Project Management

Gallo Construction adherers to industry standard project management practices which utilize integrated systems and procedures by Gallo’s team of professionals to ensure a project stays on time and in budget. The key component of these practices are:

Project Management Plan – (PMP)

A typical PMP may include the following basic components. Some of the components may be developed in later phases of the project as part of the Construction Management Plan:

• Project description
• Scope of work
• Milestone schedule
• Master schedule
• Quality management approach
• Safety management plan
• Reference to project documents
• Project organization chart and staffing plan
• Explanation of roles, responsibilities and authority of team members Project budget/work breakdown structure
• Certification under the LEED® program (Leadership in Energy and Environmental Design)
• Logistics including temporary construction support requirements
• Environmental/archeological considerations
• Reference to project specification manual
• Management information system
• Bid packaging and contracting evaluation
• Site mobilization and utilization phase.

Management Information System - (MIS)

The CM should establish a management information system that will inform the team about the overall project status and forecast compared to the Project Management Plan. This system should address team information needs, data sources and control elements for time and cost. The system should provide a sound basis for managing the project and identifying and evaluating problem areas and variances. Distribution, frequency of reports, and the policy for record retention should also be established.

A comprehensive account of the project can be achieved with record keeping systems such as:

• General correspondence files (in and out)
• Periodic reports (daily, weekly, monthly)
• Drawing schedules, submittals (shop drawings, payments, samples)
• Transmittals
• Change requests and authorizations
• Procurement
• Material control
• Meeting minutes
• Confirmation of oral instructions and field directives
• Controlled inspections
• Notice of non-conforming contract work
• Weather conditions
• Scheduling records
• Progress photographs

The financial status reports must enable both the owner and the CM to control the available funds in the project. The format of reports should accommodate a continuing input of data. This data should serve as a budgeting and cost control tool on a contract phase and total project basis. Financial reporting should cover budgeted, authorized and committed funds, expenditures to date, cost to complete, invoices, payments and retention, change orders, projected total costs and projected cash flow.

The CM should coordinate with the owner's and the design professional's staff to determine the format and frequency of reports required by the team members. Information should include schedule and progress reporting, drawing schedules, budget versus cost of services, and change requests (approved and pending) for design services. The first reports should be issued during the pre-design phase and on an agreed frequency thereafter.