Basic Construction Breakdown

8/3/2019 Basic Construction Breakdown

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Stage 5 - ConstructionPrintable version of Stage 55.01 OverviewOBJECTIVE - Functional facility delivered within cost, time and

quality parameters.

RATIONALE - Successfully discharge building contract

KEY OUTPUT - Completed building

^ Back to top

5.02 TimescalesThe construction timescales will vary according to the size, complexity

and location of the project. The following table indicates approximate

construction periods for a range of costs, based on a traditionally procuredproject.

Contract Value (000s) Construction Period (months)

150 3.5

200 4.5

250 5.5

300 6.5

400 7

500 7.5

750 9
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1000 11

1250 12.5

1500 15

2000 20

^ Back to top

5.03 Sure Start client and design guidesThis Stage should be read in conjunction with Building for Sure Start: a

client guide, Sections 6.2, 6.3, 6.6.^ Back to top

5.04 QualityThe Design Team will specify goods, materials and standards of

construction to be incorporated into the project using relevant British

Standards, Codes of Practice, Agrment Board criteria and other

appropriate standards.

The achievement of these standards rests with the appointed Contractor.

The Project Manager/Lead Consultant, through the design team will

monitor quality of output on site to ensure compliance with design details

and specifications.^ Back to top

5.05 Contractor's programmme
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A master programme will have been established during brief development

at Stage 1 (1.08), including the time that the design team assesses asreasonable for the construction process. This time period will be stated

within the Construction Contract documentation, and it is the contractors

responsibility to arrange the progress and sequence of works, to achieve

completion within this period. It is a normal contractual requirement for

the contractor to develop a detailed construction programme, setting out

the sequence and duration of all the different construction activities, and

highlighting critical path elements associated with the construction process

to ensure and demonstrate that expected delivery timescales are met (see

also 5.09 below).

In defining the construction period within the master programme, the

client may also have identified whether there are any circumstances

(relating say to financial or operational issues) whereby access to certain

parts of the project will be necessary prior to formal completion and

handover of the project as a whole. Any such requirements will need to be

discussed and agreed with the appointed contractor (if not identified

within the tender documents), as they may impact on intended progress

and sequence of working.

Additionally, if the client has elected to organise provision of IT and

telecoms systems, ordering and payment for services can be pre-planned,working back from the projected contract completion date. A typical

construction programme may look like:
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5.06 Cost managementOn a day-to-day basis, cost management during the construction stage will

be undertaken by the Quantity Surveyor/cost consultant by:

Highlighting changes in the anticipated costs as early as

possible, to enable any corrective action (i.e. modifications to

the design or specification) to be considered.

Continuous proactive liaison between all members of the Project

Team.

Prompt evaluation of design variations in conjunction with a

strict regime for Client authorisation (see 5.08 below).

Adopting a continuous attitude of value engineering to the scope

and the cost of the works.

Continuous review of risk assessment on the project.

Preparing detailed valuations (usually monthly) of work

satisfactorily completed.

The Project Manager/Contract Administrator should constantly review theoperation and effectiveness of the change monitoring and authorisation

system in relation to cost control.^ Back to top

5.07 Cost reportingIt is clearly important to keep the Client advised on a regular basis of the

anticipated final out-turn cost of the project, usually by way of a specific

Cost Report prepared by the Quantity Surveyor. This would primarily

address Construction costs, but may also include professional fees,

statutory charges, surveys, furniture and loose fittings, Client direct orders

and VAT.

Cost reports will reconcile the latest forecast for the anticipated final

account for each element within the agreed budget. Construction cost

reports will also incorporate costed schedules of Client and Design Team

variations and instructions. A cashflow forecast (month by month

prediction of future construction spend) would also normally be provided,

taking into account any changes in construction progress from that

originally planned to that achieved.^ Back to top

5.08 Change controlSometimes variations to the scope, content or specification of the construction

works are unavoidable, and will be due to either:

a) circumstances on site dictating change of design e.g. soft spots in the ground,

necessitating stronger foundations,

b) changes or variations initiated by the client (for whatever reason), or

c) as the result of the value engineering process.

The deliberate introduction of late changes to incorporate new ideas or demands
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for the building should be avoided during the construction phase. Design choices

should have been thoroughly worked through during the outline and detail

design stages. Introduction of even small changes at this stage risk delaying the

project and increasing costs by a disproportionate amount. In this respect,

changes should only be instigated when absolutely necessary, when any

available options have been evaluated, and when impacts on cost andprogramme are fully understood and accepted by all concerned.

All changes (or Variations) are required to be formally notified to the contractor

by the Contract Administrator ONLY (only the Contract Administrator has the

contractual authority to instruct the contractor to vary the contract works).

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5.09 Supply chainIn order to construct any facility, the main contractor will have to establish

and co-ordinate a supply chain of sub-contractors, suppliers and

specialists.

Establishment of this chain will closely relate to the critical path element

in the contractors programme, ensuring timely availability and delivery of

main construction elements such as steelwork, bricks, windows and doors,

identifying goods and materials that require long lead times, and

availability of sub-contract labour at the appropriate stage in the contract.^ Back to top

5.10 CDM(Construction Design and Management )activity
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In compliance with CDM legislation, the contractor will have developed

the Health & Safety plan before commencing work on site, during Stage 4,

Mobilisation (4.05). This will include full response to designers risk

assessments as appropriate, and identification and mitigation of

construction risks, and will also co-ordinate with any client procedures or

requirements that remain in force during the construction period.

Health and Safety should be an agenda item at all progress meetings

throughout the lifetime of the project, and should cover such issues as:

Continued risk identification/mitigation

Site facilities WCs, catering, etc

First Aid procedures

Working at heights Manual Handling

COSHH(Control Of Substances Hazardous to Health)

Hazardous substances

Electrical safety

Confined spaces

During the construction period the contractor will be assembling

information for inclusion in the buildings Health and Safety file to be

submitted to the client/building user at Handover.

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5.11 Handover proceduresWhen building works are complete to the satisfaction of the Contract

Administrator, the Contract Administrator will issue a Certificate of

Practical Completion. This formally signifies that the construction activity

associated with the site as complete and the building fit and safe to occupy

and use. The ownership and responsibility for the building (in terms of

security, insurance, safety, energy costs, etc) then passes to the client. It

also marks the commencement of the Defects Liability Period (DLP -

normally 12 months), during which the Contractor remains responsible for

remedying defects that occur within the building and its systems. In somecases a partial handover may be carried out. On larger projects with

phased completion, part of the building may be declared fit for occupation

and thus handed to the client, whilst other areas remain in the contractors

possession as building work continues.

If the construction works run to programme, the handover date will be

either at or before the Date for Completion stated in the contract

documents (if there have been legitimate delays, this date will of course be

later) and in anticipation of this the Contract Administrator, accompanied

by the Contractor, will compile a list of outstanding or unsatisfactory

works (snagging list). Such works should be completed prior to the

formal handover, although certain specific items may be addressed later,
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by agreement.

In addition to dealing with any outstanding or unsatisfactory works, the

Contractor will also be required to demonstrate that all the buildings

mechanical and electrical installations are safe and functioning as required

(these include heating/ventilation systems, electrical (power and lighting)installations, gas and water installations and specialist items such as fire

alarms, emergency lighting and security systems). This is normally

undertaken by the relevant specialist subcontractors, together with the

appropriate services engineers, and is dealt with in two phases:

Testing

Testing is important, to ensure the newly installed equipment is in a safe

condition and functioning correctly. Testing should thus be undertaken as

a formal exercise, accurately recording:

Plant, section and installation under test.

Manufacturers reference number where applicable.

Date, time, duration of test (and weather conditions if

appropriate).

Test results with itemised readings including records of all other

checks and tests.

Commissioning

Follow satisfactory completion of testing, systems should be run so that

they can be regulating and adjusting to meet the design requirements.

Commissioning is particularly important in modern heating systems where

sophisticated controls are likely to exist to manage the operation of

heating plant to meet not only room temperature and comfortrequirements, but also environmental criteria associated with energy

consumption. Lifts, fire and security alarms and cameras are other systems

that will need proper commissioning.

There may also be requirements to train the client or building user in the

operation of the buildings systems.

As well as satisfactorily dealing with the building and its systems, the

Contractor would normally be required to provide specific building-related

documentation at handover. This would include:

Operating and Maintenance manuals

Operating and maintenance (O&M) manuals should be produced for the

building and all equipment within it. A typical O&M manual should

include:

Description of Design Intent & Operational Policy

Commissioning Documents and Reports

Manufacturers Operation/Service & Maintenance Manuals

Manufacturers Spares List & Ordering Procedure

Operational & Maintenance Routines

Line Diagrams of Plant Control Systems Schematic Layouts locating Valves, Switches etc.


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Schedule of Installed Equipment

Description Working Drawings for each main item of

plant/equipment, showing safety features etc.

Emergency call-out service - personnel & telephone contacts

Copies of all charts posted elsewhere in building

List of tools, keys and any special requirements

Guarantees, Test Certificates & Reports

Insurance & Inspecting Authority Certificates & Reports

List of Record Drawings (drawings separately available)

Record drawings

Upon completion, the design team should produce sets of record drawings

showing the building and its installations as actually built, incorporating

all design/construction changes that have occurred during the projects

lifetime.

Safety FileThe operating and maintenance (O&M) manual will also form the basis of

the buildings Safety File. Provision of a Safety File is a requirement

under the CDM Regulations. The file will be assembled taking relevant

parts of the O&M manual, together with details of risk assessments carried

out over the lifetime of the project and mitigating actions taken. It will

also include details of special measures needed to manage risk in the

operation, maintenance and occupancy of the building.

This file will subsequently evolve as future alteration/refurbishment work

takes

place. In this respect the file will represent a works history for the building

and allow hazardous situations to be identified immediately at the start of

future work programmes.

As the completion and handover date approaches, this should trigger client

arrangements in respect of future building operation and service delivery,

staff appointments and training, working arrangements with other

stakeholders/service providers, Planning for this should have been

incorporated in the early stages of development, at Brief Development

stage (see Section1.8 Programme above).^ Back to top

5.12 Trouble shooting

WHAT CAN

GO WRONG

RISKS WHAT CAN BE DONE

ABOUT IT

Slippage to

Contractors

Programme

Delay to project

completion

Quality/value for money

risks

Potential for costs

Contractors best endeavours

Reconsider master programme

Revisit/Re-engineer

designs/specifications
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arising from extension

of time

Issue of major/

untimely/

numerous

variations/

changes

Potential for costs

arising from extension

of time

Delays to project

completion

Minimise changes at this stage

Implement rigid change control

policy

Failure in Supply

Chain operation

Delays to project

completion. Costs or

quality compromised

Ensure contractor has robust

supply chains in place for

material/labour taking account

of programme critical path

issues.

Health & Safety

compromised

Health and Safety

related incidents-major

incidents may suspendworks

HSE involvement

Ensure Health and Safety plan

is in place, implemented and

regularly reviewed

Ensure Health and Safety

aspects of pre-start procedures

are fully considered.

Required quality

not achieved

Early establishment of required

standards

Appropriate checking during

construction

Testing andcommissioning

failed/

incomplete Non-

availability of

statutory services

Critical path element tohandover. Requirements should

be co-ordinated well in advance

with all documentation

certificates, O&M manuals etc

available.

Early placement of orders.

Liaison with services providers

Basic Construction Breakdown

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