Our company strives to achieve excellence in project delivery to its customers. KCL applies a highly sophisticated methodology in coordinating and managing its construction projects. KCL builds its construction coordination techniques on seven main pillars as recommended by the Project Management Institute’s Project Management Body of Knowledge. These seven main pillars are Cost and Scope Management, Schedule Management, Quality Management, Safety Management, Procurement Management, Communication Management, Human Resources Management.
Cost and Scope Management
Adequate cost and scope management functions start at the very early stages of estimatedevelopment. KCL uses a computerized cost estimate tool in order to expedite the estimation process with a high level ofaccuracy. This computerized tool helps the development of a database for unit costing for different projects, which helps future cost and tendering. This database also assists in pricing extras, which enableus to help owners and consultants to develop budgets for potential scope changes during construction.Also, during construction, all scope changes are documented properly in order to assist sub-tradesand consultants to keep track of changes. The objective is to help and protect the owner from excessive pricing bysubcontractors or any unfair claims. We also utilize a cost control system, which reports on budgets, actual and variances.
At KCL, we consider Schedule Management is a significant contributor to project success. We utilize the power of scheduling software to produce a Critical Path for the project as well as a bar chart schedule. At the start of the project, a baseline schedule is developed in coordination with the owner and the architect in order to meet owner’s expectations and any imposed dead lines at the different stages of the project. This schedule becomes the baseline schedule and is communicated to all sub-trades and monitored by our project manager and the site superintendent. Any slippage in the schedule is detected in the very early stages and a corrective action is taken in order to put the project back on track. The schedule is reviewed during all site meetings.
KCL takes a special pride in the quality of its delivered final products. The project manager and the site superintendent put extensive efforts in monitoring the quality of construction work. Daily and weekly quality inspection of workmanship is performed. All deficient work is logged, recorded and reviewed with subcontractors. Also, all delivered material is inspected and assessed prior to installations for compliance with the specifications as set by the consultant.
KCL deals with Health and Safety as a major priority on all construction projects. Construction projects in occupied buildings add another challenge to managing Health and Safety; therefore our company is extra cautiousin protecting the occupants of the building. A Health and Safety Policy is established and implemented on projects undertaken by the firm. The policy creates a safe work environment making the project team in a better position to perform its job. Our attached CAD-7 Report from Workplace Safety and insurance Board (WSIB) shows that we posses an excellent Performance Level. All staff members are properly trained and informed about all new developments in health and safety issues and requirements.
Also, all subcontractors are informed of our safety policy and practice and are required to strictly follow all safety regulations. Regular safety meetingsare coordinated and conducted.
We issue purchase orders to pre-qualified sub-trades and suppliers. Our purchasing officer keeps a database of all material and equipment suppliers in order to be able to procure material to site expeditiously with competitive pricing. Paying invoices before due time enhances our ability to receive competitive pricing. This competative pricing is transferred, naturally, to our clients in the form of cost savings. Adequate site storage is provided to keep the material. Due to the large number of stakeholders in any construction project, KCL has concludedthat effective communication through the duration of a project is paramount . A communication chart is developed at the beginning of the project in order to ensure smooth flow of information between all parties and all stakeholders. Project parties include KCL, Subcontractors, owner, Architect, sub consultants, specialty consultants and end users. Regular site meetings are conducted and the general contractor to facilitate communication will keep minutes. Electronic communication will be also facilitated since it was proven to enhance and expedite flow of information.
Due to the large number of stakeholders in any construction project, KCL has concluded that effective communication through the duration of a project is paramount. Acommunication chart is developed at the beginning of the project in order to ensure smooth flow of information between all parties and all stakeholders. Project parties include KCL, Subcontractors, owner, Architect, sub consultants, specialty consultants and end users. Regular site meetings are conducted and the general contractor to facilitate communication will keep minutes. Electronic communication will be also facilitated since it was proven to enhance and expedite flow of information.
Human Resources Management
KCL’s organizational structure identifies roles and responsibilites of all team members.
Responsible persons include site superintendent, project manager and partner in charge.