Foreword
Project management is the most commonly used system of management for the implementation of projects. The system is generic and is widely used today for many different types of projects. However, as one of its prime sources was the heavy engineering construction industry, it is particularly applicable to dam projects of all kinds, including construction of new dams, modifications and repair of existing dams and even the demolition and removal of old dams.
The design and construction of a new dam is a major project because it will usually involve a number of entities, and it also will involve several different project organizations. Large dams have typically been in the planning and preliminary engineering stages for years, and in many cases, decades. When this planning and preliminary engineering reaches the stage of a decision to proceed, the owner, either directly or through the use of a management contractor, should establish a project organization for the entire project. This organization, in consultation with the owner, will develop the preliminary project plan, which includes the decision of what elements of the project will be performed by others under contract. Project engineering, supply of major equipment and project construction can be performed under contract, in which case each organization would have its own project management team for the work contracted to them. The contract must spell out the information which this team must provide to the total project management team so that they can control the overall budget and schedule. Thus, a major dam project will usually have several project management teams. These Dam Construction Project Management Guidelines apply to each team.
Smaller projects, such as modifications or repair of an existing dam, can also utilize the Dam Construction Project Management Guidelines. The Guidelines apply to dam projects as carried out in the United States and are applicable to dam projects in other countries.
These Guidelines are intended for the use of engineers and project managers familiar with the writing of project management plans, but who may not be intimately knowledgeable about the writing of project management plans as applied to dam construction, modification, repair or, in rare cases, demolition and removal. In reviewing and applying these Guidelines, references to construction applies to new dam construction, as well as rehabilitation and modification of existing dams. For anyone involved with the preparation or evaluation of a project management plan, it is essential that the current technical literature on project management plans be consulted. Appendix A includes the project management plans used to prepare these Guidelines; it is recommended that library or Internet searches be conducted by those seeking more information on project management.
These Guidelines were prepared by the USSD Committee on Construction and Rehabilitation, Subcommittee on Project Management. This subcommittee included Woodrow W. Crouch, Subcommittee Chair; Kenneth Buck, Rick Ehat, Sara J. Heinlein, Charles C. Hutton, Bradley M. James, Joseph J. Kulikowski, Neville S. Long, James R. Obermeyer, Kimberly A. L. Pate, and Bennie N. Rinehart. Review comments were received from others. Bennie N. Rinehart, Idaho National Engineering and Environmental Laboratory (INEEL) coordinated external reviews, and was responsible for the final editing of this document, along with Sara J. Heinlein.
This subcommittee is indebted to the external reviewers: Jim Johnesee, INEEL, Idaho Falls, Idaho; Tom McLaughlin, INEEL, Idaho Falls, Idaho; Costas B. Chantzis, CEO TechnoBusiness Solutions, Glen Rock, New Jersey; Greg Hillebrenner, MWH, Chicago, Illinois; Ida Harding, PMI, Los Angeles, California; Dick Lewis, retired, Granite Construction Company, Watsonville, California; and Tony Pestonatto, MWH, Chicago, Illinois, for many helpful contributions; and is grateful to Bennie N. Rinehart, INEEL, Idaho Falls, Idaho, for word processing and technical writing review and support.
Table of Contents
1. OBJECTIVES
2. PROJECT MANAGEMENT POLICY
3. PROJECT MANAGEMENT PLAN
3.1 Project Description
3.2 Roles and Responsibilities of Project Managers and their Team Members
3.3 Qualifications of Team Members
3.4 Consulting Review Board
3.5 Project Schedule
3.6 Project Cost Estimate and Cash Flow
3.7 Project Financing
3.8 Real Estate
3.9 Environmental Issues
3.10 Safety
3.11 Security
3.12 Cultural Resources (Archaeological)
3.13 Local Community Participation
3.14 Emergency Action Plan
4. COST AND SCHEDULE CONTROL
4.1 Work Breakdown Structure
4.2 Project Budget
4.3 Project Schedule
4.4 Resource Allocations
5. PROJECT MONITORING
5.1 Monthly Project Report
5.2 Project Meetings
6. ENGINEERING
6.1 Design Criteria Documentation
6.2 Schedule
6.3 Engineering Budget
6.4 Design and Constructability Review
6.5 Engineering Monitoring
6.6 Regulatory Review
6.7 Value Engineering (optional)
6.8 Monitoring the Construction and Commissioning Phases
7. CONTRACTS
7.1 Contract Strategy
7.2 Procurement and Construction Contracts
7.3 Change Control
7.4 Dispute Resolution
8. CONSTRUCTION MANAGEMENT
8.1 Construction Schedule
8.2 Budget
8.3 Construction Readiness
8.4 Quality Assurance/Quality Control Program
8.5 Field Inspection Program
8.6 Contractor Coordination
8.7 Supplemental Processes
8.8 Start Up and Testing
9. PROJECT CLOSEOUT
9.1 Final Inspection
9.2 Final Acceptance
9.3 As Built Drawings/Manuals/Design Documentation
9.4 Warranty Enforcement/Inspection
9.5 Final Construction Report
APPENDIX A - PROJECT MANAGEMENT PLANS USED BY TEAM
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