Project Management

Construction Industry Project Management Lessons Learned: Phase 5 - Closeout and Summary

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. The beginning of this article will focus briefly on the closeout process of the deliverable. I will also summarize my philosophy of project management and list some of the issues and challenges my team has confronted and resolved during our journeys.

Great construction industry project managers tend to be type “A” personalities who channel their sense of urgency and enthusiasm to their field personnel. In my opinion, it is that willpower that drives and completes construction projects successfully.

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

Phase 5 – Closeout and Summary
In the tier 1 construction industry, the project manager is required by contract to submit documents, specifications, performance data, and warranty information to the project owner for approval prior to purchasing major elements of the project. That list can range from 150 items to 500 items.

1. Closeout and Handover

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