8-25-728 Article 09 CoordinationAndMeetings.pdf

Article 09: Coordination and Meetings 4-22

ARTICLE 09: COORDINATION and MEETINGS

9.1 Purpose

The success of the entire GC/CM process is enhanced by effective teamwork (Owner, A/E, and GC/CM) at the beginning of the project. Time and energy can be focused on project goals by establishing and maintaining the key parameters of budget, schedule, and program early in the process.

Staffing: The GC/CM shall clearly identify the project staffing they intend to utilize throughout the project. The GC/CM shall identify all key project staff, their roles and responsibilities and the level of effort to be committed (full time vs. part time) and at what phases of the project.

• During the design process, the GC/CM firm will provide, at a minimum, one dedicated professional project manager and/or higher level professional staff to attend all design meetings.

• During the construction phase, the GC/CM shall provide full supervision to coordinate the job in the field and provide for sufficient and appropriately skilled staff to implement a quality control program.

These staffing commitments shall be honored unless the individual leaves the GC/CM’s employ. The Owner must approve any substitution of staff in writing. Substitution shall be with people of comparable experience and ability.

9.2 Preconstruction

The GC/CM shall coordinate closely with the A/E team to establish design and construction schedules, budget reconciliations, constructability reviews as well as value engineering. The overall responsibility for the design rests with the A/E team.

Progress design meetings will occur on a regular weekly schedule throughout the design phase at a location agreeable to the GC/CM, Owner and Architect. The Architect shall distribute an agenda prior to the meeting, take and distribute minutes after the meetings.

The purpose of these meetings is to keep the lines of communication open and to facilitate effective, informed, and timely decisions as the design develops.

The Project Design Team shall consist of the following:

• The Owner project representative and other owner personnel as deemed necessary by the Owner

• DES/FPS Project Manager

• Consultant Project Manager and other Consultant team members as needed

• GC/CM Project Director and other GC/CM team members as needed.

The Design Team meeting agenda may include:

Approval of previous meeting's meeting notes prepared by Consultant:

Critical issues briefing Budget Schedule:

• Project schedule

• Critical path

• Monthly outlook

Design review:

• Program

• Schematics

• Bid packaging

• Design Development

• Construction Documents

Analysis of new systems, methods, technologies, etc.

Highlights on new items or changes from previous meeting Owner furnished, Owner installed equipment Permits Outstanding actions:

To-do list Concerns and solutions

9.3 Construction Phase

The GC/CM is responsible for the coordination of all subcontractor activities during construction including scheduling and sequencing of the work, submittals, coordination drawings, building information modeling, and all other work identified in the drawings and specifications. The GC/CM shall coordinate, so as not to cause delay, Owner activities including, but not limited to, owner furnished-contractor installed items, owner testing services, and Owner’s commissioning agent.

A project team consisting of the following people will meet for weekly construction progress meetings at the job site. The GC/CM shall prepare the agenda, conduct the meetings and distribute meeting notes to participants.

GC/CM Project Manager GC/CM Superintendent Trade Contractors as needed Consultant Project Manager DES Project Manager Owner Designee

At a minimum the Construction Progress Meeting agenda shall include:

Review of previous week minutes prepared by GC/CM.

Safety Critical issues briefing Budget:

• MACC

• Status of Change Order Proposals, Field Authorizations, Team Change Memos, and Change Orders;

Review monthly reports produced by the GC/CM Schedule:

• Past week's progress and next week's plans

• Long-range schedule

• Critical path

Submittals RFIs Outstanding actions:

To-do list Concerns and solutions

The GC/CM shall conduct other meetings with various subcontractors at regular intervals including but not limited to:

Safety meetings Pre-construction meetings Pre-installation meetings Coordination meetings Subcontractor progress meetings

At the beginning of and thereafter quarterly during construction, the GC/CM shall arrange an executive level project risk analysis meeting to examine at the project potential risk and, as a team, develop methods to mitigate issues before they reach crisis level.

Participants in these meetings shall be:

GC/CM Executive Staff including the director of operations, project executive, project manager and site superintendent.

Consultant executive staff including the principal in charge, project engineer and project manager.

DES Assistant Program Manager and DES Project Manager.

Executive representatives of the Department of Enterprise Services Client Agency executive team members.

9.4 Roles and Responsibilities

Following is an overview of typical tasks performed by project team members. The overall success of the project depends on all members of the team pulling together in the best interest of the project.

Owner Team

DES Project Manager

• Project Program • Design Review

• Scope • Special Inspection and Testing

• Schedule • Construction Review (technical)

• Budget Management • Changes to Contract Documents

• Project Policy Adherence • Change Orders

• CPARB Reporting • Contracts and Agreements

• A/E Point of Contact • Diverse Business Inclusion Review

• GC/CM Primary Point of Contact • Apprenticeship Program Review

• Develop MACC • Technical Oversight

• Permit Agencies Plan Review & Approval Oversight

• Site Representatives (construction access, coordination)

• Payment Review and Internal Payment Transmittal

Agency Representative

• Tenants’ Point of Contact • Stakeholder Coordination

• Tenant Coordination • Concur with Contract Document

• Program Adherence • Changes

• Concur with MACC

• Design Review for Structure Improvements

Agency Administration Manager E&AS Assistant Program Manager

• Program and Project Oversight • Project Management Oversight

• Budget and MACC Oversight

Consultant Team

• Design Documents • Invoice reviews

• Design Quality Assurance • Permits

• Schedule through design • Construction Administration

• Budget • Construction Quality Assurance

• Modifications to contract documents • Progress

GC/CM Team

• Construction quality assurance • Interdisciplinary coordination checks

• Quality control • Bidding

• Design review at all design phases • Trade contractor coordination

• Budget/Cost Control • Invoices/payment to trade contractors

• Schedule • Safety

• Final construction document review • Diverse business outreach and coordination

• Value engineering • Apprenticeship requirements

• Constructability review