1

Electrical Project Management

15 PDH
Professional Development Hours (PDH) or
Continuing Education Hours (CE)
Online PDH or CE course

FDA, Inc.
 2

Electrical Project Management: Navigating Complexity with

Precision
Introduction

Electrical project management is a specialized field that combines the principles of project
management with the technical knowledge of electrical systems. It involves planning, executing,
and overseeing projects related to electrical infrastructure, ensuring they are completed on time,
within budget, and to the required standards. The complexity and critical nature of electrical
projects necessitate a meticulous approach to management, integrating various disciplines and
ensuring coordination among diverse stakeholders.

Key Components of Electrical Project Management

1. Project Planning and Initiation

o Feasibility Studies: Assessing the technical and financial viability of the project.
This includes evaluating the site, existing electrical systems, and potential
challenges.
o Scope Definition: Clearly outlining the project's objectives, deliverables, and
boundaries. This stage involves detailed documentation to prevent scope creep
and ensure all stakeholders have a shared understanding of the project goals.
2. Design and Engineering
o System Design: Creating detailed blueprints and specifications for the electrical
systems. This includes load calculations, selecting appropriate equipment, and
ensuring compliance with relevant codes and standards, such as the National
Electrical Code (NEC).
o Engineering Analysis: Conducting simulations and analyses to predict system
performance and identify potential issues. This stage may involve power flow
analysis, fault analysis, and thermal analysis to ensure the system's reliability and
safety.
3. Project Execution
o Resource Allocation: Managing the deployment of personnel, equipment, and
materials. This involves scheduling, procurement, and logistics to ensure that
resources are available when needed.
o Construction and Installation: Overseeing the actual construction and
installation of electrical systems. This requires close coordination with
contractors, adherence to safety protocols, and regular inspections to ensure
quality.
4. Monitoring and Control
o Progress Tracking: Using project management tools to monitor progress against
the project schedule. This includes regular status meetings, progress reports, and
milestone reviews.

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 3

o Quality Control: Implementing quality assurance processes to ensure that all

work meets the required standards. This involves inspections, testing, and
commissioning of electrical systems to verify their performance.
5. Project Closeout
o Final Inspections and Testing: Conducting comprehensive inspections and tests
to ensure the system operates as intended. This includes functional testing, load
testing, and safety checks.
o Documentation and Handover: Compiling all project documentation, including
as-built drawings, test reports, and operation manuals. This information is handed
over to the client or facility operators to ensure they can maintain and operate the
system effectively.

Challenges in Electrical Project Management

1. Technical Complexity
o Electrical projects often involve intricate designs and sophisticated technology.
Managing these complexities requires a deep understanding of electrical
engineering principles and the ability to solve technical problems efficiently.
2. Regulatory Compliance
o Adherence to codes and standards, such as the NEC, is crucial in electrical
projects. Navigating these regulations and ensuring compliance can be
challenging, particularly in regions with stringent and varying requirements.
3. Coordination and Communication
o Electrical projects involve multiple stakeholders, including engineers, contractors,
suppliers, and clients. Effective communication and coordination among these
parties are essential to prevent misunderstandings, delays, and cost overruns.
4. Risk Management
o Identifying and mitigating risks is a critical aspect of project management.
Electrical projects are susceptible to various risks, including technical failures,
safety hazards, and financial uncertainties. Proactive risk management strategies
are necessary to address these challenges.

Conclusion

Electrical project management is a multifaceted discipline that requires a blend of technical

expertise, strategic planning, and effective communication. By meticulously planning and
executing each phase of the project, electrical project managers ensure that electrical systems are
delivered on time, within budget, and to the highest standards of quality and safety. As
technology advances and the demand for reliable electrical infrastructure grows, the role of
skilled electrical project managers becomes increasingly vital in navigating the complexities of
modern electrical projects.

In the following article we look deeper into this training course.

FDA, Inc.
 ELECTRI International—The Foundation for Electrical Construction, Inc.

productivity enhancement

Electrical Project
Management Process
Implementation Manual

Illinois Institute of Technology

University of Texas at Austin
Cindy L. Menches, Ph.D., P.E.
Ziad Bou Nasr, M.S.
Ariadna Diaz-Aguilo, M.S.
Aurelien Rigart, M.S.
ELECTRI International
The Foundation for Electrical Construction, Inc.

Electrical Project
Management Process
Implementation Manual

Illinois Institute of Technology

University of Texas at Austin
Cindy L. Menches, Ph.D., P.E.
Ziad Bou Nasr, M.S.
Ariadna Diaz-Aguilo, M.S.
Aurelien Rigart, M.S.
 ELECTRI Council
ELECTRI International—The Foundation for Electrical Construction, Inc.
As of May 2010

PRESIDENT’S COUNSEL Robert E. Doran III*

$1,000,000 or more Capital Electric Construction, Kansas,
Hugh D. “Buz” Allison In memory of Robert E. Doran, Jr.
Hugh D. ‘Buz’ and Irene E. ‘Betty’ Allison Trust, , Washington Jerrold H. Nixon, d. ELECTRI Council 1995–2009
Richard W. McBride* Eric F. Nixon
The Richard W. and Darlene Y. McBride Trust, California Maron Electric Co., Illinois
Albert G. Wendt*
NECA Chapters and Affiliates
Cannon & Wendt Electric Company
Al and Margaret Wendt Trust, Arizona Chicago & Cook County
New York City*
National Electrical Contractors Association* Northeastern Illinois
Square D/Schneider Electric Northern Indiana
Southeastern Michigan*
PROGRAM GUARANTOR Western Pennsylvania
$500,000 or more
Manufacturers
McCormick Systems
The Okonite Company Eaton Electrical
Maxwell Systems
AMBASSADOR
$450,000 or more GOVERNORS
$150,000 or more
Electrical Contractors Trust of Alameda County
Contractors
DIPLOMAT Arthur Ashley
$350,000 or more Ferndale Electric Co., Michigan
Contractors Brian Christopher
Timothy McBride Oregon City, Oregon
Southern Contracting Company, California Larry Cogburn
Ron Cogburn
Cogburn Bros. Electric, Inc., Florida
NECA Chapters and Affiliates
Rex A. Ferry
Boston Chapter, NECA
Valley Electrical Consolidated, Inc., Ohio
San Diego County Chapter, NECA
Clyde Jones
Manufacturers Center Line Electric, Inc., Michigan
Accubid Systems Michael Lindheim*
The Lindheim Family, California
REGENTS Walter T. Parkes*
$250,000 or more O’Connell Electric Co, New York
Contractors Robert L. Pfeil, d.
H.E. “Buck” Autrey* ELECTRI Council 1991-2007
Ron Autrey Richard R. Pieper, Sr.*
Miller Electric Co., Florida PPC Partners, Inc., Wisconsin
John R. Colson James A. Ranck
Houston, Texas J. Ranck Electric, Inc., Michigan
Stephen J. Reiten
* denotes founding member of ELECTRI’21 COUNCIL (1989–1990) M. J. Electric, LLC., Michigan

iii
 electri Council

Dan Walsh Gene W. Dennis

United Electric Co., Inc., Kentucky Universal Systems, Michigan
Robert DiFazio
NECA Chapters and Affiliates DiFazio Electric, Inc., New York
Cascade William T. Divane, Jr.
Illinois* Divane Bros. Electric Co., Illinois, In memory of William T. Di-
Kansas City vane, Sr. and Daniel J. Divane III
Los Angeles County
Northeastern Line Constructors Robert Egizii
Northern New Jersey EEI Holding Corporation, Illinois
Oregon-Columbia Randy Fehlman*
Oregon Pacific-Cascade Gregg Electric, Inc., California
Puget Sound
John S. Frantz
Santa Clara Valley
South Texas Sidney Electric Company, Ohio
Bradley S. Giles
Manufacturers and Distributors Giles Electric Company, Inc., Florida
Thomas & Betts Corporation Darrell Gossett
Panduit Corporation ERMCO, Indiana
Frank Gurtz
FOUNDERS Gurtz Electric Company, Illinois, In honor of Gerald Gurtz
$100,000 or more
John F. Hahn, Jr.*
Contractors Peter D. Furness Electric Co., Delaware
Carlos Anastas Michael Hanson
ARS Proyectos, Mexico Hunt Electric Corporation, Minnesota
Ted C. Anton Michael J. Holmes
Newkirk Electric Associates, Inc., Michigan Holmes Electric Company. Washington
Ted N. Baker Eddie E. Horton
Baker Electric, Inc., California Dallas, Texas
Matthew Blackburn Mark A. Huston
Lighthouse Electrical Group, Washington Lone Star Electric, Texas
D. R. “Rod” Borden, Jr.* Brian Imsand*
Tri-City Electric Co., Inc., Florida Dillard Smith Construction Company, Tennessee
Daniel Bozick Thomas G. Ispas
Daniel’s Electrical Construction Company, Inc., California
Daniel’s Electrical Construction Company, Inc., California
Scott Bringmann Nazeeh A. Kiblawi
Alcan Electrical & Engineering, Inc., Alaska Truland Systems Corporation, Virginia
Larry Brookshire* Max N. Landon
Fisk Acquisition, Inc., Texas McCoy Electric, Oregon
Jay H. Bruce Donald W. Leslie, Sr.
Bruce & Merrilees Electric Co., Pennsylvania Johnson Electrical Construction Corporation, New York
Richard L. Burns*
Richard J. Martin*
Burns Electric Company, Inc., New York
Motor City Electric Co., Michigan
Lawrence H. Clennon
Roy C. Martin
Clennon Electric, Inc., Illinois
Triangle Electric, Michigan
Ben Cook
Edward C. Mattox
Ben and Jolene Cook, Brownwood, Texas
Inland Electric Corporation, Illinois
Michael G. Curran
Michael Mazzeo
Red Top Electric Company Emeryville, Inc., California, In honor of
Michael Mazzeo Electric Corp., New York
George T. and Mary K. Curran
James C. Mc Atee
Ben D’Alessandro
Electric Power Equipment Company, Ohio
L.K. Comstock & Co., Inc. New York

iv
 electri Council

Kevin McKosky Brad Weir

Coastal Electric Construction, New York Kelso-Burnett Company, Illinois
Edward T. McPhee, Jr. Jack W. Welborn
McPhee, Ltd., Connecticut Electrical Corporation of America, Missouri
Todd A Mikec David A. Witz
Lighthouse Electric Company, Inc., Pennsylvania Continental Electrical Construction Co., Illinois
James B. Morgan, Sr. Robert M. Zahn
Harrington Electric Co., Ohio Chewning & Wilmer, Virginia
Harvey Morrison
Pritchard Electric Co., West Virginia NECA Chapters and Affiliates
Joel Moryn AMERIC Foundation (Mexico)
Parsons Electric Company, Minnesota American Line Builders
Arizona
Skip Perley
Atlanta
TEC-Corp/Thompson Electric Co., Iowa
Canadian Electrical Contractors Association
In memory of Alfred C. Thompson
Central Indiana
David Pinter Central Ohio
Zwicker Electric Company, Inc., New York Eastern Illinois
Carl J. Privitera, Sr. Electrical Contractors Trust of Solano & Napa Counties
Mark One Electric Company, Inc., Missouri Greater Cleveland
Greater Sacramento
Dennis Quebe Greater Toronto Electrical Contractors Association
Chapel Electric Company, Ohio Long Island
Sonja Rheaume Michigan
Christenson Electric, Inc., Oregon Milwaukee
Julia G. Rogers Minneapolis
Walker Seal Companies, Virginia, In honor of Michael H. Walker Missouri Valley Line Constructors
and Frank W. Seal North Central Ohio
North Florida
Franklin D. Russell North Texas
Bagby & Russell Electric Co., Alabama, In memory of Northern California
Robert L. Russell Penn-Del-Jersey
Tim Russell San Francisco
R.W. Leet Electric, Inc., Michigan South Florida
Frederic B. Sargent Southeastern Line Constructors
UNCE (Union Nacional de Constructores Electromecanicos,
Sargent Electric Co., Pennsylvania
A.C.) Mexico
Rocky Sharp Washington, D.C.
Carl T. Madsen, Inc., Washington West Virginia-Ohio Valley
Travis A Smith Western Line Constructors
Jordan-Smith Electric, West Virginia
Manufacturers and Distributors
Herbert P. Spiegel
A tribute in memory of Flora Spiegel, Corona Industrial Advance/Philips Electronics
Electric, California Crescent Electric Supply Company
Graybar
Greg E. Stewart Greenlee/A Textron Company
Superior Group, A Division of Electrical Specialists, Ohio Lutron Electronics Co., Inc.
Jeff Thiede Milwaukee Electric Tool Corporation
Oregon Electric Construction, Oregon Ruud Lighting
Ronald J. Toomer Thomas Industries
Toomer Electrical Co., Inc., Louisiana
Other Partners
Robert J. Turner II MCA, Inc.
Turner Electric Service, Inc., Michigan Oles Morrison Rinker & Baker LLP
Angelo Veanes San Diego Gas & Electric
Ferguson Electric Construction Co., New York

v
Acknowledgements
The research team would like to acknowledge the contributions of the ELECTRI
Council members and staff who contributed to this project, and ELECTRI International
for providing financial support. Significant guidance was provided by the project’s Task
Force, made up of the following individuals:

Orvil Anthony Tim McBride

Fisk Electric Southern Contracting Company
Jeffrey Barber Kevin McKosky
Valley Electrical Consolidated Coastal Electric
Jay Bruce Jeff Miller
Bruce and Merrilees Electric Panduit Corporation
Jim DiLullo Dennis Quebe
Dynalectric Company Chapel Electric Company
Todd Finnegan James Smith
Walker-Seal Company Jordan Smith Electric
Thomas Kyle Greg Stewart
Kyle Electric The Superior Group
Tony Maloney
Koontz-Wagner Electric

The research team extends a special thanks to following individuals who provided
samples and examples for this manual:

Kenneth Bauwens Daniel J. Divane IV

Jamerson and Bauwens Divane Brothers Electric Company
Frank Gurtz
Gurtz Electric Company

This ELECTRI International research project has been conducted under the auspices of
the research center.
©2010 ELECTRI International – The Foundation for Electrical Construction, Inc. All
Rights Reserved.
The material in this publication is copyright protected and may not be reproduced
without permission of ELECTRI International.

vi
Table of Contents
Executive Summary................................................................................................. x

SECTION 1 – Introduction to the Implementation Manual

1. Introduction.......................................................................................................1
1.1 How the Project Management Process was Developed ........................................ 1
1.2 Purpose of this Implementation Manual ............................................................ 2

2. User’s Guide to the Implementation Manual ......................................................3

2.1 How to Use the Project Management Process .................................................... 3
2.2 Other Related Documents .............................................................................. 4
2.3 Organization of the Manual ............................................................................. 4

SECTION 2 – The Electrical Project Management Process

3. Overview of the Project Management Process ...................................................5
3.1 Definition of Project Management .................................................................... 5
3.2 Electrical Project Management Process ............................................................. 5
3.3 Strategies for Successful Implementation ......................................................... 6
3.4 Expected Benefit ........................................................................................... 6

4. Project Management Activities .........................................................................10

4.1 Introduction to Project Management Activities ................................................. 10
4.2 Mobilization ................................................................................................ 17
4.3 Coordination ............................................................................................... 24
4.4 Documentation Management......................................................................... 28
4.5 Communication ........................................................................................... 51
4.6 Scheduling.................................................................................................. 56
4.7 Scope & Change Control ............................................................................... 63
4.8 Cost Control & Billing ................................................................................... 73
4.9 Subcontractor Management .......................................................................... 82
4.10 Materials Management ................................................................................. 91
4.11 Tools Management..................................................................................... 102
4.12 Labor Management .................................................................................... 107
4.13 Safety Management ................................................................................... 114
4.14 Quality Control .......................................................................................... 124
4.15 Project Closeout ........................................................................................ 132

SECTION 3 – Best Practices and Success Factors

5. Project Management Best Practices ...............................................................121
5.1 Introduction to Project Management Best Practices ........................................ 121
5.3 The Ten Best Project Management Practices.................................................. 121

6. Reasons for Successful or Less-than-Successful Performance .......................129

6.1 Introduction to the Performance Reasons ..................................................... 129

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TABLES
Table 4.1 Checklist of Project Management Activities .............................................. 12
Table 4.2 Mobilization Activities Checklist .............................................................. 20
Table 4.3 Coordination Activities Checklist............................................................. 25
Table 4.4 Documentation Management Activities Checklist ...................................... 34
Table 4.5 Communication Activities Checklist......................................................... 54
Table 4.6 Scheduling Process Activities Checklist.................................................... 60
Table 4.7 Scope & Change Control Activities Checklist ............................................ 67
Table 4.8 Cost Control & Billing Activities Checklist ................................................. 77
Table 4.9 Subcontractors Management Activities Checklist ...................................... 86
Table 4.10 Materials Management Activities Checklist ............................................... 96
Table 4.11 Tools Management Activities Checklist .................................................. 104
Table 4.12 Labor Management Activities Checklist.................................................. 109
Table 4.13 Safety Management Activities Checklist................................................. 117
Table 4.14 Quality Management Activities Checklist................................................ 126
Table 4.15 Project Closeout Activities Checklist...................................................... 135

FIGURES
Figure 3.1 Overview of the Model Electrical Project Management Process ..................... 7
Figure 3.2 The Effectiveness of Management Versus the Performance Measurement
Index.................................................................................................... 9
Figure 4.1 Site Existing Conditions Checklist ........................................................... 23
Figure 4.2 Master Project Information Sheet ........................................................... 26
Figure 4.3 Kickoff Meeting Agenda......................................................................... 27
Figure 4.4 File System Checklist ............................................................................ 37
Figure 4.5 Standard Request for Information Procedure ........................................... 38
Figure 4.6 Standard Request for Information Log .................................................... 39
Figure 4.7 Request for Information Form ................................................................ 40
Figure 4.8 Standard Submittal Log ........................................................................ 41
Figure 4.9 Standard Submittal Procedure ............................................................... 42
Figure 4.10 Submittal Transmittal Form ................................................................... 43
Figure 4.11 Standard Change Order Procedure ......................................................... 44
Figure 4.12 Change Order Log ................................................................................ 46
Figure 4.13 Change Order Proposal ......................................................................... 47
Figure 4.14 Meeting Minutes Form........................................................................... 48
Figure 4.15 Daily Report Form ................................................................................ 49
Figure 4.16 Monthly Report Form ............................................................................ 50
Figure 4.17 Project Meeting Agenda ........................................................................ 55
Figure 4.18 Scope & Schedule Review Items ............................................................ 70
Figure 4.19 Sample List of Vendors and Suppliers ..................................................... 72
Figure 4.20 Earned Value Progress Measurement Diagram ......................................... 75
Figure 4.21 Budget Breakdown and Tracking Spreadsheet.......................................... 79
Figure 4.22 Earned Value Spreadsheet..................................................................... 80
Figure 4.23 Company Schedule of Values ................................................................. 81
Figure 4.24 Sample References Check Form ............................................................. 89
Figure 4.25 Project Inspection Report ...................................................................... 90

viii
Figure 4.26 Subcontractor/Supplier/Vendor Comparison Spreadsheet .......................... 99
Figure 4.27 Subcontractor/Supplier/Vendor Ranking Form........................................ 100
Figure 4.28 Sample Purchase Order Form .............................................................. 101
Figure 4.29 Sample Tool Log ................................................................................ 105
Figure 4.30 Tool Tracking System ......................................................................... 106
Figure 4.31 Sample Progress Report ...................................................................... 110
Figure 4.32 Sample Time Card .............................................................................. 111
Figure 4.33 Weekly Quantity Report ...................................................................... 112
Figure 4.34 Weekly Labor Cost Report ................................................................... 113
Figure 4.35 Sample Safety Policy Outline ............................................................... 118
Figure 4.36 Safety Meeting Report Form ................................................................ 120
Figure 4.37 Sample Accident Report Form .............................................................. 121
Figure 4.38 Sample Safety Inspection Procedures ................................................... 122
Figure 4.39 Jobsite Safety Inspection Report .......................................................... 123
Figure 4.40 Example Quality Requirements Checklist ............................................... 127
Figure 4.41 Report on Quality Verification .............................................................. 130
Figure 4.42 Example Pre-Punchlist ........................................................................ 131
Figure 4.43 Final Punch List Elements Form ............................................................ 137

ix
Executive Summary
In 2007, ELECTRI International – The Foundation for Electrical Construction,
the research arm of the National Electrical Contractors Association (NECA), funded a
research project to develop a model electrical project management process that could be
used by NECA members to improve their management practices. The study critically
evaluated the relationship between project management and project performance. As
part of the research process, in-depth project-specific information was collected on the
management effort and project outcome for several “successful” and “less-than-
successful” projects. This data collection effort culminated in a detailed analysis of the
project management practices of these two groups to identify clear differences between
“successful” and “less-than-successful” projects. Ultimately, 25 randomly-selected
companies from 12 states agreed to participate in an interview for the research project.
Data was collected on 50 “successful” and “less-than-successful” projects.
The management activities that were performed on the successful projects were
used to develop the model Electrical Project Management Process. The model process
was fashioned after those projects that performed good management and achieved a
successful outcome. As such, the model management process incorporated the best
management practices in the electrical construction industry. The management
processes of the successful and less-than-successful projects were compared to the
model process, and, ultimately, it was discovered that those projects that implemented
processes that more closely matched the model resulted in more successful performance.

Project Management Effectiveness and Outcomes

The results of the study revealed that projects that received more effective project
management were also more likely to achieve successful outcomes. “Success” was
defined by electrical construction contractors as:
1. The project was profitable
2. The customer was satisfied
3. The project resulted in repeat business
4. The project resulted in good working relationships between the electrical
contractor, the general contractor, and the owner
5. The worksite was safe and there were no accidents
6. The project was completed on time
7. The workers took pride in the completed project

x
 8. There was good communication and cooperation between the electrical
contractor, the general contractor, and the owner
9. The quality of the work was excellent
10. The project achieved its budget goal
By examining several well-managed projects, 81 activities that occurred during
the project management stage were identified. These 81 activities were further divided
into fourteen categories of project management activities, including: (1) mobilization,
(2) coordination, (3) documentation management, (4) communication, (5) scheduling,
(6) scope & change control, (7) cost control & billing, (8) subcontractor management,
(9) materials management, (10) tools management, (11) labor management, (12) safety
management, (13) quality control, and (14) project closeout.

Practical Application
The research resulted in the creation of the model electrical project management
process that is designed to complement the model electrical pre-construction planning
process. Both processes were modeled after several of the most successful electrical
construction projects in the industry. Contractors should implement both processes so
that during pre-construction planning, the systems are set up to manage the project
once it has been executed. After execution, the model electrical project management
process serves as a constant reminder of the tasks that need to be performed to increase
the likelihood of achieving a successful project outcome. A significant number of
checklists and examples have been provided in this implementation guide so that users
can refer to the checklists frequently to ensure all tasks are being completed.
A list of factors that impacted the success and relative lack of success on several
projects has been provided to serve as a reminder of the other influences that can be a
benefit or barrier to successful project performance. Hence, in addition to implementing
standardized planning and management processes, contractors should become aware of
other factors that can positively or negatively influence performance.

xi
Section 1: Introduction to the Implementation Manual

1. Introduction

Electrical construction contractors continue to be faced with the challenge of

improving productivity in order to remain successful in an increasingly competitive
industry. As a result, many contractors are searching for new ways to increase their
productivity and decrease their costs in order to gain or maintain market share.
While there may not be a single measure of productivity, it is generally
acknowledged that increased project and company efficiency are key components of
enhanced profitability. Indeed, the competitive nature of the construction industry has
motivated many contractors to search for ways to improve efficiency by increasing their
quality and decreasing their costs in order to strengthen their market share. As a result,
contractors are turning to “better planning” and “better project management” as a
method for improving their efficiency and, consequently, increasing their profitability.
In fact, a consensus exists in the construction industry that more formalized pre-
construction planning and project management is necessary to remain successful in an
increasingly competitive industry.

1.1 How the Project Management Process was Developed

In 2003, The Foundation for Electrical Construction (ELECTRI International),
the research arm of the National Electrical Contractors Association (NECA), funded a
research project to develop a model pre-construction planning process that could be
used by NECA members to improve their planning practices. The study critically
evaluated the relationship between pre-construction planning and project performance.
In 2007, a follow-on study was conducted to develop a model project management
process that would complement the model pre-construction planning process to
produce a comprehensive project success strategy that pairs planning with management
to achieve significantly better performance.
As part of the research process, in-depth project-specific information was
collected on the planning and management effort and project outcome for several
“successful” and “less-than-successful” projects. This data collection effort culminated
in a detailed analysis of the planning and project management practices of these two
groups to identify clear differences between “successful” and “less-than-successful”
projects. Ultimately, 25 randomly-selected companies from 12 states agreed to
participate in an interview for the research project. Data was collected on 50
“successful” and “less-than-successful” projects.

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ELECTRICAL PROJECT MANAGEMENT PROCESS IMPLEMENTATION MANUAL

The management activities that were performed on the successful projects were
used to develop the model Electrical Project Management Process. The model process
was fashioned after those projects that performed good management and achieved a
successful outcome. As such, the model management process incorporated the best
management practices in the electrical construction industry.
The management processes of the successful and less-than-successful projects
were compared to the model process, and, ultimately, it was discovered that those
projects that implemented management processes that more closely matched the model
resulted in more successful performance (see Figure 3.2 at the end of Chapter 3).

1.2 Purpose of this Implementation Manual

This implementation manual presents the Electrical Project Management Process
and provides guidance on:
 which management activities have been effective at improving project
performance
 who should be involved at each stage of project management
 how to successfully implement a project management process
 what are the expected benefits of proper project management
 how can project planning and project management be aligned to achieved
overall better performance
The Electrical Project Management Process along with the Electrical Pre-
Construction Process can, and should, be used on all projects regardless of size or type
of construction. However, both processes should be tailored to the unique
characteristics of each project, including complexity, duration, and sheer volume of
work.

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ELECTRICAL PROJECT MANAGEMENT PROCESS IMPLEMENTATION MANUAL

2. User’s Guide to the Implementation Manual

The purpose of this implementation manual is to present the Electrical Project

Management Process and its associated management activities. The process is
presented in a graphical flow-chart format to illustrate the interrelationship between
management activities.
The process organizes 81 project management activities into a framework that
represent key management stages, such as documentation management, scheduling,
and safety management, to name a few. Each management stage will be presented and
discussed in this manual, and each activity will have a set of implementation guidelines
to assist with performing the activity. The process can be implemented fully or partially
to accommodate each company’s unique project planning situation.

2.1 How to Use the Project Management Process

The Electrical Project Management Process targets three primary audiences:
1. Companies that do not currently have a formal project management process
and who want to adopt the model process
2. Companies that have a semiformal project management process and who
want to modify their process to be aligned with the model process
3. Companies that already have a formal project management process and who
want to verify and adjust their process based on the information provided in
this manual
The project management process is presented in a flow chart that identifies an
approximate sequence of activities. However, several activities may occur concurrently
unless completion of one activity is dependent on the completion of a preceding activity.
The flow chart is supported by a set of implementation guidelines and checklists that
guide the Project Manager through the project management process.

2.1.1 Development of a Project Management Binder

It is strongly recommended that the Project Manager develop a Project
Management Binder that will contain all of the products that will be needed for the
management process. This binder can then be referenced throughout the execution
processes. The binder should be divided into the fifteen categories of management, as
described in Chapter 3, and nearly every category of management will have one or more
products that can be added to the binder. If a Pre-Construction Planning (PCP) Binder
has been developed, then many of the products from the PCP Binder can be inserted
into the Project Management Binder. For example, a team member contact sheet,

3
ELECTRICAL PROJECT MANAGEMENT PROCESS IMPLEMENTATION MANUAL

written standard request for information (RFI) process, schedule of values (SOV), bar
chart schedule, and numerous other items can be transferred from the planning stage to
the management stage. As the Project Manager executes the work, items from planning
(such as the schedule) can be updated and inserted into the binder. The plans and
management products should be updated, as necessary, during the construction
management process.

2.2 Other Related Documents

Other documents associated with the Electrical Project Management Process
include the Electrical Pre-Construction Planning Process, which was completed as part
of an earlier research project. Also, an Alignment Study (Section 3) has been developed
to aid contractors in identifying the related activities in the planning and management
processes and shows the relationship between planning, management and project
performance whereby effective planning combined with effective project management
contribute to significantly better performance.
Furthermore, a set of management “Best Practices” and reasons for successful
performance were produced and are also compiled in Section 3.

2.3 Organization of the Manual

Chapter 3 presents an overview of the Electrical Project Management Process,
including relevant definitions, team member involvement, and guidelines for successful
implementation.
Chapter 4 identifies the project management activities. Each set of activities has
associated with it a brief instruction sheet that describes the following:
 Definition of the activity group
 What activities should be performed
 Instructions on how to implement the activity, with relevant examples
Tools that support the management activities, including checklists, tables, charts,
and forms, are also included. Chapter 5 discusses the electrical project management best
practices, while Chapter 6 presents other reasons for successful and less-than-successful
performance.

4
Section 2: The Electrical Project Management Process

3. Overview of the Project Management

Process

Recent research has resulted in the development of a “model” management

process that has been used by some of the most successful recent projects in the
electrical construction industry. In fact, those projects that used a management process
similar to the “model” management process tended to perform more successfully – they
achieved an average gross annual profit margin of 27% as compared to projects that
were poorly managed and achieved an average loss margin of only 6%. Furthermore,
projects that were well managed tended to perform above average on profitability,
budget achievement, schedule achievement, and labor productivity. Section 3.4.1
presents more detailed information on the relationship between management and
project performance. This chapter presents an overview of the Electrical Project
Management Process, and the next chapter addresses each of the categories of the
process and their associated activities.

3.1 Definition of Project Management

Project Management is the process used to manage activities that are performed
to ensure a project remains on schedule, within budget, and maintains a safe work
environment following execution of the work. In general, project management begins
with mobilization and ends shortly after project closeout. Hence, this manual covers the
management activities that are performed during the execution phase of a project.
The model electrical project management process includes 81 activities. The
activities have been statistically linked to more successful project outcomes. As a result,
the successful completion of these 81 management activities will help a project team to
efficiently execute a construction project.

3.2 Electrical Project Management Process

Figures 3.1 presents the model electrical project management process that
resulted from a detailed analysis of the management processes used on successful
projects. The Project Management Process consists of fourteen categories and 81
activities. These categories of activities will be identified in the next few paragraphs and
discussed in greater detail in Chapter 4.

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ELECTRICAL PROJECT MANAGEMENT PROCESS IMPLEMENTATION MANUAL

3.3 Strategies for Successful Implementation

Provided below are several strategies for successfully implementing a standardize
project management process on all electrical projects.
 Top managers must reinforce their commitment to a standardized
management process and must ensure proper management is performed on
every project.
 The model management process should be tailored to each project based on
the characteristics of a project. For example, a small project might spend only
five minutes on some of the activities, whereas a large project might spend
several hours or days on the same activities.
 A system for tracking the success on projects that are well-managed and
followed the model management process will demonstrate the benefits of
implementing a standardized management process.
 In addition to implementing the model management process, consider
implementing a “double-check” system, where the supervisor double checks the
management that was performed by the project manager. This will ensure
management standardized project management process is used consistently
across the company.
 Lessons learned and a feedback loop will be an essential part of your
standardized management process. Project Managers and field supervisors
should share management practices that worked well or did not work well.

3.4 Expected Benefit

The results of the study sponsored by ELECTRI International revealed that
projects that received more effective project management were also more likely to
achieve successful outcomes. “Success” was defined by contractors as:
1. The project was profitable
2. The customer was satisfied
3. The project resulted in repeat business
4. The project resulted in good working relationships between the electrical
contractor, the general contractor, and the owner
5. The worksite was safe and there were no accidents
6. The project was completed on time
7. The workers took pride in the completed project

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ELECTRICAL PROJECT MANAGEMENT PROCESS IMPLEMENTATION MANUAL

FIGURE 3.1: Overview of the Model Electrical Project Management Process

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ELECTRICAL PROJECT MANAGEMENT PROCESS IMPLEMENTATION MANUAL

8. There was good communication and cooperation between the electrical

contractor, the general contractor, and the owner
9. The quality of the work was excellent
10. The project achieved its budget goal
Consequently, projects that are managed using the project management process
outlined in this technical document can expect to increase their chances of achieving a
successful outcome. However, it must be noted that good management alone will not
guarantee the success of a project. Instead:

Good planning coupled with good project management that takes into
account a project’s specific characteristics will improve the likelihood of
achieving successful project performance.

Hence, good planning should be performed during the pre-construction stage,

and good project management should be applied during the execution stage to maximize
the chances of completing a project successfully.

3.4.1. Relationship Between Management and Performance

Overall, projects that implemented a management process that was similar to the
model management process presented in this technical document tended to outperform
those projects that were poorly managed or whose management process was
significantly different from the model process. Figure 3.2 is a graph that plots the
Management Match Score (where a higher score indicates more effective management)
against the performance measurement index of the 50 surveyed projects. Projects in the
upper right quadrant are those projects that were well-managed and also performed
well, while those projects in the lower left quadrant were not well-managed and did not
perform very well.

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ELECTRICAL PROJECT MANAGEMENT PROCESS IMPLEMENTATION MANUAL

Very few projects that These projects were

were well-managed well-managed and also
performed poorly performed successfully

These projects were not A few projects that

well-managed and did were not well-
not perform successfully managed still
performed fairly well
FIGURE 3.2: The Effectiveness of Management Versus the Performance
Measurement Index

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ELECTRICAL PROJECT MANAGEMENT PROCESS IMPLEMENTATION MANUAL

4. Project Management Activities

4.1 Introduction to the Project Management Activities

Project Management activities are those activities that are performed during the
execution of a project. This chapter discusses those management activities that begin
during mobilization and are completed at end of construction. Performing these
activities will significantly improve the chances that the project will achieve a successful
outcome.

4.1.1 Project Management Categories

By examining several well-managed projects, 81 significant activities that
occurred during the project management stage were identified. These 81 activities were
further divided into fourteen categories of project management activities, including:
1. Mobilization
2. Coordination
3. Documentation Management
4. Communication
5. Scheduling
6. Scope & Change Control
7. Cost Control & Billing
8. Subcontractor Management
9. Materials Management
10. Tools Management
11. Labor Management
12. Safety Management
13. Quality Control
14. Project Closeout
Table 4.1 provides a sample checklist of the 81 activities that make up the
Project Management Process. The activities should be checked off as they are
performed to ensure that all activities are performed during the course of executing the
project.

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ELECTRICAL PROJECT MANAGEMENT PROCESS IMPLEMENTATION MANUAL

4.1.2 Goals of the Project Management Stage

There are three primary goals of the project management process:
1. To completely manage the project in a standardized and efficient manner to
ensure that the tools, materials, equipment, and labor are available to complete
the project on time and within budget
2. To set up the systems that are needed to efficiently manage the project, such as
material purchasing, delivery, and storage; scheduling and tracking; change
management; submittal tracking; and numerous other processes that are
necessary to manage a successful project
3. To execute the job in a successful manner through efficient jobsite management.

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ELECTRICAL PROJECT MANAGEMENT PROCESS IMPLEMENTATION MANUAL

TABLE 4.1: Checklist of Project Management Activities

Project Number: ____________________________________________________

Project Name: ______________________________________________________
Location: __________________________________________________________
Project Manager: ____________________________________________________
Superintendent: _____________________________________________________

PROJECT MANAGEMENT CHECKLIST

COMPLETION
 DATE
ACTIVITY
CATEGORY
ACT.
NO.
ACTIVITY

Setup office trailer in a timely manner and in a

 1
convenient location
Setup storage trailer and lay down area in a
 2
convenient location
Setup a communication system, such as phone
 3
and internet
 Mobilization 4 Secure access to the site
Bring in the labor, tools and materials that are
 5
needed to get started with the work
Walk through the jobsite to evaluate and
 6
document conditions
Make sure the foreman has everything he or
 7
she needs to get started with the work
Attend jobsite meetings and coordinate with
 8
other trades
Coordination
Visit the site regularly to identify issues that
 9
need coordination
 10 Develop and implement a project file system

 11 Implement a documentation control system

Implement an RFI tracking and processing
 12
system
Implement a submittal tracking and processing
 Documenta- 13
system
tion
Implement a change order tracking and
 Management 14
processing system
Keep a record of all schedules and updates,
 15
including delays
Update as-built drawings as portions of the
 16
work get completed
 17 Keep records of meeting minutes

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TABLE 4.1: Checklist of Project Management Activities (continued)

Project Number: ____________________________________________________

PROJECT MANAGEMENT CHECKLIST

COMPLETION
 DATE
ACTIVITY
CATEGORY
ACT.
NO.
ACTIVITY

Implement procedures to communicate

 18 frequently with the foreman, especially to
resolve problems
Implement procedures to communicate
 19
frequently with vendors and subcontractors
Communica-
Implement procedures to communicate
tion
 20 frequently with the General Contractor and
Owner
Keep the CEO/VP informed of progress and
 21 involved with the project through reports,
meetings, etc.
Review the schedule regularly and identify
 22
milestone dates that must be met
Review the schedule routinely with field
 23 personnel to ensure all parties understand the
milestones
 Scheduling 24 Identify work that impacts electrical activities
Give the General Contractor input on the
 25
schedule and activities
 26 Update the schedule regularly to track progress
Review or establish a look-ahead scheduling
 27
process
 28 Review and understand the scope of the project
Identify problems with the drawings and
 29
specifications and develop RFIs
Submit change order requests and cost
 30
proposals in a timely manner
Schedule specific meetings with the GC to
 31
discuss change orders and change issues
Implement a value engineering system to
 Scope & 32
suggest alternate processes or materials
Change
Document official change orders and
 Control 33
incorporate them into the budget and schedule
Purchase materials or subcontracts and inform
 34
the field about the selections
Track change orders separately from the
 35
original scope
 36 Use cost codes to account for activities
Track labor costs and compare actual costs to
 37
estimated costs

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ELECTRICAL PROJECT MANAGEMENT PROCESS IMPLEMENTATION MANUAL

TABLE 4.1: Checklist of Project Management Activities (continued)

Project Number: _____________________________________________________

PROJECT MANAGEMENT CHECKLIST

COMPLETION ACTIVITY ACT.
 DATE CATEGORY NO.
ACTIVITY

Track material and subcontractor costs and

 38
compare actual costs to estimated costs
Once issued change orders have been
 39
approved, include them in the billing process
Compare the actual project costs to the budget
 Cost Control 40
to track progress
& Billing
 41 Use the schedule of values to track progress
Use a pre-bill process to seek preliminary
 42
approval of the invoice from the GC
Submit invoices of your costs in a timely
 43
manner
Review the scope and document the
 44
subcontractors’ scope of work
Make sure the subcontractors are licensed and
 45
are qualified to do the job
 46 Implement subcontracts
Determine the subcontractors’ schedule based
 Subcontractors 47
on input from the subcontractors
Management
Provide information to the site supervisor and
 48 foreman about the subcontractors and the
point of contact
Schedule onsite visits and walk through the
 49
jobsite with the subcontractors
Request submittals and shop drawings from the
 50
subcontractors
Re-check bid documents to verify required
 51 materials and identify potential vendors and
vendor responsibilities
Establish delivery dates for materials and
 52
equipment
Develop and issue purchase orders for
 Materials
53
materials and equipment
 Management 54 Lock in the pricing for materials and equipment
Document purchase orders and keep them in a
 55
file system
Communicate all material information to field
 56
personnel
Request submittals, cut sheets and shop
 57
drawings from vendors

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ELECTRICAL PROJECT MANAGEMENT PROCESS IMPLEMENTATION MANUAL

TABLE 4.1: Checklist of Project Management Activities (continued)

Project Number: _____________________________________________________

PROJECT MANAGEMENT CHECKLIST

COMPLETION ACTIVITY ACT.
 DATE CATEGORY NO.
ACTIVITY

Check material packaging, labels, and status

 58 regularly as part of an onsite materials
management system
Materials Reconcile the invoice with the estimated
 Management
59
material costs
(continued) Implement an effective material handling
 60
system on site
Schedule material delivery using staged
 61
releases to the site based on phases
Review contract drawings, specifications, and
 62
the bid to identify and purchase special tools
Tools
 Management
63 Schedule regular delivery and pickup of tools
Implement a tool tracking system and track
 64
tool usage
Identify and maintain the correct crew mix and
 Labor
65
manpower level
Management Ensure labor hours are turned in by workers in
 66
a timely manner
 67 Implement a jobsite general safety program
Identify safety concerns associated with
 68
specific job activities
Safety Identify and purchase additional safety
 Management
69
equipment as needed
Update the safety log regularly and document
 70
all incidents
Perform job walks regularly to ensure that the
 71
safety procedures are being followed
 72 Clarify quality requirements for field personnel
Check and document the quality of installation
 Quality
73
through regular site visits
Management Develop and implement commissioning and
 74
testing procedures
Use a pre-punchlist to identify unresolved
 75
quality issues before completion

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TABLE 4.1: Checklist of Project Management Activities (continued)

Project Number: _____________________________________________________

PROJECT MANAGEMENT CHECKLIST

COMPLETION ACTIVITY ACT.
 DATE CATEGORY NO.
ACTIVITY

Review specifications as part of the project

 76
closeout process
Ensure that all punchlist items are completed
 77
and signed off in a timely manner
Ensure that all change orders and purchase
 Project 78
orders are closed before job completion
Closeout
Turn all project closeout documents over to the
 79
General Contractor
 80 Receive final payment and retainage

 81 Demobilize

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ELECTRICAL PROJECT MANAGEMENT PROCESS IMPLEMENTATION MANUAL

4.2 Mobilization
Mobilization involves the physical act of setting up the office and storage trailers,
installing temporary power and communication systems, and securing the site before
work commences on the project. After the site facilities are in place, the Project Manager
and Site Supervisor should walk the site to verify current conditions, and then the Site
Supervisor should commence work, ensuring the foreman and crews have sufficient
materials to execute the work.

4.2.1 What Activities Should be Performed During Mobilization?

The mobilization process consists of seven activities. Table 4.2 provides the
mobilization activities in a checklist.

Activity 1: Setup office trailer in a timely manner and in a convenient

location
1.1. Meet with the General Contractor’s representative to identify a location on
the site for placing the office trailer.
1.2. Set up the office trailer before the crews begin execution.
1.3. Locate the trailer to minimize walking between the trailer, crew locations,
toilets, and the General Contractor’s office trailer, when possible. This will be beneficial
for numerous reasons, including accident reduction (many small accidents occur during
walking) and increased productivity.
1.4. Ensure the office trailer has power, communications (phone/internet), a
copy of the plans, files, a computer, and other tools necessary for managing the work.
1.5. Make sure, desks enable enough space to read drawings. It is important to
be able to display at least two big size documents on the same set of desks. It might also
be helpful to display the most important documents on the walls for easy reading.
1.6. Arrange for regular cleaning service for the office trailer.
1.7. It might be necessary to give workers access to a “dry shack”: a place where
they can change, take breaks, and have meals. These areas should be arranged through
the General Contractor.
1.8. Access to water and toilets is very important. Location of a potable water
source is necessary for health and safety, especially during hot weather months.
Workers should also have access to clean toilets within 200 feet of the work area and on
every third floor for multi story construction.
1.9. The job trailer should have a basic first aid kit to handle small injuries, such
as cuts and scrapes. Splints and temporary devices necessary for larger injuries should
also be available.

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ELECTRICAL PROJECT MANAGEMENT PROCESS IMPLEMENTATION MANUAL

Activity 2: Setup storage trailer and lay down area in a convenient location
2.1. Meet with the General Contractor’s representative to identify a location on
the site for placing the storage trailer and lay down area.
 The location of these facilities will largely be dictated by the General
Contractor.
2.2. Locate the storage trailer to minimize walking between the trailer, crew
locations, and toilets, when possible.
2.3. Ensure the storage trailer and lay down areas can be secured to prevent theft
of materials and tools.
 Example: Security will likely be site-specific. High-crime areas may need
more extensive security features whereas lower crime areas (such as remote
locations) may require very minor security measures. Very expensive items may
need to be stored off-site at a secure locations to prevent theft.
2.4. If the electrical contractor plans to pre-fabricate items on site and transport
them to the installation location, a covered area may be necessary to perform the pre-
fabrication operations. This site may also need to be accessible by the crane if the pre-
fabricated items are very large or very heavy or at an elevated location.

Activity 3: Setup a communication system, such as phone and internet

3.1. Contact the phone company and have a phone/fax line installed for the
trailer.
3.2. Contact the cable company and have internet service established for the
computers in the trailer.
 Determine whether a wireless network will be needed and be sure this
network is set up when the internet service is established.

Activity 4: Secure access to the site

4.1. Install a fence, if necessary, with gated entries and locks to limit access to
the jobsite.
4.2. For renovation projects and other projects in secure areas, consider
changing the locks to the areas under construction to prevent entry by unauthorized
personnel.
 The facility owner should be consulted to get approval for changing the locks.
4.3. Post appropriate signs to warn potential visitors and the public of the
hazards associated with the site.
 Standard signs, such as Hard Hat Area and instructions on where to check in,
should be posted. Additional signs may be necessary.
4.4. Implement procedures for checking in and checking out of the jobsite.

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ELECTRICAL PROJECT MANAGEMENT PROCESS IMPLEMENTATION MANUAL

 All personnel and visitors on the jobsite should be accounted for in case there
is an emergency, so every person on the jobsite (including workers) should be
required to sign in and sign out.

Activity 5: Bring in the labor, tools and materials that are needed to get
started with the work
5.1. Examine the plans and specifications to identify the first work task to be
performed.
5.2. After identifying the first task, develop a list of personnel, tools, and
materials that will be needed to implement the first task.
 Identify the crew that will be needed, including the foreman, and arrange for
them to arrive on the jobsite.
 Identify and purchase any special tools or equipment that will be needed.
 Be sure the crew has the plans and specifications to complete the work task.
5.3. Establish a three-week look ahead schedule and ensure enough personnel
and materials will be available to build up momentum.
 Keep in mind that it often takes time to transition a crew from one job to
another. Be sure to schedule the crew at the right time, ensuring they can keep
busy for the initiation of the work rather than experiencing a lot of stop and start
type of work.

Activity 6: Walk through the jobsite to evaluate and document conditions

6.1. Review the contract to identify the requirements for conducting a pre-
execution site visit to establish existing site conditions.
 Often, the contract has language that shifts the risk to the specialty
subcontractor for existing conditions that impact execution unless the
subcontractor notifies the general contractor of the condition before the work
commences.
6.2. Use Figure 4.1 as a starting point for documenting existing conditions on
the jobsite, especially conditions that will negatively impact execution.
6.3. Submit the results of the walk-through to the general contractor in writing
so that the general contractor has been formally made aware of any issues that need to
be resolved so the work can proceed.

Activity 7: Make sure the foreman has everything he or she needs to get
started with the work
7.1. Ensure the foreman has the information, materials, tools, and personnel to
execute the work.

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TABLE 4.2: Mobilization Activities Checklist

Project Number: _____________________________________________________

Project Name: _______________________________________________________

Location: ___________________________________________________________

Estimator: __________________________________________________________

Project Manager: ____________________________________________________

MOBILIZATION CHECKLIST FOR PROJECT MANAGEMENT

COMPLETION ITEM
 DATE NO.
SUB-ACTIVITIES

1. Setup office trailer in a timely manner and in a convenient location

Meet with the General Contractor’s representative to identify
 1
a location on the site for placing the office trailer.
 2 Set up the office trailer before the crews begin execution.
Locate the trailer to minimize walking between the trailer,
crew locations, toilets, and the General Contractor’s office
 3 trailer, when possible. This will be beneficial for numerous
reasons, including accident reduction (many small accidents
occur during walking) and increased productivity.
Ensure the office trailer has power, communications
 4 (phone/internet), a copy of the plans, files, a computer, and
other tools necessary for managing the work.
Make sure, desks enable enough space to read drawings. It is
important to be able to display at least two big size
 5 documents on the same set of desks. It might also be helpful
to display the most important documents on the walls for
easy reading.
 6 Arrange for regular cleaning service for the office trailer.
It might be necessary to give workers access to a “dry
 7 shack”: a place where they can change, take breaks, and
have meals. These areas should be arranged through the GC.
Access to water and toilets is very important. Location of a
potable water source is necessary for health and safety,
 8 especially during hot weather months. Workers should also
have access to clean toilets within 200 feet of the work area
and on every third floor for multi story construction.
The job trailer should have a basic first aid kit to handle small
 9 injuries, such as cuts and scrapes. Splints and temporary
devices necessary for larger injuries should also be available.

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ELECTRICAL PROJECT MANAGEMENT PROCESS IMPLEMENTATION MANUAL

TABLE 4.2: Mobilization Activities Checklist (continued)

Project Number: _____________________________________________________

MOBILIZATION CHECKLIST FOR PROJECT MANAGEMENT

COMPLETION ITEM
 DATE NO.
SUB-ACTIVITIES

2. Setup storage trailer and lay down area in a convenient location

Meet with the General Contractor’s representative to identify
 1 a location on the site for placing the storage trailer and lay
down area.
Locate the storage trailer to minimize walking between the
 2 trailer, crew locations, and toilets, when possible.
Ensure the storage trailer and lay down areas can be secured
 3 to prevent theft of materials and tools.
If the electrical contractor plans to pre-fabricate items on site
and transport them to the installation location, a covered area
may be necessary to perform the pre-fabrication operations.
 4 This site may also need to be accessible by the crane if the
pre-fabricated items are very large or very heavy or at an
elevated location.
3. Setup a communication system, such as phone and internet
Contact the phone company and have a phone/fax line
 1
installed for the trailer.
Contact the cable company and have internet service
 2
established for the computers in the trailer.
4. Secure access to site
Install a fence, if necessary, with gated entries and locks to
 1
limit access to the jobsite.
For renovation projects and other projects in secure areas,
 2 consider changing the locks to the areas under construction to
prevent entry by unauthorized personnel.
Post appropriate signs to warn potential visitors and the
 3
public of the hazards associated with the site.
Implement procedures for checking in and checking out of the
 4
jobsite.
5. Bring in the labor, tools and materials that are needed to get started with the
work
Examine the plans and specifications to identify the first work
 1
task to be performed.
After identifying the first task, develop a list of personnel,
 2 tools, and materials that will be needed to implement the first
task.
Establish a three-week look ahead schedule and ensure
 3 enough personnel and materials will be available to build up
momentum.

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ELECTRICAL PROJECT MANAGEMENT PROCESS IMPLEMENTATION MANUAL

TABLE 4.2: Mobilization Activities Checklist (continued)

Project Number: _____________________________________________________

MOBILIZATION CHECKLIST FOR PROJECT MANAGEMENT

COMPLETION ITEM
 DATE NO.
SUB-ACTIVITIES

6. Walk through the jobsite to evaluate and document conditions

Review the contract to identify the requirements for
 1conducting a pre-execution site visit to establish existing site
conditions.
Use Figure 4.1 as a starting point for documenting existing
 2 conditions on the jobsite, especially conditions that will
negatively impact execution.
Submit the results of the walk-through to the general
contractor in writing so that the general contractor has been
 3
formally made aware of any issues that need to be resolved
so the work can proceed.
7. Make sure the foreman has everything he or she needs to get started with the
work
Ensure the foreman has the information, materials, tools, and
 1
personnel to execute the work.

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ELECTRICAL PROJECT MANAGEMENT PROCESS IMPLEMENTATION MANUAL

Project Number: ____________________________________________________

Project Name: ______________________________________________________

Location: __________________________________________________________

Project Manager: ____________________________________________________

Scope Review Completion Date: ________________________________________

SITE EXISTING CONDITIONS CHECKLIST

Completed Item Condition

Access routes into and out of the site

Circulation routes throughout the site

Material and equipment delivery routes

Material storage and staging locations

Office trailer or office space location

Presence/location of the crane

Presence/location of the personnel lift

Presence/location of the materials lift

Housekeeping conditions

Special site conditions

Progress of the other trades

Work completed to date

Potential coordination issues with others

Weather problems

Delays or potential causes of delay

Safety issues or concerns

Other:

Figure 4.1 Site Existing Conditions Checklist

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ELECTRICAL PROJECT MANAGEMENT PROCESS IMPLEMENTATION MANUAL

4.3 Coordination
Coordination requires effective and frequent communication among project
stakeholders. Proper coordination can contribute to project success and to the overall
satisfaction of project participants. Coordination typically involves attending the jobsite
meetings regularly and coordinating the work with other trades on the jobsite. Although
coordination meetings occur commonly on construction projects, coordination also
occurs less formally and frequently in the field at the point of work.

4.3.1 What Activities Should be Performed During Coordination?

The coordination process consists of two activities. Table 4.3 provides the
coordination activities in a convenient checklist.

Activity 8: Attend jobsite meetings and coordinate with other trades

8.1. The Project Manager, site supervisor, and/or the foreman should attend
jobsite coordination meetings to work out conflicts with other trades before the conflicts
delay the work.
 Figure 4.2 provides a master project information sheet. This information
will be required by the project management programs for: Change Orders, RFI's,
Transmittals and general correspondence.
 Good coordination is really needed all along the project, but especially at the
beginning. Figure 4.3 provides a Kickoff meeting agenda, with everything that
the Project Manager has to take care of.
8.2. For conflicts that will delay the work without immediate resolution, the site
supervisor should work directly with the other trade(s) to resolve the conflict.
 Be sure to bring the conflict to the attention of the General Contractor.
8.3. Daily coordination among trades has the potential to reduce or eliminate
delays, increase teamwork, and improve the flow of work. As a result, daily coordination
is strongly recommended.

Activity 9: Visit the site regularly to identify issues that need coordination
9.1. The Project Manager should visit the jobsite, walk the job with the site
supervisor, and document issues that will impact, or are already impacting, the work.
 These site visits should occur in advance of the weekly coordination meeting
so that specific coordination issues can be raised, and resolved, at the meeting.

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TABLE 4.3: Coordination Activities Checklist

Project Number: _____________________________________________________

Project Name: _______________________________________________________

Location: ___________________________________________________________

Estimator: __________________________________________________________

Bid Due Date: _______________________________________________________

COORDINATION CHECKLIST FOR PROJECT MANAGEMENT

 COMPLETION
DATE
ITEM
NO.
SUB-ACTIVITIES

8. Attend jobsite meetings and coordinate with other trades

The Project Manager, site supervisor, and/or the foreman
 1 should attend jobsite coordination meetings to work out
conflicts with other trades before the conflicts delay the work.
For conflicts that will delay the work without immediate
 2 resolution, the site supervisor should work directly with the
other trade(s) to resolve the conflict.
Daily coordination among trades has the potential to reduce
or eliminate delays, increase teamwork, and improve the flow
 3
of work. As a result, daily coordination is strongly
recommended.
9. Visit the site regularly to identify issues that need coordination
The Project Manager should visit the jobsite, walk the job
 1 with the site supervisor, and document issues that will
impact, or are already impacting, the work.

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ELECTRICAL PROJECT MANAGEMENT PROCESS IMPLEMENTATION MANUAL

MASTER PROJECT INFORMATION SHEET

Project Number: __________________________________________________________

Project Name: ____________________________________________________________

Location: ________________________________________________________________

City, State Zip: ___________________________________________________________

Project Manager Name: ____________________________________________________

Phone Number: ___________________________________________________________

Fax Number:_____________________________________________________________

Cell Number:_____________________________________________________________

E-mail address:___________________________________________________________

Site Contact: _____________________________________________________________

Contact Phone Number: ____________________________________________________

Contact Fax Number: ______________________________________________________

Bill to (company name): ____________________________________________________

Billing Address: ___________________________________________________________

City, State Zip: ___________________________________________________________

Billing Attn. To: ___________________________________________________________

Original Contract Amount: __________________________________________________

FIGURE 4.2 Master Project Information Sheet

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Project Number:_________________________________________________
Project Name:___________________________________________________
Meeting Time, Date and Location:____________________________________
Project Manager:_________________________________________________
Estimator: ______________________________________________________
Superintendent: _________________________________________________
Proj. Foreman: ___________________________________________________

KICKOFF MEETING AGENDA

Agenda Items:

1. Introduction to Attendees

2. Project Scope of Work

3. Contact Information (Owner, General Contractor, Architect, Engineer)

4. Major Material, Equipment Purchases, PO Classifications, Quotes

5. Discuss Subcontractors, Special Vendors

6. Tool Requirements

7. Special Paperwork, Reporting Requirement, Certified Payroll

8. Staff Support Requirements

9. Review Plans and Specifications in Detail

10. Review Estimate Breakdown/ Progress Report

11. Job Schedule/Duration

12. Planning and Scheduling

13. Manpower Requirements

14. Field As Built Drawing Requirements

FIGURE 4.3 Kickoff Meeting Agenda

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4.4 Documentation Management

Documentation Management is the process of managing information during the
execution of the work. Such information will include daily diaries, meeting minutes,
requests for information/clarification, schedules, changes orders, plans, specifications,
submittals, photographs, and correspondence. Typically, computer software
applications are used to manage and control information and documents, and numerous
excellent applications have been developed exactly for this purpose. Web-based
document control systems are becoming more common, as well, and occasionally the
client and/or general contractor will set up a system for all team members to use. Many
of the systems that will be used to execute the work should have been established during
the Pre-Construction Planning phase. Hence, readers are encouraged to review the
Electrical Pre-Construction Planning Implementation Manual published by Electri’
International.

4.4.1 What Activities Should be Performed During Documentation

Management?
The documentation management process consists of eight activities. Table 4.4
provides the documentation management activities in a convenient checklist.

Activity 10: Develop and implement a project file system.

10.1. Use the Project File System checklist (Figure 4.4) as a starting point for
establishing a paper and/or digital Project File.
 Often, companies have a standard software system and standard files that are
used on every project. Hence, this task would then entail tailoring the system for
the specific project that will be executed.

Activity 11: Implement a documentation control system

11.1. Once the Project File System has been established, implement procedures
for controlling documents/information during execution.
 Separate procedures may be needed for RFIs, changes, submittals, schedules,
correspondence, etc.
11.2. The process of control necessarily involves reviewing outstanding dates and
tracking the progress of responses to questions. Hence, regularly review the outstanding
issues, and follow-up to seek solutions.

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Activity 12: Implement an RFI tracking and processing system

12.1. Consult the Electrical Pre-Construction Planning Implementation Manual,
2008 published by Electri’ International for sample RFI procedures and logs that should
be employed during project execution.
 Figure 4.5 presents a sample procedure that should be employed during
project execution. This figure was originally published in the Electrical Pre-
Construction Planning Process Implementation Manual, 2008 published by
Electri’ International.
12.2. Use a log to track all requests for information (RFIs).
 The computerized project file system (i.e., project management software
program) will likely provide a system for initiating and tracking RFIs.
 If no computerized project management software system has been
implemented, a spreadsheet can be used to track RFIs. Figure 4.6 provides a
sample RFI log originally published in the Electrical Pre-Construction Planning
Process Implementation Manual, 2008.
12.3. Ensure each RFI identifies the plan sheet, specification section, scope
element, or contract clause that needs more information, and propose a solution to a
problem, when possible.
 It is important that the RFI contain all necessary information, such as the
plan sheet or specification section, and it articulates the ambiguity, conflict, or
omission clearly.
 Figure 4.7 provides a sample RFI form published in the Electrical Pre-
Construction Planning Process Implementation Manual, 2008.
 Example: For a quick resolution to your question, identify a possible
solution to the issue. For example, if there is a conflict between a conduit and a
heating duct, identify a possible relocation route for either the conduit or the
duct. The engineer will only have to check your proposed re-route rather than
develop an alternate route, which would take more time.
12.4. Ensure each RFI clearly identifies a date when the information is needed
and the impact on the progress if the information is not received by the requested date.
 The RFI is a time-sensitive document that often requires an immediate or
quick response. Two dates (the date sent and the date a response is needed)
should be clearly identified on the RFI.
12.5. Conduct regular reviews of the outstanding issues, and follow-up to seek
solutions.

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Activity 13: Implement a submittal tracking and processing system

13.1. Use a log to track all submittals, including those of vendors and
subcontractors (Figure 4.8).
 Example: Review the specifications to determine whether the customer has
included a submittal log. If so, this information can be transferred to your own
company tracking system. If not, use either commercial project management
software or create a spreadsheet. Go through each section of the specifications to
determine whether it identifies a submittal that you or your suppliers or
subcontractors are responsible for providing. Enter this information in your
submittal tracking log (see Figure 4.8 for a sample).
 Figure 4.9 provides a procedure originally published in the Electrical Pre-
Construction Planning Process Implementation Manual published by Electri’
International describing a sample submittal tracking procedure that should be
employed during project execution
 A submittal log can be used for tracking the progress of the submittal. A
submittal log should compare the expected return dates with the actual return
dates to identify the variances between expected and actual dates. Significant
variances, and their impacts, should be addressed with the General Contractor.
13.2. Implement your company’s standard procedures for processing submittals.
Submittals that include a product (e.g., sample, cut sheet, shop drawing, etc.) are
typically dropped off at the General Contractor’s office and documented through the
computer submittal tracking system.
 Figure 4.10 identifies a sample submittal transmittal form originally
published in the Electrical Pre-Construction Planning Process Implementation
Manual, 2008. However, most commercial project management software
programs can be tailored to include a standardized company form.
13.3. Verify that each submittal processing form identifies a “respond no later
than” date, and make sure the General Contractor understands the consequences if the
date is not met.
 Example: Be sure to review the work sequence and schedule carefully to
identify when each material or equipment item will be installed. Then, annotate
on the submittal form the date you will need an approval in order to order and
receive the materials or equipment on time to avoid a delay. This technique also
puts the architect/engineer on notice in case there is a delay that is disputed
later.
13.4. Conduct regular reviews of the outstanding issues, and follow-up to seek
solutions.

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Activity 14: Implement a change order tracking and processing system

14.1. Consult the Electrical Pre-Construction Planning Implementation Manual,
2008 published by Electri’ International for sample change procedures and logs that
should be employed during project execution.
 Figure 4.11 depicts a change order procedure (Electrical Pre-Construction
Planning Implementation Manual, 2008). This example can be tailored to each
company’s individual needs.
14.2. Use a log to track all changes, including change orders, field changes, and
time-and-materials requests.
 Figure 4.12 provides a sample change order log originally published in the
Electrical Pre-Construction Planning Implementation Manual, 2008.
14.3. Implement your company’s standard procedures for initiating, requesting,
and processing change orders and field changes.
 Figure 4.13 provides a sample Change Order Proposal Form (Electrical Pre-
Construction Planning Implementation Manual, 2008).
14.4. If the change order is disputed among the parties, be sure to submit timely
written notice to the General Contractor informing them that additional work has been
performed and that you expect compensation for the work. You will essentially reserve
your right to file a claim.
 Keep track of the progress of resolving outstanding change orders so that
changed work can be billed on the monthly progress payment request.
14.5. Conduct regular reviews of the outstanding change order requests, and
follow-up weekly.

Activity 15: Keep a record of all schedules and updates, including delays
15.1. Establish a baseline schedule and have the General Contractor approve the
baseline schedule.
 Be sure this baseline schedule gets filed for future reference.
 The electrical contractor should coordinate the submittal schedule with
procurement and installation schedule to ensure that the material will be
delivered to the jobsite to coincide with the appropriate installation activity.
15.2. Track the schedule weekly, documenting the current progress each week and
any changes that have occurred.
 Although this may seem like a tedious exercise, tracking weekly schedules is
essential if a claim is ultimately requested. The preparer of the claim will use this
information to document delays interruptions.
 Be sure the updated schedule gets filed each week for future reference.

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15.3. During weekly update meetings, present your schedule and provide a copy
to the General Contractor. This will provide constructive notice to the General
Contractor if your work is being delayed or impacted.

Activity 16: Update as-built drawings as portions of the work get

completed
16.1. Each day or each week, the foreman or site supervisor should red-line a set
of drawings to represent the work that has actually been completed.
16.2. These red-line drawings can then be used to update the official “as-built’
drawings.
 Notes describing any changes or differences from the original construction
documents should be annotated on the drawings and, from time to time, sent to
the engineer for their information.
 Continuous updating of the “as-builts” when the information is fresh in
memory will make the transfer process easier upon substantial completion.

Activity 17: Keep records of meeting minutes and project progress

17.1. The meeting minutes should be checked for accuracy and correctness before
filing them. Any discrepancies should be brought to the attention of the General
Contractor and corrected promptly.
 Numerous meetings occur during the construction process. A written record
of the minutes of the meeting should always be saved and distributed to meeting
participants. Figure 4.14 provides an example of a meeting minutes form
published in Construction Jobsite Management, 2004 by William R. Mincks &
Hal Johnston.
 Make sure the minutes are clear and concise – many individuals will be
referring to them and using them as a basis for action.
 Delays, conflicts, concerns, and issues identified in the meetings often serve to
notify the General Contractor of a problem. These minutes may later be used in
claims; hence, their accuracy is essential.
17.2. Ensure the meetings minutes are received in a timely manner and get filed
so that they can be retrieved later if necessary.
 Keeping an organized filing system, whether manual or electronic, will be
essential for monitoring progress and documenting issues.
17.3. Keep records of project progress.
 Daily documentation of activities taking place on the jobsite is one of the most
important tasks the site supervisor will need to perform. Because disputes often
arise long after activities have been completed, it is critical that accurate records

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of events (i.e., delays, bad weather, missed milestones, etc) are maintained. The
main purpose of the daily report is to provide a snapshot of the day’s activities
and conditions. An example is provided at Figure 4.15 (Construction Jobsite
Management, 2004 by William R. Mincks & Hal Johnston).
 Different reports will need to be produced, including daily, weekly and
monthly reports, accident reports, video recordings, photos, etc. Weekly and
monthly reports are particularly useful for informing upper management about
the progress of the project (see Figure 4.16 published in Construction Jobsite
Management, 2004 by William R. Mincks & Hal Johnston).

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TABLE 4.4: Documentation Management Activities Checklist

Project Number: _____________________________________________________

Project Name: _______________________________________________________

Location: ___________________________________________________________

Project Manager: _____________________________________________________

Start Date: _________________________________________________________

DOCUMENTATION MANAGEMENT CHECKLIST FOR PROJECT MANAGEMENT

 COMPLETION
DATE
ITEM
NO.
SUB-ACTIVITIES

10. Develop and implement a project file system

Use the Project File System checklist (Table 4.4) as a starting
 1
point for establishing a paper and/or digital Project File.
11. Implement a documentation control system
Once the Project File System has been established,
 1 implement procedures for controlling documents/information
during execution.
The process of control necessarily involves reviewing
outstanding dates and tracking the progress of responses to
 2
questions. Hence, regularly review the outstanding issues,
and follow-up to seek solutions.
12. Implement an RFI tracking and processing system
Consult the Electrical Pre-Construction Planning
 1
Implementation Manual published by Electri’ International for
sample RFI procedures and logs that should be employed
during project execution.
 2 Use a log to track all requests for information (RFIs).
Ensure each RFI identifies the plan sheet, specification
section, scope element, or contract clause that needs more
 3 information, and propose a solution to a problem, when
possible.
Ensure each RFI clearly identifies a date when the information
 4 is needed and the impact on the progress if the information is
not received by the requested date.
Conduct regular reviews of the outstanding issues, and
 5
follow-up to seek solutions.

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TABLE 4.4: Documentation Management Activities Checklist (Continued)

Project Number: ____________________________________________________

13. Implement a submittal tracking and processing system

Use a log to track all submittals, including those of vendors
 1
and subcontractors (Figure 4.11).
Implement your company’s standard procedures for
processing submittals. Submittals that include a product
(e.g., sample, cut sheet, shop drawing, etc.) are typically
 2
dropped off at the General Contractor’s office and
documented through the computer submittal tracking
system.
Verify that each submittal processing form identifies a
“respond no later than” date, and make sure the General
 3
Contractor understands the consequences if the date is not
met.
Verify that each submittal processing form identifies a
“respond no later than” date, and make sure the General
 4
Contractor understands the consequences if the date is not
met.
Conduct regular reviews of the outstanding issues, and
 5
follow-up to seek solutions.
14. Implement a change order tracking and processing system
Consult the Electrical Pre-Construction Planning
Implementation Manual published by Electri’ International for
 1
sample change procedures and logs that should be employed
during project execution.
Use a log to track all changes, including change orders, field
 2
changes, and time-and-materials requests.
Implement your company’s standard procedures for initiating,
 3
requesting, and processing change orders and field changes.
If the change order is disputed among the parties, be sure to
submit timely written notice to the General Contractor
 4 informing them that additional work has been performed and
that you expect compensation for the work. You will
essentially reserve your right to file a claim.
Conduct regular reviews of the outstanding change order
 5
requests, and follow-up weekly.

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TABLE 4.4: Documentation Management Activities Checklist (continued)

Project Number: ____________________________________________________

15. Keep a record of all schedules and updates, including delays

Establish a baseline schedule and have the General
 1
Contractor approve the baseline schedule.
Track the schedule weekly, documenting the current progress
 2
each week and any changes that have occurred.
During weekly update meetings, present your schedule and
provide a copy to the General Contractor. This will provide
 3
constructive notice to the General Contractor if your work is
being delayed or impacted.
16. Update as-built drawings as portions of the work get completed
Each day or each week, the foreman or site supervisor should
 1 red-line a set of drawings to represent the work that has
actually been completed.
Any changes from the original drawings should be annotated
 2
daily or weekly on the official “as-built” drawings.
17. Keep records of meeting minutes and project progress.
The meeting minutes should be checked for accuracy and
correctness before filing them. Any discrepancies should be
 1
brought to the attention of the General Contractor and
corrected promptly.
Ensure the meetings minutes are received in a timely manner
 2
and get filed so that they can be retrieved later if necessary.
 3 Keep records of project progress.

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Project Number: ______________________________________________________

Project Name: _______________________________________________________

Location: ___________________________________________________________

Project Manager: _____________________________________________________

FILE SYSTEM CHECKLIST

Completed File Number File Description

Project Information and Contacts

Cost Estimate and Bid Submission
Contract Agreement
Contract Documents
Budget and Pay Requests
Purchase Orders
Subcontracts
Materials Folders (Fixtures, Switchgear, Fire Alarm, Low
Voltage)
Requests for Information
Submittals
Change Orders – Pending
Change Orders – Approved
Correspondence
Meeting Minutes
Daily/Weekly Field Report
Progress Reports
Other

FIGURE 4.4 File System Checklist

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STANDARD REQUEST FOR INFORMATION PROCEDURE

1. TYPES OF INFORMATION: A Request for Information (RFI) is a formal process for receiving
more details about a work process and/or alerting the customer to a potential deficiency in the
contract documents. The types of information that must be cycled through the RFI process
include: discrepancies between plans and specifications; incomplete design details; conflicts
between systems; clarifications about design intent; identification of a changed condition with a
request for instructions; missing scope items that would produce a complete product; and many
other issues

2. REQUEST FOR INFORMATION PROCEDURE:

a. A hierarchy should be followed when identifying and processing RFIs. Crew members
should address questions to their crew foreman. The crew foreman should fill out the
Request for Information form (Figure 4.6) and forward it to the Field Supervisor. The Field
Supervisor should review the form and forward it to the Project Manager. The Project
Manager should review the form and process it.
b. Fill out the Request for Information form, including a detailed description of the requested
information and the date that a response is required. When possible, identify a possible
solution to a problem, which might speed up the response time and result in a favorable
outcome to the electrical work.
c. The Project Manager or Field Supervisor should enter the RFI in the Request for Information
Log (Table 4.13) and assign it an RFI number. The status will remain “OPEN” until the RFI has
received a response from the customer.
d. The RFI form is forwarded to the customer for a response.
e. Once a response has been received, the status in the RFI Log is changed to “CLOSED” and
the response is distributed to all affected parties.
f. If the response to the RFI will result in an increase in the scope of work or a change in the
contract conditions, the Project Manager should immediately initiate a change order
request by processing a Change Order Proposal (Figure 4.3).

FIGURE 4.5 Standard Request for Information Procedure

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Project Number:_____________________________________________________________________________________
Project Name: ______________________________________________________________________________________
Location: ___________________________________________________________________________________________
Project Manager:____________________________________________________________________________________

REQUEST FOR INFORMATION LOG

DESCRIPTION OF
DATE DATE OF WHO
RFI NUMBER INFORMATION SUBMITTED TO STATUS
SUBMITTED RESPONSE INITIATED
NEEDED

FIGURE 4.6: Request for Information Log

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COMPANY NAME
COMPANY ADDRESS

REQUEST FOR INFORMATION

PROJECT NUMBER: PROJECT NAME: DATE:

RFI NUMBER:

TO: FROM:

METHOD SENT: FAX MAIL E-MAIL

INITIATED BY:

DESCRIPTION OF REQUEST:

ADDITIONAL SUPPORT DOCUMENTS THAT ARE NOT ATTACHED:

DATE REQUIRED:

DATE RESPONSE RECEIVED:

RESPONSE FROM:

RESPONSE:

FIGURE 4.7: Request for Information Form

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Project Number: __________________________________________________________________________________

Project Name: ____________________________________________________________________________________
Location: ________________________________________________________________________________________
Project Manager: __________________________________________________________________________________

SUBMITTAL LOG

CSI Date Revision Submitted Supplier Date to A/E Date approved Date to supplier Order date Delivery date
section submitted number item
Schdl. Act. Schdl. Act. Schdl. Act. Schdl. Act. Schdl. Act.

FIGURE 4.8: Standard Submittal Log

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STANDARD SUBMITTAL PROCEDURE

1. TYPES OF SUBMITTALS: Three types of submittals are commonly encountered in

construction: (1) shop drawings, (2) product data/cut sheets, and (3) samples.
Shop drawings reflect the manufacturer’s or equipment designer’s technical details
for the product specified in the plans and specifications and usually include
dimensions and quantities. Product data/cut sheets provide information about the
make, model, size, capacity, performance, and finish of a product specified in the
plans and specifications. Samples are physical representations of the specified
product, such as paint color, brick finish, floor tile, metal roof style and color, and so
on.

2. SUBMITTAL PROCESSING PROCEDURE:

a. The Project Manager should review the plans and specifications to identify all of
the submittals that are required by the contract documents and begin filling out
the Submittal Log (Table 4.14).
b. While preparing purchase orders for the materials and equipment, the required
type and number of submittals should be identified on the Purchase Order Form
(Figure 4.11).
c. When the submittal item is received from the subcontractor/supplier/vendor, the
Project Manager should carefully review the submittal to make sure the proposed
product conforms to the plans and specifications.
d. The front sheet of each submittal should be stamped with the company submittal
stamp and initialed by the Project Manager to signal a review has been
completed.
e. If binders of submittals are not required, the Project Manager should fill out a
Submittal Transmittal Form (Figure 4.8) and forward the proper number of copies
to the customer for review and approval. If binders are required, begin
assembling binders of all submittals according to their CSI section. The Submittal
Log should be updated to reflect the date sent to the customer.
f. Once copy of each submittal should be retained for the files and one copy should
be forwarded to the field. Make sure the copies are marked with their
preliminary status (such as, “DRAFT – For Information Only).
g. Once the submittal has been reviewed and returned by the customer, one copy
should be returned to the subcontractor/supplier/vendor, and the Submittal Log
should be updated.
h. If the submittal was approved, one approved copy should be retained for the files
and one copy sent to the field with the annotation, “APPROVED FOR
CONSTRUCTION.”
i. If the submittal was rejected, the submittal process will have to be repeated.

FIGURE 4.9: Standard Submittal Procedure

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COMPANY NAME
COMPANY ADDRESS
SUBMITTAL TRANSMITTAL FORM

PROJECT NUMBER: __________________________________ DATE: _______________________

PROJECT NAME: ____________________________________________________________________

CSI SECTION: _________________

TO: FROM:

FOR FOR FOR

YOUR FOR YOUR YOUR INFORMATION DATE
QTY SUBMITTAL DESCRIPTION REVIEW APPROVAL FILES ONLY REQ’D

Please return _______ copies.

Additional Comments: ________________________________________________________________

____________________________________________________________________________________

Signature: ___________________________________________

Date: _______________________________________________

FIGURE 4.10: Submittal Transmittal Form

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STANDARD CHANGE ORDER PROCEDURE

1. TYPES OF CHANGES: Three types of changes are commonly encountered in

construction: (1) request for quotation, (2) field change directive, and (3) disputed
changes to the work. A request for quotation (RFQ) typically occurs when the
customer acknowledges that a change is needed and requests an estimate of the
cost prior to approving the change. A field change directive is an order given in the
field to immediately execute a change before the cost of the work has been
negotiated. Disputed changes are changes to the work that are necessary to
continue making progress but are not acknowledged by the customer as a change to
the contract requirement. Disputed changes are difficult to recover and require
careful documentation to maximize your chances of receiving compensation.

2. REQUEST FOR QUOTATION PROCEDURE:

a. Enter the change order request in the Change Order Log and assign it a C.O.
number. The status will remain “OPEN” until the C.O. has been approved by the
customer.
b. The Project Manager should develop a written recap of the requested scope of
work, identifying all inclusions, exclusions, and qualifications.
c. The Project Manager should develop a cost estimate for the scope of work. If the
scope is large or complex, the Project Manager may request assistance from the
Estimator.
d. The cost estimate should include direct costs (labor, materials, equipment,
subcontractors, expediting fees, etc.), indirect costs (jobsite overhead, home
office overhead, insurance premiums, bonds, etc.), and profit (which is added
after all other costs have been tallied).
e. The Project Manager will fill out a Change Order Proposal with the scope of work
and quoted price.
f. The Change Order Proposal is forwarded to the customer for approval.
g. Once the approval has been received, the status in the Change Order Log is
changed to “APPROVED” and the work is implemented.

3. FIELD CHANGE DIRECTIVE PROCEDURE:

a. A Field Change Directive (FCD) is often issued by the owner’s representative,
architect/engineer, or general contractor. The Field Superintendent and foremen
are authorized to accept an FCD only if the issuing authority signs a Field Change
Form.
b. If the FCD is received by a foreman, the foreman should notify the Field
Supervisor immediately.
c. FCDs are typically performed on a Time and Materials (T&M) basis.
d. The issuing authority and the Field Supervisor/foreman should verbally agree to
the scope of work, and this scope should be documented on the Field Change
Form. The foreman and issuing authority should each sign the Field Change
Form.
e. The FCD is entered into the Change Order Log and assigned a C.O. number. The
status will remain “OPEN” until the FCD has been paid by the customer.

FIGURE 4.11: Standard Change Order Procedure

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STANDARD CHANGE ORDER PROCEDURE (continued)

f. All labor, materials, equipment, and subcontracts that are used to complete the
work should be annotated on the Field Change Form.
g. The Field Change Form is forwarded to the Project Manager, who will add the
markup and calculate the total cost of the work.
h. The Field Change Form is then forwarded to the Accounting Department where it
will be entered into the accounting system as a separate line item and invoiced
during the next billing cycle.
i. Once the FCD has been paid, the status in the Change Order Log is changed to
“APPROVED.”

4. PROCEDURE FOR DISPUTED CHANGES:

a. The disputed work should be processed similar to an RFQ.
b. The Project Manager and/or Field Supervisor should develop a detailed written
scope of the work that is outside the original contract scope of work, identifying
plans, specifications, other contract documents, and qualifications that support
their position.
c. The Project Manager should develop a cost estimate for the scope of work. If the
scope is large or complex, the Project Manager may request assistance from the
Estimator.
d. The cost estimate should include direct costs (labor, materials, equipment,
subcontractors, expediting fees, etc.), indirect costs (jobsite overhead, home
office overhead, insurance premiums, bonds, etc.), and profit (which is added
after all other costs have been tallied).
e. The Project Manager will fill out a Change Order Proposal with the scope of work
and quoted price.
f. The disputed Change Order Proposal is entered into the Change Order Log and
assigned a C.O. number. The status will remain “OPEN” until the C.O. has been
approved or rejected by the customer.
g. The Change Order Proposal is forwarded to the customer for approval.
h. Once an approval or rejection has been received, the status in the Change Order
Log is changed to “APPROVED” or “REJECTED.”

FIGURE 4.11: Standard Change Order Procedure (continued)

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Project Number: __________________________________________________________________________

Project Name: ____________________________________________________________________________
Location: ________________________________________________________________________________
Project Manager: __________________________________________________________________________

CHANGE ORDER LOG

C.O. DATE WHO WHO ASSOCIATED RFI C.O.

DESCRIPTION OF CHANGE STATUS
NUMBER SUBMITTED INITIATED AUTHORIZED NUMBER AMOUNT

FIGURE 4.12: Change Order Log

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COMPANY NAME

COMPANY ADDRESS

CHANGE ORDER PROPOSAL

PROJECT NUMBER: ______________________
PROJECT NAME: ____________________________________________________
DATE: ___________________________
TO: ________________________________ FROM:
________________________________
________________________________
________________________________

DESCRIPTION OF CHANGED WORK:

COST OF THE CHANGED WORK:

Description Labor Materials Equipment Other Subcontracts Total

_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________

Labor Burden ___________%

Bond Premium __________%
Liability Insurance ________%

Subtotal ______________________________
Overhead ________________
Profit ___________________

TOTAL _______________________________

TIME EXTENSION ______________ calendar days

APPROVED BY: ____________________________ DATE: ______________

FIGURE 4.13: Change Order Proposal

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Project Number:_________________________________________________
Project Name:___________________________________________________
Meeting Time, Date and Location:____________________________________
Estimator:______________________________________________________
Project Manager:_________________________________________________

MEETING MINUTES
Parties in Attendance:
NAME FIRM PHONE E-MAIL

Minutes from the Previous Meeting:

Project Progress:

Item Description Status Due Responsibility

No. Date
1.
2.
3.
4.
5.

Meeting Notes Taken by:____________________________________________

FIGURE 4.14: Meeting Minutes Form

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Project Number:_________________________________________________
Project Name:___________________________________________________
Meeting Time, Date and Location:____________________________________
Estimator:______________________________________________________
Project Manager:_________________________________________________

DAILY REPORT
Weather: Wind:
Temp: Precipitation:

Work in progress:

LABOR:

EQUIPMENT:
ITEM FIRM HRS. IN USE HRS. IDLE

MATERIAL DELIVERY:
FROM FOR TIME ITEMS

VISITORS:
VISITOR FIRM PURPOSE TIME

OCCURRENCES:

Signature:__________________
Date:______________________

FIGURE 4.15: Daily Report Form

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Project Number:_________________________________________________
Project Name:___________________________________________________
Meeting Time, Date and Location:____________________________________
Estimator:______________________________________________________
Project Manager:_________________________________________________

MONTHLY REPORT

Prepared by:

Summary of Activities:

Schedule Analysis:

Cost Analysis:

Change Orders:

Summary:

Signature:__________________

Date:______________________

FIGURE 4.16: Monthly Report Form

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4.5 Communication
Communication refers to oral interactions and written correspondence related to
the job. While formal communication is essential to ensure important information is
conveyed to a person who has authority to act and make decisions, informal
communication that occurs daily on the jobsite is also extremely important. One of the
most common ways to communicate is face to face, and this is often the predominant
method for communicating in construction. Oral communication relies on interactions
between the parties, and this may result in instantaneous resolution of issues. However,
some verbal communications will need to be followed up with written verification of the
conversation. Communication among the parties has the potential to establish a strong
sense of teamwork when the proper trust has been established among the stakeholders.
Hence, many successful projects have reported that good communication among the
stakeholders was a key factor that contributed to success. Key characteristics often
noted on teams that have good coordination and communication include honesty, trust,
integrity, competence in respective roles, commitment to the project’s objectives, and
dissemination of information.

4.5.1 What Activities Should be Performed During

Communication?
The communication process consists of four activities. Table 4.5 provides the
communication activities in a convenient checklist.

Activity 18: Implement procedures to communicate frequently with the

foreman, especially to resolve problems
18.1. The site supervisor should arrange a formal daily meeting with the
foreman to exchange information and address issues.
 It may be necessary to formally meet more than once a day; for example, a
morning meeting before work commences and an afternoon meeting after work
ceases may be necessary to ensure all issues have been identified.
18.2. Implement informal communication procedures to supplement the formal
meetings.
 Informal communications are valuable for establishing good personal
relationships, for quick and effective resolution of problems and for deciding
upon courses of action.
 For example, establish “rules” for when the foreman should contact the site
supervisor to seek information or approval (e.g., if the foreman has been asked to
do additional work by the general contractor).

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Activity 19: Implement procedures to communicate frequently with

vendors and subcontractors
19.1. The site supervisor should arrange a formal weekly or bi-weekly phone call
with vendors and subcontractors to provide an update on the progress of the work and
the status of materials and services that have been ordered.
 Keeping the vendors and subcontractors informed about progress will prevent
materials and services from arriving too early or too late.
 Furthermore, early notice that material, equipment, or a service will be late
will allow the site supervisor to plan a work-around
19.2. Vendors and subcontractors should receive copies of the most current
schedule and meeting minutes as one method for keeping them updated on the progress
of the work.
 These documents should be discussed in the formal in-person or phone
conferences so that all parties understand the milestones for delivering materials,
equipment, or services.
 Coordination of electrical subcontractors is one of the major responsibilities
of the project team.

Activity 20: Implement procedures to communicate frequently with the

General Contractor and Owner
20.1. The site supervisor should attend the formal weekly update and progress
meetings with the General Contractor and/or owner to provide (and receive) an update
on the progress of the work and current issues.
 Coordination issues, delays, differing conditions, etc,. should be identified at
these meetings so that issues can be resolved.
 The meetings are typically held at the jobsite and often present a positive
opportunity to move the project forward. A typical agenda for this type of
meetings contain items such as the review of the last meeting minutes, the review
of submittals status, and the review of the schedule. An example is provided at
Figure 4.17 (Construction Jobsite Management, 2004 by William R. Mincks &
Hal Johnston).
 The electrical contractor should keep a list of their open issues rather than
rely on the General Contractor’s list, and these issues should be submitted to the
General Contractor each week.
20.2. The site supervisor should arrange a formal daily meeting with the General
Contractor to exchange information and address issues.
 It may be necessary to formally meet once a day; for example, a morning
meeting before work commences may be necessary to resolve daily issues that
cannot wait to be addressed in the weekly meeting.

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20.3. Implement informal communication procedures with the General

Contractor to supplement the formal meetings.
 For example, establish “rules” for when the site supervisor should contact the
General Contractor to seek information or approval (e.g., if the electrical
contractor discovers a changed condition that may cause a delay)

Activity 21: Keep the CEO/VP informed of progress and involved with the
project through reports, meetings, etc.
21.1. The CEO/VP should receive an update report monthly or weekly that
identifies progress of the work, work hours expended versus work hours earned, open
issues, pending change orders, and sources of delay.
 If a significant issue is hindering progress, the CEO/VP can assist with
resolving the issue at a higher level.
21.2. The CEO/VP should be invited to, and should attend, the project update
meeting at least once per month to demonstrate their support and assist with resolving
issues.
 The CEO/ VP presence will reinforce the notion that the electrical contractor
is a committed team member that will be fair but also expects to be treated fairly.

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TABLE 4.5: Communication Activities Checklist

Project Number: _____________________________________________________

Project Name: _______________________________________________________

Location: ___________________________________________________________

Project Manager: _____________________________________________________

Start Date: _________________________________________________________

COMMUNICATION CHECKLIST FOR PROJECT MANAGEMENT

COMPLETION ITEM
. DATE NO.
SUB-ACTIVITIES
18. Implement procedures to communicate frequently with the foreman, especially
to resolve problems
The site supervisor should arrange a formal daily meeting
 1
with the foreman to exchange information and address issues
Implement informal communication procedures to
 2
supplement the formal meetings
19. Implement procedures to communicate frequently with vendors and
subcontractors
The site supervisor should arrange a formal weekly or bi-
weekly phone call with vendors and subcontractors to provide
 1
an update on the progress of the work and the status of
materials and services that have been ordered
Vendors and subcontractors should receive copies of the most
 2 current schedule and meeting minutes as one method for
keeping them updated on the progress of the work
20. Implement procedures to communicate frequently with the General Contractor
and Owner
The site supervisor should attend the formal weekly update
and progress meetings with the General Contractor and/or
 1
owner to provide (and receive) an update on the progress of
the work and current issues
The site supervisor should arrange a formal daily meeting
 2 with the General Contractor to exchange information and
address issues
Implement informal communication procedures with the
 3
General Contractor to supplement the formal meetings
21. Keep the CEO/VP informed of progress and involved with the project through
reports, meetings, etc.
The CEO/VP should receive an update report monthly or
weekly that identifies progress of the work, work hours
 1
expended versus work hours earned, open issues, pending
change orders, and sources of delay
The CEO/VP should be invited to, and should attend, the
 2 project update meeting at least once per month to
demonstrate their support and assist with resolving issues

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Project Number:________________________________________________________

Project Name:__________________________________________________________

Meeting Time, Date and Location:__________________________________________

Project Manager:________________________________________________________

CONSTRUCTION MEETING AGENDA

Agenda Items:

1. Introduction to Attendees

2. Review of last Meeting Minutes

3. Submittal Status Reveiw

4. Schedule Status Review

5. RFI’s Review

6. Change Order Status

7. New Business Discussion

*Copies of logs, schedules and past meeting minutes should be provided to all
attendees for better clarification and communication during the meeting.

FIGURE 4.17: Project Meeting Agenda

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4.6 Scheduling
As identified in the Electrical Pre-Construction Planning Process Implementa-
tion Manual, the project schedule is a manifestation of the project plan and should be
used as a tool to communicate the plan to all team members, including field personnel,
owners, and other contractors on the jobsite. Consequently, during the planning
process, a separate bar chart schedule should be developed, and this schedule should be
used to track progress during execution of the work. The electrical schedule should be
provided to the General Contractor at the commencement of the work, and updates
should be provided regularly to alert the General Contractor of any issues and delays.
From the project schedule, a look-ahead schedule that is used to monitor field
installation is strongly recommended for use. The site supervisor can use the look-ahead
schedule to plan the work day-to-day, and short-term milestones can be identified for
accomplishment.

4.6.1 What Activities Should be Performed During Scheduling?

Scheduling consists of six activities. Table 4.6 provides the scheduling activities
in a convenient checklist.

Activity 22: Review the schedule regularly and identify milestone dates
that must be met
22.1. As mentioned under Activity 15, current progress should be annotated
weekly on the schedule and any changes should be brought to the attention of the
General Contractor if the change resulted from a delay, changed condition, or additional
work.
22.2. Short-term milestone dates that must be met, should be annotated for
further discussion with the site supervisor, foreman, vendors, and subcontractors.
22.3. As mentioned under Activity 15, present your schedule during weekly
update meetings with the General Contractor, and provide a copy to the General
Contractor.
 This will provide constructive notice to the General Contractor if your work is
being delayed or impacted.
22.4 Keep an archive of all weekly schedules with comments and annotations in
order to understand what went right/wrong and what needs to be improved. This
documentation will also be useful in case a claim arises against the General Contractor
or from a Subcontractor.

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Activity 23: Review the schedule routinely with field personnel to ensure
all parties understand the milestones
23.1. During the formal meeting of the Project Manager, site supervisor, and
foreman, the schedule should be reviewed to determine the short and long-term
milestones that must be met.
23.2. The short-term milestones should be given special attention to ensure the
dates are achievable.

Activity 24: Identify work that impacts electrical activities

24.1. Each week, and sometimes each day, the Project Manager and site
supervisor should identify activities that must be coordinated with other trades, and the
proper coordination should be implemented
 There are two types of activities that can impact the electrical work. The first
are those activities that are required for the electrical contractor to perform its
work, such as installation of HVAC equipment before power can be hooked up.
The second are activities that potentially conflict with electrical activities,
especially activities that are performed in the same geographic space.
24.2. If an upcoming (but not immediate) coordination issue is identified the
Project Manager should introduce the issue at the Weekly Coordination Meeting with
the General Contractor to initiate coordination.
 Example: One way to continuously resolve conflicts is to circulate
coordination drawings every week. These drawings (provided in .dwg format)
allow each contractor to create a layer that shows their upcoming work. Then, at
the weekly meeting, all layers are displayed so that all parties clearly see the
potential conflicts and resolutions can be developed.

Activity 25: Give the General Contractor input on the main schedule and
the activities that need to be reviewed by all parties
25.1. Each week at the Weekly Update Meeting, the Project Manager should
review the electrical schedule with the customer, general contractor, other trade
contractors, and suppliers to resolve any conflicts.
 Note: The Electrical Contractor often adapts its schedule to the General
Contractor’s schedule.
25.2. The Project Manager should ensure the electrical schedule has been
integrated into the General Contractor’s overall project schedule each week so that their
requirements are properly taken into consideration.

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 Example: The electrical contractor should ask the general contractor to add
all of the electrical line items to the baseline project schedule and provide a
digital file to simplify the task.

Activity 26: Update the schedule regularly to track progress

26.1. Weekly updates to the schedule should be made to ensure tasks are being
completed as planned and, if not, the reasons for task incompletion is identified
and corrected.
26.2. The schedule should be used to document progress and identify
corrections that need to be made.
26.3. The schedule should also be used to document delays in the work caused
by other parties which might result in a claim. Hence, weekly schedule updates are
an important part of the control process.
 Every week, the schedule needs to be discussed at the Weekly Meeting so that
the general contractor is aware of any delays or issues. Claims will be easier to
defend if the general contractor is made aware of all issues.

Activity 27: Review or establish a look-ahead scheduling process

27.1. The look-ahead scheduling process should use the project schedule to look
ahead to the work that must be completed in the next one, two, or three weeks.
 Note: The Electrical Subcontractor should endeavor to obtain an accurate
weekly update of the schedule by the general contractor so that look-ahead
schedules are reflective of actual work on the horizon.
27.2. Once the Project Manager, site supervisor, and foreman have established
the current look-ahead schedule, the workers, materials, and equipment that are needed
to complete the work should be ordered or arranged.
 Example: Special equipment or materials that require a longer-lead
shipping and delivering time will need to be closely coordinate with the look-
ahead schedules to make sure they are on site when needed.
 Example: Look-ahead scheduling can also be used to determine whether
sufficient workers are on site to complete the work. If there are insufficient
workers to complete the expected workload, the electrical contractor will need to
hire additional worker or have the on-site workers work overtime.
27.3. As part of the look-ahead scheduling process, the site supervisor should
talk to the foremen to determine whether they have the tools and materials needed to
complete the work and to discuss possible ways to improve productivity.
27.4. The look-ahead schedule should also be used to identify specific
coordination issues that will need attention during the schedule timeframe.

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27.5. Because some activities may be on the critical path, the look-ahead
schedule should be compared to the baseline schedule to identify any activities that are
particularly important.
 Example: The Critical Path is the path of activities that determine the
duration of the project. Therefore, it is essential that all activities on this path be
completed on time.
27.6. For repetitive tasks, maintaining the same crew will often result in an
improvement in productivity. This improvement can be tracked and, as a result of the
improvement, the duration of tasks can be revised.
27.7. Be sure to account for the possibility of bad weather for those tasks that
will be performed outside during the look-ahead period.
 Example: Snow, wind, high or very cold temperatures can delay the
construction. Ten-day forecasts can be helpful for determining the expected
weather during this time.
27.8. If needed, the electrical contractor may be able to negotiate more time for
completing tasks that are not on the critical path. The reasons for the extra time must be
explained to the general contractor’s Project Manager and all parties must agree to the
no-cost change to the schedule.

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TABLE 4.6: Scheduling Process Activities Checklist

Project Number: ___________________________________________________________

Project Name: _____________________________________________________________

Location: _________________________________________________________________

Project Manager: ___________________________________________________________

Start Date: ________________________________________________________________

SCHEDULING PROCESS CHECKLIST FOR PROJECT MANAGEMENT

COMPLETION ITEM
. DATE NO.
SUB-ACTIVITIES

22. Review the schedule regularly and identify milestone dates that must be met
As mentioned under Activity 15, current progress should be
annotated weekly on the schedule and any changes should be
 1 brought to the attention of the General Contractor if the
change resulted from a delay, changed condition, or
additional work.
Short-term milestone dates that must be met, should be
 2 annotated for further discussion with the site supervisor,
foreman, vendors, and subcontractors.
As mentioned under Activity 15, present your schedule during
 3 weekly update meetings with the General Contractor, and
provide a copy to the General Contractor.
Keep an archive of all weekly schedules with comments and
annotations in order to understand what went right/wrong
 4 and what needs to be improved. This documentation will also
be useful in case a claim arises against the General
Contractor or from a Subcontractor.
23. Review the schedule routinely with field personnel to ensure all parties understand the
milestones
During the formal meeting of the Project Manager, site
supervisor, and foreman, the schedule should be reviewed to
 1
determine the short and long-term milestones that must be
met.
The short-term milestones should be given special attention
 2
to ensure the dates are achievable.
24. Identify work that impacts electrical activities
Each week, and sometimes each day, the Project Manager
and site supervisor should identify activities that must be
 1
coordinated with other trades, and the proper coordination
should be implemented.
If an upcoming (but not immediate) coordination issue is
identified the Project Manager should introduce the issue at
 2
the Weekly Coordination Meeting with the General Contractor
to initiate coordination.

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TABLE 4.6: Scheduling Process Activities Checklist

Project Number: _____________________________________________________________

SCHEDULING PROCESS CHECKLIST FOR PROJECT MANAGEMENT

COMPLETION ITEM
. DATE NO.
SUB-ACTIVITIES
25. Give the General Contractor input on the main schedule and the activities that need to be
reviewed by all parties
Each week at the Weekly Update Meeting, the Project
Manager should review the electrical schedule with the
 1
customer, general contractor, other trade contractors, and
suppliers to resolve any conflicts.
The Project Manager should ensure the electrical schedule has
been integrated into the General Contractor’s overall project
 2
schedule each week so that their requirements are properly
taken into consideration.
26. Update the schedule regularly to track progress
Weekly updates to the schedule should be made to ensure
 1 tasks are being completed as planned and, if not, the reasons
for task incompletion is identified and corrected.
The schedule should be used to document progress and
 2
identify corrections that need to be made
The schedule should also be used to document delays in the
work caused by other parties which might result in a claim.
 3
Hence, weekly schedule updates are an important part of the
control process.
27. Review or establish a look-ahead scheduling process
The look-ahead scheduling process should use the project
 1 schedule to look ahead to the work that must be completed in
the next one, two, or three weeks.
Once the Project Manager, site supervisor, and foreman have
established the current look-ahead schedule, the workers,
 2
materials, and equipment that are needed to complete the
work should be ordered or arranged.
As part of the look-ahead scheduling process, the site
supervisor should talk to the foremen to determine whether
 3
they have the tools and materials needed to complete the
work and to discuss possible ways to improve productivity.
The look-ahead schedule should also be used to identify
 4 specific coordination issues that will need attention during the
schedule timeframe.
Because some activities may be on the critical path, the look-
 5 ahead schedule should be compared to the baseline schedule
to identify any activities that are particularly important.

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TABLE 4.6: Scheduling Process Activities Checklist

Project Number: _____________________________________________________________

SCHEDULING PROCESS CHECKLIST FOR PROJECT MANAGEMENT

COMPLETION ITEM
. DATE NO.
SUB-ACTIVITIES

27. Review or establish a look-ahead scheduling process (continued)

Because some activities may be on the critical path, the look-
 6 ahead schedule should be compared to the baseline schedule
to identify any activities that are particularly important.
For repetitive tasks, maintaining the same crew will often
result in an improvement in productivity. This improvement
 7
can be tracked and, as a result of the improvement, the
duration of tasks can be revised.
Be sure to account for the possibility of bad weather for those
 8 tasks that will be performed outside during the look-ahead
period.
If needed, the electrical contractor may be able to negotiate
more time for completing tasks that are not on the critical
 9 path. The reasons for the extra time must be explained to the
general contractor’s Project Manager and all parties must
agree to the no-cost change to the schedule.

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4.7 Scope & Change Control

Scope Control involves reviewing the scope of work to understand what is and is
not included in the project scope, and then closely monitoring the project to ensure that
work beyond the contractual scope is not performed without additional compensation.
Change Control involves managing changes to the work, including those that have been
formally requested by the General Contractor or are orally directed on the jobsite.
Change requests (verbal and written) should be documented by the Project Manager or
site supervisor and should be formalized in a written change order request sent to the
General Contractor for approval. Scope and change control also include monitoring
changes to ensure proper compensation is received and documenting other impacts
resulting from the changes (such as cumulative impacts of change).

4.7.1 What Activities Should be Performed During Scope &

Change Control?
The scope & change control process consists of ten activities. Table 4.7 provides
the scope & change control activities in a convenient checklist.

Activity 28: Review and understand the scope of the project

28.1. Consult the Electrical Pre-Construction Planning Process Implementation
Manual published by Electri’ International for additional information about conducting
a scope review.
28.2. Complete the Scope Review checklist (Figure 4.18), originally published in
the Electrical Pre-Construction Planning Process Implementation Manual, and ensure
both the Project Manager and site supervisor understand the scope of work.
 Review the schedule to understand the timeline for completing work tasks
and review the work strategy that has been developed based on the schedule.

Activity 29: Identify problems with the drawings and specifications and
develop RFIs
29.1. Review the plans and specifications together to identify any discrepancies
that require clarification. Develop Requests for Clarification for scope items that are not
clearly defined.
29.2. Also identify any items that are not included in the scope that ordinarily
would be a scope item. These excluded items should be verified by the General
Contractor.

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Activity 30: Submit change order requests and cost proposals in a timely
manner
30.1. Change orders may take time to process, and work performed under a
change order cannot be billed until the change order has become official Therefore,
change order requests should be submitted as soon as the change has been identified.
 Note: See Figure 4.11 for a sample change order procedure.
 Note: See Figure 4.13 for a sample change order form.

Activity 31: Schedule specific meetings with the general contractor to

discuss change orders and change issues
31.1. Although numerous meetings are scheduled each week, primarily to
provide a status update or to coordinate efforts, an entirely separate meeting should be
scheduled with the General Contractor to review changes and change orders.
 If a significant issue is hindering progress, the CEO/VP can assist with
resolving the issue at a higher level.
31.2. The change order log (Activity 14), with the list of all outstanding change
order requests, should be reviewed to determine the progress of receiving the requested
change orders.
 The Electrical Contractor should identify the impact of delays in processing a
change order.
 Change order requests that are denied should be annotated as potential
claims if the Electrical Contractor believes they are an actual change.
31.3. Likewise, new changes should be discussed to determine the General
Contractor’s position – for example, does the GC agree or disagree that the extra work is
indeed a change? Change order requests should subsequently be developed and
submitted for all changes to the work.
 Even if the GC disputes the work, a change order request should be submitted,
specifically stating the desired increase in time and/or money. If the change order
is denied, it can be turned into a claim later.

Activity 32: Implement a value engineering system to suggest alternate

processes or materials
32.1. Consult the Electrical Pre-Construction Planning Implementation Manual
published by Electri’ International for additional information about value engineering
that may have been performed during planning.
 Activity 11 in the Electrical Pre-Construction Planning Implementation
Manual specifically addresses value engineering.

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32.2. Although most value engineering should have occurred during bidding
and planning, a process for regularly seeking out cost and time saving changes should be
implemented.
 Opportunities that do not require customer approval are particularly
appealing.
 The process will necessarily require identification of opportunities well ahead
of the time when they must be implemented.
 It may be necessary to assign one person to conduct a thorough value
engineering review. Then, additional opportunities can be identified during
construction.
32.3. Present value engineering (VE) opportunities to the General Contractor,
including cost and time difference between the as-bid and VE options.
 The Project Manager should determine the cost and time savings or
expenditure to implement a VE option.
 Although the goal is typically cost savings, occasionally a VE option will be
selected to save time. Hence, there will likely be a tradeoff.

Activity 33: Document official change orders and incorporate them into the
budget and schedule
33.1. Once change orders have been approved, they should be immediately
incorporated into the budget so that they can be billed.
 However, as noted in Activity 35, changes should be tracked separately so that
the Electrical Contractor can identify any additional impacts caused by the
changes but not captured in the change order.
33.2. Likewise, once change orders have been approved, they should be
immediately incorporated into the schedule so that they can be properly integrated with
the other work.

Activity 34: Purchase materials or subcontracts and inform the field about
the selections
34.1. Consult the Electrical Pre-Construction Planning Implementation Manual
published by Electri’ International for additional information about the buyout process
that may have been performed during planning.
 Activities 19 through 24 in the Electrical Pre-Construction Planning
Implementation Manual specifically address buyout.
34.2. Activities 19 through 24 in the Electrical Pre-Construction Planning
Implementation Manual specifically addresses buyout.
 This will entail reviewing vendor/subcontractor pricing; negotiating the
price; issuing contracts; placing orders; and, requesting submittals.

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34.3. The field supervisor should be made aware of the vendors and
subcontracts that have been awarded contracts during pre-construction planning and
after execution.
 The field supervisor should keep a list of vendors/subcontractors (Figure.
4.19). These vendors/subcontractors should be contacted regularly to keep them
informed of work progress and to be made aware of any problems that arise.

Activity 35: Track change orders separately from the original scope
35.1. The resources expended to complete work under a change order should be
tracked separately from the original scope of work.
 This includes materials, labor, and equipment costs
35.2. Additional costs incurred because of the changes, which was not captured
in the original change request, may need to be filed as a claim.

Activity 36: Use cost codes to account for activities

36.1. Consult the Electrical Pre-Construction Planning Implementation Manual
published by Electri’ International for additional information about cost code
development that may have been performed during planning.
 Activity 27 in the Electrical Pre-Construction Planning Implementation
Manual specifically addresses development of a cost code scheme.
36.2. If a cost code scheme was not developed during planning, it should be
developed as part of this activity.
 Typically, a company has a standard set of cost codes. Hence, this activity
essentially involves assigning a cost code to the work activities.
36.3. The cost code scheme should also be used to resource-load your schedule
so that activities can be linked to specific cost codes and tracked accordingly.
 Cost codes assigned to resources in a resource-loaded schedule can be used
to track overages and underruns of costs for specific activities.
 This can help you identify materials that were more expensive than estimated
(for example) or better/worse productivity than expected.

Activity 37: Track labor costs and compare actual costs to estimated costs
37.1. Actual labor costs that exceed estimated labor costs may be a sign of poor
productivity, changes, or scope increases. Hence, any variance should be investigated to
find its cause.
 Labor hours and labor costs should be tracked regularly (at least weekly) so
that variances can be immediately investigated.
 Corrections can often be made if the variance is caught early.

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TABLE 4.7: Scope & Change Control Activities Checklist

Project Number: _____________________________________________________

Project Name: _______________________________________________________

Location: ___________________________________________________________

Project Manager: _____________________________________________________

Start Date: __________________________________________________________

SCOPE & CHANGE CONTROL CHECKLIST FOR PROJECT MANAGEMENT

COMPLETION ITEM
 DATE NO.
SUB-ACTIVITIES

28. Review and understand the scope of the project

Consult the Electrical Pre-Construction Planning Process
 1 Implementation Manual published by Electri’ International for
additional information about conducting a scope review
Complete the Scope Review checklist (Figure 4.18),
originally published in the Electrical Pre-Construction Planning
 2
Process Implementation Manual, and ensure both the Project
Manager and site supervisor understand the scope of work.
Review the schedule to understand the timeline for
 3 completing work tasks and review the work strategy that has
been developed based on the schedule.
29. Identify problems with the drawings and specifications and develop RFIs
Review the plans and specifications together to identify any
 1 discrepancies that require clarification. Develop Requests for
Clarification for scope items that are not clearly defined.
Also identify any items that are not included in the scope that
 2 ordinarily would be a scope item. These excluded items
should be verified by the General Contractor.
30. Submit change order requests and cost proposals in a timely manner
Change orders may take time to process, and work
performed under a change order cannot be billed until the
 1 change order has become official Therefore, change order
requests should be submitted as soon as the change has
been identified.
31. Schedule specific meetings with the GC to discuss change orders and change
issues
Although numerous meetings are scheduled each week,
primarily to provide a status update or to coordinate efforts,
 1
an entirely separate meeting should be scheduled with the
General Contractor to review changes and change orders.

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TABLE 4.7: Scope & Change Control Activities Checklist (continued)

Project Number: _____________________________________________________

31. Schedule specific meetings with the GC to discuss change orders and change
issues (continued)
The change order log (Activity 14), with the list of all
outstanding change order requests, should be reviewed to
 2
determine the progress of receiving the requested change
orders
Likewise, new changes should be discussed to determine the
General Contractor’s position – for example, does the GC
 3 agree or disagree that the extra work is indeed a change?
Change order requests should subsequently be developed and
submitted for all changes to the work.
32. Implement a value engineering system to suggest alternate processes or
materials
Consult the Electrical Pre-Construction Planning
Implementation Manual published by Electri’ International for
 1
additional information about value engineering that may have
been performed during planning.
Although most value engineering should have occurred during
 2 bidding and planning, a process for regularly seeking out cost
and time saving changes should be implemented.
Present value engineering opportunities to the General
 3 Contractor, including cost and time difference between the
as-bid and VE options.
33. Document official change orders and incorporate them into the budget and
schedule
Once change orders have been approved, they should be
 1 immediately incorporated into the budget so that they can be
billed.
Likewise, once change orders have been approved, they
 2 should be immediately incorporated into the schedule so that
they can be properly integrated with the other work.
34. Purchase materials or subcontracts and inform the field about the selections
Consult the Electrical Pre-Construction Planning
Implementation Manual published by Electri’ International for
 1
additional information about the buyout process that may
have been performed during planning.
If the buyout process was not completed during planning, the
 2 Project Manager should continue buying out the job after
executing the work.
The field supervisor should be made aware of the vendors
 3 and subcontracts that have been awarded contracts during
pre-construction planning and after execution

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TABLE 4.7: Scope & Change Control Activities Checklist (continued)

Project Number: _____________________________________________________

35. Track change orders separately from the original scope

The resources expended to complete work under a change
 1 order should be tracked separately from the original scope of
work.
Additional costs incurred because of the changes, which was
 2 not captured in the original change request, may need to be
filed as a claim.
36. Use cost codes to account for activities
Consult the Electrical Pre-Construction Planning
Implementation Manual published by Electri’ International for
 1
additional information about cost code development that may
have been performed during planning.
If a cost code scheme was not developed during planning, it
 2
should be developed as part of this activity.
The cost code scheme should also be used to resource-load
 3 your schedule so that activities can be linked to specific cost
codes and tracked accordingly.
37. Track labor costs and compare actual costs to estimated costs

Actual labor costs that exceed estimated labor costs may be a

 1 sign of poor productivity, changes, or scope increases. Hence,
any variance should be investigated to find its cause.

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Project Number: ____________________________________________________________

Project Name: _____________________________________________________________

Location: _________________________________________________________________

Project Manager/Field Supervisor: _____________________________________________

Scope Review Completion Date: _______________________________________________

SCOPE AND SCHEDULE REVIEW ITEMS

Completed Date
Completed Item to Review
By? Completed?
Contract

Plans

Specifications

Cost estimate and bid breakdown

Referenced/applicable codes or regulations

Quality requirements

Safety requirements

Special conditions

Addendums

Temporary power and lighting requirements

Owner/CM/GC-furnished materials

Vendor pricing and qualifications

Owner/CM/GC schedule

Internal schedule submitted with bid

Work sequence and work by others

Required coordination with other trades

Material and equipment deliveries

Anticipated weather problems or holidays

Required labor

Labor rates and potential increases

Crew mix

Administrative procedures (submittals/RFIs/changes)

FIGURE 4.18: Scope & Schedule Review Items

Project Number: ____________________________________________________________

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SCOPE AND SCHEDULE REVIEW ITEMS

Who Who
Completed What to Review in the Plans and Specifications
furnishes? installs?
Access doors

Asbestos abatement

Carpentry (miscellaneous)

Clean up

Conduit (sizes and quantities)

Crane

Cutting and patching

Demolition and removal

Electric motors

Electric starters

Excavation and backfill

Fire alarm wiring

Fire alarm devices

Hand dryers

Hoists for personnel

Hoists for materials

Interior layout

Painting

Panels

Scaffolding

Site access

Site surveying

Temporary power

Underground utilities

Wire (and/or pipe and wire)

FIGURE 4.18: Scope & Schedule Review Items (continued)

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Project Number: ____________________________________________________________________________

Project Name: ______________________________________________________________________________
Location: __________________________________________________________________________________
Project Manager: ___________________________________________________________________________

Name of the Vendor/ Service perform

Contact person Address Telephone Email
company Subcontractor or material deliver

FIGURE 4.19. Sample List of Vendors and Suppliers

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4.8 Cost Control & Billing

Cost Control begins by reviewing the project costs to understand what is and is
not included in the budget, and then closely monitoring costs to ensure that costs are
not exceeded or that additional costs resulting from changes are processed accordingly.
Control also refers to the actions taken in order to bring any deficiencies of the project
back into conformance. Billing involves the submission of invoices for work that has
been performed. Both Cost Control and Billing together encompass tracking and
forecasting the financial aspects of the project.

4.8.1 What Activities Should be Performed During Cost Control &

Billing?
The cost control & billing process consists of six activities. Table 4.8 provides
the cost control & billing activities in a convenient checklist.

ACTIVITY 38: Track material and subcontractor costs and compare actual
costs to estimated and earned costs
38.1 Establish a database or spreadsheet to record all material and subcontract
costs (Figure 4.21).
38.2 Set up fields in the spreadsheet to record estimated costs, earned costs, and
actual costs.
38.3 Compare actual costs to earned and estimated costs to identify any cost
variances that exist.
38.4 Identify mitigation measures to reduce or eliminate any cost variances.

ACTIVITY 39: Once change orders have been approved, include them in
the billing process
39.1. Often, change order work is completed before the official change order has
been received. In such cases, the Project Manager should bill for the change order work
immediately following receipt of the change order.
39.2. For large changes that span more than one billing cycle, the change order
work should be billed along with the regular billing items but payment should be
tracked separately.
 Change order costs should be tracked separately from the original scope of
work so that cost growth can be properly accounted for.
 Two types of cost growth are typically present on a job: changed costs that are
recoverable and costs that exceed the original estimate and are not recoverable.

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ACTIVITY 40: Compare the actual project costs to the budget and
earned value to track progress
40.1. As mentioned in Activity 38, a database or spreadsheet should be
established to record estimated, actual, and earned costs (see Figure 4.22).
 Additional information about Earned Value Management Systems can be
found in Humphreys, G.C. (2002). Project management using earned value.
Orange, CA: Humphreys & Associates.
 Earned value, also known as the Budgeted Cost for Work Performed (BCWP)
refers to:
 The determination of the value of how much work has been performed on
the basis of what was “budgeted” for that work
 It is the budgeted cost for work that has been accomplished or value of the
work that has actually been completed
 Budgeted cost for work scheduled –BCWS
 It is the budgeted cost for the project based on the original schedule and
estimated resources.
 “What you thought you were going to spend”
 Actual cost of work performed -ACWP
 Actual cost of the work that has been accomplished to date
 “What you actually spent”
 Schedule variance (SV) = BCWP –BCWS
 The difference between the budgeted cost for work scheduled and the
budgeted cost for work performed.
 SV>0, ahead of schedule
 SV<0, behind schedule
 Cost variance (CV) = BCWP –ACWP
 The difference between the budgeted and actual costs of work performed.
 CV>0, under budget
 CV<0, over budget
 Schedule performance index - SPI
 SPI = BCWP/BCWS
 This ratio provides a direct relationship between work performed and
work scheduled based on budgeted costs.
 SPI>1, ahead of schedule
 SPI<1, behind schedule
 Cost performance index - CPI
 CPI = BCWP/ACWP
 This ratio provides a direct relationship between budgeted cost for work
performed and actual costs.
 CPI>1, under budget
 CPI<1, over budget
 Based on these basic values, you can forecast:
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 Budget at completion (BAC) – Original total cost estimate of the project.

 Estimated cost at completion (EAC) –The forecasted cost to complete the
project based on the work performed to date and estimates of future costs
and conditions.

Figure 30. Earned Value Progress Measurement Diagram

40.2. Compare actual costs to earned and estimated costs to identify any cost
variances that exist. The difference between budgeted costs and actual costs is the cost
variance – an indication of cost performance.
40.3. Identify mitigation measures to reduce or eliminate any cost variances.

ACTIVITY 41: Use the schedule of values to track progress

41.1. In addition to comparing budgeted costs to actual costs, the Project
Manager should routinely examine the schedule of value to determine whether billed
costs are aligned with expected expenditures to date (see Figure 4.23).
41.2. Differences between expected costs billed to date and actual billed costs
should be investigated, and corrective actions should be identified if necessary.

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ACTIVITY 42: Use a pre-bill process to seek preliminary approval of the

invoice from the general contractor
42.1. A preliminary invoice should be prepared by the project manager and
submitted to the General Contractor so that sufficient time is available to have the
invoice reviewed by the General Contractor. This is often called a “pencil copy.”
42.2. The preliminary invoice may have corrections made by the General
Contractor, and these modifications should be resolved prior to submitting the actual
invoice.
42.3. In some cases, a meeting with the General Contractor may be helpful to
resolve any issues and receive preliminary approval of the invoice.

ACTIVITY 43: Submit invoices of your costs in a timely manner

43.1. Annotate the due date of all invoices each month, and make sure sufficient
time has been built into the invoicing process to allow the invoice to be reviewed by all
involved parties.
43.2. A delay in submitting an invoice could mean waiting up to 90 days or
longer to get paid, which can negatively impact the cash flow of the company. As a
result, all invoices should be submitted on time.

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TABLE 4.8. Cost Control & Billing Activities Checklist

Project Number: ______________________________________________________

Project Name: ________________________________________________________
Location: ____________________________________________________________
Estimator: ___________________________________________________________
Project Manager: ______________________________________________________

COST CONTROL & BILLING CHECKLIST FOR PROJECT MANAGEMENT

COMPLETION ITEM
 DATE NO.
SUB-ACTIVITIES

38. Track material and subcontractor costs and compare actual costs to estimated
and earned costs
Establish a database or spreadsheet to record all material and
 1
subcontract costs
Set up fields in the spreadsheet to record estimated costs,
 2
earned costs, and actual costs
Compare actual costs to earned and estimated costs to identify
 3
any cost variances that exist
Identify mitigation measures to reduce or eliminate any cost
 4
variances
39. Once change orders have been approved, include them in the billing process
Often, change order work is completed before the official
change order has been received. In such cases, the Project
 1
Manager should bill for the change order work immediately
following receipt of the change order
For large changes that span more than one billing cycle, the
 2 change order work should be billed along with the regular
billing items but payment should be tracked separately
40. Compare the actual project costs to the budget and earned value to track
progress
As mentioned in Activity 39, a database or spreadsheet should
 1
be established to record estimated, actual, and earned costs
Compare actual costs to earned and estimated costs to identify
any cost variances that exist. The difference between budgeted
 2
costs and actual costs is the cost variance – an indication of
cost performance
Identify mitigation measures to reduce or eliminate any cost
 3
variances
41. Use the schedule of values to track progress
In addition to comparing budgeted costs to actual costs, the
Project Manager should routinely examine the schedule of
 1
value to determine whether billed costs are aligned with
expected expenditures to date
Differences between expected costs billed to date and actual
 2 billed costs should be investigated, and corrective actions
should be identified if necessary

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TABLE 4.8. Cost Control & Billing Activities Checklist (continued)

Project Number: ______________________________________________________

COST CONTROL & BILLING CHECKLIST FOR PROJECT MANAGEMENT

COMPLETION ITEM
 DATE NO.
SUB-ACTIVITIES

42. Use a pre-bill process to seek preliminary approval of the invoice from the GC
A preliminary invoice should be prepared by the project
manager and submitted to the General Contractor so that
 1
sufficient time is available to have the invoice reviewed by the
General Contractor. This is often called a “pencil copy.”
The preliminary invoice may have corrections made by the
 2 General Contractor, and these modifications should be
resolved prior to submitting the actual invoice
In some cases, a meeting with the General Contractor may be
 3 helpful to resolve any issues and receive preliminary approval
of the invoice
43. Submit invoices of your costs in a timely manner
Annotate the due date of all invoices each month, and make
 1 sure sufficient time has been built into the invoicing process to
allow the invoice to be reviewed by all involved parties
A delay in submitting an invoice could mean waiting up to 90
days or longer to get paid, which can negatively impact the
 2
cash flow of the company. As a result, all invoices should be
submitted on time

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PROJECT NUMBER: ___________________________________________________________________________

PROJECT NAME: _____________________________________________________________________________

LOCATION: _________________________________________________________________________________

PROJECT MANAGER: __________________________________________________________________________

MATERIAL AND LABOR TRACKING REPORT

CSI OH&P
DESCRIPTION LABOR MATERIALS EQUIPMENT SUBCONTRACTS TOTAL
DIVISION (15%)

FIGURE 4.21 Budget Breakdown and Tracking Spreadsheet

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PROJECT NUMBER: ______________________________________________________________________________________________

PROJECT NAME: _________________________________________________________________________________________________

LOCATION: ____________________________________________________________________________________________________

PROJECT MANAGER: ____________________________________________________________________________________________

SCHEDULE OF VALUES

(A) (B) (C) (D) (E) (F) (G) (H) (I) (J) (K) (L)
LINE DESCRIP- CONTRACT CHANGE TOTAL COMMITED COMMITED NON TOTAL COST TO TOTAL VARIANCE
ITEM TION VALUE ORDER ESTIMATES COST COST COMMITED (F+H)° COMPLETE ESTIMATED =(K-E)
=(C+D) INVOICED COST COST AT
INVOICED COMPLETION
=(I+J)

FIGURE 4.22 Earned Value Spreadsheet

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PROJECT NUMBER: __________________________________________________________________________________

PROJECT NAME: ____________________________________________________________________________________

LOCATION: _________________________________________________________________________________________

PROJECT MANAGER: ________________________________________________________________________________

SCHEDULE OF VALUES

(A) (B) (C) (D) (E) (F) = (D+E) (G) = (F/C) (H) = (C-F) (I)
LINE DESCRIPTION CONTRACT PREVIOUSLY COMPLETE COMPLETED % BALANCE RETAINAGE
ITEM VALUE COMPLETED D THIS TO-DATE COMPLETE TO FINISH
PERIOD

TABLE 4.23 Company Schedule of Value

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4.9 Subcontractor Management

The subcontractor management process involves understanding each
subcontractor’s scope of work, developing and administering the contract, establishing a
schedule for subcontracted work, and processing submittals and shop drawings.
Management of subcontractors requires open lines of communication and overall good
teamwork and coordination. Electrical contractor personnel should strive to achieve
mutual trust and respect with all subcontractors because the success of operations will
primarily be achieved through cooperation. Fairness and timely payments will be
necessary to ensure the subcontractor’s business remains viable. Fairness will also be
conducive to future partnerships.

4.9.1 What Activities Should be Performed During Subcontractor

Management?
The subcontractor management process consists of seven activities. Table 4.9
provides the subcontractor management activities in a convenient checklist.

ACTIVITY 44: Review the scope and document the subcontractors’

scope of work
44.1. In conjunction with Activity 28, review the scope of work to identify work
that will be performed by subcontractors.
44.2. Determine whether the scope of the subcontracted service includes “labor
and equipment” or “”labor, materials and equipment”
44.3. Ensure the subcontractors’ scope of work has been documented so that the
site supervisor and foreman can avoid requesting extra work or they understand when
the requested work is outside the scope.
 Often the foreman or site supervisor can inadvertently order extra work
beyond a subcontractor’s scope, resulting in additional costs to the electrical
contractor. To avoid unexpected extra costs, the site supervisor and foreman
should be familiar with subcontractors’ scope of work.

ACTIVITY 45: Make sure the subcontractors are licensed and are
qualified to do the job
45.1 Review critical details of the scope of work prior to award to ensure the
subcontractor is capable of doing the work. This will avoid future conflicts and litigation.
 During interviews of the subcontractors, prepare a non exhaustive list of what
as to be performed. The review of the scope should consist of:
 A description of work to be performed
 Any clarifications about the items included in the bid
 A list of specific items which will not be included
 Any commercial exceptions noted by the bidder

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45.2 Prior to awarding a contract, check the subcontractor’s references.

 Subcontractors should be requested to provide references for recently
completed projects as part of the bidding process.
 These references should be contacted to determine how well the contractor
has performed on previous jobs and how well they are likely to perform on the
current job.
 Questions to ask the references are identified in Figure 4.24, along with a
suggested scoring system where 1 = poor and 5 = excellent.
45.3 Prior to awarding a contract, check the subcontractor’s license status.
 Typically, licenses can be looked up on the internet through the licensing
board website.
 Visit your state’s licensing board website to make sure your subcontractor has
an active license and no disciplinary action taken against them.

ACTIVITY 46: Implement subcontracts

46.1. Check to make sure the subcontracts were developed during the pre-
construction planning or procurement phase of the project. If they were not, the first
step is to develop subcontracts based on the scope of work and bid submitted by the
subcontractor.
 Consult the Electrical Pre-Construction Planning Implementation Manual
published by Electri’ International for additional information about developing
and issuing contracts.
46.2. Ensure the subcontract has been signed and executed by all parties prior to
the subcontractor mobilizing to the jobsite.
 If a complete contract has not been approved and signed, but the work needs
to proceed, issue a letter contract that authorizes the subcontractor to begin
work.
46.3. The project manager and site supervisor should review the contract to
understand the terms and conditions.
 Consider housing a copy of the contract in the job trailer so that the project
manager and site supervisor can refer to it if they have questions about
conformance or scope of work.
46.4. The project manager and site supervisor should establish a system for
verifying that the subcontractor is performing the work in accordance with the contract
documents.
 “Implementation of the contract” essentially means ensuring that the
contractor performs the work in accordance with the contract documents (plans,
specifications, general conditions, etc.). Hence, verification of conformance is a
critical aspect of contract implementation.

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ACTIVITY 47: Determine the subcontractors’ schedule based on input

from the subcontractors
47.1. Finalize the subcontractors’ schedules by outlining the tasks that need to
be completed and assigning a start date, duration, and completion date to each task.
 This activity may have been completed during pre-construction planning. If
so, review the schedule to verify it is realistic and achievable.
47.2. Input from the subcontractor will be essential to ensure that the schedule
is realistic and that the subcontractor “buys in” to the schedule.
 Hold a meeting with the subcontractor to review their work tasks and
schedule. Identify potential obstacles and remove the obstacles so work can
proceed as expected.

ACTIVITY 48: Provide information to the site supervisor and foreman

about the subcontractors and their point of contact
48.1. Distribute a contact list to the site supervisor and foreman that has the
subcontractors’ company names, point of contact, and phone number.

ACTIVITY 49: Schedule onsite visits and walk through the jobsite with
the subcontractors
49.1. Prior to initiating work, make sure the subcontractor is prepared on-site to
perform the job at full efficiency.
 If an on-site office is necessary, one should be rented prior to starting work.
 Access should be made to electricity, water, sanitary, and other utilities to
perform the job.
49.2. A schedule should be established for verifying the subcontractors
performance by walking through the site with the subcontractor.
 Regular weekly or bi-weekly walk-throughs are recommended.
49.3. During the walk-through, conformance with contract documents should be
verified and discrepancies should be noted (see Figure 4.25).
49.4. Routine checks on safety and security should be made throughout the
performance period.
49.5. Following each walk-though, the project manager or site supervisor should
send a list summarizing the results, with a deadline for correcting any deficiencies.
 The list should be sent to the subcontractor as an attachment to a formal
letter. The purpose of the letter is to provide adequate notification of any
discrepancies that have been found that need to be corrected.
49.6. Following the walk-through, both parties should agree on the task or
percentage of each task that has been achieved.

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 Accurate (rather than early) cash flow will be necessary, so parties should
avoid front loading the billing.
49.7. Following each walk-through, the schedule should be updated to reflect
current and future work accurately.

ACTIVITY 50: Request and process submittals and shop drawings from
the subcontractors
50.1. Consult the Electrical Pre-Construction Planning Implementation
Manual published by Electri’ International for additional information about processing
submittals and shop drawings.
 The manual contains numerous samples of forms and processes that can be
used to process and track submittals and shop drawings.
50.2. Develop a list of required submittals and shop drawings and send the list
to the subcontractor.
 This activity should be performed while reviewing the plans, specifications,
and contract documents.
50.3. Track the submission, processing, and approval of submittals and shop
drawings using a computerized tracking system.
 The system should have been set up during the pre-construction planning
phase of the project.
50.4. Maintain copies of all submittals and shop drawings in the job trailer so
that the site supervisor can verify that installed work conforms to the approved
documents.

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TABLE 4.9. Subcontractors Management Activities Checklist

Project Number: ____________________________________________________

Project Name: ______________________________________________________
Location: __________________________________________________________
Estimator: _________________________________________________________
Project Manager: ____________________________________________________

SUBCONTRACTORS MANAGEMENT CHECKLIST FOR PROJECT MANAGEMENT

COMPLETION ITEM
 DATE NO.
SUB-ACTIVITIES

44. Review the scope and document the subcontractors’ scope of work
In conjunction with Activity 28, review the scope of work to
 1
identify work that will be performed by subcontractors
Determine whether the scope of the subcontracted service
 2 includes “labor and equipment” or “”labor, materials and
equipment”
Ensure the subcontractors’ scope of work has been
documented so that the site supervisor and foreman can
 3
avoid requesting extra work or they understand when the
requested work is outside the scope
45. Make sure the subcontractors are licensed and are qualified to do the job
Review critical details of the scope of work prior to award to
 1 ensure the subcontractor is capable of doing the work. This
will avoid future conflicts and litigation
Prior to awarding a contract, check the subcontractor’s
 2
references
Prior to awarding a contract, check the subcontractor’s
 3
license status
46. Implement subcontracts
Check to make sure the subcontracts were developed during
the pre-construction planning or procurement phase of the
 1 project. If they were not, the first step is to develop
subcontracts based on the scope of work and bid submitted
by the subcontractor
Ensure the subcontract has been signed and executed by all
 2
parties prior to the subcontractor mobilizing to the jobsite
The project manager and site supervisor should review the
 3
contract to understand the terms and conditions
The project manager and site supervisor should establish a
 4 system for verifying that the subcontractor is performing the
work in accordance with the contract documents

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TABLE 4.9. Subcontractors Management Activities Checklist (continued)

Project Number: ___________________________________________________

SUBCONTRACTORS MANAGEMENT CHECKLIST FOR PROJECT MANAGEMENT

COMPLETION ITEM
 DATE NO.
SUB-ACTIVITIES

47. Determine the subcontractors’ schedule based on input from the subcontractors
Finalize the subcontractors’ schedules by outlining the tasks
 1 that need to be completed and assigning a start date,
duration, and completion date to each task
Input from the subcontractor will be essential to ensure that
 2 the schedule is realistic and that the subcontractor “buys in”
to the schedule
48. Provide information to the site supervisor and foreman about the
subcontractors and the point of contact
Distribute a contact list to the site supervisor and foreman
 1 that has the subcontractors’ company names, point of
contact, and phone number
49. Schedule onsite visits and walk through the jobsite with the subcontractors
A schedule should be established for verifying the
 1 subcontractors performance by walking through the site with
the subcontractor
During the walk-through, conformance with contract
 2 documents should be verified and discrepancies should be
noted (quality control)
Coordination and safety is a subject that should be tackle
 3 especially after talking to the superintendant and to the
project manager
Following each walk-though, the project manager or site
 4 supervisor should send a list summarizing the results, with a
deadline for correcting any deficiencies
Tasks performed and % of completion have to be checked
 5
and agreed in order to avoid payment litigation

 6 The Schedule has to be checked and reviewed

A summary of this meetings has to be made and signed by

 7
both parties

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TABLE 4.9. Subcontractors Management Activities Checklist (continued)

Project Number: ___________________________________________________

SUBCONTRACTORS MANAGEMENT CHECKLIST FOR PROJECT MANAGEMENT

50. Request and process submittals and shop drawings from the subcontractors
Consult the Electrical Pre-Construction Planning
Implementation Manual published by Electri’ International
 1
for additional information about processing submittals and
shop drawings
Develop a list of required submittals and shop drawings and
 2
send the list to the subcontractor
Track the submission, processing, and approval of submittals
 3
and shop drawings using a computerized tracking system
Maintain copies of all submittals and shop drawings in the
 4 job trailer so that the site supervisor can verify that installed
work conforms to the approved documents

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PROJECT NUMBER: ______________________________________________________________________

PROJECT NAME: _________________________________________________________________________

LOCATION: ____________________________________________________________________________

PROJECT MANAGER: _____________________________________________________________________

Grade from 1 to 5 ( 5 = excellent)

Company 1 Company 2 Company 3 Company 4

Technical issues resolved on previous projects

Adequacy of materials used

Adequacy of labor in terms of experience and quantity
of workers needed to perform the job
Subcontractor Project Manager performance

Subcontractor Field Supervisor performance

Financial Strength

Safety Performance (check with OSHA)

Ability to communicate with others

Ability to cooperate with others

Total number of points

Company chosen

Figure 4.24 Sample References Check Form

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PROJECT NUMBER: ___________________________________________________________________________

PROJECT NAME: _____________________________________________________________________________

LOCATION: _________________________________________________________________________________

PROJECT MANAGER: _________________________________________________________________________

Further Description of the location (floors, building number):

Participant Name: Contractors Participant Name: Subcontractors

- -

- -

Scope of Inspection:

Reason of inspection: (Re inspection/ Usual Control)

Item, task or action Re-inspection date Date of correction Date of re-inspection Additional comments
that needs scheduled by the subcontractor
correction and contractor

FIGURE 4.25 Project Inspection Report

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4.10 Materials Management

Materials Management refers to the process of sourcing, purchasing, expediting,
receiving, inspecting, storing, and onsite-handling of materials and equipment needed
to complete the work. During the planning process, plans should have been developed
for materials storage locations and site facilities to ensure these facilities are located
efficiently and promote maximum productivity of workers and equipment. Often a
materials manager will be appointed on larger projects to make sure that materials are
received when and where they are needed and to avoid loss of materials, theft, damage,
or poor quality items.

4.10.1 What Activities Should be Performed During Materials

Management?
The materials management process consists of eleven activities. Table 4.10
provides the materials management activities in a checklist.

ACTIVITY 51: Re-check bid documents to verify required materials and

identify potential vendors and vendor responsibilities
51.1. The Project Manager and site supervisor should review the cost estimate to
understand the types and quantities of materials that are needed to complete the work.
 Any discrepancies in materials resulting from a difference between what has
been estimated and how the Project Manager intends to complete the work
should be resolved prior to ordering materials.
 The type of contract will also be an important consideration. If the contract is
a unit price contract, attention needs to be paid to the quantity of materials called
for on the project documents and actually used in the field because these two
values may differ significantly.
51.2. If vendor selection was not performed during the pre-construction
planning stage, then the Project Manager will need to identify qualified vendors and
receive quotations.
 This is essentially the “buyout” of the project. If it has not been completed,
vendor prequalification may be necessary before requesting quotations
 In some cases when an alliance relationship has been established, the Project
Manager may be required to select an alliance vendor
 Be sure to keep track of the quotations (via log or computer system) and to
sum up the results for the purpose of comparing bidders (see Figures 4.26 and
4.27). It may be necessary to select the second low bidder if the first low bidder
submits a bid that differs from the RFP.

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51.3. A supplement to the request for quotations that outlines specific

responsibilities of vendors is important to reduce confusion, conflicts, and claims.
51.4. In some cases, particular equipment or materials will need to have the cut
sheets submitted along with the bid so that approval can be obtained by the architect /
designer.

ACTIVITY 52: Establish delivery dates for materials and equipment

52.1. The Project Manager and Site Supervisor should review the schedule to
determine when specific materials and equipment need to be delivered.
 Materials and equipment that are delivered too soon to the jobsite can create
storage problems, opportunities for damage and theft, and financial loss (cash
flow, etc.).
 However, ordering materials “just in time” can also create problems because
deliveries might be delayed. This can result in workarounds that ultimately
decrease productivity and increase the cost of labor.
 Consequently, a compromise must be achieved in which materials are
delivered on time for installation but not too soon.
52.2. While the vendor should be provided with a copy of the schedule as part of
the quotation process, a separate materials and equipment delivery schedule may be
necessary to ensure the vendors are clear about required dates.

ACTIVITY 53: Lock in the pricing for materials and equipment

53.1. After receiving quotations, the Project Manager should contact each
vendor to review their quote. Of particular importance is making sure that the vendors
have the correct scope of work in their bid.
 Note: A scope review sheet should be developed to guide the discussion
between the Project Manager and vendor. Any discrepancies should be resolved
before selecting a vendor.
53.2. Once vendors have been selected and a final price has been negotiated, the
project manager should issue a purchase order or letter contract to lock in the pricing.
 Some vendors may only guarantee their price for a limited time so it is
important to secure the bid with a written acceptance of the offer.
 For very long-duration construction projects, the price of some material can
drop or increase by up to 20% during a given year. The Electrical Contractor
should initiate discussions with the owner and General Contractor about
including an escalation clause that will cover the variability in material costs.
 Two types of purchase orders are common (see Figure 4.28 for an example):
 Long term purchase order: For large quantities of materials that will be

used for the duration of the project.

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 Short term purchase order: Typically used for small quantities or limited
items and placed with local manufacturers or vendors.

ACTIVITY 54: Develop and issue purchase orders for materials and
equipment
54.1. As soon as quotes are negotiated and accepted, the project manager or
purchasing agent should develop and issue the purchase order.
54.2. The purchase order should contain the scope of work, specific information
about the materials, and the required delivery date.

ACTIVITY 55: Document purchase orders and keep them in a file

system
55.1. A copy of all purchase orders should be kept at the jobsite so that the site
supervisor can verify the scope of materials and equipment that will be provided by each
vendor.
 Purchase orders will be used to verify receipt of all materials and equipment
when it is delivered to the site.
 They will also be used to resolve disputes about what should be provided by
the vendor.
 A schedule of materials and equipment delivery dates should be constructed
from the purchase orders so that the site supervisor can keep track of expected
deliveries.
55.2. A separate copy of all purchase orders should be kept by the purchasing
agent and will likely be maintained in the Materials Management Information System.
 The purchasing department will use this information to confirm invoices and
to expedite and track shipments

ACTIVITY 56: Communicate all material information to field personnel

56.1. The site supervisor should discuss scope of work and delivery dates with
foremen to make them aware of the timeline for receiving and installing materials and
equipment.
56.2. The site supervisor should also make sure that the on-site materials
manager can access all purchase orders and can contact all vendors to expedite
deliveries or resolve issues.
 Note: A list of all vendors should be kept on site with contact information.

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ACTIVITY 57: Request submittals, cut sheets and shop drawings from
vendors
57.1. If the submittals, cut sheets, and shop drawings were not requested during
the pre-construction planning process, they should be requested when a vendor is
selected and a purchase order is issued.
57.2. In many cases, material cut sheets for standard items will be submitted
along with the quote and these will be processed following the issue of the purchase
order.
57.3. Develop a log of required submittals, cut sheets, and shop drawings (if this
has not already been done in the planning phase) and use the log to keep track of
submissions.

ACTIVITY 58: Check material packaging, labels, and status regularly as

part of an onsite materials management system
58.1. As materials arrive on site, a designated individual must inspect the items
to ensure no damaged items have been delivered.
 The individual may be the site supervisor, a full time materials manager, or a
part time appointed materials manager.
 Establish who is authorized to sign for receipt of the delivered materials.
 Ensure the receipt for materials is reviewed by the site supervisor and a copy
if placed on file in the field office.
58.2. All items must also be recorded so that a record of delivery and condition
are maintained by the electrical contractor.
58.3. If a bar coding system is used, all items must be tagged with a bar code and
must be annotated in the materials management information system.

ACTIVITY 59: Reconcile the invoice with the estimated material costs
59.1. As materials and equipment are received, actual costs (as identified on
invoices) should be entered into the accounting system.
59.2. Actual invoices costs should be compared to original estimated costs and
should be reconciled with the purchase order.
59.3. Discrepancies between bid/estimated costs and actual invoiced costs
should be discussed with the vendor.
 If the vendor is not able to adequately justify the additional costs, they
probably will not get paid the amount over the purchase order price.

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ACTIVITY 60: Implement an effective material handling system on site

60.1. A variety of on-site material handling strategies are available. The
electrical contractor will need to craft a strategy that best fits the characteristics of the
project.
 Example: In some cases, a materials manager and staff will work directly on
the jobsite if the job is large enough to warrant a full time operation. The
materials manager is responsible for purchasing, expediting, receiving,
inspecting, recording, storing, and dispensing materials.
 Example: A concession operation may also be warranted where a vendor
keeps a consumables trailer on site and re-stocks items each week. The electrical
contractor must monitor quantities to be sure there are enough materials to
continue working each day.

ACTIVITY 61: Schedule material delivery using staged releases to the

site based on phases
61.1. Although nearly all materials and equipment, other than consumables, will
be ordered during the buyout phase, arrange delivery based on project phases so that
materials do not have to be stored on site.
61.2. Numerous options exist for delivery of materials and equipment, and the
Electrical Contractor should understand at what point payment and responsibility for
shipment transfers from the vendor to the contractor.
 Free On Board (FOB) – Site: Essentially the vendor takes care of the delivery,
including insurance, until it is delivered to the site.
 Free On Board (FOB) – Warehouse: The Electrical Contractor must make
arrangements to get the materials from the vendor’s warehouse to the jobsite.
 Other options also exist, and the contractor must establish at what point and
location responsibility for materials transfers from the vendor to the contractor.
61.3. Make arrangement with vendors to deliver materials directly to the point
where they will be installed
 This might mean that a union driver will need to be hired or that the vendors
need to collaborate with the teamsters union to ensure a union employee is
assisting with deliveries.
61.4. Ensure the schedule depicts when various materials will be needed based
on the project phases.

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TABLE 4.10. Materials Management Activities Checklist

Project Number: ____________________________________________________

Project Name: ______________________________________________________
Location: __________________________________________________________
Estimator: _________________________________________________________
Project Manager: ____________________________________________________

MATERIALS MANAGEMENT CHECKLIST FOR PROJECT MANAGEMENT

COMPLETION ITEM
 DATE NO.
SUB-ACTIVITIES

51. Re-check bid documents to verify required materials and identify potential
vendors and vendor responsibilities
The Project Manager and site supervisor should review the
 1 cost estimate to understand the types and quantities of
materials that are needed to complete the work
If vendor selection was not performed during the pre-
 2 construction planning stage, then the Project Manager will
need to identify qualified vendors and receive quotations
A supplement to the request for quotations that outlines
 3 specific responsibilities of vendors is important to reduce
confusion, conflicts, and claims
In some cases, particular equipment or materials will need to
 4 have the cut sheets submitted along with the bid so that
approval can be obtained by the architect/designer
52. delivery dates for materials and equipment
The Project Manager and Site Supervisor should review the
 1 schedule to determine when specific materials and
equipment need to be delivered
While the vendor should be provided with a copy of the
schedule as part of the quotation process, a separate
 2 materials and equipment delivery schedule may be
necessary to ensure the vendors are clear about required
dates
53. Lock in the pricing for materials and equipment
After receiving quotations, the Project Manager should
contact each vendor to review their quote. Of particular
 1
importance is making sure that the vendors have the correct
scope of work in their bid
Once vendors have been selected and a final price has been
 2 negotiated, the project manager should issue a purchase
order or letter contract to lock in the pricing

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TABLE 4.10. Materials Management Activities Checklist (continued)

Project Number: _________________________________________

COMPLETION ITEM
 DATE NO.
SUB-ACTIVITIES

54. Develop and issue purchase orders for materials and equipment
As soon as quotes are negotiated and accepted, the project
 1 manager or purchasing agent should develop and issue the
purchase order
The purchase order should contain the scope of work,
 2 specific information about the materials, and the required
delivery date
55. Document purchase orders and keep them in a file system
A copy of all purchase orders should be kept at the jobsite so
 1 that the site supervisor can verify the scope of materials and
equipment that will be provided by each vendor
A separate copy of all purchase orders should be kept by the
 2 purchasing agent and will likely be maintained in the
Materials Management Information System
56. Communicate all material information to field personnel
The site supervisor should discuss scope of work and delivery
 1 dates with foremen to make them aware of the timeline for
receiving and installing materials and equipment
The site supervisor should also make sure that the on-site
 2 materials manager can access all purchase orders and can
contact all vendors to expedite deliveries or resolve issues
57. Request submittals, cut sheets and shop drawings from vendors
If the submittals, cut sheets, and shop drawings were not
requested during the pre-construction planning process, they
 1
should be requested when a vendor is selected and a
purchase order is issued
In many cases, material cut sheets for standard items will be
 2 submitted along with the quote and these will be processed
following the issue of the purchase order
Develop a log of required submittals, cut sheets, and shop
 3 drawings (if this has not already been done in the planning
phase) and use the log to keep track of submissions
58. Check material packaging, labels, and status regularly as part of an onsite
materials management system
As materials arrive on site, a designated individual must
 1 inspect the items to ensure no damaged items have been
delivered
All items must also be recorded so that a record of delivery
 2
and condition are maintained by the electrical contractor
If a bar coding system is used, all items must be tagged with
 3 a bar code and must be annotated in the materials
management information system

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TABLE 4.10. Materials Management Activities Checklist (continued)

Project Number: _________________________________________

COMPLETION ITEM
 DATE NO.
SUB-ACTIVITIES

59. Reconcile the invoice with the estimated material costs

As materials and equipment are received, actual costs (as
 1 identified on invoices) should be entered into the accounting
system
Actual invoices costs should be compared to original
 2 estimated costs and should be reconciled with the purchase
order
Discrepancies between bid/estimated costs and actual
 3
invoiced costs should be discussed with the vendor
60. Implement an effective material handling system on
A variety of on-site material handling strategies are
 1 available. The electrical contractor will need to craft a
strategy that best fits the characteristics of the project
61. Schedule material delivery using staged releases to the site based on phases
Although nearly all materials and equipment, other than
consumables, will be ordered during the buyout phase,
 1
arrange delivery based on project phases so that materials
do not have to be stored on site
Numerous options exist for delivery of materials and
equipment, and the Electrical Contractor should understand
 2
at what point payment and responsibility for shipment
transfers from the vendor to the contractor
Make arrangement with vendors to deliver materials directly
 3
to the point where they will be installed
Ensure the schedule depicts when various materials will be
 4
needed based on the project phases

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PROJECT NUMBER: __________________________________________________________________________________

PROJECT NAME: ____________________________________________________________________________________

LOCATION: _______________________________________________________________________________________

PROJECT MANAGER: _________________________________________________________________________________

SUBCONTRACTOR/SUPPLIER/VENDOR BID ANALYSIS

ITEM TYPE: _________________________ VENDORS

REVIEW ITEMS: BUDGET VENDOR A VENDOR B VENDOR C VENDOR D

Was the item bid per plans and specs? [Yes/No]

Was the item bid per the scope of work? [Yes/No]
Are the workers union or non-union?
How long will it take to order and deliver the
item?

List any exclusions

Was tax included in the bid price? [Yes/No]

Base bid price

List any alternate pricing provided

List adjusted bid price if alternates accepted

Did the vendor acknowledge all addenda?

[Yes/No]

FIGURE 4.26 Subcontractor/Supplier/Vendor Comparison Spreadsheet

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PROJECT NUMBER: _______________________________________________________________________

PROJECT NAME: __________________________________________________________________________

LOCATION: ______________________________________________________________________________

PROJECT MANAGER: ______________________________________________________________________

SUBCONTRACTOR/SUPPLIER LIST

ITEM TYPE: _____________________________

Use comparison spreadsheet to rank order vendors 1 to 4

VENDORS CONTACT PERSON TELEPHONE EMAIL ADDRESS LOCATION

CURRENT VENDOR

VENDOR 1

VENDOR 2

VENDOR 3

VENDOR 4

FIGURE 4.27 Subcontractor/Supplier/Vendor Ranking Form

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PROJECT NUMBER: _________________________________________________________________________________________

PROJECT NAME: ____________________________________________________________________________________________

LOCATION: ______________________________________________________________________________________________

PROJECT MANAGER: ________________________________________________________________________________________

Date:

Ship to (Head office or job site address Ship via

Required Ship Date

Quantity Description of the item Cost

Total Cost

NOTE: MATERIAL SAFETY DATA SHEETS ARE REQUIRED WITH ALL SHIPMENTS

SHIPPING INSTRUCTIONS:

Additional Requirements:

1. Submit _____ copies of shop drawings/details/performance data for review/approval

2. Submit _____ copies of O&M manuals or _____ copies of wiring diagrams for review/ approval

Name, Date and Signature Name, Date and Signature

Figure 4. 28 Sample Purchase Order Form

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4.11 Tools Management

Tools Management is a unique aspect of project execution that primarily
concerns subcontractors and general contractors that self-perform some of the work. To
perform the work tasks, consumables (particularly tools) are needed. But without
proper management, tools can become broken or lost and can become a very expensive
line item. Hence, Tools Management addresses the purchase and handling of tools
needed to perform the work.

4.11.1 What Activities Should be Performed During Tools

Management?
The tools management process consists of three activities. Table 4.11 provides
the tools management activities in a checklist.

ACTIVITY 62: Review contract drawings, specifications, and the bid to

identify and purchase special tools
62.1. Examine the plans and specifications and assemble a list of standard tools
that will be needed for the job.
 See Figure 4.29 for a tool log for the tools that may be needed on the
project. The list is going to be different for each particular project.
62.2. Examine the plans and specifications and assemble a list of special tools
that will be needed for the job.
62.3. Purchase standard and special tools well ahead of the time they will be
needed on the jobsite, and assign responsibility for their management to the site
supervisor.

ACTIVITY 63: Schedule regular delivery and pickup of tools

63.1. Prior to commencing work, arrange to have tools picked up for
maintenance or repair, and new, maintained, or repaired tools dropped off, on a regular
basis, such as weekly, bi-weekly, or monthly.
 One benefit of systematic tool maintenance, repair, or replacement is the
elimination of the delay in replacing a tool once it has been damaged, resulting in
a positive impact on productivity.
 An additional benefit of regular tool maintenance, repair, or replacement is
that a better price may be obtained by entering into a standard service
agreement.
63.2. Establish standard procedures for maintenance, repair, or replacement of
tools.

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 Establish “rules” for determining when a tool needs to be maintained or

replaced if it is not broken. For example, a tool may become unsafe even if it is
not broken, which should trigger tool maintenance, repair, or replacement.
 Establish a routine tool inspection program, and a specific time to examine
tools (such as weekly). Push responsibility down to the lowest level.
 Establish a routine maintenance schedule for specific tools, and ensure all
tools follow the maintenance schedule.

ACTIVITY 64: Implement a tool tracking system and track tool usage
64.1. The site supervisor or foreman should implement a tool tracking system
that documents: (1) who each tool is assigned to, (2) how long the tool has been in use,
(3) when the tool is due for maintenance or replacement, and (4) current status (e.g., in
use, in maintenance, in repair, etc).
 See Figure 4.30 for a sample tool tracking system. Although a paper version
is depicted, this system should be developed in a spreadsheet or database
program.
 The tool tracking system should have automatic alerts or reports that can
identify tools that need maintenance and the status of all tools on the job.

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TABLE 4.11. Tools Management Activities Checklist

Project Number: _____________________________________________________

Project Name: _______________________________________________________
Location: ___________________________________________________________
Estimator: __________________________________________________________
Project Manager: _____________________________________________________

TOOLS MANAGEMENT CHECKLIST FOR PROJECT MANAGEMENT

COMPLETION ITEM
 DATE NO.
SUB-ACTIVITIES

62. Review contract drawings, specifications, and the bid to identify and purchase
special tools
Examine the plans and specifications and assemble a list of
 1
standard tools that will be needed for the job
Examine the plans and specifications and assemble a list of
 2
special tools that will be needed for the job
Purchase standard and special tools well ahead of the time
 3 they will be needed on the jobsite, and assign responsibility
for their management to the site supervisor
63. Schedule regular delivery and pickup of tools
Prior to commencing work, arrange to have tools picked up
for maintenance or repair, and new, maintained, or repaired
 1
tools dropped off, on a regular basis, such as weekly, bi-
weekly, or monthly
Establish standard procedures for maintenance, repair, or
 2
replacement of tools
Purchase standard and special tools well ahead of the time
 3 they will be needed on the jobsite, and assign responsibility
for their management to the site supervisor.
64. Implement a tool tracking system and track tool usage
The site supervisor or foreman should implement a tool
tracking system that documents: (1) who each tool is
 1 assigned to, (2) how long the tool has been in use, (3) when
the tool is due for maintenance or replacement, and (4)
current status (e.g., in use, in maintenance, in repair, etc)

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Project Number: ____________________________________________________

Project Name: _____________________________________________________
Location: _________________________________________________________
Estimator: ________________________________________________________
Project Manager: ___________________________________________________

TOOL LOG
Tool Status Description Manufacturer Model Number Purchase
Number
Date Cost

*Status Code:
MS: missing
OK: no problems
OR: sent out for repair
OS: taken out of service

FIGURE 4.29 Sample Tool Log

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TOOL TRACKING SYSTEM

TRANSFER TRANSFERRED TO EMPLOYEE TOOL

NO. DATE NO. DESCRIPTION NO. ALIAS NO. STATUS DESCRIPTION TIME MAINTENANCE/
ALREADY IN REPLACEMENT DATE
USE

FIGURE 4.30 Tool Tracking System

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4.12 Labor Management

Labor Management involves the scheduling, tracking and management of labor.
The Project Manager and site supervisor should review the labor plan and schedule to
determine the number and experience level of the electricians needed to perform the
work. Then, the proper crew mix should be determined in order to balance experience
with labor costs. Once, the proper crew mix has been determined, and the crew has
initiated the work, crew productivity should be monitored to evaluate whether the
correct crew size and mix has been assembled, and whether the labor hours expended
are equal to or less than estimated.

4.12.1 What Activities Should be Performed During Labor

Management?
The labor management process consists of two activities. Table 4.12 provides
labor management activities in a checklist.

ACTIVITY 65: Identify and maintain the correct crew mix and
manpower level
65.1. Review the labor plan and schedule to determine the number and
experience level of the electricians needed to perform the work.
 Establish the proper crew mix in order to balance experience with labor costs.
65.2. Once, the proper crew mix has been assembled, monitor crew productivity
to evaluate whether the correct crew size and mix has been achieved.
 Labor productivity is the rate at which tasks are completed, and is often
defined as the output per labor hour.
 Many factors can affect labor productivity on a project, such as lack of
information, crowded conditions, weather, morale, etc. Site supervisors should be
familiar with the most common factors that impact labor productivity so that any
barriers can be removed.
65.3. Track whether the labor hours expended are equal to or less than estimated.
 See Figure 4.31 for an example progress report.

ACTIVITY 66: Ensure labor hours are turned in by workers in a timely

manner
66.1. Establish procedures that must be followed by workers for turning in labor
hours.
 Procedures may include specific days, specific times of day, format, etc. for
documenting labor hours expended.

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 Accurate reporting of field labor is necessary to process payroll correctly. The

other objective is to substantiate actual costs as they are being accrued on
individual project tasks. This is important for two reasons. The first reason is to
allow management to compare actual to planned productivity. The second reason
is to allow management to support actual or potential cost overruns that are not
the responsibility of the electrical contractor and may be recoverable under the
terms of the contract.
 The originating document for labor information is the employee’s time card;
see Figure 4.32 (Construction Jobsite Management, 2004 by William R.
Mincks & Hal Johnston).
 A weekly quantity report may also be useful. It compares work activities to the
cost codes and the amount of work accomplished last week, this week, to date,
and amount to complete. See Figure 4.33 (Construction Jobsite Management,
2004 by William R. Mincks & Hal Johnston).
 The weekly quantity report and time card combined with the accounting data
are returned to the field in the form of a weekly labor cost report; see Figure
4.34 (Construction Jobsite Management, 2004 by William R. Mincks & Hal
Johnston). This is an important tool used by the field staff to analyze the progress
and predict final cost and schedule for the different work activities.
 Procedures for recording labor hours (Construction Jobsite Management,
2004 by William R. Mincks & Hal Johnston):
1. Each hourly-wage individual on the project staff is required to prepare and
maintain a time card on a daily basis.
2. One time card is required per project per individual. An individual assigned to
two or more projects should keep a separate time card for each project.
3. The forms should be filled in throughout the day, but in any case they must be
filled out at least once per day at a minimum.
4. To report work activities, cost codes or field codes are used to identify each
activity.
5. All completed forms are to be returned to the project management office each
week on a designated day.
66.2. Once the procedures have been established, a system should be
implemented to monitor the submission of labor hours.
 The procedures must include a method to track which workers have turned in
their hours on time and which ones have not.
 All companies should implement a labor reporting system that will provide
information to accounting for payroll and information to establish cost and
productivity control during the job.
 The foreman or site supervisor should be responsible for monitoring
compliance.
 Consider using an incentive/disincentive for timely submission of hours.

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TABLE 4.12. Labor Management Checklist

Project Number: ____________________________________________________

Project Name: ______________________________________________________
Location: __________________________________________________________
Estimator: _________________________________________________________
Project Manager: ____________________________________________________

LABOR MANAGEMENT CHECKLIST FOR PROJECT MANAGEMENT

COMPLETION ITEM
 DATE NO.
SUB-ACTIVITIES

65. Identify and maintain the correct crew mix and manpower level
Review the labor plan and schedule to determine the
 1 number and experience level of the electricians needed to
perform the work
Once, the proper crew mix has been assembled, monitor
 2 crew productivity to evaluate whether the correct crew size
and mix has been achieved
Track whether the labor hours expended are equal to or less
 3
than estimated
66. Ensure labor hours are turned in by workers in a timely manner
Establish procedures that must be followed by workers for
 1
turning in labor hours
Once the procedures have been established, a system
 2 should be implemented to monitor the submission of labor
hours

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SAMPLE PROGRESS REPORT

Monday, August 17, 2009
ESTIMATED VALUES PROJECTED COMPLETED VALUES
System Description Material Total Hours % Complete Completed Completed
Material Labor Hrs
Lighting Fixtures $148,186.19 7,083.36 5% $7,409.31 354.17
Lighting Controls $5,090.69 543.63 0% - -
Devices & Power $10,493.50 1,226.11 0% - -
Branch
Switchgear & $29,476.47 1,596.26 38% $11,201.06 606,58
Distribution
Bussduet $334.08 807.55 75% $250,56 605.66
Distribution Feeders $245,507.10 4,599.35 25% $61,376.78 1,149.84
Fire Alarm System $13,900.96 1,353.82 20% $2,780.19 270.76
Equip. Feeders $17,318.90 3,007.93 0% - -
Phone/Data Service $5,646.97 116.53 80% $4,517.58 93.22
Entrance
Phone/Data Risers $42,504.29 1,851.09 15% $6,375.64 277.66
Card Access System $900.02 110.2 0% - -
Voice /Data Conduit $533.25 68.2 0% - -
Branch
Area of Rescue System $12,620.92 615.02 0% - -
Grounding Service $1,418.42 98.02 10% $141.84 9.80
Grounding Hogan $33,282.18 746.03 10% $3,328.22 74.60
System
Demolition $0.00 2,071.68 45% - 240.35
Temporary $5,633.59 343.36 70% $3,943.51 240.35

Sub Totals $572,848 26,238.14 $101,325 4,614.91

FIGURE 4.31 Sample Progress Report

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Project:_______________________________________________ Prepared by:___________________________________

Date:_________________________________________________ Week ending:__________________________________

EMPLOYEE HOURLY SUN MON TUE WED THUR FRI SAT TOTAL GROSS
RATE HOURS AMOUNT
Act No Act No Act No Act No Act No Act No Act No
Hrs Hrs Hrs Hrs Hrs Hrs Hrs
No.

Name

No.

Name

No.

Name

No.

Name

No.

Name

No.

Name

FIGURE 4.32 Sample Time Card

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Project:_______________________________ Prepared by: ________________________________

Week ending:__________________________ Date_______________________________________

COST WORK UNIT TOTAL LAST TOTAL THIS TOTAL TO TOTAL TO

CODE ACTIVITY WEEK WEEK DATE COMPLETE

FIGURE 4.33 Weekly Quantity Report

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Project:______________________________________________ Prepared by:__________________________________

Week ending:_________________________________________ Date:________________________________________

COST WORK UNIT QUANTITY LABOR COSTS TO DATE PROJECTED

CODE ACTIVITY
Budget This To date Budget This To date + () + ()
week week

FIGURE 4.34 Weekly Labor Cost Report

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4.13 Safety Management

Safety Management includes all jobsite safety related activities that have been
implemented to keep workers and the public safe during the construction process. It
typically involves establishing standard procedures to ensure the worksite conforms to
Occupational Safety and Health regulations. Activities might range from ensuring
workers have the proper protective gear to administering lock out/tag out procedures.
Given that a negative safety record can significantly impact a company’s insurance rate,
proactive safety programs have become a necessity in the construction industry. The
right safety attitude begins at the top – hence, workers and management alike must
embrace safety as part of their culture.

4.13.1 What Activities Should be Performed During Safety

Management?
The safety management process consists of five activities. Table 4.13 provides
the safety management activities in a checklist.

ACTIVITY 67: Implement a jobsite general safety program

67.1. If the Electrical Contractor is implementing a safety program for the first
time, consult the Occupational Safety and Health Act (OSHA) for general guidelines.
 The key elements of a safety program that conforms to OSHA guidelines
include (Construction Jobsite Management, 2004, Mincks & Johnston):
 Management commitment
 Hazard assessment and control
 Safety planning, rules, and work procedures
 Safety and health training
67.2. Figure 4.35 provides a company safety policy outline developed by OSHA
from Construction Jobsite Management by William R. Mincks &Hal Johnston, 2004.
67.3. Consider hiring a full-time safety management who can ensure
standardization across projects.
 As a minimum, appoint someone on the jobsite to be the on-site safety
manager

ACTIVITY 68: Identify safety concerns associated with specific job

activities
68.1. Conduct on-site meetings with all workers to reinforce the dangers of the
jobsite and the consequences of unsafe actions.
 Topics that should be discussed might include correct usage of tools and
equipment, work practices and attitudes at the jobsite.

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 Regular safety training should be routine for the contractor.

 Figure 4.36 provides a safety meeting report form (Construction Jobsite
Management, 2004, William R. Mincks & Hal Johnston).
68.2. Workers should have the opportunity to express their concern about any
unsafe condition on the site during the on-site safety meeting.

ACTIVITY 69: Identify and purchase additional safety equipment as

needed
69.1. Personal protective equipment (PPE) should be a standard part of an
overall safety plan.
 The proper use of personal protective equipment should be explained in the
company’s general safety manual.
 There are eight categories of personal protective equipment (Construction
Jobsite Management 2004, William R. Mincks & Hal Johnston):
1. Eye and face protection
2. Head protection
3. Hand protection
4. Foot protection
5. Respiratory protection
6. Hearing protection
7. Body protection
8. Protection from falls when working at heights
69.2. Determine whether other safety equipment is needed in addition to PPE.

ACTIVITY 70: Update the safety log regularly and document all
incidents
70.1. Keep detailed records of all safety incidents or near misses, and document
and share lessons learned.
 Figure 4.37 provides a sample accident recording form (Construction
Operations Manual of Polices and Procedures 2007, Andrew M. Citiviello, Jr. ,
Sidney M. Levy).
 An accident form should be filled out no later than 24-hours after the incident
happened.
 The report should contain information about the injured person (if there is
one), the foreman of the crew, and any witnesses. Photographs should also be
taken.

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ACTIVITY 71: Perform job walks regularly to ensure that the safety
procedures are being followed
71.1. The jobsite must be inspected regularly in order to identify actual or
potential hazards.
71.2. A field safety inspection procedure should be implemented in order to
standardize the inspection process.
 Figure 4.38 provides sample field safety inspection procedures
(Construction Operations Manual of Policies and Procedures, 2007, Andrew M.
Citiviello, Jr. and Sidney M. Levy).
 Each safety inspection should be recorded.
 Figure 4.39 provides a sample jobsite safety inspection report form
(Construction Operations Manual of Policies and Procedures, 2007, Andrew M.
Citiviello, Jr. & Sidney M. Levy).

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TABLE 4.13. Safety Management Activities Checklist

Project Number: _____________________________________________________

Project Name: _______________________________________________________
Location: ___________________________________________________________
Estimator: __________________________________________________________
Project Manager: ____________________________________________________

SAFETY MANAGEMENT CHECKLIST FOR PROJECT MANAGEMENT

COMPLETION ITEM
 DATE NO.
SUB-ACTIVITIES

67. Implement a jobsite general safety program

If the Electrical Contractor is implementing a safety program
 1 for the first time, consult the Occupational Safety and Health
Act (OSHA) for general guidelines
Figure 4.35 provides a company safety policy outline
 2
developed by OSHA and adapted by Mincks &Johnston, 2004
Consider hiring a full-time safety management who can
 3
ensure standardization across projects
68. Identify safety concerns associated with specific job activities
Conduct on-site meetings with all workers to reinforce the
 1 dangers of the jobsite and the consequences of unsafe
actions
Workers should have the opportunity to express their
 2 concern about any unsafe condition on the site during the on-
site safety meeting
69. Identify and purchase additional safety equipment as needed
Personal protective equipment (PPE) should be a standard
 1
part of an overall safety plan
Determine whether any other safety equipment is needed in
 2
addition to PPE
70. Update the safety log regularly and document all incidents
Keep detailed records of all safety incidents or near misses,
 1
and document and share lessons learned
71. Perform job walks regularly to ensure that the safety procedures are being
followed
The jobsite must be inspected regularly in order to identify
 1
actual or potential hazards

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Safety policy outline adapted from CAL/OSHA:

I. Corporate and Management Commitment

A. Policy Statement
May include safety and health goal

Illustrates management involvement in work place safety and health

B. Objectives for the safety and Health Program

Based on the priorities of your workplace

Should be measurable with time frames for completion

C. Assignment of Responsibility for S and H

Descriptions of duties

Policy on accountability

II. Hazard Assessment and Control

A. Hazard Assessment and Correction
Initial survey by safety consultant or other professional

Periodic surveys and samplings

Employee reporting of hazards

Tracking of identified hazards and their correction.

B. Accident Investigation
Identification of causes and their correction

Preventive actions

Monitoring workplace injuries and illnesses

C. Record Keeping
Log and Summary of Occupational Injuries and Illnesses

Material safety data sheets

Employee access to personal medical and exposure records

Other required or appropriate records

D. Equipment monitoring and maintenance program

Production equipment

Personal protection equipment

FIGURE 4.35 Sample Safety Policy Outline

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III. Safety planning, rules, and work procedure

A. Control of potential hazard
Regarding equipment design, purchasing, engineering, maintenance and use

B. Safety rules
General

Specific to tasks, based on safe work procedures

System for informing employees

C. Work procedures
Analysis of tasks, based on safe work procedures

Implementation

D. Employee involvement
Reporting hazards

Enforcement of rules

Disciplinary procedures and reorientation

E. Emergency procedures
First aid

Emergency medical

Fire, egress

IV. Safety and health training, initial and refresher

A. Supervisor
Safety and health policy, rules and procedures

Hazards of the workplace and how they are best controlled

Accident investigation

B. Employees
New employee safety orientation

General and specific rules

Use of personal protective equipment

Preparation for emergencies

Training required by OSHA requirement

Safe work procedures

FIGURE 4.35 Sample Safety Policy Outline (continued)

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Project Number:_________________________________________________
Project Name:___________________________________________________
Date of the meeting:______________________________________________
Project Manager:_________________________________________________

SAFETY MEETING REPORT FORM

Topic or Area of Discussion:_________________________________________________

_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________

Summary of Specific Items Discussed:________________________________________

_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________

Conclusion or Changes to the Jobsite to create a safer work place:__________________

_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________

Action Items needing immediate abatement:___________________________________

_______________________________________________________________________
_______________________________________________________________________

Remarks or
comments:______________________________________________________________
_______________________________________________________________________
_______________________________________________________________________

REPORT BY: ____________________________

DATE: _________________________________

FIGURE 4.36 Safety Meeting Report Form

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Project Number:_________________________________________________
Project Name:___________________________________________________
Date:__________________________________________________________
Project Manager:_________________________________________________

ACCIDENT REPORT
INJURED EMPLOYEE:
Name:___________________________________
Address:_________________________________
Social Security Number:____________________

FIGURE 4.11:
ACCIDENT Meeting Minutes Form
LOCATION:______________________

FIGURE 4.11:
ACCIDENT Meeting Minutes Form
DESCRIPTION:___________________
FIGURE 4.11: Meeting Minutes Form
FIRST AID APPLIED? ________________________
FIGURE 4.11: Meeting Minutes Form
MEDICAL TREATMENT REQUIRED:_____________________________________
FIGURE 4.11: Meeting Minutes Form
_______________________________________________________________
_______________________________________________________________
FIGURE 4.11: Meeting Minutes Form
LOST TIME
FIGURE DUE
4.11: TO ACCIDENT
Meeting (ESTIMATE):_____________________________
Minutes Form
Foreman:________________________________
FIGURE 4.11: Meeting Minutes Form
Witnesses:_______________________________
FIGURE 4.11: Meeting Minutes Form
CAUSE OF
FIGURE ACCIDENT:______________________________________________
4.11: Meeting Minutes Form
_______________________________________________________________
FIGURE 4.11: Meeting Minutes Form
_______________________________________________________________
ACTION TAKEN: __________________________________________________
_______________________________________________________________

REPORT BY: ____________________________

DATE: _________________________________

FIGURE 4.37 Sample Accident Report Form

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Field Safety and Loss Control Inspection Procedures

1. Be aware in advance of what you plan to inspect.

2. Review applicable regulations. Familiarize yourself with the hazards that are
associated with the operation or equipment that you intend to inspect.

3. Schedule the inspection at a time that will allow a maximum opportunity to

view operations and work practices. Midmorning or early-afternoon are often
good times.

4. Be alert to all hazards, and do not merely run through the checklist. A
checklist is only a reminder. Hazards unique to a specific situation should not
be overlooked.

5. Choose a systematic inspection route. Cover the entire area footprint and
leave nothing out. When reinspecting a work area, approach from a different
direction or use a different route to gain a different perspective of jobsite
conditions.

6. Take notes, and be sure to note the exact description and/or location of
every hazard when observed. Include ideas for corrective action. Do not wait
until after the inspection to record hazardous conditions or unsafe actions;
details might get forgotten.

7. Look for the source cause(s) of adverse conditions and practices. Think in
terms of correction action only. Do not focus on fixing blame.

8. If an unsafe piece of equipment or condition is observed, the supervisor shall

warn the employees of the hazard(s) involved. If a life-threatening hazard
exists, the operation must be immediately suspended. The work should then
be allowed to resume only after the supervisor is satisfied that the hazard
has been thoroughly corrected.

FIGURE 4.38 Sample Safety Inspection Procedures

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Project Number:_________________________________________________
Project Name:___________________________________________________
Date:__________________________________________________________
Project Manager:_________________________________________________

JOBSITE SAFETY INSPECTION REPORT

SUPERINTENDENT:______________________________
LOCATION:____________________________________
FIGURE 4.11: Meeting Minutes Form
OBSERVED
FIGURE 4.11: Meeting Minutes Form
HAZARD:___________________________________________________
FIGURE 4.11: Meeting Minutes Form
__________________________________________________________
FIGURE 4.11: Meeting Minutes Form
__________________________________________________________
FIGURE 4.11: Meeting
Responsibility of: Minutes Form
Company Trade/Subcontractor

FIGURE 4.11: Meeting Minutes Form

HAZARD
FIGURE 4.11: Meeting Minutes Form
LOCATION:_________________________________________________
FIGURE 4.11: Meeting Minutes Form
__________________________________________________________
FIGURE 4.11: Meeting Minutes Form
__________________________________________________________

FIGURE 4.11: Meeting Minutes Form

Work recommended to be Stopped in the Hazard Location: Yes No
FIGURE 4.11: Meeting Minutes Form
Work stopped in the Hazard Location: Yes No

Corrective Action Required: Date: Time:

Inspection Performed By:__________________________________________

Date: _________________________________

FIGURE 4.39 Jobsite Safety Inspection Report

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4.14 Quality Management

Management of the quality of the work is a critical aspect of construction that is
largely the responsibility of the general contractor and subcontractors. A high quality
end product often results in higher customer satisfaction, fewer warranty issues, and an
overall positive reputation as being “quality conscious.” To ensure quality is achieved on
a project, it is important that the electrical contractor implement a contractor quality
control (CQC) program that involves routine checking of the actual work against
specified quality standards, as well as developing standard procedures for
commissioning, testing, and closeout. Because each project is different, and projects
have become more complex, the contractor should become aware of any particular
quality requirements or challenges unique to the current project.

4.14.1 What Activities Should be Performed During Quality

Management?
The quality management process consists of four activities. Table 4.14 provides
the quality management activities in a checklist.

ACTIVITY 72: Clarify quality requirements for field personnel

72.1. The Project Manager or site supervisor should review the specifications,
identify all references to quality, and list them in a table.
 Figure 4.40 represents an example of a Quality Requirements Checklist.
72.2. The table should be given to the foremen so that they can review the
specifications to better understand the specific quality requirements.
 Properly planning and organizing the quality control requirements before the
project starts is essential to achieving effective quality control during the project.
72.3. Quality expectations should be discussed during a meeting between the
site supervisor and the foremen, and any company-specific requirements should be
identified.
 The objectives of the quality control program are to ensure that every quality
requirement is addressed, to implement effective actions on the site to achieve
quality work, and to avoid duplication of effort.

ACTIVITY 73: Check and document the quality of installation through

regular site visits
73.1. Using the list of specified quality requirements (see for an example Figure
4.40), the site supervisor and/or project manager should walk the site to ensure
compliance with the requirements.

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 The site supervisor is responsible for evaluating the activities that are being
performed at the site and for making sure that the end product satisfies the
contract specifications.
 Evaluations should take place many times during the construction process.
 Establishing a quality control evaluation plan that shows when, where and by
whom evaluations are needed can potentially improve quality on the project. See
Figure 4.41 for an example of a report on quality verification.
73.2. Any discrepancies should be noted in the table, and the foremen should be
made aware of each discrepancy and correct them.
 The exact location of the discrepancy, the nature of the problem, the date
annotated, and the required correction date should be noted in the table.

ACTIVITY 74: Develop and implement commissioning and testing

procedures
74.1. Standardized commissioning and testing procedures for common types of
equipment simplifies the process and improves the chances that these processes will be
completed with minimum problems.
 This equipment will include transformers, panels, HVAC equipment, alarm
systems, etc.
74.2. Assigning one person to be responsible for commissioning and testing for
all jobs within the company is an efficient way to build up special expertise that can
improve the efficiency of commissioning and testing.
 However, the individual selected for this position should also strive to share
knowledge about the commissioning and testing process so that foremen and
other workers have a working knowledge of the procedures.

ACTIVITY 75: Use a pre-punch list to identify unresolved quality issues

before completion
75.1. A preliminary punch list (i.e., pre-punch list) precedes the official punch
list and is essentially a list of discrepancies that need to be corrected before the final
inspection.
 The punch list is the final step of the quality control process. While a Zero
punch list is the goal, it rarely is achieved. However, using a pre-punch list can
get you closes to that goal.
75.2. The pre-punch list should be assembled either on a continuous basis so
that deficiencies get corrected throughout the course of the project or during the last 5%
of the project to ensure very few discrepancies remain before the final inspection.
 Figure 4.42 presents an example of a pre-punchlist

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TABLE 4.13. Quality Management Activities Checklist

Project Number: _____________________________________________________

Project Name: _______________________________________________________
Location: ___________________________________________________________
Estimator: __________________________________________________________
Project Manager: ____________________________________________________

QUALITY MANAGEMENT CHECKLIST FOR PROJECT MANAGEMENT

COMPLETION ITEM
 DATE NO.
SUB-ACTIVITIES

72. Clarify quality requirements for field personnel

The Project Manager or site supervisor should review the
 1 specifications, identify all references to quality, and list them
in a table.
The table should be given to the foremen so that they can
 2 review the specifications to better understand the specific
quality requirements.
Quality expectations should be discussed during a meeting
 3 between the site supervisor and the foremen, and any
company-specific requirements should be identified.
73. Check and document the quality of installation through regular site visits
Using the list of specified quality requirements, the site
 1 supervisor and/or project manager should walk the site to
ensure compliance with the requirements.
Any discrepancies should be noted in the table, and the
 2 foremen should be made aware of each discrepancy and
correct them.
74. Develop and implement commissioning and testing procedures
Standardized commissioning and testing procedures for
common types of equipment simplifies the process and
 1
improves the chances that these processes will be completed
with minimum problems.
Assigning one person to be responsible for commissioning
and testing for all jobs within the company is an efficient way
 2
to build up special expertise that can improve the efficiency
of commissioning and testing.
75. Use a pre-punch list to identify unresolved quality issues before completion
A preliminary punch list (i.e., pre-punch list) precedes the
 1 official punch list and is essentially a list of discrepancies that
need to be corrected before the final inspection
The pre-punch list should be assembled either on a continuous
basis so that deficiencies get corrected throughout the course
 2
of the project or during the last 5% of the project to ensure
very few discrepancies remain before the final inspection.

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Project Number:______________________________________________________________________________
Project Name:________________________________________________________________________________
Inspector:___________________________________________________________________________________
Date and Time:________________________________________________________________________________
Area/System Inspected:________________________________________________________________________

Item Electrical Description Comply If NO, Remarks Date

Work or
System Being Yes No N/A
Inspected

1. Shop Drawings Submitted & Approved?

2. Submittals Approved?
3. Coordinated Drawings
4. Appropriate UL label/listing?
5. Complete precedent work of others?
6. Incoming/Primary service complete?
7. Electrical Closets Complete?
8. Work area clear of debris or stored materials?
9. Are concrete mounting bases complete?
10. Sufficient access space surrounding equipment?
11. All cable termination are tight?
12. Vibration and noise control is complete?
13. Cable & Wire runs in neat & workman like?
14. Are power cable phases color coded?
15. Switch label is complete?
16. Stubups are coordinated with equip. location?

FIGURE 4.40 Example of Quality Requirements Checklist

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Item Electrical Description Comply If NO, Remarks Date

Work or
System Being Yes No N/A
Inspected
17. Has switch and breaker wiring been coordinated?
18. Are panelboards securely mounted to wall?
19. Have disconnect switches been installed within sight
of control motors?
20. Has switchgear and electrical equipment been
protected from overhead plumbing?
21. Are conductor splices and terminations tight and
secure?
22. Have the correct connectors been used for splices?
23. Is EMT and flexible metallic conduit being used only
within areas allow by specifications?
24. Has liquid-tight flexible conduit been used for outdoor
motor and vibration mounted motor connections?
25. Are conduit/raceway runs adequately supported?
26. Have electrical wall and floor penetrations been
firestopped/sealed/caulked?
27. Have busway been adequately supported with
provisions for movement and expansion?
28. Have specified materials been used in hazardous, wet
and outdoor locations?
29. Are pull boxes, tap boxes, splice boxes and cable
support boxes adequately supported?
30. Are pull boxes, tap boxes, splice boxes and cable
support boxes accessible?

FIGURE 4.40 Example of Quality Requirements Checklist (Continued)

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Item Electrical Description Comply If NO, Remarks Date

Work or
Yes No N/A
System Being
Inspected
31. Are light fixtures frames coordinated with ceiling
type?
32. Are fixtures adequately supported?
33. Have electrical equipment components been
grounded?
Additional Remarks: _______________________________________________________________________________________
Signed: _______________________

FIGURE 4.40 Example of Quality Requirements Checklist (Continued)

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Project Number:___________________________________________________
Project Name:_____________________________________________________
Inspector:________________________________________________________
Date and Time:____________________________________________________
Area/System Inspected:_____________________________________________

REPORT ON QUALITY VERIFICATION

Construction or Work Areas Requiring Corrective Action

a.
b.
c.
Items Presently Being Performed at Variance with Plans and Specifications
a.
b.
c.
Items Rejected or Questioned by the Architect, Engineer, and/or Owner
a.
b.
c.
Test and/or Inspection Results at Variance with Plans and Specifications
a.
b.
c.
Lack of Cooperation by the Subcontractors or Suppliers
a.
b.
c.
Lack of or Tardy Cooperation by the Architect, Engineer and/or Owner
a.
b.
c.
Other Q.C. Items and Requiring Further Attention
a.
b.
c.

FIGURE 4.41 Report on Quality Verification

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Project Number:___________________________________________________
Project Name:_____________________________________________________
Inspector:________________________________________________________
Date and Time of inspection:_________________________________________

PRE-PUNCH LIST

Item No.: Location: Item /Description of Completion or Correction:

________________ ________________ ____________________________________________
________________ ________________ ____________________________________________
________________ ________________ ____________________________________________
________________ ________________ ____________________________________________
________________ ________________ ____________________________________________
________________ ________________ ____________________________________________
________________ ________________ ____________________________________________
________________ ________________ ____________________________________________
________________ ________________ ____________________________________________
________________ ________________ ____________________________________________
________________ ________________ ____________________________________________
________________ ________________ ____________________________________________
________________ ________________ ____________________________________________
________________ ________________ ____________________________________________
________________ ________________ ____________________________________________
________________ ________________ ____________________________________________
________________ ________________ ____________________________________________
________________ ________________ ____________________________________________
________________ ________________ ____________________________________________
________________ ________________ ____________________________________________
________________ ________________ ____________________________________________
________________ ________________ ____________________________________________
________________ ________________ ____________________________________________
________________ ________________ ____________________________________________
________________ ________________ ____________________________________________
________________ ________________ ____________________________________________

Reviewed by: Prepared by:

FIGURE 4.42 Example of Pre-Punch List

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4.15 Project Closeout

Project Closeout is the process of finishing the work, correcting any minor
deficiencies (i.e., punch list items), turning over attic stock items to the facility
occupants, submitting Operations and Maintenance Manuals, submitting as-built
drawings to the general contractor or owner. After all punch list items have been
completed and all deliverables have been turned over, the electrical contractor will then
demobilize from the site. A smooth closeout process can make a positive lasting
impression on the owner; therefore, the contractor should strive to keep up the
momentum until all final closeout activities have been completed.

4.15.1 What Activities Should be Performed During Project

Closeout?
The project closeout process consists of six activities. Table 4.15 provides the
project closeout activities in a checklist.

ACTIVITY 76: Review specifications as part of the project closeout

process
76.1. The plans and specifications should be reviewed to identify and develop a
list of any work items that might have been missed.
76.2. The plans and specifications should also be reviewed to identify and develop
a list of “deliverables” that must be provided to the general contractor prior to
demobilization.
 Some contracts may require spare parts and materials be left with the owner
so that the owner can use them in the future for maintenance and repair. If the
specification does not clarify which items should be given to the owner, the
contractor should seek clarification and may need to negotiate with the owner.

ACTIVITY 77: Ensure that all punch list items are completed and signed
off in a timely manner
77.1. In conjunction with Activity 75, a series of pre-punch lists should be
developed to identify and resolve outstanding work issues.
 Issues should be resolved as they are identified so that the final punch list has
a minimum number of outstanding work issues.
77.2. Be sure that work identified on the punch list is part of the original scope of
work.

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 If the punch list contains items not included in the original scope, the
contractor should request a change order. If there is an extra cost due to this
change order, the parties will need to negotiate a price.
77.3. Conduct a walkthrough with the General Contractor to identify and
document final unresolved work issues.
 These unresolved work issues become the final Punch List, and completion of
these items will be necessary to receive final payment (see Figure 4.43).
77.4. Resolve all remaining work issues and get the signature of the General
Contractor signifying completion of all punch list items.
 A final walkthrough will be necessary to verify that all punch list items have
been completed
 Ideally, the final punch list should be cleared prior to demobilizing to avoid
incurring additional expenses for re-mobilizing

ACTIVITY 78: Ensure that all change orders and purchase orders are
closed before job completion
78.1. The paperwork for approved change orders and purchase orders should be
processed and the work should be billed prior to demobilization.
78.2. All requested but unresolved change orders should be converted to a claim,
if necessary.
78.3. Purchase orders should be processed (i.e., verify materials or services have
been received) and paid by the electrical contractor.

ACTIVITY 79: Turn all project closeout documents over to the General
Contractor
79.1. Turn over Operations and Maintenance Manuals, as-built drawings,
warranties, and other documents to the General Contractor as part of the closeout
process.
79.2. An original warranty should be delivered to the General Contractor, who
will then give it to the owner.
 According to the American Institute of Architects, common defect liability
periods are three months.

ACTIVITY 80: Receive final payment and retainage

80.1. A final bill should be submitted upon completion of the work.
 The final bill should be submitted following completion of the punch list.

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 Along with the final bill should be a request for a release of the remaining
retainage.
80.2. Before the retainage is released by the owner, the contractor typically must
provide a lien waiver to declare that they have been paid for the work that has been
complete, which releases the owner from liability for non-payment.
80.3. For bills that have not been paid within 60 or 90 days, follow up with a
phone call to find out when the funds will be paid.
80.4. For final billings that are disputed, begin the claims process.

ACTIVITY 81: Demobilize

81.1. Arrange to have all temporary utilities disconnected.
81.2. Arrange to have the job trailer and materials storage trailers removed from
the site.
81.3. A final cleaning of the jobsite may be necessary as part of the demobilization
process.

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TABLE 4.15. Project Closeout Activities Checklist

Project Number: ____________________________________________________

Project Name: ______________________________________________________
Location: __________________________________________________________
Estimator: _________________________________________________________
Project Manager: ____________________________________________________

PROJECT CLOSEOUT CHECKLIST FOR PROJECT MANAGEMENT

COMPLETION ITEM
 DATE NO.
SUB-ACTIVITIES

76. Review specifications as part of the project closeout process

The plans and specifications should be reviewed to identify
 1 and develop a list of any work items that might have been
missed
The plans and specifications should also be reviewed to
 2 identify and develop a list of “deliverables” that must be
provided to the general contractor prior to demobilization
77. Ensure that all punch list items are completed and signed off in a timely manner
In conjunction with Activity 75, a series of pre-punch lists
 1should be developed to identify and resolve outstanding work
issues
Conduct a walkthrough with the General Contractor to identify
 2
and document final unresolved work issues
Resolve all remaining work issues and get the signature of the
 3 General Contractor signifying completion of all punch list
items
78. Ensure that all change orders and purchase orders are closed before job
completion
The paperwork for approved change orders and purchase
 1 orders should be processed and the work should be billed
prior to demobilization
All requested but unresolved change orders should be
 2
converted to a claim, if necessary
Purchase orders should be processed (i.e., verify materials or
 3 services have been received) and paid by the electrical
contractor
79. Turn all project closeout documents over to the General Contractor
Turn over Operations and Maintenance Manuals, as-built
 1 drawings, warranties, and other documents to the General
Contractor as part of the closeout process

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TABLE 4.15. Project Closeout Activities Checklist (continued)

Project Number: _________________________________________

PROJECT CLOSEOUT CHECKLIST FOR PROJECT MANAGEMENT

COMPLETION ITEM
 DATE NO.
SUB-ACTIVITIES

80. Receive final payment and retainage

 1 A final bill should be submitted upon completion of the work

For bills that have not been paid within 60 or 90 days, follow
 2
up with a phone call to find out when the funds will be paid
 3 For final billings that are disputed, begin the claims process
81. Demobilize

 1 Arrange to have all temporary utilities disconnected

Arrange to have the job trailer and materials storage trailers
 2
removed from the site

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PROJECT NUMBER: _______________________________________________________________________________________

PROJECT NAME: _________________________________________________________________________________________

LOCATION: _____________________________________________________________________________________________

PROJECT MANAGER: ______________________________________________________________________________________

FINAL PUNCH LIST

IN THE
DATE ORIGINAL COMPLETED ACTUAL COMPLETION
NUMBER DESCRIPTION OF PUNCH LIST ITEM
INSPECTED SCOPE (Y/N/Ongoing) DATE
(Y/N)

Figure 4.43 Final Punch List Elements

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Section 3: Best Practices and Success Factors

5. Project Management Best Practices

5.1. Introduction to Project Management Best Practices

A significant element of the research project was the investigation of the project
management practices used on several successful electrical projects. Ultimately, the
project management activities that were performed on these successful projects were
used to assemble a list of the best project management practices in the electrical
construction industry. This section identifies the 10 best project management practices
that can lead to better project performance.

5.2. The Ten Best Project Management Practices

Identified in the next few pages are 10 best practices used on successful electrical
construction projects. While the previous sections of this implementation guide
presented the activities that should be performed as part of a comprehensive project
management process, this section provides suggestions for further improvement to the
management activities by implementing specific best practices that have been tested on
successful projects.

Best Practice 1: Establish an effective project controls system that includes

cost/schedule/labor/change control, tracking, reporting, and forecasting.
Benefits:
The old adage is true: If you can measure it, you can manage it. Contractors reported
that effective systems for measuring progress and monitoring changes and performance
were essential for identifying variances and making corrections, leading to better
outcomes.

Best Practice 2: Develop and implement a pre-construction planning

process in order to set up the systems for managing the project.
Benefits:
In two separate studies, contractors reported that the combination of good planning and
good project management resulted in better overall performance. Although good
planning alone or good project management alone tends to improve performance, the
combination of both produces more successful outcomes.

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Best Practice 3: Assign experienced personnel to the job (including project

manager, field supervisor, and foremen) who have worked on a diverse
range of projects.
Benefits:
In two separate studies, contractors reported that the people they selected to manage
the work – such as project managers, field supervisors, and foremen – made the biggest
difference to the outcome of the project. Hence, careful selection of experienced
personnel can increase your chances of having a successful outcome.

Best Practice 4: Create an environment that encourages constant, open

communication, especially between the Project Manager and field
personnel and also between the Project Manager and other parties.
Benefits:
Research conducted in the field of psychology has demonstrated the importance of open
communication in building trust and positive relationships among parties.
Consequently, the communication ability of the Project Manager and field supervisor
are critical to building a rapport among team members and may ultimately impact the
outcome of the project.

Best Practice 5: Implement a documentation process and/or software that

promotes documenting changes, conditions, notices, schedules, delays, etc.
Benefits:
Best Practices 5, 6, and 7 go hand-in-hand. They address the need to appropriately
document progress and problems using standardized procedures. For legal and
contractual purposes, a standardized process and system(s) for storing documents is
important to ensure progress can be tracked and problems can be supported by
appropriate backup information.

Best Practice 6: Ensure appropriate software is being used by project

personnel to record conditions, document statuses, and track progress.
Benefits:
Numerous project management and scheduling software programs exist that contain
functions for documenting changes, RFIs, correspondence, logs, schedules, and more.
As mentioned in Best Practice 5, a system(s) for storing documents is important legally
and contractually to ensure progress can be tracked and problems can be documented.

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Best Practice 7: Develop standardized procedures (for estimating,

documentation, reporting, controlling, etc.) and ensure all personnel are
using the standard procedures to promote consistency among practices.
Benefits:
Standardization within a company can ensure that all personnel are documenting
information in the same way, producing the same reports, keeping the same records,
tracking the same metrics, and so on. Standardization reduces the amount of procedural
variability that can produce inconsistency within a company.

Best Practice 8: To cut waste, increase productivity, and improve

efficiency, establish a process for prefabricating components of the job.
Benefits:
Contractors are increasingly using prefabrication to increase the efficiency of
installation and decrease problems in the field. Contractors that have implemented
substantial prefabrication processes have reported significant increases in productivity
and efficiency. Prefabrication is also considered an important aspect of lean
construction principles that strive to cut waste and costs from construction processes.

Best Practice 9: Ensure the company has a reliable process for establishing
accurate cost estimates, or establish a standardized estimating process.
Benefits:
Following the completion of the research on pre-construction planning and project
management, it became apparent that projects that experienced an inaccurate bid were
very likely to turn out poorly. Consequently, a good estimate is critical to success.
Contractors should implement a standardized estimating process and use an estimating
software that helps them produce sound cost estimates.

Best Practice 10: Establish a materials buyout, ordering, management, and

storing plan to increase the efficiency of the procurement process.
Benefits:
Numerous studies have documented the importance of receiving materials on time and
the negative impact that can occur when materials are delivered late or when they are of
poor quality. A standardized procurement process that involves purchasing, expediting,
storing, and managing materials is, therefore, critical to making sufficient progress and
avoiding delays and other negative impacts caused by materials mismanagement.

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6. Reasons for Successful or Less-than-

Successful Performance

6.1 Introduction to the Performance Reasons

It has been demonstrated that good project management can improve a
contractor’s chances of project success and poor project management may have a
negative impact on performance. However, most contractors believe there are several
other factors that contribute to good or poor performance. The purpose of this section is
to identify the most common factors that contractors believe contribute to the
performance on their projects.

6.1.1 The Most Common Reasons Projects Performed

Successfully
Nearly 50 Project Managers were interviewed about the performance of their
electrical projects. These Project Managers were encouraged to identify all of the factors
they believed contributed to the performance of their projects. Identified below are the
top reasons contractors believed projects performed successfully:
 A high level of productivity was achieved on the project, which saved time and costs.
 The project was completed ahead of schedule, which also resulted in lower costs.
 The project implemented prefabrication methods, which saved time and costs.
 Materials were bought out at a lower cost than estimated, which resulted in a savings
to the project.
 The cost estimate was accurate.
 A baseline schedule was developed; hence, look-ahead scheduling and progress were
measured against the baseline.
 The project did not experience any delays.

6.1.2 The Most Common Reasons Projects Performed Less-

than-Successfully
Identified below are the top reasons contractors believed projects performed less-
than-successfully:

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 The workforce achieved poor labor productivity due to delays, lack of coordination,
numerous changes, and other reasons.
 There were many delays in the progress of work.
 The material costs were higher than estimated.
 The flow of work was inefficient and poorly managed.
 The project exceeded its cost estimate.
 The project experienced poor coordination among its internal and external team
members.
 The project personnel did an inadequate job managing the labor.

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Suite 1100
Bethesda, Maryland 20814-5372
Tel: 301-215-4538
Fax: 301-215-4536
www.electri.org

© 2010 ELECTRI International—

The Foundation for
Electrical Construction, Inc.
All rights reserved.
Index No. F3002