Best Practices for Managing Outsourced Projects
Course Dates: TBA
Course Length: 1 day
PMI Activity ID# 000430
Prerequisites: Experience working with complex projects
Course Fee: $445
Course Hours: 8:30 a.m -4:30 p.m.
The materials presented in this class focus on improving the contract management skills of project managers, contract managers and administrators, project engineers, project controls, and other personnel involved in planning and executing projects using contracted services. This course will give personnel an understanding of the legal structure and the strategy of contracts and an understanding of the contracting process from developing the RFP to planning, monitoring, and controlling contracted work, and contract management and administration. Knowing the materials presented in this class will result in more effective and efficient control of the contracting process, improved contractor management and cost control, and increased assurance of completing contracts on time and on budget.
Unit 1: Fundamentals of Contract Law and Contracts
- What is a Contract?
- What makes a contract legally binding?
- Types of contract formats and when each type should be used
- Risk Allocation with contracts
Unit 2: The Contracting Process
- The 10 Stages of the Contracting Process
- Important relationships between stages
Unit 3: Strategic Contract Management
- Assessing the project scope, market conditions, and potential bidders
- Planning and scheduling Contracting and Procurement to support projects
- Selecting the contract format
- Planning the RFP and the Proposal Process
Unit 4: The Request for Proposal (RFP) Process
- Planning, preparing, and managing the RFP
- Evaluating bidder proposals
- Who is involved in preparing RFPs and evaluating bidder proposals?
- Organizing and drafting contract and procurement documents
- Taking advantage of government incentives and tax benefits
- Final contract negotiations and contract award.
Unit 5: From Award to Mobilization
- The Owner and Contractor prepare for a successful contract execution and completed project.
- How contracting interacts with and supports the Project Management Team
- Planning and Preparing the Owner’s Contract Management and Administration Plan (CMAP)
- Preparing and conducting the Post Award and Pre-Construction Conferences
- Preparing Project Plans, Manuals, and Procedures
- Planning and coordinating site facilities and mobilizing personnel and equipment
- Project schedule, procurement schedule, contracts and purchase orders
- Long lead-time and critical items
- Engineering and support services
- Coordinating multi-contracts and contractors
- Supplier/Vendor oversight and management
- Design Management
- Risk Management
Unit 6: Managing and Administering Work Under Contracts
- Reports, schedules, observations and inspections of ongoing work
- The owner’s records; Logs and Documentation
- Preparing, issuing, receiving, and reviewing Notices
- Quality Control and Quality Assurance Monitoring
- Claims: Prevention, Mitigation, and Management
- Reviewing and verifying contractor invoices for Progress payments
- Back Charges and set-offs
- Schedule adherence
- Earned value
- Earned manpower
- Handling of Regulated Substances and Hazardous Materials
Unit 7: Tender and Acceptance of Services and Products, Demobilization, Contract Close-Out, and Warranties
- Accepting or rejecting tendered products and services Factory Acceptance and Documentation Reviews
- Acceptance Testing
- Punch lists
- Operability, start-up and other tests
- Quality Assurance and other documentation and certifications
- Final (as-built) drawings, updated documents, operating instructions
- Spare Parts lists for new components
- Return of owner equipment and disposition of unused materials and spare parts
- Personnel check-out and departure
- Materials disposal including disposition and/or disposal of Regulated Substances and hazardous wastes
- Calculating and payment of Incentives payments and liquidated damages as applicable
- Claims settlement
- Issuing the Final Payment and contract closeout and Final Releases
- Operability problems, latent defects, warranty notifications
- Post contract services and tests
Joseph J. Corey, Jr. has been a Contracts Consultant since 2004 specializing in Contracts and Claims Management Services for large, complex engineering and construction contracts. From 1981 to 1992 he was a project and contracts manager with CP&L/Progress Energy managing projects, engineering, and contracts for the construction, start-up, and operation of the Harris Nuclear Plant. In 1992 he moved to the Corporate Procurement Department where he developed and managed contracts for major engineering and construction projects at all five of Progress Energy’s Nuclear Plants. He has also worked extensively in organizing and operating procurement and contracting organizations, forming and managing value added contracting relationships, and streamlining contracting, procurement, and materials management.
Joe has extensive experienced in all phases of contracting and claims management. He has developed the Ten Stage Contracting Process which is the basis for his Contract Management and Administration Training course. The Ten Stages of the Contracting Process assists Project and Contract Managers to better plan, manage, control, and evaluate contracting. Joe has integrated his Ten Stage Contracting Process with the Six Phases of Project Management so that Project and Contract Managers and other personnel such as project sponsors and staff members can understand how contracting supports each Phase of the Project Management Process to enhance project success.
Education and Certifications:
Joe graduated from the US Military Academy, BS, Arizona State University, MS – IE and Construction Management, the University of Utah, MBA, and North Carolina Central University School of Law, JD. He is a North Carolina Licensed Attorney, Licensed Building Contractor, a Lifetime Certified Purchasing Manager, and has been a Registered Professional Engineer in North Carolina.