5b_-_post_project_evaluationÏîÄ¿ÆÀ¹À

7/31/2019 5B_-_Post_Project_Evaluation

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PM Workshop

Post-Project Evaluation


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Slides\closeout\evaluation.ppt

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Post Project Evaluation

When:

Completion of Design and Construction PhasesMinimum Required

Project Fee is Greater than $50,000 or Includes

IDC Construction Multiple Small Projects (Quarterly)

Why:

Avoid Future Errors or Problems

Create Historical Cost Database

Create Feedback for Staff and Management


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Does project meet

criteria for a

required Lessons

Learned?

YES

PM schedules

Lessons Learned and

notifies Project

Operations and

PI/QA of date

PI/QA monitors &

requests schedule

updates

PM conducts

Lessons Learned

(IDC056 - large

projects or IDC057 -

small projects

templates available)

Submit relevant

items to IQ

PM consolidates all

lessons learned input

PI/QA monitorsand reports status

to management

PM forwards LLsummary to Project

Ops and PI/QA

PM identifies items

relevant to IQ

Project Ops reviews

for feedback to

project delivery

methods

PM assigns owners

to ensure IQ items

are entered

PI/QA monitors

and reports status

to management

Project Ops

implements into

training materials as

needed

PI/QA monitors and

reports status to

management

PM confirms IQ

items are entered

Project team reviews

IQ at the start of each

NEW project and as

issues arise

LESSONS LEARNED PATH TOWARDS CONTINUOUS IMPROVEMENT

NO


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If Your Project has One or More of the

Following Conditions, You Must Contact IDCCorporate Counsel Prior to Initiating LessonsLearned:

Injury to ANY Person on the Project Threatened or Pending Litigation Between Any

Party on the Project

Significant Property Damage

Insurance Claims or Issues

Individual Pending Claims >$25,000


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Design Phase Evaluations

Data Gathering:

PM Directs Design Leads to Meet With Their Staff

PM Meets With Client and CM

PM Evaluates Design Leads

PM Evaluates Subconsultants


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PM/Lead/Staff Issues

Project Team Organization

Change Management

Design Input and Reviews From Owner and CM

Production of Drawings and Specifications

Project Schedule and Approach

Direction Received From the PM and Lead Staff

Interdiscipline Communication and Coordination

Communication Between the Design, Constructionand Client Team


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PM/Client/CM Issues Design Consistent With the Established Construction

Budgets

Execution Demonstrated Teamwork and Leadership

Completeness of Design Consistent With ProjectRequirements

Solutions Creative or Innovative

IDC Team Responsive to the Project, Client, and OtherEntities

Suggested Improvements to Meet Project Goals

Would the Client and CM be Recommended for Other

Work



8

Evaluation of Lead Staff

PM Evaluates Design and CM Leads Related to Project Roles

and Responsibilities PM Provides Input to Discipline Manager

Address Positive and Negative Performance Issues As TheyOccur

Coordinate Discussions With Team Members and DisciplineManager



9

Evaluation Of Subconsultants

Necessary for the Completion of the Project

Met Budget and Schedule

Information Provided Clear and Consistent

Effective Communication and Coordination Recommend for Future Projects

Areas Where a Subconsultant Should Have

Been Used



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Meetings And Documentation

PM Meeting With All Lead Staff

Summarize Results (Schedule, Ambiguitiesin Documents, Highlights, Lowlignts, Etc.)

Encourage Input to IQ Database

Assign Responsibilities to Input IQ Items thatAdd Value to Future Projects



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Meetings And Documentation, Cont.

Develop Cost Summary vs. Budget

Spreadsheet (Cost/Mandays Per Sheet,Percent of Construction, Expenses, Non-billables, Construction Cost Metrics, Etc.)

Contract Wording Benefits and Problems Copy Leads, DMs, Project Operations, PMs,

and PI/QA



12

Construction Phase Evaluation

Input From Client, CM or GC Concerning

Design

Input From Client, Design Team ConcerningCM

Input From Construction Staff, CMConcerning Subcontractors



13

Concerning Design

Completeness of Documents

Ambiguities Encountered and Resolutions in the Field

Number and Type of RFIs and Design Clarifications

Evaluate and Categorize Field Orders and ChangeOrders by Discipline for E&O and Compare to OriginalBids

Responsiveness of Design Staff to SDCResponsibilities



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Concerning CM

Safety Program Effective

Met Budget and Schedule Goals Managed to Construction Documents

Submittal Tracking and Management

Cost, Progress and Schedule Tracking

Quality of VE Input

Status Reports Beneficial

Invoicing and Payments

Closeout Documents

Claims Management



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Concerning Subcontractors

Quality of Construction

Responsive to Contract Requirements forSchedules, Submittals

Cooperative With the Team to Resolve

Issues to Benefit the Client

Met Budget and Schedule

Reasonable Demands With Respect toSubmittals, RFIs and Conflict Resolution



16

Construction Phase Reporting

Summarize and Share With Leads, DMs,

PMs, Project Operations and PI/QA


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Eleven-month Warranty Walk-through

PM to Schedule With Client

At Least One Month Prior to Expiration ofWarrantees

Determine Clients Satisfaction With Facility

Identify Problems the Client HasEncountered

Consider Including Leads, and CM