- Civil Engineering Training
- Successful Construction Project Administration - From Start to Completion
This course goal is to demonstrate, through real examples & a review of project management techniques, that it is possible to achieve the project objectives & minimize risks & disputes that can cause cost overruns, completion delays & lower quality work.
- Course Outline
After participating in this seminar you will be able to do the following:
• identify effective management and administrative responsibilities
• apply the contracting process and risk management throughout the project life cycle
• comprehend project documentation and control systems
• structure and use effective record-keeping methods
• perform project-time analysis and cash flow, cost and schedule control, and resource allocation and leveling
• differentiate between the various types of activities and floats
• identify and avoid dispute and claim causes
• cope efficiently with delays and acceleration
• understand substantial completion and project hand-over
This practical three-day course will focus on the responsibilities involved in the observation, supervision, and coordination of on-site construction. You will enhance your knowledge of construction practices and control techniques while developing your skills in management, contract administration, and decision-making. You will learn how to study potential risks before the start of the project, develop the necessary management systems to deal with them, and establish the project delivery system and organization to be used on-site from the start of construction until project hand-over.
Scheduling project activities, along with identifying critical activities and a critical path, is one of the most important elements of project management. Efficient resource management is equally important in controlling project costs and schedule. In addition to discussing these aspects of project administration, the course will also systematically cover the developmental subjects vital to training competent contract and field administrators.
Most organizations cannot afford the personnel time to apprentice a field administrator-in-training. As a result, many field representatives are sent out to a project unprepared to deal with the specific responsibilities associated with comprehensive field administration. This course will fill that gap, teaching you how to identify the causes of disputes and claims, manage them, and identify any additional costs and delays as a result of them. Finally, you will learn how to efficiently manage contract close-out.
The aim of this course is to increase participants’ knowledge of construction practices and control techniques, so that they can effectively and responsibly manage and administer construction projects.
Who Should Attend
This course will benefit field administrators-in-training; field representatives of architects, engineers, contractors, owners, and government agencies; construction inspectors, construction managers, and project managers; design and construction professionals; and, others responsible for effective field administration in building construction.
Faculty: Prof. Sami M. Fereig
Registration and Coffee
Welcome, Introduction, Workshop Preview, Learning Outcomes, and Assessment Method
1. Contracting Process and Risk Management throughout the Project Life Cycle
• Project life cycle from needs definition to project handover
• Examining different types of contracting risk elements and how to analyze and manage them
• Reviewing the fundamentals of project risk management
• Risk identification and classification
• Risk priorities
• Contractual risk allocation and management
• Case study: Risk management and allocation between parties for effective project management
2. Project Delivery Systems and Organization
• Role of the parties and their responsibilities; review of risk allocation, fixed unit price, lump sum, cost plus
contracts, and project management delivery systems
• Project manager; the engineer under the contract; his/her role and responsibilities
• Case study: Establishing a responsibility matrix and line of communication for effective site management
3. Construction Phase
• Contract administration in the field
• Roles of the parties
• Contractual roles
• Pre-construction activities
• Start-up meeting
4. Project Documentation and Control Systems
• Keeping good records
• Definition of records
• Hierarchy of records
• Types of records
• The record as a constructive tool in dispute prevention
• Construction documents as pivotal communication records and tools
• Keeping conference and meeting records
• The documentation process
• Case study: Designing forms for different administrative activities
5. Scheduling and Tracking Work Progress
• Scheduling techniques and project planning
• Developing the schedule
• Project network logic
• Arrow diagram and precedence diagram
• Time analysis
• Critical path and floats
• Bar charts
• Time-cost relationship
• Project compression and acceleration
• Resource planning, leveling, and allocation
• Project controlling and monitoring
• Case study: Scheduling, project compression and acceleration, and resource management
6. Changes/Extras, Dispute & Claim Causes and their Prevention
• Sources of change
• Impact of changes on the project
• Change evaluation
• Impact costs: what they are, and how to quantify them
• Suspension of work
• Re-sequencing of work
• Variation orders
• Variations in estimated quantities
• Differing site conditions
• Defective specifications and drawings
• Acceleration of the work
• Dispute and claim management and prevention
• Case study: Project documentation and change management, and designing a dispute management system
7. Effective Cost and Time Control
• Payments and payment certificates
• Monitoring job progress and scheduling requirements
• Procedures for progress and cost control
• Earned value and project control
• Monthly status reports
8. Delays and Acceleration
• Time is of the essence
• Significance of the owner’s schedule
• How much freedom do contractors have in scheduling their work
• Who is responsible for delays and delay costs
• Acceleration factor
• Principle of mitigating damages
• Quantifying delay claims
• Case study: Delay analysis
9. Substantial Completion and Project Hand-Over
• Commissioning and handing-over
• Substantial completion
• Preparation of punch list
• Starting of systems
Discussion on Workshop Findings
Questions and Answers, Feedback on Achievement of Learning Outcomes
Concluding Remarks and Final Adjournment
8:00 Registration and Coffee (Day I only)
8:30 Session begins
There will be a one-hour lunch break each day in addition to a refreshment and networking break during each morning and afternoon session. Lunch and refreshments will be provided.
Dr. Sami M. Fereig (BSc [Hons], M.A.Sc., PhD, P.Eng., PMP, F.ASCE) has over 45 years of experience in civil engineering, over 30 of which have been spent in teaching at the undergraduate and graduate level. Dr. Fereig received his advanced degrees from the University of Waterloo, where he is now director of the Certificate Program in Conflict and Dispute Management for Project and Contract Managers. The program, which is part of Conrad Grebel University College, was initiated by Dr. Fereig in 2002.
He is also founder and president of Fercan Corporation (established in 1989), which provides training, dispute resolution, and project management for the construction industry. Dr. Fereig has practised in North America and the Middle East, and he is actively involved in construction contract administration and project management with a number of organizations that include public and private companies in both engineering and construction. In addition to developing and delivering educational programs and training for many public-sector and private-sector clients and universities, he has also served as an arbitrator, expert witness, technical advisor, and peer reviewer on a wide range of international projects. A skilled mediator and negotiator, Dr. Fereig has authored a five-volume series of textbooks that deals with contract management in engineering and construction projects and was first published in 2007.
- Prerequisites & Certificates
2.1 CEUs / 21 PDHs
- Cancellation Policy
To withdraw from a course, you must send a request, in writing, with the official receipt to our office. Fifteen or more business days in advance: full refund less $50.00 administration charge. Five to fifteen business days in advance: non-refundable credit of equal value for any future EPIC seminar within one year. Credits are transferable within your organization. In case of an unexpected event occurring after this time, you may send someone else to take your place without any additional cost.
- Map & Reviews
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