Dr Hannas Presentation
Transcript of Dr Hannas Presentation
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Prof Awad S. Hanna 1
Professor and Chair
Construction Engineering & Management Program
Department of Civil and Environmental Engineering
2314 Engineering Dr. Madison, WI 53704
608-263-8903
By
Dr. Awad S. Hanna
Achieving Greater Project Success and
Profitability through Pre-Construction
Planning
No part of this publication may be reproduced or transmitted in any form, or by any
means, without written consent from professor Hanna
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Dr. Awad S. Hanna 2
Biography
Awad S. Hanna, Ph.D., P.E Dr. Awad S. Hanna is a professor and chair of construction engineering and management
program at the University of Wisconsin-Madison, department of Civil and Environmental
Engineering. Dr. Hanna holds M. S. and Ph.D. degrees from Penn State University and he is a
register professional engineer in the U S and Canada. Awad has been an active construction
practitioner, educator and researcher for over 30 years including 10 years as a design engineerand project manager. He has been active in industry-funded productivity research for nearly 20
years, and research sponsors have included the Electrical Contracting Foundation, theMechanical Contracting Foundation, the New Horizon Foundation, and the Construction Industry
Institute, among others.
He has authored over 100 refereed journal articles on construction-related topics with specialemphasis on labor productivity, construction methods, Cumulative Impact of Change,
Construction Risk Management and Orders.
He has authored 15 major productivity-related books for the Construction Industry Institute,Electrical Contracting Foundation, Inc., the National Electrical Contractor Association,
Mechanical Contracting Foundation, and the New Horizon Foundation. These have addressedsuch topics as the effects of absenteeism and turnover on labor productivity, the impact of
change orders on labor efficiency, manpower loading, optimal project peak workforce, optimal
project duration, the effect of multi-story construction on productivity, the effect of temperature on
productivity, and factors affecting labor productivity for electrical contractors.
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Biography (Continued)
He is the author of both the National Electrical Contractors Associations course onConstruction Labor Productivity Improvement and the Canadian Mechanical Contracting
Education Foundations course on Improving Labor Productivity. As such, he has presented
over 500 one-day seminars and instructed more than 10,000 people in the U.S. and Canadian
construction industry on improving construction labor productivity, and on improving site
performance through proper pre-construction planning. His audiences have included NECA
(National Electrical Contractors Association), MCAA (Mechanical Contractors Association ofAmerica), Canadian Mechanical Contracting Education Foundation, Electrical Contractors
Association of Canada, Sheet Metal and Air Conditioning Contractors National Association,
and National Association of Boilermaker Construction Employees (NACBE).
Dr. Hanna has served as consultant and/or expert witness on many major national claims casesthat involved craft productivity evaluation, including such projects such as the MassachusettsCentral Artery The Big Dig and the New England Patriots Stadium.
Dr. Hanna was the recipient of CIIs 2006 Outstanding Researcher Award and was the winnerof an international competition for the
Best Innovative Ideas In Construction.
In 2009, Dr. Hanna was elected as a Fellow for American Society for Civil Engineers. Thishonor is given only to 2% of ASCE members.
Dr. Hanna was selected by he American Society of Civil Engineers Construction Institute Boardof Directors to receive its 2010 Construction Management Award for his significant contributions
as an educator and researcher in quantifying the effects of construction contract change orders
and in addressing major construction productivity issues.
Prof. Awad Hanna 3
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Outlines
Introduction Productivity Gap Causes of poor productivity
Industry Level Company level
Workers level Pre-construction Planning
Reality Background and definition Strategies for Successful Implementation Types of re-construction planning Pre-construction planning activities Reasons for Less-Than Successful Performance
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Productivity Gap Continued to be a
Problem
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Most Recent Time Study(Hanna 2009)
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Cases of Poor Construction LaborProductivity
vIndustry LevelvCompany LevelvWorkers Level
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Research
vAll decisions and activities required to build the job will becompleted by the end of the project, the question is when doyou want to make these decisions?
vAbility to effect the outcome of a project decreasesdrastically as the percentage complete increases
vProjects that use pre-construction planning Achieve an average profit margin of 23 % Those that do not experience a net loss of -3 %
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Pre-Construction Planning
Pre-Construction Planning Definition
A comprehensive set of proceduresinitiated after award but before
construction
Bid
ConstructionstartAward
Pre-construction
Planning
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Background
Less than 10% had a formal PCP process Most (88%) had either semiformal or informal
process
TYPE OF PRE-
CONSTRUCTION
PLANNING PROCESS
NUMBER OF
RESPONSESPERCENT
FORMAL 22 9%
SEMI-FORMAL 113 44%
INFORMAL 114 44%
OTHER 6 2%
MISSING DATA 2 1%
TOTAL 257 100%
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Research
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Prof Awad S. Hanna 12 2006 National Electrical Contractors Association. All rights reserved.
Relationship between Planning and Performance
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Strategies for Successful
Implementation
Foreman take off JobFormal ProcessTop Managers commitment to standardized planning process Tailoring the model planning process to each project System for tracking success on well-planned projects Implementation of a double-check system
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Strategies for Successful
Implementation
Strategies for Successful Implementation
Early involvement of the field supervisor in the planning process Ensure excellent planning effort to critical activities Turnover Meeting and Planning Kickoff Meeting Lessons learned and feedback loop
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MODEL PRE-CONSTRUCTION PLANNING PROCESS
Scope Review
Review of Available
Personnel
Cost Estimating
Schedule Review
BID PREPARATION PLANNING
PRE-CONSTRUCTION PLANNING
Construction Execution
Kickoff
Team Selection andTurnover
Scope and Contract
Review
Administrative Setup Buyout Process
Layout and Sequencing
Schedule Development Budget Preparation
Tracking and Control
Material Handling Plan
Bid Submission
Safety & QualityProcedures
Installation Procedures
MobilizationAdministrative Setup Scheduling & Reporting
JOBSITE MANAGEMENT PLANNING
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Scope Review
Management Review
Cost Estimating
Schedule Review
BID PREPARATION PLANNING
Bid Submission
1.Review plans and specificationsfor project requirements
2.Conduct site visit (performancerecommended)
3.Create a list of questions that needto be answered or issues that
need to be resolved beforesubmitting bid
4.Review customer's schedule andtimeline
5.Think about and tentatively selectproject manager and field
supervisor
6.Prepare quantity takeoff7.Develop Bill of Materials8.Solicit pricing from subcontractors/
suppliers/vendors
9.Determine estimated work hours10. Establish crew size, labor ratios,
and/or average labor rates (perf.
recommended)
11. Develop cost code scheme
12. Prepare scope letter or proposaland submit to customer
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PRE-CONSTRUCTION PLANNING
25. Set up project files and createcontact list
26. Set up computer tracking andcontrol system
27. Initiate a change managementsystem
Team Selection and Turnover
Scope and Contract Review
Administrative Setup
13. Finalize selection of projectmanager, field supervisor, and
other key team members
14.Hold turnover meeting betweenestimator and project manager
15.Hold separate turnover meetingbetween project manager andfield supervisor
28. Initiate an RFI tracking andprocessing system
29. Initiate a submittal tracking andprocessing system
16.Hold pre-job (planning) kickoffmeeting with internal team
members to assignresponsibilities30.Develop a "Labor Requirements/
Expectations" letter (performance
recommended)
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PRE-CONSTRUCTION PLANNING
42.Develop installation sequenceand layout drawings
43.Develop field instructions,including panel, pull, or conduit
schedules
44.Develop prefabrication drawingsfor field use
22.Compare estimated (bid) workactivities & materials to planned
performance
17.Review contract for unfavorableor high risk clauses (perf.
recommended)
18.Project manager reviews plans,specifications, and schedule
19.Field supervisor reviews plans,specifications, and schedule
20.Create a list of issues that needto be resolved and begin the
request for information (RFI)process
21.Conduct site visit (perfrecommended)
Scope and Contract Review Buyout ProcessLayout and Sequencing
23.Identify value engineering andprefabrication opportunities and
how to simplify the work
24.Prepare construction takeoff
36.Develop and process log andbook of submittals, cut sheets,
and shop drawings
31.Review subcontract/ supplier/vendor pricing and qualifications
32.Negotiate pricing & contractconditions and select
subcontractors/ suppliers/vendors
33.Develop and issue purchaseorders and contracts for materials
and equipment
34.Order long-lead-time materialsand equipment
35.Request submittals, cut sheets,and shop drawings
Schedule Development
Material Handling Plan
45.Review customer's schedule andtimeline
46. Identify work that impactselectrical activities
47.Review the work sequence andlong-lead-time material/
equipment delivery dates
48.Coordinate electrical schedulewith the customer's schedule
49.Create a bar chart schedule (perf.recommended) 37.Develop material delivery and
handling plan
38.Develop material storage andstaging planBudget Preparation
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JOBSITE MANAGEMENT PLANNING
60.Set up field files, documentcontrol system, and as-built
record keeping
61.Customize the computerizedtracking & control system for the
current project
62.Review customer coordinationmeetings schedule
59. Mobilize and set up the jobsite
67.Evaluate and plan crew size orcrew mix
63.Review or establish look-aheadscheduling process
64.Review daily reportingrequirements (perf.
recommended)
65.Establish/review subcontractorstart and finish dates (when
applicable) (performancerecommended)
66.Identify tools/special tools andequipment requirements (perf.
recommended)
72.Review company safety plan,procedures, lessons learned and
OSHA requirements
73.Schedule weekly safety meetingswith the crews
70.Prepare or provide crews withlayout/ installation drawings andfield instructions
71.Prepare or provide crews withprefabrication instructions
Safety Procedures Installation Procedures
Labor Management
MobilizationAdministrative Setup Scheduling &
68.Forecast weekly crewrequirements
69.Develop labor hours reportingprocess
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Reasons for Less-Than-
Successful Project Performance Missed part of project scope Did not set up project tracking system Insufficient turnover between estimator and project manager Prime contractor did not include others contractors in pre-con planning Taking on a larger project that company was capable of
completing
Taking on a project in a location (town) where they were notexperienced or that was far from the home office
Owner was not familiar with the construction process
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Reasons for Less-Than-
Successful Project Performance Poor sequencing of the work Late equipment deliveries Shifting manpower between projects Shifting leadership between projects Stacking of trades due to poor scheduling Poor material-handling procedures
Lack of communication between the foreman and projectmanager
Project appeared to be easy; therefore, no effort was put intopre-con planning