned from past projects and re-usable standard information for use on future projects.
What are some of the types and general aspects of Checklists when use for Quality Control?
Types:
- project phase tasks
- building code requirements
- site visits
- graphic technique
Aspects:
- they help ensure less experienced staff can contribute to a useful level
- they help embody corporate knowledge
What are the general aspects of establishing and utilizing Quality Circles in a firm?
Composition
- a small (6-10) group of volunteer employees
- from the same department or work group
- can have multiple circles for a large firm
Practices
- meet at least once a week
- ideally lead by an employee train in Quality Control
- when multiple, there is a Steering Committee of managers who guides all the quality circles
Operation
- members bring up Quality issues that they are aware of
- the issues are discussed and a possible solution is agreed on
- the issue and solution are presented to upper management or the Steering Committee
Best Practices
- must be supported by told-level management
- must be on-going meetings, not intermittant or tapering off
- must be solution-oriented (not gripe-sessions)
What is the critical aspect of retaining Corporate Knowledge and what are some of the techniques to do this?
Critical: the knowledge must be written down, not kept in the memory of experienced employees
Techniques:
- checklists
- standard details
- master specifications
- manuals / notes compiled by experienced staff
- post-occupancy evaluations
- databases
