Project Management 101 Part 3

This page very briefly outlines some of the more common Specialist functions of Project Management. See Part 1 for functions F01 – F06; Part 2 for functions F07  – F12.

Below is a list of some of these Specialist Services – those I’ve personally encountered in my experience. The range is almost limitless, depending on the particular requirements of a building or project type. For example, in airport design, there is a recognised engineering specialty for keeping birds away from airports. I haven’t put that one on the list!

The list below is organized alphabetically.

Specialist Services – a partial list

F13.01  Asset Management
F13.02  Buildability Review
F13.03  Building Maintenance Systems
F13.04  Building Rating Review
F13.05  Construction Management
F13.06  Energy Conservation Analysis
F13.07  Environmental Assessment
F13.08  Facility Management
F13.09  Hazardous Waste Assessment
F13.10   Maintainability Review
F13.11  Post-occupancy Evaluation (POE)
F13.12   Program Management
F13.13   Real Estate Marketing Consulting
F13.14   Rock Anchor Design
F13.15   Safety
F13.16   Site Assessment
F13.17   Traffic Engineering
F13.18   Value Engineering
F13.19   Value Management
F13.20  Waste Management Systems
F13.21   Zoning & Code Review

Responsibility of the Project Manager

While the Project Manager is not responsible for the outcomes of these services, the PM does have wide-ranging responsibilities that must be taken into account in preparing scope and pricing statements for their services, including:

  1. Review of all of the statutory and other conditions that are likely to impact on the project.
  2. Providing advice to all design disciplines on the likely need for specialist services, so coordination of these can be factored into design scopes.
  3. Sourcing competent specialist service providers for needed services, appropriate checking of their credentials and insurance coverage, and recommendations to the client for appointment.
  4. Coordinating the provision of all such required services such that outcomes from them impact on design processes as little as possible.
  5. Checking output reports for adequacy and advising client of satisfactory completion of service.
  6. Liaise with design disciplines on the impact of review outcomes with respect to design functions and features.

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Sample entry – more to come:

Program Management is a step above project management, and involves multiple projects for the same client. It’s a book-length topic on its own (as are many of the rest of these Specialist Services). See Project Management Resources for more information.

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Ed. Note:  04.03.2016: Under construction – this page is incomplete. Watch this space!

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