Professional Documents
Culture Documents
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Baseball Gone Wild!
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Tour de France Gone Wild!
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“Teenage Son” Gone Wild!
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“Adult Son” Gone Wild!
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“Ferdinand the Bull” Gone Wild!
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“Construction Projects” …
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… Gone Wild!
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The End
• Questions?
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Who Are You?
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1. Project Management Procedures
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1. Project Management Procedures
2. Project Documentation
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1. Project Management Procedures
2. Project Documentation
3. Critical / Non-Critical Documentation
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1. Project Management Procedures
2. Project Documentation
3. Critical / Non-Critical Documentation
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1. Project Management Procedures
2. Project Documentation
3. Critical / Non-Critical Documentation
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The Conclusion
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The Conclusion
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Project Management Procedures
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Project Management Procedures
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Project Documentation
• Purpose
– For proper planning and management
– Notice and reservation of rights
– Aiding in resolving claims and disputes
• Can be overwhelming but is essential
• Must be organized
– Standardized with written procedures
– Major classifications
– Chronological filing
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Project Documentation
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Critical Project Documentation
• Correspondence
– Establish responsibility for responding
to/acting on
– Used to comply with notice requirements
– Used to confirm discussions in writing
• Will help to clarify any misunderstandings
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Critical Project Documentation
• Meeting minutes/notes
– List participants
– Subjects covered
– Nature of discussions
– Future action
– Distribute to all participants or those
affected
– Use previous minutes as agenda for next
meeting
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Critical Project Documentation
• Daily reports/logs
– Routine, contemporaneous description of
work progress and problems
– Create standard form for easier use by
field personnel
– Can be used to build as-built schedule
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Critical Project Documentation
• Daily reports/logs (cont’d)
– Information recorded briefly and concisely
• Manpower by subcontractors
• Equipment used or idle
• Major work activities
• Any delays or problems
• Areas of work not available
• Safety issues and accidents
• Oral instructions and informal meetings
• Weather summary
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Critical Project Documentation
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Critical Project Documentation
• Time sheets
– Document manpower
• Number of manhours worked
• Work performed
• Accounting records
– Must prove damages
with reasonable certainty
– Invoices
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Critical Project Documentation
• Photographs
– Monitor, depict and
preserve conditions
– Pictorial diary of project (weekly or monthly)
– Document defective work or problem
conditions
Note pertinent information on back
• Date, time, location, condition depicted,
photographer
• Create photo log
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Critical Project Documentation
• Status/submittal logs
– Shop drawings, field orders, change
requests, change orders, authorizations to
proceed, requests for information, drawing
revisions, transmittals
• CPM schedule
– Realistic baseline
• Input from subs for buy-in
– Regular periodic updates
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Non-Critical Documentation
Personal emails, IMs, or blog trails
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Non-Critical Documentation
Personal emails, IMs, or blog trails
Inappropriate copies
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Non-Critical Documentation
Personal emails, IMs, or blog trails
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Non-Critical Documentation
Personal emails, IMs, or blog trails
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Project Management Software
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Software Packages
• Prolog
Manager/Proliance
• Expedition
• Plans and Specs
• Bentley Systems Inc.
• Microsoft Project
– Self hosted
– Application service
provider environment
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Web Based Capabilities
• Project team accesses same
web based database
• Access to design drawings, job
site photos, schedules, and
+400 reports
• Document control is enhanced
by tracking revisions, storing
master files, streamlining review
process
• Compliance with corporate
procedures
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Project Mgt. and Exec. Uses
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Why do we need to know this?
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Legal Issues
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“Put it in Writing” Rule
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Exceptions to “Hearsay” Rule
– Business record exception
– Author actually observed conditions
– The records were prepared in the normal
course of business
– The records were prepared at the time of
the event(s) or reasonably soon thereafter
– There is no suggestion that the records
were prepared for the specific purpose of
use in litigation –“A less-guarded time.”
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The Paperless Project
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Paperless Project (cont’d)
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Duty to Preserve
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Duty to Preserve
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Duty to Preserve
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Duty to Preserve
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Sample Documents
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Sample Documents
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Sample Documents
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Sample Documents
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Sample Documents
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Sample Documents
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The Real World
• 畫意能達萬言
– The Home Book of Proverbs, Maxims and Familiar Phrases (Mar. 10, 1927)
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E-mail: Not-So-Good
To: John
From: Paul
Re: Project Delays
John, I am going to have Drew send you some progress curve comparisons for
us to start the delay status analysis. I think we need to begin the discussion
with our management that we are late and tell them that we are analyzing
how late. We also need to consult the claims team as how we tell our
management that we are late. The schedule needs some serious work to be
used as a float tool and everyone is going to be looking to get answers.
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E-Mail: Bad
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E-Mail: Worse
Is Bob the right person to be Contracts Manager on this project? If there is any
hesitation, then take the necessary action to get the right person in place.
Is there adequate support for the Contracts Manager at the site and/or back-up
available?
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E-Mail: The Worst
Bob,
I understand your frustration about lack of support from back in the East. We
are attempting to get the additional resources and assistance that you have
requested. In the meantime, you need to continue with the team in place. If
we are going to make the contractor look like they cannot do their job, we
MUST look and act like we are doing ours!!!
Rob
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E-Mail: Dirty Words
Internal Correspondence
Great! What the hell are we supposed to do now?!?! This invoice will now have
to be made known to ABC Co., but not before our sailaway date of May 15th
*******
I am sure that Mr. Smith and Mr. Jones will be involved here, but I would much
rather have ABC Co. see this after our equipment has left the port and is on
the High Seas on their vessels.
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E-Mail: Dirty Words
Internal Correspondence
Great! What the hell are we supposed to do now?!?! This invoice will now have
to be made known to ABC Co., but not before our sailaway date of May 15th
*******
I am sure that Mr. Smith and Mr. Jones will be involved here, but I would much
rather have ABC Co. see this after our equipment has left the port and is on
the High Seas on their vessels.
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Daily Report
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Deviation Report
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Change Order Log
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Project Photos: Organization
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Photos: Assist in Project Administration
Location:
Nashville, TN
User:
Owner (out‐of‐town)
Feature:
Progression photos used
by project members
during construction
Source: Multivista Construction Documentation
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Photos: Proof of Installed Quantities
Location:
Memphis, TN
User:
General Contractor
Feature:
Aerial photos used to
establish entitlement to
installed quantities
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Photos: Impeachment of Witness
Location:
Memphis, TN
User:
General Contractor
Feature:
Aerial photos used to
contradict witness
testimony on scope of
completion
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Photos: Proof of Responsibility
Location:
Nashville, TN
User:
General Contractor
Feature:
Date of photos used to
establish insurance
coverage dispute
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Photos: Defective Work
Location:
Atlanta, GA
User:
Owner & General
Contractor
Feature:
Walk‐through photos
used to show defect
and standard
Source: Multivista Construction Documentation
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Photos: Incomplete Work
Location:
Atlanta, GA
User:
General Contractor
Feature:
Interior MEP photos
used to defend claim
by sub for additional $$
Source: Multivista Construction Documentation
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Photos: Recover Regulatory Fines
Location:
Raleigh, NC
User:
Owner
Feature:
Pre‐construction site‐
survey photos used to
identify responsible party
for local fines
Not actual project photo
Source: Multivista Construction Documentation
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Photos: Proof of Delays
Location:
Pittsburg, PA
User:
Steel Contractor
Feature:
Aerial photos show staging
area used by other trades
and impacted schedule
Source: Duggan Rhodes Group
5/30/00
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Photos: The Smoking Gun
• Green Construction
– LEED ® credit templates, worksheets and
back-up documentation
– Documentation of energy performance
• Social Media 2.0
– Twitter
– LinkedIn
– Facebook
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Questions?
Matt DeVries
Smith Cashion & Orr PLC
231 Third Avenue North
Nashville, TN 37201
(615) 742-8577 direct
(615) 354-3681 cell
mdevries@smithcashion.com
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What to Do When
the Project Goes Bad?
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Invoke Dispute Resolution If Necessary
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