Mechanical Contracting Project Management

We provide this 10-day course for the Mechanical Contractors Association of Canada in association with the University of Waterloo. It was commissioned by the Mechanical Contractors Association and is marketed to them by their member firms.

This course includes sessions on estimating, communications, scheduling, claims, and more. There are nine instructors, each with very good instructional skills and with appropriate experience. All but two days are very construction oriented in their content.

This course has been approved by the Canadian Construction Association for credits for Gold Seal Project Manager accreditation.

LEARNING OBJECTIVES

Participants will gain practical skills to:

• Improve the planning and controlling of your projects, thereby improving your company’s bottom line.
• Take a business view of projects and take ownership of a project from bid to final payment.
• Increase your own project “lessons learned” by learning from the experiences of other participants.
• Be able and willing to contribute improvements to your company’s project management process.
• Be better prepared to take the Gold Seal examination, if you choose.
• Enjoy your projects!

WHO SHOULD ATTEND

The Mechanical Contracting Project Management course is appropriate for individuals who are:

• Working for mechanical or other types of contractors, and might be project managers, site superintendents, estimators, business managers, shop managers, or possibly foremen.

PREREQUISITE

Specific trade knowledge is not required, but experience in construction contracting is expected.

MATERIALS

You will receive a course binder containing copies of presentation slides, exercises and suggested solutions, as well as parking, breakfast, and lunch each day

WHAT YOU WILL LEARN

Project Administration

• Staffing, turnover, meetings, pre-planning meeting, pre-construction conference, purchasing & subcontracts, documentation, jobsite organization

Managing Individual Differences

• Recognizing personality styles and how to deal with other people’s varying styles

Safety: A Management Perspective

• A behavioural and business approach

Change Orders

• Estimating and getting them approved

Construction Law

• With lots of case discussions

Job Cost Control

• Cash flow, work breakdown structure, labour reporting, cost control, change orders, earned value analysis

Disputes Avoidance and Claims

• Including a simulated mediation with a panel of lawyers

Meeting and Communications

Labour Relations

• Due diligence, agreements, jurisdictions, meetings, policies, procedures, case studies

Scheduling

• Logic networks, “yellow sticky” scheduling, risk & contingency, schedule reporting & control, short-interval planning

Project Completion

• Close-out, start-up, zero punch list, post-project reviews