Operations Manual

1.1 Project File Folder Structure

Tucker HiRise uses an intelligent File Management System with consistent Folder Structure across all projects. The Folder Structure matches our Operations Manual Sections, and includes sub folders to house various deliverables and documents we require to effectively manage our projects in line with our Best Practices. Consistency in the the Folders we use ensures everyone on the site knows where to access the information and the information is organized in a clear format.  Having a standard folder structure also makes it very easy for Tucker employees to transition between projects as they are familiar with where everything is kept and stored. Additionally, the standard folder structure makes it easy to look back on older projects to find key documents and information as required.

This folder structure has been set up with input from many people to consider the needs of various departments and organizational goals. A number of the processes included in this operations manual require this folder structure to be exactly as shown below, please do not modify or add folders in the main level. The folder structure has also been organized chronologically, and to match the related operations manual section. For Example, Section 3.0 Estimating in the Ops Manual and 03 Estimating in the folder structure. Reach out to your Project Controls Specialist at procore@tuckerhirise.com with any questions.

Included in this Manual is a Document Glossary which identifies key documents and where they are stored.

It is important for the Project Team to maintain and store documents in their required locations as per the Document Glossary.

Here is an overview of a file structure that has been implemented for every project in Procore. There are folders within each of these files that can be customized, but this general hierarchy should not be changed unless approved by Systems and Controls.

Folders with a padlock icon are "Private", meaning they can only be viewed by Tucker employees. It is possible to grant specific external users access to these folders or their subfolders if needed. For example, a client may want access to view schedules or estimates. Please reach out to your Project Controls Specialist with any requests or questions.

01 Design Team Files is a folder that was added for the design team to use as they wish for collaboration amongst themselves (in lieu of using their own dropbox folder or FTP). It is NOT a drop-off box for them to be used in lieu of uploading files to the appropriate tool such as Drawings or Specifications. Project Controls will make a point to mention this during consultant kick of meetings but reminders may be needed. Please contact Project Controls if there are recurring issues.

02 Consultant Reports is where all consultant reports are to be uploaded and stored. This would include geotechnical, acoustical, and similar types of reports. This folder is public for transparency and to allow consultant uploads.

06 Bid Packages is further described in section 6.0 Bid Packages. The folder has to remain public as it is used by the Tendering tool.

Attachment: Sample Document Glossary.pdf

1.2 Drawing and Specification Management

Description:

The Drawing and Specification modules on Procore are used to host various “sets” of drawings and specs.  This area of the site is the main hub for all the drawings and specs that are issued either as a tender/IFC set or through change documents.

Purpose:

The purpose of managing the Drawing and Specification modules is to ensure that the most recent drawings are being followed on site.  As tender drawings, IFC drawings, and change documents are issued, the Master Drawing and Spec Set needs to be updated accordingly.  By keeping a set of up to date drawings and specs, it reduced the risk that things will be built to an older/obsolete set of drawings.

Work Flow: 

Drawings Updates - See the tutorial on Uploading Drawing Revisions in the Drawings tool

Specification Update  - See the tutorial on Uploading Specification Revisions in the Specifications tool

1.3 Request for Information (RFI)

Description:

Requests for Information (RFI’s) are questions or clarifications which can come from Estimating, Project Management, or TLogic, and are directed to an external party (outside of Tucker HiRise).  Internal correspondence within Tucker HiRise is to be done through the “Tasks” tool.

Purpose:

The purpose of an RFI is to receive clarification from the Consultants or Owner on an item.  This sometimes will involve a subsequent Site Instruction to be issued to capture the direction or change of scope that stemmed from the RFI.  Although RFI’s are formal contract documents, any changes to the drawings or specs (contract documents) that come as a result of the RFI response, should always be captured in a Site Instruction (SI), Contemplated Change Notice (CCN) or Change Directive (CD).

Conventional thinking puts all of the responsibility for slow RFI responses entirely on consultants (assignees). While the RFIs tool in Procore can make this process more efficient, what will make this biggest difference is writing really good RFIs. Approach RFI writing with the perspective "How easy can I make it for the consultant to give us the response we want". Complete ALL fields in the RFI, including Location, Drawing and Reference (use this to list related Submittal or SI numbers). Take an extra minute to add attachments or link Related Items so your consultant doesn't need to go searching for them. Always start with a description of the problem or conflict, and finish with exactly what you would like to be done about it (i.e please issue an updated drawing). Although RFI’s are formal contract documents, any changes to the drawings or specs (contract documents) that come as a result of the RFI response, should always be captured in a Site Instruction (SI), Contemplated Change Notice (CCN) or Change Directive (CD).

See Engineering RFIs to get a better understanding of why a bad RFI can add hours or days to the response time, and why its worth taking the extra 5 minutes to write a complete RFI. 

Work Flow:

The work flow for RFI’s is as follows:

1. Estimating/TLogic/Project Management Team creates an RFI, which would include the question and any relevant attachments that are needed to explain/elaborate on the question. IF the RFI is created by the estimating or TLogic team, it is to be created as a “DRAFT” and assigned to the project management team for review. 
2. Once the project management team has reviewed the RFI, they will change the status to “Open” and assign it to the appropriate parties (consultants, Owner, subcontractor, etc.)

NOTE: The format of RFI’s on Procore does not currently allow for multiple parties to be included in a linear workflow. 

For example: if you assign the RFI to the architect, electrical engineer and mechanical engineer as it requires all of their input, when the architect responds – it is automatically returned to the court of the person who asked the RFI.  Then the person who asked the RFI needs to re-assign the RFI back to the electrical engineer and mechanical engineer, once the mechanical engineer response – the person asking the RFI needs to once again assign the RFI back to the electrical engineer to get the 3rd response.

Critical RFIs (Process):

Attachment:

·        RFI 18 (input from Structural Engineer then SI required from Architect).pdf

1.4 Change Documents & Site Instructions (SI/CCN/CD)

Purpose:

Changes occur in the construction process as owners make requests for changes to the design, design coordination issues are flagged and revised, and conditions are identified on site.  It is important to stay organized as these changes are issued to make sure that the current set of drawings are maintained (see section 9.02 – Drawing and Specification Management), and pricing/schedule impact is received in a timely manor from the affected subcontractors.

There are 3 different types of change documents that can be issued by the consultants as per the CCDC contract, they are as follows:

SI – Site Instruction – This format is the most commonly used change type and is meant to be used to clarify smaller items and provide additional details that may not have been initially present.  Items issued in a Site Instruction typically are not contemplated and need to be proceeded on immediately on site unless otherwise noted.

CCN – Contemplated Change Notice – This is the format the consultants use for a change when it is truly contemplated.  This format allows the Owner to review pricing from the subcontractors before direction to proceed is provided. 

An example of this could be: The Owner wants to change the flooring in a common area from tile to hardwood but they are not sure how much this will cost and only want to proceed with the change if the cost is less than $10,000.  A CCN is issued and the flooring subcontractor prices it at $17,000, the owner then cancels the CCN and the subcontractor is to proceed with the original tile scope.  If the cost comes in at $8,000 and the owner decides to proceed, a subsequent Change Order is issued to add this to the subcontractor’s contractual scope of work.

CD – Change Directive – This format of a change is more rarely used but it is here for if there is a fairly major scope change that has a cost/schedule impact but we do not have enough time to pursue pricing and review quotes from the subcontractors.  A change directive allows the subcontractor to proceed on the work right away, tracking their costs on a time and material basis.  These timesheets are signed by Tucker HiRise superintendent and then submitted as part of the final quote once the work has been completed.

The “Instructions” module on Procore is used to host the changes and distribute them to the subcontractors but it is important to maintain tracking logs in excel for both the change documents (see attached “9.04 - King St Change Tracking”) and the potential cost impacts from each subcontractor (see attached “9.04 - King St PCO Log”). 

Work Flow:

1. The architect (prime consultant) creates a new “Instruction” on Procore.  This instruction could include various change documents from the other consultants but this happens behind the scenes.  The requirement from Tucker HiRise is that only the architect can upload instructions.  This is done to ensure that the Architect gets to see all the documents and has a chance to coordinate them before they are sent to Tucker HiRise.  For example, even a purely mechanical change from the mechanical consultant needs to be sent to the architect for them to distribute and make sure that there are no architectural impacts from the mechanical change.
2. Once the full coordinated change is issued to Tucker HiRise on the Procore “Instructions” module, the change is tracked on the “9.04 - King St Change Tracking” sheet and a new folder is created on the Procore Documents to hold all correspondence related to that change, see below screenshot of the file structure.  Each change gets a unique ID number that is used in the PCO log to keep all the documentation from each PCO organized and sortable.
3. The contents are then reviewed in detail.  The Tucker HiRise team determines which ongoing tenders or awarded scope that the change impacts.
   1. If the change impacts an open tender, the Tucker HiRise estimating team is notified and action is taken depending on the complexity of the change and the urgency to award the tender.  If awarding the tender is urgent then the change document can either be priced after award or negotiated at the contract award stage.  Either way this cost/schedule impact should be tracked on a PCO log, such as this one "9.04 - King St PCO Log".
   2. If the change impacts scope that has been awarded, add the subcontractor to the distribution list on the "Instruction" and re-distribute to all parties.  Put a note in the description to say for example "May 3rd, 2019 update: Formwork Contractor added to the distribution".  This helps other people who were already on the distribution understand that the documents didn't change, just an additional trade was added.  The next step is to add the trade to a PCO tracking log, such as this one "9.04 - King St PCO Log".
4. Regular follow-ups should be completed with the subcontractors to ensure that they have received the changes and are actively working on pricing them or submitting a no cost letter.  Any pricing updates should be tracked in the PCO log.

1.5 Submittals 

Description:

The Submittal Tool in Procore is used as a place to manage:

• Shop Drawings
• Data Sheets
• Samples
• Layout Drawings
• Product Manuals and Information
• Warranties
• As Builts
• Close out Documents
• Holdback Release Documents

Basically, any required document that is submitted by a subcontractor can be requested and managed in the Submittals Tool, if additional approvals are required (ex: Consultants), the Tool can initiate a workflow to automate required approvals and further submissions.

Purpose:

The purpose of submittals is to ensure that the subcontractors are supplying the correct products and/or equipment and have the correct information, prior to having the materials installed on site.  Even if the subcontractor is submitting the same products as in the specifications, it is important that they still provide a submittal, and have it reviewed by the consultants.  This clears some liability from Tucker HiRise’s end and provides peace of mind that the contractual terms are being followed.

Work Flow: The workflow for submittals is different than RFI’s as it allows for a linear propagation through each consultant.  This means that Tucker HiRise does not need to reassign the submittal to the next party after each consultant review is completed, like we have to do with RFI’s. 

Note: If you assign a submittal to multiple people from the same company in the same submittal step, only one of them needs to respond to the submittal to push it along to the next step.  See below for an example of this, you will see that only FA and MA responded from each respective company and that is OK.

Attachment: 

·        Elevator Shop Drawings – Submittal for Review.pdf

1.6 Meetings

Meetings are an important part of Construction Management, especially tracking all the deliverables and commitments that stem from the meetings.  The meetings module on Procore is especially good at keeping track of these items and making sure that things are kept organized, flagging items for follow up and adding due dates. Open items from previous meetings are carried forward to the next follow-up meeting to ensure that the action items have been completed.  Due dates and assignees are revaluated and assigned each meeting based on discussions and agreements made. Please reference The Art of Meeting Minutes for tips and recommendations on taking good meeting minutes, and why it's important to do so. There are a number of “Standard” recurring meetings which can all be created from templates in Procore:

Note: Please include procore@tuckerhirise.com on ALL meeting invitations

PD - Project Director, PM - Project Manager, APM - Assistant Project Manager, PC - Project Coordinator, PCM - Project Controls Manager, PCS - Project Controls Specialist, PRE - Preconstruction Manager, SM - Site Manager, ASM - Assistant Site Manager SA - Site Administrator, CM - Construction Manager, CE - Chief Estimator, E - Estimator, VP - Vice President, P - President, CA - Contracts Administrator, DOC - Document Control, DM/OR - Development Manager / Owners Representative, C - Consultant, T - Trade, S - Safety Manager, SCH - Scheduling Manager, DCC - Digital Construction Coordinator, DCM - Digital Construction Manager, OWN - Owner.

Sample Project Monthly Meeting Schedule

1.7 Emails

Desctiption: Email correspondence takes place using Outlook. However, Procore is also used to track and catalog or "tag" email correspondence.

Note that he project email address should be copied on all project correspondence. All emails should be tagged in Procore on a weekly basis bu the site admin or project coordinator.

1.8 Tasks

Description: Procore's project level Tasks tool gives you the ability to track and manage action items during a construction project's lifespan. Specifically, we use tasks to track due dates for items requested from external parties including clients and consultants. The purpose is not to create additional work, but to easily document and track critical items, providing transparency to internal and external stakeholders. The benefits are A) That clients and consultants are easily able to see and complete outstanding items, and B) that we can easily document and reference the request if items are not completed on time, eliminating any back and forth in delay claims. At a minimum, Tasks should be created for the following items:

• Drawing Set Due from Consultant (such as IFC Set, IFT Sets, etc)
• Permit or Municipality Approvals Due from Client (such as building permits, TTC approvals, etc)
• LOR / Tender Award Approval Due from Client

In addition, your project will come pre-set with tasks for many internal items related to project start up and close out. Once the project begins, it is important to set dates for these items based on the preliminary schedule and assign them to the appropriate parties. While some of the tasks may be months (or years in advance) programming these items in from the start will ensure your team does not miss a thing!

Note that you do not need to create Tasks that are otherwise being tracked in Procore such as RFIs or Submittals.

Tucker HiRise policy on tasks is that if these requests are not listed in a task, they may as well not exist.

1.9 Progress Photos

Taking daily construction progress photos is important for a few reasons. First, it allows the construction team to document the progress of the project on a daily basis. This can be useful for tracking the project's progress and identifying any potential problems or delays. Second, it can also be used to create a visual record of the project, which can be useful for referencing in the future if any disputes or issues arise. Additionally, progress photos can be used to communicate with stakeholders and keep them informed about the project's progress.

Progress photos are to be taken by the Site Administrator or Assistant Site Manager every day and uploaded to Procore Photos to the Progress Photos Album on your project. When taking Progress Photos, simply select the Progress Photos album from the drop down list shown below on your Procore app.

Note: if a Progress Photos album does not exist, simply created it by clicking on  Create Album

In addition to photos taken for standard purposes, 3-4  photos (or more if finishing) are to be taken from the same location, This is not only for the project teams use, but also for marketing and other purposes to allow a time lapse to be created. During concrete, this should be a photo snap taken from one of the overhead cameras (use the same one every day).

When taking photos, ensure to provide appropriate context by including a detailed photo description and tagging the relevant location when possible, everyone who views your photo should be able to understand what they are looking at.

1.10 Daily Log

Daily logs are the main way field data is captured. As with many of our other daily tasks, the main purpose of the daily log is  cataloging what's happening on site so that if and when a conflict arises, all parties can look at the situation more objectively. For example, maintaining accurate daily logs on Procore allows you to generate and access a Manpower Report to visualize trade staffing. In many cases, the information included in the daily log is what resolves conflicts or prevents them from escalating further. Taking accurate and detailed daily logs with this in mind allows all parties to get to the truth more quickly, saving time, money, and headache for you, your project team, your clients, and your trade partners.

The Procore Daily Log has many options for entering details about the Site, at a minimum, we must record the following key elements :

• Manpower (each day)
• Photos (each day)
• Weather (automatic)
• Notes (each day)
• Delays (when applicable)
• Visitors (when applicable)
• Inspections (when applicable)

Daily log entries are to completed in Procore's Daily Log tool every day there are workers, employees, or visitors on site. Any type of delay such as weather, manpower, equipment, materials, and design items are to be added to the daily log for tracking purposes.

The checkbox in the Weather section is used to create weather delays. Once this box is checked, a notification will automatically be sent to owners for the weather delay. Please notify your CM of the weather delay BEFORE checking the weather delay box. More information on automatic weather delay notifications can be found here.

Attachment:

Sample Daily Log.pdf

Sample Manpower Log.pdf

3.1   Types of Budget

Depending on the needs of the client, Budgets will be created at various stages of the design development. The more complete the design documents the more accurate the budget will be.

It is common to produce a preliminary budget with little design info. It is important to understand the design intent in these cases and be a part of the Design process to ensure the design does not lead to an increased budget without the Owners knowledge. The design team must be kept informed and the design intent must be respected.

Class “D” estimate or so called “Cost Limit” Estimate is an estimate of the construction cost based on the Owner’s functional requirements to the degree known at the time. Traditionally, information about the project includes project stats and project massing study. The cost estimates are based on historical cost data for similar projects, suitably adjusted for such factors as inflation, location, risk, quality, size and time.

Class “C” estimate or “Order of Magnitude” estimate is an estimate of the Construction cost based on updated Owner requirements, general description of the project, schematic drawings, preliminary site information and existing conditions and takes into consideration market conditions as well as basic implementation logistics.

Class “B” estimate or “Preliminary Budget” estimate is prepared when all site or installation investigations are completed and the design of the major systems and sub-systems of the project (including outline specifications and preliminary drawings and models) are well underway. This budget includes for all actual costs, including costs resulting from the project schedule, cash allowances, contingencies for still undefined items/scope details, and market conditions. Allowances for design escalation, construction and design contingency should be carried in Soft Cost.

The Preliminary budget is usually reviewed and compared with Cost Consultant’s Budget. Prior to the start of the project, a Baseline Budget (or so-called Anchor Budget) should be set based on a mutually agreed Budget between Owner, Cost Consultant and Construction Manager. The Baseline Budget may be altered throughout the duration of the project by Change Orders.

Trade input is critical in this stage to ensure accuracy. The Construction Market is constantly changing, and prices can fluctuate. As much scope as possible should be covered by trade input.

This is the final estimate before tendering the project. This budget includes for all actual costs including costs resulting from the project schedule, cash allowances, contingencies, allowances for design escalation, market conditions and anticipated amendment amounts as applicable.

It is recommended that this Budget serves as a base line budget for Project Market Launch and Sale.

Class “A” estimate or “Construction Budget” is an estimate of the Construction Cost based on the completed Construction Set of documents.

Communication with the design team and owner should be regular and consistent. Timelines for budget development must be communicated clearly also.

3.2   Establishing Parameters for Budget Preparation

During design development it is important to keep Budget in mind. Trade Contractor involvement through this process can flag costly items and these same trades can assist in finding more cost-effective alternatives. Using the knowledge and experience of both the trades and our in-house knowledge, alternative materials and methods can be identified.

The Estimator should keep a list of potential cost saving items and circulate same amongst the Pre-Con team, Design team and Owner. Always be cautious not to stray from the design intent.

3.3   Information Required for Budget Preparation

A list of Information required from the Owner, Design team and Pre-Con team should be circulated and filled out before start of any budget preparation. 

Depending on the class of budget that needs to be prepared, there is a minimum information required from the Owner, Design Team and the Pre-Construction team.

The more information provided, the lesser the risk of missing the Proforma / Acquisition budget target.

3.4   ECERs (Estimating Cost Exercise Record)

During design development stage the focus is on developing practical, pragmatic and constructible solutions for the exterior envelope, structure, fenestration, interior systems, MEP systems and so forth. The most critical feature of the DD stage is decision making – decision about products, materials, equipment and systems. That is why at this stage is very important to keep Budget in mind and keep it in line with the Proforma Budget (Acquisition Budget). During DD stage, the estimating department prepares multiple ECERs (Estimating Cost Exercise Record).  ECERs are done for portions of the building, for a separate building element such as – various options for cladding, or for various building systems (such as various types of shoring, roofing, finishes). Trade Contractor involvement through this process can flag costly items and these same trades can assist in finding more cost-effective alternatives.

Project Estimator should compile and keep a list of proposed potential changes and circulate same internally amongst the pre-con team and externally between design team and owner.

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3.5   Value Engineering

Value Engineering is a creative, team-based approach which allows generation of alternatives to the existing solution.

Although value engineering began as a cost-saving measure, it is becoming a valued project management technique that addresses all aspects of the building lifecycle from the initial construction through the sustainability of sourced materials and utility efficiency of the final project. The project team can bring positive environmental and social impact solutions to the table including methods for reducing the carbon footprint of transportation, building, and operation as well as suggestions that positively affect the safety and wellness of the surrounding community.

Value Engineering is usually introduced in Construction Documents stage when systems, materials, and products have already been selected and details have been developed and the overall Project Budget is exceeding the Proforma (Acquisition) Budget. 

The best practice for Value Engineering is thru value engineering workshop. The Workshop involves the project team (project estimator, project manager, site superintendent and trade), who reviews the proposed project or part of project, performs a functional analysis of the systems and materials, obtains the owner’s definition of value and the key criteria for the project, and offers alternative solutions for the project.

Keeping the Budget in mind always be cautious not to stray from the design intent.

The Project Estimator should keep a list of potential cost saving items and circulate same amongst the design team and owner.

3.6   Establishing Anchor Budget

Both the Cost Estimate and Budget are needed in order to determine the project cost performance baseline and the project funding requirements.

Budget is defined as the total sum of money allocated for building a structure.

Anchor Budget, also known as Bank Budget is the project baseline budget, and does not change throughout the course of the project. It represents the total sum of money that the Owner needs to obtain from the Bank and/or its lenders for successfully commencing the construction of the project.

Historically, the Anchor budget has been set at the end of Design Development stage and beginning of the Construction Documents stage. There is great amount of risk for establishing the Anchor Budget this early. The construction documents are not well developed at this stage, project specifications are only in draft, and the Budget at this time is still based on lot of assumptions for materials and systems used.

The Best practice that provides minimal risk to the Owner is to establish the Anchor/Bank Budget after the early works tenders have been received so there is enough information on products, materials and systems as well as a live data based on current market prices is used.

On most of the projects, the Owner requests a Cost Consultant to prepare a budget for the Project that gets compared with the budget prepared by Tucker.

Usually, a review meeting is set between the Cost Consultant and Tucker where costs and project scope are reviewed and reconciled. After this meeting, the Cost Consultant will issue the Project Anchor Budget. 

3.7   Create and Maintain Historical Database

Maintaining Historical Database is an important step in forecasting cost of future projects/prospect.

Without historic data construction companies lose their ability to improve designs and productivity, more importantly, they lose the ability to establish accurate costs, budgets, and risk lowering their companies’ profitability.

Keeping historical data helps improve the design, correct design flaws and helps establish construction base estimating data.

It is an estimating data system that uses historical data from actual contract costs, material take-offs, equipment and material costs, and labour man-hours as a tool for preparing budgets for new projects similarly designed.

4.1   Schedule Lifecycle & Updates

The following table lists the minimum updates and required and timing of re-baselines.

The baseline schedule ensures we are working toward the CCDC 5A timeline agreed to by the client and trade contractors. The recalibrated baseline schedules ensure we are tracking towards the contractual timeline while including for a the contractually accepted changes to the baseline timeline such as weather delays and change orders with schedule impact. All recalibrations (baseline updates) to be communicated to client per CCDC5A requirements.

Schedule related items to review with client:

• Hotel ready expectations
• How they want weather days shown (our recommendation is using working time as noted in section 4.2 below)
• RFI for number of weather days to include.

4.2 Schedule Formatting & Requirements

The Tucker HiRise standard Project template can be found in Procore Documents under folder 04 Schedule. The following table lists the minimum updates and required and timing of re-baselines.

All project schedules need to include the following Milestones (0 day duration) in summary task called Milestones at the top.

• Project Award / Tendering Start
• Mobilization / Project Start
• Formwork Schedule Start
• Crane Erection Complete
• SOG Complete
• Ground Floor Complete
• Podium Complete
• Top of Structure Complete
• Elevator Start
• Dismantling of Tower Crane
• Dismantling of Man & Material Hoist
• Start of Finishes
• Hoist Suites Watertight
• Life Safety & Inspections Complete
• First Occupancy
• Last Occupancy

All project schedules need to include the following columns:

• Task Name
• Duration
• Predecessors (hidden from pdf export)
• Successors (hidden from pdf export)
• Total Slack (hidden from pdf, used to double check sequencing, starting from last task and ensuring CP has 0 slack)
• Task Calendar (hidden from pdf, used to configure which tasks are affected by weather delays)
• Start
• Finish
• Actual Start
• Actual Finish
• Baseline Start (Contract/Anchor Baseline, to be hidden once Baseline 2 is added, etc)
• Baseline Finish (Contract/Anchor Baseline, to be hidden once Baseline 2 is added, etc)
• Start Variance (see item 12 in section 4.3)
• Finish Variance (see item 12 in section 4.3)

4.3   Scheduling Best Practices

1. Every Task should have at least one predecessor and at least one successor. Exceptions include:
   1. The First Task (should not have a predecessor)
   2. The Last Task (should not have a successor)
   3. Summary Tasks (should not have predecessors or successors)
   4. Milestones (do not have successors)
2. Use Task Splits to show delays. If desired or helpful, create a new task below the split task for the delay, and align dates with the split created above.
3. Schedules should always be in Automatic Schedule mode (not manual). Be sure to check this before creating a schedule to avoid having to change it later.
4. Ensure Statutory Holidays are accounted for in the Working Days section of MS Project. Add all holidays for a full year after the project is scheduled to be completed.
5. Use Task Calendar column to select which task activities will account for 3 weather days per month. Note that by default, the Working Time Calendar blocks the first 3 Wednesdays of each month as Weather Days.
6. All tasks should use a Finish-Start (FS) or Start-Start (SS) relationship. Finish-Finish (FF) or Start-Finish (SF) relationships should generally be avoided as our general goal is to start every task as soon as possible. If two tasks are co-dependent and cannot start or finish without each other, they should be merged into one task. 
7. Do not utilize negative lag time. If you find yourself adding negative lag time to a Finish-Start (FS) task, switch it to a Start-Start (SS) task and use a positive lag time.
8. All tasks should use the constraint type "As Soon As Possible" which is the default setting. All other constraint types should generally be avoided as they do not allow movement relative to predecessors.
9. Total Slack is defined as the number of days a task’s completion can be delayed without impacting the project completion date. Following every recalibration, add in the “Total Slack” column, go to the very last task, and work backwards ensuring that all critical path activities have 0 days of slack. Review all non-critical path activities to ensure slack amount is reasonable and makes sense.
10. Do not create multiple concurrent versions of the schedule, such as having one for trades and one for the client. Transparency is a core value at Tucker HiRise and having one single source for schedule information will improve your ability to manage the schedule, reduce the amount of time spent doing so, and minimize confusion with external and internal partners. If you feel the need to communicate multiple schedule options such as different entitlement timelines or weighing design changes that impact schedule, this can almost always be done in a single schedule file, often by utilizing multiple working time calendars and changing calendars at a task level. Please consult your Project Controls Specialist at Procore@tuckerhirise.com before creating multiple schedules.
11. All schedule updates are to be performed using Procore Drive (ensure you have the Microsoft Project Procore add-in installed) saved to Procore with the date of the update.
12. After setting a new baseline, do not forget to update your baseline date for Finish Variance Calculation:

4.4   Tendering & Procurement Schedules

All schedules should include tasks for tendering and procurement activities. The durations in these sections of the schedule are to be developed by the pre-construction team and maintained by the Project Manager when construction commences. The tender schedule should take into consideration the client’s financial requirements, construction start date, and procurement times, and be linked to the start of related procorement or construction tasks (i.e. the window tender and contract award is a predecessor of window shop drawings and lead time, formwork tender execution is a predecessor of formwork construction task). Once tendering and procurement sections are reviewed and approved the schedule should be issued to the client and subsequently the consultants to ensure drawing and specifications are issued in time to maintain the tender schedule.

4.5   Breakout/Suite Finish Schedule

The Site Manager is responsible to develop four week look ahead schedules to compliment the main construction schedule as well as break-out schedules. The breakout/suite finish schedule is used to provide actual detail breakdown based on construction drawings details for execution of these breakout schedules/suite finish schedule.

Breakout Schedules:

1. Mechanical Penthouse Breakout Schedule
2. Landscape Breakout Schedule
3. Parking Garage Breakout Schedule
4. Amenities & Lobby (Common Area) Breakout Schedule
5. Suite Finish Breakout Schedule
6. Suite Finish Matrix
7. Crane Suite Matrix Acceleration Schedule
8. Hoist Suite Matrix Acceleration Schedule
9. Mock-up Suite Finish Matrix

The breakout/suite finish schedule is the responsibility of the Project Manager with input from the Site Management Team. The Project Manager is to update the schedule on a weekly basis and include with the weekly update and monthly management report. Any items falling behind should be reviewed and mitigation plan and formal issuance to client.

All breakout schedules should be prepared and signed off by VP of Construction when the project hit ground floor forming activities. These breakout schedules should be link to project baseline schedule so any delayed impacts can be reviewed based on seasonal items that may be impacted like Landscape.

In the finishing stage, a 5day cycle suite finishing schedule (project dependent) will be produced in conjunction with the construction schedule with consideration of the occupancy requirements. The occupancy schedule is produced during the finishing stage based on the owner occupancy commitments.

Suite Finish Schedules Items to be considered:

1. Task Durations Completion (10-12 Suites = 5day duration)
2. Task Duration – 5day task to stay consistent even if the actual task takes less time to complete
3. Stat Holidays/Weekends – Need to remove from suite finish matrix
4. Suite Completion – 120days + 15days for Pre-PDI Inspection Program
5. Transfer Floor/Drop Ceilings – Additional time to complete these tasks which the floors to be highlighted in red for visibility
6. Dates on Suite Finish Matrix = Completion Dates
7. Highlights for Tracking:
   1. Yellow = Task in Progress
   2. Green = Task Completed
   3. Red = Task Behind

The crane/hoist acceleration suite finish matrix schedule to completed in conjunction with suite finish matrix too ensure they line up with owner occupancy commitments.

The mock-up suite finish matrix schedule needs to be 100% completed and signed-off by owner/consultant prior to finishing task from the suite finish matrix.

Attachment: 

Breakout/Suite Finish Schedule Work Flow.pdf 

MPH Breakout Schedule Sample.pdf 

Landscape Breakout Schedule Sample.pdf 

Parking Garage Breakout Schedule Sample.pdf 

Amenities & Lobby (Common Area) Breakout Schedule Sample.pdf 

Suite Finish Matrix Schedule.pdf 

Crane Suite Matrix Acceleration Schedule.pdf 

Hoist Suite Matrix Acceleration Schedule.pdf 

Mock-up Suite Finish Matrix Schedule.pdf 

4.6   Production Capabilities of Trade Contractors

The Trade Contractors which have heavy shop requirements should be assessed for capability to meet the requirements of the project. Meetings should be held on a monthly basis or as necessary to ensure the progress is on track and a deliveries schedule should be produced for tracking purposes. In particular, Precast, Misc. Metals, Curtainwall/Windowall, Balcony Railings and Millwork Trade Contractors, Building Attendance Unit should also provide for shop visits as needed to provide a level of comfort to the Project Manager.

Shop visits should focus on the following:

1. Availability of material
2. Production capability
3. Available shop space
4. Third Party Inspections

4.7 Delay Management

The most critical part of the delay management process is ensuring clients are notified in a timely manner. Contractually we are obligated to notify clients of any delay within 5 days of it's occurrence or we lose the ability to claim the added time to our project schedule. 

4.8   Staff Scheduling

As part of the Project planning process, a Project Manager must prepare a staffing schedule that is based on project design, project budget and project duration. Ideally, the Staffing Schedule is prepared prior to approval of the General Conditions (GC) budget so that project funds are properly allocated to cover sufficient project salaried staff and forecasted labour force. The purpose of the Staff Schedule is to assist estimators in preparing a Project GC budget forecast, to help a Project Team to manage Project personnel and to provide Company with accurate timing requirements for project teams to ensure effective human resources management across all projects.

Attachment: 

·        Staff Scheduling Sample.pdf

4.9   Staffing Rule of Thumb

Staffing Rules of Thumb is a document outlining basic principles of a single tower high rise residential building project staffing, identifying major construction milestones that trigger commencement and termination of various project staff salaried and hourly paid positions. Staffing Rules of Thumb is to be used as a reference guide for Estimators and Project Managers in planning project management teams for effective project execution.

Attachment: 

·        Staffing Rule of Thumb.pdf 

4.10   Requesting Additional Hourly Worker (Local 183) on Site

Please see the attached flowchart for the steps the site is to take to request additional labour.

Attachment: 

·        Process for Obtaining Additional Labour (Local 183) on Site.pdf

4.11   Hourly Employee Information Sheet

One the new hourly employee’s first day, please fill out the attached form with them and submit it to the accounting/payroll department, as noted in the flow chart in the previous section.

Attachment: 

·        New Hourly Employee Information Sheet.pdf

4.12   Process for Relocating Existing Hourly Worker (Local 183) on Site

Please see the attached flowchart for the steps the site is to take when an hourly worker is no longer needed on site.

Attachment: 

·        Process for Relocating Existing Hourly Worker (Local 183) on Site.pdf

5.1   Understanding Client Requirements

Clients will have different needs related to tendering. Discussions need to take place to identify any specific requirements the client may require.

Most of the Clients as part of their financial requirements would like to have tendered and awarded trade scope in excess of 50% of the project hard construction value prior to construction start. Typically, that encompasses the early works scopes in Divisions 2 and 3 (Shoring, Excavation, Forming, Concrete and Rebar Supply), as well as the MEP Scope, Elevators, and Drywall.

Great care is taken to create scopes of work that are complete and compliment the invited bidders. This will result in best pricing and higher quality submissions.

5.2   Creating and Updating Tender Schedules               

Developing the Tender schedules is the responsibility of the Project Manager (or Preconstruction Project Manager if no PM yet engaged) with input from the Estimating Department. 

Tender Schedule identifies the critical path for tenders based on the project schedule. Consideration is given for all large tenders to have ample time for qualification period, tender reviews and award meetings.

Updating of the Tender Schedule is to be done monthly. Monthly updates on timing of certain tenders should be reviewed with the Chief Estimator and VP of Procurement.

5.3   Establishing Project Specific Templates for Tender Package

The development of the tender packages is responsibility of the Estimator.

Once a Tender Schedule has been established and approved, The Project Manager must ensure that the information required for preparation of the trade tender packages is available and the tender deadlines are met by all participants.

Before starting any Tendering, Chief Estimator to acquire finalized Contract Documents for the Project. 

Contract Admin Manager to create and save the Master Project Template Tender Documents within the corresponding folder in Procore.

It is the Project Manager’s responsibility to ensure that the Owner’s requirements set in CCDC5a Contract are reflected in the CCDC17 Supplementary Conditions and the Tender Template Documents have been modified accordingly. For greater clarity, the timeline in the tender schedule and baseline construction schedule cannot be greater than the CCDC 5A schedule.

Attachment: 

·        Tucker Standard Tender Form.pdf

·        Tucker Standard Instruction to Bidders.pdf

5.4   Bidders List / Number of Bidders

The Estimating Department is to produce the Bidders List for all tender scopes prior to first tender in cooperation with the VP of Construction/Project Executive and VP of Procurement. It is also a good practice to call bidders before hand to ensure they are willing to bid the job.

Once a list is developed it is to be circulated to the Project Manager for review and any adjustments to the lists is to be approved by the VP of Procurement prior to being distributed to GG / 3^rd party Owners or cost consultant and used for tendering purposes.

The bidder’s lists are to be uploaded to the internal file management system and Procore.

Depending on the trade and size of the package, the number of bidders will vary. Use the following as a guideline:

1. Package Value under $5,000 – minimum of 2 bidders
2. Package Value over $5,000 but under $100,000 – minimum of 3 bidders.
3. Package Value over $100,000 – minimum of 3 to 4 bidders
4. Specialty items may not have enough bidders to meet the intent above. If there is a problem finding enough bidders contact the VP of Procurement to discuss.

Attachment: 

·        Bidders List.pdf

5.5   Information Required for Tender Preparation

Sequential tendering is used to accelerate the Project Delivery Schedule. Sequential Tendering (or also known as Serial Tendering) involves preparation of tenders based on typical or non-complete set of project documents. Tender preparation process is becoming increasingly complex, frequently requiring numerous attachments and explanation of information missing from the current documents.

To minimize risk of project cost overruns, Tucker has developed a list of Information Required for preparation of the major tender scopes.

Attachment: 

·        Information Required for Tender Preparation.pdf

5.6   Development of Trade Specific Tender Packages

The Tender process involves collaboration between the Project Management and the Estimating Department (please refer to section 6.0 Bid Packages for a list of documents to be included in each package as well as the preparation of each individual tender document – appendices).

The Project Manager is accountable for maintaining the tender schedule and for the completeness of information & scope of each tender package and the correct current set of bidding documents. When writing scopes the PM should request the master scope template from the Contracts Administrator, then add project specific item, review relevant sections of the lessons learned and finally send for review.

All project specific scopes of work are to be developed by the Project Manager with input from the Site Management, reviewed by the VP of Construction/Project Executive and approved by the Chief Estimator and VP of Procurement. Templates of standard scopes of work are to be obtained from the Chief Estimator for reference

Once the Tender package is complete, the Project Manager is to distribute to the Project Executive and Chief Estimator for review and sign-off.

Attachment: 

·        Tucker Standard Tender Form.pdf

·        Tender Package Sign-off Form.pdf

5.7   Tender period

The distribution of the project tenders is the responsibility of the Project Estimator. All questions received during the tender process, will be directed to the Project Manager to manage and answer accordingly. Upon response to the questions, the Project Manager will issue the appropriate addendum/bulletin to all bidders as required.

Establishment of the tender period duration is critical to receiving the desired positive response. To establish the tender period the following items should be considered:

1. Size of Package
2. Complexity of Scope
3. Is a Pre-tender Meeting Required?
4. Is a Site Meeting Required?
5. Check with trades and assess how many other jobs are closing in the same timeframe.
6. Are addendums/bulletins anticipated?

Once Bid Packages have been distributed to the trades through Procore, the software generates email reminder to trades few days before the Tender Submission deadline.

It is a good practice to have the Project Management Team call the bidders 2 days after the packages go out to ensure all documents have been received and call 2 to 3 days before the closing date to ensure bids will be received.

Any questions or correspondence regarding the tenders are to be uploaded to Procore system.

5.8   Closing

The Closing Date and time must be clear in the Instruction to Bidders.

Bids should be received/submitted thru Procore. If trade submits their bid thru email, submission should be logged in Procore.

The Project Estimator is to collect the bid submissions and prepare the BidSnapshot for the internal distribution to the VP of Procurement, Chief Estimator, Project Manager and VP of Construction/Project Executive and externally (Great Gulf Development Managers and /or Owner’s Representatives for 3^rd party projects).

All Trade Contractor bids are to be scanned and uploaded to Procore.

5.9   Opening of Bids

Unless requested by the Owner, no special requirements are set for opening of the Bids. Trades to submit their Bids through Procore and all trade submissions to be completed on Tender documents provided in the Bid Package. Submissions on Trade letterhead and/or Trades typical forms will not be accepted.

Depending on the type of Tender, special treatment to opening of the Bids may be set for a design build/design assist scope.

Tender scopes set as Lump Sum Guaranteed Max Price (GMP) tender submissions require different treatment. Those Bids are usually submitted in sealed envelopes and must be opened no later than 2 working days after the close. The Owner and VP of Procurement must all be made aware of the opening place and time and be given the opportunity to attend.

A record of the opening should be produced and signed by all attendees. This record will include the name of all bidders, the value of the bid received and any other relevant information. If possible, a copy of this record should be circulated at the end of the meeting.

Bid Snapshots Document contains the information of Bids Submitted by trade. It keeps record of the name of trade, the value of the trade package, the date submitted and compares it with Anchor Budget. 

5.10   Post Tender Addendums/Bulletins

Post Tender Addendums/Bulletins should be avoided if possible. It is preferred to extend the closing date to accommodate the issuance of an addendum/bulletin.

If a Post Tender Addendum/Bulletin is required, the VP of Procurement and the Chief Estimator are to be notified. The Post Tender submission procedure is the same as Tender Submission.

Prior to creating a Post Tender addendum, please review Communicating Changes to Trades to confirm it is the appropriate step. All post tender addendums/bulletins to be uploaded to the internal file management system.

Here is a guide for communicating changes with trades in various scenarios. Note that this does not account for every possible scenario, so if you encounter a situation not described below please let me know. As discussed, the purpose is risk mitigation, specifically to ensure team members can always find relevant information to an issue whether or not they are familiar with the project. While this emphasis on organization may take more time on the front end, it makes the project and its partners run more efficiently.

1. Verbal direction on an RFI:

1. Add a response to the RFI noting date, time, relevant persons, and what the response was.
2. For all Tenderers / Tender Packages affected, proceed to step 3, then return to step 2 once you receive updated drawings.
3. For all Awarded / Under Contract trades affected, they should have been added to the RFI distribution list at the time the RFI was created, and will automatically receive an email noting your response. If you wish to send the RFI to additional people, use the Email button within the RFI tool.

2. Updated Drawings in an RFI (or SI):

1. Once the RFI is resolved, consultant must create and upload the SI to the Instructions tool (that they do not need to upload the drawings to the RFI as long as their response says “Updated drawings included in SI #05”
2. Consultant also uploads to drawing sheets, specs, reports, etc to appropriate tools (Drawings tool, Specs, Tool, Documents)
3. IF affected trade is awarded/under contract – Use the “Email” button in the Instruction to send the SI to affected trades. If you anticipate cost or schedule impacts associated with the change, create a Change Event and RFQ.
4. IF affected trade is still tendering, proceed to step 3.

3. Inform Tenderers of a change

1. If you are informing tender Download new documents received in an SI to your desktop (if applicable)
2. Create a Bid Addendum Folder (named for the Addendum or Post Tender Addendum) in the Bid packages folder in Documents tool within the tender package folder (if applicable)
3. In the Tendering tool, select the affected Tender package, go to the Files tab, and check the box next to the new Bid Addendum folder you created in 3B.
4. Go to the Correspondence tab of the tender package, add comments as needed (either the verbal direction from step 1A or a note directing them to download and review the new bid addendum files added in step 3C).

5.11   Bid Snapshots

Creating and maintaining the Bid Snapshot is a responsibility of the Project Estimator. Bid Snapshots provides valuable information to the Owner, Cost Consultants and the Project Management team on:

• The number of tenders closed
• % of closed/awarded tenders
• % of tenders out
• Cost overrun/underrun based on tenders submitted to date

CLICK HERE FOR THE VIDEO TUTORIAL

5.12   Analysis of Bids

The First Analysis/Draft Tender Analysis of the bids is the responsibility of the Project Estimator. The scope of work is to be broken down and listed based on all components which form the required work that is to be included in the trade contract.

 A Trade Contractors bid should never be accepted without first becoming thoroughly familiar with the project scope and specifications to ensure all areas are incorporated in the contract.

The Project Manager must complete a full review of the Trade Contractors scope by requesting a marked-up scope of work from the trade before the qualification meeting or create a qualification sheet and send it to the trade for review and comments.  The recap of the bids for each trade section must be reviewed for:

1. Compare scope to the plans, specs and Tucker’s scope checklist
2. Scope gaps or duplication
3. Trade contractors’ specific exclusions
4. Discuss payment terms
5. Compare warranty terms Note: There may be some cases where the specifications call for a more extensive warranty than the standard Tarion requirements.  In this scenario, the specifications take precedence.  It is important to ensure the trade contractors have priced the warranties as per the specifications.  In cases where an extended warranty cannot be provided as per specs, the project management team needs to flag this to the consultants and owner during the tendering stage.
6. Compare the low bidder’s scope and or quantities with the other bidders
7. Review any proposed alternates to ensure each bid is equal to the others
8. Review Site Management Plan, Schedule and CCDC17 Supplementary Conditions

Upon completion of the tender analysis by the Project Manager, the analysis is to be distributed to the Estimating Department, Chief Estimator and the VP of Procurement for review.

Upon review, the Project manager is to prepare the Letter of Recommendation (LOR) for the Owner (for GG and 3^rd party projects) for distribution.

All tender analysis sheets are to be uploaded to Procore system.

Attachment: 

·        Bid Snapshot Form.pdf

5.13   Items to be Addressed Prior to Award

The Project Manager must thoroughly understand the project’s construction plan, site specific logistics, schedule, and the details of the Trade Contractors scope of work prior to discussions on the award of Trade Contracts.  This is when any duplications or gaps in scope coverage must be identified, which will potentially lead to cost savings.

Qualification Meeting Minutes Template in Procore provides guidelines on topics required to be discussed on the Trade Qualification/Award meeting.

5.14  Qualification Meetings

The scheduling and facilitation of the qualification meetings is the responsibility of the Project Manager. The Owner, VP of Procurement and the VP of Construction/ Project Executive must all be made aware of the qualification meeting and be given the opportunity to attend. Project Estimator needs to attend all the qualification meetings.

Senior members of each of the proposed Trade Contractors to be present for the qualification meetings.

The qualification meetings serve to clarify any ambiguities and provide the opportunity to confirm the Trade Contractors bid, such as the scope of work, exclusions, unit prices and alternates included.

Items may include but are not limited to:

• Tarion Construction Performance Guidelines (Warranties)
• When discussing alternates in award meeting, get a copy of redlined specs and include in contracts and have ready for closeout.

These meetings need to be minuted and distributed to all parties by the Project Manager within 48 hours of Qualification Meeting. Responses from the Trade Contractors to be in writing.

The meeting minutes from the qualification meetings are to be uploaded to Procore system.

5.15   Letter of Recommendation

The Project Manager will complete the final analysis based on the additional clarification received from the qualification meetings and distribute the analysis to the Estimating Department, VP of Procurement and the VP of Construction/Project Executive for review.

Once the bids have been analyzed and discussed with the VP of Procurement, a formal recommendation will be created by the Project Manager and submitted for Internal sign -off by VP of Procurement and send to the owner (for GG and 3^rd part projects) for approval.

The award recommendations are to be uploaded to Procore system.

Attachment: 

·        Letter of Recommendation Template (LOR).pdf

5.16   Award Meeting

The scheduling and facilitation of the award meeting is the responsibility of the Project Manager.

The Owner, VP of Procurement, VP of Construction, Project Executive and Chief Estimator must all be made aware of the award meeting and be given the opportunity to attend.

The award meeting serves to ensure that any ambiguities and bid confirmations with the Trade Contractors raised in the qualification meeting are resolved such as the scope of work, exclusions, unit prices and alternate prices. There needs to be an adequate amount of description of all work to avoid issues with the contract down the road. 

The Trade Contractors commitment to the project schedule, quality expectations, manpower availability, equipment and material lead times must be obtained prior to award. Bonding and Insurance requirements, payment terms, warranty issues must be resolved prior to award and should be included in the trade contract agreement.

All Supplementary Conditions to be reviewed with the trade and approved prior to Award meeting.

All commitments must be agreed upon and written into the trade contract agreement.

The intent is to have a draft of the trade contract ready for the award meeting.

Contracts to be prepared and handed over at Award meeting to successful trade.

The final meeting minutes from the award meeting are to be uploaded to Procore system.

Unsuccessful bidders will be notified upon award by the Project Estimator.

Attachment: 

·        Tender Process.pdf

·        Tender Analysis.pdf

5.17   Tender and Contract Tracking

There are constantly new tenders opening and contracts being awarded to successful bidders.  Because of this, it is very important to keep track of the status of each contract and tender.  A tracking sheet has been developed for both tender and contract tracking.  This sheet will show upcoming tenders, the status of each open tender, tenders that have been closed and then it will continue to track the contract signing process all the way through to a fully executed contract.

Attachment: 

·        Tender and Contract Tracking Log.xlsx

5.18   Tender Variance & Contingency

After a subcontract is signed, and commitments have been made for all known or projected costs within a budget line, any remaining dollars should be moved to line 20-001 Tender Variance. This line acts as a construction contingency from which unanticipated costs can be drawn from, while also showing the current Tender Variance. Transfers to and from this line should be included within budget modification requests and approved by the owner prior. 

This consolidates variance from individual lines into a single bucket which also makes it easier to track budget performance on individual lines. Should you need to reference how much was initially saved in a specific line item, you can check the budget modifications report.

 5.20   Trade Contract Process (CCDC 17)

5.20.1   Tucker Standard Template (CCDC 17) - OUTDATED

In order for the Trade Contract Process to commence, the Project Team must be in possession of a fully Executed Letter of Recommendation (LOR) (Refer to section 5.16 for more information on LOR’s).

CLICK HERE FOR A STEP BY STEP WORKFLOW OF THE TRADE CONTRACT PROCESS

Step by step details are as follows:

Once you are in possession of the fully Executed LOR

• An Award Folder is opened (Electronically) and the LOR is saved in the Awards Folder

The assembly of the Trade Contract is a combined effort between Project Manager & Estimating Team with accountability for the content being that of the Project Manager.

All Trade Contracts must be issued using the standard Tucker Trade Contract Agreement, printed double sided and the Cover to be printed in colour.

All stipulations, Qualification Minutes, scope confirmations, exclusions, unit prices, separate prices and alternate prices if accepted during the award meeting are to be incorporated into the Trade Contract.

The Project Estimator creates a Draft Appendix B – Scope of Work, Appendix G – Breakdown of Contract Price and Appendix H – Unit Rates, Separate Prices and Alternate Prices.  The Project Manager then reviews with the Project Executive & the Estimating Team.

The Project Estimator Creates a Draft Contract using the CCDC 17 Standard Template and pulls all Appendices together to form the full Trade Contract.

The complete Trade Contract is to be reviewed by the Project Manager, Project Executive and Estimating Team (for that Project) prior to issuing to the Trade Contractor for signature.

The intent is to have the contracts ready for distribution to the trades at the award meeting.  This process has helped in reducing the amount of time the contract stays with the trade for signature and effectively helps Tucker HiRise get a fully executed contract in hand sooner. Three (3) copies of the CCDC17 Contract, (inclusive of a CCDC17 Sticker which is to be placed on the front of each Contract) and one (1) Project Safety Plan (PSP) are to be hand delivered to the Trade Contractor at the Award Meeting or sent via courier for signature. (Refer to A5.1.17 – Award Meeting in Tender Process).  Sending any type of contract out electronically is NOT acceptable (CCDC17, small works, or unit rate).  3 hard copies are always required, along with a transmittal. This section is to be updated: DOCU-sign, one copy is sent through docu-sign.

Executive Assistant, Estimating & Construction creates Transmittal directing Trade to sign where tabbed, and initial each page, bottom right corner.  (any changes must be initialed by both Trade & Owner)

Upon signature of the Contracts from the Trade Contractor:

• The Trade keeps the Project Safety Plan and sends all three (3) copies of the Contract back to the Project Manager or Estimating Team 
• After review and approval by the Project Manager, Executive and Estimating Team, The Estimating Team sends the three (3) original Contracts to the Owner for review and signature
• Once the Owner has signed the three (3) contracts, the Owner sends back to the Project Manager or Estimating Team for review

Upon completion of a final review of the fully executed Contracts by the Project Manager, Executive & Estimating Team, the Executive Assistant Estimating & Construction tabs the Project Safety Plan Declaration pages for signature by the Safety Manager.

Once the Safety Manager has signed all 3 Contracts and the Executive Assistant Estimating & Construction has witnessed, the Contracts are sealed, and a Transmittal is created (in the Internal File Management System).  

Docusign Distribution is as follows:

• Owner
• Trade
• Constracts Manager
• Estimator
• Site Team

A copy of the Transmittal and the Contract are saved in the Project Award Folder.

Once the Executed Contract packages are ready to be distributed, the Contract is to be uploaded to the Internal File Management System, the Project Manager logs a scanned copy of the Contract in their Contract Log and the Executive Assistant Estimating & Construction logs in the Master Contract Log.

If the Project is in Procore, a copy of the scanned Executed Contract is saved in the Commitment Tool by the Executive Assistant, Estimating & Construction.

Executive Assistant, Estimating & Construction to change the Status in the Commitment Tool from “Out for Signature” to Approved and in the Executed Column change “No” to “Yes”.

6.1 Addendums & Bulletins 

The facilitation of addendums/bulletins is the responsibility of the Project Manager while the Project Estimator is responsible for its distribution.

The directive of what Information to be included in the Addendums/Bulletins must come from the Project Manager.

Addendums may be issued during the tender process for the following reasons:

1. To distribute new/coordinated information from the consultants
2. To make the bidders aware of additional information
3. To make the bidders aware of Site Instructions Issued
4. To answer any questions during the tender

Bulletins may be issued during the tender process for the following reasons:

5. To distribute a change from the owner.
6. To revise/amend the scope of work.
7. To extend the closing date.
8. To answer any questions during the tender

No bulletins should be issued within 24 hours of the closing time. The tender bulletins are to be uploaded to Procore.
 

Required Documents:

• A write up explaining or narrative that explains what changes were made to the building after the tender was issued. 
• Sis, RFIs etc (if needed)
• Drawings (if needed)
• Specs (if needed)
• Reports (if needed)
• Current Appendix C with the updated drawings, specs and/or reports (if needed)

Process:

1. Download the Addendum and associated documents from the Instructions tool.
2. Review the contents of the package, and confirm that they have been published to the appropriate tools such as Drawings or Specifications. If not, please contact the Project Coordinator, Preconstruction Manager, or Project Controls Specialist to have the upload reviewed and published.
3. Within Procore Documents > 05 Tendering - Contracts > 0501 Current Tenders > [XXXX Tender Package Name] > Addenda, create a folder with the exact name of the addenum or bulletin as displayed in the Instructions tool, for example Mechanical ADD-M-06.
4. Make sure Appendix C reflects the current documents, then PDF Appendix C.`
5. Upload the Addendum PDF and the Appendix C PDF into the Addendum # folder, created in step 2.
6. Copy the Addendum # folder, inclusive of new PDFs, into Procore Documents > 06 Bid Packages > [XXXX Tender Package Name]. Do not include the Word version of Appendix C.
7. From Procore Tendering > [Tender Package Name] > Files Tab > Edit > Documents > 06 Bid Packages > [XXXX Tender Package Name], check the box next to the the newly created Addendum Folder. In the same window, any drawing sets and specification sets, and reports associated with the addendum from their respective tabs then click Update.
8. In Procore Tendering > [Tender Package Name] > Correspondence Tab, send a message to the affected trades and ask them to look at the addendum from the Instructions tool Procore or re-download the tender documents (note that this will download the entire tender package, not just the newly added documents).
9. Download the Tender Package files by clicking the  icon from the top right corner in the Tendering Tool and clicking Download Tender Documents.
10. Upload the downloaded zip folder into 05 Tendering > [XXXX Tender Package Name] > Tender Documents > Addenda Archive (Create this folder if it does not exist). 

The Document Controls Administrator can assist in compiling the Addendum documents when time permits but it is the PM who must send out the addendum through correspondence.

A video of this process can be found below: 

Sending an updated Tender Package or PTA:

Attachment: 

• Bulletins Sample.pdf
• Example of Addendum Write up Issued to Trades.doc

7.1   Data-Rich Model

A BIM model is a digital model of the project that includes all functional systems and aesthetics, such as electrical wiring, air conditioning, doors, windows, concrete, rebar, forming, etc., as well as dimensional and volumetric features. It is a shared multi-disciplinary resource allowing all those working on a project to share information and working processes in order to achieve maximum efficiency and effectiveness. BIM encourages and facilitates communication and collaboration by using the latest digital technology. The design-to-construction workflow is significantly overhauled as a result, and the BIM model will remain in place once construction is completed, as a vital one-stop reference tool that can be continually updated as required.

Aesthetic, structural and/or thermal performance requirements can also be included. A BIM representation can be considered a smart object or parametric model that changes in all views if any one input is updated.

7.2   TLogic

The TLogic Team leverages best practices in BIM and Virtual Design Construction (VDC) to work throughout the project with various stakeholders to improve the quality of Constructible Data which tells us how to build.

The Tlogic Team can assist with:

• Interference Management and Coordination
• Converting Trade Drawings to 3D (critical zones / items)
• As Built Documentation
• Coordination Issues / RFIs
• Coordinate and Review Site Instructions
• 3D Views and Illustrations
• 4D Project Schedule Simulation
• Quantity Takeoff
• Site Logistics (crane and hoist studies)
• Conflict Resolution, Fact Checking, Forensic Analysis

TLogic Standard Process

1. TLOGIC prepares the initial clash report by using the 3D contents (NavisWorks automated report from the models).
2. The initial report will be review by Tlogic and PMT, and only for the items considered "Hard Clash" we check the 2D drawing.
3. Tlogic issues the coordination report to the consultant's BIM Coordinators before the VDC meeting.
4. Tlogic and PMT discuss the issues in the VDC Coordination meeting with the consultant's BIM team.
5. Tlogic issues the RFI for the items requiring drawing updates or more than two disciplines involved in the coordination.
6. The Consultants BIM coordinators' responsibility is to communicate and resolve these issues from their end with PNg and Architect.
7. PMT will close the RFI once the design team update the model/DWGs

8.1 Permits

• MOE Waste Audits and Waste Reduction Work Plans are required if the construction project is larger than 2,000 m2. A copy of both the waste audit and waste reduction work plans are to be kept onsite in the event o fan MOE request.
• Hoarding Permits are required for sidewalk and roadway enclosures to facilitate the project construction access. A traffic management plan is to be acquired by Owner’s Traffic Consultant. The traffic management plan must account for hoist layout and site logistics, concrete pouring, and wash out bins. It is recommended to set up a meeting with the City Traffic Coordinator to review and understand options prior to the application submissions.
• Street Occupancy Permits are required to temporarily occupy a sidewalk or roadway on the public right of way for durations under 30 days. Allow 2 to 3 weeks for City processing for boulevard and sidewalk occupancy applications and allow a minimum of 2 months for roadway occupancy.
• Encroachment Agreements may include crane swing rights, tie-back agreements, and canopy encroachment agreements with public and private ownership. The Project Manager and Site Manager are to ensure all construction requirements are incorporated into these agreements.  It is the responsibility of the owner to ensure these agreements are in place prior to construction mobilization to site.
• Crane Swing Permits are required if the project crane swing extends beyond the property limits. Application is submitted to Transportation Services. NAV CAN and Transport Canada permits need to accompany the crane swing permit application.
• NAV Canada Permits are required when erecting a project crane. NAV CAN requirements can be found on the NAV Canada website.  For erecting a tower crane, the “Land Use Proposal Submission Form” is to be submitted along with required backup documentation below.  As a general rule, this permit application should be submitted 4 months before the anticipated crane erection date.
  • Land Use Proposal Submission Form (downloaded from the NAV Canada website)
  • Topographical map of site
  • Site logistics plan - Crane location drawing showing location on site and swing
  • Crane Spec sheet
• Transport Canada Permits are required when erecting a project crane. Transport Canada requirements and forms can be found on the Transport Canada website. As a general rule, this permit application should be submitted 4 months before the anticipated crane erection date. For erecting a tower crane, the following documentation is to be submitted with permit applications:
  • Aeronautical Assessment Form for Obstacle notice and assessment (downloaded from the Transport Canada website)
  • Topographical map of site
  • Site logistics plan - Crane location drawing showing location on site and swing
  • Crane Spec sheet
• TTC and Hydro Poles, Street Lighting Relocation may be required for hoarding enclosures or part of the site plan approval. If required, call TTC or Toronto Hydro for a site visit to review the proposal.
• City of Toronto permits are required when erecting a project crane. NAV Canada, Transportation Canada, and other applicable permits need to be obtained prior to submitting a permit application to the City of Toronto. Once both of these permits are obtained, then you submit to (David Zhang - David.Zhang@toronto.ca), and include the following backup documentation:
  • Site logistics plan - Crane location drawing showing location on site and swing
  • COI (wrap up policy)
  • Both the NAV Canada and Transport Canada Permits
  • All neighbouring crane swing agreements (if the boom goes over/will be swinging over other properties)
• Record of Site Condition is required to summarize the environmental condition of the property based on the completion of environmental site assessments. If contaminates are present within the site, upon remediation, a record of removal or RSC is required.  The record of site condition should be started once excavation has reached 50% complete.
• Permit to Take Water is required for the discharge of groundwater to a City Storm or Sanitary combined sewer. The application process includes having the proposed discharged water tested.  Once approved water samples will be taken on a regular basis and a flowmeter (City of Toronto requirement) will keep track of the total volume of water discharged.  It is important to note that there are limits to the amount of water that can be discharged in a given time duration. The ownership team applies for and obtains this permit and the application should be submitted to the city prior to Tucker HiRise mobilizing to site.  The processing time for these permits can be up to 6 months and an approved permit is absolutely required for when excavation begins.
• Temporary Power is required for the project until the permanent power has been connected to the building. Typically, a site will have a temporary low voltage feed(120V) and a high voltage feed(600V) installed.  The low voltage feed is usually installed first as the installation process is fairly simple and requires minimal engineering approvals.  A substation is brought to site by the electrical contractor and then connected to a feed, normally from a nearby hydro pole.  This will provide enough power to operate power tools, small pumps, heaters and other miscellaneous powered items.  This low voltage feed does not provide enough power to run a tower crane or any other heavy machinery.  Therefore, a high voltage feed is required to be up and running by the time the tower crane is installed.  In order to have the high voltage substation installed, the electrical contractor needs to submit their shop drawings for the equipment to Toronto Hydro so that a connection can be engineered.  Approvals and engineering through Toronto Hydro take some time so it is important to apply for a temporary power connection 6 months before it is required.
• Permanent Water and Sewer Connections are required to be made in person at the Toronto Water Office. Completed application form is to be submitted along with the required site services drawings for tendering purposes. The City tendering period is between 6 to 8 weeks at which time the connection costs will be determined.
• Offer to Connect is required for the connection process of permanent power to the building. Allow 12 months for the owner to execute the agreement.
• Streetscaping Permits are required if any landscaping work within the public right of way (the area beyond your property line) is required. Permit lead times are 8 to 12 months upon submission. Permit is broken into minor and major landscaping with different application requirements. The PUCC Utility Sign-off Sheets must be distributed to the local utility companies for sign-off.

9.1 Safety Inspections

Each team member below is to complete the safety inspections assigned to them over the course of a month. Inspections should be performed using Procore’s Inspections tool on your mobile device. Available Inspection templates and their schedule specific to each role and are available as follows:

9.2   TRH Reports

The TRH Group is a 3^rd Party Safety Consultant used on Tucker Projects to conduct additional inspections to ensure we are exceeding compliance in Site Safety. TRH inspections occur weekly with a Tucker site staff member and TRH will produce an Inspection Report.  The Inspection Report will be emailed to the site team, and the Site Administrator will upload the report into the Procore documents tool under 06 Health & Safety Inspection Reports folder.  The Health & Safety Manager, Construction Manager, and VP of Operations are to be notified on the uploading of this report. 

When required, the Site Administrator is to create the appropriate Observation in Procore and assign it to the responsible contact, notifying the Site Manager, Assistant Site Manager, Project Manager, Trade on site, and their Head Office.  Once the Trade has resolved the Observation, the Site Manager will review the resolution and either approve or decline the resolution.  Should it be approved, the Site Manager will attach a photo and close the Observation, closing the issue.  Should it not be accepted, the Site Manager will reassign it back to the responsible party until the resolution is accepted and closed.

Attachment:

·        Health and Safety Incident and TRH Report Flow.pdf

9.3   Incidents

When an incident occurs on site, the Site Manager is responsible for ensuring

• The injured party is attended to
• The scene is made safe & secure (taking photos when possible)
• The Health & Safety Manager is notified immediately

The Health & Safety Manager will decide whether to contact the MoL or any other parties having jurisdiction.  Other parties may include the Construction Manager, Tucker Executives, the Project Director, Project Manager, VP of Operations, the Developer, Legal, and/ or Insurance. If an incident has taken place on your project, please use the following workflow:

Critical Incidents (by legal definition)

If the MoL is contacted, the H&S Manager may attend the site to meet with the MoL Inspector or wait with the site team, advising further actions.  Only once the MoL has conducted their investigation and released the scene can the Tucker Site Staff commence their own internal investigation, while also completing the MoL’s directives.  TRH will also complete the Section 51/ 52/ 53 Report and forward to the H&S Manager for review before it is emailed to the MoL Inspector and logged into the Procore Documents Tool. 

Non-critical Incidents

Tucker’s investigation begins immediately with the selection of either the Near Miss | Minor Incident or Injury report or the Site Manager’s Incident report (for major injuries or property damage).  The Site Manager will collect the information from the trades and notes from their own investigation and enter it into Tucker’s Incident Report and logging it into Procore.  The H&S Manager, Construction Manager, and the VP of Operations are to be notified.  Finally, the H&S Manager will log the incident into the Master Incident & Accident log.  

Attachment:

·        Health and Safety Incident and TRH Report Flow.pdf

Repeat Incidents

For recurring issues, the Repeat Incident Mitigation Plan is put into action.  Once the incident report is completed, including the Actions Taken to Prevent Recurrence, the H&S Manager will review the proposed Actions and determine if they are adequate.  If additional steps are required, the Manager will advise the Site Manager, who is to collect the information from the Trade and investigate further.  Should the actions be adequate, the Site Manager will verify the Mitigation Requirements with the External Parties.  Once the Responsible Parties meet the obligations, the Site Manager is notified of Completion and can close the issue.  

9.4   Incidents Involving Tucker or Sahara Staff

Should the injured party be either a Tucker Manager or Sahara Labourer, the process involves a few more steps due to the involvement of the WSIB. Please see the workflow in section 9.3 Incidents for quick steps.

If the injured party is a Sahara Labourer, the H&S Manager will notify HR Payroll who in turn will complete the necessary WSIB Form 7.  If the injured party is a Tucker Manager, HR will also be notified.  The injured worker will also receive a Form 6 from the WSIB.

If the injured worker requires medical attention, the Site Manager will give an FAF (Functional Abilities Form) – available in our H&S Manual or online – to the injured party to bring to the medical practitioner to complete.  The information contained in this form will allow the H&S Manger to manage the worker’s injury while bringing them back to work in Tucker’s Early and Safe Return to Work (ESRTW) program.  The worker may also bring a Form 8 in lieu of an FAF.

Ideally the FAF/ Form 8 will allow the worker to return to his/ her regular duties. 

If the FAF/ Form 8 allows the worker to return to Modified Work or Hours, the H&S Manager will work with the site to manage the worker until medical clearance from a doctor can be received and full duties are resumed.

Should the worker require medically prescribed recovery time away from work, the H&S Manger - along with the TRH WSIB Case Manager - will create an ESRTW plan to limit the time away from work (LTI = lost time injury) which is financially preferable for both parties.  

9.5   Quarterly Meetings

The purpose of these meetings is to ensure that Tucker’s safety culture is present through all levels of the company and Executives are made aware of issues on each of the projects.  It is also an opportunity for planning and developing Tucker’s Corporate Safety Program, core values, and philosophy. 

The meetings are scheduled in advance every three months by an Executive Assistant.

The Meeting is to be chaired by the H&S Manager and regularly attended by the President, Executive VP, Senior VP, VP, Construction Operations VP, Construction Manager, and Project Directors.  Other attendees may include Pre-Construction Services VP, Estimating & Cost Controls VP, Managers of TLogic, Systems and Controls, and HR.  An Executive Assistant shall be the recording secretary.

Attachment: 

·        Health and Safety Meeting Agenda.pdf

9.6   Emergency Response Measures

9.7 High Wind Preparation and Bracing

Please complete the High Wind Safety Checklist in Procore Inspections whenever wind conditions are present.

10.1 Budget

Prior to the start of the project, a construction an Anchor Budget will be produced by the Client after engaging their Cost Consultant and Bank.  The Anchor Budget is a Benchmark Budget and not to be changed. Modifications to the Anchor Budget are done based on Commitments, Approved Change Orders and Purchase Orders. The Current Budget may be altered throughout the duration of the project by many factors, including design changes, schedule delays and unforeseen circumstances.  This is all facilitated via Change Orders, Purchase Orders, Project Site Instructions, Potential Change Orders, and Budget Modifications. 

It is essential that the budget forecasting is completed to ensure that the exposure to additional costs is understood for design changes, unforeseen closed tender circumstances and schedule delays for work which have not yet been approved. It is imperative that alignment of costs to date are coordinated with the Owner and the Cost Consultant monthly.  It is understood that costs to date information from the Owner/Cost Consultant may be 30 to 60 days behind the reporting period.

All Procore projects include 2 views: Budget Detail and Budget Summary.

Budget Summary

• This is a simplified view that closely resembles budgets used by cost consultants, and is used for reporting purposes only.
• It should be used as the primary report for clients, and all other external reporting purposes.
• Financial department cost reports can be created from the Budget Summary view

Budget Detail 

• This is our internal working view and includes additional columns to provide project teams and finance with greater insight into their project budget.
• It should be used by Tucker employees when viewing the budget and exploring details, commitments, costs, etc.
• The Budget Detail view will no longer be provided to clients unless they specifically request additional detail.

*The In Scope / Out of Scope modifier and provides flexibility for different types of trade contracts such as "additive" contracts like dewatering for which CCOs are signed by Tucker, vs standard subcontracts which require owners to sign CCOs. Utilizing this in conjunction with PCOs to represent budget side changes and CCOs for cost side changes standardizes financial operations across multiple owner contract types such as CCDC-5A and CCDC-5B with GMP.

For more detailed information on how CEs, PCOs, and CCOs affect the budget, please click here.

10.2 Trade Contracts

The Project Manager use the CCDC 17 Contract for Subcontracted work being performed.  The Project Manager must be aware of the cost commitments represented in the trade contract and ensure that the proper control mechanisms are in place to manage these significant project expenditures. 

Trade contracts are initially written for an agreed scope of work and for an agreed amount, as defined in the trade contract documents.  It is the Project Managers responsibility for the facilitation, monitoring, accuracy and execution of the trade contracts.  Trade contractor Change Orders are written to reflect approved changes in scope for design changes and other unforeseen circumstances.  Trade contracts should be reviewed by the Owner.

The Project Manager is to ensure that the trade contract breakdown, or Schedule of Values, is suitable for the schedule of work being performed.  Upfront contract loading is to be avoided and proper allocation for the schedule of work is to be attained.  The suite door-in value might be broken out in the schedule of values as per the Owner requirement.

10.3 Purchase Orders (POs)

Purchase Orders (PO) are to only be issued for project equipment rentals and material purchases. Purchase Orders cannot be used for any work that has labour involved. In these cases a trade contract must be issued.

Material purchases on the large scape which form part of the permanent building, including concrete and steel supply are to be issued using the Tucker Short Form Unit Rate Trade Contractor Agreement.

Invoices against POs are typically sent by vendors/trades to the project's invoicing email (ProjectName_invoicing@tuckerhirise.com) then processed into Procore by the Site Administrator to collect necessary approvals from the Site Manager and Project Manager as shown in the Typical Purchase Order (PO) Workflow.

10.4   Change Management (CEs, PCOs, CCOs)

Please refer to the following steps and workflow for an overview of the Change Management process in Procore.

CCDC 5A (CM)

1. Change event happens > PM Creates Change Event (cost side) in Draft Status
2. Trade pricing gets finalized > Change Event pricing is updated > Add/Create PCO > Switch Change Event status to Closed.
3. PCO is approved (verbally or via email) > Switch PCO status to Approved
4. PM creates Commitment Change Orders from Change Events and sends to owner for signature via Docusign.
5. Once signed, status and attachments are updated automatically. 

Note that the above workflow applies only to CCDC 5A contracts. For CCDC 5B contracts, the steps are as follows:

CCDC 5B (GMP)

1. Change event happens > PM Creates Change Event (cost side) and Prime PCO (budget side), both in Draft Status
2. Trade pricing gets finalized > Change Event pricing is updated > Prime PCO values update automatically > Prime PCO is flipped to pending status
3. Prime PCO is approved (verbally or via email) > Change Event is switched to Approved / Closed
4. PM creates Prime Change Order and sends to owner for signature
5. PM creates and approves Commitment Change Orders

10.6 Cost Moves & SOV Corrections

Commitments frequently get added to the wrong budget line, and often the error isn't discovered until after the commitment has been invoiced Some possible scenarios, and steps to correct them are as follows:

Wrong Cost Code or Cost Type

Navigate to the commitment(s) needing correction. It bay be easier to identify them by opening the Budget tool and click on the dollar value in the commitments column of the incorrect line. Then follow the steps below based on 

A. If there are no invoices in the Commitment:

1. Select the Schedule of Values tab and select Edit. and update cost codes or values on SOV line items accordingly.
2. Go back to the Budget tool and refresh the page. It may take 2 refreshes to display updates.

B. If there is only one invoice in the Commitment and that invoice has not yet been included in a draw package (Invoice was added in the current billing period):

1. Download the invoice and attachments, then delete the invoice record from Procore
2. In the commitment Schedule of Values tab and select Edit. Then update cost codes or values on SOV line items accordingly.
3. Go back to the Budget tool and refresh the page. It may take 2 refreshes to display updates.

C. If there are multiple invoices in the Commitment:

1. First, we need to reallocate the Commitment to the correct cost codes. To do this, create a new Change Event with the title [Commitment #] Cost Correction, for example PO-123 Cost Correction. 
2. Set the Scope as In-Scope. It is very important the Scope is set to In-Scope otherwise the change event and subsequent order will be shown in the budget's Approved Change Orders column.
3. Set the Type to Transfer and the Change Reason to Correction
4. Add one budget line for the incorrect cost code, and enter the value of that line item as a negative number. Then, add a second line for the correct cost code and put the value in that line as a positive number. The total value of the change event should be zero. Enter the vendor and contract in both lines. Using the example of Concrete Materials: Commitment above, here's how it should look:

5. Click Save, then proceed with steps for Creating a Commitment Change Order (CCO) from a Change Event. You may have to create a PCO first, and then create a CCO from the PCO.
6. Once the CCO has been created and reviewed by the PM, set the CCO status to Approved and set the Change Event status to Closed.
7. Go back to the Budget tool and refresh the page to confirm the commitment has been moved to the appropriate cost code. It may take 2 refreshes to display updates.
8. Next, we have to reallocate invoices to the correct cost codes. To do this, navigate to the Commitment and select Create an Invoice. Select the most current billing period and enter the billing date as today's date. In the Schedule of Values section, locate the newly created line items and set the Total Progress % to the Previous Progress % for both items. The invoice total should always be $0. Note that for POs, the Previous Progress % will often (but not always) be 100%.

8. Send the invoice for approval using your project's invoice approval workflow. Note that owner's do not need to review and approve these items, but the invoice record should be printed and included in the month's draw package so they are aware costs from a previous billing period have been moved to different cost codes.
9. Once approved, go back to the Budget tool and refresh the page to confirm the invoice is now showing in the correct cost code.. It may take 2 refreshes to display updates.

None: None Budget Line

While unused budget codes are removed from the available list at budget import, it is still sometimes possible to create commitment SOV line items for cost codes not used in the budget.

1. Review the Contract Total, PO Total, Direct Costs values. If one has a dollar value associated, select that dollar value to find the associated commitment. If they all have $0.00 dollar value, check each one to find the commitment(s) made with no cost code. One of these categories will show something like this:

2. Open each commitment shown, select the Schedule of Values tab

• If no invoices have been posted against the commitment, 
  • select Edit, and remove any lines with $0.00 value. 
• If invoices have been posted against the commitment you will see this error:
  
  • Ask your Project Accountant to unpost all invoices. They must download each invoice attachment, then delete the invoices from Procore.
  • Once the invoice has been removed, go to the Schedule of Values tab, select Edit, and remove any lines with $0.00 value. 
  • Inform your Project Accountant to re-post all invoices.

3. Go back to the Budget tool and refresh the page. It may take 2 refreshes to display updates.

10.7   Monthly Billing Process

The Monthly Billing Process is used to manage the effective submission, approval, and payment of Project Invoices. Supplier Invoices must be matched against Purchase Orders logged on the Project. Subcontractor Invoices must be matched against their Subcontract Schedule of Values or Subcontract Change Order Schedule of Values.

It is important that this process is managed effectively as Trades on site will require timely payment to continue to ensure their work on the project progresses smoothly. There are also payment terms set up in the Construction Lien Act which require us to ensure payments are produced.

Progress billing invoices are to be submitted directly to procore by the responsible trade. Purchase order invoices and associated information are collected in the project's invoicing email by the Site Administrator for processing, organization, and entry into procore. This Invoice Package is then submitted to both Site and Project Managers, and sometimes Cost Consultants for approval. Revisions required are sent back to the Trade or Supplier to revise and resubmit. Approved Invoice Packages are then sent to the Head Office for review by the Finance Department, who will review accuracy of information and ensure the packages are compliant in all aspects before being sent to the Client for final signoff and payment. The following workflow explains this process in further detail, along with suggested timelines to ensure prompt payment in compliance with the Construction Lien Act

10.8 GC Projections

Please see the steps below as well as the General Conditions Forecast Template for a walkthrough of how General Conditions are calculated and forecasted at the start of the project and how they are maintained and updated as the project progresses.

1. An anchor schedule is prepared for the new project with an estimated date assigned for the start date (best guess it used) but set/contractual durations for each activity in the schedule.
2. An anchor budget is set based on the anchor schedule and the Tucker Rule of Thumb guideline document(this does not need to be 100% followed, it is to serve as a guideline).
3. Handover happens to Project Manager who then prepares an initial cash flow projection for the project (for the GC’s only).
   1. Applies the same durations for each activity from the anchor schedule but uses the actual dates the project is anticipated to start.  This new schedule is normally called Baseline1.
   2. The anchor budget and schedule will have budget allocations for each bucket but the Project Manager needs to slot in the dates for when certain things like the hoist will be installed(this will not be done on the initial cash flow from estimating department normally).
   3. Rule of thumb is applied on the new schedule to forecast labour and salaried staff’s durations on the project.  This should almost exactly match the forecast, as they are both based on the same Rule of Thumb.  Anything that falls outside of the original budget needs to be addressed and approved immediately.
4. Each month the GC’s are reviewed
   1. If you are over on spending for a specific budget, you will need to justify this and submit a change order/budget adjustment to request more funds.  DO NOT take fund allocations for future months to cover these costs unless you are certain that they will not be needed, this leads to a lack of funds at the end of the project and it is always better to flag a shortage of money in a budget early on in the project vs. at the end.  There are some exceptions to this, however.  For example, if you exceed the concrete budget because your estimate is wrong, you wait for your next calibration to request more funds. If you add a floor then you will do a budget adjustment right away, depends on the scenario.
   2. If you are under, the remainder in that budget for that month can be held for reallocation at the next milestone recalibration (step 5 below).
5.  Always completely Re-calibrate GC’s with the latest revised schedule approved budget adjustments at the following milestones:
   1. Formwork Contractual Schedule Start (75-100% SOG completion)
   2. Ground Floor Formwork completed
   3. Podium Formwork completed
   4. Tower Formwork completion

During a GC recalibration, the steps a-c in 3. will need to be re-done, as if it is a new project.  Each of these subsequent recalibrations will create new baselines in the schedule and should be named accordingly (Baseline2, Baseline3, Baseline4, etc.).  When the GC’s are being recalibrated, always be sure to be using the most up to date schedule and include any extras(SI, CCN, CD’s) or unforeseen conditions (sabotage/damage).

10.9 Budget Modifications

10.10 Budget Snapshots

As noted in the workflow in section 10.7, once the monthly billing is closed and GC Projections, forecasting, and budget modifications have been completed, the project manager must take snapshots in both available budget views called MPSR: yyyy-mm-dd. These are the snapshots that are to be included in your monthly project status report.

11.1   Weekly Project Status Report Requirements

Weekly Project Status Reports are due no later than Monday at 5:00 pm.

The weekly report can be distributed via e-mail to the President, all Vice-Presidents, Project Director, copying the Executive Assistant and the Construction Admin Assistant. For some projects, we also need to add the Client Representative. Please confirm this with your Project Executive if Client Rep should be on the distribution list. Also, Weekly reports should be saved in Procore > Documents > 11 Project Reporting. 

Weekly report should include:

1. Weekly Report Template
2. Four Week Lookahead schedule
3. Tender & Contract Tracking Log
4. Procore Automated Reports
   • Delay Log (Weather and Trade Relates Lost Days as entered into Daily Log) from previous week
   • Critical RFI Summary -  Update Critical RFIs to show ones that are impacting the work on site in the next 4 weeks
   • Critical Submittal Summary -  Update Critical Submittals to show ones that are impacting the work on site in the next 4 weeks
   • PCO Log

11.2   Monthly Project Status Report Requirements

Monthly Project Status Reports are to be distributed digitally. No hard copies or paper binders required. 

• Monthly Reports are completed accurately and as per Monthly Report Template

• Sections are Tabbed/Bookmarked to make the PDF easier to navigate

• A single consolidated PDF report is to be uploaded to the 11 Project Reporting / Monthly Reports Folder (subfolders at your discretion).

• This report is to then be emailed from the Procore Documents Tool (easiest way to transfer such a large file) to the following contacts

  • Your Project’s Development Manager

  • Chris Mallinos

  • Elaine DeFilipis

  • Andrew Cook

  • Construction Manager and/or Project Executive

  • Ron Weinstock (GG Projects)

  • *some projects are also sending directly to other GG Executives, please confirm with your Project Executive if they wish you to include additional contacts*

These Reports, as before, must be submitted to no later than the 15^th of each month. If any other date is requested by the owner this should be reviewed and approved by Project Executive. The reports are to be current up to the time of creation with the exception of the cost to date which will be as of the previous month. In Procore, store the consolidated Monthly Report PDF in the 08 Reports Folder under Project Management / Monthly Reports.

The following information must be included in every Monthly Project Report:

1. Current Average Manpower

   • If any trade is constantly under staff, please make a note in front of that trade. Also, please mention what actions have been taken to address the manpower shortage, if any.

2. Safety Summary

   • Please add safety issues which have occurred during the month. Also, please make a note on future risks / safety issues need to be dealt with.

3. Schedules

   • Notable project activities

   • Current project milestones - please highlight activities that are behind compared to recalibrated baseline in red.  The current project milestones will change depending on what stage of construction the site is in.  Please see below for the list of milestones to be used, depending on the current stage of the project:

   • Start of project:

     • Demolition start

     • Demolition Completion

     • Shoring / excavation start

     • Temp power connection

     • Crane installation

     • Shoring / Excavation Complete

     • Formwork contractual start date

     • SOG completion

     • Occupancy Start

   • SOG Update:

     • SOG completion

     • GR floor completion

     • Podium structure completion

     • Podium Floor envelop start

     • Hoist installation

     • Window installation start

     • Mock-up suite completion

     • Occupancy Start

   • GR Floor Update:

     • GR floor completion

     • Podium structure completion

     • Podium Floor envelop start

     • Hoist installation

     • Window installation start

     • Mock-up suite completion

     • Lobby start

     • Project top-off

     • Amenities start

     • Typical floors finishes start

     • Occupancy Start

   • Top-off update:

     • GR floor completion

     • Podium structure completion

     • Podium Floor envelop start

     • Hoist installation

     • Window installation start

     • Mock-up suite completion

     • Lobby start

     • Project top-off

     • Amenities start

     • Typical floors finishes start

   • Lost days (Weather and trade related days) - Please make a note how we are doing for actual weather days so far compared to original assumption of three days per months. Also, please advise what is being done to make up for contractual weather days

   • Mitigation plans (if any) - Mitigation plans should be any measurable actions we take to mitigate any activities that are behind schedule

4. Project Challenges, Risks and Opportunities

5. Financial Status

   • Budget Snapshot (taken in Procore) & Exports of Budget Summary view. See 10.10 Budget Snapshot for information on when to take these snapshots

   • Brief description for major variances, if required. Please mention any potential CO and claims that received after month financial close. This will be on next month report, but we want to make owners aware of these costs asap

6. Tender Summary

7. Items in Owner’s Court Please make sure any item in the list below includes the date we issued it to the owner. Also, please make a note if there are any items above that will impact the schedule if not dealt with within a due date

   • Outstanding LOR’s

   • Outstanding Budget Revisions / PCO

   • Outstanding Contracts

8. Critical Outstanding RFIs/Submittals/SIs In the critical section, only mention outstanding RFI’s, submittals or SI’s that impact the schedule if not dealt with right away. Also, RFI status should be up to the date when the report is being issued

9. Extras In this section, please make a note of outstanding extras in the Client’s court for approval with the date that the extras were issued

   • Approved extras.

   • Pending extras.

10. Permit Status

11.  Utility Connections Status

In the Appendices please include the following. Note that you need to review this list with your clients. Some clients will require additions or subtractions to the list above and/or a change in format:

11.3 Concrete & Rebar Tracking

Description:

All projects must track concrete and reinforcing steel being delivered and placed on site, this tracking should be compared against the quantities and unit rates carried in the approved anchor budget. The tracking information required is identified in Attachment: Concrete and Reinforcing Steel Tracking Log Template. The tracking sheet will be setup by the Estimator assigned to the project who will ensure the projected quantities and unit rates from the approved anchor budget are included in the initial tracking sheet setup. The Project Team shall track and report back to the Estimating Team, the Project Executive Team, and subsequently the Client once reviewed by the Project Executive team.

The Project Team shall ensure the tracking is reconciled every month which should coincide with the monthly reporting and the issuance of the concrete and reinforcing steel placing purchase orders. All monthly Concrete and Reinforcing Steel Tracking logs are to be uploaded to Procore's Documents tool under 11 Project Reporting > Site Management > Monthly Concrete/Rebar

Purpose:

Assurance that the volumes and unit rates of the concrete and reinforcing steel being placed on site aligns with the quantities identified in the approved anchor budget. Increasing effectiveness and accuracy of estimating quantities for future projects.

Best Practices:

1. Concrete and reinforcing steel quantities to be confirmed using suppliers invoicing or bill of lading summaries for that reporting period and subsequently reconciled with project financial tracking.
2. Notify the Project Executive team of any variances as soon as identified. 3.
3. If variances are found updated projections may be required. This would include updated quantities from structural consultants and reinforcing steel detailers.
4. Actuals and updated projections based on revised documents to be issued to client at all milestone recalibrations.
5. Project Team to track quantities and unit rates pre floor (horizontal and vertical).

Attachment:

• Concrete and Reinforcing Steel Tracking Log Template

12.1 ProCheck: Construction Action Plans & Checklists

Tucker's ProCheck program is a critical component of our construction company's operations, ensuring that all projects meet the necessary quality standards. The ProCheck Program is designed to help our project teams stay on top of their projects by helping them identify and resolve any missed items before they become an issue. It relies on two main components, Action Plans and Inspections. Action Plans are designed to provide a clear plans for every project phase, while the inspections gives our executive team greater insights into ongoing projects which helps them better support projects.

First, let's talk about Action Plans. Throughout the course of a project, there are hundreds of critical items that, when completed in a timely manner, have been proven to lead to successful project delivery. A complete list of these operational deliverables has been carefully assembled based on over a hundred years of combined construction experience of Tucker HiRise employees and leaders. By reviewing these items at project milestones, we can ensure that nothing is missed, preventing issues, saving time, and reducing cost.

Procore's Action Plans tool is designed specifically to track progress and completion of these items. Such items have been split into 11 categories or Construction Operations Checklists, each of which has its own template pre-loaded into your project's Action Plans Tool in Procore. Before diving in to how we leverage this powerful tool, its important to understand the tool itself by reviewing How to Perform an Action Plan. Note that training for this tool may not have been included in your Procore Certification Courses, so this required learning is crucial to successful use of the tool.

During the internal project kickoff meeting, calendar invitations will be created to review action plans at critical milestones based on the project schedule. In these meetings, the project team, site team, CM, VP, and Project Controls will create an action plan for the upcoming phase and review completion of the previous action plan if applicable.

Action Plan Setup Meeting

• Takes place at scheduled intervals.
• Review previous action plan and ensure completion
• Facilitated By CM
• Inital setup of dates and assignees entered by Project Controls
• Ongoing management of plan (including updating assignment, due dates, and completion) is the responsibility of the CM and Project Team. 

Creating an Action Plan

1. In Procore, create a new Action Plan from an existing Construction Operations Checklist Template and designate roles as follows:

• Name: Remove "COPY: " from the title but otherwise leave as is

• Plan Manager: Construction Manager

• Location: N/A (Leave Blank)

• Action Plan Approver: Construction Manager, VP

• Completed Action Plan Receivers: All Project Team Members, Estimator and Chief Estimator (for Preconstruction Only), CM, VP, Project Controls Manager, Project Controls Specialist, CTO

2. Review each item of the next stage's action plan in detail, add an assignee as the team member who will be responsible for that item's completion (set "Blocking Functionality" to NONE), set a due date, and ensure that person knows where to find applicable resources, templates, etc (see list below).

3. Once an assignee and due date have been added to each item, Publish the Action Plan. The Action Plan MUST be published prior to the start of the phase it represents.

4. The team will then complete steps 1-3 for the next phase, as many items need to be initiated in advance of the start of the phase they take place in.

Completing Action Plans and Action Plan Items

Ongoing management of plan (including updating assignment, due dates, and completion) is the responsibility of the CM and Project Team. 

As items are completed, it is the assignee's responsibility to go into the Action Plan and sign off on each item they complete, adding attachments where required. Automatic reports will be generate by Procore and sent to the Plan Manager and Plan Approver on a weekly basis, showing outstanding and overdue items for easy monitoring of the team's progress.

The number of items completed after their due date will also be totaled by employee at regular intervals for tracking of that employees performance.

Resources, Templates, Forms, Etc

Detailed information on all items referenced in the action plans, in addition to the typical workflow, can be found below: