TRAINING.

Overview

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

• Understand the contracting process, risk allocations and project delivery systems
• Establish a project documentation and control system
• Perform project schedule/time analysis, critical paths, floats/resource allocation
• Delay impact and acceleration
• Identify dispute causes to avoid claims
• Design and implement an effective dispute management system
• Effectively conduct the process of substantial completion and project hand-over

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 comprehensive field administration. This practical four-day course will fill that gap and focus on the technical and personal responsibilities involved in on-site construction observation, supervision, and coordination.

The course will increase your knowledge of construction 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 conduct substantial completion and close out the contract.

Course Outline:

• Project life cycle and risk management
• Project delivery systems and organization
• Construction phase documentation and control systems
• Scheduling and tracking work progress
• Effective project monitoring
• Delay impact and acceleration
• Changes, disputes, claims and prevention
• Dispute management and resolution
• Substantial completion and project hand-over
• Workshops

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.

Requirement:
Participants are expected to have some technical knowledge of, and interest in, the subject matter.

Please note: You can check other time zones here.

Syllabus

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 hand-over
• Reviewing the fundamentals of project risk management
• Risk identification and classification
• 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 Roles
• 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 types
• 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

• Scheduling techniques and project planning
• Developing the schedule
• Project precedence diagram, time analysis, critical path and floats
• Resource management and its impact on the schedule
• Time-cost relationship, project compression and acceleration

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
• Earned value and project monitoring

Workshop VI

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

Changes/Extras, Dispute & Claim Causes and their Prevention

• 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

• Mitigation of claims
• Documentation of claim events
• Knowing your contract
• Do not waive claims
• Monitor job progress
• 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
• Controlling the costs of the process while resolving disputes

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

Instructor

Sami M. Fereig, Ph.D., LL.M., P.Eng., PMP, F.ASCE, F.PMCOS

Prof. Sami M. Fereig, B.Sc. [Hons], M.A.Sc., Ph.D., LL.M. [Construction Law], P.Eng., PMP, F.ASCE, F.PMCOS .

Prof. Fereig has over 50 years of civil engineering experience in construction, contract management and dispute resolution. He received his doctoral degree from the University of Waterloo. He was the lead instructor of the Certificate Program in Conflict and Dispute Management for Project and Contract Managers at Conrad Grebel University College from 2002 to 2016. He was a senior bridge engineer and senior structural engineer for two local consulting engineering firms in Brantford and Hamilton, designing bridges, restoring existing bridges, and designing connecting roads.

He is the founder and president of Fercan Corporation, which has provided construction development for a condominium project in Kitchener and training, dispute resolution, and project management for construction. He is actively involved in construction contract administration and project management with several organizations, including public and private engineering and construction companies. He has numerous publications in the areas of structural engineering and construction management.