Page 31 - Urban Construction Project Management

6 Chapter One

Exhibit 1-5
Item Included
List of bid and
1. Develop the prequalification questionnaire for
award services.
qualification of subcontractors.
2. Develop the final list of bidders.
3. Develop a bid strategy to ensure adequate coverage
of subcontractors.
4. Ensure compliance with special administrative programs.
5. Develop the bid packages.
6. Bid and award long lead items.
7. Assign long lead items to subcontractors when awarded.
8. Develop alternate bid prices to be obtained.
9. Develop unit prices to be obtained.
10. Receive, analyze, and level all bids.
11. Determine the responsive bidder.
12. Make recommendations for award.
13. Develop subcontractors’ contract form.
14. Analyze bids and contract commitments.
15. Recommend any corrective actions if over budget.
16. Ensure compliance with MWBE programs.
17. Obtain unit prices where applicable.
18. Obtain organization chart of key personnel from each
subcontractor.
19. Obtain coordinated schedule from each subcontractor.
20. Obtain schedule of values against the bid for requisitioning.

CONSTRUCTION PHASE ORGANIZATION

During the construction phase of the project, the staff will usually be a combination
of home office and project-specific personnel. The organizational structure will
often be a matrix management structure, with personnel being assigned to the
project from various departments within the organization. The employees in this
instance will have two superiors, the departmental boss to whom they report and the
project executive or project manager to whom they are assigned for the project.
Exhibit 1-6 illustrates the matrix management reporting relationship of an employee
to both the project team and the traditional organizational superior. Matrix organiza-
tions optimizes resource management and ensures that specialized professionals
remain under the umbrella of a functional department head who is responsible for
training, support, and staffing based on the needs of the overall organization and
not just a specific project. A significant downside is that the project manager is
often tasked with responsibility without significant control over key resources for a
project.