construction process ok

8/8/2019 Construction Process Ok

1/61

Chapter 5:

Construction Process

by Syed Burhanuddin Hilmi Syed Mohamad


2/61

Project Format

The construction industry is generallyfocused on the production of a single andunique end product.

The product of construction industry is afacility that is usually unique in design andmethod of fabrication.

It is a single one-off item that is stylized interms of its function, appearance andlocation.


3/61

Project Development

Construction projects develop in a clearly

sequential or linear fashion.

The general steps involved are as follows: A need for a facility is identified by the owner.

Initial feasibility and cost projections are

developed.

The decision to proceed with conceptual

design is made, and a design professional is

retained.


4/61

Project Development

The conceptual design and scope of work aredeveloped to include an approximate estimateof cost.

The decision is made to proceed with thedevelopment of final design documents, whichfully define the project for purposes ofconstruction.

Based on the final design documents, theproject is advertised and proposals to includequotations for construction of the work aresolicited.


5/61

Project Development

Based on proposals received, a constructor is

selected and a notice to the constructor to

proceed with the work is given. The proposal

and the acceptance of the proposal on the partof the owner constitute the formation of a

contract for the work.

The process of constructing the facility is

initiated. Work is complete and the facility isavailable for acceptance and occupancy.


6/61

Project Development

In complex projects, a period of testing decides

if the facility operates as designed and planned.

This period is typical of industrial projects and is

referred to as project start-up. The facility operates and is maintained during a

specified service life.

The facility is disposed of if appropriate or

maintained in perpetuity.


7/61

Process

A process is defined as a system of operationsin the design, development, and production ofsomething, such as a project.

A process is a series of actions, changes, oroperations that bring about an end result cost,schedule, technical performance objectives.

A process is that it is a course or passage of

time in which something is created an ongoingmovement or progression.

(Ireland & Iceland, 2002)


8/61

Construction Processes

The process of purchase begins with aclient who has need for a facility.

The nature of risk is influenced by this

process of purchasing construction. In construction, since the item purchased

is to be produced, there are many

complex issues which can lead to failureto complete the project in a functionaland/or timely manner.


9/61

Managing the Project Life Cycle

Phase 1

Conceptual Phase

Phase 2

Planning phase

Phase 3

Execution phase

Phase 4

Termination

Determine that aproject is needed.

Establish goal.

Estimate theresources that theorganization is willingto commit.

Sell theorganization on theneed for a project

approach. Make key personnel

appointment.

Define the projectorganizationapproach.

Define projectstarget.

Prepare the schedulefor execution phase.

Define and allocatetasks and resources.

Build the project

team.

Perform the work ofthe project (i.e. design,construction,production, site

activation, testing,delivery, etc.).

Assist in transfer ofproject product.

Transfer human andnonhuman resourcesto other organizations.

Transfer or completecommitments.

Terminate project.

Reward personnel.

Cleland & King, 1983


10/61


The construction process may be subdivided

into the stages considered below:

1. Conceptual stage: the client identifies the need for

the item of construction and appoints and briefsconsultants who study the clients requirement,

propose an outline of the design and assess the

feasibility of the project.

2. Design stage: the concept of the project is furtherdeveloped and production information and contract

documentation prepared. Tenders are called.


11/61


3. Construction stage: production programmes

are prepared and construction carried out on

site.

4. Operation and maintenance stage: thecompleted building or works is maintained,

repaired or altered as required over the

course of its life.


12/61

Activities at Various Stages of a

construction projectSubstage Activities

Inception Client considers project requirements,acquires land, sets up project team,appoints and briefs architect/engineer.

Outlineproposals

Members of the design team developbrief, consider the technical andfunctional feasibility of the clients

intentions, make general proposals forthe project including form, layout, heightand floor area, Architect applies foroutline planning approval.


13/61



SchemeDesign

Architect/Engineer finalises brief, andwith other consultants, prepares sketchdesigns which are submitted to theclient for approval.

Detaileddesign

Design team prepares the full design ofthe project and all relevant production

information and contract documentation.Architect applies for building planapproval.


14/61



Tender Invites tenders. Quantity Surveyorevaluates the tenders and report toclient. Recommends to Client. Clientsigns a contract with the successfulbidder.

Project

planning

Prepares a programme for the project

and mobilises resources for constructionon sie.


15/61



SiteOperation

Main Contractor and subcontractorstransform the production information intoa physical facility. Members of thedesign team supervise construction.Architect/engineer issues paymentcertificates periodically on therecommendation of the Quantity

Surveyor. Site Meeting. On completion,Architect, applies for a temporaryoccupation license. Application for afinal certificate.


16/61



Operation All faults becoming evident during thedefects liability period are made good bythe contractor. Quantity surveyorprepares the final account for theproject. Clients arranges for themanagement and maintenance of thefacility.

George Ofori, 1990


17/61

On time and within budget

A quality facility on time and within budget


18/61


The construction process involves the

translation of a clients needs and

intentions.

Then prepare documentations; cost plan,

BQ, Specifications, Drawings.

Finally, the construction phase.


19/61


Pre-Construction Activities

Feasibility study

Outline Conceptual Design Stage

Preliminary Design Stage

Design Development Stage (Working

Drawing)

Completion of Working Drawings


20/61

Activities During Construction

Construction Supervision

Preliminaries

Demolition

Excavation and foundation

Concrete and brickwork

Finishes

M&E works

External works


21/61

Activities During Construction

Construction Activities

Variation Order

Progress Payment Certificate of Practical Completion (CPC)

Certificate of Fitness (CF)


22/61

Site Preparation

Site clearing

Earthwork

Setting Out & Levelling

Hoarding

Dewatering systems

Temporary buildings

Access


23/61

Detail Process

1. Decision of a client in order to invest or not.

2. The client acquires a piece of land forproject development.

3. The client will engage professionals toprepare documentation including drawings,specifications, a form of contract, BQ. Allabout consultancy works.


24/61

Key Players

The owner/Employer

The designer/Estimator Architect/Planner

C&S Engineers

M&E Engineers

QS

The constructor Main

Subcont.


25/61

Parties Involved in the


26/61

SUPPLIER CONTRACTOR

MANPOWER

AUTHORITIES

FINANCIER

CONSULTANTS

CLIENT

Project Management Consultant

Planner

Architect

Engineers; C&S, M, E

Quantity SurveyorLand Surveyor

Interior Designer

Landscape Architect

Administration

Site Management

Site Worker

Domestic Sub Contractor

Nominated Sub Contractor

Main Contractor

Nominated Supplier

Manufacturer

Vendor

Distributor

Bank

Finance Company

Credit Corporation

Leasing Company

Federal

State

Local

Private SectorPublic Sector

Construction Industry


27/61

The process will be organised into the

sequence of activities/works differ from

one project to another.


28/61

Construction Site Management

Work Programme

The first stage, which is best commenced by

referring to the initial draft programme submitted at

tender stage. Includes time schedule for all major activities in the

contract.

Critical activities, early start time, early completion time,

milestones.

Sequence of works.


29/61

Project Planning and Control

Objectives

- To arrange the activities appropriately- To make a realistic time scheduling

- To make a resources estimation andplanning

- To implement time and cost controlling- To ease the contract administration


30/61

Planning

What are we aiming for and why?

In the execution of this function, the

organizations mission, objectives, goals,

and strategies are determined.


31/61

Control

Construction monitored by ProjectManager.

Based on work programme as planned

vs. actual progress. IT - Microsoft project & Primavera

(sometime Excel).

Cash Flow (Financial Progress) Inspection & Observation (Physical

Progress).


32/61

WHY THERE HAS TO BE A PLAN?

INTERNAL (STRATEGIC) OR

EXTERNAL (CLIENTS REQUEST)

TO AVOID RISK

TO TRACK PROGRESS

TO MAKE CORRECTION


33/61

WHY SCHEDULE?

To communicate the

construction plan

To establish production goal

To monitor and measure

progress

To manage change


34/61

INTRODUCTION

The task of monitoring and controlling help

to determine the objectives are within reach

Monitoring and control has to start at early

stage of the project development since it hasmore impact on cost

Focusing on monitoring and control at the

construction stage since many acknowledgeof its difficulty


35/61

MONITORING and CONTROL

Monitoring is comparing the planned

against actual

Using software can easily be updated and

preparation of reports are standardised

Several methods used to monitor the work

progress these include time weightage,

cost weightage, man-days and quality

Most common is using cost weightage


36/61

Progress Curves

Table 3.4 Combination between S-Curves and Bar Charts

No. Description Month

1 2 3 4 5 6 7 8 9 10

1 Mobilization

2 Foundation Excavation

3 Diversion Stage

4 Foundation Grouting

5 Dam Concrete

6 Install Outlet Gates

7 Install Trash Racks

8 Prestress

9 Radial Gates

10 Spillway Bridge

11 Curtain Grout

12 Dismantle Plant, Clean Up

Original Schedule

Actual progress

Cumulativeprogres

s(%)

100

0


37/61

Project ControllingProcedure

- What performance measures should be

selected?

- What data should be used to

estimate the current value of each

performance measure?

- How should raw data be collected,

from which sources, and in what

frequency?

- How should the data be analyzed to

detect current and future

deviations?

- How should the results of theanalysis be reported, in what

format, to whom, and how often?

Projectplan

Projectimplementation

Projectcontrol

Projectupdating

MeasurementOf work performance

Figure 3.12 Project Controlling Procedure


38/61

Project Controlling

Figure 3.13 Implementation of Project Controlling in Construction Project

Implementation ofProject Controlling

Project Site

Main office

Constructio

n

Design

Subcontrac

t

Procurement


39/61

Elements of ProjectControlling

Figure 3.14 Elements of Project Controlling

Action Plan

BudgetElements of

Project ControllingTools

Milestone

Forecasting


40/61


41/61

Construct Bar Chart

Layout?

Time unit?

Workdays or calendar days? Continuous or non-continuous


42/61


43/61

Factors causing delay in construction project

Procurement of resources which is not on schedule

Inappropriate work capacity

Low productivity

Ineffective project management

There are some redesign and extra work to the project

Bad communication among parties involved in project

Inefficient decision making

Force majeur, etc.

Time Controlling

Need an effective supervision


44/61

Suggestion of Practices

Some of the practices can be incorporated in the

monitoring and control process system these

include:

Daily monitoring

Morning discussion with the foreman

Afternoon discussion

Discussion the resources requirement every forth nightly

Using bonus system to improve productivity Using damages clause to control supplier and sub-

contractor

Th Pl i & S h d li P


45/61

The Planning & Scheduling Process

IDENTIFY THE PROJECT ACTIVITIES

EXTIMATE DURATION OF ACTIVITY

DEVELOPED THE PROJECT PLAN

SCHEDULE PROJECT ACTIVITIES

REVIEW AND ANALYSE THE SCHEDULE

OK?IMPLEMENTYES NO


46/61

Historical Background

During world war 1, Henry L.Gantt develop agraphical technique of displaying bar type lineupon specific time.

The technique was known as Bar Chart.

In 1956 E.I. du Pont de Nemours & Companydeveloped network concept known as CriticalPath Method

Booz Allen & Hamilton develop Project

Evaluation Review Technique (PERT) Scheduling software application are Primavera,Microsoft Project, Artemis, Timeline etc


47/61

Choice of Scheduling Method

Factors that governed the choice of the

technique are:

Familiarity on the technique to be used

Type and size of project

Purpose of scheduling


48/61

Familiarity on the technique to be used

A planner should not engaged any

technique which he has a limited

knowledge on its application

Main objective of the schedule as a

communication tool

Important to have a schedule technique

which is acceptable by all parties.


49/61

Type and Size of the Project

Project with few but repetitive tasks Line

of Balance

Medium to Large Project (Critical Path

Method) like Precedence Method or Arrow

Diagram

Small Project Gantt Chart or Bar Chart

& f S


50/61

Purpose & Important of Schedule

Claim Project time and cost control Allocate project resources more efficiently As a monitoring tool Material delivery at site Storage all material cannot put in the site (confined space)

Avoid delay of the work and activity. Minimize the cash flow as min as possible such as order

material stage by stage depend on the work needed. To guide fabricate (roofing, steel etc) Control human resources and machinery

To give confidence to the client especially when bidding process. To improve the efficiency of the operation through the efficient

use of resources and cost control. Basic schedule for endorsement.


51/61

ACTIVITY DEFINED

FIVE CHARACTERISTICS

Must consume time

Mostly consume resourse

Have a defineable start and finish

Measurable


52/61

ACTIVITY IDENTIFICATION

THINGS TO BE REVIEWED

Plans and specification

Agreement

Contract conditions

BQ

Other information


53/61

ACTIVITY IDENTIFICATION

CRITERIA FOR BREAKING DOWNPROJECTS:

WHAT?

WHERE?

WHO?

WHEN?

HOW?


54/61

ACTIVITY DETAIL

DEPENDS ON THE FOLLOWING:

>Purpose Complexity

>Philosophy

>Information

>Responsibility

>Effect of detail


55/61

ACTIVITY DESCRIPTIONS

CONCISE AND CLEAR

MAY USE SCOPE AND LOCATION

ALWAYS HAVE THE SAME MEANING

LEGIBLE AND UNDERSTANDABLE

CONSISTENT

USE STANDARD ABBREVIATION


56/61

WORK BREAKDOWN STRUCTURES (WBS)

A PLANNING TOOL AND NOT A SCHEDULING METHOD

BREAKS A PROJECT DOWN INTO GREATER DETAIL BY

LEVEL

ORGANISES WITHOUT SCHEDULING

PROVIDES A FRAMEWORK FOR ORGANISING ANDORDERING ACTIVITIES


57/61

Work Sequence

Stages of construction activity.

Normally from site clearing until project

handover.

Logical sequence of activities.

Needs an experience and knowledge

during planning and scheduling process.

AKTIVITI MASA MINGGU

1 2 3 4 5 6 7 8 9 10 11 12


58/61

Bersih Tapak 4

Korek Asas 4

Pasang Tetulang Asas 4

Tuang Konkrit Asas 4

Penambakan 4

Pasang Acuan Tiang 4

Pasang Tetulang Tiang 4

Tuang Konkrit Tiang 4

Kerja Bata 4

Jumlah 36

Jumlah Mingguan 1 2 3 3 4 4 5 5 4 3 1 1

Jumlah Terkumpul

(Dirancang)

1 3 6 9 13 17 22 27 31 34 35 36


59/61

Act. ID Description Duration (days) Successors

1200 Rough HVAC 3 13001300 Rough Electrical 3 1000

1400 Shingles 3 1000, 1600, 2700

1500 Ext siding 3 20000

1600 Ext finish carpentry 2 1500

1700 Hang drywall 4 1800

1800 Finish drywall 4 1900, 2400, 2500

1900 Cabinets 2 2100, 2300

2000 Ext paint 3 2200

2100 Internal finish carpentry 4 2200

2200 Internal paint 3 2600

2300 Finish plumbing 2 2200

2400 Finish HVAC 3 2200

2500 Finish electrical 2 2200

2600 Flooring 3 2800

2700 Grading and landscaping 4 2800

2800 Punch list 2


60/61

A SUCCESSFUL CONSTRUCTION:

WITHIN BUDGET

ON TIME

MEETS OWNWER SPECIFIED

NEEDS AND REQUIREMENTS

WORK WITH FLEXIBILITY


61/61

Daniel W.Halpin (2006); Construction

Management; Third Edition; John Wiley &

Sons; USA.

Andrew A. L. Tan (2004); Why ProjectsFail? 1001 reasons; Venton Publishing (M)

Sdn. Bhd.; Selangor, Malaysia.

construction process ok

Documents