1. 2006 Central Region Post Mortem Review
Tony Barter, P.E
Construction Project Manager

2. “Success comes from a culture that investigates and deals with problems”
by Robert Glass

3. DATA RICH/INFORMATION POOR
Typical reports are :
DATA RICH/INFORMATION POOR

4. Benefits of Post Mortem Reviews
Team members share and understand perspectives
Blends individual and team learning
Identifies problems
Documents good practices and problems
Positive feedback increases job satisfaction

5. Good, Bad, Ugly What worked well What did we learn for improvement
Good Solutions
What did we learn for improvement
List of problems and the reasons why a problem
What should be done differently
Few critical issues which must be corrected

6. Designing a Report Rating System Design Construction Management
Schedule
Cost

7. Rating System * Major impact, preventable >25% cost growth
* * Major, significant impact, 15% to 25% cost growth
* * * Moderate impact, 10% to 15% cost growth
* * * * Minor Impact, 5% to 10% cost growth
* * * * * No Impact, or up to 5% cost growth

8. Quality of the Design Are there errors in the plans
Did the designer have the ability to correct issues discovered in construction with the information available
What are the impacts to schedule and cost

9. Design
* Major design problems, most of which could have been resolved with information available during design. Issues led to MAJOR impacts on project cost and/or schedule
>25%

10. Design
* * Major design problems, many of which could have been resolved with the information available during design. Issues had a significant impact on project cost and/or schedule.
15% to 25%

11. Design
* * * Moderate design issues, some could have been resolved with the information available during design. Impacts on cost and schedule is moderate..
10% to 15%

12. Design
* * * * Some design issues which could not of been discovered with the information available at the time of design. Project schedule and cost are close to planned.
5% to 10%

13. Design
* * * * * Virtually no design problems and project able to meet schedule and budget as planned.
< 5%

14. Contract Administration
Ability to resolve issues without increases in cost or schedule
Evaluate communication and partnering
Focus on safety, workmanship, and environmental stewardship

15. Contract Administration
* Contract team unable to stay on top of issues
Resolutions are reactionary
Communications are poor
Lack of focus on safety, workmanship, and environmental stewardship
Major impacts to schedule and cost

16. Contract Administration
* * Contract team is unable to stay on top of issues
A few issues are resolved proactively
Communications are poor with marginal success
Failure to dedicate focus on safety, workmanship, and environmental stewardship
Significant impacts to schedule and cost

17. Construction Administration
* * * Contract team is struggling to resolve issues
Attempts at partnering but frequent breakdowns in communication
Some issues addressed proactively
Some focus on safety, workmanship, and environmental stewardship
Moderate impact to schedule and cost

18. Construction Administration
* * * * Contract team is managing most issues
Communication and partnering efforts are good
Issues resolved proactively
Good focus on safety, workmanship, and environmental stewardship
Minor impact to schedule and cost

19. Construction Administration
* * * * * Team is on top of issues
Issues are addressed proactively
Strong focus on safety, workmanship, and environmental stewardship
No impact to schedule or cost

20. Evaluating Cost
Comparison to bid
Comparison to engineers estimate

21. Cost * Project cost substantially exceeds the original budget
Change orders and quantity variations are substantial
Contractor payments exceed 25% of original bid
Cost growth could have been prevented in design
Impact and delay costs are a major portion of added costs

22. Cost * * Project costs >15% and < 25%
Changes and quantity variations are large
Added work should have been identified in design
Impact and delay costs are a significant part of the increase in cost

23. Cost * * * Project costs >10% and < 15%
Changes and quantity variations are large
Added work is necessary to accomplish the goals
Most issues could have been reasonable known and resolved during design

24. Cost * * * * Project costs >5% and < 10%
Changes and quantity variations exist and may lead to added value
Delay and impact costs are held to a minimum
Design issues would not have been reasonably discovered with additional design effort

25. Cost * * * * * Project costs < 5% of original contract
Changes and quantity variations within 5%