Page 41 - Megaprojects Playbook

3 DOCUMENTATION

◆ Develop a project specific-procedures plan:
– Address administrative items such as file naming, file locations, distribution lists, technology platforms and usage.
◆ Develop a project-specific “tool box” of standard templates for the project:
– Meeting Agendas
– Meeting Minutes
– Powerpoint
– Bid documents and attachments
– Bluebeam toolbox with stamps, standard colors, etc.
◆ Meeting minutes are especially important on large projects, for both documentation purposes, but to keep
the team informed. This helps with team communication, time management and meeting efficiency.
– Every meeting should have a designated note taker.
– Consistent use of project template, and note style should be communicated to the team.

4 CHANGE MANAGEMENT

◆ Clear notification and authorization procedures should be established with the client at the beginning of the project.
– Haskell’s standard three-step change management process should be utilized,
unless the Owner contract has different requirements.
◆ All change events should be documented in writing.
◆ The change management process should have responsible “owners” within the project team.
– One project leader should be responsible for the overall change management process.
Responsibilities include assigning responsibility of change events, tracking all change
events and ensuring that the impacts of a change event are fully contemplated.
– Each change event should be assigned to a project team member. Responsibilities include assembling
the necessary documentation, coordinating with internal resources (trade manager, design leads, field
staff) to determine a complete assessment of cost and schedule impacts related to the change event.
◆ Change management on large projects requires additional attention. Impacts due to change events require
more coordination and communication because these projects require larger teams with more focused
responsibilities. Because of this subdivision in responsibility, it is difficult for individual team members to
assess the complete impact of a change event and manage the assembly of all required documentation.
◆ Timely management of all requested changes; not allowing changes to get held up by subcontractor pricing
efforts and impacting project schedule. Utilize preconstruction for pricing and estimating assistance.
◆ Formal and communicated procedures for distribution and incorporation of design updates. (Assuring
subcontractors understand what they are being asked to price versus directed to proceed with.)

36 MEGA PROJECTS PLAYBOOK | 2021
CONTAINS CONFIDENTIAL AND PROPRIETARY INFORMATION. FOR INTERNAL HASKELL USE ONLY.