User:Osakwe Ebuka Patrick

2023-01-30T05:12:53Z

Osakwe Ebuka Patrick:

= Osakwe Ebuka Patrick =

Date of Birth:10 May 1991

== Work Experience ==

Project Quantity Surveyor at CCECC

Project Quantity Surveyor at Xemplarch Architecture Limited

May 2017 till now

Assistant Quantity Surveyor at KTM and Partners (NYSC)

June 2016- March to 2017

Assistant Construction Manager at Littlefield Investment Limited (Graduate Internship Program)

August 2015 - March 2016

Assistant Construction Manager at Littlefield Investment Limited (Undergraduate Internship Program)

May 2014- November 2014

== Educational Background ==

BSc Quantity Surveying

Nnamdi Azikiwe University Awka, Anambra State Nigeria

October 2010 - August 2015

Senior School Certificate Examination (SSCE)

St Charles Special Science School Onitsha, Anambra State Nigeria

September 2006 - July 2009

First School Leaving Certificate

All Saints Primary School Onitsha Anambra State, Nigeria

1999- 2003

User:Osakwe Ebuka Patrick

2022-01-17T08:54:57Z

Osakwe Ebuka Patrick:

= Osakwe Ebuka Patrick =

Date of Birth:10 May 1991

== Work Experience ==

Project Quantity Surveyor at Xemplarch Architecture Limited

May 2017 till now

Assistant Quantity Surveyor at KTM and Partners (NYSC)

June 2016- March to 2017

Assistant Construction Manager at Littlefield Investment Limited (Graduate Internship Program)

August 2015 - March 2016

Assistant Construction Manager at Littlefield Investment Limited (Undergraduate Internship Program)

May 2014- November 2014

== Educational Background ==

BSc Quantity Surveying

Nnamdi Azikiwe University Awka, Anambra State Nigeria

October 2010 - August 2015

Senior School Certificate Examination (SSCE)

St Charles Special Science School Onitsha, Anambra State Nigeria

September 2006 - July 2009

First School Leaving Certificate

All Saints Primary School Onitsha Anambra State, Nigeria

1999- 2003

User:Osakwe Ebuka Patrick

2017-02-03T16:52:21Z

Osakwe Ebuka Patrick:

= Osakwe Ebuka Patrick =

Date of Birth:10 May 1991

== Work Experience ==

Assistant Quantity Surveyor at KTM and Partners (NYSC)

June 2016- March to 2017

Assistant Construction Manager at Littlefield Investment Limited (Graduate Internship Program)

August 2015 - March 2016

Assistant Construction Manager at Littlefield Investment Limited (Undergraduate Internship Program)

May 2014- November 2014

== Educational Background ==

BSc Quantity Surveying

Nnamdi Azikiwe University Awka, Anambra State Nigeria

October 2010 - August 2015

Senior School Certificate Examination (SSCE)

St Charles Special Science School Onitsha, Anambra State Nigeria

September 2006 - July 2009

First School Leaving Certificate

All Saints Primary School Onitsha Anambra State, Nigeria

1999- 2003

Project manager

2015-09-27T21:09:20Z

Osakwe Ebuka Patrick:

SECTION ONE

'''INTRODUCTION'''

In the construction industry a project manager is the person responsible for monitoring the activities and actions being executed by other construction crew below him. This does not mean that the project manager will be held liable for any wrong doing, but simply the manager of the project from inception stage through design stage, construction stage and finally occupation eliminating the risk at each stage. A project manager seldom participate directly in the activities that produce the end result but rather strives to maintain the progress and mutual interaction of various professional’s in such a way that reduce the risk of overall failure, maximum benefit and restricted cost.

Pre-contract stage is the stage prior to commencement of work on site, during which the project manager receives the client brief and start planning on how he can start making offer to various intended contractor to come and bid for the project.

Post-contract stage is the stage during which a contractor have been selected and work have commenced on site till the period the construction work have been finished and the project have been handed over to the client and equally a defect liability period have elapsed.

'''THE DUTIES OF A PROJECT MANAGER AT THE PRE-CONTRACT STAGE'''

'''1 DEVELOPING PROCUREMENT STRATEGIES'''

After meeting the client and receiving the client brief the project manager start revising for the perfect procurement method that would protect his client financial budget. The various procurement methods are:

1* Traditional procurement system

This is the type of procurement method in which the consultant responsible for design is different from the contractor who carry out the work, this procurement method makes extensive provision for variation but the uncertainty generated by excessive change in design inhibit efficiency and may well leave the client with a building of poor quality delivered at high price.

2* Design and build procurement system

In this procurement system the client ask for a contractor who is responsible for design and construction of the project, the main factor which determine the success of this procurement system is the client brief and quality assurance are guaranteed but it has the disadvantage of not allowing for variation once construction has started.

3* Management procurement system

Here the client appoints design, cost consultant and a contractor to manage the construction work for a fee. It is beneficial for the proposed contractor to be involved as early as possible as they will provide expertise in terms of buildability and programming of the work.

4* Design and manage procurement system

In this method of procurement system the client appoint a single contractor to design and deliver the project.

'''2 PROVISION OF A PRE-BUDGET ESTIMATE'''

The project manager should provide a forecast of the probable cost of a proposed project before the detailed design and contract particulars are ready by using the information from the client brief. Method used in achieving the approximate estimate includes:

1* Unit method

This method produces total single price for the project and it is based on cost per unit, the total cost of the building is obtained by multiplying the accommodation unit by unit rate per accommodation the unit rate is obtained from that of similar building already constructed.

 2* Cube method

In this method the cost of a proposed project is obtained by multiplying the cubic content of the project by a known single price of similar recently constructed project.

3* Superficial method

In this method the total floor areas of the building on all story level is measured and multiply by a known single price rate of a recently constructed similar building. The area is measured between the internal faces of the enclosing wall without any deduction for internal walls, partition, stair landing etc. 

'''3 CONTRACTUAL ADVICE'''

Advising the client on the best type of contract to enter with the contractor after doing a financial appraisal of the client budget, and advising the client that all construction contracts must be in writing and are in three parts namely:

1* Article of agreement

2* Condition of contract

3* Supporting contract documents e.g. drawings specification and bill of quantities

There are about 5 types of contract which a client can choose from they are described below:

1* Lump-sum contract

This is the type of contract where the contractor submits a lump-sum price based on drawing and specification provided by the client. This type of contract provides certainty in terms of the cost provided, the design does not suffer variation (considerably) which can be solved by asking the contractor to provide a schedule of basic rate for common items such as brickwork, concrete work etc.

2* Labour-only contract

In this type of contract the contractor provides labour while the client provides material. The client, a project manager or an architect is responsible for managing the project. The contract is suitable for clients with an extensive knowledge in construction.

3* Cost plus contract

In this contract a contractor submit a documentation to prove actual cost incurred for labour and is paid a specific percentage amount above the cost, for profit and overhead. The contractor has to be closely monitored to avoid excessive waste and low productivity and equally from avoiding the cost from spiraling out of control.

4* Bill of quantity contract

This is the type of contract where the contractor prices a BOQ based on drawing and specification provided by the architect. The advantage is that all the contractors tendering for the project are submitting similar price. The BOQ contract makes it easy to evaluate the amount of work done for payment, since a provisional sum is provided it has the advantage of allowing the contractor to start work on site before the drawings and specification are provided.

5* Turn-key contract

In this contract the contractor assumes total responsibility for designing and constructing the project, the client has no involvement except in providing the funding.
 

'''4 PERFORMING A WHOLE LIFE COSTING OF THE PROJECT'''

The project manager have to perform a systematic consideration of all relevant cost and revenue associated with acquisition and ownership of an asset for the client, if proper consideration of the whole life costing of the project is provided it likely to result in a project which offers the client better value for money and time. Whole costing is performed for the various stages of construction from inception to project use and occupation.

1* At inception stage

At the inception stage whole life costing is used to balance the associated cost of construction and maintaince with income or rental value.

2* During design stage

Whole life costing is used to evaluate the different design option in order to assess their economic impact through the project life.

3* During construction stage

During this stage whole life costing can be used in the contractor’s construction method which can have an influence upon timing of cash flow and hence the time value of such payment.

4* At procurement stage

The concept of lowest tender bid should be modified in the context of whole life costing.

'''5 LIAISON WITH STATUTORY AUTHORITIES'''

The project manager meets with the various statutory authorities to obtain permission before starting any work on the site, to avoid litigation by the various statutory authorities affected. The various statutory authorities are:

1* Town and urban planning board

The project manager meets with town and urban planning board to determine if the site for the proposed work is an industrial layout or a residential layout. Industrial layout are areas mapped out by the government as areas where only industries will be located while residential layout is only for construction of residential building.

2* Environmental impact and assessment agency

This agency is responsible for determining the impact of the project on the environment to determine if the project will lead to a total decay of the environment like through the emission of carbon monoxide (CO) etc.

3* Geographical and subsoil investigation agency

This agency is responsible for doing soil and subsoil investigation to know the type of foundation that would be recommended for the proposed project.

4* Water and Electrical power and distribution board

The project manager meet with this board to know if there is any of their service line or cable running below or above the site which might make it uninhabitable, and to equally obtain permission before making use of their services for a fixed price payable by the client.

'''6 ORGANISING CONTRACT PRE-QUALIFICATION REVIEW'''

At this stage the project manager subject the contractors to pre-qualification exercise to determine the capabilities of the contractors. During the pre-qualification stage the contractors are ask to submit:

1* Evidence of tax payment for the past 5 years

2* Evidence of work completed by the contractor

3* List of technical staffs

4* List of plants and evidence of ownership

5* Evidence of membership of cooperate affairs commission etc.

Then the contractors are then selected to tender from the list of those that provided at least 70% of the required information.

'''7 SELECTIONS OF TENDER AND APPOINTMENT OF CONTRACTOR'''

The pre-qualified contractors are now published on the national dailies and ask to submit their bid which is divided into financial and technical bid. The technical bid provides:

1* Contractor work schedule

2* Contractors method for executing the project

3* List of technical staffs

Financial bid: is where the contractor states how much it will take them to execute the project, cost of producing and photocopying BOQ etc.

After review the bid and making adjustment using the technique of whole life costing and other method the contractors whose bid fall between 10% of the client budget are selected, the project manager can now make recommendation to the client to either reject or accept the bid. Then the accepted contractors are invited to come and sign the contract and the contractor are furnished with:

1* One copy of article of agreement or condition of contract

2* Two copies of contract drawings

3* Two copies of un-priced BOQ

''' DUTIES OF A PROJECT MANAGER AT THE POST-CONTRACT STAGE '''

'''1 PROJECT PROGRESS PROGRAMMING AND MONITORING''' 

''' ''' The project manager should programme the various work that would be undertaken on the site to make sure money, material and time are not wasted .The project manager should also monitor the various work on the site anywhere there is delay due to misunderstanding or variation in design should be solve as fast as possible so that the project are finished at the expected date. The techniques use in project progress monitoring is:

1* Bar chart

2* PERT (Project evaluation and review technique)

3* CPM (Critical path method)

'''2 ISSUE OF INTERIM PAYMENT CERTIFICATE'''

The project manager issue an interim payment certificate which is a payment certificate issued under the clause “contract price and payment”. Most standard forms of contract state an entitlement on the part of the contractor to interim payment. These payments assist in the contractor cash flow but the actual determination of the contractor entitlement is based on cumulative valuation of work done.

'''3 BUDGET MONITORING AND VARIATION ORDER'''

During the construction work the project manager monitors the various works going to make sure that they do not exceed or fall below the client financial budget. And In situation where there is variation in design or specification, the project manager will organize meeting with the affected contractor and provide a solution by asking the contractors to provide a schedule of rate for the affected section of work.

'''4 CLAIMS AND DISPUTE RESOLUTION'''

With the increase in volume of construction, disputes in contract has increase, The project manager has the function of providing a solution to the dispute by solving it himself or transferring the case to arbitral tribunal for solution.

REASON FOR AN INCREASE IN CLAIM AND DISPUTE

1* The nature of engineering contract is such that all the contingencies cannot be covered while tendering.

2* Preparation of drawing, tender document etc. involves voluminous work which are generally completed in a hurry and gives room for dispute in the future.

3* Issuing work order in a hurry without complete possession of the site of work with access road causes delay in commencing the actual work leading to dispute in future.

4* Incomplete, unrealistic and ambiguous specification causes confusion and delay.

'''5 PROJECT CASH FLOW FORECAST''' 

''' '''It has been regularly stated that cash is the life blood of the construction industry and it management is essential for the survival of any project. With this in mind the function of the project manager is to make sure that the client has an accurate assessment of what need to be paid to the contactors and at what period, he equally ensures that the client bank are aware in other to manage the movement of fund to meet the contractual timetable of payment, the project manager equally uses the payment cash flow forecast to assess any compensation event, early warnings and programme revision before accepting them.

''' 6 HANDOVER AND OCCUPATION'''

The project manager should ensure that all the client objectives are achieved before handing over the completed project to the client, from the day the project was handed over to the client till a six month period have elapsed is known as defect liability period, which is a period during which the contractor is liable to repair any damage in the project, because a percentage of his total cost for the project is still with the client in case the contractor do not come back to repair the damage.

SECTION TWO 

The project manager is a specialist advisor that represents the client and is responsible for the day-to-day management of the project.

If a project manager is appointed, they function most effectively when they operate as if they were part of the client organisation. They are not part of the consultant team. They should be able to issue instructions and review progress as if they were the client. During the briefing process however the project manager should allow the consultant team direct access to the client and user panels without interference.

Experienced clients may have their own in-house project managers.

The project manager should be appointed as early in the development of the project as possible in order to:
*Help the client develop their preliminary business case and initial strategic brief.
*Advise on the selection and appointment of the consultant team (and perhaps to manage the appointment process).
*Help the client to organise themselves and identify the roles and responsibilities of client representatives, champions and user panels.
*Issue information and instructions on behalf of the client.
*Develop a project execution plan.
*Contribute to risk management exercises.
*Contribute to value management exercises.
*Contribute to design reviews.
*Validate payments.
*Oversee change control procedures.
*Monitor and assess overall client programmes and cost plans (which may include items beyond the scope of the main contract or consultants appointments).
*Report to the client.

The success of a project manager is generally reliant on the effectiveness of the specific individual appointed rather that the reputation of the company they work for. It is important therefore that the individual selected is named in the appointment document and that they cannot be substituted without the agreement of the client.

The required characteristics of an effective project manager are:
*An ability to solve problems with intellectual rigour.
*Energy coupled with the ability to inspire others.
*Confident leadership and communication skills.
*Capability of seeing the whole picture.
*Good negotiating skills.

On publicly-funded projects, a project manager might be appointed from the private sector, or an experienced project sponsor might act as project manager. OGC guidance describes the project manager as,
<blockquote>...the named individual (often from the private sector) responsible for the day-today detailed management of the project and who provides the interface between the project sponsor and the supplier members of the project team.</blockquote>
ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Achieving Excellence in Construction Procurement Guide: Project organisation, roles and responsibilities.]

The position of the project manager within the overall project organisation is illustrated below:

[[File:Project organisation.JPG|none|Project organisation.JPG|alt=Project organisation.JPG]]

= Find out more =

=== Related articles on Designing Buildings Wiki ===
*Change control procedures.
*Client design advisor.
*Design reviews.
*Lead consultant.
*Lead designer.
*Independent client advisor.
*Preliminary business case.
*Project execution plan.
*Project manager's report.
*Project sponsor.
*Risk management.
*Strategic brief.
*User panels.
*Value management.

=== External references ===
*[http://www.apm.org.uk Association for Project Management].
*PACE [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/PACE_-_GACC.pdf Guidance on the Appointment of Contractors and Consultants] P533 and 74.
*OGC AE5:[http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf The integrated project team] for details of OGC project manager role.

[[Category:Roles_/_services]]

Designing Buildings - User contributions [en]

User:Osakwe Ebuka Patrick

User:Osakwe Ebuka Patrick

User:Osakwe Ebuka Patrick

Project manager