Construction Industry Project Management Lessons Learned: Phase 4 - Execution

PMI South Florida Chapter

Mark Annunziata, PMP, entered the construction industry after college as one of the youngest general contractors certified by the state of Florida. He ran his own general contracting business performing and executing every phase of his business from business development, estimating, contract negotiations, project controls, and project execution through handover. His firm has produced housing projects, multifamily, commercial, retail, high-rise, and high-end homes along the eastern coast of Florida.

In previous articles, I have explained the differences between tier 1 contractors (generally projects and sales volumes over US$100 million), tier 2 contractors (generally projects and sales volumes in the US$10–100 million range), and tier 3 contractors (generally project and sales volumes less than US$10 million).

The following article explains the tier 1 contractor requirements for project execution. This article will focus on the following elements that constitute the execution and production of deliverables. These include team management, reporting, field activities, safety practices, equipment tracking, procurement logistics, change management, and workforce management.

I have included a brief description of these elements and some lessons learned.

Phase 4 - Execution
In the tier 1 construction industry, the project manager is required by contract to have certain skill sets within the execution team. Most of the staff-level manager positions are listed by category within the owner/contractor contract documents.

My tier 1 teams have consisted of between 35–150 engineers and support staff. My staffs have always included construction managers; quality assurance/control managers; quality control inspectors; safety managers; safety inspectors; project control managers; project architects; mechanical, engineering, and plumbing (MEP) …

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