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127 Cards in this Set
- Front
- Back
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Pert diagrams |
used for managing many large and complicated projects. Depends on statistics so not common in the design profession |
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WBS - work breakdown structure |
tree like diagram or list of project tasks and subtasks with budgets and durations. Design professions have adopted this. |
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CPM - Critical plan method |
network diagram that graphically shows a project, predicts the time needed to complete and highlights critical tasks to maintaining schedule |
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project managements concepts |
project planning task breakdown scheduling budget quality-control strategies project objectives project management goals |
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6 project management goals |
reach end of project reach the end on budget on time safely error free meeting everyone's expectations
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6 fundamental project management activities |
1. defining the design projects scope of work, budget, and schedule in-effect, determining the project objectives 2. planning the work effort so that the project scope of work, budget, and schedule will be met 3. directing the design team as it does the work so the project objectives will be met while staying within budget and on-schedule 4. coordinating the efforts of the design team so that interdisciplinary information flows smoothly and at the right time 5. monitoring the design team's work product and progress against the project objectives, budget and schedule 6. learning from the project - what went right, what went wrong, and how to improve performance on the next project |
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4 different design firm organizations |
1. sole proprietorships 2. design studios 3. multiple design studio organizations 4. Matrix organizations |
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sole proprietorships |
one person ventures. little financial investment to begin. day to day overhead is low. lots of freedom. weak project management organizations. |
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design studio |
most common structure for small to medium-sized firms. office and design projects generally managed by design studio owner or 'principle' |
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multiple design studio organizations |
larger design firms - studio approach doesn't work well with larger projects. Must provide career path opportunities for employees.Can't afford to have large turnover. projects follow standardized procedures. |
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Matrix organizations |
large design firms that organize around some type of matrix structure. larger more complex projects are probably multidisciplinary which means they are likely to be organized in the matrix mode |
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silo thinking |
when a department head and his staff view their department as a little cottage industry, autonomous unto itself |
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adhocracies |
projects team that, when finished a project, will not necessarily have the same roles as the last project completed. |
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main skills a PM needs |
balanced composition. design. technical. organizational. financial. leadership. communication. |
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other skills a PM needs |
High motivation to manage. Ethical and professional behaviour. Technical and legal competency. pragmatic decision-making skills. ability to make decisions with incomplete information. Ability to empower a design team |
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Motivation to manage factors |
- favourable attitude toward authority - desire to compete - desire to exercise power - desire for a distinctive position - a sense of responsibility |
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project work plan |
step-by-step method for accomplishing work |
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fish-bone diagram |
graphic way of dividing a project into its cause-and-effect bites. Diagrams all the inputs to an output according to their relationship to each other and by their level of importance or detail. shows tasks and illustrates their interdependencies and relationships to the whole project. |
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6 objectives of the project work plan |
1. definition of project objectives 2. identification of the project team 3. breakdown of the project into task budgets 4. development of the project schedule 5. establishment of the project quality-control program 6. identification of other project-specific procedures and standards |
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project controller |
keep the project manager out of financial reporting trouble with upper management and to help PM see potential financial problems coming along well in advance |
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work breakdown structure |
common structure used to organize project tasks into useful forms. |
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Good WBS (work breakdown structure) characteristics |
- developed as a whole and then detail added - hierarchical - component parts relate to each other in terms of importance - right amount of detail - tasks are defined by objective, duration and level of effort |
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outline of a typical project work plan document |
1. project objectives 2. project team 3. project task-budget information 4. project schedule information 5. project quality-control procedures 6. miscellaneous procedures |
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project objectives (5) |
- general description of the project - major project objectives - major milestones - project construction budget - deliverables by milestones
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project team (3) |
- project organization chart - list of key team members, names, affiliations - roles and responsibilities of key team members
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project task-budget information (3) |
-list of project tasks and budgets -WBS task codes -ODC (other direct costs) budgets |
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Project schedule information (2) |
- project schedule - project milestone information
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Project quality-control procedures (3) |
- quality control plan - identification of quality-control manager - quality-control procedures |
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miscellaneous procedures (5) |
-accounting/invoicing information - project safety procedures - CADD and drafting standards and procedures - project filing procedures - telephone conversation and meeting minutes standard format |
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risk in PM |
uncertainty and number of threats that exist or potentially exist in a project |
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strategies for controlling risk |
- prevention -transference - make another party responsible - mitigation - lessen - contingency - plan in advance - assumption - accept a threats potential impact |
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Standard form of Agreement between Owner and Architect |
most widely used owner/design professional standardized contracts |
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Two common negative clauses owners like to include in contracts |
1 - Indemnity clauses - assure, underwrite, hold harmless - requires the design firm to assure and defend the owner against all claims, not just those caused by the design firm's negligence 2 - Gaurantees, warranties requiring the design firm to gaurantee something out of its control |
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lump sum (fixed price) contract |
- fixed price is given to perform all services
- any money left over, the design firm receives the lump-sum as profit
- payment is linked to contract-defined deliverables |
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retainage |
the amount withheld by the owner (usually 10%) from periodic payments as security for the design firm's performance over the life of the project |
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time and material contract |
design firm is paid for time and materials spent - for labour and other direct costs |
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time and materials with a Maximum-not-to-exceed |
whatever design firm does, owner pays for until the maximum amount specified in the contract |
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Cose Plus Fixed Fee |
design firm is paid for all its costs, labour and materials. Labour costs do not carry profit. Profit is negotiated to a fixed amount that does not vary with actual costs. |
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Partnering |
series of facilitator-lead team-building sessions that include the owner, contractor and design professional. eliminates the us-against-them mentality |
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mediation |
voluntary method of resolving disputes by which the parties agree to a resolution themselves. A third-party mediator, agreed to by both parties acts as the go-between. Usually not binding. |
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arbitration |
opposing parties present cases before an individual empowered to render a decision. (binding or non-binding arbitration) |
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2 types of contingency to use as a PM |
1. budget contingency (at least 10%) 2. schedule contingency - add days to each phase of work |
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project construction budget |
max amount client wants to spend to have project built |
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project design budget |
max amount client wants to spend for design |
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project administration budget |
amount client has allotted for its own internal costs to manage the project |
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construction support services budget |
amount client has budgeted for construction inspection, testing, review of submittals et. |
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project contingency budget |
amount client has set aside for design and/or construction changes |
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total project budget |
sum of all budgets |
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budgetary cost model |
breakdown of the overall estimated construction cost into major building components, materials and systems |
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earned value |
amount of the budget allotted to a particular task that has been accomplished and is therefore earned |
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drawings: 0% 25% 50% 90% 100% |
0% - drawing not started 25% - drawing started - plans, sections, elevations and details still in progress 50% - plans, sections, elevations, or details drawn but not dimensioned - no notes or material call-outs 90% - drawing is complete but not submitted for quality-control check 100% - drawing has been checked for quality control and comments on drawings have been corrected |
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speficiations 0% 50% 90% 100% |
0% - specification not started 50% - specification section has been started and is somewhere in progress 90% - specification complete but not checked for quality control 100% - specification checked for QC and corrected |
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Milestone List |
A list of due dates for critical or contract-defined significant activities |
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bar or gantt chart schedule |
oldest graphic schedule type. easy to set up, intuitive to read and understand, suitable for small and medium sized projects |
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critical path method (CPM) schedule |
for more complicated projects. process flow diagram superimposed on a timeline. project tasks are laid out in chronological order and in the proper order or execution |
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start to start tasks |
interrelated and start at the same timest |
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art to finish tasks |
interrelated and one task finishes when the other one starts |
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finish to finish |
interrelated and finished at the same time |
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offshoring |
using services providers - individuals, branch offices, other companies - to produce some part of the project work product |
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charrette characteristics |
- conducted on-site and lasts multiple days - client and design team work collaboratively - teams are multi-disciplinary - work sessions are short - work sessions followed by feedback discussions - progress and outcome documented |
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Total Quality Management (TQM) |
development of a quality-minded attitude towards everything one does is the lynchpin of TQM |
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5 phases common to design projects |
1. start 2. planning 3. design 4. production 5. closeout |
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ACWP - Actual cost of work performed |
amount of money or hours spent performing the task |
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BCWP - Budgeted cost of work performed |
amount of the estimated budget earned based on comparing the task work actually completed to the estimated budget for the task |
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BCWS - Budgeted cost of work scheduled |
estimated or planned cost to complete a particular task (dollars or hours) |
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CPM - Critical Path Method |
the method of project scheduling that graphically shows dependent, interconnected and related activities or tasks - including the critical sequence of tasks |
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DTC - Design to Cost |
method of design in which the initial task sets an appropriate cost target |
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GMP - Gauranteed Maximum Price |
Type of contract with which the design firm invoices on a cost basis up to a stipulated maximum dollar amount that can't be exceeded |
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MbO - Management by Objectives |
method by which projects are managed by objectives rather than by activities or tasks |
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NCI - National Charrette Institute |
leading organization that promotes and facilitates the Charrette process |
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ODC's - Other Direct Costs |
term used in project accounting that refers to miscellaneous costs other than those related to direct labour |
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PERT - Program Evaluation and Review Technique |
A work diagramming system that uses statistics to determine the probabilities of task durations |
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PMI - Project Management Institute |
International organization devoted to the standardization and dissemination of project management knowledge and techniques |
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PMP - Project Management Professional |
title given to PMI members who have passed the accredited process |
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SRE - Salary related expenses |
the additional labour costs associated with the employees' salaries (sick leave, vacation et.) |
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VE - Value Engineering |
Review and analysis of the design of a project by a third-party team of experts |
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landscape architects are obligated to perform according to the standards and code of ethics from this organization |
ASLA |
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The order of the following RFP, Work Plan, S.O.S., Budget |
RFP Scope of Services Work Plan Budget |
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Responsible for securing and monitoring the registration of LA's |
CLARB |
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Landscape Architects may be licensed under these two acts |
Title and Practice Act |
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Reciprocity |
agreement between states for individuals to obtain licenses in another state |
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Sunsetting |
Periodic review of licensing laws |
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The order of bidding and supervising a construction process for a project: certification of payment, contract signing, addenda, bid tabulation, notice of award |
Addenda Bid Tabulation Notice of Award Contract Signing Certification of Payment |
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The following are part of a bid package |
addenda drawings specifications advertisement to bid |
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Slander |
spoken untrue defamatory statement |
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Strict liability |
liability without fault |
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negligence |
person fails to perform according to the norm expected of someone in that position |
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intentional misrepresentation |
states a material fact known to be false that another believes and is harmed |
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Libel |
written untrue defamatory statement |
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Join liability |
a business partner commits a mistake that caused the client to lose money - you are liable through joint liability |
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Arbitration process is described: |
in the professional services contract |
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as an agent with a fiduciary responsibility to a principle you: |
have the legal power to bind the principle to the decisions you make with a third party |
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Agent relationship |
controls overall conduct and performance of people. submits recommendations to client |
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master-servant relationship |
must act in good faith and be obedient to the person. Personal interests are secondary |
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Employer-Independent Contractor Relationship |
Has limited control of the overall conduct and performance of people. Involves people with special skills. |
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part of the Professional services contract that includes items such as controlling construction costs |
The Owners Responsibility |
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Part of Professional Services Contract that includes definition of final program requirements |
The Owners Responsibility |
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The following may be typical land development regulatory items you may have to deal with |
Corps of Engineers Discharge permits Land reclamation acts Endangered species acts subdivision regulations property assessment taxes historic preservation codes |
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Scope of Services is part of the... |
Contract |
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Following items would be developed in this order: advertisement to bid, RFP, Work plan, Qualifications statement, scope of services |
RFP Advertisement to Bid Qualifications Statement Scope of Services Work Plan |
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information needed to create a project budget that can be managed by the PM and staff |
- schedules - tasks - hours - deadlines - overhead |
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What you do and do not discuss with a client |
NOT: work plan, Scope of Services
DO: Task analysis |
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Chart most commonly used for typical projects |
Bar Chart
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Complex project with easy to read schedule - integrates and sequences tasks and activities |
CPM |
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Utilization rate describes.... |
the efficiency of an employer |
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To be forceable by law a contract must be..... |
between two sane people |
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Consideration means... |
you will work with the client in accordance with the terms of the contract |
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Certification of payment contains information from this document.... |
Change orders |
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The certificate of substantial completion is completed by .... |
the LA and the contractor |
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ASLA is responsible for.... |
the accreditation of landscape architecture programs |
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In order to join ASLA you must.... |
be involved in the public, private or academic practice of landscape architecture |
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Proper sequence of these documents: Qualification statement, scope of services, RFP, Work Plan, Detailed Budget, Contract |
RFP Qualification statement Scope of Services Contract Detailed Budget Work Plan |
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Illustrates task interrelationships and important task interfaces. (charts) |
Isopach |
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Simple chart showing hour completed as well as duration of tasks |
Bar Chart
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Simplest form of project management chart |
Wall |
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Complex system that encourages active participation of all team members |
CPM |
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Simple, does not show relationships |
Milestone |
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Use when a project is clearly defined, is simple and with which you have considerable experience (fee type) |
Lump sum |
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Type of fee incorporated with other fees that can be used to cover up front expenses |
Retainer |
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Usually used for open ended and hard to define projects (fee type) |
Hourly rate times a multiplier |
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Encourages efficient management (fee type) |
Lump Sum |
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Profit is separated and gauranteed |
cost plus fixed fee |
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3 duties of LA |
1 - protect the public health 2 - protect public safety 3 - protect public welfare |
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Trespass |
A wrong committed against the real property or personal property owned by anotherN |
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Nuisance |
Occurs through actions by a person that disrupt another person's use, comfort or enjoyment of property Does not require entry - causes personal discomfort |
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Violation of Riparian Rights |
riparian rights are the rights of ownership of land adjacent to both banks of a non-navigable stream. owner of land adjacent to a stream has a right to the reasonable use of water flow. Violation of this right is a tort |
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Rights of lateral and Sub-adjacent support |
the right of an owner to have land supported by adjacent lands. Any excavation that removes lateral support from adjoining land and thereby causes damages is a tort |
