Overall Terminology - Intro, Pre-Project Management, Project Management Flashcards
The existence of a contract requires
- An offer
- An acceptance of the offer which results in a meeting of the minds
- A valuable consideration (a promise or payment in some form)
- A promise to perform
- A time or event when performance must be made (meet commitments)
- Terms and conditions for performance
- Performance – doing the work agreed upon
RFQ (request for quote)
An RFQ is commonly used when you know what you want but need information on how vendors would meet your requirements and/or how much it will cost.
a. RFQ’s are best suited to products and services that are as standardized as
possible
b. An RFQ is a solicitation sent to potential suppliers containing in exacting
detail a list or description of all relevant parameters of the intended purchase,
such as:
i. Personnel skills, training level or competencies
ii. Part descriptions/specifications or numbers
iii. Quantities/Volumes
iv. Description or drawings
v. Quality levels
vi. Delivery requirements
vii. Term of contract
viii. Terms and conditions
RFP (request for proposal)
An RFP is the most formal of the “Request for” processes and has strict procurement rules for content, timeline and vendor responses
a. An RFP is procurement’s solicitation sent to potential suppliers with whom a
relationship or partnership is being considered. Typically, the RFP leaves all
or part of the precise structure and format of the response to the discretion of
the suppliers.
b. Effective RFPs typically reflect the strategy and short/long-term business
objectives, providing detailed insight upon which suppliers will be able to
offer a perspective.
c. An RFP should seek specific data, offerings and quotations, and also seek
specific questions about the following to assist in later negotiations:
i. The specific items on which the suppliers are proposing
ii. Business requirements
iii. Performance measures
iv. Information, due date
v. Instructions on how to reply
vi. How will we evaluate, how feedback will work
vii. Describe the process for selection
viii. Communication: cover letter (sets the stage), calls in advance
ix. Who to contact with questions, addressee - chosen carefully
Project scope
Project Scope fully describes the basis of the project. It is important that during the
pre-project phase the detailed description of the basis of the project be produced to
provide confirmation for the owner that no significant items have been overlooked.
Project scope statement (contents)
A good scope statement includes the following information:
a. Justification - the business need the project addresses
b. Product Scope Statement - the characteristics of the services, and/or results
the services will produce.
c. Acceptance Criteria - the conditions that must be met before project
deliverables are accepted.
d. Deliverables - the services, and/or results the project will produce (also
referred to as objectives).
e. Project Exclusions - statements about what the project will not accomplish or
produce.
f. Constraints - restrictions that limit what the project can achieve, how and
when it can be achieved, and how much achieving it can cost
g. Assumptions - statements about how the project will address uncertain
information as it is conceived and planned
Project schedule
- The Project Schedule consists of a construction schedule and detailed listings of the site required dates for the engineering data, equipment and material.
- The construction schedule becomes the basic schedule for the construction
contractor(s) and the site required dates for data, equipment, and material become
the detailed delivery commitments for the engineering and equipment suppliers. - Timely construction activity start and completion is recognized as the key factor
driving the project. Hence, the construction activities are broken down to a construction work package level that is consistent with the project management
control philosophy. - These dates are then input to the interface network for the engineering and procurement cycles to provide the “deliverables” issue dates, thus establishing the design priorities and work sequencing.
Project budget
- The initial estimate of project cost is often developed for the purpose of project
approval by corporate management and for financing considerations. - The first detailed estimate developed by project management for control purposes
often cannot be easily related to the original project estimate, thus causing delays in
control budget approvals and initiation of the cost control function after project
start.
Project team management
Project team management is the process of planning, organizing, and managing the
project process to bring about the successful completion of specific project goals and
objectives. The operative team, is the critical issue here.
Project manager’s duties:
a. Advising on the need for and the scope of services by consultants, specialists, etc.
b. Facilitating communication between the client and consultants.
c. Leading and co-ordination
i. preparation of a project quality plan
ii. work stage programs, including work outstanding from previous
stages
d. Advising on methods of procuring construction
e. Monitoring the work of the consultants
f. Reviewing the progress of design work in conjunction with the lead designer
g. Developing and managing change control procedures, and making or
obtaining decisions necessary for time and cost control
h. Receiving regular status reports from each consultant including the design
leader and Contract Administrator/Employer’s Agent
i. With the contract administrator and the lead designer co-ordinating and
reviewing the work of consultants
j. Issuing instructions reasonably necessary for the purpose of time and cost
control or co-ordination of design work within the scope of the project subject
to obtaining prior approval of the client
k. Reporting to the client at regular intervals on progress or, as necessary,
applying for further instructions or approval to proceed
Goal
A goal is a broad statement that describes a desired end state. They are usually
long-term and represent global visions such as “protect public health and safety.
Objective
Objectives are specific, measurable steps that can be taken to meet the goal. They are more specific and outline the “who, what, when, where, and how” of reaching the goals.
Project Management Triangle: Scope
The scope constraint refers to what must be done to produce the project’s end
result. A major component of scope is the quality of the final product. Over
the course of a large project, quality can have a significant impact on time and
cost (or vice versa).
Project Management Triangle: Schedule
The schedule constraint refers to the amount of time available to complete a
project.
i. tasks are prioritized
ii. dependencies between tasks are identified
iii. this information is documented in a project schedule
iv. the dependencies between the tasks can affect the length of the overall
project (dependency constrained), as can the availability of resources
(resource constrained)
Project Management Triangle: Cost
The cost constraint refers to the budgeted amount available for the project To
develop an approximation of a project cost depends on several variables
including: resources and work packages such as labor rates and mitigating or
controlling influencing factors that create cost variances
Quality control plan
A well structured quality control plan helps to ensure that designs are economical,
constructable, maintainable, and appropriate for their locations and surroundings.
Minimum Requirements for quality control plan:
a. Project description - general overview of the project and the disciplines
involved in the design
b. Lead consultant’s quality control organization - identification, responsibility
and authority of the quality control office or manager - requires a chart of the
manager’s interface with the project team
c. Project team - list of key personnel on the project along with a resume
d. List of design deliverables, responsible parties for specific roles, and
completion dates
e. Plan design review process - provide all necessary detailed elements of the
design review process including:
i. report
ii. calculation
iii. design
iv. specification checking protocols.
v. specify detailed procedures for checking, revising, and reviewing
markups.
f. Document control - design consultant procedures for document control
including management of project files.
g. Sub-consultant quality control - design consultant’s process to review subconsultant’s
work
h. Schedule management - describe the quality control process of the project
schedule to ensure all project team members concur with the time required
for design , estimates, review, value engineering, etc.
Facilitate Client Coordination
During the construction phase of services, the landscape architect is generally an
agent or representative of the owner, with a limited, fairly specific scope of authority
that is defined in the agreement with the owner and then repeated in the general
conditions of the contract.
4. Designer’s checklist:
a. You have a clear scope of works that includes requirements for the
management of work
b. You understand the responsibilities for the coordination and management of
the information associated with the project
c. You understand the process for obtaining information and advice from
owners and have obtained all the necessary and available information to
inform your design
d. Establish that effective communication is occurring and that information is
shared within the owner and the project team.
e. Progress meetings with the client and the principal contractor also provide a
way of ensuring work on the project is properly coordinated.
f. Pre-construction information must be relevant, have an appropriate level of
detail and be proportionate given the nature of risks to health or safety
involved in the project
