1. CM Leadership Manual Document Control & Contract Administration
Presented by: Heather Howard
Kay Jackson

2. Now Available on MBP TeamNet!
CM Leadership Manual
Now Available on MBP TeamNet!
Log onto TeamNet (link below)
Select “Technical Resources
Select “Manuals”
Select “Construction Management”
Select “CM_Manual2010”

3. Now Available on MBP TeamNet!
Corporate Style Guide
Now Available on MBP TeamNet!
Log onto TeamNet
Select “Marketing”
Select “Shared Documents”
Select “StyleGuide2009”
(There is also a hyperlink to the Style Guide on page 8 of the CM Leadership Manual.)

4. Living Document This is a work in progress.
This section is intended to provide you with a resource in the event that your client/project lacks a document control program.
The lesson does not address the document control and monitoring of the schedule. That is addressed in a separate section of the manual.
This document is not intended to duplicate what your client is already using; it is here to fill your site specific needs.

5. Agenda Introduction of Presenters
Heather Howard
Kay Jackson
Overview of the CM Leadership Manual and MBP Style Guide
Document Control
Flow of Communication
Control and Storage
Examples
Contract Administration
Monthly Requisitions
Contract Changes
Resources
Questions and Answers

6. Section 1 DOCUMENT CONTROL
Subsections
1.1 Flow of Communications
1.2 Document Control and Storage
1.3 Daily reports
1.4 Meeting minutes
1.5 Submittals
1.6 Correspondence
1.7 Logs
RFI’s
Potential Change Orders
Change Orders
Issues

7. Section 1 DOCUMENT CONTROL
Overview “The CM is the communication hub for all project communications and is responsible for the timely and appropriate compilation, analysis, dissemination, file storage and retrieval of all communications and documentation associated with the project.” “If the owner does not have a document control process in place, the following procedures should be implemented, following the MBP Style Guide. If the owner does have his own process, the CM is to follow the [owner’s] established procedures including the use of any software system chosen by the owner. (Adhere to the Style Guide for all written correspondence.)”

8. Communication Flowchart:

9. Communication Plan
Lists types of correspondence commonly needed on a construction project
Not all are needed and other may be needed that are not included in this list

10. Filing Plan
Being organized is key to successful storage of all project communications
Be diligent in filing
Similar folders can be set up for electronic storage
If you can’t locate a file, you don’t have a successful system.

11. Construction Manager’s Daily Progress Report
First line of defense if there is a problem – no substitute for written history
Salient points
Weather
Manpower
Non-compliant item tracking
Construction progress (tie to the approved schedule whenever possible)
Starts and stops
Change order work
Testing and inspections
CONSTRUCTION MANAGER'S
DAILY PROGRESS REPORT
PROJECT:
DAY:
DATE:
WEATHER: (circle one)
RAIN SNOW SLEET HIGH WIND CLEAR OTHER___________________________
REMARKS: _______________________________________________________________
TEMP am pm
GENERAL CONTRACTORS' EMPLOYEES ON SITE:
SUPERINTENDENT
ASST. SUPERINTENDENT .
ENGINEERS_______
FOREMEN
CARPENTERS
OPERATORS
FINISHERS
LABORERS
PLUMBERS
MASONS
ELECTRICIANS
TEST TECH
OTHER 1
DELINQUENT ITEMS: (state in full when first notified and when to be resolved)
MATERIALS RECEIVED:
WORK PERFORMED:
Item
Schedule LI No.
ISSUES:
TESTS AND INSPECTIONS:
SAFETY COMMENTS:

12. Preconstruction Meeting
Sets the tone for the team
Puts the CM in the driver’s seat
Defines roles and responsibilities
Defines expectations

13. Meeting Minutes

14. Meeting Minutes, continued

15. Meeting Minutes, continued

16. Submittals
CM receives submittal from the Contractor and transmits to the Architect or Owner for approval
CM logs and files the submittal of record
Yes No
CM returns the submittal to the contractor
Approved?
Typically, the contractor prepares the submittal log.
CM to verify all submittals are included
CM to verify critical submittals are included on the schedule
CM to monitor submission and return dates.

17. Correspondence Tracks issues
Identifies open items to address at progress meeting

18. RFI Process: YES NO Contractor submits RFI to CM who logs and tracks
Is RFI valid?
CM forwards to Designer of Owner for response.
CM forwards response to Contractor and posts to as-built drawings
Does RFI have a cost/time impact?
See flowchart in Section 3.2 to initiate change
CM returns to Contractor and advises Designer and Owner
YES NO

19. The RFI Form Salient Points
Contractor can claim cost or time impact, but it is not approved on the RFI – simply used as a flag to track the issue
Make sure RFI’s are not frivolous
Enforce contract requirements for response times
Post in a timely manner
Check to make sure the contractor is posting

20. RFI Log

21. Potential Change Order Log
Totals
Original contract amount
Total approved changes
Revised contract amount
Change Order #1
Change Order #2
Change Order #3
Original contingency
Remaining contingency
Changes pending
Contingency pending
% of original contract for all changes
Project Name Potential Change Order Log
Potential Change Order No.
Initiator
Date Issue
Date Resolved
Description
Comments
General Contractor's Proposed Cost
Approved Cost
Change Order No. 1
Unforeseen condition Owner requested GC claimed Error/Omission 2 3 4 5
TOTALS
Original contract amount
Total Approved Changes
Revised contract amount
Change Order #1
Change Order #2
Change Order #3
Original contingency
Remaining contingency
Changes pending
Contingency pending
% of original contract for all changes

22. Change Order Log 11
Unforeseen conditions
Relocate sanitary line in McKinley Road due to gas line and electrical pole obstructions and re-route water line
$45,114.00 3 12
Zoning required
Provide sequenced surveys for excavation and wall plats
$5,987.00 24
Revisions to power, voice and data in L116
-$2,895.33 31
Storm reroute re: RFI #49
$5,797.00 36
Undercutting for stepped footing
$2,547.00 37
Owner request
Additional voice and data in S211.
$7,761.00
$64,310.67 4
Permit comments
Several changes were made after the bid documents were released There were 9 addenda to the bid set due to varying sources such as permit responses, owner requests, clarifications, etc.
$75,967.00 6
Owner adjustment
Door hardware changes Lever locks in lieu of push/pull plates were added to gang toilets.
$1,283.00 21
Design change
Changed feeders to panel LPL
$0.00 25
Revisions to circuit breaker sizes
$1,110.00 27
Remove portion of footing to accommodate storm leader 39
Provide batterty backup for elevator sump pump Requested during the submittal review process
$3,705.00 41
Revise electrical per RFI #085
$2,215.00
$84,280.00

23. Section 3 CONTRACT ADMINISTRATION
Subsections 3.1 Monthly Requisition 3.2 Contract Changes

24. Monthly Requisition
CM role is to verify that the requested payment accurately reflects the actual work in place.
Many components
Schedule of values
Certified payrolls
Small/minority business utilization reports
Lien releases
Offsite storage of materials

25. The Payment Application

26. Schedule of Values

27. Contract Changes Types Owner requested
Unforeseen or differing site conditions
Design error or omission
Required through process of RFI’s and submittals
Weather related
Other
Sources of Change and Designators link

28. Sources of Change and Designators

29. Change Order Process
A change is initiated and a proposed modification is issued by the designer – or a potential change order (or a request for equitable adjustment) is submitted by the contractor
Contractor submits pricing for review
CM reviews pricing for completeness and fairness
CM negotiates final pricing with agreement from the owner and the designer.
Once one or more proposed changes are negotiated, the owner or an authorized representative issues a contract modification or contract change which is executed by the designer, the contractor and the owner.
Contractor can not claim payment for any change work until fully executed and approved by the owner.

30. Change Review and Negotiations
All changes must consider:
Labor
Materials
Equipment
Allowed overhead and profit
Time impacts
Sufficient backup must be submitted to support these considerations
Time sheets
Material invoices
Equipment logs
Supporting impact schedules

31. Change Review and Negotiations
Change Negotiations
CM records all negotiations in writing
Get concurrence from the designer
What happens when you can’t agree?
Force accounts
Construction change directives
Higher management involvement

32. Additional Resources
There is a lot to learn! Don’t hesitate to reach out for help.
The CM Best Practices Team
Other MBP project managers
Your supervisor
Your mentor
Always maintain the MBP values
Teamwork – Quality – Hardworking – Integrity – Community – Forward Looking

33. Questions

34. Thank you!