construction management
DESCRIPTION
construction management is very important in architecture and engineering.TRANSCRIPT
Construction Fundamentals
Chapter 3 – Construction Management Functions
Purpose of operating a business is to earn a profit!
Chapter 3 – Construction Management Functions
To be successful a construction company must:
– Estimate the cost of construction projects accurately
– Predict the schedule of the work– Control the progress and
expenditures during construction– Complete projects safely and on time
Construction Management Functions
Responsibility to construct the project:– in accordance with the plans and
specifications– to satisfy the customer’s cost, quality,
and time expectations
The project team is organized for the purpose of accomplishing those missions!
Owner Functions
• Defining the scope of the project
• Planning the project
• Financing the project
• Ensuring the project team understands the project’s goals
Construction Management Functions
Company level– Selecting the right jobs to bid– Preparing the cost estimate– Submitting the bid– Procuring the payment and
performance bonds– Scheduling the work– Securing project operating capital
Construction Management Functions
Construction site level– Setting the standards for quality
and safety– Planning the sequence of
construction
– Controlling progress and expenditures
Construction Management Functions
Construction site level– Communicating effectively with
owner and designer– Coordinating the work of the
subcontractors– Managing submittals, change
orders and periodic pay estimates– Closing out the project
Project Planning And Design
• Master planning• Scope definition
–Owner determines exactly what kind of a facility will be built
–Sets the design objectives for the Architect/Engineer
• Planning phase
Influence on Construction Quality
Influence on Construction Project Cost
Impact of Time on the Cost of Project Changes
The Business of Construction Management
Planning Phase
• Select the designer• Define the project goals• Ensure the availability of sufficient
funds to complete the project• Select and purchase the project site, • Determine construction
procurement system and the form of construction contract to be used.
Design Phase
• Primary requirement for any facility is that it must be safe!!
–Building codes• Owner and A/E schedule design
reviews – schematic drawings –preliminary drawings –working drawings
Bid Phase
First step is to decide whether or not to bid the job. Contractors are generally limited in their ability to bid by two factors:
– their bonding capacity and
– the policies of management
Policies of ManagementFactors contractors consider in deciding whether or not to bid a particular project include:
– Location of the work
Factors Contractors Consider
– Identity of the owner– Availability of key company
personnel
– Experience in the type of work solicited
Factors Contractors Consider
–Whether or not there is financing for the project
–Size of the project.
Bid Preparation
Bid preparation is expensive!In preparing a bid, contractors must consider the costs of:
–Equipment–Labor–Materials–Subcontractors
Bid Preparation
Consider the costs of:
– Job and company overhead, contingency, and profit
– Should also consider the number of competitor bidders and the bidding history of those competitors on similar projects
Award Phase• Owner provides:
– Builder’s Risk insurance
• Successful bidder must provide:– Payment and performance bonds– Workers compensation insurance– Liability insurance– List of subcontractors– Detailed project schedule
Notice to Proceed
Contractor cannot begin the work until the Notice to Proceed is received – so
Use the time between bid opening and contract award for detailed pre-project planning.
Pre-project planningPlanning how the work will proceed and in what sequence– Construction procedures– Type of equipment to be used– Job access– Location of the field office and
storage areas– Final selection of subcontractors
and suppliers
Pre-project planning
• Cash flow analysis should be completed to determine if the company needs to borrow money
• Detailed project schedule is prepared
• Work break down (WBS) and pay schedule are planned
Construction Phase
Size of the contractor’s on-site project management organization is a function of the size and complexity of the project.
Project Management Team
Owner
GeneralContractor
Mechanical S tructuralConcreteE lectrical
P lumbing HVAC
OtherTrades
Construction Company Team Functions
• Project managers (PM)
• Superintendents
• Schedulers
• Estimators
• Material expediters
Owner’s Project Team • Size of the owner’s project team will
depend on the size and complexity of the project – small project (A/E)
• Large highway project–Resident engineer– Inspectors–Surveyors–Quality assurance technicians
Managing Critical Activities
• Contracts are broken down into activities for purposes of scheduling, estimating, progress control, and cost control. Large projects can have several hundred activities, or more!
• Trick is to know which activities are critical
Critical ActivitiesCritical activities are those that could impact the cost of the work by at least one half of one percent of the bid price:–For example, on a $1,000,000
project, any activity with a potential for cost over-run or under-run of $5,000 or more is by definition a critical activity.
Pareto’s 80-20 rule
• 20% of the activities are critical and should be managed carefully
• The other 80% will average out…
Project Control
• Cost control
• Cash Flow Analysis
• Schedule Control
• Material Management
Cost Control
Possible corrective actions could include:
• Adding additional trade workers or crews
• Adding or removing equipment• Working overtime• Bringing in additional subcontractors
Cost Control
Possible corrective actions could include:
• Making the job more efficient• Eliminating factors that cause
subcontractors to interfere with each other
ProductivityLet R = Production rate
Where: T is total time, Q is the total quantity to be installedThe total cost is determined by the equation:
Ct = Ch T
Where Ct = total cost and Ch = cost per hour, or
Ct = Ch (Q/R)
R
QT
Cash Flow Analysis
Time
Cost
Front Loaded Cost Curve
Time
Cost
Cash Flow Schematic Diagram
Profit (loss) To DateProject Manager must calculate profit (loss) to date on a regular, weekly basis– Cost to date– Re-estimated cost to complete– Amount billed– Contract amount (including change
orders)– Example 3.2
Schedule Control• Chapter 4• Critical path - By definition, activities
on the critical path will delay the entire project if they are delayed
• Physical progress can be compared with the financial progress to determine if the project is:– on schedule or late– over budget or under budget
Materials Management Ensure that materials are delivered in a timely manner to the site in the quantity and quality required. When materials arrive they are:
– Counted
– Inspected
– if necessary, Tested
Materials Management
Must determine the latest order date accounting for the:
–shop drawing • Preparation• submission and • approval time
–lead time required for fabrication–shipping
Materials Management
Too many materials stored on the site can lead to problem of:
– space allocation
– weather damage
– theft
Construction Related DesignTemporary structures such as:
– Scaffolding– Forms– Temporary bridges– Shoring– Cofferdams– Rigging
must be designed by the contractor
Risk Management
Risks are inherent in construction• Industry is moving toward allocating
risks to the party most able to control the specific risk
• Managing risks means:–minimizing risks– insuring against risks–and sharing risks
Risk Management
• Construction risks - inability of a subcontractor to perform
• Economic risks - cost escalation
• Political/public risks - disapproval of the required project permits
• Physical risks - subsurface conditions
Risk Management
• Contractual and legal risks - risks assigned by contract over which the contractor has no control
• Design risks - a project design that is not constructible
Risk Management
• Worker injured or killed
• A job accident that injures the public
• A construction vehicle is involved in an accident off the project
Risk Management
Risks are best assumed by the party with the ability to best control the risk
The best way to manage risks is to avoid them, but the construction industry is characterized by risks!
Risk Management• Contractors manage risks by
purchasing insurance
• Examining the contract language addressing changed conditions…
• Contractor safety programs• Subcontracting is also a form of risk
management –require performance and payment bonds
Value Engineering (VE)
• Function analysis or value analysis
• Main objective to reduce project cost, without reducing the quality of the structure
• VE exists because contractors know better ways to build projects, and owners are willing to pay for that knowledge!!
Assignment
Due next class
Chapter 3 Review Questions
– 3.5
– 3.10
– 3.15