FEEDBACK LOOP

BID AND BUDGET

CLOSEOUT

AWARD

CONSTRUCTION

PRECONSTRUCTION

PROJECT FLOW MANUAL 2022

PROJECT FLOW MANUAL PREAMBLE The purpose of this Project Flow Manual is to better equip all of our Supervision in the Field with our standard processes for projects. It is the intent to utilize this manual to train all Employees who have been selected to take the next step as Supervisors. It is also intended to utilize in onboarding of Office Employees looking for a Project Management position within the Company. The Field Supervisor and the Project Manager are critical to the success of all projects within Continental. The steps in this manual are intended to be a baseline for most projects. It is our goal to educate all on the tasks each Department perform for all awarded projects. Although some Vertical Markets have more or less steps, this manual will cover most, and allow for more efficient and profitable projects now, and in the future.

Special thanks to Steve Castellano in Purchasing, Eric Kastengren in Estimating, Jim Buhmann and Bill Madden in Prefabrication, Chris Godek in Warehousing, Kevin Kalchbrenner, Hugh Doyle, and Tony Falbo from the Field, Brian Reinheimer and Jim Klingelschmitt in Safety, Meni Bougiotopoulos in Project Delivery, Mike Meyer and Eric Damlos in Construction Operations, and the Accounting Team for all of their assistance in the information in this manual.

Special thanks to NECA Innovative Institute for allowing Continental to be a part of their 2022 Capstone Program.

Special thanks to Dave Chorley for allowing the opportunity to take part in this endeavor with the NECA Innovative Institute.

PROJECT FLOW - DEPARTMENT PAINPOINTS WHEN BEGINNING RESEARCH ON THIS PROJECT, IT WAS DETERMINED THAT AN UNDERSTANDING OF PAINPOINTS PER DEPARTMENT WOULD SET THE TABLE FOR THE PROJECT AS A WHOLE. IDENTIFYING WHAT WAS WORKING AND WHAT WAS NOT PER GROUP HELPED MAKE THE CONTENT IN EACH STEP CLEARER. IN EARLY DISCUSSIONS, IT WAS APPARENT THAT DEPARTMENTS STILL NEED MORE FROM EACH OTHER IN ORDER TO MANAGE A SUCCESSFUL PROJECT. LISTING THESE PAINPOINTS PER DEPARMENT WILL HOPEFULLY ASSIST IN FINETUNING THE WAY WE OPERATE, AND ULTIMATELY ALLOW EVERYONE ELSE TO BE SUCCESSFUL IN THEIR OWN PROCESSES ALONG THE WAY. ESTIMATING:        

NEED TIMLEY QUOTES/LAYOUTS/INFORMATION FROM OTHER GROUPS INFO TAB ON ACUBID FOR THE PM AND THE FIELD SUPERVISOR HELPFUL TURNOVER MEETINGS POST AWARD TO DETERMINE HOW THE JOB WAS BID SUMMARY SHEET REVIEW FOR NON-ESTIMATING JOB AWARDS PROJECT DELIVERY AND FIELD TO GET CLEAR INFO ON BID/CAD PERCENTAGE STANDARDIZATION OF PROPOSALS SO ALL VERTICALS HAVE SYMMETRY ASSISTANCE TO ESTIMATING FROM ALL GROUPS WHEN WORK IS ABUNDENT FEEDBACK LOOP TO ESTIMATING AFTER PROJECT IS COMPLETE

PURCHASING:     

CLEAR EXPECTATIONS FROM ESTIMATING AND PROJECT MANAGERS PER BID BID CHECKLIST CONSISTENCY FOR ALL VERTICAL MARKETS AND PM’S BID REVIEW PROCESS TO DETERMINE TASKS PER PERSON/GROUP POST AWARD, SMALL MEETING TO GO OVER TIMELINES AND TASKS KEEP THINGS SIMPLE

 CREATION OF HONEST AND REAL TIMEFRAMES OF ITEMS NEEDED  COMPLETION OF ALL REQ FORMS AND CHECKLISTS TO SIMPLIFY PROCESS ACCOUNTING:        

CORRECT INFORMATION ENTERED AT START OF PROJECT FOLDER STRUCTURE SIMILAR BETWEEN ALL VERTICALS AND PM’S PURCHASE ORDER UPDATES AS ITEMS UNVEIL DURING PROJECT BILLING TIMELINES SO GROUP IS NOT CHASING PM’S FOR DRAW INFO PROJECT MANAGER NEEDS TO BE DIRECT CONTACT FIRST FOR GC’S COMMUNICATION ON WHAT IS NEEDED FROM ACCOUNTING PER PROJECT VENDOR INVOICING RESPONSES NEED TO BE QUICKER FROM PM GROUP TRANSPARENCY SO EACH GROUP UNDERSTANDS EXPECTATIONS

PROJECT DELIVERY:       

KICKOFFS CLEARER WHEN ESTIMATING IS INVOLVED IN PAGE TURNS DRAWING EXPECTATIONS IDENTIFIED AT THE START OF EVERY PROJECT ARE WE DESIGNING TO FIT INTO A BUDGET AND IF SO, SET GOALS PM AND SUPERVISOR INVOLVEMENT-WHO IS MAIN CONTACT PER PROJECT ACCURACY OF RECORD DRAWINGS AND PANEL SCHEDULES COMMUNICATION AND MEETING EXPECTATIONS PER PROJECT TECHNOLOGY USAGE TO STREAMLINE PROCESSES

WAREHOUSING:      

CLEAR COMMUNICATION ON NEEDS FROM PM’S AND SUPERVISORS DELIVERY NEEDS THAT MUST GO DIRECTLY TO WAREHOUSE AND NOT SITE VENDOR RETURN PROCESS - ITEMS SITTING AT WAREHOUSE OFTEN TOOL ORDERS AND RETURNS NEED TO BE COMPLETE AND CLEAR RENTAL ORDERS AND RETURNS NEED TO BE COMPLETE AND CLEAR LESSEN DELIVERIES TO PROJECTS AS A WEEKLY GOAL FROM SUPERVISION

PRECONSTRUCTION:    

ACCURACY OF INFORMATION FROM PM AND SUPERVISOR UTILIZE PROPER TEMPLATES FOR ORDERING OF PREFABRICATION CLEAR UNDERSTANDING OF FAB CAPABILITIES AT THE START OF PROJECT CONSISTENT AND HONEST FEEDBACK TO BETTER SERVE ALL PROJECTS

PROJECT FLOW MANUAL

MARKET - COMMERCIAL

DEPARTMENTS INVOLVED ESTIMATING

PHASE – BID AND BUDGET

PURCHASING CONSTRUCTION OPS (WHEN BIDDING DIRECT)

STEP – 1 OF 30 POSITIONS INVOLVED

TITLE – BID OPPORTUNITY DESCRIPTION OF DUTIES BELOW

ESTIMATING TEAM LEADER

PURCHASING DIRECTOR

ESTIMATING COORDINATOR

PURCHSAING BUYERS

PURCHASING COORDINATOR

PROJECT MANAGER

1. BID OPPORTUNITY COMES TO CECCO VIA ESTIMATING AT [email protected], OR VIA TEAM LEADER, PROJECT MANAGER, PRESIDENT, OR OWNER RELATIONSHIP 2. DISCUSSION ON BID OR NO BID INCLUDES BUT NOT LIMITED TO: a. RELATIONSHIP WITH CUSTOMER OR GENERAL CONTRACTOR b. VERTICAL MARKET AND SCOPE c. SCHEDULED START AND END DATE d. HOW PROJECT LINES UP WITH CURRENT BACKLOG e. WHO COULD OUR COMPETITION BE AND ANY PRE-EXISTING RELATIONSHIPS f. LOCAL UNION OF PROJECT g. ESTIMATING RESOURCES h. PROJECT MANAGEMENT RESOURCES i. OFFICE SUPPORT AVAILABILITY j. SUPERVISION AND MANPOWER AVAILABILITY 3. ONCE DECISION TO BID PROJECT IS MADE, ESTIMATING COORDINATOR: a. CREATES AN INTERNAL ESTIMATING JOB FOLDER b. CREATES AN EXTERNAL VENDOR JOB FOLDER c. DOWNLOAD OF ALL DOCUMENTATION AND SPECS TO FOLDERS d. BID REQUESTS SENT TO SELECT VENDOR PARTNERS BY ESTIMATING FOR MISSION CRITICAL, OR PURCHASING FOR ALL OTHER VERTICAL MARKETS 4. ONCE BID FOLDERS ARE SET UP AND VENDORS RETURN QUOTES, COORDINATORS PLACE THE RETURNED PRICING EMAILS IN CECCO BID FOLDER FOR REVIEW 5. ANY CHANGES OR ISSUES DURING THIS PROCESS ARE SHARED WITH ALL PARTIES

PROJECT FLOW MANUAL

MARKET - COMMERCIAL

DEPARTMENTS INVOLVED ESTIMATING

PHASE – BID AND BUDGET

PURCHASING CONSTRUCTION OPS (WHEN BIDDING DIRECT)

STEP – 2 OF 30 POSITIONS INVOLVED

TITLE - PRICING & QUOTES DESCRIPTION OF DUTIES BELOW

ESTIMATING TEAM LEADER

PURCHASING DIRECTOR

ESTIMATING COORDINATOR

PURCHSAING BUYERS

PURCHASING COORDINATOR

PROJECT MANAGER

1. REQUEST FOR PRICING IS SENT TO A MINIMUM OF THREE VENDORS PER SYSTEM 2. COORDINATORS TAG RETURNED QUOTES IN CECCO FOLDER AND NAME THEM WITH SYSTEM/VENDOR/DATE FOR EFFICIENCY 3. ESTIMATING/PURCHASING TAKE RETURNED VENDOR QUOTES AND BEGIN REVIEW 4. IN REVIEWING QUOTES, ITEMS FOR FOCUS BUT NOT LIMITED TO INCLUDE: a. APPEARANCE AND ORGANIZATION OF RETURNED QUOTES b. ACCURACY OF COUNTS PER SYSTEM QUOTED c. ACCURACY OF THE TYPES OF EQUIPMENT OR FIXTURES d. HOW PRICING COMPARES WITH OTHER VENDORS e. ARE THE LEAD TIMES ON ITEMS INCLUDED ON THE LINE ITEMS 5. DECISION IS MADE ON FINAL PRICING TO BE USED IN ESTIMATE BASED ON COVERAGE OF ALL RISKS, AND ITEMS IN EACH VENDOR QUOTE 6. IF AWARDED THE PROJECT, PURCHASING GETS BEST AND FINALS, AWARDS TO VENDOR, AND SELECTS PURCHASING BUYER TO START SUBMITTAL PROCESS 7. VENDORS RETURN ALL SUBMITTALS TO PURCHASING, WHICH ARE THEN REVIEWED AND GIVEN TO THE PROJECT MANAGER, WHO TAKES CONTROL OF THE PROCESS 8. PROJECT MANAGER SEND SUBMITTALS TO G/C FOR ARCHITECT/ENGINEER 9. ONCE APPROVED SUBMITTALS ARE BACK TO CECCO, PURCHASING CAN RELEASE PO’S, AND ORDERS FOR ALL SYSTEM NEEDS CAN BE PROCESSED 10.WHEN POSSIBLE, LARGE LIGHT FIXTURE PROJECTS REQUIRE A FIXTURE SUBMITTAL PARTY SO ALL PARTIES CAN BE TOGETHER TO REVIEW LIGHTING AND FINALIZE 11.COMMUNICATION CONSTANT BETWEEN ALL PARTIES DURING THIS STAGE

PROJECT FLOW MANUAL

MARKET - COMMERCIAL

DEPARTMENTS INVOLVED ESTIMATING

PHASE – BID AND BUDGET

PURCHASING

CONSTRUCTION OPS (WHEN BIDDING DIRECT) FIELD OPERATIONS

STEP – 3 OF 30 POSITIONS INVOLVED

TITLE – ESTIMATE OF PROJECT DESCRIPTION OF DUTIES BELOW

ESTIMATING TEAM LEADER

PURCHASING DIRECTOR

ESTIMATING COORDINATOR

PURCHSAING BUYERS

DOCO

DOFO

1. ESTIMATING TEAM LEADER CREATES BID TEAM FOR PROJECT 2. PROCESS FOR ESTIMATING DEPARTMENT PER BID BUT NOT LIMITED TO INCLUDE: a. CREATION OF CECCO BID CHECKLIST b. REVIEW OF ARCHICTECTURAL, ELECTRICAL, AND MECHANICAL DRAWINGS c. REVIEW OF SPECIFICATIONS d. SEPERATION OF SYSTEMS TO BID PER ESTIMATOR BASED ON EXPERTISE e. ESTIMATORS TO UTILIZE ACCUBID FOR SYSTEM BID AND COUNTS f. ONCE COUNTS FINAL, TOTAL QUANTITIES SENT TO PURCHASING/VENDORS g. GENERAL MATERIAL QUOTES DIRECTLY TO PURCHASING DAILY BUYER h. PURCHASING SUBMITS FINAL QUOTES TO ESTIMATING FOR REVIEW 3. ONCE VENDOR QUOTES ARE BACK IN ESTIMATING DEPARTMENT, THE FOLLOWING ITEMS ARE COMPLETED: a. SUBCONTRACTOR AND VENDOR QUALIFICIATIONS/INCLUSIONS/EXCLUSIONS b. PRODUCTION LEVELS AND SITE IMPACTS c. RENTALS d. LABOR RATE/CREW MIX e. MANPOWER CURVE/PEAK QUANTITY f. PROPOSAL LETTER GENERATION AND COMPLETION BASED ON SCOPES 4. FINAL ESTIMATING MEETING 48 HOURS PRIOR TO SUBMITTAL 5. ESTIMATING DISCUSSES PROJECT WITH DOCO AND DOFO PRIOR TO SUBMITTAL 6. PROPOSAL LETTER FORMALLY SENT TO CUSTOMER OR GENERAL CONTRACTOR 7. ANY CHANGES OR ISSUES DURING THIS PROCESS ARE SHARED WITH ALL PARTIES

PROJECT FLOW MANUAL

MARKET - COMMERCIAL PHASE – BID AND BUDGET

DEPARTMENTS INVOLVED ESTIMATING

PURCHASING

CONSTRUCTION OPS

FIELD OPS

STEP – 4 OF 30 POSITIONS INVOLVED

TITLE – SCOPES & FINAL PRICING

ESTIMATING TEAM LEADER

PURCHASING DIRECTOR

PURCHSAING BUYERS

DESCRIPTION OF DUTIES BELOW 1. AFTER BID IS SUBMITTED, AT TIMES, THERE IS A SCOPE REVIEW TO ATTEND 2. SCOPE REVIEWS CAN BE FORMAL, OR SIMPLY A SMALLER SCOPE SHEET REVIEW 3. IF NEEDED, INFORMATION FOR A FORMAL PRESENTATION PREPARED BY MARKETING, CONSTRUCTION OPS, FIELD OPS, AND SAFETY 4. ATTENDEES FOR SCOPE REVIEW USUALLY INCLUDE TEAM LEADER, PROJECT MANAGER, ESTIMATING TEAM LEADER, FIELD SUPERVISOR, AND WHEN REQUESTED, DOCO AND/OR DOFO FOR A SHOW OF SUPPORT 5. ITEMS DISCUSSED AT SCOPE REVIEW INCLUDE BUT NOT LIMITED TO: a. PROJECT ORG CHART b. PLAN FOR CONSTRUCTION OF PROJECT c. PROPOSAL SUMMARY d. CUSTOMER OR GENERAL CONTRACTOR INCLUSIONS OR EXCLUSIONS e. SUPERVISION AND MANPOWER AVAILABILITY f. SAFETY PROGRAM FOR COMPANY g. VALUE ENGINEERING IDEAS IF APPLICABLE 6. AFTER SCOPE, THERE IS USUALLY TAKEAWAYS THAT NEED TO BE HANDLED BY ESTIMATING FOR ITEMS THAT WE MAY HAVE EXCLUDED OR INCLUDED 7. ESTIMATING NORMALLY TURNS THESE AROUND IN 48 HOURS WITH AN UPDATED FINAL PROPOSAL THAT IS RE-SUBMITTED TO THE CUSTOMER/GC 8. AT TIMES, THERE ARE SMALLER PRICING ITEMS NEEDED BY CUSTOMER/GC THAT OCCUR AFTER OUR MAIN RE-SUBMITTAL OF THE FINAL PROPOSAL 9. FINAL AWARD WIN/LOSS INFORMATION IS CONVEYED TO CECCO

PROJECT FLOW MANUAL

MARKET - COMMERCIAL

DEPARTMENTS INVOLVED CONSTRUCTION OPERATIONS

PHASE - AWARD

FIELD OPERATIONS

STEP – 5 OF 30 POSITIONS INVOLVED TITLE – ASSIGN PROJECT MANAGER DESCRIPTION OF DUTIES BELOW

PRESIDENT

DOCO

ESTIMATING

TEAM LEADER

PROJECT MANAGER

FIELD SUPERVISOR

1. PRESIDENT, DOCO, TEAM LEADERS, AND ESTIMATING MEET TO DISCUSS PROJECT AND AVAILABLE RESOURCES FOR PROJECT MANAGEMENT 2. ITEMS TO BE REVIEWED FOR PROJECT MANAGEMENT SELECTION INCLUDE: a. CURRENT RESOURCES OF ANTICIPATED PROJECT MANAGER(S) b. JOB ADDDRESS AND UNION LOCATION c. CUSTOMER/GENERAL CONTRACTOR RELATIONSHIP d. BRIEF OVERVIEW OF PROJECT AND EXPECTATIONS e. SCHEDULED START AND END DATE f. TOTAL FINANCIALS IN ESTIMATE g. ANTICIPATED SUPERVISION RELATIONSHIP 3. ONCE PROJECT MANAGER IS SELECTED, DISCUSSION ON BUT NOT LIMITED TO: a. SUPPORT OFFICE STAFF FOR PROJECT IF APPLICABLE b. PROJECT EMAIL TO ALL SUPPORT DEPARTMENTS/GROUPS (< 48 HOURS) c. PROJECT KICKOFF INVITE (