Professional Documents
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Project Format
The construction industry is generally focused on the production of a single and unique end product. The product of construction industry is a facility that is usually unique in design and method of fabrication. It is a single one-off item that is stylized in terms of its function, appearance and location.
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.
Project Development
The conceptual design and scope of work are developed to include an approximate estimate of cost. The decision is made to proceed with the development of final design documents, which fully define the project for purposes of construction. Based on the final design documents, the project is advertised and proposals to include quotations for construction of the work are solicited.
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 part of 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 is available for acceptance and occupancy.
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.
Process
A process is defined as a system of operations in the design, development, and production of something, such as a project. A process is a series of actions, changes, or operations 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 ongoing movement or progression. (Ireland & Iceland, 2002)
Construction Processes
The process of purchase begins with a client 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 to complete the project in a functional and/or timely manner.
Phase 2 Planning phase Define the project organization approach. Define projects target. Prepare the schedule for execution phase. Define and allocate tasks and resources. Build the project team.
Phase 3 Execution phase Perform the work of the project (i.e. design, construction, production, site activation, testing, delivery, etc.).
Phase 4 Termination Assist in transfer of project product. Transfer human and nonhuman resources to other organizations. Transfer or complete commitments. Terminate project. Reward personnel.
Construction Process
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 briefs consultants 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 further developed and production information and contract documentation prepared. Tenders are called.
Construction Process
3. Construction stage: production programmes are prepared and construction carried out on site. 4. Operation and maintenance stage: the completed building or works is maintained, repaired or altered as required over the course of its life.
Inception
Client considers project requirements, acquires land, sets up project team, appoints and briefs architect/engineer.
Outline Members of the design team develop proposals brief, consider the technical and functional feasibility of the clients intentions, make general proposals for the project including form, layout, height and floor area, Architect applies for outline planning approval.
Scheme Design
Detailed design
Architect/Engineer finalises brief, and with other consultants, prepares sketch designs which are submitted to the client for approval. Design team prepares the full design of the project and all relevant production information and contract documentation. Architect applies for building plan approval.
Tender
Project planning
Invites tenders. Quantity Surveyor evaluates the tenders and report to client. Recommends to Client. Client signs a contract with the successful bidder. Prepares a programme for the project and mobilises resources for construction on sie.
Site Main Contractor and subcontractors Operation transform the production information into a physical facility. Members of the design team supervise construction. Architect/engineer issues payment certificates periodically on the recommendation of the Quantity Surveyor. Site Meeting. On completion, Architect, applies for a temporary occupation license. Application for a final certificate.
Operation All faults becoming evident during the defects liability period are made good by the contractor. Quantity surveyor prepares the final account for the project. Clients arranges for the management and maintenance of the facility.
George Ofori, 1990
Construction Process
The construction process involves the translation of a clients needs and intentions. Then prepare documentations; cost plan, BQ, Specifications, Drawings. Finally, the construction phase.
Construction Process
Pre-Construction Activities
Feasibility study Outline Conceptual Design Stage Preliminary Design Stage Design Development Stage (Working Drawing) Completion of Working Drawings
Site Preparation
Site clearing Earthwork Setting Out & Levelling Hoarding Dewatering systems Temporary buildings Access
Detail Process
1. Decision of a client in order to invest or not. 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 of contract, BQ. All about consultancy works.
Key Players
The owner/Employer The designer/Estimator
Architect/Planner C&S Engineers M&E Engineers QS
The constructor
Main Subcont.
Clients
Initiator of the construction process. Will be financing the project. An employer May be the public and private sectors.
Public Sector
CLIENT
Private Sector
AUTHORITIES
CONSULTANTS Project Management Consultant Planner Architect Engineers; C&S, M, E Quantity Surveyor Land Surveyor Interior Designer Landscape Architect
Main Contractor
SUPPLIER
CONTRACTOR
MANPOWER
The process will be organised into the sequence of activities/works differ from one project to another.
Planning
What are we aiming for and why? In the execution of this function, the organizations mission, objectives, goals, and strategies are determined.
Control
Construction monitored by Project Manager. Based on work programme as planned vs. actual progress. IT - Microsoft project & Primavera (sometime Excel). Cash Flow (Financial Progress) Inspection & Observation (Physical Progress).
TO TRACK PROGRESS
TO MAKE CORRECTION
WHY SCHEDULE?
To communicate the construction plan To establish production goal To monitor and measure progress To manage change
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 the construction stage since many acknowledge of its difficulty
Progress Curves
Table 3.4 Combination between S-Curves and Bar Charts
No.
1 2 3 4 5 6 7 8 9 10 11 12
Description
1 Mobilization Foundation Excavation Diversion Stage Foundation Grouting Dam Concrete Install Outlet Gates Prestress Radial Gates Spillway Bridge Curtain Grout Dismantle Plant, Clean Up Install Trash Racks 2 3 4
Month
5 6 7 8 9 10
100
Original Schedule
Actual progress
Project control
Project updating
- 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 the analysis be reported, in what format, to whom, and how often?
Figure 3.12 Project Controlling Procedure
Project Controlling
Design
Project Site
Implementation of Project Controlling
Constructio n Subcontrac t
Tools
Budget
Milestone
Action Plan
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. Figure below presents a Gantt Chart generated by Microsoft Project.
Time Controlling
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.
Need an effective supervision
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 subcontractor
NO
Historical Background
During world war 1, Henry L.Gantt develop a graphical technique of displaying bar type line upon specific time. The technique was known as Bar Chart. In 1956 E.I. du Pont de Nemours & Company developed network concept known as Critical Path Method Booz Allen & Hamilton develop Project Evaluation Review Technique (PERT) Scheduling software application are Primavera, Microsoft Project, Artemis, Timeline etc
ACTIVITY DEFINED
FIVE CHARACTERISTICS Must consume time Mostly consume resourse Have a defineable start and finish Measurable
ACTIVITY IDENTIFICATION
THINGS TO BE REVIEWED Plans and specification Agreement Contract conditions BQ Other information
ACTIVITY IDENTIFICATION
CRITERIA FOR BREAKING DOWN PROJECTS: WHAT? WHERE? WHO? WHEN? HOW?
ACTIVITY DETAIL
>Philosophy
>Information
>Responsibility
>Effect of detail
ACTIVITY DESCRIPTIONS
CONCISE AND CLEAR MAY USE SCOPE AND LOCATION ALWAYS HAVE THE SAME MEANING LEGIBLE AND UNDERSTANDABLE CONSISTENT USE STANDARD ABBREVIATION
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 AND ORDERING ACTIVITIES
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
MAS A 4
MINGGU 1 2 3 4 5 6 7 8 9 10 11 12
Bersih Tapak
Penambakan
4 36 1 1 2 3 3 6 3 9 4 13 4 17 5 22 5 27 4 31 3 34 1 35 1 36
Act. ID 1200 1300 1400 1500 1600 1700 1800 1900 2000 2100 2200 2300 2400 2500 2600 2700 Rough HVAC
Description Rough Electrical Shingles Ext siding Ext finish carpentry Hang drywall Finish drywall Cabinets Ext paint Internal finish carpentry Internal paint Finish plumbing Finish HVAC Finish electrical Flooring Grading and landscaping
Duration (days) 3 3 3 3 2 4 4 2 3 4 3 2 3 2 3 4
Successors 1300 1000 1000, 1600, 2700 20000 1500 1800 1900, 2400, 2500 2100, 2300 2200 2200 2600 2200 2200 2200 2800 2800
2800
Punch list
Daniel W.Halpin (2006); Construction Management; Third Edition; John Wiley & Sons; USA. Andrew A. L. Tan (2004); Why Projects Fail? 1001 reasons; Venton Publishing (M) Sdn. Bhd.; Selangor, Malaysia.