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ARE 5.0 _ FL _ Proj Mgmt > Responsibilities > Flashcards

Responsibilities Flashcards

1
Q

What are all of the aspects of managing a project, aside from the actual design and documentation?

A
  • Planning
  • Scheduling
  • Monitoring
  • Coordination / Directing
  • Updating Documentation
  • Closing out
  • Following up
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2
Q

What is the concept of “Partnering” in Project Management?

A

Two or more stakeholders in the project collaborate to manage it, sharing the decision-making process. These can include the architect, owner, contractor, and/or vendors.

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3
Q

What are the benefits and drawbacks of “Partnering” in Project Management?

A
  • Closer communication between parties
  • The day-to-day management can be more complicated
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4
Q

What must be done at the beginning of a project, whether it is being managed by “Partnering” or by one party?

A

Clearly spell-out the lines of communication between parties and who is responsible for which duties.

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5
Q

What are some of the possible responsibilities of the project manager with respect to the firm (internal)?

A
  • Prepare proposals
  • Estimate project fees
  • Estimate project workload / man-hours
  • Determine / assist with internal project staff assignment
  • Schedule project staff meetings
  • Be a conduit between the principal(s) and the staff
  • Provide status reports to the principal(s)
  • Ensure that the firm meets it’s contractual obligations in delivering the project
  • Review all invoices to the client
  • Track personnel time on the project and compare against original estimate
  • Coordinate the production of construction documents
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6
Q

What are some of the possible responsibilities of the project manager with respect to the project team (external)?

A
  • Project team marketing efforts
  • Assemble project team (consultants, ETC.)
  • Estimate project schedule
  • Meet the client’s specific goals for delivery
  • Schedule team meetings
  • Assist in resolving conflicts between project team members
  • Provide status reports to the client
  • Be the contact person for regulator groups
  • Obtain client approval on important milestones and decision points
  • Ensure that all aspects of the project (including communication) are documented
  • Review all invoices from the consultants and ensure they are paid (when appropriate)
  • Assist with bidding and negotiation procedures
  • Follow up with the client periodically after completion
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7
Q

What are some of the possible responsibilities of the project manager with respect to CA?

A
  • Process CA documents (EG: change orders, applications for payment, ETC.)
  • Keep track of construction progress and compare against original estimate
  • Ensure that all duties of CA are carried out (including construction observation)
  • Assist client with construction-related issues
  • Properly close-out the job
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8
Q

Which responsibilities of the project manager are often accomplished using specific software?

A
  • Estimate project fees and personnel time
  • Track actual project costs and staff man-hours - Schedule work / deadlines within the office
  • Generate invoices
  • Record communication (EG: correspondence, transmittal, meeting notes, ETC)
  • Track CA documents
  • Record project decisions (EG: design decisions, specification decisions, ETC)
  • Record contact info for all project team members and stakeholders
  • Analyze project tracking to compare with firm-wide metrics
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9
Q

What factors are important when selecting the project team (consultants or contractor)?

A
  • Past working relationships
  • Size and complexity of the project (compared to size of firm)
  • Special ability / experience of firm
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10
Q

What factors should be considered when assembling the project staff?

A
  • Type and complexity of the project (ability and special expertise of staff needed)
  • Size of the project (number and experience-level of staff needed)
  • Availability of staff over project duration
  • Billing rates of staff (compared to the fee for the project)
  • Personalities and working methods (to ensure staff are able to collaborate effectively)
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11
Q

What are the two graphical methods for scheduling a project?

A

Gantt Chart and Critical Path Chart

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12
Q

What is the basic structure of a Gantt Chart?

A
  • The vertical axis is a list of all required steps in order of when they occur
  • The horizontal axis is the scheduled length of the project, usually (but not always) in weeks
  • For each task, a horizontal bar is drawn in that row covering the schedule duration of that task
  • If one task must be completed before another, an arrow is drawn from the end of that task to the begining of the dependent.
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13
Q

What are the aspects (benefits & drawacks, terminology) of a Gantt Chart?

A
  • Also called a Bar Chart
  • The tasks are called Activities
  • Dependent tasks are called Dependencies
  • Generally simpler than a Critical Path Diagram; known to be easy to create
  • Suitable for projects of any size
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14
Q

What is the basic structure of a Critical Path Method chart?

A
  • A series of sequentially numbered circles with arrows leading from circle to circle
  • Each solid arrow is a task that must be completed, and the number below it is how many days it will take to complete
  • No tasks leading out of a circle can begin until all tasks leading into that circle have been completed
  • Dashed arrows (from one circle to another) show dependencies; they are not tasks and therefore have no duration.
  • Bold arrows indicate the critical path
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15
Q

What are the aspects (benefits & drawbacks, terminology) of a Critical Path Method diagram?

A
  • More often used with contruction management than in design scheduling
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16
Q

In Gantt and Critical Path charts, what is the Critical Path?

A

The series of tasks that form a chain of dependencies (the next cannot start until the previous has been completed) which has the longest completion time (sum of the completion time of each Critical Task).

If any Critical Task is delayed, the entire project is delayed.

17
Q

In Gantt and Critical Path charts, what is the Float?

A

The maximum amount of time that a non-critical task can be delayed before it causes an increase in the schedule (IE causes a Critical Task to be delayed).

18
Q

What are the basic aspects of a Work Plan?

A
  • It breaks the project down into it’s component tasks and details how these tasks will be accomplished, as far as staff, schedule, and other firm resources.
  • It is also sometimes called the Fee Projection because it shows how the fee will be allocated to complete the project.
  • The core element of the Work Plan is the Schedule, which is usually in the form of a Gantt Chart
19
Q

How does the Work Plan relate to the project fee and firm financial planning?

A

It describes how the project fee will be allocated to cover the project costs, such as paying employees and other costs. This is the portion of the fee after profit, overhead, and other business expenses are deducted.

20
Q

What are the main components in a Work Plan?

A
  • SCOPE: scope of services per the contract with the client
  • TASKS: List of all tasks, broken into phases, that must be done to complete the services
  • DEPENDANCIES: What tasks are dependant on other tasks to be completed
  • MILESTONES: critical points in the schedule that must be met, which usually occur at a review step, client deadline, or completion of a phase.
  • RESOURCES: what staff and other firm resources will be needed for each task
  • TIME & FEE: in order to monitor progress, time within the schedule and project fee must be allocated to each task
  • CONSULTANTS: what work and how much fee will be allocated to consultants
21
Q

What is the typical list of steps to create a Work Plan?

A
  1. Evaluate Scope including the size, type, complexity, and budget)
  2. Determine Services that will be needed to complete the scope
  3. Define Tasks that are required to complete the services, including dependancies
  4. Establish Dates of the phases of design services, regulatory approval, and construction
  5. Assign Staff to each of the tasks
  6. Gragh tasks on a Gantt Chart (or other method) including duration of each task, which is based on the work for that task and how many / which staff are assigned to it.
22
Q

What is the basic concept of allocating fee in the Top-Down and Bottom-Up Approach?

A

Top-Down Approach

Use an estimation method to determine the total project fee, then take the portion of that fee that accounts for the actual work being done allocate that to phases and then to individual tasks

Bottom-Up Approach

Break the project down into all of it’s individual tasks, determine the amout of time and which staff are needed for each task, and then use employee pay rates multiplied by time to get the total project fee.

Bottom-Up approach is more accurate, but is harder to use early on before the precise scope is known. Usually both methods are used and compare each other to reach a final proposed fee.

23
Q

When using the Top-Down Approach, what are the steps to allocating the project fee within the Work Plan?

A
  1. Estimate Total Fee using one of more rules of thumb (percentage of construction cost, per-square-footage, building size & type), comperable past projects, and firm experience.
  2. Obtain Direct Labor Fee by deducting estimates for profit, contingency, indirect labor, consultants, and other non-reimbursibles. These are usually percentages that are estimated based on past experience.
  3. Allocate to Phases the direct labor fee, using a rule of thumb or other method appropriate to the project delivery method and client services.
  4. Sub-Allocate to Task Periods on the Gant Chart, by dividing the fee allocated to that phase amoung the tasks periods (usually weeks) for each task in that phase.
  5. Determine Staffing Hours by summing up fee for each task period (usually weeks)(including all overlapping task bars) and then dividing by the billing rate of the employees who will be doing those tasks.
24
Q

Generall how it the fee (direct labor fee) allocated to the project phases?

A
  • Typical spread (for design-bid-build) is:

SD=15% | DD=20% | CD=40% | BID=5% | CA=20%

  • Additional services such as programing, feasibility, additional regulatory approval, or post-construction services effect the fee allocation
  • The project delivery method also drastically changes the fee allocation
25
Q

What are the basic aspects of a Project Monitoring Chart?

A
  • It is a spreadsheet with the allocated and actual hours (or fee) per week, per phase of the project.
  • It is used to track if the project is progressing as expected be see if too many hours are being spent on a task or if a task is taking too long.
  • It can be integrated with other project management software or account software to generate further analysis.
26
Q

What is a Full Wall Chart and how can it be used?

A
  • Constructed by drawing vertical lines across a wall / whiteboard that are 5” apart. The left axis is each party involved and the top axis is the schedule (1 week or month per line).
  • Parties place 3x5 cards for each activity / task, one for the start and one for the end, and place them on the chart.
  • The lines for fixed deadlines (client deadlines, regulatory review, ETC) are shown
  • All parties present discuss and adjust their cards until a final schedule is agreed upon
  • In addition to the design team, can also incude the construction team, consultants, and client.
27
Q

What three parties is the Project Manager responsible for coordinating between?

A
  • Design Office Staff
  • Consultants
  • Client
28
Q

What are some of the techniques for coordinating with the design office staff?

A
  • Communicate clearly about assignments, instructions, performance feedback, and socialization. Keep these types of communication in separate channels at separate times.
  • Clarify Expectations for tasks, time alloted, and deliverable.
  • Match Responsibility with Authority…. don’t give a task to an employee who doesn’t have the authority to make the decisions required for that task
  • Be Aware of Manage-Subordinate Relationship…. how an employee’s desire to be recognized for their work and move up in the company may affect their motivation.
  • Stay Calm when peolpe get angry, because it can be a sign that something is wrong with the project and needs to be resolved
  • Solve Issue Promptly as they occur, don’t wait for them to go away
  • Encourage Growth of employees’ experience level through the tasks you assign
  • Give Recognition for work that meets or exceeds expectations.
  • Give Performance Feedback on a continuing basis; people like to know how they are doing
  • Encourage Discussion amoung team members about the overall project
  • Model Good Behaviors that you want to see from team members
  • Involve the Client in the design process as you go; they will have good ideas and will appreciate being included
  • Manage Client Focus on areas where their feedback can be useful
  • Encourage Initiative by hearing out employees with ideas that initially sound off; you don’t want employees to be timid to bring up new ideas or issue that may turn out to be critical
29
Q

List the most common types of consultants that you could have on a project.

A
  • Structural Engineer
  • Mechanical Engineer
  • Electrical Engineer
  • Civil Engineer
  • Landscape Designer
  • Interior Designer
  • Acoustical Designer
  • Construction Specifier
  • Code Compliance Expert
  • Fire Protection Expert
  • Hardware Expert
  • Food Service Expert
  • Security System Designer
  • A/V Designer
  • Telecom Expert
30
Q

What are the Project Manager’s responsibilities regarding the consultants?

A
  • Code: inform them of the applicable codes
  • Design Criteria: inform them of any design descisions by the client or other design initiatives that may affect their work.
  • -* Liability for Correctness: review the consultants’ work for correctness, per the architect’s responsibility to the client
31
Q

What are the major exiting code requirements that the architect is responsible for verifying at all stages?

A
  • Number of exits
  • Separation between exits
  • Exit Access Travel Distance
  • Common Path of Egress
  • Egress Width
  • Dead-end corridors
  • Door swing direction
32
Q

What is the trade-off between doing detailed code analysis in DD vs in CDs?

A

Doing detailed code analysis is not usually necessary early on and can be inefficient, but some items need to be analyzed early on for items that have large cost or design implications down the road.

33
Q

What are some tips for making the best use of meetings?

A
  • Only if Necessary only if calls or emails won’t suffice
  • Prepare Agenda and distribute it to all parties beforehand
  • Correct Attendance the right parties are invited
  • Send Reminders the day before
  • Start on Time even if all parties are not present
  • Establish End Time and cut off the meeting quickly if you go over
  • Run in Shifts if there are separate issues and certain parties don’t need to be there the whole time
  • Use Conference Calls if an in-person meeting is not absolutely necessary
  • Take Notes if the PM is running the meeting, appoint another staff to do so or ask permission to record the meeting
  • Send Out Minutes promptly after the meeting, detailing decisions, accomplishments, and action items
  • Schedule Follow-up (if one is needed) before the meeting ends
  • Schedule Before a Block such as lunch of the EoB to encourage people to be brief
34
Q

What are the reasons that taking Meeting Notes is important?

A
  • No items get forgotten (don’t have to use memory)
  • Avoid disputes based on parties remembering it differently
  • Clear record of decisions and responsibilities for all parties
35
Q

How should a Meeting Notes template be set up / used?

A
  • Include project name & number
  • Include meeting place, date, and time
  • List all persons in attendance
  • Sign-in Sheet pass around a sign-in sheet asking for contact information (if this is the first time meeting some individuals)
  • List all items discussed
  • Assigned-to have a column for “assigned to” to record who is responsible for bringing up / taking care of which items
  • Type Up & Distribute if hand-written, type them up immediately after the meeting and distribute them to all attendees
  • Corrections Deadline include a statement of to please notify you within X days if there are any corrections to the notes

ARE 5.0 _ FL _ Proj Mgmt (3 decks)

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