M&SCA of E. PA - PM/Foreman Training Program - Day 3
Instructor: John Koontz
Morning - Contracts: Using the Contract as a Tool
Afternoon - Effective Project Documentation
Morning: Contracts-Using the Contract as a Tool for Project Management
Gain a basic understanding of contract types and components and learn how to use the contract to maximize profitability while managing a mechanical construction project. Learn skills to help you know what the contract says and how to organize and manage the project accordingly. An active presentation and class discussion will answer the following questions:
- Why should a project manager see, read, understand, and use their contract on every project?
- What should a foreman know about the contract? Why is this important?
- What is the proper method for reading and learning a project’s contract?
- What is “contractual privity” and how does it affect the project chain of command?
- What types of contracts does mechanical contractor enter into?
- How are government contracts and private contracts different?
- Why is it important to manage government contracts and private projects differently?
- What is a “flow through” clause?
- Why is it important to see the general contractor’s contract with the owner?
- What is “incorporation by reference”?
- What is a “liquidated damages” clause?
- What are “payment contingency” clauses?
- What do contracts say about time and schedules?
- What do contracts say about change order management?
- What do contracts say about “contractor engineering liability” and drawing errors and omissions?
- What do contracts say about coordination and coordination responsibilities?
Afternoon: Effective Project Documentation
Documentation is a very time consuming but a necessary evil in the construction process. Due to the great risk accepted when a Mechanical Contractor signs a contract, all mechanical projects must have a contemporaneously written factual record/history of all significant events, written by the people closest to the work. The key with documentation is having the right amount and the right types of documentation based upon the specific characteristics of the customer and the project. Over documenting a project wastes valuable company resources and can distract the project team from solving difficult project problems. Under documenting a project gives the project team a false sense of security and puts the company in an unnecessary position of risk if something goes terribly wrong on the project. Great project managers and foremen understand that excellent project documentation can prevent or protect your company from problem “escalation.” Topics to be discussed and questions to be answered shall include, but is not limited, to the following:
- Why is documentation required?
- What types of documentation do you need and why do you need them?
- How does your contact effect your project’s documentation requirements?
- How does a mechanical schedule effect the quality and credibility of your documentation?
- What types of documentation are most critical and most credible? Why?
- How does “customer type” or “project type” affect documentation?
- Why do all great project managers and great foremen keep a journal?
- What is the difference between a LEADER and a MANAGER regarding documentation?
- How do you write a great foreman’s daily log?
- Why is great Job Cost Control such a critical piece of documentation?
- How do you properly document your own company’s mistakes and missteps? Why is this so important?
- What is the most effective way to deliver “bad news”?
- How can documentation affect your relationship with your customer? (both positively and negatively)
- How do you properly document changes, change orders, and project impacts?
- The following types of documentation will be discussed – Schedule, Contract, Contractual Notification, RFI’s, Job Cost Control, Letters/Memos/Emails/Text Messages, Photos and Videos, Meeting Minutes, Journals, Foreman Daily Logs, Submittals