There are two interrelated aspects when examining production of architecture and engineering design services: (1) progress rate and (2) quality of the product or service. The project manager must monitor both aspects to ensure that the project team produces results in a timely manner, but also satisfies the client’s (and the firm’s) quality requirements.
To ensure that the project is making acceptable progress, the project manager must monitor and adjust production throughout the life of the project. Certain assumptions were made about production rates when the project was planned, and the project manager must periodically compare actual production to the projected and assumed rates. To do this, the PM can:
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Compare the number of completed drawings to the original drawing schedule
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Check percentage completion of each drawing against drawing preparation checklists
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Compare actual progress against key milestone dates
There are several ways to maintain the production rate. Skilled and capable team members who have demonstrated abilities to work at the expected rates should be assigned to the project. If less capable staff members must be employed, it may be necessary to use additional staff to complete a task. While authorizing project staff to work overtime can be used to meet the schedule, it should not be required as normal practice. Before overtime is used, its effect on the budget should be evaluated.
The project manager should periodically confer with the designers, engineers, and technicians on the project to ascertain that they understand their assignments, the schedule, the budget implications of their work, and the manner in which their tasks fit into the overall project. The management technique of MBWA (management by walking around) is extremely powerful in the design industry. It should be the most common management technique used by PMs on design projects.
The PM should also conduct periodic reviews of progress and production to determine project status. Any corrective actions due to staffing or other project requirements should be coordinated with division managers and subconsultants. The project status compared to the budget and schedule should then be discussed with team members.
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