Class 7 Design Coordination

1.

PROJECT MANAGEMENT FOR CONSTRUCTION
DESIGN COORDINATION
Class 7
Prepared by
Sree
AJOU University Tashkent

2.

Design Work Plan Process
Simplified breakdown of creating a design work plan:
1. Define the project:
1. Clearly state what the project is about.
2. Identify the main goals.
2. Set a budget:
1. Estimate the costs involved.
2. Allocate funds for labor, materials, and other expenses.
3. Create a timeline:
1. Break down the project into smaller tasks.
2. Assign tasks to team members.
3. Set deadlines for each task.
4. Coordinate the team:
1. Ensure clear communication among team members.
2. Establish how different teams will work together.
5. Track progress:
1. Monitor the project's progress.
2. Identify any issues or delays.
3. Make necessary adjustments to the plan.
• By following these step we have a clear plan to guide your design project.

3.

DESIGN WORK PLAN
1. Assign Work: Allocate specific tasks and timeframes to each design
team (architecture, civil, etc.).
2. Create a Timeline: Visualize the project's major milestones and
deadlines.
3. Track Progress: Monitor the project's progress weekly to ensure it's
on schedule and within budget.

4.

PRODUCING CONTRACT DOCUMENTS
1.
The introduction of the computer for evaluating designs and producing contract
documents provides opportunities for evaluating numerous design alternatives
that were prohibitive using traditional hand methods of the past.
2.
However, the excessive use of computers can lead to overdesigning, overwriting,
and over drafting.
3.
Examples are the process engineer or hydraulics engineer wanting to run
one more simulation, or the structural engineer wanting one more computer
run for another load check.

5.

PRODUCING CONTRACT DOCUMENTS
1. Designers can easily get caught up in making
endless tweaks and revisions, especially with
computer-aided tools.
2. This can lead to over-design and errors in the final
documents.
3. To prevent this, design leaders should implement a
system to monitor the design process.
4. This will ensure that the work is efficient and
produces high-quality, practical designs that are easy
for contractors to understand and build.

6.

MANAGING SMALL PROJECTS
1. Project managers often juggle multiple
projects, which can make it difficult to
give each one the necessary attention.
2. This can lead to challenges in managing
schedules and resources

7.

MANAGING SMALL PROJECTS
1.
Small projects often have limited resources and staff.
2.
This means that team members may need to handle
multiple tasks, and
3.
project managers must carefully manage time to juggle
competing priorities and coordinate with other project
managers.

8.

ATTRIBUTES OF SMALL PROJECTS TEAM PERSONNEL
1.
Proactive and Solution-Oriented: A positive and
can-do mindset.
2.
Practical and Hands-On: A preference for practical
action and direct involvement.
3.
Results-Focused: Likes things simple and efficient..
4.
Decisive and Assertive: A confident and decisive
approach to decision-making.
5.
Self-Reliant and Independent: A strong work ethic
and minimal need for supervision.
6.
Customer-Centric: A commitment to customer
satisfaction and delivering value.

9.

Key Points - MANAGING SMALL PROJECTS
1. Effective Communicators: Strong verbal and written communication skills.
2. Collaborative Problem-Solvers: A preference for open and honest
communication to address challenges.
3. Adaptable and Flexible: The ability to recognize when a strategy isn't
working and pivot to a new approach.
4. Influential and Persuasive: The ability to motivate and inspire others, and
build strong relationships.
5. Navigate complex situations and systems: The ability to navigate complex
organizational structures and build effective cross-functional relationships.

10.

PROJECT TEAM MEETINGS
1. Design is a creative process that involves diverse areas of expertise and
numerous decisions that have major impacts on a project.
2. The work of each designer often influences the work of one or more
other designers.
3. A difficult task in design coordination is interfacing related work to
ensure compatibility of the whole project.

11.

GUIDELINES FOR PRODUCTIVE MEETINGS
1. Develop and publish an agenda in advance to permit better
participation by attendees.
2. List unfinished items from previous meetings on the agenda,
including the names of individuals who are responsible for
reporting on status.
3. Restrict attendance only to individuals who need to attend.
4. Don't waste time by discussing events that do not pertain to the
purpose of the meeting.

12.

PROJECT TEAM MEETINGS
5. Pick a meeting leader who is a leader and facilitator, not
a dictator, to ensure the meeting is conducted In an
informative environment.
6. Maintain strict agenda control; follow the items in order
with set time limits for discussions.
7. Avoid interruptions, such as phone calls, as much as
possible.

13.

WEEKLY MONTHLY REPORTS
1.
Project management involves a never ending process of preparing
reports.
2.
To be meaningful, reports must be issued on a regular basis and
should contain information that is beneficial to the receiver.
3.
There is a tendency to include everything in a report, which results
in reports that are so bulky that important items may be
overlooked.

14.

WEEKLY MONTHLY REPORTS
1. In general, the project manager should prepare two routine
reports, a weekly highlight report and a monthly report for
each project.
2. The report should include: work completed, work in
progress, work scheduled, and special problems.
3. Generally, the weekly report is used by the project manager
and his or her team to coordinate the work in progress.

15.

DRAWING AND EQUIPMENT INDEX
1.
The final product of design work is a set of contract documents (drawings and
specifications) to guide the physical construction of the project.
2.
A part of the work plan includes preparation of work packages by each designer.
3.
Included in each work package is a list of anticipated drawings and expected
completion dates.

16.

Illustrative
Drawing
Index

17.

Illustrative Equipment Index.

18.

DISTRIBUTION OF DOCUMENTS
1.
The design process requires the timely distribution of documents and
exchange of information.
2.
Generally, there is a sense of urgency among team members to complete
work at the earliest possible date.
3.
When information is inefficiently distributed, it increases the work load of
everyone and leads to delays in work, inefficient productivity, and
frustration.

19.

Distribution of Documents Key Sheet

20.

AUTHORITY/RESPONSIBILITY CHECK LIST
1. A project manager is often responsible for one or more projects at a time.
2. Some of the projects may be in the early stage of development while others
are in full progress and some are in the close-out phase.
3. The problem that confronts a project manager who must handle multiple
projects generally is not the management of any one project, but it is the
difficulty in handling all projects simultaneously.
4. This type of work condition requires some systematic means of knowing
the work status of numerous people.

21.

AUTHORITY/RESPONSIBILITY CHECK LIST
Authority/Responsibility Check List for Project Manager

22.

CHECK LIST OF DUTIES FOR DESIGN
1.
For projects other than the CM type of contract, the duties of the CM are
distributed between the owner and designer, depending upon the contract
arrangement.
2.
The architect is the principal design professional for a building type project,
whereas the engineer is the principal design professional for a heavy/industrial
type project.

23.

TEAM MANAGEMENT
1.
Effective teamwork is a key factor in the successful
management of any project.
2.
Usually, the project manager is involved in three areas of
responsibilities: within the project team, between the team
and the client, and between the team and other management
of the project manager's organization.
3.
In each of these areas, numerous situations often arise that
can
cause
disruptions,
conflicts,
delays,
and
misunderstandings that may affect the team's performance.

24.

Team management in development of these situations,
1. It is the duty of a project manager to coordinate
the team in a manner that minimizes the
development of these situations,
2. To be able to identify problems immediately,
and to act quickly to resolve them in a
satisfactory manner.

25.

TYPICAL PROBLEMS IN TEAM MANAGEMENT
1. Differing outlooks, priorities, interests, and judgements of team members
2. Project objectives become unclear to the team members
3. Communication problems
4. Scope changes by the owner
5. Lack of coordination by team members
6. Lack of management support

26.

POST DESIGN REVIEW
1.
Evaluation is a continuous process and necessary
for improvement of project management.
2.
The system used by the project manager's
organization to handle work must be flexible
enough to respond to differences in individual
projects.
3.
At the beginning of each project, the project
manager must determine what modifications and
improvements need to be made in the system that
are appropriate for the project.

27.

Comprehensive Project Assessment and Improvement
Recommendations.
1.
A comprehensive checklist should be developed to assess every aspect of the project.
2.
This should include evaluating scope growth, ensuring quality matches the project
scope, meeting owner's expectations and satisfaction, identifying conflicts within
the team or other parties, monitoring excessive schedule changes, and comparing final
costs with the original budget.
3.
Additionally, it should outline precautions for the management of future projects.
4.
Following an in-depth discussion of the design process, the project manager should
prepare a brief summary report.
5.
This report should include a list of recommendations aimed at improving the system
for future projects.