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ARE 5.0 - Project Management > Project Execution & Quality Control > Flashcards

Project Execution & Quality Control Flashcards

1
Q

What are 3 main responsibilities of the PM after the contract is signed and design work is underway?

A

The PM must make sure that the project:

  • proceeds according to the work plan
  • stays on budget
  • meets the client’s objectives with expect level of quality
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2
Q

What are the 6 most important aspects of project execution?

A
  1. Monitoring fees and time
  2. Controlling and responding to changes in the scope of work
  3. Monitoring the construction budget
  4. Documenting the design and construction phases
  5. Adhering to the requirements of the authorities having jurisdiction
  6. Maintaining overall quality control of the project
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3
Q

What is the primary tool a PM should use to monitor fees and time? How often should a PM monitor fees and work completed?

A

The work plan.

Min = each month
Avg = every two weeks
Max = each week
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4
Q

What are 4 possible personnel issues that may be cause a project to be over budget or work progress to lag?

A
  1. the wrong people are working on the project (aka lack of experiences needed or too much experience for billing rates)
  2. The people doing the work are not keeping pace (this becomes an HR problem)
  3. The peopled ring the work are spending too much time on the project (project perfect syndrome or unclear instruction from the PM)
  4. Time sheets are not being filled out properly (should be filled out daily or twice daily)
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5
Q

What is scope creep?

What are common causes of scope creep on the architect’s side?
What is a solution?

What are common causes of scope creep on the client’s side?
What is a solution?

A

When the client or architect makes uncontrolled changes to the original list of services from the O/A agreement.

In-house Causes:
- Project perfect syndrome
- Employees are not fully aware of scope of work
In-house Solution: Continuously and rigorously compare work being done with what was agreed on in the contract. This is done with a detailed work plan!

Client Causes: additional work requests beyond the agreed upon scope of services
Client Solution: Ask for an increase in fees and change in schedule.

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6
Q

What are 4 aspects of the construction budget to monitor throughout construction? Why is it important to monitor all 4 together?

A
  1. Quantity (or scope)
  2. Quality
  3. Time
  4. The budget itself

Changing one of these aspects usually affects the others.

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7
Q

How does an architect calculate initial/rough cost estimates?
And then as the project developed, how is a more accurate construction budget developed and monitored?

A

current area, volume, or sim method

based on subsystems = general component parts of a building (ex. CSI division, concrete, mechanical, finishes, etc)

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8
Q

What is the standard of care regarding documentation of the design and construction phases?

A

Maintaining the industry-standard documents.

  • For many documents (like contracts, change orders, bid forms, field reports) standard AIA documents should be used as standard of care/industry standard
  • Other documents will vary from office to office, but actual information recorded should be the same.
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9
Q

Who is typically responsible for coordinating closeout and CA documentation?
What are 3 important documents for that?

A

The PM

  • Punch list for items to be completed
  • AIA Doc G704, Certificate of Substantial Completion
  • Final certificate for payment
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10
Q

What are 2 primary administrative procedures for a PM?

A
  1. Identifying applicable codes, regulations, and authorities having jurisdiction that will influence project design.
  2. Identifying what submittals will be required for project approval.
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11
Q

IBC? IRC?

A

International Building Code

International Residential Code (for single-family and townhouses 3 stories or less)

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12
Q

IMC

A

International Mechanical Code

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13
Q

IPC

A

International Plumbing Code

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14
Q

IFC

A

International Fire Code

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15
Q

IECC

A

International Energy Convervation Code

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16
Q

ICC

A

International Code Council

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17
Q

NEC - who publishes this?

A

National Electrical Code

NFPA

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18
Q

Project manual:

A

The volume usually assembled for the construction work, which may include the bidding requirements, sample forms, conditions of the contract, and the specifications.

**No addenda or submittals are included in project manual.

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19
Q

What is the definition of quality control?

A

An organized set of procedures, systems, and tools established by an office that aid in:

  1. meeting the expectations of the client
  2. maintaining a high level of professional service
  3. reducing risks and liability
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20
Q

4 basic QC steps for design?

Athough they are done in all phases, what phase are they most typically done in?

A
  1. planning = plan/understand necessary components prior to beginning desing
  2. Execution = actual design process
  3. Monitoring = design effort progress, alternate design solutions, qc procedures, client meetings, etc
  4. evaluation = of alternative design solution

SD

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21
Q

What are the 2 aspects of quality?

A
  1. that which is normally expected of an architect (ex. designing detailing and specifying a roof that doesn’t leak)
  2. That which is defined by the client (ex. obtaining a function building at the lowest possible cost)
22
Q

What are 2 steps to achieve quality for both client goals and professional services?

A
  1. process = making sure tasks are performed correctly the first time to avoid re-doing work
    - carefully supervise team members efforts
    - coordinate work of individuals
    - procedures and checklists are essential!
  2. Checking = making sure a finished product is correct before delivering it to the end user (aka client)
    - reviewing and redlining drawings before they are released
23
Q

5 guidelines for establishing a qc progrma

A
  1. support: top management must support and encourage the program
  2. daily efforts: give one person or a small committee the responsibility to guide the daily efforts of the program
  3. past problems: review past problems read to FIRST address the office’s greatest difficulties or highest risk
  4. priorities and schedule for action: use problem areas as a starting point for priorities and action list items
  5. maintenance: the program must be maintained, used continually, and revised to fit the office’s current needs
24
Q

What are 7 QC techniques?

A
  1. programming
  2. checklists
  3. process-based system
  4. quality management meetings
  5. staffing & staff training
  6. quality circle
  7. corporate knowledge
25
Q

How can a PM use programming as a quality control technique?

A

Maintain a written record defining the client’s goals, needs, and expectations. Use this to determine whether a project is meeting the client’s expected level of quality.

26
Q

How can a PM use checklists as a quality control technique?

A

Make a list of things that need to be considered or accomplished in order to complete a particular tasks. They help to:

  1. achieve consistency and quality in tasks that must be done on every project but are not always done by the same people.
  2. embed corporate memory into office documentation
27
Q

What AIA doc can be used for checklists?

What is another good source for creating checklists?

A

AIA Doc D200, Project Checklist

Most firms make their own. RFIs are a good source for creating checklists.

28
Q

What is a process-based system?

A

System that automates a procedure so that a task can be performed accurately and consistently with little or no human intervention (ex. cost estimating software or BIM)

29
Q

Who should attend quality management meetings?

What questions/issues should be discussed/

A

PM, designers, and office principals.

  • Are original problems being solved?
  • Is the job proceeding according to the client’s and office’s expectations?
  • Is the work in progress technically correct and being documented correctly?
  • Does the work in progress adhere to all codes and regulations?
30
Q

What is a quality circle?
What is the main idea behind it?
What are possible results of having a quality circle?

A

A small group of employees that meet regularly to solve problems in their particular sphere of work.

Main idea = employees are a valuable resource and often known better than management how immediate problems might be solved

Can result in higher employee motivation, involvement, and productivity.

31
Q

What is the structure for a quality circle?

A

6-10 employees from same project team

  • voluntary membership
  • typ meeting 1hr / week
  • led by a facilitator trained in qc techniques
32
Q

If an office is large enough to have multiple quality circles, what should they also have?

A

A steering committee to represent top management, guide the program, set goals and objectives, monitor progress, and see that the program is consistent with overall firm goals.

33
Q

What is the 4 step process to identify issues in a quality circle?

A
  1. Identify problem areas or specific projects.
  2. Discuss and define the problem and ideas.
  3. Analyze the problem and alternate solutions.
  4. Present the selected solution to management and steering committee (if having one).
34
Q

What is corporate knowledge? What is essential for its success?

A

Documentation of information that a firm has gained through completed work that can be applied to new projects.
ex. standard details, master specs, post-oct evaluations, project procedure manuals, etc.

It must be organized and indexed so that anyone in the office can find the information needed.

35
Q

What are project files / project records / project documentation?

A

Documentation of how the job progressed, aka the sequence of events including the what, who, when, where, why and how of all actions.

36
Q

What are the 8 main types of project records? (hint: they follow-ish the typical project phases)

A 
1- general administration of the project 
2- programming
3- SD
4- DD
5- CD
6- Bidding/negotiation
7- CA
8- project close-out and follow-up
37
Q

What is the cause of most problems with documentation?

A

project participant’s action in the jobs day-to-day progress

38
Q

What is contemporaneous documentation?

A

The recording of communications, decisions, and other actions that are not normally relegated to a standard form or whose occurrence cannot be predicted to take place at a given time or circumstance, such as within a regularly scheduled project meeting.

  • aka recorded spoken communication (in-person and calls)
  • electronic correspondence
39
Q

What are 4 contemporaneous documentation guidelines?

A
  • communicate potential problems to team members
  • avoid assigning blame to others or yourself, but just state facts
  • include date of each communication and who is privy to it
  • when keeping a client updated, be consistent in how information is communication (length/style, details)
40
Q

Why is it important that contemporaneous documentation follow the guidelines?

A

to avoid being hearsay in court

41
Q

What is the exception for project records being considered hearsay in court?
What are the 3 conditions for project records to fall under this hearsay exception?

A

Business entry rule or business records exception to the hearsay rule = project records must:
1- have been made during the normal course of business
2- have been made at or shortly after the act, event, or transaction being recorded
3- be the regularly course of business for such a record to be made

42
Q

What is one of the main sources of claims of negligence?

A

Construction documents

43
Q

What are 6 guidelines for proper document quality control?

A
  1. single source of control = competent PM
  2. industry standards = standard of care
  3. communication and coordination = set policies to encourage and facilitate communication
  4. work procedures = all staff should use quality control checklists and standard details
  5. research = products, design techniques, improving specs
  6. evaluation and feedback = develop and strengthen corporate memory
44
Q

What are 2 requirements before work can begin on CDs?

A
  1. written approval from owner

2. architect should settle all design decision and select materials needed

45
Q

What are 3 things to verify / complete before starting CDs?

A
  1. verify that the design solution meets all program requirements (use checklists)
  2. verify the design solution meets all applicable regulatory requirements
  3. obtain from the client all information needed for the project manual
    - type of contract
    - insurance/bonding requirements
    - modifications to general/supplemental conditions
    - approved alternates
    - items to be supplied by owner
    - etc
46
Q

What are hour-points for an RFI? What the type of RFIs and how many hour-points do they have?

A

Hour-points are determined by the approximate amount of labor hours it takes to complete a specific type of request for information (RFI). The higher the type number, the more time-consuming the RFI is to answer. Each RFI type is given a particular number of hour-points.

Type 1 RFIs = Graphic/Confirming RFI = 2 hour-points
Type 2 RFIs = Coordination/Missing Information RFI = 5 hour-points
Type 3 RFIs = Code/Contract Information RFI = 8 hour-points

47
Q

Which of these items establishes unit prices?

(A) AIA Document A101, Standard Form of Agreement Between Owner and Contractor, where the basis of payment is a Stipulated Sum Correct Answer

(B) AIA Document A201, General Conditions of the Contract for Construction

(C) supplementary conditions

(D) special conditions

A

(A) A101
Explanation: Unit prices are proposed by the contractor with the bid and are documented in AIA Document A101, Standard Form of Agreement Between Owner and Contractor, Article 4.4.

48
Q

The parameter method for cost estimates

A

The parameter method calculates an estimated cost per square foot so that the designer can understand the cost implications to arrive at a design that complies with the project budget. For example, if the architect is considering different types of exterior cladding materials, a cost per square foot may be calculated for wood clapboards, brick veneer, or stone veneer.

49
Q

The matrix costing method

A

With the matrix costing method, various cost alternatives are drawn along one side of a matrix, and individual elements that combine to produce the total cost of the alternatives are drawn along the other side. The matrix costing method allows the designer to compare the factors that comprise the final cost. These factors might include the cost of custom-built versus pre-manufactured workstations, task lighting that will be planned with custom-built units versus higher-wattage ambient lighting, and so forth.

50
Q

Cost plus overhead and profit method for cost estimating

A

A cost plus overhead and profit method can be implemented with either a fixed fee or a nonfixed fee for overhead and profit. The owner usually chooses the cost-plus agreement to meet a deadline. For the owner, finishing the project at the deadline is worth paying the contractor overhead and profit. The fixed fee benefits the owner, but the owner often adds a bonus to the contractor as an incentive to finish the project early.

51
Q

Unit cost method for cost estimate:

  • what is it?
  • who uses it?
  • when should it be used?
  • what should be included in the price estimate?
A
  • For the unit cost method, the project is broken down into its individual building components and the labor required to install them.
  • Contractors typically use this method of estimation when they are determining a bid or negotiated price for the project.
  • It is the most accurate method, but it can only be used when the construction drawings and specifications are complete and all the requirements of the project are known.
  • The estimate should include not only material and labor costs, but also the cost of equipment, fees, and services necessary to complete the project, plus the contractor’s overhead and profit. When subcontractors or vendors perform work, the fixed prices of the subcontractors are added to the general contractor’s costs.

ARE 5.0 - Project Management (4 decks)

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