Project Management
Since we use PMI® project management, your transformation will not only be well managed, but we will be able to provide training and answer questions regarding all aspects of professional project management. We will also be easily able to provide guidance for project execution within the business. Although our experience is mostly centered on the construction and aerospace industries, the construction project flow framework below will show that the PMI® methodology is industry-agnostic, which means we can apply it pretty much anywhere.
23%
of companies use project management software – Iseo Blue
50%
of projects fail to deliver on time – Iseo Blue
87%
of companies think digital will disrupt their industry, but only 44% are prepared for a potential digital disruption – Forbes
59%
of companies that haven’t started a digital transformation fear it might be too late – Forbes
Implementing a Project Management Software
Whether small or large, no company should manage projects without a software system which helps coordinate and document everything related to a project. With a software which tracks all the concurrent jobs, tasks can be assigned to different employees, Gantt charts will provide visibility on scheduling, and all project related data can be stored in one place. Additionally, if set up right, project management software can also be integrated with an invoicing system, making billing even easier. For a small construction company managing even a few concurrent projects, a project management software is a must.
Scoping & Quoting
Before even accepting a project mandate, the first thing to do is to evaluate the scope of the job. The best way to do this is to get the project plans and to visit the job site to see its current state. There will obviously be a different analysis between a six-plex to six condos conversion and a simple kitchen reno, but having plans and visiting the job site is important in both cases. An experienced worker should always be present to correctly evaluate what materials will be needed, how much time will be required and what skills the workers must have to do the work.
Once the scope is defined and understood, clients will usually require either a full quote or a project budget. It is up to you as a contractor or project manager to correctly assess what is better depending on the type of client and the type of job. A quote is usually more appropriate for clients who challenge invoices or for jobs with clearly bound scopes. Budgets can be used for projects with slightly more uncertainty or clients who pay reliably.
If there is significant risk in correctly assessing the scope, or that scope risk is perceived, the budget method is recommended. But even with a budget done correctly, some things will add onto the work. It is strongly recommended that as the scope creeps (i.e. the scope expands and becomes bigger), approvals are requested from clients before starting the work, whether for unknowns popping up, or extras being requested from the client.
Scoping is the most important part of the preparation phase. If done right, the risk on all subsequent steps will be reduced to manageable levels.
Obtaining Permits
Nearly every construction project requires a permit before the work is begun. However, some subcontractors are allowed to execute work under the permit obtained by the general contractor. If that is the case, subcontractors do not need to take steps to get work permits. In some areas though, subcontractors are required to get a permit solely for subcontract work. In this case, like for all general contractors, applying for a permit with local authorities (usually the city) is necessary. Plans for construction will be necessary as well as all information specific to the local municipality.
Preparing Materials
After the scope is defined, materials should be prepared. It is recommended to order the materials required for the specific project to track the exact amount of money spent on the project. With this method, past projects will help understand if the quoting practices are accurate or not and will help the company adjust how the quotes or budgets are made. As the job progresses and additional materials are needed, they should be ordered on a need basis. All purchase orders and receipts should be attached to the project file as materials are ordered.
Scheduling the Work
For a contractor or even sub-contractor, scheduling work can be a challenge. Between clients changing their minds on when they are available, to durations being modified because of unforeseen situations or extras, timelines will inevitably vary from the original estimate. Because of this, it is recommended to include reasonable time buffer within project schedule, approximately 20%. It is also strongly recommended to schedule work based on the availability of project teams. If there are two teams available, do not schedule more than two projects simultaneously. To help with visibility on schedule, using a Gantt chart linked to a project management software is strongly recommended.
Work Site Safety
The most important aspect when executing a project job is to ensure the job site is safe for workers. Several hazards can be found on a job site and it is important to mitigate the risk for each one of them. A few of them are listed below.
- Falling
- Slipping & Tripping
- Airborne & Material Exposure
- Struck-By Incidents
- Excessive Noise
- Vibration-Related Injury
- Scaffold-Related Injury
- Electrical Incidents
- Burns
- Material Handling
For safety on job sites in Quebec, read more on the CNESST website. For nation-wide information on safety in Canada, please refer to the CCOHS.
Preparing the Site and the Workers
When safety hazards have been mitigated appropriately, it is time to prepare the job site and train the workers if needed. Before even bringing materials, it is strongly recommended to verify that the job site is ready, especially if subcontracting for a general contractor. If pipes need to be installed in walls and the walls aren’t open, nothing will happen.
After confirming the site is ready, it is recommended to bring materials and tools near the execution site while ensuring that material and tools placement will not create additional hazard for the workers. Tables should be stable, unused tools disconnected from outlets, and no open flames should be left unattended, to name a few. If too many materials and tools are necessary, it is recommended to deliver them to the job site when needed.
When all materials and tools are ready, the project manager should ensure that the worker or workers are aware of the scope of work. The project manager should explain what needs to be done providing enough details to mitigate mistakes and omissions, and should spend some time explaining a few of the best execution best practices to ensure the workers understand the need for quality execution. At no time should workers be sent alone on a job site – a project manager should always be there with them before the work is started.
Managing the Execution
Once workers begin the work, the project manager should stick around and assist workers as needed. If the workers are executing without issues, the project manager has the option to provide workers space and autonomy and attend other duties. However, it is strongly recommended that the project manager remains at the workers’ disposition should anything unexpected be required.
Unexpected situations impacting the scope of work or the final product should be immediately discussed with the client or general contractor. Regularly communicating the advancement of the work with all the stakeholders is also strongly recommended. If significant scope changes are requested during the execution, they should be managed through a change process ensuring all possible implications are considered.
As work progresses, the project manager should regularly take pictures, verify that the work being done is per the applicable standards and codes, and that the scope remains as agreed with the client.
Managing Extras
Should scope creep (extras) be requested, the project manager should communicate with the involved stakeholders to make them aware that extras are requested and get an agreement of how to proceed. Whether a time and material or a quoted extra, getting written approval from the client or contractor is mandatory before beginning the work. Too often are invoices reduced or outright void, creating losses for the company, only because there was a verbal communication breakdown. Avoid losing money by getting written commitments.
Documenting the Work
As each phase is complete, and possibly even more frequently, the work that is being executed should be thoroughly documented. Pictures should be attached to the project file, any extras recorded as comments, work orders and invoices, and any scope changes written into the records. This is especially true for companies managing several projects concurrently.
Invoicing Best Practices
It is recommended to separate invoices per phase, and create specific invoices for any time and material extras that were completed. Within invoices for quoted jobs, write a very detailed description of what has been done and including a rough summary of the materials used. Time and material jobs may also be invoiced with a detailed summary but if the client asks for pricing details, the information should be readily provided to them.
Closing
Before the final invoice, it is strongly recommended to get a written confirmation from the client that the work is in fact finished. And only after the final invoice has been paid should the project be considered closed.