{"id":118968,"date":"2023-09-07T21:42:50","date_gmt":"2023-09-07T21:42:50","guid":{"rendered":"https:\/\/learnexams.com\/blog\/?p=118968"},"modified":"2023-09-07T21:42:52","modified_gmt":"2023-09-07T21:42:52","slug":"are-5-0-pjm-project-execution-2023-guide-with-complete-solution","status":"publish","type":"post","link":"https:\/\/www.learnexams.com\/blog\/2023\/09\/07\/are-5-0-pjm-project-execution-2023-guide-with-complete-solution\/","title":{"rendered":"ARE 5.0 &#8211; PJM &#8211; Project Execution 2023 Guide with complete solution"},"content":{"rendered":"\n<p>Best approach to meeting client expectations for construction budgets &#8211; carefully<br>monitor the relationship between scope, quality, and cost as a design is being<br>developed<br>When a conflict, sit with the client and review and adjust one or more of the project<br>parameters of quality, time, and cost before proceeding to the next step in the design<br>process<br>To stay on top of issue, budget compliance &amp; adjustment problems added to mtg<br>agendas and discussed regularly w client and proj team<br>Challenges of managing consultants that PM must allot time and resources for &#8211;<br>Consultant coordination<\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li>Reaching finish line at the same time and avoiding disruption when docs are issued<\/li>\n\n\n\n<li>Making sure all parties using same versions of plan backgrounds<\/li>\n\n\n\n<li>Uncovering and coordinating conflicts bet work of diff disciplines<br>Quality management responsibilities of PM &#8211; PM to manage and control project&#8217;s<br>quality level<br>Must be a daily concern<br>Redlines<br>Helping w specs and dwgs<br>Most of all, know the status of work at all times<br>Oversee and direct quality management controls as they are performed<br>PM responsibilities for Document Reviews &#8211; Doc reviews as opportunity to find uncover<br>mistakes before they create problems during construction<br>Schedule time\/resources for internal reviews of CDs before bidding<br>Reviewer could be PM, leader from another proj, or spec writer<br>External reviews also helpful and should be welcomed (engineers, consultants, owners,<br>constractors, agencies that give permits.)<br>Managing expectations of client tips &#8211; Help client set expectations<br>Have frank discussion of potentially tough issues<br>Use technique of creative conflict (process of engaging in debate to be able to recall<br>issues later on to gain concensus. Do this when change is requested, not after. Even is<br>architect overruled, owner will remember concerns were expressed)<br>Dont use jargon that is &#8220;undefined&#8221; or absolute by client or might be setting unreslistic<br>expectations (&#8220;our docs are %100 complete)<br>Suitable alternative for<br>&#8220;We look forward to designing a first-class new school for you.&#8221;<br><br>&#8220;100% Complete Construction Documents&#8221;<br>&#8220;50% Schematic Design Set&#8221;<br>The masonry walls have been completed.&#8221; &#8211; We look forward to designing your new<br>school project.<br>Issued for Construction&#8221;<br>&#8220;Interim Schematic Review Set&#8221;<br>&#8220;The masonry walls appear complete.&#8221;<br>Explaining consequences as a responsibility of PM &#8211; For example, if a client decides to<br>eliminate waterproofing on the basement walls, it is not enough for the architect to<br>simply disagree with the decision. The project manager should go a step further and<br>explain that the decision could result in water leaking into the basement, causing<br>damaged finishes and expensive repair costs. While such consequences may seem<br>obvious to the experienced project manager, they might not be so obvious to the owner.<br>Client wanting to save money on building system. Architect to explain increase of cost<br>of building maintenance<br>Monitoring tips for PM &#8211; Most projects require a montly evaluation<br>Monitoring terms &#8211; Net service revenue<br>Planned cost<br>Job-to-date<br>Estimate-to-complete<br>Estimate-at-completion<br>Planned estimate at completion<br>Percent complete<br>Multipliers (break even, overhead, effective multiplier, target, planned multiplier,<br>estimate at completion multiplier)<br>Billed\/invoiced amounts<br>Earned revenue amounts<br>Billed-not-earned<br>Earned-not-billed<br>Net service revenue &#8211; Net fee determined by subtracting consultant fees from the<br>gross fee for the project<br>Planned cost: &#8211; Labor hours and dollar amounts planned at project initiation<br>Job-to-date (JTD): &#8211; Labor hours and dollar amounts spent as of current date<br><br>Estimate-to-complete (ETC): &#8211; Labor hours and dollar amounts estimated from current<br>date to project completion<br>Estimate-at-completion (EAC): &#8211; JTD plus ETC labor hours and dollar amounts<br>estimated at project completion<br>Planned estimate at completion: &#8211; Over\/under calculation indicating labor hours and<br>dollar amounts at project completion relative to planned estimates<br>Percent complete: &#8211; Current work in place for the project, phase, or task, expressed as<br>a subjective percent complete and not based on the percentage of labor hours or dollar<br>amounts spent<br>Break-even: &#8211; (direct labor + overhead)\/direct labor<br>Overhead: &#8211; overhead\/direct labor<br>Effective multiplier: &#8211; current, subjective percent complete\/direct labor<br>Target: &#8211; firm-wide standard target multiplier, including profit target<br>Planned multiplier: &#8211; net service revenue or compensation\/planned cost<br>1,025,000\/334,778= 3.06<br>Estimate-at-completion (EAC) multiplier: &#8211; Total NSR\/EAC labor dollars<br>Single most important factor used in project tracking and monitoring; it must be done<br>honestly, accurately, and regularly to achieve project success. &#8211; Estimate-to-complete<br>Billed\/invoiced amounts: &#8211; Amounts billed to clients based on contract compensation<br>amounts and percent complete<br>Earned revenue amounts: &#8211; Revenue recognized in the accrual accounting system<br>based on subjective percent complete times net service revenue<br>Billed-not-earned (BNE): &#8211; Amounts billed to the client but not recognized as earned<br>revenue in the accrual accounting system<br>Earned-not-billed (ENB): &#8211; Amounts recognized as earned revenue in the accrual<br>accounting system but not billed to the client<br>The simplest and quickest means to see where the project is now, where it is projected<br>to be at the end of the project, and what needs to be adjusted to bring the project back<br>within budget. &#8211; The effective multiplier and EAC multiplier<\/li>\n<\/ol>\n","protected":false},"excerpt":{"rendered":"<p>Best approach to meeting client expectations for construction budgets &#8211; carefullymonitor the relationship between scope, quality, and cost as a design is beingdevelopedWhen a conflict, sit with the client and review and adjust one or more of the projectparameters of quality, time, and cost before proceeding to the next step in the designprocessTo stay on [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center 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