PM Workshop: Post-Project Evaluation

PM Workshop
Post-Project Evaluation
Post Project Evaluation

When:
Completion of Design and Construction Phases Minimum Required Project Fee is Greater than $50,000 or Includes IDC Construction Multiple Small Projects (Quarterly)
Why:
Avoid Future Errors or Problems
Create Historical Cost Database Create Feedback for Staff and Management
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Slides\closeout\evaluation.ppt

LESSONS LEARNED PATH TOWARDS CONTINUOUS IMPROVEMENT
Does project meet criteria for a required Lessons Learned? PM schedules Lessons Learned and notifies Project Operations and PI/QA of date PI/QA monitors & requests schedule updates YES NO PM conducts Lessons Learned (IDC056 - large projects or IDC057 small projects templates available)
Submit relevant items to IQ
PM consolidates all lessons learned input
PI/QA monitors and reports status to management
PM forwards LL summary to Project Ops and PI/QA
PM identifies items relevant to IQ
Project Ops reviews for feedback to project delivery methods
PM assigns owners to ensure IQ items are entered
Project Ops implements into training materials as needed
PM confirms IQ items are entered
Project team reviews IQ at the start of each NEW project and as issues arise
3

If Your Project has One or More of the Following Conditions, You Must Contact IDC Corporate Counsel Prior to Initiating Lessons Learned:
Injury to ANY Person on the Project Threatened or Pending Litigation Between Any Party on the Project Significant Property Damage Insurance Claims or Issues Individual Pending Claims >$25,000
4
Design Phase Evaluations

Data Gathering:
PM Directs Design Leads to Meet With Their Staff PM Meets With Client and CM PM Evaluates Design Leads
PM Evaluates Subconsultants
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PM/Lead/Staff Issues
Project Team Organization Change Management Design Input and Reviews From Owner and CM Production of Drawings and Specifications
Project Schedule and Approach

Direction Received From the PM and Lead Staff Interdiscipline Communication and Coordination Communication Between the Design, Construction and Client Team
6
PM/Client/CM Issues
Design Consistent With the Established Construction Budgets Execution Demonstrated Teamwork and Leadership Completeness of Design Consistent With Project Requirements Solutions Creative or Innovative IDC Team Responsive to the Project, Client, and Other Entities Suggested Improvements to Meet Project Goals Would the Client and CM be Recommended for Other Work
7
Evaluation of Lead Staff

PM Evaluates Design and CM Leads Related to Project Roles and Responsibilities
PM Provides Input to Discipline Manager

Address Positive and Negative Performance Issues As They Occur Coordinate Discussions With Team Members and Discipline Manager
8
Evaluation Of Subconsultants
Necessary for the Completion of the Project Met Budget and Schedule Information Provided Clear and Consistent Effective Communication and Coordination Recommend for Future Projects Areas Where a Subconsultant Should Have Been Used
9
Meetings And Documentation

PM Meeting With All Lead Staff Summarize Results (Schedule, Ambiguities in Documents, Highlights, Lowlignts, Etc.) Encourage Input to IQ Database
Assign Responsibilities to Input IQ Items that Add Value to Future Projects
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Meetings And Documentation, Cont.

Develop Cost Summary vs. Budget Spreadsheet (Cost/Mandays Per Sheet, Percent of Construction, Expenses, Nonbillables, Construction Cost Metrics, Etc.) Contract Wording Benefits and Problems Copy Leads, DMs, Project Operations, PMs, and PI/QA
11
Construction Phase Evaluation

Input From Client, CM or GC Concerning Design Input From Client, Design Team Concerning CM
Input From Construction Staff, CM Concerning Subcontractors
12
Concerning Design
Completeness of Documents Ambiguities Encountered and Resolutions in the Field Number and Type of RFIs and Design Clarifications Evaluate and Categorize Field Orders and Change Orders by Discipline for E&O and Compare to Original Bids Responsiveness of Design Staff to SDC Responsibilities
13
Concerning CM
Safety Program Effective Met Budget and Schedule Goals Managed to Construction Documents Submittal Tracking and Management
Cost, Progress and Schedule Tracking

Quality of VE Input Status Reports Beneficial Invoicing and Payments Closeout Documents
14
Claims Management
Concerning Subcontractors
Quality of Construction Responsive to Contract Requirements for Schedules, Submittals Cooperative With the Team to Resolve Issues to Benefit the Client Met Budget and Schedule Reasonable Demands With Respect to Submittals, RFIs and Conflict Resolution
15
Construction Phase Reporting

Summarize and Share With Leads, DMs, PMs, Project Operations and PI/QA
16
Eleven-month Warranty Walk-through

PM to Schedule With Client At Least One Month Prior to Expiration of Warrantees Determine Clients Satisfaction With Facility
Identify Problems the Client Has Encountered

Consider Including Leads, and CM
17

PM Workshop: Post-Project Evaluation

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PM Workshop

Post Project Evaluation

Post Project Evaluation

Submit relevant items to IQ

PM consolidates all lessons learned input

PI/QA monitors and reports status to management

PM forwards LL summary to Project Ops and PI/QA

PM identifies items relevant to IQ

Project Ops reviews for feedback to project delivery methods

PM assigns owners to ensure IQ items are entered

PI/QA monitors and reports status to management

Project Ops implements into training materials as needed

PI/QA monitors and reports status to management

PM confirms IQ items are entered

Post Project Evaluation

Design Phase Evaluations

Project Schedule and Approach

Evaluation of Lead Staff

PM Provides Input to Discipline Manager

Meetings And Documentation

Assign Responsibilities to Input IQ Items that Add Value to Future Projects

Meetings And Documentation, Cont.

Construction Phase Evaluation

Input From Construction Staff, CM Concerning Subcontractors

Cost, Progress and Schedule Tracking

Construction Phase Reporting

Eleven-month Warranty Walk-through

Identify Problems the Client Has Encountered

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