The typical project-management model includes a project manager, architect, general contractor, construction manager or owner’s representative as an agent of the owner. However, there may be circumstances when third-party interests will require an ongoing interaction with the project team.
A Project Monitor provides just such a role. For example, the City of Cleveland — thru the Mayor’s Office, or executive branch — was, or is, responsible for the development and management of both the $350 million New Cleveland Browns Stadium; the $1.4 billion expansion of Cleveland Hopkins International Airport; and, the $1.0 billion capital improvements program at the Division of Water.
However, on all of these massive and complex public-works projects, the legislative branch — in this case, Cleveland City Council — demanded a special oversight presence.
The Project Group has served as City Council’s project monitor on all these developments. We represent the needs and interests of the Council by monitoring project schedule; budget; and, compliance with EEO contractual goals and workforce utilization goals for minorities, females and City residents.
Alternately, the Cleveland Metropolitan School District and the Indianapolis Public Schools required a specialized project monitor to ensure EEO compliance with their respective goals.
The Project Group has developed proprietary software and information-management systems to perform these assignments. We report our observations and analyses directly to the institutional leadership — and interact with that leadership on policy initiatives and the legislative agenda.