33679746
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 |
| - the most important aspects of project execution include: 1) monitoring fees & time 2) ctrling & responding to changes in the scope of work 3) monitoring the const. budget | 4) documenting the design & const. phases 5) adhering to the req's of the authorities having jurisdiction 6) maintaining overall quality ctrl of the project |
| MONITORING FEES & TIME 1) the primary tool for monitoring fees & time is the: 2) comparing what shows how far over or under budget a project is at a given phase of work 3) the PM should estimate the % of: | 1) work plan (ch 4) 2) weekly time sheet data w/ the original fee projections ***(see fig. 6.1) 3) actual work completed & plot it against the $$ & time expended so far - corrective action needed if actual fees+time epended exceed estimate or % of work completed falls blw the estimate |
| 1) comp software for tracking fee info can: 2) accurate timesheets are important to the success of any arch office b/c: | 1) compare actual time & fees w/ budgeted amts for individual staff members & easily track expenses & consultants fees against budgeted amts - easier to spot problems 2) they give the ongoing data needed for project monitoring & prov. basis for billing |
| 1) timesheet data also prov. historical info that can be used to: 2) direct labor expenses derived from timesheets are used to determine: | 1) accurately estimate fees for new projects 2) important financial ratios the office uses for financial planning like the overhead rate & the net multiplier (ch 2) |
| -personnel issues causing an over budget project or a lag in work progress include: 1) "the ppl doing the work are not keeping pace" - b/c of inexperience or just is slow work, or staff not diligent about work | 2) "the wrong ppl are working on the project" - inexperienced staff need more guidance & don't work as fast as those experienced, but hourly fee costs less, so balance is needed |
| 3) "the ppl doing the work are spending too much time on the project" - b/c of project perfection syndrome (ch 4) or unclear instructions from PM to staff | 4) "time sheets aren't being filled out properly" - time should be filled out 1-2 times a day in 15 min increments for accurate tracking & billing |
| *Practice Question - What PM activity would most likely ensure that const. docs are completed on sch & w/in budget? 1) doc. all meetings & correspondence, 2) est. time & fee projections, 3) monitoring timesheets, 4) setting milestones | 3) monitoring timesheets - solution: actual work completion must be compared w/ the estimated sch to meet the final deadline (fee & time projections are important early on & milestones are important to stay on track) |
| CHANGES IN SCOPE OF WORK 1) changes in scope of work can also cause projects to not meet fee or time budgets bc 2) what is "scope creep" 3) why does scope creep occur? | 1) this means more work is being performed than was originally planned 2) when the client or arch makes uncontrolled changes to the original list of services set forth in the owner-arch agrmt 3) b/c of "project perfection syndrome" |
| 1) when does scope creep occur in office? 2) when does scope creep occur b/c of client? | 1) a task has been completed successfully but the arch wants to try one more design scheme for refinement to see if it can be better, but add. work doesn't justify added time & fee 2) client asks for new fl plan even tho the oth was approved, so arch proceeds w/out asking for +$$, or asking arch to review oth products which can add up |
| 1) when does scope creep occur w/ staff? 2) scope creep makes it important to rigorously compare the work being done w/ the contract which is why 1st developing | 1) when employees aren't fully aware of the scope of work (ex - spending time on interiors when they're not in contract) 2) a work plan before the owner-arch agrmt is signed is important to share full extent of job w/ all project team members |
| 1) if scope creep is due to add. work requests by client, the PM & maybe Principal must ask for: | 1) an increase in fees citing the extra work provisions in agrmt & project team must know scope so they can bring these requests to the PM directly |
| MONITORING THE CONST. BUDGET 1) as the project design is developed & refined, new cost: | 1) estimates should be developed & projections are compares against original budget w/ modifications made as needed ex - is assembly system is used to estimate cost & the ext. cladding proposed causes budget to exceed then the arch can find a less $$ ext. mat. |
| 1) one advg of project delivery w/ a const. manager, design-bld, or integrated project delivery method is the arch can get: 2) any changes in project scope may increase const. (__) affecting: 3) if a decision made by client affects scope, the arch must inform the client in writing that: | 1) accurate cost info thru the design process & work w/ constructor to maintain project budget 2) cost / time & fees 3) change in scope affects cost of both const. & design fees - client then must give written approval for scope changes (see ch 10/ 30 for more on const. budget) |
| DOCUMENTATION 1) why must all work done on a project be doc'd electronically or on paper? 2) most firms use standard forms for common docs like: 3) all meetings should be (__) & then (__) promptly distributed | 1) shows project's development, provides a record in case disagreements arise, serves as guide in planning future projects 2) transmittals, job observation reports, & time sheets 3) doc'd & meeting notes distributed to all participants & oths to be informed |
| 1) what gen. should be preserved to serve as project documentation? | 1) (w/ time, date, participants, & discussion topics) phone calls, emails, letters, memos |
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