Project Coordination

Coordinating a building-wide service program across 300 client accounts

Role

Administrator (project coordination)

Timeline

Annual program · 5-day delivery window

Overview

Coordinated the annual building-wide maintenance program for 300 client accounts in a high-volume downtown Toronto building. Every space required scheduled entry, so the project depended on budget approval, clear communication with 600+ clients, controlled access, and close daily tracking with the vendor to finish within a five-day window. Getting into each space the first time was the main driver of both cost and schedule.

Project at a Glance

Scope

300 client accounts, 600+ clients

Schedule

5 days, about 60 accounts a day

Daily crew

2 vendor technicians + 1 security escort

Stakeholders

Clients, management, senior leadership, the vendor’s Project Manager and technicians, security

Cost of a missed visit

$240+ per follow-up visit (2-hour minimum at $120/hr plus travel and materials), plus a security escort at a 2-hour minimum ($28/hr + tax)

Project Goals

• Make sure all 600+ clients knew the entry schedule and how to prepare
• Complete the work for all 300 accounts within five days
• Track progress daily and keep the project on schedule
• Keep regular communication with the vendor’s Project Manager
• Identify and resolve issues or delays as quickly as possible

Key Activities

• Obtained the work order and quotation from the vendor, reviewed costs against the approved budget, and secured approval from management and senior leadership
• Built the schedule around daily capacity: two technicians and one security escort completing about 60 accounts a day
• Sent electronic entry notices to all clients with a preparation checklist
• Posted hard-copy notices in high-traffic common areas and at the front desk so every client received the information
• Arranged security escorts for technicians entering spaces when clients were not present, following the building’s access procedures
• Tracked daily progress with the vendor’s Project Manager: technicians on site, accounts completed, and spaces that could not be accessed
• Logged every access issue and its cause (client illness, blocked access, locks changed without notifying management) for follow-up and future planning
• Reduced follow-up visits through clear preparation checklists and early follow-up with clients
• Grouped follow-up visits (up to five a day) to make the best use of vendor and security time
• Stated in client notices that clients who had changed their locks must provide access, avoiding a $260 contractor lock change per account
• Obtained the final report from the vendor’s Project Manager and documented outstanding deficiencies and accounts needing follow-up visits

Outcomes

• All 300 accounts completed within the planned five-day schedule (about 60 a day)
• 600+ clients informed through digital and physical notices, with minimal disruption
• Fewer than 10 of 300 accounts needed a follow-up visit (about 97% completed on the first visit), which kept follow-up costs to roughly $3,000 (about $240 in vendor charges plus about $56 for a security escort, before tax, per visit)
• Locked-door access handled under the client-responsibility policy, avoiding $260-per-account contractor lock changes
• Documented close-out with a deficiency list for follow-up and a record for next year’s program

Skills Applied

• Project Planning & Scheduling
• Resource & Capacity Planning
• Budget Review & Cost Control
• Vendor Coordination
• Stakeholder Communication
• Progress Tracking
• Issue Logging & Resolution
• Project Close-out