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Chapter 5:
Construction Process
by Syed Burhanuddin Hilmi Syed Mohamad
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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.
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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.
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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
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.
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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 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.
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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 failureto complete the project in a functionaland/or timely 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 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
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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 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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Construction Process
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
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.
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Activities at Various Stages of a
construction projectSubstage Activities
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.
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Activities at Various Stages of a
construction projectSubstage Activities
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.
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Activities at Various Stages of a
construction projectSubstage Activities
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.
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Activities at Various Stages of a
construction projectSubstage Activities
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
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On time and within budget
A quality facility on time and within budget
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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.
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Construction Process
Pre-Construction Activities
Feasibility study
Outline Conceptual Design Stage
Preliminary Design Stage
Design Development Stage (Working
Drawing)
Completion of Working Drawings
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Activities During Construction
Construction Supervision
Preliminaries
Demolition
Excavation and foundation
Concrete and brickwork
Finishes
M&E works
External works
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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 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.
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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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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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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.
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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
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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 hasmore impact on cost
Focusing on monitoring and control at the
construction stage since many acknowledgeof 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
Cumulativeprogres
s(%)
100
0
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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
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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
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Elements of ProjectControlling
Figure 3.14 Elements of Project Controlling
Action Plan
BudgetElements of
Project ControllingTools
Milestone
Forecasting
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Construct Bar Chart
Layout?
Time unit?
Workdays or calendar days? Continuous or non-continuous
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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 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
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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.
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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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ACTIVITY DESCRIPTIONS
CONCISE AND CLEAR
MAY USE SCOPE AND LOCATION
ALWAYS HAVE THE SAME MEANING
LEGIBLE AND UNDERSTANDABLE
CONSISTENT
USE STANDARD ABBREVIATION
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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.
AKTIVITI MASA MINGGU
1 2 3 4 5 6 7 8 9 10 11 12
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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
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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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A SUCCESSFUL CONSTRUCTION:
WITHIN BUDGET
ON TIME
MEETS OWNWER SPECIFIED
NEEDS AND REQUIREMENTS
WORK WITH FLEXIBILITY
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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.