Project Management

The Vision of the Project Management Group is to deliver world-class construction projects in the electrical construction industry. To us this means delivering projects accurately, efficiently, on schedule and on budget, and with a sensitivity to the needs and concerns of the client and other important stakeholders. In order to deliver world class projects we have started by understanding what world class project delivery means. All of our Project Managers have received Project Management Professional certification training, which is the current ANSI Standard for project delivery. Charles Pickering, the Vice President for Project Management, is a Project Management Professional (PMP) and teaches the PMP Certification Course at various colleges in southeastern Ohio.

The following are components of our Project Management Plan

Project Management Plan

The following is a responsibility chart for our projects. Resources are provided in these various responsibility areas as necessary considering the project requirements.

Project Safety:  Our highest priority is that our projects are delivered safely. Safety is delivered on our projects through a commitment from both our Project Manager, our project Foreman and our Safety Team. Project safety is embedded in our project delivery culture, and is a part of our discussions and practices on all projects. Some project sites warrant full-time safety supervision while other sites are appropriately supported by our staff safety personnel in addition to the attention of our PM and Foreman. For us, Safety is a part of our quality project delivery processes, and is always kept in the forefront of our conversations. Jobsite Hazard Assessment is provided weekly and our Task Safety Analysis is performed on a daily basis either using the client’s forms or our own forms which are bound in our Foreman’s Green Book.

Project Scope Management:  The initial project scope is generally articulated through project construction packages plus clarification issued through the bidding and/or negotiation process. Once a project baseline or construction contract is established, all additional project work added through a Management of Change (MOC) process and documented and agreed upon by the owner’s representative.  Change is inevitable, especially in a fast-tracked project, and our seasoned project and construction team will provide additional value by:

• Integrating with the rest of the project team, proactively looking for interferences or areas which could provide problems in coordination and integration.
• Proactively seeking opportunities to identify and share value-based alternatives and construction techniques.
• Actively manage project documents to assure that the latest contract documents are available to the field construction crew and that our materials requisitions reflect the current project scope changes.

Project Schedule:  This provides coordination among trades, suppliers and the customer’s expectations. Thus the schedule, especially on a fast-tracked project, is a primary driver and very important for coordinated project delivery. Our project team will fully integrate a Work Breakdown Schedule (WBS) and work packages into a schedule which will dovetail with the owner’s own schedule. Opportunities for schedule acceleration will be identified and the costs associated with these various opportunities will be shared. Additional cost associated with project acceleration would be negotiated considering the impact on project productivity and other project constraints. As the project is tracked by our Project Team, industry standard productivity metrics and Earned Value Analysis (EVA) is collected and used to optimize our field performance. This information will be shared with the owner’s Construction Management team. Total scheduled value would reflect both the lump sum portion of the work and the additional scope added through the MOC process.

Project Budget Control:  Change would be introduced to the project through the MOC process controlled by the owner’s Construction Management team. As stated above, the project’s EVA would be tracked and manpower adjusted based upon additional work scope added through the change processes.  The total budget would be tracked which generally comprises both the lump-sum portions of the work and the additional cost portions of the project.

Project Quality: Our overall project quality will be delivered through our Project Quality Management Plan. This includes identifying and executing such processes as:

• Project document control and management
• Project communications management
• Assurance and testing of installed wiring and terminations
• Vendor and materials control to the project site
• Tools and equipment testing and certification
• Understanding of the client’s project intent and assuring the concept of “fitness for use” in our installations.

Project Risk:  in addition to the management of risks associated with Project Safety, which is identified early in the planning phase, other project risk is identified with respect to the project’s schedule, cost and quality. Our Risk Management Plan will identify risk opportunities (both positive and negative) associated with the project and identify risk triggers, responses and owners for these various risk events. These risks shall be actively monitored and controlled through the construction process.

Project Management Field Staff:  Davis Pickering provides qualified Project Managers and Field Personnel in order to properly staff the project and manage the project delivery in a coordinated and efficient manner. Our Project Managers have been trained in the Project Management Institute’s PMP certification methodology and will easily integrate with your engineering and construction project team.Additionally, we have several project support specialists which can be added to our project team on a full-time or part-time basis depending upon the needs of the project. These can include:

• Instrumentation technicians to help organize and integrate project process controls and coordinate system handoff packages.
• Safety specialists to actively monitor our construction and support the construction efforts of other project trades. 
• Project quality control—provide project document control, assemble turnover packages, communicate turnover progress, inspect and test completed systems.
• Commissioning support—support the commissioning activities associated with project startup.

Our project Foremen, many of whom have been with our company in excess of 25 years, are considerate and motivated electricians focused on the safe and efficient delivery of electrical construction. They are responsible for project safety implementation at the task level and project quality delivery. They will be providing the coordination for tool and materials receipt and staging on the construction site and for effective and coordinated field work.

Value engineering: Being familiar with all types of projects (including large and fast-tracked projects, and the constraints of tight work environments) we can offer value-based cost savings and constructability options which would allow for the provision of value to the project and minimize the cost of construction. We would also look for opportunities to provide out-of-sequence work which will accelerate portions of the schedule and minimize future constraints such as trade stacking.The above comprises our high-level Project Management Plan. The following are project highlights of prototypical industrial projects which are under construction or have been completed in the recent past by our project team which have required a high level of project planning, execution and coordination.