Construction Processok

7/27/2019 Construction Processok

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Chapter 5:

Construction Process

by Azman Jaafar


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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.


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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 projectstart-up.

The facility operates and is maintained during

a specified service life.

The facility is disposed of if appropriate or

maintained in perpetuity.


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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)


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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 failure tocomplete the project in a functional and/ortimely manner.


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Managing the Project Life Cycle

Phase 1

Conceptual Phase

Phase 2

Planning phase

Phase 3

Execution phase

Phase 4

Termination

Determine that a

project is needed.

Establish goal.

Estimate theresources that the

organization is

willing to commit.

Sell the

organization on the

need for a projectapproach.

Make key

personnel

appointment.

Define the project

organization

approach.

Define projectstarget.

Prepare the

schedule for

execution phase.

Define and allocate

tasks andresources.

Build the project

team.

Perform the work

of the project (i.e.

design, construction,

production, siteactivation, testing,

delivery, etc.).

Assist in transfer of

project product.

Transfer human

and nonhumanresources to other

organizations.

Transfer or

complete

commitments.

Terminate project. Reward personnel.

Cleland & King, 1983


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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.


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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.


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Activities at Various Stages of a

construction projectSubstage Activities

Tender Invites tenders. Quantity Surveyor

evaluates the tenders and report to

client. Recommends to Client. Clientsigns a contract with the successful

bidder.

Project

planning

Prepares a programme for the project

and mobilises resources forconstruction on sie.


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Activities at Various Stages of a

construction projectSubstage Activities

Site

Operation

Main Contractor and subcontractors

transform the production information

into a physical facility. Members of thedesign team supervise construction.

Architect/engineer issues payment

certificates periodically on the

recommendation of the QuantitySurveyor. Site Meeting. On completion,

Architect, applies for a temporary

occupation license. Application for a

final certificate.


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On time and within budget

A quality facility on time and within budget


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The construction process involves the

translation of a clients needs and

intentions.

Then prepare documentations; cost plan,

BQ, Specifications, Drawings.

Finally, the construction phase.


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Activities During Construction

Construction Activities

Variation Order

Progress Payment Certificate of Practical Completion (CPC)

Certificate of Fitness (CF)


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Site Preparation

Site clearing

Earthwork

Setting Out & Levelling

Hoarding

Dewatering systems

Temporary buildings Access


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Detail Process

1. Decision of a client in order to invest ornot.

2. The client acquires a piece of land for

project development.3. The client will engage professionals to

prepare documentation including

drawings, specifications, a form ofcontract, BQ. All about consultancyworks.


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Key Players

The owner/Employer

The designer/Estimator

Architect/Planner

C&S Engineers

M&E Engineers

QS

The constructor Main

Subcont.


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Clients

Initiator of the construction process.

Will be financing the project.

An employer May be the public and private sectors.

Parties Involved in the


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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


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The process will be organised into the

sequence of activities/works differ from

one project to another.


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Planning

What are we aiming for and why?

In the execution of this function, the

organizations mission, objectives, goals,

and strategies are determined.


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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).


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WHY THERE HAS TO BE A PLAN?

INTERNAL (STRATEGIC) OR

EXTERNAL (CLIENTS REQUEST)

TO AVOID RISK

TO TRACK PROGRESS

TO MAKE CORRECTION


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WHY SCHEDULE?

To communicate the

construction plan

To establish production goal

To monitor and measure

progress

To manage change


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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

has more impact on cost

Focusing on monitoring and control at theconstruction stage since many

acknowledge of its difficulty


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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


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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

Cumulativeprogress(%)

100

0


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Project Controlling Procedure

- 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?

Project

plan

Project

implementation

Project

control

Project

updating

Measurement

Of work performance

Figure 3.12 Project Controlling Procedure


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Project Controlling

Figure 3.13 Implementation of Project Controlling in Construction Project

Implementation of

Project Controlling

Project Site

Main office

Constructio

n

Design

Subcontrac

t

Procurement


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Elements of Project Controlling

Figure 3.14 Elements of Project Controlling

Action Plan

BudgetElements of

Project ControllingTools

Milestone

Forecasting


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Figure below presents a Gantt Chart generated by Microsoft Project.

Gantt Chart:

The Gantt chart (invented by Henry L. Gantt in 1900's)

is a bar chart presentation showing a horizontal bar for each task,the length of the bar representing the duration of the task.


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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


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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


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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


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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


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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


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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.


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Type and Size of the Project

Project with few but repetitive tasksLine

of Balance

Medium to Large Project(Critical Path

Method) like Precedence Method or Arrow

Diagram

Small ProjectGantt Chart or Bar Chart


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ACTIVITY DEFINED

FIVE CHARACTERISTICS

Must consume time

Mostly consume resourse

Have a defineable start and finish

Measurable


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ACTIVITY IDENTIFICATION

THINGS TO BE REVIEWED

Plans and specification

Agreement

Contract conditions

BQ

Other information


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ACTIVITY IDENTIFICATION

CRITERIA FOR BREAKING DOWNPROJECTS:

WHAT?

WHERE?

WHO?

WHEN?

HOW?


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ACTIVITY DETAIL

DEPENDS ON THE FOLLOWING:

>Purpose Complexity

>Philosophy

>Information

>Responsibility

>Effect of detail


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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


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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.


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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


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