Page 15 - Landscape SA 98

FEATURE

PROJECT MANAGEMENT IN

LANDSCAPING

roject management is the application of knowledge, skills, tools and techniques
Prequired to meet and execute a project’s requirements. It is a discipline and systematic
process falling into five groups namely initiating, planning, executing, monitoring and
closing.

Landscape SA asked a few industry players for their views on the subject, pertaining
specifically to project management in a landscaping context. The participants were: Johan
Barnard (JB) of Newtown Landscape Architects, Jo-Anne Hilliar (JH) of Landscape Design
Consultants International, Dez Whitehead (DW) of Bidvest TopTurf and Elton Fohren (EF)
of FSG Property Services Landscaping Division.

Q: Please define project management in should then know their contractor very frame set out, attendance at all meetings
a landscaping context well. with client and installation contractors,
JB: Pro-actively lead and manage the JH: In most cases, particularly with regard a good understanding of the work to be
planning, design and implementation of to a large contract, a project manager is a achieved, being able to direct team leaders
landscapes, including the hand-over to wise decision in terms of overseeing and regarding how the planting processes and
the client. making sure that the installation is on track lawn installation has to be undertaken, a
JH: It is the overall management of a and that delivery to the client is going good presence on site at all times, good
contract, taking into account all aspects to be on track. There are circumstances communication with the client at all times,
concerned with the acceptance of the where this might not be necessary, advising the client of any issues that may
contract conditions and making sure that particularly if a consultant is on board or affect the contract installation, dealing
those condition are adhered to at all times, if the existing contractors have the ability, with all labour issues and potential issues
with regular client feedback. understanding and management team to that could cause problems with the
DW: In our industry, a new landscape run the project, and are familiar with the contract, communicating these issues to
installation is often undertaken as a sub- sites. the client and still ensuring that the work
contract to the main contractor. The DW: This depends on the scale of the is completed on time, having a good
management of the sub-contract requires project, but as soon as more than one relationship with other contractors on the
interaction with the client’s professional party is involved in the project, a project site, particularly building contractors, and
team to co-ordinate the installation, manager from each company to co- working effectively with them, ensuring
ensuring that deadlines are met and that ordinate the work becomes an important that all plant material is correctly stored
work is done in a certain sequence, in factor. and looked after prior to installation,
conjunction with the main contractor’s EF: Yes, for any large-scale landscape handing over the project correctly to the
time lines. This leads to the completion of installation it is necessary. It may not be client and ensuring that the stipulations of
the project sa a whole. necessary for smaller projects but quality the contract have been met.
EF: Landscape project management control and deadlines are still important, DW: Co-ordinating the programme,
entails direct interaction with the client, so it would always have a direct influence ensuring that staff are working on
landscape architect, quantity surveyor on any project – big or small. prioritised activities at the right time,
and main contractor. Many different planning lead times and ordering the
relationships are developed on a large Q: What specific tasks are involved in correct material for the project, liaising
construction site and the landscape landscape project management? with the rest of the professional team to
project manager is responsible for JB: There are too many to list but important ensure that the technical detail of the
ensuring that deadlines are met through ones to start with are appropriate design is implemented, ensuring that the
management of project time lines. Quality budgeting, service co-ordination, claims for work completed are submitted
control is of utmost importance to deliver design integration, sustainability, design and that payment is effected, ensuring
to the standard expected by the client and development with other consultants’ that health and safety regulations are
landscape architect. input, ways of procurement, programming, adhered to.
supervision, resolving issues between EF: Direct communication with all parties
Q: Should a project manager always be landscape and other contractors, on site, health and safety requirements,
used for a landscape installation? Are inspection, quality control, sign off and staff management and task delegation
there circumstances where this might then hand over. to teams, management of quality control
not be necessary? JH: Specific tasks include a good systems, quality control of plants, soil
JB: Yes, such a person should be identified understanding of the contract to be improvements and workmanship, time-
but smaller and less complex projects serviced, adhering to all the contractual line management of tasks, ordering of
might not need one. However the client obligations, and according to the time materials and ensuring timeous delivery to

Landscape SA • Issue 98 2021 13