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The Project Control Cycle

1. Develope the project plan
2. Establish the project benchmarks (estimate &bench)
3. monitor the project performance  (field data)
4. identify performance deviations
5. evaluate corective options
6. make adjustments as needed
7. document, report, and evaluate results

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Sources of information used to track job performance and feed back into the project control system.

1. daily field reports
2. time cards
3. subcontractor billing statements 
4. delivery tickets
5. material invoices
6. equipment time tickets
7. job logs

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Two critical functions of Feedback Loop

• it is used to detect variances between the actual cost, time, and productivity performance and the planned estimate and schedule
• itis used to develope the historical estimating databases and productivity factors used on future projecets

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Factors impacting project perfomance

1. weathering conditions
2. quality of the workforce
3. quality of the supervision
4. incorrect sequencing of work
5. change orders
6. overcrowded job site
7. defective materials
8. inadaquate tools and equipment
9. late deliveries

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Cost control

• a continuous monitoring process used to track the variances between actual performance and planned performance on a project, specifically concerning cost and time

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Tracking Quality

• field observations
• submittals
• shop drawings
• mock-ups
• inspections
• feild tests

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Cost code

• a reference number used to track cost and schedule information on materials, labor, and fees throughout the project control process

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Variance

• the cost or time difference between the actual project performance and the planned project performances.

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Taking corrective action

1. material price escalations
2. subcontract increases
3. quantity errors
4. labor risks

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Escalation clause

• usually negotiated into the construction contract when there is suspicion that some pricing component of the estimate is in a high state of flux.

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Craching the schedule

• to takes steps that accelerate activities in the schedule, resulting in an earlier completion date

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Process of crashing the schedule

• have the crew work overtime
• increase the size of the crew
• work two crew shifts per day

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Earned value analysis

• a technique used in construction to determine the estimated value of work completed to date on a project and comparing that to the actual work completed on the project

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Forecasts

• periodic predictioms stated in reports as to the final cost and schedule outcomes on a project while the work is still ongoing.

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Management reports should address four fundamental project control questions

• how is the project doing overall? is it on target or off target?
• what sections of the work appear to be most vulnerable?
• is overall productivity improving or declining?
• what is the projected completion date and budget outcome?

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Evaluating project performance

• to share information about what worked and what didn't work along the way.

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Analyzing the discrepancies

• poor quality takeoff
• poor quality plans
• excessive waste
• change order

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Tracking project time

• schedule control (continuous monitoring, field data)
• analyzing the delays (predicting workfow productivity)
• insulation example

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Defining quality

• meeting or exceeding the requiremnets established in the design documents

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Primary objectives of the quality management plan

• doing things right the first time
• preventing things from going wrong
• continually improving the process

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Rework

• a term used to desribe defective construction work that must be redone or corrected

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Callback

• a request from an owner that a contractor return to the job site to correct or redo some item of work

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Preparatory inspection

• inspections, sometimes called pre-inspections, that are designed to check progress and make sure that everything is ready for the next stage of construction

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Total quality management (TQM)

• a recognized quality control and quality assurance program based on continuous quality improvement practices.

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Edward Deming's theory

• no matter how good your product, process, or performance is, it can always and forever be enhanced.

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Quality Assurance (QA)

• a quality management approach that addresses quality at the process level and deals with policies and procedures associated with hiring, training, safety, subcontracting, and procuremnet.

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Quality control (QC)

• a quality management approach that addresses quality at the project level and deals with conformance to the plans and specs through submittals, mock-ups, shop darwings, inspections, and testing.

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Going the extra mile

• preparatory inspections
• zero-punch list
• field observation reports (FOR)

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Field Observation Report (FOR)

• a report used to track questionable quality and safety performance on the job site

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UL Label

• certifies that the product is deemed to be safe

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Safety manager role

• project managers and superintendents are responsible for the overall safety.

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Ocupational Safety and Health Administration (OSHA)

• the federal agency responsible for establishing safety standards for construction and all other industries in the United States. Also has the authority to enforce those standards through rigorous inspections at the site to issue citations and assess fines.

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Four primary components of the NAHB-OSHA Jobsite safety Handbook

• Management commitment
• Job site analysis
• hazard prevention and control
• safety and health training

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Tailgate Safety Meeting

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Material Safety Data Sheet (MSDS)

• an information sheet documenting pertinent chemical information on various products used in construction.
• Often given to the project engineer of the safety officer on the project.