Management Of Construction Projects 3rd Edition John Schaufelberger ,Len Holm - Solutions

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Regarding Example 18: (a) Was it fair this scheduler had to work over the holidays? (b) Why do you suppose she jumped in and prepared schedules for scopes out of her discipline? (c) Forty years later, where do you think she is in her career? Hint: She is still in construction.
Our example list of construction leaders is very brief. Whom do you think should be added to a list of design and construction leaders?
Looking back at Figure 18.1 , how do you see the circles overlapping with respect to (a) construction CEO, (b) project engineer, (c) structural engineer, (d) journeyman carpenter, and/or (e)yourself?
Develop an inner-circle diagram similar to Figure 18.2 for (a) project manager, (b) CEO, (c)project engineer, (d) the owner, and/or (e) yourself.
Are you a leader? If not now, what would it take for you to become a leader?
What motivates you as a student? What motivates you as an employee? What do you think motivates your favorite boss?
Of our top 10 leadership traits, which one do you feel should rank first?
Was your favorite boss a manager or a leader or both?
What did you dislike about a former or current boss, and what did you like the most about a former or current boss?
Other than our list of construction leadership myths, what stereotype do you know of?
Of all the “traditional” leadership theories, which one applies to construction leaders the best?
Who is one of your favorite famous political, military, or sports leaders? Why them?
Why do you feel there have been very few books written specific to construction leadership?
Regarding Example 17 discussed in this chapter: (a) Who will ultimately pay for the damaged system? (b) Can the owner force the GC to implement repairs without an approved change order?
Draw a flowchart of the material procurement process starting at the selection of the supplier and ending with receipt of the product warranty.
Assume you were the PM for the construction of a new high school. The school principal has made a warranty claim regarding the failure of a ventilation unit. You have notified the mechanical subcontractor, but the subcontractor has failed to take any action. What action should you take?
Prepare a request for release for retention on the NanoEngineering Building.
Prepare a final and unconditional lien release for Richardson Electrical for the NanoEngineering Building.
Prepare a close-out log for a project. Include at least ten subcontract and supplier categories.
Why is warranty response an important customer service?
Where would you determine which components require warranties that are longer than the one-year required in the general conditions?
From whom should the PM obtain written warranties?
When does the warranty period begin?
Where does the PM obtain the information for the O & M manuals that are submitted to the designer for approval?
What are final and unconditional lien releases?
Who issues a certificate of occupancy?
Who issues the certificate of substantial completion?
Why is substantial completion a significant contractual milestone?
What action should the PM take if he or she believes that some of the punch list items are outside the scope of the contract?
As project manager for NWCC for the NanoEngineering Building, you have been asked to prepare an agenda for the quarterly site meeting of the dispute resolution board. What agenda would you propose?
As project manager for NWCC for the NanoEngineering Building, you are required to nominate a member for the dispute resolution board. What criteria would you use to select an individual to nominate?
Assume you are the project manager for Northwest Construction Company (NWCC) on the NanoEngineering Building and have a dispute with the owner. You and the owner have decided to use mediation to attempt to resolve the dispute. What experience and abilities are you looking for when you select the
How can the partnering techniques discussed in Chapter 6 be used to resolve issues between the contractor and the owner?
Assume a contractor has a contract for the construction of an elementary school. Assume our sample contract applies here. The contractor’s project manager believes the contractor is owed additional time and money because of an owner-caused delay. What procedure should the project manager use in
Why is litigation generally the most expensive of the methods of dispute resolution discussed in this chapter?
What is the discovery process that is used in litigation?
Why do courts typically find in favor of previous DRB recommendations?
What would be the advantages and disadvantages of a single neutral third party to (a) DRB or(b) mediation?
Why do dispute resolution board members make periodic visits to the construction project site?
What is a dispute resolution board? When are its members selected?
What is arbitration, and how is it conducted?
What are the differences between mediation and litigation? What are the similarities?
What is mediation, and how is it conducted?
What are three potential causes of claims on a construction project?
Regarding Example 15: (a) What was the GC PM’s ultimate goal? (b) Do you suppose his delivery of the COPs helped with disposition? (c) Were any of the parties in this example (client, GC, consultant) unethical? (d) What would you have done different if you were any of the three parties?
Assume a COP has $1,000 of added material costs and $1,000 added labor. We included a long list of potential add-ons in the pricing discussion of this chapter. Assume whatever percentage mark-ups you feel are fair for each item. Have them all be cumulative add-ons. What is your total COP value?
Why might contractors not submit formal separate COPs for every $100 issue?
Note the schedule impact, if any.
Prepare a contract change order #3 for the book’s case study project incorporating the change order proposal prepared in Exercise
Prepare a COP with a value greater than $50,000. Include a cover letter that allows the case study project owner to sign and approve. Include all relevant supporting documents such as estimating quantity take-off sheets, pricing recapitulation sheets, subcontractor quotes, sketches, RFIs,
Why might an owner decide to issue a CCD?
What action does a project manager take upon receipt of a CCD?
What is the difference between a change order and a CCD?
How does a change order proposal become a contract change order?
What recourse does a project manager have if the owner denies a change order proposal?
What factors should a project manager consider when analyzing the impact of a proposed change order on a construction project?
How do designer responses to RFIs sometimes result in change orders?
What is the difference between an owner-initiated change order proposal and a contractorinitiated change order proposal?
Why does using owner-furnished equipment on a project sometimes result in change orders?
What are five causes of change orders on a typical construction project?
What is a change order to a construction contract?
Which construction trade is likely to have a higher worker’s compensation base rate:a. steel erector or landscaper?b. drywall installer or roofer?c. carpet installer or high voltage electrician?
What can you tell about a general contractor who has an EMR of 1.8? Or 0.4?
Develop the section of the safety plan for the NanoEngineering Building project that covers the early site preparation phase of the project.
Develop a substance abuse policy letter for the NanoEngineering Building project.
Prepare a job hazard analysis for the construction of the roofing on the NanoEngineering Building project.
What is EMR? How does it affect a contractor’s labor costs?
What type information must be reported to OSHA regarding a construction injury in which a worker broke his or her leg?
What are three objectives of a jobsite accident investigation?
What is a project-specific safety plan? Why is it prepared?
What are safety data sheets? Why are they used on construction sites?
What is a hazardous materials communication program? Why does OSHA require its use?
What are four types of PPE that are commonly used on construction projects?
How are substance abuse programs in the construction industry typically administered?
Why is substance abuse an important safety issue on a construction jobsite?
What are three ways to reduce the risk created by a hazard on a jobsite?
What is the purpose of a job hazard analysis? What three elements are involved in the analysis?
What are four costs that can result from a construction site accident that typically are not covered by insurance?
Why is jobsite safety a significant project management issue?
What is OSHA’s role in safety management on construction sites?
What are the four prime causes of injuries on construction projects?
List five examples each of active and passive quality control.
How will the situation described in Example 13.1 be resolved contractually?
What are two mock-ups the general contractor should require subcontractors to construct for the NanoEngineering Building?
What QC organization do you recommend the contractor use on the NanoEngineering Building?
What is a pre-final inspection, and when is it conducted?
What is the purpose of an initial inspection?
What is the purpose of a preparatory inspection?
Why are materials that are stored on site periodically inspected?
Why should subcontractors not be allowed to build over work that was improperly done by a previous subcontractor?
Why should QC inspectors be involved in the submittal process?
What are mock-ups, and why are they used?
Why are project-specific QC plans needed? Why are generic QC plans not acceptable?
What four processes are used in managing quality on a construction project?
What is the primary objective of active quality management programs?
Other than the examples listed earlier, what three typical assemblies or systems would warrant development of a foreman’s work package?
Regarding Example 12 included in this chapter, explain (a) how the idea of spending extra money on overtime or a second shift can save cost and time as proposed, (b) what insurance and safety reasons is the GC concerned about, and (c) what inefficiencies the painter might encounter if they worked
Referring to Figures 12.4 and 12.5 earned value curves, if each of these work packages proceeds at the same trend, when will they complete, and what will be the final hours over or under budget?
Prepare additional earned value curves starting with the footing work package example presented earlier in the chapter. Draw a curve where the foreman is over budget and behind schedule and another where the team is on budget and ahead of schedule. Prepare a narrative explaining why these
Based upon the work-packages developed, forecast the remaining hours needed and calculate the total over- or under-run this system will achieve. List out what possible reasons the over- or under-runs could be occurring and what corrective actions could be taken. If all continues on this same trend

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Management Of Construction Projects 3rd Edition John Schaufelberger ,Len Holm - Solutions

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