| Topic |
Details |
| Contracts Management - 51% |
| Task 1 |
Manage risks and the risk process for Construction and Built Environment Projects
- Recognize positive risk and use it to improve project outcomes
- Manage the risk process throughout the project and gain input from the required stakeholders
- Apply the different risk classifications appropriately
- Identify and evaluate risks for better allocation, avoidance, and management of risks
- Manage the risk prioritization process during Front End Planning and conduct frequent reviews to the prioritization matrix
- Identify and overcome the barriers that built environment companies face when implementing innovative solutions
- Determine the impact and risk of technology decisions or lack thereof, on the project throughout the lifecycle and apply corrective actions
|
| Task 2 |
Determine how to apply risk tools appropriately
- Use the Integrated Project Risk Assessment (IPRA) tool to improve how risk are managed
- Apply risk management tools and techniques to drive a better risk process (Monte Carlo simulations, probabilistic risk management techniques, and risk registers)
- Mobilize a risk management framework process at the project outset
|
| Task 3 |
Manage the claims process
- Use lessons learned and previous project data to identify problematic areas on projects that result in claims
- Recognize how contract types and delivery methods selected impact the frequency of claims
- Utilize the claims process and key intervention points to reach early resolution
- Distinguish the difference between change/variation orders and claims
- Apply best practices to prevent claims and disputes (i.e. FEP, DRB, Documentation, communication, etc.)
- Utilize the risk management framework effectively to reduce claims
- Determine the root cause of claims and areas that require greater attention on the front end of projects
- Apply the different dispute resolution techniques available to be used
|
| Task 4 |
Mange the contract lifecycle effectively
- Oversee the full contract lifecycle from discovery to close out
- Utilize Lean Integrated Project Delivery and IFOA to help resolve some of the industries contracting pain
- Utilize important clauses present in built environment contracts to support project delivery
- Advise senior stakeholders on the delivery method and contract structure that best fits the needs of the project
- Utilize the various delivery methods and contract structures available for built environment project covering risk apportionment, roles and responsibilities, and project delivery
- Apply innovation & technology requirements up-front in the tendering process (RFI/ RFP)
- Recognize the potential for communication gaps caused by contractual arrangements found in capital projects
- Apply knowledge to support senior leadership throughout the contract lifecycle
|
| Task 5 |
Plan the Materials and Procurement Management processes accurately
- Plan and trace the cash flow of materials, its controls and debt service to improve planning and cost accuracy
- Implement the end-to-end materials management process with all of its stages: Strategy, Planning & Engineering, Ordering, Delivery, Storing, Managing Goods, Closing & Handing Over, and Managing Waste
- Leverage the new and emerging industry trends such as prefabicates or modularization
- Assess and determine the impact of critical path and lead times in materials management
- Recognize the different stages of the materials lifecycle and utilize the best practices
- Efficiently plan all stages of the material delivery process
- Apply methods for quantity planning, budgeting, and estimation
|
| Task 6 |
Perform the Materials and Procurement Management activities accurately
- Identify the pitfalls involved in on-site and off-site handling, transportation, and tracking of materials
- Apply the benefits of the economies of scale role in managing procurement and supply chain processes
- Apply waste management practices to a project and integrate materials and suppliers with the schedule
- Apply best practices for ordering and managing materials in the project construction phase
- Apply methods for inspecting damaged goods, stock control, storage, and warehouse placement
|
| Task 7 |
Implement the Interface Management process efficiently
- Establish and plan all the interface points (IPs) between the different packages
- Classify the different interfaces found in mega projects
- Recognize and use the industry leading frameworks and systems for implementing Interface Management
- Apply and design effective Interface Management practices
- Identify and apply the important principles and proper timing to guide the implementation of Interface Management throughout the project life cycle
- Apply the defined skills needed to effectively lead an interface management plan and monitor this effectively throughout the project
- Develop strong communication skills, relationship management skills, and negotiation skills
- Utilize the common language, definitions, and elements of Interface Management
|
| Stakeholder Engagement - 15% |
| Task 1 |
Utilize Communication Tools Appropriately to engage stakeholders and maintain proper communication
- Utilize PMIS to improve communication and project decisions
- Incorporate a central communication platform for the project
- Utilize Obeya/Big Room to enhance program activities
- Recognize the common pitfalls of Obeya/Big Room
- Apply Commitment based Management (CbM) to your own teams and across projects to drive effective outcomes
- Utilize the Compass tool to highlight communication deficiencies
- Assess data collected to infer meaningful insights and take action
|
| Task 2 |
Prevent communication issues from occuring and ensure stakeholders are engaged
- Apply approaches to increase stakeholder buy in and alignment from the project outset
- Develop an effective communication strategy to ensure all project communication needs are identified and met
- Craft messaging that drives greater understanding for tailored audiences
- Utilize nuanced communication methods to engage multiple parties on a deeper level
- Prevent the effects of poor communication in capital projects from a completion and financial prospective
|
| Task 3 |
Mitigate communication issues effectively as they emerge
- Implement feedback loops to highlight gaps and introduce changes to resolve communication gaps
- Apply approaches to overcome resistance and secure support through high impact communication
- Develop action plans to resolve communication gaps
- Identify and address culture issues as they emerge
|
| Task 4 |
Manage stakeholders effectively
- Cooperate with project stakeholders to identify and select the best technology solutions
- Recognize what needs to be done, identify the appropriate specialists, and bring the required skills in to do the work
- Support the project team when implementing technology
- Identify and assess stakeholders to help establish an effective communication strategy
- Recognize the rule of culture and the impact on communication with stakeholders
- Make appropriate project team organizational recommendations for AWP implementation
- Recognize how culture impacts innovation
|
| Strategy and Scope Management - 29% |
| Task 1 |
Manage Scope Effectively
- Determine the factors to be considered when developing a technology implementation plan
- Define scope and drive projects by focusing on project outcomes or missions
- Implement scope revisions in order to achieve an accurate and mature project scope
- Identify the different ways to innovate (process innovation, product and services innovation, project delivery innovation) and ensure they lead to better project outcomes during implementation
- Select the correct metrics and KPIs
- Apply Agile practices in construction
- Apply concepts including constraint management and continuous improvement appropriately
- Recognize and handle problematic Hot Spots within construction and commissioning phases
- Build a successful performance management strategy
|
| Task 2 |
Implement and Manage the Change Order Process effectively and deliver project benefits and value
- Create a robust change order process
- Finalize the change process in the appropriate part of the project lifecycle
- Design agile processes to deal with change orders in an efficient and rapid way
- Recognize the benefits and downfalls to using technology to manage scope and change orders
- Evaluate all scope changes in relation to the core outcomes
|
| Task 3 |
Develop and apply methods, tools and techniques to develop and manage project scope
- Apply a decision-making framework for technology implementation
- Use scope evaluation tools to identify gaps in scope
- Apply scope management tools as a means of managing and pivoting scope (value engineering and cost benefit analysis)
- Establish an effective project measurement reporting process
- Implement engineering (technical design deliverable) as a critical element of the planning process
|
| Task 4 |
Implement the Advanced Work Packaging model and tools effectively
- Recognize the Advanced Work Packaging (AWP) implementation model and apply it appropriately across the project lifecycle
- Recognize and implement the different stages, process steps, activities, and deliverables of the AWP implementation model
- Utilize AWP tools, including templates and checklists appropriately
- Apply the principles of Lean and the Last Planner System to the planning of projects
- Apply the Commissioning and Startup (CSU) activity model and its tools correctly
- Utilize the 5 Connect conversations correctly
|
| Task 5 |
Implement and utilize innovative planning tools on projects, adhering to best practices
- Apply Lean Deployment Planning Guide core principles
- Recommend latest technologies and their value potential to drive productivity and its efficiency within projects
- Demonstrate the importance of integrated technology platforms to realize the benefits of technology solutions to drive collaboration
- Apply the methods to support innovation on projects
|
| Project Governance - 5% |
| Task 1 |
Implement governance models to drive project outcomes
- Develop governance structures for capital projects
- Apply project structures, appropriate practices and leadership tone to foster innovation
|
| Task 2 |
Set up scope governance structures and practices on built environment projects |
| Task 3 |
Leverage scope governance structures to protect project scope and foster efficient decision making |
.png "PMI-CP: PMI Construction Professional in Built Environment Projects")
Posts
0 comments:
Post a Comment