GM office play a pivotal role in project execution. The GM is the designated client representative for the contractor and in addition acts as the bridge between the PMO/Client and the Contractor. All the communications with the Contractor (other than Legal) are dealt directly through GM office. The GM office is a boutique set up with minimum resources as they are not involved in day to day construction management but act as the overseeing agency to make sure the GC delivers the project as per the contract and agreed scope.
There are two types of organisation for GM office. One, where there is a GC managing the project (example Aquila A) and the other one managed through PMC or borrowed resources for construction management (example Lithop). The resources required to oversee the projects would vary in each of these situations.
Once the Gateway is concluded by the CDD, the GM’s will have empowerment to oversee the management of the projects. The GMs will be primarily responsible for both the budget and schedule . The GC is deemed to be in full control of the project, in building the project as the construction experts. The GM’s shall have a “Lean team” of Client representatives to guide, monitor and ensure that the GC team or Construction Management Team, as the case may be, are enabled to deliver the project.
Each of the GM shall manage one or more projects. He shall be provided with a common support of PMCS cum Planning resource for these projects. Apart from this, for each project he shall be assisted by a Construction Manager (with assistants), QS resource and SPOC accounts.
With regard to design/drawing management, LDC shall be nominating an exclusive resource for Phoenix projects who shall coordinate between the Contractor & GM office for resolution of design related issues & RFIs.
The corporate teams of Pre-contract, procurement and commercial department shall provide all the necessary help in closing packages and contractual support.
The centralised quality and safety teams under PMO shall be responsible for implementation of Systems and Processes with regard to Safety and Quality in addition to regular functional auditing of project sites. The MIS team under PMO shall make sure all the relevant information are collated and made available in time in the ERP system.
The Construction Managers and his team shall be primarily responsible for Constraint management. His single most daily goal shall be to make sure all constraints falling with in Phoenix scope are resolved in time such the Contractor is able to deliver as committed. He shall overlook the shoulders of Contractor to make sure constraints within the scope of Contractors are tracked and resolved by the Contractor in time. In addition, he shall be responsible for overseeing the schedule & budget and overall performance of the GC / Multiple Contractors. He shall walk the site, ensures the work is done as per SoP/ Method Statements, Quality and Safety and Housekeeping in addition to approval of work done.
The QS shall be responsible for approval of RBs and validation of Variation orders.
Rule 7.1
Following are some of the critical tasks to be managed by the GM office (Rule 7.1);
Gateway Stage
- Review of gateway document – Review of drawings, BOQs and identify critical issues before Gateway closure
- Suggesting contracting strategy for the project
Project kick-start Stage
- Approval of overall Master schedule in line with the Business Plan and Gateway document
- Making sure of forward planning of micro level activities by the GC/Contractors and review the previous planning on periodical basis to understand what went wrong, if any
- Approval of logistics planning (current and stagewise) & site being ready ahead of time
- Evaluating adequacy of PMV, ensuring continuity of operations and overseeing planning & scheduling of PMVs by the GC
- Issue of Request for Services for all packages and selection of preferred vendors in discussion with the GC & ensuring lessons learnt are adequately captured
- Making sure RFIs are resolved in time by the LDC. The GM team shall act as the bridge between the LDC and GC. All emails and communications related to contractor queries, RFI’s etc shall be taken up by the GC with the LDC by keeping the GM’s team in loop. The GMs will report to the Program Director of PMO. GM will intervene where there is delay. LDC shall be nominating a person for Phoenix projects as SPOC to resolve all RFIs.
- Creating overall awareness on sound planning, best practices, being ahead of constraints, robust logistics to avoid surprises
Construction Stage
- Act as Client representative for approvals as per Contract
- Overseeing & tracking the Master Schedule to make sure there are no slippages
- Making sure there are no deviations in the Budget post award of Contract
- Constraints resolution in time by inter departmental coordination (Phoenix Scope)
- Overseeing constraint resolution in time (Contractors scope)
- Evaluation and approval of VO before start of work
- Approval of works executed for bill certification & timely RB certification by the QS
- Overseeing site Safety, Quality and Housekeeping and identifying the gaps & resolution of the same in discussion with the GC
- Making sure of implementation of Method statements by the GC, as approved by the LDC
- Risk management by periodical identification of gaps
- Monsoon preparedness plan & its implementation by the GC
- Periodical vendors performance in coordination with the GC and identifying & resolution of gaps
- Overseeing planning & procurement of RM by the GC & review of past performance to understand the gaps if any & amend the process
- Proving three months look ahead cashflow spend, in discussion with GC
Project Close-out stage
- Feedback on Lessons Learnt (systemic issues) periodically
- HOTO & client fit out facilitation post Fire OC
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