CV2016 Construction Site Management Parte 1

Construction Site Management
Professor Rafael Romano Osuna August 2018

Outline
▪ Introduction
▪ Course objectives
▪ Syllabus
▪ Classroom rules
▪ Construction Business Management
▪ Project Life Cycle
Introduction
▪ About myself
Professional Background
Councils board member: ITESM academic council board Architects Mexico city campus, CEMEX
Industrial Customer council Board.
Hermosillo y Asociados Arquitectos
Partner & New Business Development Director (2010 – to date)
Council board member, DEVELOPMENT
Operations Director & Head of Mexico´s city office (2005- 2010)
Project Manager - Hermosillo y Asociados (2002-2005)
EXXON MOBIL
Project Manager, Sales Region Director, EHS supervisor, Blending Plant Supervisor,
EXXON MOBIL (1995-1999)
Academic Background
MSc Environmental Engineering - Newcastle Upon Tyne University
MBA - ITAM
Bachelor of Civil Engineering - ITESM – Campus MTY
Course expectations?
Course Objectives
▪ ITESM - Upon completion of this module, students will have sufficient
knowledge and competency regarding business administration and finance, as
well as the necessary related tools, to manage and create a construction
company at operational and strategic levels.
▪ The aim of this module is to provide students with an understanding of how a

construction company is comprised and managed, along with project
management essential tools and techniques.
▪ The origin of these tools and techniques;

▪ When and where they can be applied throughout a Project’s Life Cycle; and
▪ Their limitations.
Syllabus
▪ Guía Instruccional = CONTRACT!
Syllabus
Classroom rules
▪ Punctuality
▪ Assistance will be taken 5 minutes after lecture starts, at 19:05 am.
▪ No one will be allowed inside the classroom after this.
▪ You are only entitled to be absent three times during the semester.
▪ Three hour lecture with a fifteen minutes break. Clock manager?
▪ No mobiles at any time during lectures. PENALTY. Time will be added at the end of the class.
▪ During examination all mobiles will be turned off and placed at the front desk.
▪ Tutorials will be scheduled by appointment, email needed. (rafael.romano@Hermosillo.com)
• IF STUDENTS don’t attend a lecture, they have to do a brief presentation of the missed class
on the following lecture (no more then 5min). PPT is required.
▪ Teaching Schedule
▪ Sixteen three-hour lecture periods.
▪ If needed, fifteen minutes tutorials mainly for coursework.
▪ RESCHEDULE LECTURE- SEMANA “I” 10/06 8am Saturday- to 11am
Classroom rules
▪ Coursework and Examination
▪ Deshonestidad Académica will be enforced according to school’s policies.
▪ One two-hour Examination.

▪ Extra marks – Rescue Questions in the exams. Academic papers or journals are the
source of “fresh” and current knowledge in our area of expertise.
• They are No changes in the Exams and Team Presentation Dates!
• If the overall group final average is above 90%, the final exam will not be accumulative.
If the group´s average is >85% the final exam will be semi-accumalative (All the course
subjects, except items already evaluated in partial exams). If the Group´s average is <80%, the final
exam will include 100% of the subjects.
• If a class needs to be reschedule, they will be on Saturday´s mornings from 8:00am a

11:00am
• Tutorials will be at 6:30pm TUESDAYS @ Starbucks, you need to do appointment
through email (rafael.romano@Hermosillo.com)
Classroom rules
▪ Presentations
▪ Five teams (4eqx5, 2eqx6) - No plagiaries – No typos.
▪ TEAM SELECTION…..
▪ 15 minutes presentations for all topics.

▪ You are responsible to be prepared, with the appropriate technical equipment and
appropriate dress code. (marks will be penalized for incompliance)
▪ Handouts (executive summary) to be provided by the team for everyone in the class.
▪ PDF presentations must be sent via email before the lecture to everyone.
▪ All covered topics will be assessed in the corresponding exam. Evaluation:
100% Professor
Deshonestidad Académica
▪ Será considerado un acto de deshonestidad académica, de manera enunciativa pero no
limitativa, toda acción u omisión, individual o colectiva, realizada por cualquier persona
con el fin de ostentar y/o facilitar que un alumno presente como propio el
conocimiento ajeno.
Como ejemplos de actos de deshonestidad académica tenemos los siguientes:
▪ Copia en exámenes
▪ Tareas
▪ Trabajos o proyectos
▪ Plagio de textos
▪ Omisión de cita o fuente bibliográfica
▪ Sustitución de la identidad del alumno inscrito
▪ Falsificación de documentos o datos
▪ Presentación de trabajos o proyectos elaborados por terceros
▪ Se considerará responsable tanto al alumno que comete un acto de DA como a quien permite que se
efectúe. OJO, no se volverán a tener consideraciones para los miembros del equipo, todos son
responsables del trabajo presentado.
Fuente de consulta:
Monterrey, I. T. (08 de 08 de 2015). Reglamento Académico Profesional. Obtenido de

http://www.cem.itesm.mx/consulta/reglamento/ReglamentoAcademicoProfesional.html
▪ What is the difference between Teamwork and Collaborative-work?

▪ What is needed in this and all Architecture’s modules?
Coursework
▪Presentations
▪Five teams (3x5, 2x6) - No plagiaries – No typo Coursework
1. Project / Construction Management
1.1 Definition
Management
▪ If you were to ask 5 experts their definition of

Management, you would get five different answers
according to their style of management:
• The guidance and control of action required to execute a program. Also,
the individuals charged with the responsibility of conducting a program.
• The role of conducting and supervising a business.
• The process of planning, leading, organizing and controlling people

within a group in order to achieve goals; also used to mean the group of
people who do this.
Berkman Center, Harvard Law School
• The correct action to properly coordinate your team (collaborative work), identify
and mitigate risk, assure to comply with what you promised (contract), optimized
resources (human resources, schedule, economical, Safety, Quality) and Motivate
your team to achieve a successful project.
RAFA
Project Management
Project Management = Management of a Project
• Any project is subject to phases.

• It can be broken into smaller tasks that change over time.
• Any act of management has to do with groups of people.
• It can be detailed into accurate schedules that have to be recognized by
people.
1.2 Professional associations
1. Project Management – PMI PMBOK
Initiate Plan Executing Controlling Closing
• Project Management is the application of knowledge, skills, tools and

techniques to project activities to achieve project requirements. It is
accomplished through the application and integration of the project
management processes of initiating, planning, executing, monitoring and
controlling and closing ’(PMBOK, 2004).
2. Project Management – APP Escala
Initiate Plan Executing Controlling Closing
• APP (Administración Profesional de Proyectos) – ’La Administración de

Profesional de Proyectos es la aplicación de conocimientos, habilidades,
técnicas y herramientas a las actividades de un proyecto, con el fin de
satisfacer, cumplir y superar las necesidades y expectativas de los involucrados’
(APP La Guía, 2002).
3. Project Management – Certificación AMIP
• AMIP Asociación Mexicana de Ingeniería de Proyectos-
• En la actualidad, y cada vez con mayor fuerza, al estar inmersos en un espacio

de integración, se detecta una necesidad de aportar en todo lo que hacemos
un valor adicional de competencia. Este concepto es especialmente importante
en el ámbito de la dirección de proyectos por ser un campo donde cada
realización es diferente y donde las decisiones que se adopten puede
condicionar su marcha y por tanto la satisfacción del cliente, de modo
independiente a la calidad de la organización que desarrolla el proyecto.
• Por ello se hace conveniente la existencia de un sistema que certifique a las

personas que participan en la dirección de proyectos con diferentes grados de
responsabilidad, de modo independiente de las organizaciones a las
que pertenezcan.
(AMIP, 2014).
4. Construction Management – CMAA
Post-
Pre - Design Design Procurement Construction
Construction
• ’ The practice of professional management applied to the planning, design, and

construction of projects from inception to completion for the purpose of
controlling time, scope, quality and cost’ (Construction Standards of Practice,
2010 ED: p.1-2).
Project Management – Clients’ Perspective (BIM??)
Concept Definition Planning Execution Closeout
Project Life Cycle
Post
Monitor Handover Operation Test
evaluation
• Project Life Cycle - “from cradle to grave”

• From a client’s perspective any project is structured in phases that go beyond the
commissioning or closing phase. A complete Life Cycle Assessment must include
conceptualization, material extraction from raw through processing, construction, use,
repair and maintenance, and disposal or recycling of the building.
• Project phases have a duration in time and need resources to be delivered.
• Time duration and use of resources have correlations.
• Finite budget and schedule constraints affect project phases.
Why is it important??
Construction Project Management as a Profession
▪ Project Management has emerged as a core skill (broadly in other sectors).

▪ Construction has recognized the importance of:
▪ increased integration throughout the supply chain;
▪ structured problem solving and process mapping;
▪ pre-project planning;
▪ reduced confrontation through long-term relationships;
▪ project life cycle costing CAPEX (capital expenditure) and OPEX
(operational expenditure);
▪ the Public Sector and Private Sector as major clients; and
▪ motivation, behavior, teamwork and leadership skills are needed.
1.3 Course’s approach
Our approach – Construction Project Management
A multi-framework approach will enable minimize risk involving the project:

▪ The PMI have set the foundations regarding key project phase definition,
documents and techniques to approach any type of project (feasibility, design,
construction, process and maintenance).
▪ The CMAA has articulated the PMI’s methodology and principles into a
management program exclusively focused in current construction issues.
(professional practice, safety management, sustainability, contract
administration and BIM).
▪ Both the AMIP and APP approach will aid apply those principles into the
Mexican Construction Industry.
• Construction PROJECT´S LIFE CYCLE
Company
Customer
Marketing
Guarantee
Period
PreConstruction
BID Contract Design Construction Close Out

Procurement
Are all the activities that need to be done in order to execute properly a project,
starting with Marketing Strategies, Preparing a Cost Proposal, doing the Design
and Construction of the Project and lastly, repeating a future sale with the same
Customer. Rafa
Post -
Pre - Design Design Procurement Construction
Construction
Concept Definition Planning Execution Closeout
Project Life Cycle
Post
Monitor Handover Operation Test
evaluation
• ‘Construction Project Management is a tool to help the process of change’ (Clarke, 1998).
A Project is not a permanent activity - Transience
• Construction Project Management is about people getting things done’ (Barnes, 2012).
TRANSIENCE: the state or fact of lasting only for a short time; transitory nature.
"the transience of life and happiness" A Project is not a usual activity - Uniqueness
A multi-framework approach will enable minimize risk involving the project:
(CMAA, Professional Construction Management Course, 2014).

Recap
▪ What is Management?
▪ What is Project Management?
▪ Name the four approaches revised regarding Project /Construction
Management. Advantages and disadvantages
▪ Which one is the most important one?
▪ Which will be our approach in this course?

▪ Name the twelve areas that a Construction Project Manager most master
2. Proffesional Practice
2.1 Project and Client types
Company
Customer
Marketing
Guarantee
Period
PreConstruction

Procurement
• Properly learn to Identify the Requirements, demand, Market necessities
What are the real necessities of our customers?
Learn to hear them first!!!!.
• Housing
• Private Houses, Low +Medium type housing, Vertical Buildings, Housing Developments
• Communications
• Mass Grading, Highways, rural roads, Airports, sea docks, Tunnels, Bridges, trains, subways
• Infrastructure
• Water dams, open channels, underground tunnels, power plants, potable water facilities & WWTP
• Industrial
• Industrial facilities, Distribution centers, Heavy Industry, Power Plants, Manufacturing
• Services
• Schools, retail, Malls, Theatres, Auditoriums, Stadiums, Hospitals, Churches, Jails
• Others
• Design Projects, Feasibility Studies, Environmental Studies, Hydrology Studies..
• TYPES OF CUSTOMERS
• Developers
• They are not a construction company.
• They seek to invest in projecs, have a ROI (Return of Investment > Bank)
• Housing for Rent or Sale, Industry (land for sale or facility for lease), Retail and
Malls (space for lease) , Office buildings (space for lease or sale), Public
Infrastructure (PPS, Concession)
• Public Projects
• BID out (need to follow the Law)
• Infrastructure, PPS, Hospitals, Jails, Offices
• Directo Customers (SOURCE)
• Industrial, Manufacturing
• Retail,
• Housing
• Hospitality
• Designers (A/E FIrms)
Types of Projects and their owners
▪ Two dimensions can aid us categorize an owner:
1. The owner is from a public or a private sector.
2. The owner is a repeat builder or a one-time builder.
Public Owner
• Public sector owners are involved in developing federal, state, municipal or
local projects.
• These projects are funded with taxes or municipal issuances (debt of the
government with a certain lender).
• The range of projects comprised in this sector is immense; from large
infrastructure projects to small toll booths. Can you please name a few?
• In México the “Ley de Obras Públicas y Servicios” is applicable to all public
projects, both for federal and estate government.
http://www.diputados.gob.mx/LeyesBiblio/pdf/56_110814.pdf
• PUBLIC BIDS
• Types of PUBLIC BIDS
• They are govern/rule by the Law of Public Works (Federal, State or Municipal)
• 3 usual types (Depends on each Government Entity):
• INVITATION (3 companies, based according to amount set by Tax Office, amount below<+/-$6Mdp
• OPEN BID, Public anouncement through official newspaper. (Amounts above >$6 a $7Mdep
• DIRECT Allocation, due to a Public Emergency (Earthquake, Hurricane, Fire, etc..), Special
Types of equipment (machinery for recycle Asphalt) or a confidential project (Penitentiary).
Maximum average cost +/-$900,000pesos
• Usually all Public BID are based on Unit Cost Approach (They provide Catalogue of concepts).
• BID Package needs to be purchase and downloades from webpage:
https://compranet.funcionpublica.gob.mx
Types of Projects:
• City/Municipal Projects
• Infrastructure, Maintenance, Sports Facilities, bridges/underpass or speed ring
• States Projects
• Schools, Infrastructure, Maintenance, Development Centers or facilities, Auditorium,
Penitentiries (Jails),
• Federal Projects
• Airports, Highways/Freeways, Bridges, Dams, Infrastructure, Border Crossing, Rails
▪ Each executive entity will select one of the three existing procedures according
to the type of project, local government should determine this based upon
the price, quality, funding and other particular circumstances:
1. Public Tender
2. Three party invitation, or
3. Direct award
▪ All public contracts should be awarded through a public tender, a public
notice should be stated so all participants can present their proposals in a
closed envelope that will be open publicly.
▪ Local and state entities should provide equal information to all participants in
order not to favor one. In the contract one should find the minimal
requirements and conditions for the tender.
▪ http://web.compranet.gob.mx:8007/pls/cnetii/vigentesop_1.vigop
▪ http://portal2.edomex.gob.mx/jcem/obras/convocatorias_licitaciones/index.htm
▪ The presented proposals will not be negotiated, only clarifications or
additional information could be requested.
▪ The final process is the ruling and contract signature, or in some cases the
process could be cancelled.
▪ In any of the acts, any person can assist as an observer by registering their
attendance and abstaining of any type of intervention.
▪ In Public Tenders which the awarded amount exceeds ten million days of
minimum wage ($80.04 x 10 M = $800 M) and cases determined by the
Función Pública that impact the programs of the entity or estate; social
witnesses will participate.
▪ These social witnesses will participate on all procedures of the Public Tender,
and will provide a final testimony with their observations and
recommendations. They will be selected through public notice.
Rules apply for the two other tendering process*

Company
Customer
Marketing
Guarantee
Period
PreConstruction

Procurement
• “RFP”- Request for Proposal
▪ PUBLIC BIDS
▪ General Contractors need to prequalify, complying with Public Office
screening process.
▪ NEED TO COMPLY AND FOLLOW THE LAW-DIRECTIVES!
▪ If your proposal doesnt comply with the Law, it will be disqualified (Ley
De Obras Publicas y Servicios Relacionados “LOPSRM”)
▪ BIDs are review directly by Government Entity

▪ Government Entity can decide on whichever proposal suits them better,
usually they select based on the lower Price and the GC MUST comply
with 100% of the RFP and LOPSRM.
▪ Sometimes you dont know against whom you are bidding the project.
▪ Government Entity doesnt pay to General Contractors to prepare BID
package/proposal.
▪ Governement Entity develops BID Package internally or through 3rd
parties.
PUBLIC BIDS
Key items to review and take action when preparing a Public BID Proposal:
▪ Comply with the Law (LOPSRM) and requested items in the RFP
▪ Always review and address the “small text” in the specifications, contract or Catalogue of
Concepts
▪ Assure that the material and equipment are not a special item or need a special
certification
▪ Approved or specially Certified
▪ Review time of delivery
▪ Be prepared to assemble proposal binders (Budget, Technical, etc.. Binders)
▪ Available Human Resources.
▪ Provide information of your Financial Capability
▪ Have Bonding Capacity
▪ Review and understand the Construction contract (Management), including Closeout

processes
▪ Understand the application and payment process
▪ Make sure that the project you are bidding doesn't last more than one office term
(Politics).
▪ NO TOLERANCE- CERO CORRUPTION!
PUBLIC BIDS
▪ Assure that project has 100% of the Public funds assigned.
▪ Review in detail the RFP, Specifications and all Addendas
▪ Assist to the site walkthrough. Usually the Government Entity provides additional
information and you need to review site´s special restrictions (traffic, roads, on site items,
working hours).
▪ Understand the site´s natural restrictions and complexities (Climate? Weather?
Infrastructure?
▪ Services? Hand labor availability?, Union?, Environmental Issues, Anthropology Site
(INAH), Material Banks, etc..)
▪ Make sure you understand the Government Entity´s standard construction and safety
directives, Local construction codes or Federal Directives (specially Environmental) in order
to be able to prepare the General Conditions.
▪ Assigned qualified employees to do the cost analysis, understand scope of work and all
Information provided in the RFP, review all Addendas, do the construction strategy and
prepare the Cost Proposal (Budget)
▪ Know the competitors, to determine what strategy to follow.
▪ Try to understand where your company “stands”, do you really have an opportunity to
win?
▪ Is the project already pre-assigned to another competitor?
• PUBLIC BIDS
To present a PUBLIC BID proposal, you need to prepare a lot of information.
• Budget Binder
• Company´s Legal Representative information (Power of Attorney, ID, contact information)
• Integrety Declaration
• The superintendent needs to have knowledge of using the digital signature and construction book
Online of the Public Works Office (“bitácora electrónica de Obras Públicas”)
• Company´s deeds and resume
• Copy of lasts contracts execute (provide Substantial Completion signed documents)
• Financial Capability and Accounting information of the company.
• Known experience in similar projects.
• Cost Proposal
• Technical Binder
• Unit Costs Analysis
• Catalogue of Concepts
• Construction Scheduled
• Project leaders resumen and Organizational Chart
• Technical information (Cut Sheets) of materials and equipments
• Acceptance and knowledge to know and have been on site (Project location)
• Signed Addendas during Bidding Process
▪ Public Projects
Private Owner
▪ Private owners are not bound to any acquisition regulation, therefore are able
to procure and execute their projects with greater flexibility.
▪ These owners have the advantage to procure project teams through
relationships based on prior experience or business motives. Usually using two
methods:
1. Three party invitation, or
2. Direct award
▪ The contractual relationship is usually be based in sharing projects’ risks and

rewards.
▪ Only the applicable contract law designated by both parties will limit the
project’s limits.
▪ Funds are provided by the client by its means, by a trust fund or by financial
agreements with a third party.
Private Owner Organization chart – Real Estate
Board of
Directors
Chairman –
General
Director
Planning & Human Commercial

Finance Construction New Ventures
Legal Director Control Resources Business
Director Director Director
Director Manager Director
Finance Continuous Report & New Ventures Marketing

Legal Manager Comptroller Project Assitant Sales & Clients
Assistant Improvement Operational Receptionist Assistant
(Procurement) (Contralor) Manager 1 Manager
Manager Manager Manager Manager Manager
Accounting
(company’s Payable
Legal Manager accounts Analyst & Project
revenues and Sales Manager
(Clients) Payroll Manager 2
cash flows, Manager
taxes)
Receivable
Post-Sale
accounts
Manager
Manager
Estate
Coordinator
Private Projects
Public –Private Partnership
▪ In recent years Public-Private Partnerships (P3s) have emerged.
▪ This project funding and delivery method has emerged due to the lack of
funds of federal and state entities for public projects.
▪ Public sector entities seek a partner in the private sector to 1) fund, 2) develop
and 3) operate an infrastructure or facility. Can you think of any?
▪ No major financial RISK is taken by the Developer/General Contractor, since
Government Entity assures a minimal income to avoid operation-financial risk.
The additional profit will be share between both parties.
▪ For this type of partnerships, usually the private sector party provide the
design, build, operational practices and services.
▪ PPP are highly versatile hence combine elements of both sector procedures.
▪ A public company embarking in this type of model will need to have a more
robust and experienced staff, strong in the building and asset management
expertise.
Repeat Builder
▪ Client who in order to support their core business functions are required to
build on a regular basis to expand or renovate their portfolio.
▪ They are in the project development business by necessity.
▪ Repeat builders usually have a in-house staff to support their project delivery
method.
▪ Because they develop project on a regular basis they will be more
sophisticated and up to date on design and building trends, technology and
management.
▪ This will include government agencies, housing developers, industrial
developers, military, commercial developers, infrastructure and many others.
▪ This category applies to both Public and Private sector.

One-time Builder
▪ Clients or entities that will rarely develop a project to meet their business
needs.
▪ Because they do not build in a regular basis, are more likely to rely on outside
consultants to help them design and build their needs.
▪ Usually will hire a Project Management company to deliver a project from
start to turnover.
▪ One-time builders include small hospitals, entertainment venues, sport
facilities and local government centers.
▪ This category applies to both Public and Private sector.

• Review the Information Provided in the RFP
What information is provided?
KEY INFORMATION OF THE PROJECT:
• Brief description of the Project´s scope of work
• Importante Dates:
• BID due date
• Q´s & A´s dates
• Visit to the site
• Prebid meeting
• Date of Presentation of Proposal for each Competitor
• Codes to follow: Local Codes, Factory Mutual (FM), NFPA, NEC, UBC97, IPC, ACI, ASI, LRFD, Ind Park´s Convenants
• Process of the Bidding Process
• Confidential agreement
• “FCPA” Foreign Corrupton Policy Act*
• Construction Contract*
• Overall Project Scheduled (Key dates: Beneficial Completion, Substantial Completion, Equipment Arrival, etc)
TECHNICAL INFORMATION OF THE PROJECT:
• Catalogue of Concepts*
• Specifications
• Drawings “Basic Engineering Drawings” or Executive Complete Design
• Basis of Design, Book of Calculations*
• Land Survey*
• Geotechnical Study*
• Hydrologic Pluvial Study*
*Not in all cases provided
What Information was provided?, is it Complete? Reliable? Has the Quality desired?
• Catalogue of Concepts
• Are the Concepts Complete?
• Do quantities and Concepts match vs Drawings vs Specifications?
• Who prepared the document? Are they also bidding the project? Are they Reliable? RED FLAG!
• Specifications
• Under what construction code or Directive were done?
• Do they match against the Catalogue of Concepts and Drawingns?
• Are they complete? Too detail? European or American Standard? Are they over specified?
• Drawings
• Are they Complete? Do they provide all the drawings needed? (request DWG files, not PDF)
• Do they match agains the Catalogue of Concepts and Specifications?
• Are they already approved to proceed with Construction? (Experience Designer?)
• Coordination Drawing provided? Identify potential conflicts between MEP+ Structure and Site
• Basis of Design, Book of Calculations
• Do they explain in detail the project and define under what construction codes or directive its
designed?
• Assure that information provided is for the project that you are bidding upon.
• Review Structure and Electrical Projects, who will be responsable?
What document is the one that rules (governs) over the other ones? (Base of your proposal)
Basis of Design Catalogue of Concepts Specifications BID Dwgs Master format Ford
Omagro Omagro
Planos
• Bearing capacity of the ground and siesmic factors
Land Survey Geotechnical Study
• Water Table
• Expansive Clay
• Underground Laminar Flow. Do you need to add a filter?
• Can the cut material be reuse to backfill? Does it need to be upgraded? (Compare costs-vs
imported bank material
• Types of Rock. (It is needed a special permit from the Army “SEDENA” to use explosives)
• Recommendations for foundations, earthwork structure, location of approved bank materials.
• Request the recommendation for the type and thickness of the asphalt (Light and Heavy Duty)
• Site Levels, Coordinates, Official bank mark, Utilities Location, Street levels, Trees, Special Items on
site
• With this information, the Final Floor Level can be determine and the “balanced” site can be
achieve (cut/fill analysis)
• “UTM” Universal Transversal de Mercator,
Hydrology Study
http://es.wikipedia.org/wiki/Sistema_de_Coordenadas_Universal_Transversal_de_Mercator
• Understand the Pluvial Catch Basin. You base your pluvial design on it? Does a Detention Pond is
needed?
• Return Period, Intensity, Incoming Pluvial Water.
• Note: all rivers, creeks, lagoons, etc.. Are Federal Property, therefore a special permit is needed
to rellocate
http://www.youtube.com/embed/_yCnQuILmsM?feature=player_embedded
Hydrology Geotechnical Upgrade SLB Filter
Study Study To Soil Pluvial Pg13 Capa Rompedora
• Type of Contract (Lump Sump, Unit Price, Maximum Guarantee Price)
• Scope of Work
• Bonds (advanced payment, performance-completion of contract, warranty period)
• Insurance (Builders Risk 100% of contract valule, General Liability)
• Milestones (Beneficial Occupancy, Substantial Completion)
• Penalty- not accomplish Substantial Completion (0.2% per day, topped to 20 calendar days or less!!)
• Payment of invoices: Process, Calendar of Payments
• Change Orders
• Safety items
• Environmental Items
• Permitting (Construction License)
• Close Out items (As Build Dwgs, IMSS-social security, Equipment turnaround, punchlist, etc..)
• Cancellation or suspension of Contract by both parties
• Confidential ity (“FCPA” = Foriegn Corruption Policy Act)
NDA BMW Corruption

Is the information provided complete? If not, request additional information through an RFI
• Can it be developed? Is there sufficient time to do or complement the missing information?
• The important thing is to present a complete and supported proposal.
• Dont share this information with the customer!…He can steal it and used it with another company
• If you dont have sufficient time to develop the pending information, you should specify your
Considerations in a document in your Cost Proposal, “ASSUMPTIONS”
• Do we completely understand the scope of work? Do we have experience and the technical
Capability to execute this type of project?
• Can we execute the project? Do we have the resources? Any environmental special item?
• Does the scope of work calls for any special Design or Construction item where we
dont have experience?
• Investigate in detail. Seek professional input or assessment
• Cooling or Freezer chambers, Press Pits foundations, Explosion relief walls or roof.
• Does the scope of work calls for any special equipment?
• Lead time to order, special utilities connection, setting/Installation
• Elevators, Cooling Towers, Compressors, etc…
RFI´s «Request for Information»,
• If the information provided in the RFP is incomplete or not clear, you can ask any question related to
the project to the Owner (use special format AIA, “RFI”)
The RFI´s can be use to:
• Guide other bidders to quote the same item or under the same circunstances
• Learn the strategy that other Bidders are using to prepare their proposal.
• Understand the project´s scope of work and clear up any missunderstood item.
• Adendas,
• Are part of the bidding process.
• They will be part of th final contract.
• Owner responds to all RFI through an Addenda.
• The Addenda can include: Pending Drawings or Specifications, Material Cut Sheets, equipment
Information, time line scheduled.
• Should be send out to all Bidders
Adenda RFI
TAYCO
• DO WE HAVE A WINNING STRATEGY! Can we REALLY win this contract?
• Do we have the Technical and Financial Capability to execute this project?
• Do we have a recent experience with a similar project?
• Do we have the resources to study in detail the RFP and submit a competitive proposal?
• Do we know the decision maker? Do we have a close relationship with the decision maker?
• Do we have a good experience working with the customer in a past project?
• Who are the competitors? Do they have a value added service, that we cant offer? Do they
have a close or better relationship with the end-customer (decision maker)?
• Do we have experience in the industrial park or city where the project will be constructed?
• Can we provide a value added to the end customer? Something he is willing to pay and
can´t be copied by the competitors.
• Do we know and have work with the local strong UNION?
• Who elaborated the BID Package (Dwgs, Specs, Catalogue of concepts)? Are they bidding
the construction phase of the project?
• Do we have the support of the local suppliers and subcontractors?
• Are the milestones requested achievable? Can we comply with the substantial completion?
• Can we provide solid Value Engineering ideas?
Tangenrine • What does the customer really wants? Can we deliver it?
Strategy
What strategy should we follow to win this contract?
• Strategy during the Bidding process
• Review in detail the RFP, comply with 100% of what is requested

• RFI´s «Request for Information»,
• Ask any doubt that you have or request any pending information to be provided by customer
• Can be used to give directive to all other competitors to quote the same scope of work
• Request to the customer that answers of all competitors should be shared between all competitors
• Review in detail response provided-given to other competitor´s questions, maybe their strategy is reveal
• Addendas,
• Are the response to RFI or is additional information provided by the Customer
• Can include pending information of the BID documents, due to an incomplete project.
• They will be part of the contract.
• Avoid verbal directives given by the customer
• Visit the site!
• Review site accesibility and actual conditions (tree removal?, need to demolish something?)
• Temporally Utilities connections to give service to your on site office.
• Operations Costs for employees (toll roads, housing, food, mobiles, fuels, etc.)
• Local Suppliers
• City´s restrictions (construction vehicles routes?, hours?)
• Special Security
• Storage areas
• Neighbors (Risk to do the job?, hours to work, existing buildings- need a special protection?)
• Pluvial conditions
• Local Strong Union
• PREBID meeting
• Understand where you stand with the customer vs competitors
• Avoid verbal directives given by the customer
• Usually the customer explains in detail the scope of work
• Is the customer already working with one of your competitors on the site?
• Will we do a formal presentation of our proposal?
• When? Define STRATEGY!!
• What should be presented as a value added from your company?
• Define your team members (expertise)
• Do we have a tight relationship with the Decision Maker?
PreBid Meeting On Site Report

HD Puebla East Culiacan
• Do we know exactly what the customer wants?
• Can we submit a proposal that can be very competitive, detailed and with a good winning strategy?
• Time given to prepare the proposal
• Can we provide VALUE ADDED?
• What information should be submitted with the cost proposal? (Have speciall attention with Public Bids)
• Unit Price Cost Analysis, Financial Capability, Construction Scheduled, Equipment/Materilas Technical information
• If your proposal is submitted incomplete or after the bid due hour, your company can be disqualified
• Review in detail the proposed Contract.-
• Type of contract, penalty, payment process, bonds, Insurance, safety and quality documents, retention, etc.
• Do we understand/know the «killing concerns» of our proposal?
• Know our competitors!!!
• WHAT ARE THEIR WEAKNESS AND STRENGTHS? , how is their relationship with the customer?
• Do we know the customer? Past Project´s experience with the customer?
• Do we have time and sufficient information to prepare solid Value Engineering---
• Can we identify the RISKs to execute the Project???
• Review in detail the special equipment and materials
• Can we purchase directly to the manufacturer?
• Review lead time
• Review local service policy
What the
• Spare Parts and warranty period Customer wants?
• How can we submit a more value added proposal then our competitors?
• Reducing the project´s cycle time (design/construction schedule)
• Value Engineering Ideas-proposals
• Environmental Proposal (LEED)?
• Assigned internally a Project Leader to be the one to guide the team to deliver a competive proposal.
Main Objective is to Identify, Evaluate,

Control and Reduce the RISK!!!!!
+
Prepare a winning strategy
• Define the strategy to provide value added in the cost proposal
• What strategy shall we follow to prepare the proposal and win the contract?
• All team members from different areas should be involve
• Assign responsabilities to each team member
• Assign a leader
• Do a schedule to prepare the proposal
• What information needs to be provided with the cost proposal?
• Dont share the strategy with subcontractors or suppliers, they can used it against your company!
Example: DEDUCT: Redesign structure to steel in lieu of concrete ($-XXX)
Value Engineering «VE»

(VE) is a systematic method to improve the "value" of goods or products and services by using an examination of
function. Value, as defined, is the ratio of function to cost.
Value can therefore be increased by either improving the function or reducing the cost. It is a primary tenet of
value engineering that basic functions be preserved and not be reduced as a consequence of pursuing value
improvements.[1]
http://en.wikipedia.org/wiki/Value_engineering
Examples of VE ideas
• Redesign the Structure
• Redesign the Concrete slab
• MoR? Low contraction? Add Metal Fiber?
• Mejorar el espaciamiento entre las columnas y altura del edificio
• Change slope of the roof (>5.01%)
• Change band of equipment
• Optimize Electrical and Mechanical Design
VE LIST VE AlT Sanko Gosei

Clarification or Assumptions list
As part of your cost prposal, it is important to include a document where the Assumptions or Exceptions
taken/done to prepare the cost proposal are listed. This will have help you reduce the risk to your
Company and give you guideline to negotiate with the customer the scope of work of the contract.
Examples:
•Since we didnt receive the Geotechnical Study, we assumed a soil bearing capacity of 12ton/m2.
•Our cost proposal doesnt include any activity related to design items, we assumed the customer
will provide the complete design in order to properly execute the construction of the project.
•Our proposal doesnt include any legwork, tramit or payment to pursue any construction related permits
•We assumed a water consumption based on 160 workers working in 3 shifts to calculate/design the water
And sewage systems.
•We assumed that the Customer will provide all the utilities at property boundery.
•We assumed an exchange rate of $18.5 pesos per $1USD and that all payments done by customer
will be done in USD.
It is important to specify in the cost proposal the period of validation or expiration date of proposal.
Review the range of risk your company can absorbe due to the exchange rate and inflation.
Exchange
Rate
Clarificaciones
• Bonds and Insurance
Advanced Completion Warranty
COMPLETION or PERFORMANCE BOND Payment Bond Bond
Bond
• Usually is for 10% of the Contract Value (not included value added tax)
• Amount shall be stated in the RFP
CMX no cancelar
ADVANCED PAYMENT BOND

• Shall be for 100% of the Advanced Payment Amount (Anticipo)
• Can be cancel once the Advanced Payment is completely Amortized (100%) and it should
be Stated in the last application.
WARRANTY BOND
• Usually is for 10% of the Contract Value (not including value added tax) for 1 or 2 years.
• It can be requested once the Substantial Completion is sign and Completion Bond Cancel
• Should request the same bond to the subcontractors.
All bonds should be requested to a Certified Agent and are in favor of the Customer.
Recommendation: Always add a note to the BOND so that it can cancel itself after the agreed period is over
Note: Dont Forget to Cancel the Bonds, since it would limit your Company´s Bonding Capacity
www.fianzasmonterrey.com.mx, buscar “productos” menú Fianzas de construcción y suministros podrás observar los tipos de fianzas
• Bonds and Insurance
BOND to ensure Compliance of Cost Proposal

• It is for 100% of the Cost Proposal Amount
• Very weird that it is requested
• Should be requested in the RFI.
BOND for Labor Contingencies

• It is equal to 5% of the Contract Value or equal to the Amount of the Retention.
• Usually it is not requested in the RFP. General Contractor offer it to Owners in order to receive
Payment of the Retention, since in some cases the process to close the Social Security Obligations
its very slow or corrupted.
• It can be cancel until the Social Security Obligations are finalize (Constancia de Corrección)
FIANZA FIANZA Pasivos Cláusula Pasivos Cancelación

SOSTENIMIENTO Contingentes Contingentes fianza
DE OFERTA Pg 19/25
• Insurance
Seguro Resp.Civil Seguro Obra Civil
GENERAL LIABILITY INSURANCE

• Protects the General Contractor of any harm done to a 3rd Party
• Usually is for 20% of the Contract Value or unless specified in the RFP ($2MUSD or depends on
the Risk to execute the project)
• Protects the Neighbors and Visitors
BUILDERS RISK INSURANCE

• It is very important to have this Insurance, since it will protect the General Contractor in case of
an incident (example: Fire, Earthquakes, Hurracanes, Civil Riots, Flooding, Arm Robbery etc)
• Usually it is for 100% of the Contact Value and is not requested in the RFP.
• Study all clauses, specially the process needed to follow and what information needs to be
Submitted in order to receive payment of an incident.
• Warranty Period
WARRANTY
• Is for a period of 1 or 2 years. It should be specified in the RFP.

• The General Contractor should only offer warranty on the hand labor and some materials.
• The common practice is to “pass on” the Warranty given by the direct equipment and materials
Suppliers to the owner (NOTE: dont offer more then that!)
• Should request the same warranty period to all subcontractors.
• Before accepting a warranty claim, review if the Customer has been doing the proper maintenance
• Assure that the proper training courses af equipment and systems are given to the End Users.
• Clearly define with Owner the Proper Process to follow in order to review a new claim.
Recap
▪ Diverse professional associations exist in México and internationally.
▪ No association holds the perfect set of guidelines and formats from a holistic point of
view, each represent a specific niche of the industry and its interests.
▪ Selection of the most appropriate guidelines to use are dependent on the type of
project and client.
▪ Typical type of projects-owners are Public and Private ones.
Gather in groups to discuss five advantages and disadvantages of each.
▪ Owners look for service providers to make the project development effort stress-free,
avoiding disputes, conflict and limiting risks.
▪ A new trend is emerging for Public-Private Partnerships.
▪ The type of management for a project for a repeat builder than one for a one-time
builder will be different. The former will have established guidelines that one as
Construction Manager will have to comply to, while the latter will not. It is the
responsibility of the CM to understand the unique capabilities and needs of each in
order to provide a customized service.
2.2 Professional Practice
Professional Practice
▪ The practice of Project Management has been centered on delivering
Atkinson’s (1999) ‘Iron Triangle’ goals; time, cost and quality as a guide for
measuring projects.
How much will it cost?

How long will it take?
How well or how to measure?
▪ The dimensions contained in the ‘iron triangle’ may now be a set of minimal
requirements (Butcher & Sheehan, 2010), which must be decomposed into
‘harder performance variables’ familiar to the Client’s value systems (Kelly,
2007).
▪ Construction Management is the practice of professional management
applied to the planning, design, and construction of projects from inception to
completion for the purpose of controlling time, scope, cost and quality.
(CMAA 2014 Capstone Course, 2014 pp. 22).
+ Safety
+ Environmental issues
▪ Construction Management focuses on the delivery of these professional goals
as a service.
▪ An individual or a firm which has proven possess competence in this
specialized management field is who should deliver a professional service to
its clients.
▪ Construction Managers are those who perform these business services, which
are limited in a contract with the client, the owner. Those services should be
established in consultation with the owner and documented in a contract.
▪ The multiple services offered by a CM from the pre-design, planning through
the design, procurement, construction, completion and occupancy should be
determined in a contract-based approach. In this document the role and
responsibilities of both parties will be established.
Professional Practice as CM
▪ As a “Construction Manager” (or = “Project Manager” ) you will be able to
practice in three scenarios:
1. As an independent Construction Manager (consultant, JLL, CBRE, C&W, lend

lease, SACMAG) or “Owner Representative” at the construction site.
2. Within a Construction Company structure
3. Within some Real Estate companies or Developers structure
In order to touch upon all the phases of a construction project and relate the
interaction among the diverse participants within a project; this course will focus
in the structure, roles, interactions and processes of a Construction Company. Its
collaboration with its internal and external clients.
This will aid and comply with the course’s objectives which seek to make you
familiar and able to carry out the control process of a public or private
construction from the builder's perspective.
1.1 Construction General Director
Company
Organizational Chart Office
Director “A”
Office
Director “B”
Marketing
Director
Control Construction Development

& Staff Director Director
Construction Project Cost / Estimate Procurement Control / Project

IT Manager Design Manager
Manager Manager Manager Engineer
Human Superintendent Design Assistant / Cost Assistant 1 Procurement

Residents Structural, Site, Assistant 1 .
Resources Manager Architectural, Civil & Structure Corporate purchases
Cost Assistant
Procurement Procurement
Assistant Cost Assistant 2
Comptroller REVIT Modeler Assistant 2
Design Assistant MEP
Site specific purchases
Control and H&S
LEED Assistant
Each Project *Each project would

Mechanical/ Electrical
Design
would have this have a different
structure
structure
1.2 Construction Operational IT
Company Assistant
ERP, Enterprise
Organizational Chart
IT Manager
Resource
SAP Manager Planning
Human Resources Assistant A

(one per office)
Human Resources
Manager
Control
Payroll
& Staff
Treasury
IMSS
Project Engineer
Cost Control
Controller Assistant A
Management
(one per project)
Register Assistant 1
General Accounting
Register Assistant 2
1.3 Site Owner Project
Organizational Chart Manager
Construction
Construction
Director
Project Manager
Project Manager General

Controller H&S Engineer
Assistant Superintendent
Scheduler Site Earthworks Paramedic /

Procurement Engineer Nurse
Estimating Accounting Electrical

Assistant Engineer H&S Assistant
Design Civil Works

Representative Engineer
Structural Steel
LEED Manager Engineer
Mechanical
Construction Manager = Project Manager Engineer
4. Contract Administration
Company
Customer
Marketing
Guarantee
Period
PreConstruction

Procurement
4.1 Project Delivery Method
Process Design/Build
• More efficient and Productive process
• Customer has only one point of contact (designer
and General Contractor) since it is the same
company
• Designer and GC work toward the same objective,
no “conflicts”
• The Contractor (design/builder) it is responsible to
comply with directivs, Codes, Contract´s
specifications
• Reduces the Risk to the Customer
• The overall Project´s cycle time is reduce
• The design that it is deliver can be constructed!
• Value Engineering ideas are enhance during the
biding phase of the project
• The Project´s design will not be complete when
starting the construction
Process
Design/BID/ Build
• The design is first 100% completed and then it is
BID out to different general contractors.
• The designer develops a catalogue of concepts (in
Mexico) and complete detail specifications. The
Customer when it submits to GC will take the risk
• The designer will be responsible to comply with the
local codes, requested directives and customer´s
specifications (“SOW” scope of work)
• The Value Engineering ideas are propose by the
designer at the design phase. It is very difficult to
give opportunity to GC´s to provide VE´s
• Maybe the proposed design will not be so easy to
construct, based on construction cost.
• The Project´s design will be 100% complete prior
to starting construction
TIME COMPARISSON
Semanas
Design-BID-Build 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63
Licitación Diseño XX 3
Contrato Diseño XX 6
Diseño Ejecutivo X X X X X X X X X X X X X X X 22
Licitación Construcción X X X 26
Contrato Construcción X X X 30
Fase Construcción X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X 62
Entrega Sustancial 63
Design/Build
Licitación Design/Build X XXX 5
Contrato Design/Build XXX 9
63-45= 18
18 / 4 = 4.5 months!
Design/Build Scheme
Design/Build 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38
Junta Kickoff X
Juntas con Cliente
Junta 30% revisión X

Revisión Submittals X X X X
Juntas Semanales Obra X X X X X X X X X X X X X X X X
Planos Construcción X X X X
Entrega Benéfica 26
• Interactive process
• Design focus in providing solutions!
• The customer gets involve in the design phase of the Project.
• The objective is the same, Customer + Design Building (GC+designer) will work toward
the same goal for the Benefit of the Project.
• Different Schemes to hire a project
Design-BID-Build
• Owner provides 100% of the design
• The Project is BID out with General Contractors
• GC dont include any design in their scope of work
ADVANTAGES
• Design is supposedly 100% finish
• The Owner receives the Value Engineering ideas before the start of the project
• All Bidders quote the same scope of work.
• They are Expected no future change orders, during the construction phase
• All items are clearly defined. The “assumptions” made by GC´s are substantially reduced
• Experience Designers can provide an excellent project to execute. NO learning curve applied to GC
DISAVANTAGES
• Designer doesn´t have the construction “experience”, therefore projects are incomplete or not
suited for construction
• The total project cycle time extends. Since you need to BID out the design phase and not work in
the construction phase, until the design its finish.
• Additional Value Engineering ideas provided by the GC´s might not be taken into account.
• Sometimes there is lack of support by the Designer during the construction phase.
• Sometimes there is not a very good communication between the GC and the Designer
Design/Build BID
• Owner provides specifications and some Basic Engineering drawings “BED”
• The Project is BID out with General Contractors, under a Design/Build Schehme
• GC provides BED to support their cost proposal.
ADVANTAGES
• The Owner receives different Value Engineering ideas from all GC´s during th BID phase.
• The Project Cycle time is reduced.
• The total cost of the project is lower (no need to pay the overhead to hire a designer).
• Designer and GC are from the same team. Owner doesnt need to coordinate meetings or enhance
them to work together.
• Owner only addresses any open item with only one contact person (Project Manager) from the GC
DISAVANTAGES
• The Specifications need to be very detail and clear, in order to avoid divergencies in the cost
proposals that will be submitted by the different GC´s.
• GC´s tend to make a lot of assumptions in their proposal, since not all the items are define in detail.
• Need to invite to BID only experience GC´s. Experience working under the Design/Build scheme.
Construction Management or “Owner Represenative” at the construction site
• Owner provides specifications and complete Design or Owner hires a design firm and deliveries the
project´s trades in different time, Bidding out the project in different time through different packages.
• The different subcontractors are hired directly by the Owner. Owner pays them directly.
• The CM coordinates the daily activities and construction scheduled. They charge a % for this service.
ADVANTAGES
• The Project Cycle time is reduced.
• The total cost might be lower, then to hire directly a GC. Need to investigate more on this issue!
• Owner only addresses any open item with only one contact person (CM), not the subcontractors
• The Construction Phase of the Project can start without having the design at 100%
DISAVANTAGES
• Owner takes the RISK!!!
• Designer doesn´t have the construction “experience”, therefore projects are incomplete or not
suited for construction. Lack of coordination in the drawings and execution of the project.
• Additional Value Engineering ideas provided by the GC´s might not be taken into account.
• Sometimes there is lack of support by the Designer during the construction phase.
• Sometimes there is not a very good communication between the GC and the Designer
• The CM has to have EXPERIENCE and good leadership.
• All the subcontractors should have experience, reliable and have technical capability..
Different Schemes to award a Contract The Traditional Approach:
Design-BID-Build
▪ Manages overall process ▪ Phases are linear
▪ Maintains significant control, Owner ▪ Construction documents are
often through a CM usually complete (design 100%)
▪ Contract may be negotiated on
competitively bid
▪ Any number of subcontractors
Designer Contractor 2nd PHASE

1ST PHASE
▪ Designer does not participate in
▪ Prepares the plans and specs design
▪ Interprets the plans and specs ▪ GC Responsible for means
Subcontractor methods and sequence of work
▪ Approves shop drawings
▪ Agrees to complete within a
▪ Option to provide construction
specified timeframe and for a
monitoring services
specified amount
▪ Designer assumes Consultants Supplier ▪ Contractor takes the RISK only for
Risk in the design the construction
CMAA, Standard of Practice
Different Schemes to award a Contract
The Design/Build BID
▪ Owner contracts through a Approach

single entity (General Owner
Contractor/Design-builder) ▪ May be a single firm
▪ Linear or fast-track optios ▪ Can be a joint venture often led by contractor
with designer as sub or within his team
▪ Usually guarantees certain performance
Contractor capabilities will be achieved
Design/Builder ▪ Responsible for schedule and coordination
▪ Contractas May be cost lump sum or GMP
▪ Holds all Contracts
▪ May perform portion of work or sub 100%
▪ RISK taken by GC for design and construction
Subcontractor Subcontractor Vendors
CMAA, Standard of Practice

Different Schemes to award a Contract
The Multiple Prime Approach
▪ One owner contracts with multiple entities
▪ Owner maintains coordination role, often
Owner via CM (“owner representative”)
▪ Prime contracts are broken up by trades,
hires each company individually
Owner ▪ Allows for phased

Representative ▪ Design is not complete
▪ A lot of RISK for the Owner
SubContractor SubContractor subcontractor

Designer
Earthwork Masonry MEP´s
Consultants
▪ Prepares the plans and specs
▪ Interprets the plans and specs
Subcontractor Subcontractor
▪ Approves shop drawings
▪ Makes periodic filed visits
▪ Participates in final inspections CMAA, Standard of Practice
5. Project Management – Contract Administration
So you have won a gazillion euros contract
Congratulations !!!!
As with your enemies, keep your contract close to you !!!!

Which are the next steps?
Do you know what are your responsibilities as a Construction

Project Manger?
• Handover of Project (Budgeting to Construction team)
• AFTER the Contract is Sign!
• Should explain the compromisses adquired in the Contract
• Also, the RISKs evaluated for the Project
• It is a VERY IMPORTANT meeting for the Construction team to takeover of the Project
• Internal Overlap (transparent and not bumpy – avoid conflict with Customer)
• KEY ITEMS
• Key Milestones.- Beneficial Occupancy, Substantial Completion dates, explain Preliminary Construction
Scheduled (Construction to develop final execution strategy)
• Cost Proposal.- Hits&Savings, General Conditions, Deliver Direct Cost (explosión de insumos, tarjetas de
precios unitarios)
• Scope of Work.- Explain the Scope of work and Risk identify during the execution.
• Procurement.- Long Lead Items, Special items, special agreements with supplies/subcontractors adquired
during bidding phase, Purchase Orders to be done by Main office, Major subcontractors to explain their SOW.
• Bonds and Insurance, Warranties.- Explain terms and conditions. Pass over to subcontractors and
suppliers
Hits&
savings
• Communications.- Explain process to control the project and communicate effectively between all
departments and Customer. Special control for Bulletins, ID´s, Meetings Minutes, LogBook and Change Orders
• Safety and Environmental Items.- what shall we comply?
• Special Site Considerations- Access, Working Hour, Owner Rep, Permitting, Neighbors, Customer
• Permits.- Who´s Responsability? Contract clause
Turnover
meeting • Application Process & Change Orders – Contract Clause. Who signs? Process?
• Planning- ALIGNED THE STRATEGY!)
PM Meeting #3, PM explains in detail the
Meeting #1 Development team turns
explains final overall proposed strategic
Turnover over Project to Construction team.
Strategic scheduled
SOW, Risks,Milestones, Contract Scheduled Team: Procurement, Design, Const Director, PM,
Team: GD, Budgeting, Procurement, Design, Const Superintendent, Residents, subcontractors/ consultants
Director, PM, Superintendent, Residents
Last Meeting #3, LEAN APPROACH

Strategy Project Leader defines Construction Planner LAST PLANNER SESSION
Strategy to execute Project Team: Procurement, Design, Const Director, PM,
Scheduled LEAN Superintendent, Residents, subcontractors/ consultants,
CUSTOMER
Meeting #2 ,
each Consultant/ Project Leader prepares and presents
SOW Final
Subcontractor explains their SOW. Scheduled final scheduled
by
Comply with Contract´s agreements Start Construction!
trades Team: Procurement, Design, Const Director, PM,
Superintendent, Residents, subcontractors/ consultants Designer defines/agrees the
Design content/SOW/%Completion of each
PM Meeting #2, PM explains in detail the Review trade to be presented to Customer in
explains Meetings 30%, 60%, 90% Design Review
overall proposed strategy
Scheduled Team: Procurement, Design, Const Director, PM, Meetings
Strategy Superintendent, Residents, subcontractors/ consultants
Specialize Meeting #4, Trades specialized
Trade scheduled meetings
Each Consultant/subcontractor, meetings
Team: PM, Superintendent, Residents,
subcontractors/ consultants
Trades Design/Procurement submits their
Scheduled individual scheduled (Based in Overall
Strategy). Meeting #5, Weekly Quick Review
Complies with overall strategy, Weekly Meetings On site.
review Accomplished/Not Accomplish Work
Contract´s Agreements and Milestones
Scheduled 3 week Look ahead Scheduled
Trades Project Leader prepares final Team: PM, Superintendent, Residents, subcontractors/
Scheduled Strategic Scheduled to execute consultants
Updated Project Leader Updates Construction Scheduled
project
Scheduled Comply with Milestones- Contract´s Agreements
SUCCESSFUL PROJECT!
5.1 Construction Project Management
Construction Project Management Avoid Problems!
▪ Construction Project Management often involves:

▪ breaking new ground;
▪ implementing new technologies; and
▪ building new teams.
▪ Consequently new problems are going to emerge and can
consume considerable amounts of time and money to
resolve.
▪ In order to avoid problems, Project Management must:
▪ 50% Think Ahead;
▪ 25% Communicate; and
▪ 25% Plan and Work to Cost, Time, Safety & Quality
Targets.
Construction Project Manager Role
▪ Define and get agreement to roles of each individual.

▪ Secure resources and arrange them into a team.
▪ Plan the project.
▪ Design project control mechanisms, how will I measure?
▪ Manage project scope. (Specifications, Catalogue of
concepts)
▪ Manage and report progress.
▪ Be accountable for quality.
▪ Reward and punish.
Construction Project Manager Role
▪ is responsible to the client for achieving project objectives,

ensuring that the project meets the specification, on time
and within budget;
▪ has a task oriented role and the first task is to define a
clear PROJECT STRATEGY;
▪ has to solicit and co-ordinate numerous project
participants who have priorities in addition to that of the
project;
▪ is responsible for teambuilding and communications over
short discrete periods of time; and
▪ is subject to the scrutiny of his employer’s management
and peers for the acceptability of the methods adopted.
Construction Project Manager Responsibilities
By Duncan Haughey
1. Managing the project’s 9. Controlling Quality

contract. From cradle to grave 10. Managing Risks and Issues
(not operations phase). Now it
is your problem! 11. Creating Charts and
Schedules
2. Planning and Defining Scope
12. Risk Analysis
3. Activity Planning and
Sequencing 13. Benefits Realization
4. Resource Planning 14. Documentation
5. Developing Schedules 15. Team Leadership
6. Time Estimating 16. Strategic Influencing
7. Cost Estimating 17. Customer Liaison
8. Developing a Budget Comply with what you promised (=contract)
Construction Project Manager Qualities
Do I have them?
Start ticking and give me your
number
1. Inspires a Shared Vision
2. Good Communication
3. Integrity
4. Enthusiasm
5. Empathy
6. Competence
7. Ability to Delegate Tasks
8. Cool Under Pressure
9. Team-Building Skills
10. Problem Solving Skills By Timothy Barry
http://www.projectsmart.co.uk/top-
10-qualities-project-manager.html
Please, analyze, plan, plan and then do
some more planning..
“The success of a Project depends upon a proper and Constant
Company
Planning, Risk Management, Good Relationship/Communications
Financial&Technical&Bonding Capability
Segment/Trade specialized
Market Knowledge
skills, Collaborative Team Actions, Financial Capability and to
Risk Knowledge
assure to comply with your Promised (=Contract)”
Customer Rafa
The RIGHT Customer
Contract´s Attachments: Procurement Design
Good Relationship
• Certify your Company
Project Feasibility & Selection
RFP- Basis of Design “BOD” Specifications
• Code/Directive to be used Central
Based on RFP/BOD + Addendas Office
Preconstruction VE´S Systems + Process + Innovation
Bonds/Insurance
One Step Ahead vs competition!!! Human Resources (Motivation&Teamwork&Retain)
Support: Permitting, Conceptual Design, Customer Relationship
Site´s evaluation + studies + services, BED 10D%
Continous Training
Estimated Costs, define SOW and
Specifications Design Master List
*Understand the Customer´s real =Basic Engineering Design
Based on RFP/BOD + Addendas Project
BID NECESSETIES!! PROJECT
VE´s Execution COMPLETION
Winning BID Strategy & Proposal Presentation “Obras”
RISK Analysis & Exchange Rate Strategy Comply with contract´s milestones
RFI´s-Addendas Support to
Cost Proposal “Internal”
CLOSE OUT – payment retainage
VE´s & Local Market Knowledge Contract Management Warranty Period
Comply with RFP & Competitive Proposal Customer • Comply with contract´s SOW Repeat SALE- new project
Based on RFP/BOD + Addendas Direct Cost Control Budget
General Conditions & Unit Cost Analysis Quality Assurance
Exchange Rate Ratio (Doesnt include General Conditions) Pass over The
• Safety Standard • QC Laboratory
Clarifications/Exclusions/Assumptions Responsability
• BED “light” • On site Audits (Construction Process)
Contract To the SAFETY
Construction Construction SITE Preparation- Site Logistics
TYPE Of CONTRACT schedule team CASH FLOW
NO verbal Instructions/Agreements • Applications - Payment
More intelligent than customer Based on RFP/BOD + Addendas Scheduled Strategy
Clarification/Exclusions/Assumptions Scheduled Strategy • Collaborative “LEAN”
Penalties – Project´s Milestones • Based on Project´s Milestones • Risk Control
Bonds/Insurance • Local & Weather Restrictions • Subcontractor & Supplier coordination
Warranty Period • Permitting & Utilities • Preconstruction Meetings
Comply with contract´s SOW
Change Orders Comply with contract´s SOW Equipment Commissioning
Contract to Subcontractors
Payment Process How do we reduced the Risk? Design Review Meetings (30,60,90%) Customer- Communication
• Share-pass over the same RISK
Which document “rules”? Savings vs-HITS = +Savings Coordination Drawing • Submittals Process
Central office buyouts Codes to be used • Construction biweekly Report
COST PROPOSAL!! Submittals Process (Approved) Submittals Approved • On site Meetings – Minutes/Notes
LEAD time equipment/materials RFI´s • Log Book
Approved Design (30,60,90%) • information to site (Bulletins, ID´s)
CASH FLOW Scheduled Strategy Change Order
Scheduled strategy

CV2016 Construction Site Management Parte 1

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CV2016 Construction Site Management Parte 1

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Construction Site Management

Professor Rafael Romano Osuna August 2018

▪ The aim of this module is to provide students with an understanding of how a

▪ The origin of these tools and techniques;

▪ One two-hour Examination.

• If a class needs to be reschedule, they will be on Saturday´s mornings from 8:00am a

▪ 15 minutes presentations for all topics.

Monterrey, I. T. (08 de 08 de 2015). Reglamento Académico Profesional. Obtenido de

▪ What is the difference between Teamwork and Collaborative-work?

▪ If you were to ask 5 experts their definition of

• The process of planning, leading, organizing and controlling people

• Any project is subject to phases.

Initiate Plan Executing Controlling Closing

• Project Management is the application of knowledge, skills, tools and

Initiate Plan Executing Controlling Closing

• APP (Administración Profesional de Proyectos) – ’La Administración de

• En la actualidad, y cada vez con mayor fuerza, al estar inmersos en un espacio

• Por ello se hace conveniente la existencia de un sistema que certifique a las

• ’ The practice of professional management applied to the planning, design, and

Concept Definition Planning Execution Closeout

Project Life Cycle

• Project Life Cycle - “from cradle to grave”

▪ Project Management has emerged as a core skill (broadly in other sectors).

A multi-framework approach will enable minimize risk involving the project:

BID Contract Design Construction Close Out

Concept Definition Planning Execution Closeout

Project Life Cycle

A Project is not a permanent activity - Transience

A multi-framework approach will enable minimize risk involving the project:

(CMAA, Professional Construction Management Course, 2014).

▪ Which will be our approach in this course?

BID Contract Design Construction Close Out

Rules apply for the two other tendering process*

BID Contract Design Construction Close Out

▪ BIDs are review directly by Government Entity

▪ Review and understand the Construction contract (Management), including Closeout

▪ The contractual relationship is usually be based in sharing projects’ risks and

Planning & Human Commercial

Finance Continuous Report & New Ventures Marketing

▪ This category applies to both Public and Private sector.

▪ This category applies to both Public and Private sector.

NDA BMW Corruption

• Review in detail the RFP, comply with 100% of what is requested

PreBid Meeting On Site Report

Main Objective is to Identify, Evaluate,

Value Engineering «VE»

VE LIST VE AlT Sanko Gosei

ADVANCED PAYMENT BOND

BOND to ensure Compliance of Cost Proposal

BOND for Labor Contingencies

FIANZA FIANZA Pasivos Cláusula Pasivos Cancelación

GENERAL LIABILITY INSURANCE

BUILDERS RISK INSURANCE

• Is for a period of 1 or 2 years. It should be specified in the RFP.

Gather in groups to discuss five advantages and disadvantages of each.

How much will it cost?

1. As an independent Construction Manager (consultant, JLL, CBRE, C&W, lend

Control Construction Development

Construction Project Cost / Estimate Procurement Control / Project

Human Superintendent Design Assistant / Cost Assistant 1 Procurement

Each Project *Each project would

Human Resources Assistant A

Project Manager General

Scheduler Site Earthworks Paramedic /