33221463
Descripción
Fichas por Kara Biczykowski, actualizado hace más de 1 año
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Creado por Kara Biczykowski
hace alrededor de 3 años
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| Pregunta | Respuesta |
| 1) the job of project mgmt includes: 2) project managers often see the project thru all the way from: 3) the 2 methods of managing a project are: | 1) project planning, scheduling, monitoring, coordinating & directing, updating documentation, closing out the job, following up w/ clients 2) initial proposal to contract admin & follow-up 3) responsibility of a single person or "partnering" |
| 1) what is "partnering?" 2) what is the advg of partnering? 3) what is the disadvantage of partnering? | 1) various stakeholders in a project like the arch, owner, contractor, vendors all participate in the decision-making process 2) closer communication & result in shared responsibilities 3) day-to-day mgmt of a project can be difficult w/ so many ppl involved |
| 1) project managers should coord. activities of: 2) the project manager is often found as a central role to: | 1) all members of the design & const. teams who are related to the firm 2) contractor, consultants, staff, project designer, client, firm principals, regulatory agencies |
| POSSIBLE PROJECT MANAGER RESPONSIBILITIES INCLUDE: -take part in team marketing efforts -take part in writing proposals & fee estimates -take part in preparing the agreement btwn arch & owner -assemble the project team | - prepare the time estimate for project -create the project sch -take part in the hiring & coord. of consultants -organize & coord. all activities needed to complete the project -keep the project on track to meet the goals laid out by client & design team |
| PM RESPONSIBILITIES CONT' -sch meetings & coord. progress among all team members -manage the personnel assigned to the project -take part in resolving conflicts among team members -be the primary link btwn principals & project team | -provide status reports to the principals -be the contact person for the project w/ govt agencies & oth regulatory groups -attend client presentations -obtain client approvals at important project milestones -see that all aspect of the project are doc'd |
| PM RESPONSIBILITIES CONT' -process all change orders, certificates for payment, work authorizations, & sim doc's -make sure that the office meets all its contractual obligations -review all invoices that the firm will send to the client | -review all invoices that consultants have sent to the firm, & approve payment as appropriate -keep track of personnel time spent on the job, compare it against initial estimates, & take corrective action when needed -keep track of const. cost estimates as design & production proceed, & compare them against the client's budget |
| PM RESPONSIBILITIES CONT' -coord. the production of const. doc's -take part in bidding or negotiation procedures -confirm that proper contract admin & const. observation are carried out -help collect overdue billings | -help the client w/ const.-related problems during & after move-in -close out the job -follow up w/ the client periodically after move-in -work w/ upper mgmt & oth project managers to maintain overall office workload scheduling |
| PM'S USE PROJECT MGMT SOFTWARE TO: -project personnel time & fees -track actual time & fees in comparison to budgeted figures -track consultant costs -sch work w/in the office -generate invoices -maintain documentation like meeting notes, correspondence, & transmittals | -track const.-related docs like change orders & site visits -maintain info about individual project design & specification decisions -keep a project address book w/ all team contacts -track employee productivity -compile info from individual jobs into office-wide financial mgmt reports |
| 1) the overall project team typ consists of: 2) teams are formed when? 3) when submitting proposals in competitions, identity of who is req'd? | 1) min - the arch, consultants, owner, sometimes const. manager, contractor, major subcontractors, maybe a 2nd arch 2) partly before & after the project is secured 3) major players - firm principal overseeing project, lead designer, project manager, necessary consultants like struct, mech, elec |
| 1) in a competition proposal who would need to be identified if a total fee is req'd to be included? 2) who should be identified for design-build or projects led by const. mgmt? 3) PM can also make additional decisions about specialty consultants when: | 1) specialty consultants, commissioning agents, major suppliers b/c of costs associated w/ their services 2) const. manager, contractor, major subcontractors 3) the proposal is accepted & contract signed & arch firm is organizing appropriate staff |
| 1) when selecting consultants the arch firm usually considers things like: (* sim considerations for selecting a const. manager or contractor for design-build) -sometimes the client may suggest or insist on who to use | 1) past working relationships (most important), performance on previous projects, comfort & familiarity of working w/ ea. oth & collaboration methods, sometimes staff available & or fee proposal, who is suited for smaller jobs vs expertise for a large & complex one |
| 1) how a PM selects the in office team depends on if it's organized w/ 2) studio team assembly depends on: | 1) dept's (horizontal) or studios (vertical) 2) type & complexity of the project, project size, staff availability, experience levels, billing rates, personalities |
| TEAM CONSIDERATIONS W/ STUDIO ORG 1) type & complexity = some projects req. exp & expertise only a few staff have 2) project size = a few staff members can complete small projects w/ nominal exp. but large ones need more staff w/ wider range of exp. & knowledge 3) staff availability = some staff will already be committed to oth projects | 4) experience levels = PM will need to match staff to tasks over project life requiring specific skills/knowledge 5) billing rates = project budget may keep certain billing rates to min, but should be balanced w/ necessary exp/knowledge 6) personalities = teams req. close, long-term support & cooperation, a good PM is aware of compatible working relationships |
| 1) what is the more simple & common method for scheduling a project? *see pg 4-6 | 1) bar chart, aka Gantt chart where all tasks are listed in chronological order along the vert axis of a bar chart & the time period that the entire project will cover is rep. by the horiz. axis |
| 1) what is the "dependency" relationship in the Gantt chart scheduling method? 2) these bar charts are great for showing quickly which tasks should be happening at a given time &: 3) bar charts are good for what project size? | 1) ea. task is rep. w/ a horiz. bar from start to end date, but when one task must be completed before another can start, an arrow is drawn from the end of the earlier task to the beginning of the later one 2) in what sequence things must occur 3) any |
| 1) the other method of scheduling is: 2) what method is this more often used w/? 3) this chart graphically depicts: *see pg 4-7 | 1) the Critical Path Method (CPM) 2) const. projects than w/ design projects 3) all tasks needed to complete a project, sequence in which tasks must occur, ea. task's duration, earliest & latest possible starting & finishing times |
| CPM chart representations: 1) ea. solid arrow reps: 2) ea. task's beginning & end pts are rep by: 3) a task cannot begin until: 4) the number under ea. arrow is: 5) dependencies are rep'd by: | 1) a task 2) numbered circles 3) all the tasks that lead into its beginning circle have been completed 4) the number of days that the task will take to complete 5) dashed arrows aka "dummies" which don't rep. tasks & so no time duration |
| CPM chart representations: 6) "dummies" are used to give ea. activity a unique: 7) heavier arrows show the: 8) noncritical tasks are unique b/c they: 9) max length of time a noncritical task can be delayed/extended before causing delay in overall project is: | 6) beginning & ending number 7) critical path & this sequence (critical tasks) must start & finish on time to meet project deadline 8) don't delay whole project & affect completion date if they start somewhat later or take a bit longer like a critical task 9) called the "float" of that task |
| 1) a "work plan" is a: 2) how important is creating a work plan? | 1) detailed project sch, breaking the project down into its component tasks & assigning staff members & oth resources to ea. task 2) one of the most & earliest that a PM should complete |
| 1) the work plan is also used to detail how the fee that the firm receives will be used to: 2) ^ for this reason work plans can also be called a: | 1) (after deductions for profit, overhead, oth expenses) pay staff members & cover oth costs over the course of the project 2) "fee projection" |
| GOOD WORKPLANS INCLUDE: 1) "scope of services in the agreement" - from owner/arch agreement & states what arch is legally req'd to provide; important all members of project team understand services included & excluded from contract so if client requests additional services, the PM should request additional compensation | 2) "breakdown of the services to be provided into phases & individual tasks" - heart of work plan, req'd PM to think thru entire project in detail & identify exactly what needs to be done to complete project |
| GOOD WORKPLANS INCLUDE: 3) "dependencies" - work plan should identify all cases where one task cannot be started until some oth task has been completed | 4) "milestones" - work plan should identify specific pts & events in project's sch that act as markers of progress toward completion like: a crucial meeting, phase completions, completion or client's approval of a deliverable, approval of a govt agency |
| GOOD WORKPLANS INCLUDE: 5) "staff needed to do the work" - the PM assigns specific members of project team to the individual tasks 6) "allocation of time & fees to phases & individual tasks" - crucial for project monitoring | 7) "what work will be done by consultants, & what fees & oth costs will be associated w/ their work" - work plan should also give the major components of the consultants sch's (see ch10 on including const. time in work plan sch) |
| 1) the primary element of a work plan is the: 2) the PM begins planning the sch by 1st considering: 3) after the PM defines ea. task they est. the start & end date for both: 4) finally the PM assigns: | 1) schedule, presented as a bar chart 2) scope of project, which includes project's type, size, budget, services that must be completed 3) design services & any const. that is req'd 4) staff for the completion of ea. task w/in its allotted time |
| 1) work plans must be detailed enough so 2) ex - in DD phase individual tasks may include: 3) tasks are listed in chronological order on vert. axis of a bar chart so that: 4) time needed for ea. task is listed along (__) & divided into: | 1) PM's can assign specific tasks to individual staff, so staff can understand & perform assigned tasks, so their progress can be tracked 2) develop ext. cladding det's, finalize toilet rm layouts, complete outline spec's 3) 1st task is at top & final at bottom 4) horiz. axis / weeks for easy planning & monitoring |
| 1) one of the most difficult parts of the work plan process is estimating: 2) PM's need to accurately determine how much (___) based on the (___) 3) after creating the sch, the PM's next step is to assign: | 1) how much time will be req'd for various tasks 2) time a task will take based on exp. level of person performing the task 3) fees to various tasks either by a top-down or bottom-up approach, but typ it's done both ways to compare results |
| TOP-DOWN FEE APPROACH 1) the PM begins by estimating the total fee needed via rules of thumb like: 2) ^this approach will include fees for: 3) to determine the portion of the total fee available for direct labor: | 1) certain % of const. cost or certain amt/ sf, amt varying w/ the bldg's size & type, historical data (sim bldg's in the past) 2) both direct & indirect labor, consultant's fees, non-reimbursable expenses, a contingency 3) amts of oth elements must be estimated & subtracted from total fee |
| TOP-DOWN FEE APPROACH 1) fee estimates are typ based on what & calc'd how? 2) once fee for direct labor is determined, the PM allocates it to: | 1) historical data & calculated as a % of total fee, ex - a firm may know from exp. on a type of bldg a consultants' fee will be about 35% of the total fee 2) the various project phases, a % for ea. using traditional rules of thumb, ex - design-bid-build = SD=15%, DD=20%, CD=40%, BID=5%, CA=20% |
| TOP-DOWN FEE APPROACH 1) %'s of allocating fee varies in design-bid-build if: 2) %'s also differ based on: 3) (work plan ex - Fig 4.4) the "total working fee" is the fee available to: | 1) services like programming & post-const. work are included 2) project delivery method 3) pay ppl to do the job after subtracting fees for profit, consultants, & oth expenses (upper right corner of work plan chart) |
| TOP-DOWN FEE APPROACH 1) a phase's % is multiplied by total working fee to find allotted fee for that phase 2) allotted fee is divided by the number of time periods in this phase w/ result notated under ea. time period | 3) if phases or tasks overlap, fees in ea. period are totaled & placed at the bottom of the chart - if this dollar amt is divided by the avg billing rate for ppl working on the project, the result is the approximate # of hrs the firm can spend on the project ea. week & still make a profit (if hrs exceeds 40, more than 1 person will be needed or overtime) |
| BOTTOM-UP FEE APPROACH 1) the PM begins by breaking the project down into individual tasks, listing the tasks in order along the left side of the chart, estimating how much time will be needed (hrs or weeks), to complete ea. one | 2) then the PM charts bars showing the time estimated under the appropriate calendar dates 3) the total estimated fee can be calc'd by assigning a specific staff member w/ a defined billing rate to ea. task |
| COMBINING THE 2 APPROACHES 1) the bottom-up approach is more accurate 2) both are typ used to compare the results | 3) if fees found using both approaches are about equal, the PM can feel confident the estimate is sound 4) using the work plan for diligent monitoring there should be enough money to complete the project w/in allotted time & generate profit |
| MONITORING THE PROJECT 1) what is a "project monitoring chart" used for? 2) project mgmt software can create which types of charts & link to: | 1) tracking employees' time sheets weekly so the PM can compare the actual hours expended to the budgeted time & take corrective action if actual time exceeds budgeted time 2) a project monitoring chart, a work plan, be linked w/ a firm's financial mgmt system to produce reports |
| 1) what is a "full wall schedule" | 1) an interactive sch to serve as a starting pt for discussion among project team - literally posting index cards in vert columns while whole team is present to assign tasks on cards marked "start" to "end" - all fixed dates should be included & not "moved" |
| COORDINATION - PM's actions to take - 1) coord.'s success depends on the PM's ability to understand: 2) "communicate" - the 4 basic kinds in a design office are: | 1) interpersonal relationships w/in the business enviro & motivate/ organize all ppl's involved - p-mgmt is ppl oriented 2) work assignments, instructions, reward & punishment, social interaction - a message w/ a single purpose is more likely understood, don't mix comm. types |
| 3) "always clarify the expectations of project team members" - outline the: 4) "never give responsibility to an employee who doesn't have enough authority to make decisions & carry out actions" - ex - if a task is assigned to a junior staff member a PM should: | 3) task, time allowed, the results that are expected, PM should outline their thoughts, make sure ea. team member understands what is wanted, by when, what detail level 4) be available to answer questions & review the work frequently |
| 5) "be sensitive to the manager-subordinate relationship" - recognize diff pts of view in regard to: 6) "stay calm when ppl get angry" - a good PM recognizes anger as a symptom of: | 5) both ppl competing to move up in the org./ protecting position - PM must work to min. these negative effects 6) a significant problem, not a personality trait, should analyze the anger to solve problem rather than dismiss it or get angry as well |
| 7) "commit to resolving conflicts as they occur" - ppl's natural tendency is to avoid problems but a PM should: 8) "provide ways for staff members to grow & advance" - challenge ea. person w/: 9) "give recognition when it's due" - give praise: | 7) resolve it as soon as possible b/c they never go away on their own 8) work assignments that encourage expanding skill level & knowledge 9) publicly & encourage self-esteem, every person needs to be recognized |
| 10) "evaluate the performance of the staff members on the project team" - b/c ppl like to know how they're doing give: 11) "open up communication among team members" - when appropriate encourage: 12) "model the behavior you want to see" - keep everyone informed of: | 10) evaluations on a cont. basis oth than the formal 6mon/1yr co. evals - give constructive criticism privately suggesting techniques to improve & offer help 11) gen. discussions of broad issues of project & participation in decision making 12) job progress, problems, sch's, goals, gen. project status, review what everyone is doing & why |
| 13) "don't shut the client out" - most want to be involved w/ their spaces & will have: 14) "direct the client's interest to areas where their contributions will be most valued" - clients who are more analytical vs a broad view means involving them: 15) "est. an enviro in which initiative is encouraged" - create an atmosphere of: | 13) knowledge of their org. & pt of view the design team doesn't have 14) either w/ the programming side or design reviews/ presentation side 15) one to make employees feel their contributions are valued for better morale & a project, not one that stifles fresh thinking - it's counterproductive |
| 1) a "consultant" is: 2) consultants most often engaged w/ an arch firm is: 3) other needed consultants may be experts in: | 1) an expert who isn't part of the firm's reg. staff but employed to work on one or more specific projects 2) struct. eng., mech eng., elec eng. 3) acoustical design, const. spec's, bldg code compliance, fire protection, hardware, commercial food service, security systems, audiovisual systems, telecommunication systems |
| 1) who is responsible for coord. all consultant work? 2) the PM should understand what of consultant's work? 3) the PM should involve consultants when? | 1) project manager 2) typ scope of ea. 3) in the project as early as possible |
| 1) a struct. eng. designs: 2) for the struct portion of the project, the struct eng. produces: 3) a mech eng. designs & produces the: | 1) any new structure or structural modifications including bldg fnd, frame, floors, load-bearing walls 2) any dwgs & specifications 3) dwgs & spec's for the heating, ventilating, & air conditioning (HVAC) systems & any plumbing systems needed, & often the fire protection systems including sprinklers unless a separate fire consultant is used |
| 1) the elec. eng. designs & produces the: 2) on large projects w/ more sophisticated security, computer, & signal systems who completes these portions instead? 3) a separate (___) may also be included | 1) dwgs & spec's for the power system (outlets & equip.) & the lighting system, often the telephone, signal, & security systems 2) sometimes specialized consultants, but elec eng. still coord.'s their work 3) lighting designer |
| 1) once the consultants are retained, the PM should next: 2) by consultants signing their dwgs, they become responsible for: 3) PM & design team are responsible for: | 1) inform the appropriate consultants about any applicable code req.'s & any design decisions that may have code implications 2) compliance w/ applicable codes & regulations regarding their area of work 3) ensuring the dwgs & spec's conform to applicable codes |
| 1) ea. consultant is also responsible for the accurate production of their: 2) b/c the arch is the main consultant they are liable to (___) for (___) 3) review & applying code req.'s should begin during: | 1) own dwgs & spec's & to have doc. consistency 2) the owner for consultant's work (see ch48) 3) programming & early space planning & cont. throughout project - gen. principals @ early planning, detailed req.'s @ const. doc phase (see ch 8 & 14) |
| 1) during DD, prelim info like (___) used in SD should be verified sep if changes are being made to the space plan, occ. type, occ. load, bldg config 2) it's acceptable if very detailed code req.'s aren't verified/applied until later during the const. doc phase except when: | 1) basic exiting req.'s like # of exits, separation btwn exits, travel distance, common path of egress travel, exit width, dead-end corridors, door swings 2) design elements could affect the overall space plan or have significant cost implications |
| DAILY P-MGMT TECHNIQUES - keep a "project notebook," paper binder or digital, so the PM can have all project info at fingertips at any time - immediate access to info for planning, coordinating, monitoring the job & should contain the following info: | 1) "general refernce" - index of the notebook, project directory (names, addresses, tele# of client, consultants, contractors, regulatory agencies, major vendors, etc), & filing index (names & code #'s of the office filing system for the job) |
| DAILY P-MGMT TECHNIQUES CONT' 2) "contracts" - the owner-arch agreement, arch-consultant agreement, work authorizations | 3) "fees & schedules" - prelim sch, detailed sch, time projections, fee budgets, task assignments, financial mgmt report summaries 4) "programming" - goal statements, program or program summary, code & zoning search, special equipment needs, oth special needs, utility info |
| DAILY P-MGMT TECHNIQUES CONT' 5) "budget" - overall project budget, const. budget, furnishings budget, oth special items, updates | 6) "job communication" - major correspondence, meeting minutes, telephone/email logs, transmittal log, design review notes, written client approvals |
| DAILY P-MGMT TECHNIQUES CONT' 7) "const admin" - shop dwg/sample log, minuets or notes from job conferences & site visits, bulletins, change orders, field orders, field reports, test & site observation reports, applications & certificates of payment | 8) "close-out & follow-up" - punch list, certificate of substantial completion, summary of const. costs, summer of fee expenditures & oth job-related costs, commissioning reports, testing & balancing reports, comments on completed job, consultant evaluations, notes on follow-up visits |
| EFFICIENT MEETING STRATEGIES 1) clearly stated purpose w/ prepared agenda & distribute in adv - list of items to be discussed, decided or accomplished w/ attached copy of last meeting minutes 2) don't sch a meeting unless necessary | 3) ensure the correct team members are invited to the meeting 4) req that everyone turn off cell phones 5) send a reminder email to all participants the day before 6) arrive early & start on time |
| EFFICIENT MEETING STRATEGIES 7) if a lot is to be discussed & topics are independent, sch meeting in shifts for consultants & only req. arch & owner to be present entire time 8) a conference call is often more productive than an in-person meeting, esp b/c no one has to travel | 9) if PM is leading the meeting, another team member should take notes or record 10) if PM is leading meeting w/ audiovisual aids, appoint a team member to operate computer 11) est. an ending time & stick to it, limiting meetings to 1 hr if possible |
| EFFICIENT MEETING STRATEGIES 12) organize your notes & prepare the minutes as soon after as possible 13) minutes should include: decisions, accomplishments, action items | 14) if follow-up req.'d, set time & date at end of meeting & include info in meeting minutes 15) use stand-up meetings to reduce tendency of ppl of staying too long 16) sch meetings just before lunch or end of workday to encourage keeping it short |
| MEETING NOTES 1) documentation of all meetings should occur: 2) after distribution of meeting minutes participants can: 3) meeting notes help to improve communication & avoid: | 1) for every meeting & promptly distributed to participants 2) have the opportunity to submit corrections 3) misunderstandings & provide a record if disputes/ legal problems arise |
| MEETING NOTES CONT' 1) to make meeting minutes it's best to use 2) meeting notes should be written to be: 3) notes should include "if there are any additional corrections, please notify office w/in five days" statement to allow: | 1) a template including places for project name & #, date, place of meeting, time, ppl attending, subjects covered, follow-up w/ who is assigned to a task & by when 2) complete, accurate, unbiased, to the pt 3) everyone a chance to set things straight & protect against future disagreements |
| PROJECT PERFECTION SYNDROME 1) in the effort to complete a job, a project team spends time working toward some est. or idealized level of quality -early in project time spent results in rapid progress towards goal | -eventually a pt is reached where marginal progress toward "perfection" can only be made w/ a great deal of additional time (& therefore add' fees) -the PM must decide whether the add' time & money are justified, are fees available or spent, is +work necessary -joint decision among PM, principals, project designer to be made |
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