PMAer Ahmed Garamoon, PE, Manager, is a project management and project controls professional with extensive construction experience. He has specific on-site expertise in managing mega projects, such as construction materials processing plants, power plants, rail, roads, ports, and real estate developments on projects worldwide. Mr. Garamoon has an excellent understanding of schedule control, cost control, and cost estimating. He has served as site supervisor and he has managed quality control on multiple projects. Mr. Garamoon is skilled in MS Products, Primavera P6, AutoCAD, SAP Design, and CRM software.  

What is a lookahead schedule?  

A lookahead schedule is a dynamic tool applied across various project levels, from one to four. The granularity of detail varies with the schedule complexity. Contractors employ lookahead schedules to synchronize imminent tasks. The term “near term” encompasses periods ranging from two weeks to several months, adapting to project scope and intricacy.

Commonly, lookahead schedules streamline construction projects, harmonizing activities spanning the preceding week, current week, and subsequent one to three weeks.

Example in Action: Streamlining Procurement

To illustrate, consider a case where PMA was tasked with optimizing a client’s procurement operations. With two to seven months of procurement activities, the lookahead window was extended to twelve months to accommodate these elongated processes.

What’s Included in a Lookahead Schedule?  

Lookahead schedules encapsulate granular aspects too specific for the project’s main construction schedule. They provide intricate insights into:

• Daily labor requirements, categorized by trade.
• Equipment and material needs for each day.
• Detailed specifications of major milestones.. 

Notable elements on a lookahead schedule, not typically present on a project schedule, encompass: 

• Distinct work items, organized crew-wise.
• Timings of material deliveries.
• Subcontractor particulars, often replacing generic terms with precise positioning.  

Mitigating Challenges with Lookahead Schedules  

Often, optimism clouds stakeholders’ perspectives, leading to unrealistic projections. By delving deeper into activities, optimism bias is counteracted. Material constraints, dependencies, and potential hurdles are highlighted, ensuring a pragmatic outlook. This empowers project stakeholders, such as CMs, contractors, and trades, to troubleshoot, adapt, and prevent schedule overruns.

These efforts cultivate precise activity duration estimates. Detailed analysis of concealed activity constraints bolsters the overall dependability of lookahead schedules. Moreover, these schedules attribute responsibilities, instilling accountability, and bolstering project alignment.

Crafting and Sharing Lookahead Schedules

Basic lookahead schedules can be constructed using Excel, suitable for simpler projects lacking intricate logic. Advanced contractors extract lookahead data from scheduling software like Microsoft Project, Primavera P6, and NetPoint for more intricate undertakings. Complex scenarios, where activities are broken down and resources allocated, find a suitable ally in NetPoint.

Sometimes when the lookahead preparation entails breaking down general activities into smaller ones, while allocating the associated resources, NetPoint is a perfect tool to simulate more than one scenario based on the availability of resources and work restrictions. Usually, these lookaheads are prepared in a live session with the client where we can move activities around based on discussions and see the outcome on the spot.

How are lookahead schedules used in lean construction?  

Lean construction practitioners advocate previewing work one to six weeks ahead. This approach facilitates dialogue with trades, unveiling potential impediments before scheduled activities commence. Proactive problem-solving during the early stages curbs setbacks.  

Impact of BIM and 360 Video on Lookahead Schedules  

While 360 cameras have diminished the gap between work completion and information accessibility, seamless real-time tracking and integration with scheduling software and BIM models are yet to be fully realized. Advancements continue to refine the integration of technology with lookahead scheduling.

By delivering a more succinct and engaging version of your content, we aim to enhance reader engagement and reduce the bounce rate for your article on lookahead schedules.

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Meet PMA Project Engineer Yuan Zhang, a project professional who spent her formative years in the most rapidly growing construction market in the world. Here she shares her journey in discovering her passion for the construction industry.

How did you become interested in construction management?

When I was a student in China, I observed many different construction projects moving very rapidly. So, I just felt like I wanted to be a part of them. I thought to myself, “Who built these kinds of crazy buildings?” Consequently, I became interested in different aspects of construction and engaged in discussions with friends and teachers about them. Finally, I decided to study construction management in college. I earned my bachelor’s degree at Shanghai Normal University. Shanghai is a super-international city with many different kinds of buildings developed there. One of the most famous landmarks is the Oriental Pearl Radio & TV Tower, which is located by the side of the west bank of Huangpu River, opposite the Bund. Another famous landmark that impressed me is the Shanghai World Financial Center, which is the second-highest building in mainland China with a total height of 1614ft (492m). There are many other iconic landmarks to see in Shanghai. Living there made me feel how great it would be if I could be part of the teams who build these crazy buildings.

Was there a reason why you liked construction vs. architecture?

When I thought about it, I realized I am not good at drawing things. I do not have that much creativity, which is very important for an architect. I was also interested in the construction process: how a building can go from nothing, to a major playground installation, or to a tall building.

Did you have any interest before college?

No, my interest arose when I entered college and met some of my professors who worked in construction. So, I went to them to ask their opinion if it is a good field to get into for work, and they all said it is a good field. And I really like it. Then after I studied the courses for construction, I felt I would like to join this field to be an engineer on these types of projects.

Where did you receive your engineering degree?

 I earned my master’s degree in engineering management at Northeastern University in Boston, Massachusetts.

Were there any major differences in learning about construction management in China vs. in the US?

The basic classes are quite similar. The project management courses, economics of construction, etc. are mostly the same.

So, when you decided to come to the US to study, why did you come to Boston, and Northeastern, specifically?

 Like many college students in China, I wanted to go abroad to study and experience new things and face totally new challenges. I did some of my own research on which university has the best engineering college. I found that Northeastern was ranked very highly based on my research.

The location was also an important factor in my decision. I had not been to the US before, and I was coming here by myself, so I decided on Boston because it is a great city with so many great universities.

Did you have any other friends or classmates who had also gone to the Boston area to study?

 I did make friends who came to study here, but when I arrived, I was alone. I mostly relied on Google and other searches to learn about the area. I like Northeastern a lot, and I do recommend others to come here if they ask for my advice about studying in the US.

Women are a minority in the construction field in the US: do you feel that this was similar in China?

Yes, of course, when I was studying, there were fewer women studying construction than men. I would guess there were twice as many men as women in my classes. In the US, in some of my classes, it was closer to 50/50, but still fewer women.

How did you learn about PMA?

After graduation, I attended a school career fair where I collected some business cards and gave out my resume. After that, I went online and searched for different companies and PMA was one of them. I do not remember who I met from PMA because there were just so many people that day and so many companies.

A few months later, I received an email asking if I had time for an interview, and I said, “Yes, yes!”

Have you worked with senior leadership since joining PMA?

Currently, I am working with Dennis Lucey, Managing Director for the Massachusetts Water Resources Authority (MWRA) project. I produce a monthly report and provide cost control effort and it is going well.

What do you like about working at PMA?

The people I work with are very nice and you have a lot of autonomy to manage your own tasks. When I have any questions, they are very patient in answering them and giving me help if I need it. When I worked for the Massachusetts Bay Transportation Authority (MBTA) task force projects and was using NetPoint for the high-level schedule summary, there were several problems that my team member helped me to solve, and now I can use NetPoint proficiently.

From working at PMA, have you found out what types of projects you like working on?

 I like project controls, which is what I am working on now. I also like to be on-site to see construction actually happening. The areas that I am working on at PMA are a bit new to me, so I would like to dig more deeply into these fields too.

What have you worked on so far?

 I have contributed efforts mainly focusing on developing project budget and cost spreadsheets, project schedule reviews, change order reviews, and invoice reviews. I also produce monthly reports and provide cost control for the MWRA project. I have been using e-builder frequently with the current MBTA task force project that I am working on.

What do you want to learn more about next?

I am interested in continuing to learn Primavera P6 and want to work more with scheduling. I also want to dig deep into learning even more about budget controls. Long term, I want to gain more experience in different aspects of the field to learn more about which types of projects I want to work on.

How would you describe PMA culture?

So far, the experience with PMA is great. I really appreciate the opportunities I have at PMA. I would say that people help each other. When I feel like I need help, others like to share their experience with me.

(Editor’s note: Northeastern University is listed as No. 31 in the 2021 Best Engineering Schools rankings.)

The post From Shanghai to Boston: How to start a career in the Construction Industry appeared first on PMA Consultants.

PMAer Natalie Robichaud, PE, PMP, LEED AP BD+C, MCPPO, is a multiskilled Project Manager with experience in a variety of locations and industries including science and technology, mixed-use development, high-end residential, and higher education projects. Starting out her journey with PMA in Boston, MA, Natalie now supports her US projects from London, England. In this interview, Natalie discusses her unique experience and the opportunities she sees in the UK construction/project management industry.

First off, what projects are you currently supporting? 

I am mainly managing two projects with our Harvard University client. One is the North Allston Storm Drain Extension Project (NASDEP), a large infrastructure upgrade, and the other is the Phase 1 Roadways and Infrastructure for Harvard’s mixed-use development, the Enterprise Research Campus. I am also providing some project controls support for the West Elementary School project in Andover, MA.  Additionally, I assist with MEP/FP drawing reviews for various projects in our OPM groups.  

What is the time zone difference between London and Boston and how do you manage that with client expectations? 

The time difference between London and Boston is 5 hours – I am 5 hours ahead. This usually means that I start work a bit later in the day and my workday extends into the evening. I shift my schedule around as needed to manage client expectations and meet any deadlines. The pros of this schedule in terms of work-life balance are that I get the mornings to myself to prioritize work, get organized, and catch up; the cons are that I sometimes lose my evenings, but luckily not every night of the week! 

My clients have responded very well to my schedule. I have been working with my main client for a few years, so they are very flexible and understanding of the time change. They are also very accommodating of the entire team’s remote work schedules.  

What are the biggest challenges to working remotely on construction projects? 

One of the challenges, of course, is not being able to physically oversee the work, but all my remote projects have been in the pre-construction/design phase since relocating to London. I also participate in weekly construction logistics calls so that I can stay informed on progress and coordinate with any other projects close by. Fortunately, most construction sites now have cameras to monitor construction progress. As my projects move into construction in the coming year, I will probably liaison with a local colleague who will provide on-site daily supervision.  

How have things changed now that most others work remotely as well? 

I now actually feel more connected to my colleagues and clients now as most are working remotely and using video conferencing. Previously, I usually called into meetings without video, so it has been nice to see more faces and stay connected that way. I think people are starting to realize that project support in the construction industry can be successful in a remote capacity.  

How do you stay connected to the rest of your project team? 

We stay connected via all means of telecommunication including calls, texts, and video conferencing – Microsoft Teams, Zoom, Skype, etc. Currently, most of the team is also communicating in this manner and probably will for several more months.  

What is the construction industry like in the UK? 

Here the construction industry is similar to the US. They do have different construction and contracting standards, but they mostly comprise the same information. I do see a lot more bespoke construction in the UK, as infrastructure and buildings tend to be very old, so standard sizes cannot be used as frequently. Many owners utilize developer firms to assist with OPM type work, so there is a great opportunity here locally for the services that PMA provides.  

What kinds of CM/PM innovations do you see in the UK construction industry? How do they use BIM for construction projects? 

I have personally seen a greater use of 3D mock-ups/printing in recent years during the conceptual/design phase for owners/developers to use. I also find that there is a preference for integrating sustainable initiatives and practices in the UK, possibly more so than the US. Here in the UK, the government established a £170M Transforming Construction challenge to promote innovation in construction. The goal is to improve the cost-effectiveness of the industry, reduce emissions, and increase construction efficiency.  

Regarding BIM, they also use various BIM tools, such as Revit, to coordinate during the design and then streamline the shop drawing process during construction. The United Kingdom Research and Innovation (UKRI) has also provided funding to the industry to promote the use of Artificial Intelligence (AI) and Augmented Reality (AR) with BIM to support on-site building operations.  

Do you see any opportunities to work locally in London? 

Absolutely, I do. In London specifically, construction is constant whether it is commercial or residential and buildings or infrastructure. I have found that there is not a huge presence of construction companies offering owner’s project management and project control services. I think there is an opportunity to tap into local clients and projects. The recent COVID-19 crisis has also resulted in several construction claims, and PMA is well versed in providing claims management support as well.  

Do you have any advice for engineers and construction management professionals working remotely? 

Establish a consistent line of communication with your clients. Work out the best processes that will serve all stakeholders. Set yourself up with the tools and programs you need to be successful and deliver the same level of service and product as if you were local. Always maintain a professional manner, even when working from home. 

Read more about Construction Project Management: A Guide for Remote Project Managers

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The PMA team is fortunate to have project and program managers with a plethora of backgrounds that are leveraged for our clients to drive home successful projects. With his background in geotechnical engineering, PMA Project Manager, Cody Gibb, helps break down how geotechnical testing, monitoring, and exploration can help to improve construction quality.

First off, what is geotechnical engineering?

Geotechnical engineering is a branch of civil engineering that focuses on what lies beneath the ground’s surface  and its impact on building and construction. Understanding soil properties such as strength, density, material makeup, and other factors helps to inform project teams so they can plan, design, and implement construction activities safely and in accordance with these characteristics.

When does geotechnical engineering come into play during a project?

Geotechnical engineering is present in every construction project in some capacity. It involves the subsurface explorations, soil and bedrock testing, design of foundations and other underground structures, and construction monitoring which occur from the start of the project in schematic design, right through project completion. The extent to which field and laboratory soil and bedrock tests are performed depends on the site surface and subsurface conditions, contract requirements, local/state building codes, project complexity, and existing knowledge of the site. The geotechnical engineer is hired by the construction manager/general contractor, the owner, or any other party within the project team that requires geotechnical support services.

What are the benefits of testing, exploration, and oversight?

Geotechnical engineers perform soil and bedrock testing, subsurface exploration, and oversight within the field for several reasons including:

1. Determine soil, bedrock, and groundwater conditions that affect project design and construction;
2. Confirm the soil is suitable for design/construction;
3. Identify potential project risks associated with subsurface conditions;
4. Detect unexpected field conditions that may impact design and construction; and
5. Confirm design/construction is being performed in accordance with the agreed-upon contract/bid/spec documents (quality assurance/quality control, i.e. QA/QC)

This testing and monitoring are especially important for project record-keeping because structures are frequently built slightly differently from the design drawings due to inevitable field condition changes that occur along the way—we can never 100% know what is in the ground (even with testing and exploration) and therefore oftentimes have to make design adjustments accordingly.

What is the difference between QA & QC regarding geotechnical engineering?

Quality assurance (QA) comes down to having a quantifiable test result. There are many tests geotechnical engineers can perform that produce factual, scientific information, that project teams can use to make smart project decisions and ensure the contract requirements are being met. For example, you can use a nuclear densometer to measure moisture content and density of soil. These test results can be used to determine if the ground is appropriately compacted and safe for building.

Quality control (QC) involves visual observation by the geotechnical engineer. For example, the engineer would observe the compaction of the soil to ensure it was done in accordance to contract documents. Observation of the compaction would serve as the evidence, rather than a test with a quantifiable result that was obtained by the nuclear densometer in the example in the paragraph above.

What other types of standardized tests, methods, and procedures do geotechnical engineers utilize?

There are numerous standardized tests that can be used including those from American Society for Testing and Materials (ASTM) International, American Association of State Highway Transportation Officials (AASHTO), and the Federal Highway Administration (FHWA), among others. The tests selected for use are typically based on state and local building codes, however, sometimes designers recommend going above and beyond the “typical” standard of practice for tests if they know from experience it would result in long-term cost savings for the project owner.

How do geotechnical engineers know how large of an area of soil needs to be tested and monitored?

That is one of the challenges with geotechnical engineering because no matter how much or how large of an area you test/explore, you can never know exactly what is going to be in the entire ground you are building upon/through, etc. A test/exploration might involve drilling a four-inch diameter borehole to collect samples of the subsurface materials. With that borehole, you typically drill down to a pre-determined depth or a depth influenced by encountered subsurface conditions that deviated from assumptions. If it is natural soil through-out depth, you might assume that you will also find generally the same material from within that hole in the rest of the area you are building your structure. However, subsurface conditions can vary dramatically across even a small project site. More boreholes or other methods of exploration/testing (i.e. test pits, geoprobes, CPTs, etc.) would help you better define the subsurface profile, but there is always a possibility that the subsurface outside of the exploration/testing locations varies significantly from what was visually observed.

Undocumented manmade fill is different than natural soil because you most certainly never know what you are going to encounter (e.g. boulders, brick, concrete, debris, loose material, etc.). Due to the uncertainty of the undocumented fill, most projects require the removal or improvement of the fill within the proposed building limits and under other load bearing structures. This is because the properties of the undocumented fill are typically very heterogeneous and may not be similar as the properties encountered in the exploration/test location. Exploration and testing can help determine the estimated extent (depth and area) of the undocumented fill to mitigate the risk of change orders from unexpected fill removal during construction.

How can you know that ground is starting to settle, and therefore, do something about it?

Geotechnical engineers can use a system of instruments such as inclinometers, survey monitoring points, piezometers, extensometers, or settlement plates. For instance, inclinometers might be installed behind an excavation support wall  to measure how much the wall moves due to excavation. Movement of the wall inward towards the excavation means that there could be a loss of ground behind the wall and therefore potentially settlement. The measurement from the inclinometer is important for engineers because they know how much the excavation wall  can move before damage to surrounding structures such as cracking pavement and building tilting/settlement occurs. Damage can be caused by as little as 1-inch of movement. If too much movement does occur, work can be paused so a solution can be executed prior to damage to surrounding structures.

So, all in all, geotechnical engineering is important then.

Yes! Geotechnical engineering helps to ensure that structures are built right. Once things are built into the ground and covered by backfill, you cannot see if the proper subsurface preparation was performed for the structures. So, if you cut corners with your geotechnical engineering or earthwork construction, you can run into significant issues either immediately or several years down the road such as structure cracking, settlement issues, loss of ground, and a whole bunch of other very expensive problems.

How has your background in geotechnical engineering helped you to become a better owner’s project manager?

Although I wouldn’t call myself an “expert”, I do have a master’s degree in geotechnical engineering and provided those services with past employers for five years. In my past roles, I worked in different aspects of geotechnical engineering; from site observation and design to more technical work supporting litigation and claims. With my understanding of geotechnical engineering, construction, contracts, and permitting, I have a better understanding of what projects need in terms of these services. I can leverage this knowledge for PMA project owners to help guide projects in these areas, providing another layer of expertise that leads to projects finishing within budget and schedule.

Cody Gibb is an owner’s project manager with our Boston team currently supporting several municipal building projects. He has a bachelor’s degree in Civil Engineering from Wentworth Institute of Technology and a master’s degree in Geotechnical Engineering from the University of California Berkeley. He is a member of the American Society of Civil Engineers (ASCE), the New England Healthcare Engineers Society (NEHES), and is a former Chair of the Engineering Management Group of Boston Society of Civil Engineers (BSCES).

For more information about PMA Construction Management, Project Risk Management, and Construction Claims services, please contact info@pmaconsultants.com.

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Envisioning the Project Organization Structure

Contractors and suppliers will need to be managed from the start of facility design through production facility startup. An important first step in this is deciding how the project team will be organized and extended to ensure successful project delivery, including assessing the company’s internal resources and experience to successfully deliver this unique project. Below are some of the options a project owner has for the delivery of capital improvement initiatives.

Managing the Project Internally

Managing the capital project internally may be an option.  Internal resources need to include project management, design, validation, construction management, and general contracting personnel with proven experience and the bandwidth realistically required to deliver the capital project plan.

Depending on the size of the capital improvement initiative being considered, temporary changes may need to be made in the company’s internal organization to ensure project success, including setting up or improving an existing Project Management Office (PMO). A well-organized PMO can focus on successful project delivery by deploying proven processes like project scope charters, progress monitoring tools, cost management, communication plans, and resource tracking.

Design firms and construction management entities who are contracted for the delivery of the project may be asked to report the project’s status through the PMO if an internal PMO is used as the point of contact for the project.

Hiring an Owner’s Consultant

An Owner’s Consultant (also known as a Design-Build Consultant, Owner’s Advisor, or Owner’s Agent), that has a record of accomplishment of successful delivery of similar type projects and is contracted directly with the owner, provides several benefits. The consultant’s expertise is a source of reliable project management information for complex and critical project elements, such as the selection of a project delivery method (CMAR, Design-Bid-Build, or other models), selection criteria for contractors and other consultants, management of change orders and identification of problems, as well as independent cost, schedule, and compliance reviews for the project.

A design-build consultant is experienced in preventing critical components of the project from being missed, identifying project issues to the owner in a timely fashion, and explaining complex or contentious components of the project to staff and leadership, all of which allow the owner to remain impartial and ahead of issues.

Contracting with a Design-Build Firm

Hiring a company that will be fully responsible for delivering the project in a turnkey fashion, from design completion to facility validation, including meeting budget and schedule targets and ensuring GMP compliance, is another option. A design-build firm can work alongside the project owners from the very beginning of the project to identify cost, scope, and schedule objectives, and directly manage the design and construction of the project so that you, as the owner, do not have to reconfigure your organization for the delivery of a one-time capital project. To mitigate the risk of defective design, materials, or construction, changes in work, and defensive engineering that can occur with the Design-Build project delivery method, hiring a separate Owner’s Consultant that reports to and that solely represents the interests of the owner is often advised.

Ensuring the Project Delivery Team has the Competencies Needed

Whether provided by an owner’s internal management team or by contractors, the project owner will need to ensure that their team has certain competencies and experience to deliver a significant capital improvement project, as well as the bandwidth to provide those competencies.

Project management, risk analysis, and schedule compliance competencies

Project management and scheduling expertise equal with the project’s size and complexity often makes the difference between project success and failure. To ensure success, project managers and schedulers collaborating on these complex projects must be proficient in the following competencies:

Selecting and implementing an adequate project management software platform

Project management information systems (PMIS), as well as other software systems, may need to change to accommodate the scale of the new initiative. If internal team members do not have the time or relevant experience to efficiently track the progress of a significant capital improvement project, the owner’s consultant can aid with the selection and implementation of software platforms based on prior successful deployments.

Establishing project metrics and progress information

Knowing the right Key Performance Indicators (KPIs) to track allows an owner to understand the ongoing status of the project. Having staff at hand whose role it is to both collect and interpret project progress information and create meaningful and actionable metrics helps an owner address project needs on time.

Processes modifications

To successfully manage a project, one which significantly deviates from the owner’s day-to-day business, on time and on budget, existing processes such as workflows, communication protocols, and team collaboration may need enhancements or project-specific modifications.

Risk analysis competencies

Expertise on how project risks that have the potential to impact the project’s budget and/or schedule will be handled is beneficial, including which risks will be quantified and then either accepted, avoided, mitigated, or transferred.

Claims avoidance strategies

Successful owner avoidance of construction claims starts before contracts are signed and continues throughout the life of a project. Expertise in this field such as selection of delay analysis methodologies to be written into contracts, use of best practices in cost and schedule information collection, and how to communicate with contractors in ways that will avoid later disagreements on entitlement can lead to more successful owner outcomes for delay claims.

Cost and budget tracking competencies

Processes and systems for how costs and budgets will be tracked and reported on are already in place within the owner’s organization, but these may need to be expanded or modified to fit the scope of the initiative.

Change order management

Inevitably projects will have change events and change notices as the project develops. Setting up methods for and tracking these against the budget is critical for understanding the cost and schedule projections for the project.

Cost KPIs establishment and tracking

Being able to understand, at a glance, the status of project costs and budgets is a benefit as the owner considers the best use of appropriated funds or looks forward to other associated scope.

Value engineering

When substitutions are acceptable or alternatives should be considered on a project, having a structured and industry-validated method of tracking these value-engineered items allows an owner to promote the alternatives without affecting project delivery or compliance with regulatory requirements.

Construction management competencies

A construction manager with the skill to oversee designers, specialty consultants, trade subcontractors, and suppliers, is essential to the successful completion of a capital improvements pharmaceutical or biotechnological project. There are many companies in the construction industry that have successfully managed these types of projects from conception to validation. A construction management entity that acts on behalf of the owner brings experience and expertise that can be leveraged from day one, including recommendations for decisions on the use of Building Information Modeling (BIM) and 4D scheduling /Virtual Design & Construction (VDC) to avoid installation problems, choices between stick-build or modular construction, and paths of travel. Selecting a company that has a record of success will increase the chances that your project will be delivered to meet the owner’s definition of success.

GMP compliance

Augmenting the current compliance and validation teams with added resources to support the scale of this new initiative is necessary. The FDA expects that pharmaceutical companies will improve their manufacturing standards as what is considered ‘current’ evolves, and what was considered GMP in the past may not be cGMP today. Project teams that have the competency to select proven state-of-the-art equipment and technology which will ensure product quality and purity can ensure that the best of current practice is used to the owner’s benefit. Experience in supporting project teams with the complexities of cleanroom construction, and commissioning, validating, and qualifying a capacity expansion is a specialized skill set that will ensure facility readiness for product launch.

Next Steps

Equipped with the above knowledge, what are some of the next steps a project owner can take on the path to successful project delivery?

Clarify project goals (time-to-market speed, net present value maximization, or other goals), envision what a successful project delivery looks like, and work back to what needs to be done today to ensure that the company can achieve these stated goals.

Build a project team, whether it is securing the commitment of internal resources or external consultants who will provide expert services for the duration of the contract.

What PMA Does

PMA helps pharmaceutical and biotechnology companies deliver compliance-driven projects on time and on budget by establishing proven project processes and tools on day one and supporting projects throughout their entire lifecycle. In this competitive landscape, flexibility and speed to market are just a few of the challenges we can help owners like you overcome. Please review some of our recent projects and solutions provided for the pharmaceutical industry. As an owner, when looking to confidently expand your pharmaceutical and/or biotechnological operations, let our practiced experts help you along the way.

The post Construction in the Pharmaceutical and Biotechnology Sector appeared first on PMA Consultants.

As a manager or executive of a new or expanding manufacturing facility that was shut down mid-construction by the COVID-19 crisis, you need to strategize to put your company in a better position. COVID-19 has not only caused a health crisis, but also a financial crisis.

Competitors, of course, are facing similar challenges with their production facilities. Doing the research necessary will ensure you are first out of the gate as facility construction transitions back to normal.

As an Owner, what are some of the issues to be thinking of for a successful project restart? Below is a list of important considerations.

Key Ideas:

• Assess the current and future financial health of the company and project.
• Reassess capital project plans and net present value.
• Document pre and post-shutdown cost and schedule status.
• Develop concrete plans for best, likely, and worst-case scenarios.
• Review and modify pre-pandemic project work and construction processes.
• Give notices and keep communication and collaboration channels open.
• Secure materials and labor resources well ahead of planned restarts.

Assessing Business Considerations

Key considerations for Owners when assessing project impacts from changes to the business environment and planning for subsequent mitigations may include:

Risk Mitigation

Conducting scenario planning and risk assessments with leadership and project management team members during and post-shutdown may better assure planning for all contingencies. Developing action plans for all scenarios, both optimistic and worst case, including financial challenges and loss of critical project inputs, can ensure that gains are maximized and losses mitigated as evolving situations allow.

Owners who instruct their teams to maintain and create records of project status prior to and during project shutdown and after startup may better be able to support their interests, such as in the case of future construction claims.

Process Changes

A review of impacts from telework and travel restrictions can allow Owners to surmount administrative challenges when projects resume. For example, wet signatures may need to be replaced with digital signatures and VPN networks may need to be extended. Documents that are specified to be delivered in hard copy may need to be delivered digitally to ensure the intended outcome of the process is met.

Implementing the CDC’s recommendation to identify a workplace coordinator who is responsible for COVID-19 issues may have already been completed in your organization. Owners who align these responsible persons with their counterparts in contractor organizations and instruct these coordinators on what is expected to be tracked, identified, and communicated may be better able to align on-site responses to pandemic impacts.

The CDC also strongly encourages coordination with state and local health officials so that timely and accurate information can be used to make appropriate business responses.

Financial Considerations

Depending on the situation, project financing may be at risk under certain economic conditions as the COVID-19 crisis unfolds. Owners who proactively work with their finance and legal team members to assess impacts that may change financing on current project contracts or future project viability may be able to preempt consequent cascading effects.

Likewise, checking on contractor’s financial viability may allow Owners to ensure that project contractors, subcontractors, and vendors have not been impacted by the COVID-19 crisis in a way that might materially affect their continued obligations to a project.

Ascertain if a contractor is receiving reimbursement through federal government stimulus packages for COVID-19 impacts. Open and collaborative communication will promote more optimal project outcomes.

In uncertain circumstances, creative thinking by management, such as advances or faster payments to allow key contractors to remain viable when the project restarts, may lead to a higher chance of project success than following the trajectory of pre-shutdown policies.

In addition to direct impacts of potential cost increases and schedule delays to project return on investment, market conditions may have also changed since the start of the pandemic. Reassessing the project’s Net Present Value for the project with executive team members can ensure that allocation of capital for the completion of the project remains a sound investment given the current stage of construction and contractual obligations.

Assessing Project Considerations

Project-specific areas that may be important to assess are:

Materials and Equipment

Price Escalations

Owners might see post-crisis costs for materials and equipment vary from pre-crisis levels and may need to work with their planning staff to ensure that these changes are budgeted for. Possible increases to project cost can be included in any reassessment of business rationale for the project. Cost spikes may cause some projects to gain more investment value if they are postponed pending expected future cost stabilization or to become unprofitable compared to their original capital plan.

Project Owners who work with their accounting and finance teams to separate and track costs for remobilization efforts, ensure retention of supporting documentation, and instruct contractors to follow these procedures can prevent mixing of costs in the future. This can allow for quick document assembly if required by future government legislation offering offsets or compensation for these costs.

Material and Equipment Shortages

Many manufacturing projects across the US and the world might be resuming facility construction at the same time, putting a strain on the already disrupted supply chains of both basic and advanced materials and equipment. Owners should be aware that certain materials may not be in supply for extended periods of time after current stocks run out.

Similarly, Owners who ensure that those responsible for scheduling arrivals of heavy equipment are finalizing those orders earlier than they had prior to the COVID-19 crisis may be better able to limit possible project delays.

If shortages can be reasonably anticipated to impact the project, Owners may consider working with their project teams to reconfigure project delivery, such as re-phasing the project delivery to focus resources on the project sections that will deliver the highest value when completed and postponing sub-projects that are not as critical.

Value Engineering

If required materials and equipment are expected to be unavailable or their costs have changed significantly, an Owner can work with the facility design, construction, and project management teams to seek substitutes that are fit for purpose and the budget of the project.

Personnel and Labor Resources

Absence of Key Personnel

Key personnel may be affected by the virus, both directly or by needing to care for children who are home from school and sick family members. Owners who are prepared with continuity plans in place for key personnel may be better able to maintain essential business functions in the event critical employees are absent.

Labor Shortages

Stemming from both COVID-19 impacts and from many companies jostling for labor resources in the construction industry as projects restart, preparation and mitigation plans for possible construction labor shortages can prevent delays.

Work Stoppages

As various government and private entities issue orders pertaining to COVID-19, project work may be affected. Contractor, Design-Builder and Owners should consider contingency plans to help protect the project interests.

OSHA Compliance

Owners should receive assurance from the responsible members of their teams that the latest OSHA guidelines concerning COVID-19 are being complied with.

OSHA guidance is being updated frequently, and staff maintaining visibility of ongoing guideline adjustments can prevent oversights.

Government, Utility and 3rd Party Constraints

Information, Inspections, and Approvals

Building, other government, and vendor inspectors may become both local and industry-wide project constraints widely or in your local area. Arranging required building, equipment and other inspections far ahead of the need date of those inspections may prevent construction delays.

Government approvals may also become a constraint. For pharmaceutical and biopharma facility project restarts especially, approvals of FDA-regulated products may encounter backlogs as pharma companies jockey for priority and the ongoing pandemic adds workload to a limited number of FDA reviewers.

Utility Connections

Project owners and contractors may have difficulty scheduling connections with utility companies who may be under their own pressures due to the pandemic. Working closely with utility contacts may be able to mitigate some of these constraints.

New and Modified Work Practices

Work restrictions, stay-at-home orders, PPE, and distancing requirements may remain in place for the foreseeable future. Owners that proactively accommodate these measures, both those that are required by statute and those that become expected by convention, can build goodwill which can mitigate other stressors.

Reviewing how project schedules might be impacted by changes to construction practices, such as daily fever screenings or other new controls, may reveal the impact of these changes on resources and project phase completion times.

New engineering controls, such as physical barriers, increased ventilation, negative air pressure zones, and high efficiency air filters, may be needed to continue work. This may have direct and indirect effects on the cost and schedule of the project owners who continue to work with contractors to give notice of project changes early and often can reduce challenges caused by missed communication.

Assessing Contract Considerations

The Owner’s legal counsel checking contract language during this period can give assurance as to the rights and obligations of contract signatories. At the same time, Owners may seek to keep in mind the bigger picture of project success. While an executed contract may have language that places the burden of costs and performance on contractors, contractors may have a different reading of the language.

Disputes that are not able to be resolved collaboratively may lead to non-optimal project outcomes. Strict interpretations of pre-pandemic contracts may also not find favor in the event a dispute needs to go in front of a jury. Critical items for Owner-legal counsel discussion would be:

Contract Clause Language

Ascertain whether the contracts contain “force majeure” language and consider how the contract details affect the specific project issues involving COVID-19. Consider how the COVID-19 crisis effects a specific project if the contract does not contain “force majeure” language.

Communications Provisions

Review how the shutdown was handled when work originally stopped, and whether prompt written notice was provided.

Review the language specifying site collaboration requirements or on-site presence requirements. Contracts may need to be amended to comply with new government regulations that have changed since the start of the COVID-19 pandemic.

Review delivery of project information. For example, a contract may require that one hard copy set of project drawings is delivered to an Owner’s offices for review, and provisions such as these may not lead to optimal outcomes when teams are working remotely.

Financial Arrangements Provisions

Review financial bonding provisions to determine if the COVID-19 crisis has any financial implications to a specific contract.

Labor and Materials Provisions

The following items should be subject to review:

• Assess price escalation language and determine which parties are contractually responsible for cost measures associated with impacts from the shutdown.
• Potential substitution requests, both allowed by the contract and what would be acceptable to the Owner given new realities.
• Delays and extensions provisions. Consider also loss of productivity labor issues due to COVID-19.
• Language concerning Owner rights due to unavailability of key personnel.
• Contractor relief from provisions due to reductions in key personnel, labor, closures of plants and factories, and disrupted supply chains.
• Termination rights triggered from work stoppages.
• Whether orders by state and federal governments, such as stay-at-home orders, the use of PPE, and area occupancy limits that took place after contract formation are considered a change in law.
• Safety of persons and property provisions and who is responsible for reasonable precautions for employee safety. This includes compliance with the lawful orders of public authorities, which may result in a claim for extensions of contract time and sum to accommodate that compliance.

Change Orders

• Extensions of contract time may be warranted depending on contract language.
• Increases in contract sum from additional costs may or may not be warranted depending on contract language and cost drivers. Paramount to protecting owner interests is checking requests for changes against documented pre and post-shutdown project status.
• Modification of new contracts to accommodate changed circumstances may be required.

Conclusion

Detailed readings, documentation, creativity, and collaboration are guiding principles during this unprecedented situation. Construction sites and projects across the United States and the world are currently faced with new realities and business environment changes which require informed and rapid response. Those Owners who use the time during shutdown to collaborate with other key personnel to review project documentation and create actionable plans will likely be best able to position their organizations for quick startups and minimize impacts from pandemic effects.

Alexander Neary, PMP is an Associate at PMA Consultants. An experienced project manager and project controls specialist with a background in team coordination and management of program and project implementation processes, his experience covers the following sectors: infrastructure, biopharmaceutical, electric utilities and software deployment industries.

Dennis Lucey is a Managing Director with PMA Consultants. Mr. Lucey has developed, implemented, and managed project controls systems that have delivered effective management tools and successful project completion for 20 years. His experience spans both public and private residential, academic, biopharmaceutical, office/retail, water/wastewater, and highway projects.

For more information about PMA Construction Management, Project Risk Management, and Construction Claims services, please contact info@pmaconsultants.com.

The post Construction Restart After a COVID-19 Pandemic Shutdown appeared first on PMA Consultants.

As we will discover, the current COVID-19 situation impacts project delivery, risk management, the project schedule, stakeholder communication, and many other aspects of the industry. While we may see projects postponed in the short term, in the long term, this crisis will demand safety enhancements to buildings and processes that can only be provided by new engineering and construction projects.

A major adaptation to the new environment will be an ever-growing need for project professionals who will manage their teams remotely. With technology comes convenience, as well as many novel challenges.

If you’re a project manager who needs help with managing remote teams, here’s a brief guide for remote construction project management.

Find a Good Communication Platform

When you need to manage a team remotely, it goes without saying that you need to put technology to good use. But sometimes, people overutilize the technology, or have too many tools, and these can be more confusing than helpful. So best practices dictate sourcing and utilizing a few good programs to prevent chaos.

The first priority is finding a good communication platform. Without communication, the project would undoubtedly come to a standstill.

This platform should be the central tool for communication between you and your workers. Use both chat and video conferencing to get daily updates, as well as have one-on-ones.

Use the program for building relationships as well. Many remote project managers risk losing the human element when communication is only screen-based. You can’t really have a chat with your colleagues by the water cooler.

If the communication platform has a chat function, then consider setting up a non-work channel. This can effectively serve as a digital water cooler, which allows workers to blow off some steam and get to know one another.

Make sure you get to know your team members in other ways; for example, if you have one-on-one meetings, take a few minutes at the start to ask how things are going with them. This can help you build relationships and have a more cohesive, loyal, and hardworking team.

Use Project Management Software

How many times have you set a timeline for your project, only for it to fall behind more and more as time went on? Managing projects with in-person teams is already tough enough, but when you start working remotely, it can get even more challenging.

Sourcing the best project management software for your project and using it before you even get started is vital. Once you’ve determined team assignments, delegate those tasks on the program so everyone gets a clear picture of what needs to be done, and when. Rather than focus on how much time your team spends on certain tasks, focus on accomplishing objectives in accordance with the set timeline.

A central feature of project management software is accessibility from practically anywhere; many have mobile apps as well. This means all team members can quickly pull up the timeline, find out if everyone’s done their part, and take over when it’s time for them to jump into action.

This accessibility can help significantly with keeping the project moving instead of coming to a standstill because of miscommunication of task start dates. It can also cut down on people waiting around for others to “pass the baton,” as the software will enable workers to easily check off tasks and notify the next person down the line.

Communicate the Project Plan

Selecting a planning tool that can graphically display the project activities and tasks on-screen will ensure your team understands the current and future states of the project. The more interactive and dynamic the application, the better you will engage your team.

Using your communication platform, summon your team to plan and schedule your projects on optimally user-friendly and visually impactful planning software. NetPoint was created by construction scheduling professionals to optimize project management and team collaboration. NetPoint provides a highly interactive experience in which all stakeholders on the project can be actively engaged and contribute to project planning.

By contrast, team members often become overwhelmed when looking at a P6 schedule, so they do not feel empowered to discuss it. P6 is designed to have multiple activities linked on different pages that are difficult to discern from a printout.

NetPoint, a real-time planning and scheduling application, is a great tool to summarize multi-page schedules into one page or screen. NetPoint allows project managers to show a project from a very high level. The graphical interface is markedly different from the tabular format that P6 and Microsoft Project provides.

In a nutshell, NetPoint displays a canvas for you to draw the network logic. There are no columns to match up, and you can see the actual flow of the work. During project planning or execution as task changes occur, NetPoint helps you move activities and adjust durations effortlessly, instantly propagating all changes to the entire network. All objects and data elements update with any schedule modification in real-time.

Best of all, NetPoint provides all stakeholders with a deeper insight into the activities with the greatest impact to the project schedule and completion.

Interactive Planning Sessions

NetPoint is ideal for Interactive Planning Session (IPS) because it helps project stakeholders agree on a plan of action, reach commitment, and align teamwork. This process includes designers, CMs, commissioning agents, and others who can collaboratively identify milestones in design, construction, and commissioning.

For example, if the design team sets a goal to issue a set of documents by a certain date, but the construction manager needs that information one month prior, the team must agree on an alternate solution. This type of team-wide collaboration allows for greater efficiency and planning for all parties involved and ultimately saves time and money.

NetPoint’s intuitive graphical interface and hands-on interaction show the immediate impact and result of every decision. Like Activity Network diagrams of the past, NetPoint brings the focus back to a network view that is easy for everyone to understand. NetPoint can develop solutions and help the team solve problems together in real-time, even when working remotely.

Consider Resource Management and Employee Scheduling Software

Construction project managers are faced with the challenge of prioritizing and optimizing a wide array of resources. Resources can take the form of human labor, equipment, capital/costs, or material. These resources must be accurately forecast, tracked, and measured to keep the project on schedule.

NetPoint is an excellent project scheduling software for managing time and resources. NetPoint allows you to clearly define any task lists or resources you need to execute your projects.

Cost-loading tasks are accomplished through the resource functionality. Furthermore, by plotting resource histograms and curves directly underneath activities, resource leveling in NetPoint becomes a truly interactive and engaging exercise.

Project team members and contractors are one of the most important resources on a project and managing them requires time and energy. You might be used to scheduling your employees manually. But not only is this time-consuming, but it can also become disorganized.

A simple way to improve employee scheduling is to use dedicated human resource scheduling software. This prevents overlaps and enables you to send out schedules easily.

A good program also gives you a great overall view so you can identify any areas that are lacking. You can then find workers who are available and assign them accordingly. In addition, many programs integrate with HR and accounting software, which means you can eliminate extra steps for payroll.

The right employee scheduling software can streamline and improve this aspect of project management for your company.

Meet in Person When Possible

While adopting great pieces of technology can be excellent for managing remote projects, technology can never replace face-to-face human interaction. Even if it’s just once or twice a year, it’s important to meet with your team in person when possible.

Face-to-face meetings help you build rapport and a better relationship with your workers. You can also use this opportunity to celebrate milestones and recognize those who have worked hard and made great achievements. Not only will this make them feel appreciated, but it can also show your team that you’re a project manager who actually cares and pays attention to their efforts.

Meeting in person can also help align visions and goals more easily. Webcams can convey only a limited view; when you can get together in person, the process is much simpler.

Moreover, some people may feel more comfortable voicing concerns with you in person. If that happens, make sure you have an open ear. Don’t just listen; set processes in motion to address those concerns and make their workplace safer and more comfortable.

Manage Remote Construction Projects Efficiently

As you can see, remote construction project management can be handled successfully with the right processes and by leveraging technology. Take some time to experiment with different programs and once you figure out what works for your team, stick with it.

Working remotely already comes with its own unique set of hurdles, and you don’t want to further complicate things by swapping tech halfway. Get it right in the beginning, and you’ll see your project move along smoothly in the future. And don’t forget: one of the most important things is to have open communication and transparency.

Need help with your remote construction team? Then get in touch with us now.

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