GRADUATE PROGRAM

Corplex Project Managers and Project Coordinators are primarily office based, however they are required to pay visits to their project sites or a regular and consistent basis to ensure that they are fully aware of the success of the Project.

 

As a team, all Corplex staff that are assigned to the Project have the responsibility to collaborate to ensure that the Project is delivered with care and diligence with respect to the budget, timeline and client expectations.

 

As a Graduate you will join one of the Project Teams for your time in this Module and you will be a resource that the team relies on to assist in the day to day running of the Project. You will have exposure to working with all the stakeholders of the Project, and you will have responsibilities to maintain all the documentation required to follow Corplex ISO Project Management standards and quality control.

 

Project Management Control Systems

 

A Project’s health heavily relies on the upkeep and maintenance of all the Project Management Control Documents that are required to ensure the Project expectations are managed, outcomes are clearly conveyed and a history of all events throughout the Project are recorded.

 

You will have direct responsibility to manage and maintain Control Documents throughout the Project’s lifetime, ensuring that each document is regularly updated and referred to as required.

 

You may be responsible for taking meeting minutes at Design Development meetings, with Clients and other stakeholders or on Site at Site Meetings. You may be responsible for formulating and updating the Design Control Checklists, the Project Management Plan or other documents as outlined below. Each of these responsibilities directly affects the smooth running of a Project and without these documents; the Project cannot be properly managed. These Control Documents ensure our Risk Management strategies are met, so that Projects are problem free and all records kept tell the true story of a Project for reference should it be required at any point.

 

The below outlines these documents in greater detail;

 

Design Meeting Minutes – Design Kick off and Design Development meetings usually occur at the beginning of the Project and cease once the Project build is under way. However, if there are significant Design Variations throughout the Project, this may require that Design Meetings take place again with the relevant Consultants (Architects, Engineers, Building Surveyors etc.). You will be responsible to take down notes during the meeting of what is said, decisions made, items to be done and by whom, etc. and then document these in a formal Design Meeting Minutes document for distribution to all parties.

 

Client Meeting Minutes – At the beginning of the Project, and from time to time throughout the Project, there will be a meeting between the Project Team, the Account Manager and the Client to go over the Project’s progress or discuss/raise any issues. You will be responsible to take down notes during the meeting of what is said, decisions made, items to be done and by whom, etc. and then document these is a formal Client Meeting Minutes document for distribution to all parties.

 

Design Control Checklists (DCCL) – The Design Control Checklists keep a record of all Design amendments made after each Design Review of the Design Documents. This records ensures that the Project Team are doing their due diligence in checking and reviewing the Design Documents as they are submitted, and that the Consultants are updating the Design Documents as required before the Documents are distributed to the required parties.

 

Project Management Plan (PMP) – The Project Management Plan is a brief outline of the Project details, a checklist to ensure that required Documents are completed, a reference for Major Trades details, and a Quality Control assurance document that can be referenced as required by the Project Team to ensure Project outcomes are being met.

 

Inspection and Test Plan (ITP) – An Inspection and Test Plan outlines various ‘checkpoints’ throughout a Project that require differing levels of monitoring and control on Site and in the Office before a Project can continue to its next stage. For example, the reinforcing in a slab requires to be visually inspected and approved by a qualified engineer prior to pouring of the concrete.

 

Handover Manual – At the end of each Project, the Client will receive a Handover Manual, which collates all Plans, Permits, As Built’s, Certificates of Compliance, Manuals and Contact Details of the Trades for future reference should the Client require.

 

Sub-Contractor Comparisons – In order to effectively negotiate the Scope of Works and Quote by a Subcontractor, it is important to compare all Quotes received to one another and ensure that they all include the correct required Scope of Works and are ‘comparable’ so that the works are clearly outlined.

 

Sub-Contractor Agreement– We use a program called Jobpac to generate Subcontract Agreements for Contractors. The Agreement outlines the Description of Works, the Agreed Cost of Works and assigns a Cost Code to the works so that we can pay the Contractor against a particular aspect of a job- for example ‘Concrete Panels’. The Agreement generates a front page in Jobpac that must be sent to the relevant Contractor so that they can reference the Agreement Number when they Invoice for the works. You will be required to complete Subcontract Agreements for works to be completed on site once a Contractor’s Quote has been negotiated and agreed to by the Project Manager.

 

Purchasing Schedule – A Purchasing Schedule is a document that lists all the works to be completed in relation to the trades that we will need to tender for the works. It keeps record of all the Contractors who have quoted, and the winning Contractor, as well as the PO number and their contact details. This document is regularly updated and sent to the Site Team so that they can place orders for works and materials as required throughout the Project.

 

Head Contract Progress Claim – A Progress Claim is a financial claim made by Corplex to the Client for works completed thus far greater than that already claimed. Each month, Corplex will invoice the Client for Works Completed for this month over and above last month’s Claim. This ensures Corplex is being paid progressively for works completed so that we can have a positive cash flow in order to pay our Contractors for their works. Corplex will also pay Progress Claims that are invoiced to us by our Contractor for works they have completed. The Progress Claim Invoice that we receive is paid against the original Agreement that was given to the Contractor when they were awarded the Contract.

 

Head Contract Variation Claim – Like a Progress Claim, a Variation Clam is a financial invoicing of works completed to the Client on a monthly basis. It is referred to as a Variation Claim as it is outside the agreed Contractual Cost of the Project and is for a Variation to the original Scope of Works.

 

Request for Information – An RFI is required when requesting any information from a Client, Consultant, Contractor or other stakeholder so that an official record is kept of all queries made. The RFI is then attached to any correspondence regarding the query. We may also receive an RFI from a Contractor or Client and the same is applicable to all correspondence.

 

Extension of time application – An EOT is an allotted amount of time that is required to overcome a delay in the Project due to unforeseen circumstances or circumstances out of our control, such as inclement weather. The EOT application highlights the reason for the delay, the date of the delay and the requested extension of time required in order to complete the Project without effecting it’s required outcomes. It is submitted to the Client with whom we have an agreed Contractual Project Completion date. They are required to approve the EOT request formally by signing the document.

 

Extension of time schedule – The EOT Schedule outlines and keeps a record of all the EOT’s that have been requested and which have and have not been approved so that the Project Team can monitor all new Practical Completion dates.

 

Defects Report – A defects Report outlines all the defects found on the Project throughout the Project and when a Defects Inspection is completed at the end of the Project and prior to Practical Completion.

 

Mains Power Application – This is an application that is made to the relevant power Authority in order to connect to the mains power supply. It is usually completed by the Electrical Contractor but may at times require to be completed by the Project Team.

 

PIC Application – A PIC Permit is required in order for our Plumbing Contractor to connect to the mains water and sewer supply on a site. It is made via the relevant Water Authority and it requires submission of a Permit Application, relevant Plans and Documents as outlined in the Application Form and a fee payable via the required method. Once application is made, the Water Authority will send through an Offer Letter to be signed and accepted by the client which will sometimes outline further Contribution Fees payable for works to be completed. Once signed and approved, the PIC Number is given, and the Plumbing Contractor can organize connection to the mains supply. It is very important to note that this is a very lengthy and sometimes arduous process, so it is best to make the application as soon as the Client has signed a Project Head Contract.

 

LPD Application – The Legal Point of Discharge on a site is the point at which we can connect to the mains storm water pits. It is decided by the relevant Water Authority. This application is usually organized by the Civil Engineer, but can at times be required to be organized by the Project Team.

 

Building Permit Application – A Building Permit is required in order to start any Project works. It is issued by the Building Surveyor who will require several documents to be submitted along with a Building Permit Application Form and any relevant Authority Fees. As per the PIC Permit, this is a lengthy process and is best addressed as soon as possible in order to avoid significant delays in being able to begin the Construction works.

Dilapidation Report – This is a third party report that outlines existing site conditions in terms of damage or existing construction issues for both the actual site and the existing surrounding infrastructure, structures and natural grounds. It outlines these issues and damage so that we cannot be held responsible for these during and after the construction is complete.

 

Project Management Job Description

 

So what does a Project Manager do at Corplex? What are their responsibilities, expectations and what is the integral role they play in ensuring Corplex meets its company objectives?

 

“The Project Manager is assigned to the project to ensure that all relevant goals are met. The role is the most important throughout the whole building process as the Project Manager has the ultimate responsibility for all aspects of the build. Typically, they will work closely with Architects and Engineers, the Site Manager and all Subcontractors on a project. “

 

The Project Manager will have many responsibilities and these include the following:

 

Planning - From the outset, it is the responsibility of the PM to plan the build process, this means producing a critical path Project Schedule and understanding the timing of each stage. Following each phase of the project is essential to ensuring that the project is completed on time.

Staff Management - The Project Manager will be responsible for allocating tasks to relevant team members. It may mean identifying suitable contractors who can complete the work. The important thing for the Project Manager is understanding at which stage of the process each trade will need to be procured.

Setting Benchmarks - An integral aspect of the ongoing monitoring of a project is setting benchmarks to monitor progress, this allows the Project Manager to identify whether or not the project is on target to finish on time and within budget.

Budget Management – The Project Manager is responsible for the financial planning and monitoring of the project. To avoid going over budget a PM is responsible for continually forecasting, keeping the team informed of forecasts and changes and managing the scope meticulously, so knowing the costs for unplanned construction work or resources.

 

There are also specific skills that a Project Manager needs:

 

Planning and Time Management – to ensure that projects are completed within set timeframes.

Resource Management – to ensure that relevant resources are available throughout the building project.

Financial and Budget Management – making sure that the project is completed within a financial budget.

Communication – arranging meetings and ensuring that all stakeholders are aware of the project’s progress.

Delegation and Motivation – the Project Manager, will be responsible for ensuring that tasks are delegated effectively and staffs remain motivated to complete the project to a high standard.

General Construction – at times of uncertainty the project manager may be relied upon for his superior knowledge of the industry and specific problems.

 

What are some of the daily responsibilities of the Project Manager?

 

• Daily email checks for correspondence from many stakeholders

• Preparing regular progress reports for project participants

• Making daily tasks lists and delegating responsibility

• Arranging and leading regular team meetings

• Keeping up to date with any policy and legislation changes

• Undertaking site checks to monitor progress

• Dealing with matters arising from stakeholders such as environmental and local community issues

• Monitoring budget reports