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Project Construction Management
INTRODUCTION / REFERENCE
Inception to Completion
Thomas J Fakner, CCM
Senior Project Manager
Swinerton Management & ConsultingSMC Co-Learning 2016 June 20

INTRODUCTION
Welcome!!
SMC Co-Learning 2016 June 20

LEARNING OBJECTIVES
 The “Basics” of Project Construction
Management – Inception to Completion
 Leadership – The impacts on effective
and efficient project deliveries
 Risk – The inherent “White Elephant” of
our profession; How do we mitigate?
 Relationships - The significance of
building and the consequences of
tarnishing them!

BASICS
(Definitions)
Program Management;
The principle of professional construction management
practices applied to a capital improvement program of one
or more project types with multiple location sites focused on
key elements of the process that include Governance,
Umbrella Management, Financial Management/Controls,
MIS Global Infrastructure, and Planning on Multiple Levels
and with Competing Goals.
Project Management;
The use of integrated Phases of and procedures applied to
a project site and the multiple construction types associated
with delivering the project from inception to completion.
Construction Management;
The use of defined sub systems within the integrative
delivery process utilizing the SOP’s and technical
competencies to deliver projects.

 Leadership
 Relationships
 Risk
 Contracts
 Scope
 Cost
 Time
 Quality
 Sustainability
 Safety
STANDARDS OF PRACTICE
(Common Threads)

TYPES OF PROJECTS

 Project Elements (3 Legged Stool Theory)
 Contractual (Legal)
 Administrative
 Technical
 The 5 “C” of PPC Management
 Communication
 Cooperation
 Consistency
 Completeness
 Compatibility
 Project Phases
 Business Development/Marketing
 Program / Planning
 Pre-Design / Design
 Pre-Construction
 Procurement
 Execution (Construction)
 Activation / Occupancy
 Closeout
 Post Construction / Warranty
BASICS

BASICS
 Project Processes
 Initiating (Marketing/Programming)
 Planning (Acquisitions/Professional Services)
 Designing
 Executing
 Monitoring
 Controlling (Guiding)
 Closing
 Precedence of Documents
1. Code
2. Specifications
3. Submittals
4. Shop Drawings
5. Structural
6. MEP
7. Architectural
 Project Schedules
 Preliminary
 Baseline
 Progress
 Look Ahead
 Recovery
 Schedule Maintenance Review
 Construction Management Plan
 Project Description / Documents
 Project Directory and Organizational Chart
 Roles and Responsibilities
 Protocol; Policy; Procedure;
 MIS
 Risk Plan
 Design Management Plan
 Cost Management Plan
 Schedule Management Approach
 Procurement Plan
 Quality Management Approach
 Communications Plan
 Site Mobilization and Utilization Plan
 Transition Plan
 Site Specific Safety Plan
 Closeout Approach
 Infectious Disease Control Plan
 Medical Equipment Plan

 Project Controls
 RFI Process and Log
 Schedule Maintenance Review (SMR)
 Submittal Process and Log
 Issues Log
 Communications Procedures and Log
 Conversation Record
 Payment Application Process / Log
 Invoice Process / Log
 Change Modification Process / Log
 Inspection Request Procedure / Log
 Email management using the practice of
“Inbox Zero” technique
 Quality starts day one and involves
information categorizing and document
control
 The MIS - aids in Verbal, Written,
Electronic, and Visual (white board)
communications
 To Be Successful
 Take Ownership
 Clarity in your Work Product
 Be Consistent
 Trust / Verify
 Build and Maintain Relationships
BASICS
 Closeout Phase Components
 Begins when the Project starts
 Consolidation of Project files
 As-Build” Documents
 Beneficial Occupancy
 Completion
 Testing and Inspection Affidavits
 Warranty Management transfer
 Final permits
 Commissioning
 O&M’s
 Claims Resolution
 Project Audit
 Closeout Post Mortems
 Occupancy
 Final Acceptance
 Business Development and Marketing
 Reliance on Dependent and Independent
Variables
 Client Assessment
 Organization – Culture
 Type of Organization – top down / bottom
up
 Financial Stability
 Resource Skill Sets
 History

 Key Characteristics of Leadership
 Motivator
 Communicator
 Ability to build, nurture, manage relationships
 Ability to resolve conflict
LEADERSHIP

 What is Leadership? Varied Translations!
 The ability to interpret human behavior for the
purpose of channel the strengths while shoring
the weaknesses of the individual to energize the
Team to successfully deliver the project(s).
 The ability to understand a project’s integrating
process nuisances' and the impacting outcomes.
 The ability to realize individuals when positioned
to succeed will deliver the metrics of success.
 The ability to institute a culture of flexibility as the
delivery process absorbs and adapts to project
change conditions.
 The ability to unite the Team with focus toward a
common objective..
 The ability to keep purpose, goals, and approach
relevant and meaningful.
 Directive Style vs. Delegative Approach
 Successful Organizations
 Balance Leadership; Training; Equipment;
Communications
 Teaming must rely on the ability of the Leader to
create a culture from multiple cultures
 Significance
 Leaders Care
 Leaders Engage
 Leaders Initiate
 Leaders Collaborate
 Leaders Mentor
 Leaders Achieve
 Lack of Leadership has a profound affect on the
cost, schedule, and quality of the project
 Solid Leadership establishes an environment for
success
LEADERSHIP

RISK
 Definition
 Risk Management: Assessing and identifying under all
circumstances the level of exposure and risk to the Owner and
Project throughout the life cycle of the Project.
 Key Statements Concerning Risk Allocation
 Identify, Quantify, Analysis
 Understand your Owners ability to burden the Risk and be
positioned to manage it
 All Risk should be allocated to create a better working relationship
 Implementation of Risk allocation - CM must assign Risk to the
party most suitable to control and burden that Risk.
 The CM is responsible to immediately release written
recommendations to minimize or eliminate the identified Risk.
 It is in the Owners best interest to accept the Risk when no other
Party can control the Risk or burden the cost
 Mitigation of Risk / Issues by educating followed by facilitation of
the chosen mitigating measure(s)
 Consider the use of a Risk Register to facilitate recognition of risk
 Dispute Resolution involves mitigating issues using the techniques of
Mediation, Arbitration and Litigation. Typically the Party will Deny, Delay,
then Sue. Establish yourself as an Authoritative Figure. Build trust and
confidence of yourself within those in dispute to better negotiate
settlements avoiding impacts to the project.

RELATIONSHIPS
 Establish By Espousing
 Trust
 Confidence
 Dependability
 Reliability
 Responsibility
 Respect
 Key Statements
 Delivering a Project under budget and on time are
still important deciding factors but ground has
been gained by building and maintaining
Relationships.
 Relationships are building blocks for all
Community organizing activities.
 Be perceived a someone to contributes rather
than takes
 Lost relationships is a loss of assets,
opportunities, and allies
 Relationship loss can have a market rippling
impact detrimental to growing business and
attracting skilled and experienced resources
 Why Build and Maintain Relationships
 Gives meaning and richness to work and our lives
 Grow our Community to increase our connection
within the market
 Build a circle of Allies

PROJECT EXAMPLE No 01
Project - ESUHSD Santa Teresa High School Building
100 Replacement HVAC Unit A-2:
Description – Building 100 on the campus is home to
the Library and Photography Classroom/Lab. Space
conditioning was poor to non existent. Objective
‘Replace “In Like Kind” a 5ton HVAC Multi Zone Unit.
How long of a process in time do you believe it
took to delivery and closeout this project?
What is your Approach and Methodology to
develop and delivery this project?
Inception to Completion PRACTICAL APPLICATION
SLVHS 2016 April 15

SLVHS 2016 April 15
Inception to Completion PRACTICAL APPLICATION

 What are your questions?
 Email me a tfakner@swinerton.com
QUESTIONS for ANSWERS
(Q&A)

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062016 Introduction to Project Management_Final TFakner

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