Page 314 - Urban Construction Project Management

268 Chapter Fourteen
perform the actual layout and detailing of the construction work of the project, and
be approved by the design team. Exhibit 14-3 contains a sample shop-drawing log.
8. Project schedule—The project schedule will detail the sequence of activities and
events that are required to construct the project. The progress of the project against
the original schedule and contractual requirements is important to the success of
the project (see Chapter 15).
9. Project budget and committed cost—The project budget establishes the baseline of
cost for each unique trade to construct the project. The committed cost report tracks
the costs as committed against the baseline budget to measure variances in the
budget versus actual costs (see Chapter 17).
10. Anticipated project cost—The anticipated cost report tracks the projection of the
overall cost of the project through its completion, taking into account committed
costs, pending change orders, claims, and other costs to complete the project (see
Chapter 17).
11. Approved change orders—The approved change order log details the change
orders that have been reviewed and approved by the owner for work to be incor-
porated into the project (see Chapter 17).
12. Pending change orders—The pending change order log tracks the change orders
that have been submitted and are under review or change orders that may be sub-
mitted for review and approval (see Chapter 17).
13. Safety meetings—Safety meetings address the safety concerns and issues for the
project. Safety meetings are usually held weekly to keep everyone aware of safety
concerns, accidents, and accident prevention (see Chapter 5).
14. Coordination meetings—coordination meetings are held between the construc-
tion manager and the subcontractors to coordinate the installation of work into
the overall project, within the space limitations and clearances allowed (see
Chapter 13).
15. Tool box meetings—Tool box meetings are an extension of the project safety meet-
ing between the foreman and the workers for each trade performing their special-
ized work (see Chapter 5 and Chapter 13).
16. Subcontractor meetings—The CM usually schedules a meeting with all sub-
contractors working on the project to review the status of their firm’s unique
work, review problem areas, discuss the work for the following week, and
address overall coordination and management of the trades on the project (see
Chapter 13).
17. Accident reports—The accident report documents an accident that has happened
on the project. The report should capture the pertinent information as to the nature
of the accident and the personnel involved (see Chapter 5).
18. Incident reports—The incident report documents an incident that happened on the
project, such as a demonstration at the work site, a work stoppage, an administra-
tive government visit, or events in the area that have affected work at the job site
(see Chapter 5).
19. Project photographs—Photographs are usually taken on a weekly basis to docu-
ment the progress of the project. Photographs are usually taken of the overall