Monitoring of the Construction works and Reporting
Once the project is underway on the site, regular monitoring of progress is to be carried out by the project manager. There is a fine line as to how involved the project manager should become with the everyday issues facing the contractor, and thus the relationship, as mentioned previously, will determine the appropriate approach.
It is the project manager’s responsibility to arrange from the outset progress meetings at regular intervals. During these meetings, the contractor will present a report as to progress on the site with any relevant design issues which will require resolving.
If necessary, separate design meetings should also be set up. The reporting process to the project manager must not be restricted to the contractor but also to all designers and consultants. It is at these forums that the project manager must manage and ensure all parties are working together and achieving individual target dates for producing information and maintaining progress against the schedule.
Not with standing formal progress meetings, the project manager should also visit site regularly and spend limited time at the site discussing progress with site staff and chasing up the appropriate individuals for information and progress.
A fundamental aspect of the project management role is the regular reporting of the current status of the project to the client. The project manager needs to ensure an adequate reporting structure and calendar is in place with the consultants and contractors. Frequency and dates of project meetings need to be coordinated with the reporting structure. Reporting is required for a number of reasons:
- to keep the client informed of the project status
- to confirm that the necessary management controls are being operated by the project team
- to provide a discipline and structure for the team
- as a communication mechanism for keeping the whole team up to date
- to provide an auditable trail of actions and decisions
Progress reporting should record the status of the project at a particular date against what the position should have been; it should cover all aspects of the project, identify problems and decisions taken or required, and predict the outcome of the project.
The project manager needs to receive individual reports from the consultants and contractor and summarise them for the report to the client. The detailed reports should be appended as a record. Typical contents of a project manager’s project report would contain the following:
- an executive summary
- legal agreements
- design status
- planning/Building Regulation status
- procurement status
- construction status
- statutory consents and approvals
- master development schedule and progress
- project financial report
- variation register update
- major decisions and approvals required
Trends shown visually are an excellent mode of conveying information to clients and senior management.