• Delivery Teams
• Planning & Development
• Building Commissioning
• Delivery & Controls

Project Planning, Management and Delivery

Last updated: 07-22-2010

Overview

Successful project management requires team leadership and coordination, diligent project planning, and effective oversight of the delivery process. The Project Management section offers guidance for the entire team to successfully and effectively carry out a high performance building project.

It is critical to establish the qualities of the project that are necessary to satisfy client and end user needs and expectations for the finished project, once it is delivered and in use. Value for the money in construction involves completing a project on time, on budget and to a level of quality that meets those determined needs. A well-programmed project will continue to provide value and meet user needs throughout its lifetime and will contribute positively to the environment in which it is located with a wide range of social and economic benefits. Early investment in planning, programming and design can help deliver these benefits and avoid unnecessary costs and delays.

The responsibility for delivering high-quality products rests with the entire team. When programming, the whole-life value should be considered and not just initial capital costs. Over the lifetime of a building increases in building quality result in better performing facilities with reduced costs. A small amount of additional upfront planning by the client, design and construction teams can have enormous benefits to the project value and make everyone's job easier.

• Strategic Project Planning and Development—How to plan, manage and deliver a project from the beginning of the planning state through occupancy.
• Project Delivery Teams—How to assemble and effectively manage the project team.
• Building Commissioning—Provides an overview of commissioning drivers, benefits, goals, and principles for improving building quality.
• Project Delivery and Controls—Procedures and practices used to manage project scope, budget, and schedule.

Note: Terminology and processes described within this section of the WBDG typically refer to federal projects, but are also applicable to other public institutions and private sector projects with adaptation for local standards of professional practice.

Major Resources

WBDG

Design Objectives

Accessible, Aesthetics, Cost Effective, Functional / Operational, Historic Preservation, Productive, Secure / Safe, Sustainable

Federal Agency Links

• DOE Project Management Process (PDF 28 KB)
• NASA NPR 8820.2F-Facility Project Requirements
• Standard Form 330, Architect-Engineer Qualifications—On December 11, 2003, Standard Form 330 (SF330) was released by the federal government. The new form, which architects and engineers use to present their qualifications and experience when seeking federal projects, replaces SF 254/255 and emphasizes qualifications-based selection for the procurement of A/E services.
• USACE Project Managers Guide
• USAF Project Managers Guide for Design and Construction
• VA Project Managers Handbook

Publications

• Construction Project Administration by Edward R. Fisk and Wayne Reynolds. Upper Saddle River, New Jersey: Prentice-Hall, 8th edition, 2005.
• Managing the Construction Project, A Practical Guide for the Project Manager by Theodore J. Trauner, Jr. New York: John Wiley & Sons, Inc., 1992.
• Program Management Procedures by Construction Management Association of America. McLean, VA: 2003.
• Project Management in Construction by Sidney M. Levy. McGraw-Hill, 2006.
• Project Management, Principles and Practices by Pete M. Spinner. Prentice-Hall, Inc., 1997.

Organizations

• Construction Industry Institute (CII)—A consortium of public and private facility owners, construction contractors, material manufacturers.
• Construction Management Institute (CMAA)—An association representing the construction management profession.
• DQI USA, LLC— The Design Quality Indicator tool for measuring building quality.
• Federal Facilities Council (FFC)—A cooperative association of 24 federal agencies responsible for facility design, acquisition, management, maintenance, and evaluation.
• Project Management Institute (PMI)—An association representing the project management profession with practice standards, credentials certifying project management expertise, and resources for professional development.

Others

• Architectural Practices—A free resource for architects, engineers, contractors, and other members of the building community. It provides tools and advice to help architects manage projects effectively.
• FedBizOpps—The single government point-of-entry (GPE) for federal government procurement opportunities over $25,000. Government buyers are able to publicize their business opportunities by posting information directly to FedBizOpps via the Internet. Through one portal—FedBizOpps (FBO)—Commercial vendors seeking federal markets for their products and services can search, monitor and retrieve opportunities solicited by the entire federal contracting community.
• University of Maryland Project Management Program—Provides project management education and research