Competent NEC3 ECC Project Manager (PM) Part III

It's been a while since we looked at this subject. It seems to be a topical question at the most but what sorts of traits/competencies should such a person have? Lots, that I can see, but a few to be thinking about are that the PM.....

• positively challenges Contractor submissions such as design/programme/cost. I'm not saying challenge for the heck of it, but being mindful of what it is the client actually is looking to procure....could there be a better way/solution that that designed by the Contractor? Does the programme look realistically achievable? Is the forecast Defined Cost realistic? Could WE do something different/better to create a more efficient outcome?
• makes sure that the PM and any of the PM delegates respond to communications in a timely manner. Late replies = compensation events! The ECC sets out precisely what is meant by timely, giving maximum periods of time for each communication. So knock spots off the time periods you have and use a QMS that is a help to logging/recording such communications, in and out.
• has one eye on the Employer - has the Employer done what he promises in the contract he will do eg payment within x weeks, free issue supply planned for y, etc?
• has another eye on the Contractor - has/is the Contractor doing exactly as he promised he would do in accordance with the contract?
• doesn't just become a proficient and competent PM overnight. It takes time, support and acknowledgement of role. An individual will have to invest into becoming that competent PM - maybe studies beyond their first degree, perhaps receives further training (see eg the new 4-day accredited PM training course), has a prolific working knowledge of the ECC, has complimentary soft skills, is perhaps mentored by their employing company if they are developing into that role, encourages, supports, offers others the opportunity to develop, and so on.

Thoughts on a postcard!

Change management - necessary/desirable

When using NEC3 ECC, you should of course ideally starting from the position of having an outstanding Works Information, with the expectation that change should be fairly minimal once the contract is awarded. It is of course a good idea to lay down a few rules in respect of post contract change management for the ECC Project Manager (PM) to comply with, whether the PM comes from in-house or a consultancy.

Apart from key things like monetary thresholds, how about getting the PM to distinguish between necessary change and desirable change? Necessary change is just that, something that absolutely must be changed (because it's wrong, or ambiguous, or inconsistent, or was missed off, and so on). Desirable change is where the PM considers it is not necessary, just would be better (aesthetics, quality, longer life, easier to maintain, and so on). This would at least give a client the chance of distinguishing between must have and nice to have changes.