Project Close-Out Participant Manual - BUILT

Project Close-Out
Participants Manual
(B.U.I.L.T)
Business Unit Instructor Led Training
[This page is intentionally blank.]
Table of Contents
Course Overview............................................................................... PM p. 1
Topic 1: Project Launch .................................................................. PM p. 13
Topic 2: Start of Construction.......................................................... PM p. 23
Topic 3: 25% Complete ................................................................... PM p. 30
Topic 7: 98% Substantial Completion ............................................. PM p. 72
Topic 8: Final Completion ............................................................... PM p. 81
Topic 9: Post Construction .............................................................. PM p. 89
Wrap Up .......................................................................................... PM p. 97
Topic: Course Overview
Project Close-OutParticipant Manual
Project Close-Out
Presentation
(B.U.I.L.T)
Business Unit Instructor Led Training
Version 1.0
PM p. 1
Course Overview
Welcome
Introductions
Ground rules
Quick Question
Course Objectives
Course Outline
Warm up
Project Close-out--Sept. 2009
PM p. 2
Introductions
Name
How long have you been with Turner?
Current position
Project or department
When you think of close-out, what one word or

short phrase comes to mind?
PM p. 3
Ground Rules
Safety first
No cell phones, text messaging, or e-mail.
Breaks timing and frequency.
Return from breaks on time.
Ask questions when you do not understand

Everyone participates.
Make yourself comfortable.
PM p. 4
Quick Question
At what point during a construction project does
close-out start?
A. 25% construction
B. 50% construction
C. 75% construction
D. none of the above
_______________________________!
PM p. 5
Close-Out Begins at Day One . . .

Close-out performance can turn a project around.
(For better or for worse!)
Close-out starts early and ends at the end.
Make the plan; work the plan.
Set goals, make a plan, communicate early and often,
work the plan, and track progress.
Know and use the control tools available.

Be accountable and take ownership.
PM p. 6
Course Objectives
By the time you finish this course, you
will be able to:
Describe the tasks required in all

phases of the close-out process.
Define the type of documents and key
tools related to close-outtheir use
and importance.
Set and track goals for close-out.
Identify recovery strategies to get
close-out back on track.
Think Close-out!
PM p. 7
Course Outline
Topic 1
Topic 2 Topic 3
Topic 4
Topic 5
Topic 6
Topic 7 Topic 8 Topic 9
Project:
The Dunn-Wright Building
PM p. 8
Warm-up
What are the expectations for close-out?
For owners?
For the architect?
For Turner?
For the subcontractors?
What do we
expect?
Expectations for close-out:

____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
PM p. 9
The Close-Out Process Map
Close-out is a job-long process, not an end result.

10
PM p. 10
Close-Out Process
How is close-out like preparing for a triathlon?
11
Answer: Close-out and Triathlons
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
PM p. 11
Close-out Status Check

LAUNCH
% Complete
100%
90%
80%
70%
60%
Teamwork = CloseClose-out
50%
40%
30%
20%
10%
Financials
Engineering
Field
12
PM p. 12
Topic 1: Project Launch
Topic 1: LaunchLearning Objectives

You will be able to:
Identify Close-out activities related to
procurement.
Name the benefits of using digital services
(c.docs and e.docs)
Explain how to set a close-out strategy.
Identify insurance requirements you need
to know at start-up.
13
PM p. 13
Topic 1: Launch
Project Launch
Preconstruction & Procurement
Establish close-out strategy in contract

Assumptions and Qualifications (As and Qs).
Know and understand your documents.
Define project close-out requirements/goals.
Establish punch list procedure.
Write close-out requirements into
subcontracts. (Additional provisions)
Start Turner eDocs system (optional).
OCIP/CCIP Know the deal.
Consider owners audit requirements/special
considerations.
14
PM p. 14
Topic 1: Launch
Turner Digital Services

c.docs
Customized, Web-based tools for
launch, construction, and close-out
e.docsTM
Owners Web-based Digital Facilities
Manual
Launch / construction / close-out

Post construction
15
PM p. 15
Topic 1: Launch
Turner e.docsTM
Owners web-based digital
facilities manual
Simple, quick & easy access
No physical storage space
required
IntuitiveStaff will use
& like it!
Tool serves as on-going
information depository
Industry best practice!
16
PM p. 16
Quick Question
What does it mean to set strategy?
17
Setting Strategy:
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
PM p. 17
Topic 1: Launch
Close-Out Strategy
Set close-out goals.
Make detailed plan.
Include punch-list procedure.
Assign staff members.

Get buy-in from stakeholders in and out:
Turner jobsite staff
Client
Subcontractor
Document the plan on the project schedule.

Be accountable and hold people
accountable.
Define close-out
procedure early.
18
PM p. 18
Topic 1: Launch
Financial Startup- CCIP/OCIP

Know the Deal
From the Owner Contract, how is CCIP or OCIP to be
handled on the Project? (for example, charged to the
Owner and collected by Turner)
Percent of Volume (at what rate)?
Blended Rates (at what rates)?
At what Rates are you being charged for Workers

Compensation & General Liability insurance (from
FINAL Insurance Cost Calculator (ICC) and
InterCompany charges)?
Be aware of documentation in preparation for audit.
Watch out for open claims.
19
PM p. 19
Participant worksheet
Exercise: Set Close-Out GoalsDunn-Wright Building
Discuss the following items as a team. Write down your answers on the flipchart, and
identify one person on your team who will present your conclusions to the entire group:
1. Each person at the table will assume the role of a key Turner project jobsite team
member. For this exercise, think and act as if you were assigned to this role on this
project. Starting with the person whose birthday is closest to today, and then going
around the table clock-wise, assign roles as follows: (Note: The roles are listed in priority
order, so if there are four people at the table, assign the first four; if five, assign the first five, and so forth.)
First person: Project Manager. Second person: Project Executive. Third

person: Project Superintendent. Fourth person: Project Engineer. Fifth
Person: Project Accountant. Sixth Person: Cost Engineer.
2. As a project team, define your close-out goals. What do you want to accomplish in:
Timeline What is your goal for completion date?

______________________________________________________________
Client Expectations What is your goal for providing a quality close-out

product?
______________________________________________________________
Internal Expectation What do you expect of each team member?

______________________________________________________________
Best Practices What will you do that has worked well in the past?
______________________________________________________________
Pitfalls What will you avoid that has caused problems in the past?
_____________________________________________________________
3. Now that you have identified your goals, what are your first steps getting started?
______________________________________________________________________
______________________________________________________________________
PM p. 20
Topic 1: Launch
Exercise: Set Project Close-Out Goals

Table Timeline
What is your goal for completion date?
Client Expectations
What is your goal for providing a quality close-out
product?
Internal Expectation
What do you expect of each team member?
Best Practices
What will you do that has worked well in the past?
Pitfalls
What will you avoid that has caused problems in the
past?
21
Topic 1: Launch
Exercise: Set Project Close-Out Goals (continued)

Now that you have identified your goals, what are
your first steps getting started?
What key learnings can you take away from this
exercise?
Key Learnings
22
PM p. 21
Topic 1: LaunchReview
Name three things you have learned
about close-out activities during
launch.
23
Three things I have learned about Project Close-Out during Launch:
1.
2.
3.
PM p. 22
Topic 2: Start of Construction
Topic 2: Start of ConstructionLearning

Objectives
Explain the use and value of the
Contract Items List throughout the
project and for close-out.
Name other tools used during Start of
Construction and explain their influence
on close-out.
24
PM p. 23

Start of Construction
Site Prep
QC check each Subcontractors
Schedule of Values.
Create Contract Items List.
submittals, reports, O&M's, keys
Hold Subcontractor Kickoff

Meetings.
Create a Change Order Request
(COR) for every allowance.
Setup the Budget.
Minimize Phases
25
PM p. 24
Key Tool: Contract Items List

List all contract deliverables.
Examples: Monthly Reports, Shop Drawings, Records of
Training, O&M information, LEED submittals, As-Builts
Review with the owner, architect, and engineer.

Submit the list, and all deliverables, for review.
Track approvals in weekly OAC meetings.
26
PM p. 25
Exercise: Contract Items List
27
PM p. 26
Other Tools
Detailed submittal delivery schedule
Subcontractor kickoff meeting
Subcontractor Billing Schedule of Values
Close-out documentation
Punch list completion
For CCIP projects, Insurance Cost amount shown on
Form 36, Article 23
28
PM p. 27
PM p. 28
Quick Review
1. What is included in the Contract Items List (CIL)?
2. When should it be compiled?
3. Who should review the CIL?
4. What is the Submittal Log?
5. Are all items on the Submittal Log included in the CIL?
6. To whom should the detailed submittal delivery
schedule be submitted and why?
29
PM p. 29
Topic 3: 25% Complete
Topic 3: 25% CompleteLearning Objectives

Explain what a close-out matrix is, how
it is used, and why it is a key tool for
close-out.
Describe the use of other tools (closeout files, O & M Manuals, etc.)
30
PM p. 30

25% Complete
Frame and Structure
OCIPCheck in with Owner.

CCIPUpdate Audit Sheet.
Setup Close-out Matrix document.
Put close-out activities in Master
Schedule.
Set up close-out files (including scope
reconciliation notes).
Identify 10 subcontractors for early

close-out.
Settle Issues early & often.
31
PM p. 31
Quick Question
What do you do about identifying subcontractors
for early close-out if the contract prohibits it?
32
Answer:
____________________________________________________________
____________________________________________________________
____________________________________________________________
PM p. 32
Key Tool: Close-Out Matrix

Divide up contract deliverables by assignment.
Include Turner on the list.
Track and document completion.

Enlarge and post on conference room wall.
33
PM p. 33
Key Tool: Close-Out Matrix (continued)
36
Top
Topicic3:3: 25%
25%Co
Compl
mplete
ete
Key
Key Tool:
Tool: Close-Out
Close-Out Matrix
Matrix (continued)
(continued)
Field
Field
Engineering
Engineering
Financials
Financials
Project
Project Close-out--Sept.
Close-out--Sept. 2009
2009
34
34
PM p. 34

25% Construction
% Complete
100%
90%
80%
70%
60%
Teamwork = Close-out
50%
40%
30%
20%
10%
Financials
Engineering
Field
35
Why is tracking these items important for successful close-out?

____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
PM p. 35
Other tools
Establish close-out files.
Identify early close-out subcontractors.
Keep current with subcontractor change orders.
Write subcontractor change orders by time period.
36
PM p. 36
O&M Manuals
Establish expectations with client for format,
review and approvals.
Paper, electronic, or both?
Reviewed/approved by owners, maintenance
representatives, commissioning agent?
Communicate requirements to subcontractors.

Group manuals together, organize, and put
Turner labels on front.
Have them available for demonstration.
37
PM p. 37
Group Question: Working with the Design Team

Situation: The Dunn-Wright project has progressed slowly since the Launch, is now
about 25% complete, and barely on schedule. Some non- critical path activities are
threatening to become critical. The Architect/ Engineer is stretched thin and is taking
longer than normal to review submittals and respond to RFIs. The project is for a repeat
Client, and the future has good potential for continuing work.
The relationship with the Architect/Engineer has been eroding and there is a long
way to go to completion.
The Superintendent Project Engineer relationship is getting stressed due to this
slow delivery of information. Subcontractors are saying You are holding me up.
There is one assistant each to the Superintendent and the Engineer, and they can
see the internal pressures building as the external relations get stressed.
The people involved in this situation are:
Project Engineer Experienced and thorough. Knows right and does right, and is
methodical.
Superintendent The more dynamic of the duo, and at times (too) aggressive with
his own team. Will push hard for the project and expects all others to do so too.
Project Manager A manager in training with good construction skill and knowhow.
Assistant Engineer/ Assistant Superintendent. each is an up and comer and
very willing to step up to help out. Both need direction in how to contribute their extra
effort.
Architect Very adept and interested, but even more methodical and restrained
than the Project Engineer.
Owner An executive who does not concern himself with project details, just the big
picture.
Questions:
1. Assuming the problems cannot be eliminated entirely, what does the Project
Manager do with the Superintendent and Engineer to minimize the resulting friction
and maintain the Plan?
2. How does the Engineer get the maximum performance from the Architect/Engineer
under the circumstances?
3. What can be assigned to the assistants to maximize Turners performance?
4. What special role must the Project Executive/Project Manager assume in this case?
How is the relationship recovery plan enacted at 25% complete?
PM p. 38
Topic 3: 25% CompleteReview

What key concept have you learned thus
far that you can put to use right away?
39
What key concept have you learned thus far that you can put to use right
away?
PM p. 39

Review CCIP and OCIP requirements so far
and explain the importance of knowing the
deal.
Explain the importance of being prepared to
close the job with the owner at any point
during the project.
Name the key deliverables for this phase of the
project.
40
PM p. 40

50% Complete
Enclosures
Status each subcontractor (including
allowances).
Track project cost & close-out

status.
Reduce retainage.
Hold Internal Close-out Meeting.
Submit O&M's, warranties, & Asbuilts for approval.
41
PM p. 41
Key Objective: Know the Deal

Know where you stand with the Owner at all
Times: Complete & Accurate COR Log
What is at risk? CORs? GC/GR Costs?
Know where you stand with your

subcontractors at all times.
Have the right tool that works for your BU
Example: Boston PCA
Have the ability to make a profitable deal

at any moment.
-42-
42
PM p. 42
PCA Tool
43
PM p. 43
Key Deliverables 50% Phase

Hold follow-up internal Close-Out Meeting.
Dry-run example of O&M manual for review and
acceptance.
Schedule submission of O&M manuals and As-builts for
review and approval.
Collect and submit this documentation from early
trades.
44
PM p. 44
Key Deliverables 50% Phase (continued)

Submit close-out letter to subcontractors.
Update subcontract status including allowances.
Reduce retention on current trades, with

incentive to deliver documentation.
Retainage reductions need to be justified!
45
PM p. 45
Subcontractor Close-Out Meeting

Agenda
Subcontract current payment status
Original Subcontract Value + Subcontract Change
Orders
Including Reserve Held
Open Items
From Subcontractor Outstanding Change Order Log
TCCo Open Items

Current Status of Subcontract Allowances
Status of Deliverables
Reference Close-Out Matrix
Work to Complete, if applicable

Punch list, if applicable
-46-
46
PM p. 46

50% Construction
% Complete
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
Financials
Engineering
Field
47
PM p. 47
Exercise: Dunn-Wright Building Schedule

Break up into groups of 4, discuss and write at least 5 additions to this schedule that
would enhance the close-out procedure. Be prepared to present the positive items
shown in the schedule and how each of the new items improves the close-out process.
This process should only take 10 minutes.
Each person at the table will assume the role of a key Turner project jobsite team
member.
Review the Dunn Wright Schedule and identify 3 positive activities as it pertains to the
close-out process.
1.___________________________2.______________________3._____________
As a group add at least 5 activities that would enhance the close-out process.
1_________________________________________________________________
2_________________________________________________________________
3_________________________________________________________________
4_________________________________________________________________
5_________________________________________________________________
How long should the close-out take to get complete and boxed up following the
completion of the work?
______________________________________________________________________
______________________________________________________________________
What are the determining factors for the time it takes to close out a project, after
completion of the work?
______________________________________________________________________
______________________________________________________________________
Best Practices What is the best practice of using a schedule and how does that apply
to close-out?
______________________________________________________________________
______________________________________________________________________
Pitfalls Identify how an incomplete schedule can hinder the progress of close-out.
______________________________________________________________________
PM p. 48
Exercise: ScheduleKey Learnings

What key learnings can you take away from the
Schedule Exercise?
49
PM p. 49
Topic 4 : 50% CompleteQuick Quiz

Write down 3 quiz questions about
something we have covered thus far and
the answers.
50
Quiz Question #1
Answer #1
Quiz Question #2
Answer #2
Quiz Question #3
Answer #3
PM p. 50

Name 8 close-out activities that need to
take place during this phase.
Describe CCIP and OCIP activities that
occur during this phase.
Explain start-up, commissioning, owner
training, and inspection activities that
take place during this phase.
51
PM p. 51

75% Complete
Finishes
OCIP/CCIP--Know the financial status.
Start Work-to-Complete List.
Establish punch list process with team.
Establish C of O Process with authorities.
Make Systems Start Up Check List.
Coordinate with Commissioning Agent.
Begin training, testing & certifications.
Submit Attic Stock (get signatures).
Discuss "Day Two" Work with Owner.
52
PM p. 52
CCIP& OCIP Close-out

CCIP Audits
Initially every few months
By 75%, every month
OCIP Audits As required by the Contract

CCIP/OCIP Financial Reconciliations
Know where you stand.
Final Subcontract Change Order (SCO)

Use Prolog standard which includes language that protects
Turner.
Issue a No Dollar Insurance Cost SCO if only the Insurance
Cost amount is changed
53
PM p. 53
Start-Up
Identify systems/ equipment requirements.
Determine milestones for Start-Up activity.
Track progress toward and through Start-Up.
Engage Subcontractors, Vendors and Owner

personnel.
Document accomplished Start-Up activity.
54
PM p. 54
Commissioning
Identify systems/ equipment
requirements.
Understand the Commissioning
process and scope.
Assist in determining the

Commissioning Milestones:
Design, approval, construction &
operational phases
Engage Subcontractors, Vendors,

Owner & Commissioning agents.
Track progress toward and through
Commissioning.
Establish and monitor item by item
start-up log, if required.
55
PM p. 55
Owner Training
Document attendancesign-in sheet.

Schedule systems/ equipment requirements.
Determine milestones for training activities.
Engage Subcontractors, Vendors & Owners
personnel.
Document accomplished training.
Track progress of training.
Provide manuals, instructions & video recordings.
56
PM p. 56
Authority Having Jurisdiction (AHJ) Inspections

Make the relationship.
Inspectors are government employees.
Know the expectations and limitations

Prepare for and assist.
Maintain a log of all inspections.

Each inspection is an opportunity to build
credibility and trust.
Pretest
Invite them in for pre-inspection.
(continued)
57
PM p. 57
Authority Having Jurisdiction (AHJ) Inspections

(continued)
Requirements determined by code/ municipal

ordinance
Provides Owner permission to occupy for intended use.
Determine milestones for Certificate of

Occupancy.
Identify all pre-requisite inspections.
Avoid the potential pitfalls of a Temporary Certificate of
Occupancy.
58
PM p. 58
Work-to-Complete List
Our start to the completion process.
A sharp tool or a dull blade?
Anticipate areas/ phases of completion.

Start it early.
Confirm punch list schedule.
Monitor and measure progress.

Update it oftenat least weekly.
Complete prior to the punch list.

Must engage subcontractors.
Allows us to build credibility with the Owner &

A/E.
59
PM p. 59
Attic Stock
Buy it in the contract.
Pick up requirements in the specs.
Set up with the owner where to stock it.
Turn it over early while the subcontractors are
still on the job.
Attic Stock is the owners property.
Do not confuse with the subcontractors leftovers.
Treat it like the finished product it is.
Get all turnovers of property documented.
60
PM p. 60

75% Construction
% Complete
100%
90%
80%
70%
60%
Teamwork = CloseClose-out
50%
40%
30%
20%
10%
Financials
Engineering
Field
61
Draw a line on the above status check to indicate what you think the status
of each item is at 75% construction.
PM p. 61

What 3-5 things have you learned today
that you want to tell others about?
62
What I have learned today that I want to tell others about:

1.
2.
3.
4.
5.
PM p. 62

Name 6-8 best practices related to the
punch list.
Identify recovery strategies that you can
use to get close-out back on track.
63
PM p. 63

95% Complete
Punch list items have all been
identified.
Obtain AHJ (C of O) approvals.
Operations personnel trained.
Deliver maintenance books.
Transfer utilities and insurance
to Owner.
Owner controls access.
64
PM p. 64
Key Tool: Punch List

Review procedure in the contract.
One listcompiled by the Architect/Engineer and Owner
Publish it within 24 hours.
Involve subcontractors immediately.
Update it on a scheduled, regular basis

Monitor and measure progress.
Make efficient use of manpower during the punch phase.

Saves everyone time and money.
Kill it before it kills you.

The best punch list is no punch list.
Do not let punch list delay the completion and turnover

of a well planned and conducted job.
65
PM p. 65
Punch ListRole Play

The Dunn-Wright project has reached the stage of substantial completion and all earlier
close-out milestones have been met. The punch list procedure was not defined by
contract, but the process has run its course and the resulting punch list is 90+%
complete.
Now, with the User Groups getting to see their near-completed space, a second,
unanticipated punch list has been prepared. The Architect has been only too happy to
oblige the Clients end-of-job interest and has been issued this second punch list to
coincide with the time of Substantial Completion. The contract does involve Liquidated
Damages for late turnover, and it is now clear the second punch list may delay final
completion.
Assign roles: (Note: The roles are listed in priority order, so if there are four people at the table, assign the first
four; if five, assign the first five, and so forth.)
Superintendent already tasked with inspections for Substantial Completion; now has
new punch list work to deal with in the race to maintain scheduled final completion
Assistant Supt. has been primarily involved in the site work at this stage
Project Engineer first project of this size.
Project Executive/ Project Manager Project Manager role has single project
responsibility and needs to define his contributing role in this situation; Project Executive
is too busy to do more than dictate we must get done on time, we cannot absorb LDs.
Architect has aligned himself with the Owner in producing the second punch list;
wants to make certain the Owners last impression is very positive of his efforts. To date
has had a good relationship with Turner, but is a stickler for detail.
Owner Owner now has become very interested due to the User Group input received.
He does not see this second punch list as a big deal, and very anxious to occupy.
Subcontractorhas already done one punch list and is not interested in doing it again.
Using the tasks/questions on the next page, conduct the role play and then discuss.
PM p. 66
Exercise: Punch List

Tasks:
How must the Turner staff approach the punch

list performance with the architect?
subcontractors?
How can the Superintendent create the needed
order from the chaos of a significant punch list?
Who else on staff can help to spread the load of
the punch list work and assist in the punch list
process? Conversely, who should not get
involved to maintain their close out focus?
Could this late bump in the road have been
avoided?
67
PM p. 67
Group QuestionProject Engineer Transferred!

The Dunn Wright project has progressed well from the Launch through the present
status @ 95% complete. The Turner project team is up to date on scheduled close out
tasks.
The project engineers spouse has just gotten the offer of a lifetime and is joining the
Presidents administration in Washington. His/ her family has young children and is
committed to staying together as a unit, so they must move and the engineer is
transferred immediately.
There is only one lightly experienced assistant engineer and no one is readily available
as a substitute for the engineer. The team must pull together in the home stretch to
achieve completion and maintain the close out program
Roles:
Project Engineer Was very much in control, but now has been transferred.
Superintendent Seasoned and skillful builder.
Project Executive/Project Manager Both are multi-project responsible and this
project to date has not demanded of them.
Assistant Engineer An up and coming administrator, but lacking in experience particularly in close out activities.
Assistant Superintendent Has broad project experience and is ready for promotion.
Accountant Very skilled and independent operator. Solid performer with the original
Superintendent Engineer team.
Tasks:
1. How does the Project Executive/Project Manager reallocate the project
engineers responsibilities?
2. Who should assume the COR and A/L processing?
3. Who should pick up the As-built and O&M collection?
4. What can the Superintendent do to lighten the engineering load?
5. Who can handle the dwindling submittal tasks for the interior finishes?
PM p. 68
Day TwoGroup Question Activity
From project launch the project staff at the Dunn Write Building have
properly set-up and planned their project with close-out in mind.
The project is on time and on budget and staff have their sights for a
timely close-out.
The owner recently walked the site and noticed that he would like to
reconfigure his office. This would require removing adjacent walls, the
introduction of an above ceiling AC Unit, (the unit carries a 12 week
lead time from receipt of approved product data), sprinkler head,
lighting relocations and carpet replacement.
Questions:
What is the impact of owners decision on close-out?
What is the project teams next course of action to try and maintain the
close-out schedule?
69
PM p. 69

95% Construction
% Complete
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
Financials
Engineering
Field
70
PM p. 70

What have you learned so far that you want
to teach to others? Explain your choice.
71
What have you learned so far that you want to teach to others? Why?
PM p. 71
Topic 7: 98% Substantial Completion
Topic 7: 98% Substantial CompletionLearning

Objectives
Name 5 best practices for this phase.
Certificate of Substantial Completionexplain
what it is, how it is used, and why it is
important for a successful close-out.
Understand upfront the conditions of

Substantial Completion.
Identify items required to financially close-out

a subcontract.
72
PM p. 72
Topic 7: Substantial Completion 98%

Substantial Completion 98%
Financially close out 50% of

Subcontracts.
Submit final updated O&Ms & As-builts.
Complete final CCIP Audit.
OCIPFollow Owners close-out
procedure.
Establish Warranty Management
Process.
Receive Certificate of Substantial
Completion.
73
PM p. 73
AgendaSubcontractor Close-Out Meeting

Update close-out status sheet.
Review all open itemsAND WORK TO
CLOSE THEM!
Issue final subcontract change order/SIL.
75
PM p. 74
Subcontract Financial Close-Out Package

Subcontract Close-Out Letter (Final Status
of Deliverables)
Attachment I Financial Summary
Attachment II Consent of Surety (AIA
G707)
Sign Attachment III Lien Release
76
PM p. 75
Subcontractor Final Financial Documentation

Final Payment Approval Letter
Subcontractor Final Application for Payment
Final Release of Lien/General Release
77
PM p. 76
Certificate of Substantial Completion

Defined in contract termswhat it means to Owner, Turner
and subcontractors.
Complete Certificate of Substantial Completion checklist.
Review milestones for substantial completion.
The Certificate of Completion typically issued by Architect
to Owner & Turner.
Track progress toward goal of substantial completion.
Make all parties aware of implications of substantial
completion.
Establishes beneficial occupancy start of warranty/guarantee
periods, end to liquidated damages, end of builders risk
coverage.
Turner plans, coordinates, leads, and documents.
74
PM p. 77
Certificate of Occupancy
Issued by authority having jurisdiction to Owner
Recognize remaining activities necessary for the
Certificate of Occupancy, including Owners.
Maintain relationships with all authorities
involved in inspections.
Turner plans, coordinates, leads, and documents.
78
PM p. 78

98% Construction/Substantial Completion
% Complete
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
Financials
Engineering
Field
80
PM p. 79
Topic 7: Substantial CompletionReview

List 10 things you have learned today
about close-out that you did not know
before.
81
1.
6.
2.
7.
3.
8.
4.
9.
5.
10.
PM p. 80
Topic 8: Final Completion
Topic 8: Final CompletionLearning Objectives

Name the items required for a project to be
considered in the final completion phase.
Explain the importance of timely delivery of asbuilts.
Name best practices for turnover manuals
what is included and how should they be
stored?
Explain the importance and use of the 540
Form and the subcontract final payment
application.
82
PM p. 81
Topic 8: Final Completion 100%

Final Completion 100%
Completed punch list.

Deliver all contract items.
Negotiate final contract value.
Issue final change order.
Get the last 2% done!
83
PM p. 82
As-Builts
Start with Contract Items List.
Consider 3D BIM Model, for coordination.
Confirm that final As-Builts comply with project
requirements established at 50%.
Follow-up for receipt and acceptance of final AsBuilts (transmittal process)
84
PM p. 83
Turnover Manual
Keep copies of key turnover documents in a
smaller Quick Reference manual:
Substantial Completion certificates

Certificates of Occupancy
List of Subcontractors and Vendors
Warranties and guarantees
Review for completeness and compliance.
Meet with Owner and Architect to review together.
Do not forget the Subcontractors one-year guarantee letter.
Separate document from Manufacturers warranties
Make sure warranties and guarantees only name the Owner (not
Turner).
Punch list signoff

Other items per Close-Out Manual
85
PM p. 84
Form 540
Documents all subcontract deliverables received

Releases final payment to subcontractor
Review with project team
CCIP projects- review with CCIP coordinator
Subcontractor Rating form
Attach signed releases from subcontractor closeout package
Full close-out package:
Copy of general release and any owner-specific release
Copy of executed package into subcontract file
86
PM p. 85
Turner Final Payment Application

Final Reconciliation of Costs
Documentation Requirements Check your
Contract!
Put 540 rating form into SharePoint and
make it searchable.
-87-
87
PM p. 86

Final Completion
% Complete
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
Financials
Engineering
Field
93
PM p. 87
Topic 8: Final CompletionReview

How has what we have done today been
like preparing for and participating in a
triathlon?
89
CLOSE-OUT and TRIATHLONS
PM p. 88
Topic 9: Post Construction
Topic 9: Post ConstructionLearning

Objectives
Name 4 best practices for this phase
and explain their importance.
Explain what is meant by Close-out
aint over until its over.
90
PM p. 89

Post Construction
Perform 10-Month Walk
Through.
Manage warranty calls.
Retain/store project records.
Document lessons learned &
best practices on TKN.
92
PM p. 90
Topic 9: Post Construction Opportunities

Owners are the next client and/or reference.
Potential clients for life
Address issues promptly.
93
PM p. 91
Warranty Management
Objectives:
Streamlined, transparent process for
owner issue reporting and resolution
Accountability/Risk Management
Promptly identify & resolve issues,
especially
Moisture and water events and Life Safety issues
Anything impacting owner operations
Improve post construction satisfaction
94
PM p. 92
Turner FMS Warranty Management System

Business Unit decision to use this.
Web-based, database driven
Scalable, Turner-compliant data sets
TCCo Job #s
TCCo BUs
Subcontractors from TurnerTalk
Service Requests logged and tracked to completion
Workflow through TCCo and escalations to
subcontractors automate process
95
PM p.93
The 10-Month Walk Through

Project required to set-up and perform
assessment
Purpose:
To review conditions before warranty expires
To put on notice any subcontractor or manufacturer
before warranty expires
Provide service to client to avoid unnecessary
operational expenses
Addressing the failures under the warranty

protects Turner down the line.
Maintains positive relationship with Owner and
avoids legal risk
96
PM p.94
Records Retention
Comply with contract and state statutes
Use Turners Uniform Filing Code
Consider electronic archiving
Cost savings
Easy access, searchable
Turner e.docs or simply electronic pdf files
Include cost in the GR projections to

complete
Make a clean index.
97
PM p. 95
Topic 9: Post ConstructionReview

What is the most important thing you have
learned about close-out during post
construction?
98
Close-out during post constructionmost important

idea/concept/tool:
PM p. 96
Wrap-Up
Wrap-Up
How
How do
do you
you eat
eat an
an elephant?
elephant?
ANSWER:
ANSWER: ___________________________________
___________________________________
Project
Project Close-out--Sept.
Close-out--Sept. 2009
2009
99
99
PM p. 97
Wrap-Up
Close-out_________________________!
Keep your eye on the prize!

A successful project!
A satisfied Owner!
More business!
100
PM p.98
Wrap-Up
Exercise: Goals Check and Lessons Learned

How did your team perform compared to the
goals you set at the beginning of the course?
If you could have known at the beginning about
all the unexpected changes, what would you have
done differently?
What have you learned during the presentation
and during the exercises?
(continued)
102
PM p. 99
Wrap-Up
Exercise: Goals Check and Lessons Learned

(continued)
What changes will you implement back on your
project?
What can you do at your project to better prepare
for the unexpected?
What changes would you make to this course?
Is there anything else you would like to share
with the class?
103
Course Objectives
Describe the tasks required in all phases of the close-out process.
Define the type of documents and key tools related to close-out
their use and importance.
Set and track goals for close-out.
Identify recovery strategies to get close-out back on track.
PM p.100
Wrap-Up
Insights Gained TodayProject Close-Out

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
PM p.101
Wrap-Up
PM p. 102
Wrap-Up
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Topic: Course Overview