Successful Construction Project Administration and Scheduling

After participating in this course, you will be able to:

• Understand the contracting process, risk allocations and project delivery systems
• Design a Responsibility Matrix showing the responsibilities and roles of the parties
• Establish a project documentation and control system
• Perform project schedule/time analysis, critical paths, floats/resource management
• Analyze delay impact and acceleration
• Identify dispute causes to avoid claims
• Design and implement an effective dispute management system
• Effectively manage the process of substantial completion and project handover

Description
Most organizations cannot afford the personnel time to apprentice a field administrator-in-training. As a result, many field representatives are sent to a project unprepared to deal with the specific responsibilities associated with effective field administration. This practical four-day course will fill that gap, focusing on the technical and personal responsibilities involved in on-site construction observation, supervision, and coordination.

The course will enhance your knowledge of construction administration practices and control techniques, and develop your contract administration and decision-making skills by studying potential risks before the start of a project. It will also show you how to avoid disputes, manage and settle them, and finally ensure substantial completion and close out the contract.

Who Should Attend
Project Managers • Engineers • Contract Managers and Coordinators • Designers • Architects • Contractors • Construction Management Personnel • Construction Inspectors • Procurement Specialists • Field Engineers • Subcontractors • Project Technicians and Technologists • Developers • Business Owners • Consultants • Government Employees • Public-Sector Employees and others concerned with the ultimate success of a project.

DAY 1

Welcome, Introductions, Workshop Preview, Learning Outcomes and Assessment Methods

Risk Management throughout the Project Life Cycle

• The project life cycle from needs definition to project handover
• Reviewing the fundamentals of project risk management
• Risk identification and analysis
• Risk Priorities
• Contractual risk allocation and management

Workshop I

• Case Study: Risk Management and Allocation between Parties for Effective Project Management
• Discussion of lessons learned

Project Delivery Systems and Organization

• Examining different types of contracting risk elements and how to analyze and manage them
• Role of the parties and their responsibilities
• Methods of payment: fixed unit price, lump sum, cost-plus contracts, and other forms
• Project Administrator – their roles and responsibilities
• Public-Private Partnerships (P3s)

Workshop II

• Case Study: Select the most appropriate delivery system to meet the owner's requirements
• Discussion of lessons learned

DAY 2

Construction Phase

• Contract administration in the field
• Roles of the parties
• Contractual risks and liabilities
• Pre-construction activities

Workshop III

• Case Study: Establishing a Responsibility Matrix and Line of Communication for Effective Site Administration
• Discussion of lessons learned

Project Documentation and Control Systems

• Definition of records and their roles
• Keeping good records
• Hierarchy of records
• The record as a constructive tool in dispute prevention
• The documentation process

Workshop IV

• Case Study: Designing Forms for Different Administrative Activities
• Discussion of lessons learned

Scheduling and Tracking Work Progress

• Project planning and scheduling techniques
• Developing the schedule
• Project precedence diagram, time analysis, critical path and floats
• Resource management and its impact on the schedule

DAY 3

Workshop V

• Case Study: Scheduling and Resource Management
• Discussion of lessons learned

Effective Project Monitoring

• Monitoring job progress and scheduling requirements
• Delay analysis and project acceleration
• Time-cost relationship, project compression and acceleration
• Earned value and project monitoring

Workshop VI

• Case Study: Delay Impact and Project Acceleration - an Earned Value Analysis (EVA) Example
• Discussion of lessons learned

Managing Changes/Extras, and Dispute & Claim Causes

• Sources of change and change evaluation
• Suspension of work and re-sequencing of work
• Variation orders and variations in estimated quantities
• Differing site conditions
• Defective specifications and drawings
• Unforeseen conditions

DAY 4

Workshop VII

• Case Study: Project Documentation and Dispute Management
• Discussion of lessons learned

Claim Prevention and Management

• Documentation of claim events
• Knowing your contract
• Do not waive claims
• Monitor job progress
• Mitigation of damages
• Monitor the impact of the schedule

Dispute Management and Resolution

• Strengths and weaknesses of alternative strategies such as Negotiation, Mediation, Project Neutral, Arbitration, and Litigation
• Discussion of available strategies during and after construction is complete
• Introduction to Prompt Payment and Adjudication

Workshop VIII

• Case Study: Video presentation – Resolving a Dispute through Mediation
• Discussion of lessons learned.

Substantial Completion and Project Hand-Over

• Commissioning and handing over
• Substantial completion
• Preparation of punch list
• Starting of systems
• Conclusion

Discussion on Workshop Findings

Case Studies/Discussion

Questions and Answers and Feedback to Participants on Achievement of Learning Outcomes

Concluding Remarks and Final Adjournment