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Construction Site Management 2

Construction Site Management 2. Programming 6509BESG LJMU 2017. Course Overview. Learning outcomes 5. Assess the resource implications for time/cost optimization and project acceleration using current industry standard software. Brief Revision. Planning Delays BIM. Project Management.

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Construction Site Management 2

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  1. Construction Site Management 2 Programming 6509BESG LJMU 2017

  2. Course Overview Learning outcomes 5. Assess the resource implications for time/cost optimization and project acceleration using current industry standard software.

  3. Brief Revision • Planning • Delays • BIM

  4. Project Management • 1. Project Management • Leadership vs Management • Organizational Structures • Resource Management • Skills and responsibilities • 2. PM Current Practices • Institutes • Trends • Control Systems • 3. Time, Cost and Quality • Time Management • Cost Vs Quality • Teamwork • Time Management • Cost Management, • Quality

  5. Project Management • Management • Leadership vs Management • Inspiration - Vision • Control - Goals • Organizational Structures • Autocratic/Democratic • American/British/Chinese • Matrix Responsibilities • Power of Permission • Power of Association • Resource Management • Skills and responsibilities • PMBOK • Current Practice • Trends • PMI • SSPM • AssocPMUK • Institutes • Professional • Certification • Project Office • Control Systems • Property Cycles • Design Intent / Design & Build • Forensic Investigations • BIM?

  6. Positional Power Client PM Arch Eng QS Contractor Product Sub-C Sub-C Sub-C

  7. Control Steps

  8. BCA Site Staff Requirements

  9. Site-Management Obligations • Hoarding & Sign Board • Wash bays and water run-off pits • Site office & pest control • Temporary water/power • Access and Waste removal • Main-Con / Sub-con responsibilities • Identify Mock-ups / Approvals / Specifics • Permit to Commence Work • Survey of boundary / Setting-out-points • Crane Locations and type

  10. Typical Correspondence Register

  11. Behavioural Science • Motivation (Maslow) • Getting things done through others • Teamwork

  12. Planning • Priorities and Sequencing • People (PM, SO, etc) / Resourcing • Initial Critical Path Network program • Phasing/TOP/Handing-Over • Methods • Set up regular Site Meeting / Design Team Meeting • Approval Systems (AI, AD, Site Memo etc) • Documents Issuance system

  13. BCA Site Staff Requirements

  14. Extension of Time • SIA Contract (Clauses 23 and 24) allows for EOT and (pre-agreed) Liquidated Damages for delays not foreseen. (Also UK, Joint Contracts Tribunal (JCT) and RIBA Contracts) • “Time-at-large” if EOT not agreed • Contractor must give Notice within one month • Architect must reply within one month if Contractor is entitled “in principle”

  15. Delays and disruption • Delays are inevitable on the majority of projects • Can be reduced by a properly considered programme • The programme should be updated to record actual progress and any extensions of time • If these are followed then the programme is a good tool for managing change and delay

  16. Delays and Disruption Examples of delay Contractors responsibility • Incorrect programme and methodology • Weak site management • Delays by the supply chain • Unforeseen site conditions • Poor health and safety • Poor quality of workmanship • Sometimes the weather

  17. Delays and Disruption Disruption • Generally affects a contractors intended labour or plant output • It is distinctly different from delay in that a contract may be disrupted but the completion date not affected.

  18. Outline

  19. Snapshot Analysis

  20. Liquidated and ascertained damages (LAD’s) • Predetermined calculation of loss on the part of the client if the contractor does not complete on the agreed completion date. • Usually expressed as a cost per week. • Client does not have to prove his actual losses. • Contractors liability is limited to the agreed damages.

  21. Concurrent delay – what is it? • “The expression concurrent delay is used to denote a period of project overrun which is caused by two or more effective causes of delay which are of approximately equal causative potency” Marrin QC, Society of Construction Law, February 2013 • “ Two or more delay events occurring within the same time period each independently affecting the Completion Date” Judge Seymour – Royal Brompton Hospital NHS Trust v Frederick Hammond & Ors.

  22. The Planning Process Programming 6509BESG LJMU 2017

  23. Planning process This lecture will cover the following: • Why we need to plan • Who needs to plan • The various types of programmes

  24. Planning process • Typical Planning Question • The following are five different types of programme that could be used at various stages in planning a contract. • Clients master schedule ( 5marks) • Contractors procurement programme (5 marks) • Contractors tender programme (5marks) • Design information programme (5 marks) • Six weekly short term programme (5 marks) • In some detail, explain what these programmes are, why they may be necessary

  25. Planning process Why do we need to plan? • To set a realistic timescale for the project • To forecast the rate of progress required • To organise a methodology for tackling the project • To forecast the resources required • To provide a tool to monitor and control progress • To communicaterequirements from other parties • To protect contractual interests • To give direction andcontrol

  26. Planning process Why do we need to plan? • Appraise the risks • Plan the design • Agree a duration and cost • Measure the progress • Plan for corrective action

  27. Planning process Who needs to plan? • Client • Designers • Project managers/resident engineer/QS • Principal contractor • Supply chain

  28. Planning process What might go wrong with poor planning? • Budgets may be exceeded • Contract completion dates may overrun • Quality may be substandard • Extension of time claims/loss and expense/ LD claims • Litigation • Health and Safety problems • Latent defects

  29. Planning process Pre tender (contractor) • Tender Planning ( programme and method statement) • Brief procurement programme outlining the delivery of key subcontract items

  30. Planning process Tender planning Students • What issues do you think need to be considered at this stage? • Tender programme (this will later be developed into the construction programme or master programme) • Devise methodology to build the project (method statement) • Resource programmes to identify labour and plant requirements • What work will be subcontracted and who will be invited to tender

  31. Planning process Project planning (clients team) • Overall strategy ( master schedule) • Who will control? • What is the procurement route? • Timescales ( design , tender, project duration) • Cost

  32. Planning process Project master schedule • Embraces the complete process from inception, feasibility design, through the tender and negotiation stage, construction and handover • Imperative as the client will need to negotiate funding • Client will need to set completion to satisfy tenants or end users

  33. Planning process Project master schedule Students What issues do you think have to be considered at this stage? • Start Date • End Date • Milestone Dates • Working Hours • Productivity per Activity

  34. Planning process Various types of planning requirements Prior to contract commencement( contractor) • Information required schedule (IRS) • Procurement programme (or schedule) • Resource programme • Design programme • Construction programme • Contractors Phase Health and Safety Plan

  35. Planning process Various types of planning programmes Contract • Weekly programmes • Short term (6-week programmes) where critical • 3-monthly Rolling Program (Last Month/This Month/Next Month) • Monthly review of design, procurement and contract schedules

  36. Planning process Tender planning • Preliminaries schedule & Temporary Works • Hording, ECM & Scaffold schedule • Risk schedule • H&S Issues • Site visit

  37. Planning process Procurement Schedule • Identifies requirements for key subcontractors (Domestic or Sub-Contract) and (Alternative) materials • Should include design ,manufacturing, mobilisation and Installation periods • Shows latest dates for ordering • Monitored and updated regularly

  38. Planning process Resource programme • Includes requirements for both direct and subcontract labour • Will show total labour required throughout the project identifying peak requirements • Used as a discussion tool when procuring subcontractors • Monitored and updated at weekly subcontract meetings

  39. Planning process Information required programme • Drawings,specifications,schedules-NOT technical queries • Technical queries are used to request clarification of details • Relates to the contract programme • Should be timely-not too early or too late. • Details what information required and by when • Can be useful as a contractual document if needed • Reviewed and updated at monthly/fortnightly clients meetings

  40. Planning process Design programme • Consultants may produce this document • Informs when information will be available • Must be checked against Risk Schedule /Procurement programme and construction programme to satisfy requirements • Monitor and review at monthly/fortnightly design review meetings

  41. Planning process Construction programme • Developed from the tender programme • Includes additional information after tender submission • Must show all key milestone events • Does notshow any float • Only altered if Extension of Time awarded or update required for Contract • Well structured programme protects the contractors interests • One of the most important contract documents

  42. Planning Process Floral Pavilion Contract Prog

  43. Planning Process Programme Float • Simply defined as the difference between the shortest possible time to complete an activity and the time allowed in the programme • The sum of all the activity floats equals the total project float • It is possible to have negative float where the time allowed for an activity on the programme is less than the time needed

  44. Planning process Target programme • Based on a shorter contract period than contract programme • Produced to save time/money • Or…To gain extra float for contract programme • Shortens or overlaps durations shown on contract programme • May affect Risk Schedule and Procurement programmes

  45. Planning process Short term (6 weekly programmes) • Schedules the contract or target programme into manageable “bite size” stages • Encourages team to look ahead • Rollover programme reviewed each week • Discussed and agreed with project management and supply chain • Will identify key deliveries ,key operations, important Health and Safety issues

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