construction management greg colzani, ccm

www.jacobs.com | worldwide

Construction ManagementGreg Colzani, CCM

September 19, 2019

Important

The material in this presentation has been prepared by Jacobs®.

Copyright and other intellectual property rights in this presentation vest exclusively with Jacobs. Apart from any use permitted under applicable copyright legislation, no part of this work may in any form or by any means (electronic, graphic, mechanical, photocopying, recording or otherwise) be reproduced, copied, stored in a retrieval system or transmitted without prior written permission.

Jacobs is a trademark of Jacobs Engineering Group Inc.

Jacobs Engineering Group Inc. All rights reserved.

Disclaimer

September 18, 2019© Copyright

Agenda

3

• Introduction• CM Functions• Managing What’s Different• Keys to Success• Questions

Breakthroughs in Tunneling Short Course – University of Denver September 2019Construction Management

Safety Minute

• Plan Your Escape– You got there alright– Now????– Do you know the

way out? – What are the

emergency evacuation procedures?

4 Breakthroughs in Tunneling Short Course – University of Denver September 2019Construction Management

Introduction

Construction Management

6

• Construction Management Association of America (CMAA) defines CM as:

“The practice of professional management applied to the planning, design, and construction of projects from inception to completion for the purpose of controlling time, cost, scope, cost and quality.”


CM Functions

CM Functions

8

• Project Management• Cost Management• Time Management• Quality Management• Contract Administration• Safety Management• Program Management


Project Management

9

• Provide project management services including:– Development of CM Plan:– Supervision of project staff and

consultants– Facilitate communication with

Owner and Designer– Monitor project status and

budgets – Submit monthly status report

Description of work performed


Cost Management

10

• Pre-construction phase– Scope Management– Check estimates– Value analysis/Substitution

Requests– Addenda estimates– Bid analysis

• Construction Phase Activities– Schedule of Values– Progress payments– Change Order Management


Time Management

11

• Pre-construction Phase Activities– Project schedule / milestone

analysis– Contractor Bid schedule

analysis• Construction Phase Activities

– Schedule Reviews• Baseline Schedules• Monthly Updates• Recovery schedules• Schedule revisions

– Monitoring Schedule Compliance/Schedule analysis

– Time Related Changes/Claims analysis


Quality Management

12

• Pre-construction Phase Activities– Quality Management Plan– Inspection/Testing Plan

• Construction Phase Activities

– Contractor QC Plan– Inspection– Testing– Hold points/ witness

testing– Reporting/record keeping– Non-Conforming Work

• Wall collapse at Scottish school highlights lack of supervision in modern construction

• Experience suggests that supervision, inspection and testing have diminished over the years for financial reasons.

• A project needs to be properly designed and the design needs to be appropriately checked. The design needs to be translated into construction and the construction needs to be independently supervised. Design alterations need to be referred to the designer and adequate as-built records need to be produced.


Contract Administration

13

• Pre-construction Phase Activities– Bidder Qualification– Pre-bid Conferences– Bid Evaluation– NTP

• Construction Phase Activities– Pre-construction conference– Owner furnished materials– Communication

• Meetings• Correspondence• E-mail


♦ RFI’s♦ Submittals♦ Field orders♦ Change Orders/Claims♦ Document Control♦ Project Close-out

Safety Management

14

• Pre-construction Phase Activities– Owner Commitment To Safety– Bidder Qualification– Pre-bid Conferences– Staffing– Coordination with Compliance Agencies

• Construction Phase Activities– Contractor Safety Plan Review– Coordination with Compliance Agencies– Safety Committee– Safety Audits– Training


Summary

15

• Managing construction projects has an established Industry Standard of Practice.

– So what is different in underground construction projects?

– How do these differences challenge effective management of these projects?

• Project Management• Cost Management• Time Management• Quality Management• Contract Administration• Safety Management• Program Management


What’s Different?

Limited Access

17

• Full 360o Access • One Way in – One Way Out


The picture can't be displayed.

Multiple Activities at Face

18Breakthroughs in Tunneling Short Course – University of Denver September 2019


Highly Specialized Equipment



Complex Site Installations



Managing What’s Different

Select Examples

22

• Special Contract Clauses and Payment provisions–– Mobilization – Geotechnical Considerations– Allowances

• Schedule


Mobilization

23

• Commonly 5% of contract value– 4.5% Mobilization

• Proof of Bond• Safety Submittals• Initial Work Plan Submittals

– 0.5% Demobilization• Post-Substantial Completion

Punchlist• Final As-built drawings.

• General Mobilization– 4.5% Mobilization– 0.5% Demobilization

• TBM Mobilization– Initial Submittal/Proof of

purchase order– Design Completion– Factory Demonstration– On-Site Delivery and

Commissioning– X distance of tunneling

• Segment Casting Plant Provisions• Remaining Physical Plant

– Handled as Work in Place• Impacts on Owner Cash Flow


Geotechnical Considerations

24

• Contractor to make own interpretation of borings and other tests

• Changed Conditions Clauses– Conditions can be exposed

observed in-situ.– Impacts can are easier evaluate

and quantify.

• Geotechnical Data Report• Geotechnical Interpretive Report• Geotechnical Baseline Report –

GBR– Baselines Geotechnical Bid

Assumptions• Differing Site Conditions Clauses

– Often hard to see in-situ or undisturbed.

– Impacts often discrete and cumulative


Schedule



Albers Mills Upshur Confl. New PS

37+76

40+00

45+00

50+00

55+00

60+00

65+00

70+00

75+00

79+36

80+00

85+00

90+00

95+00

100+00

105+00

110+00

115+00

118+25

120+00

125+00

130+00

135+00

140+00

145+00

148+75

150+00

155+00

160+00

165+00

170+00

175+00

180+00

180+50

185+00

190+00

195+00

200+00

205+00

210+00

215+00

220+00

220+65

225+00

230+00

235+00

240+00

245+00

250+00

255+00

260+00

264+86

265+00

266+66

Jun-02 1 1 Jun-021-Jul-02 2 2 1-Jul-02Aug-02 3 3 Aug-02Sep-02 4 4 Sep-02Oct-02 5 5 Oct-02Nov-02 6 6 Nov-02Dec-02 7 7 Dec-02

1-Jan-03 8 8 1-Jan-03Feb-03 9 9 Feb-03Mar-03 10 10 Mar-03Apr-03 11 11 Apr-03

May-03 12 12 May-03Jun-03 13 13 Jun-03

1-Jul-03 14 14 1-Jul-03Aug-03 15 15 Aug-03Sep-03 16 16 Sep-03Oct-03 17 17 Oct-03Nov-03 18 18 Nov-03Dec-03 19 19 Dec-03


May-04 24 24 May-04Jun-04 25 25 Jun-04

1-Jul-04 26 26 1-Jul-04Aug-04 27 27 Aug-04Sep-04 28 28 Sep-04Oct-04 29 29 Oct-04Nov-04 30 30 Nov-04Dec-04 31 31 Dec-04


May-05 36 36 May-05Jun-05 37 37 Jun-05

SwanClay Alkeny Nicolai Serv

Confluent Shaft

ConstructionNicolaiShaft

Construction

TBM Erection

Contractual Time = 46 m

onths

TBM South on Site

30 Apr 03 (EARLY O

RDER OF DESIG

N)

Notice toCommence01 June 02

Dismantle at Clay Shaft &

Re Assemble TBM at Nicolai

Average 30 ft/day

N

S

Dismantle TBM,Tunnel

Demobilization & Finishing

Water Valve Replacement

CSO Tunnel

One Long Duration Activity –

Tunnel Excavation

Many Short Duration Activities

Schedule

26

• Many concurrent and inter-dependent activities

• Critical Path – combination of many shorter duration activities

• Ability to re-sequence to recover schedule

• Long single activity with fewer concurrent activities

• Critical Path – ties to long single activity

• Very difficult to re-sequence to recover lost schedule

• Tunneling is a cyclical operation –small impacts to cycle and accumulate rapidly


Keys to Success

28

A tunnel is a hole in the ground with:–An engineer at one end–A lawyer at the other end and–A contractor stuck in the middle


Construction is easy, until

29

• Construction is easy,there are technical solutions to all technical problems, so……

what causes all of the difficulties in construction?


Partnership

30

• The common thread on all successful projects– Build a “partnership” attitude for

all parties– Work together in a cooperative

manner focusing on the project goals

– Full understanding of “Risk Sharing” responsibilities

– Recognize and respect the needs of the other partners

– Must occur at ALL levels of the projects and within All individuals associated with the projects.

– Partnership must operate within the framework of the contract.Breakthroughs in Tunneling Short Course – University of Denver September 2019


CM Keys to Success

31

• ADEQUATE PLANNING– Plan for Success –– Prepare to manage the tough

issues.• COMMUNICATION

– Open honest, no cold contact.– Clear concise written direction.

• TEAMWORK– All parties are stake holders, no

hidden agendas• KNOWLEDGE

– No replacement for experience.. Don’t let amateurs do the job.

• DOCUMENTATION– Document, document,

document!!!


construction management greg colzani, ccm

Documents