Business Center

Execute: FIR, FOR, AD

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Execute is the process by which the project team performs the work to complete the project (i.e., plan sheets, specs, site data, surveys, reports, clearances, etc.). For more definition on the different types of specifications, click “HERE.” It encompasses the FIR, FOR, and AD milestones.  More information for each Specialty Unit and its role is available by clicking on the corresponding link, listed on the left. 

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The Project Manager’s Role in Executing the Project includes:

  • Procurement: Execute contracts and/or task orders for consultants and/or procurements, per the Procurement Plan and use the Task Order Tracker to monitor the status of contracts and task orders including contract end dates, amount spent to date, progress toward DBE goals, etc.

    The PM needs to prepare documentation and work with Engineering Contracts, the Engineering Estimates Group and others (see the Advertisement Checklist), to advertise the construction contract and award the contract.  On occasion, the PM may need to support one or more unique situations, described in the documents below:

  • Communications: Holding regular Project Team meetings is an important element of communications. Best Practices include:                                             
    • Use a consistent meeting agenda format (see Meeting Agenda Template)
    • Identify, record and track action items, changes, etc. Use the Action/Issue/Decision-Change Log to track concerns to closure.     
    • Manage issues. Make sure that your team understands when an issue needs to be escalated. 
    • For comment review meetings, use a Review Comment Summary/Resolution form. Require reviewers to provide comments several days prior to meetings so that the PM can determine how to dispose each comment.  The PM can limit meeting discussions to questions and comments that are not incorporated.  This will help make meetings more efficient.
  • Communications: Provide information to stakeholders as planned.  Maintain a Communications Log to track important interactions, communications, and correspondence:
    • Document written communications including emails. Remember that emails and informal notes are discoverable - be careful about what you write!
    • Document crucial conversations. Be sure to follow up important verbal conversations with an email to clarify mutual understanding of the conversation, validate commitments, etc.
    • Document interactions with internal and external Stakeholder
  • Quality: Conduct QA/QC activities as planned; update the QA/QC Tracking Matrix. The milestone meetings also represent important opportunities to perform QA/QC during the design lifecycle. Descriptions and agendas for these are linked to in the “Tools” at the top right of this page.

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