Project Planning, Management and Delivery

Last updated: 10-02-2008

Introduction

Successful project management requires team leadership and coordination, diligent project planning, and effective oversight of the delivery process. Recognizing the importance of these qualities in satisfying clients' expectations, the Project Management section offers guidance for the entire delivery team to successfully and effectively carry out a high performance building project.

While this section is still under development, click on one of the following areas to begin your exploration:

• Project Delivery Teams—Contains guidance on assembling and effectively managing the project team.
• Project Planning and Development—Contains guidance on how to plan and deliver a project, from inception to turnover.
• Building Commissioning—Provides an overview of commissioning drivers, benefits, goals, and principles.
• Project Delivery and Controls—Contains descriptions of procedures and practices used to manage project scope, budget, and schedule.

Note: Terminology and processes described within this section of the WBDG typically refer to federal projects, but may be applicable to other public sector institutions with adaptation for local standards of professional practice.

Major Resources

Federal Agency Links

• DOE Project Management Process (PDF 28 KB)
• NASA NPR 8820.2F-Facility Project Requirements
• Standard Form 330, Architect-Engineer Qualifications—On December 11, 2003, Standard Form 330 (SF330) was released by the federal government. The new form, which architects and engineers use to present their qualifications and experience when seeking federal projects, replaces SF 254/255 and emphasizes qualifications-based selection for the procurement of A/E services.
• USACE Project Managers Guide
• USAF Project Management Online Handbook
• VA Project Managers Handbook

Publications

• Construction Project Administration by Edward R. Fisk and Wayne Reynolds. Upper Saddle River, New Jersey: Prentice-Hall, 8th edition, 2005.
• Managing the Construction Project, A Practical Guide for the Project Manager by Theodore J. Trauner, Jr. New York: John Wiley & Sons, Inc., 1992.
• Program Management Procedures by Construction Management Association of America. McLean, VA: 2003.
• Project Management in Construction by Sidney M. Levy. McGraw-Hill, 2006.
• Project Management, Principles and Practices by Pete M. Spinner. Prentice-Hall, Inc., 1997.

Organizations

• Construction Industry Institute (CII)—A consortium of public and private facility owners, construction contractors, material manufacturers.
• Construction Management Institute (CMAA)—An association representing the construction management profession.
• Federal Facilities Council (FFC)—A cooperative association of 24 federal agencies responsible for facility design, acquisition, management, maintenance, and evaluation.
• Project Management Institute (PMI)—The largest association of project management professionals from across all business and industry sectors.

Others

• Architectural Practices—A free resource for architects, engineers, contractors, and other members of the building community. It provides tools and advice to help architects manage projects effectively.
• FedBizOpps—The single government point-of-entry (GPE) for federal government procurement opportunities over $25,000. Government buyers are able to publicize their business opportunities by posting information directly to FedBizOpps via the Internet. Through one portal—FedBizOpps (FBO)—Commercial vendors seeking federal markets for their products and services can search, monitor and retrieve opportunities solicited by the entire federal contracting community.
• University of Maryland Project Management Program—Provides project management education and research