Lecture 6: CONSTRUCTION MANAGEMENT maximizing overall value to the owner will optimize the

cost dial.
ARCHITECTURE- The ART and SCIENCE of
DESIGNING and CONSTRUCTING BUILDINGS. 2. TIME

CONSTRUCTION- The art, science, or business of As the saying goes, time is money. For many projects,
the speed with which the building can be brought on line
building. is more important than almost any other factor. Time is
-The process of building, from site Preparation through monitored and controlled by a detailed schedule,
erection, assembly, and finishing operations. breaking each item of work down into its component
parts. Once all of the purchasing, fabrication, installation,
-The manner in which materials are ordered, assembled, and construction steps are identified, a time element is
and united into a whole. assigned to each step. The goal is to complete each of
the work items within the time frame assigned. The
CONSTRUCTION MANAGEMENT- A professional
construction management team that can guarantee the
service that provides a project's owner(s) with effective
schedule and actually beat it is invaluable to the owner.
Management of the project's schedule, cost, quality,
safety, scope, and function. 3. QUALITY
CONSTRUCTION MANAGEMENT PROJECT Quality is the grab bag that covers all the aspects of the
DELIVERY OPTIONS building not addressed by the other five values, such as
aesthetic impact, user perceptions, appropriateness of
 AGENCY CONSTRUCTION MANAGEMENT building materials, and so on. Quality is monitored and
A fee-based service in which the construction manager is controlled by a variety of means, including specifications,
responsible exclusively to the owner and acts in the owner's punch lists, inspections, tests, and user surveys. Special
best interests at every stage of the project. In this case, the care must be taken to establish appropriate measures
construction manager offers advice uncolored by any early in the project to focus attention and effort on the
conflicting interest because the construction manager does not quality expectations of the team.
perform any of the actual construction work and is not
financially at risk for it. 4. SAFETY

 AT-RISK CONSTRUCTION MANAGEMENT No matter how valuable a facility or structure may be, it
is never more valuable than the health and welfare of the
An option that entails a commitment by the construction
people who build and use the building. Care must
manager to deliver the project within a guaranteed maximum
price (GMP). The construction manager acts as consultant to
always be taken to ensure that the building process and
the owner in the development and design phases but does the the building itself do not create unacceptable hazards to
work of a general contractor during the construction phase. workers or users. These hazards range from risks during
the building process, e.g., falls, accidents, injury, and
DIALS OF PROJECT VALUE death) to risks from the completed buildings, e.g., toxic
gases, biohazards, and structural failure. Safety is best
In 1996, a group of owners, architects, contractors, and
monitored and controlled proactively by identifying
engineers gathered in San Francisco to discuss common
potential risks and taking prudent steps to mitigate those
goals and opportunities for collaboration in the building
risks.
industry (Collaborative Process Institute). During their
discussions, they came up with the best descriptors of 5. SCOPE
the factors that need to be managed and controlled on a
construction project in order to produce a successful Scope is monitored and controlled by means of an
outcome for the owner and all parties involved. They architectural program, which identifies the space needs
referred to these factors as the six dials of project value. and tracks compliance of the building design with those
needs. An optimal scope outcome would match the end
1. COST user's needs to the facility design over the life of the
building with no gaps in between. The ultimate goal is
It is essential to predict and control what the construction
high end-user satisfaction.
project will cost. Costs are established, targeted, and
controlled by means of an estimate or budget. As the 6. FUNCTION
work progresses, expenditures for materials, labor,
equipment, and subcontracts are tracked and measured The best project teams try to meet all of the functional
against the estimates. The fundamental goal is to requirements of the end-user group. An optimal outcome
maintain costs within or below budget parameters. The would satisfy their short- and long-term needs, allowing
construction manager who can minimize cost while for sufficient flexibility to adapt to changes in the market.
Function is monitored and controlled by means of
process flow diagrams and utilization analyses, which 4. CREATE W.B.S.
document the efficiency of the processes that will be
performed in the completed facility. The process of subdividing project deliverables and
project work into smaller, more manageable
Lecture 7: SCOPE AND PROCUREMENT components.

SCOPE OF WORK- A portion of the contract documents 5. VALIDATE SCOPE

that describes the work to be performed on a
construction project. A well-written scope of work sets The process of formalizing acceptance of the completed
the expectations for both parties, including the project deliverables.
responsibilities, milestones, and technical details 6. CONTROL SCOPE
required to complete the job.
The process of monitoring the status of the project and
SCOPE MANAGEMENT product scope and managing changes to the scope
Includes the processes required to ensure the project baseline.
includes all the work required, and only the work WORK BREAKDOWN STRUCTURE
required, to complete the project successfully.
A deliverable - oriented hierarchical decomposition of the
work to be executed by the project team to accomplish
the project objectives and create deliverables.

ACTIVITY- A distinct, scheduled portion of work

performed during the course of a project.

ACTIVITY LIST- A documented tabulation of schedule

activities that shows the activity description, activity
identifier, and a sufficiently detailed scope of work
description so project team members understand what
work is to be performed.

DURATION- The total number of work periods required

to complete a schedule activity or work breakdown
structure. component.

DATA DATE-A point in time when the status of the

project is recorded.

MILESTONE- A significant point or event in the project.

PROJECT CALENDAR- A calendar of working days or

shifts that establishes those dates on which schedule
activities are worked and non-working days that
determine those dates on which schedule activities are
idle.
SCOPE MANAGEMENT PROCESS: WORK BREAKDOWN STRUCTURE
1. PLAN SCOPE MANAGEMENT 1. DESIGN PRINCIPLE: 100% RULE
The process of creating a scope management plan that WBS includes 100% of the work defined by the project
documents how the project and A product scope will be scope and captures all deliverables: INTERNAL.
defined, validated, and controlled. EXTERNAL. INTERIM.
2. COLLECT REQUIREMENTS SOLICITATION AND SOURCE SELECTION
The process of determining, documenting, and 2. DESIGN PRINCIPLE: MUTUALLY EXCLUSIVE
managing stakeholder needs and requirements to meet
project objectives. No overlap in scope definition among the elements of
WBS. Use WBS Dictionary.
3. DEFINE SCOPE
3. DESIGN PRINCIPLE: 80 HOUR RULE
The process of developing a detailed description of the
project and product.
No activity at the lowest level of detail of the WBS should
be more than 80 hours of effort.

4. DESIGN PRINCIPLE: REPORTING PERIOD

ARCHITECTURAL DRAWING
No activity at the lowest level of detail of the WBS should
be longer than a single reporting period.  VICINITY MAP/ LOCATION PLAN
 SITE DEVELOPMENT PLAN
5. DESIGN PRINCIPLE: IF IT MAKES SENSE  PERSPECTIVE
RULE  FLOOR PLANS
Applying common sense when creating the duration of  ELEVATIONS
an activity necessary to produce a deliverable.  SECTIONS
 REFLECTED CEILING PLANS
 DETAILS SCHEDULE OF DOORS AND
WINDOWS
Lecture 8: CONTRACT ADMINISTRATION
 SCHEDULE OF FINISHES

CONTRACT- A legally enforceable agreement, usually

in written form, between two or more parties to do or not 2. STRUCTURAL DRAWINGS
to do something specified. The structural drawings are prepared by a structural
FIDIC CONTRACTS- All FIDIC contracts therefore engineer working as a consultant to the architect. The
contain guidance on the preparation of Particular structural drawings identify the major components
Conditions, and provide examples of the areas where making up the structural frame of the building, such as
special provisions may be required for a specific project. columns, beams, and girders.
To diverge significantly from these guidelines is to 3. CIVIL DRAWINGS
increase the risk of shifting the balanced nature of the
contract, and putting into jeopardy. Conditions of These drawings are usually prepared by a civil engineer
Contracts for Construction the successful working with the architect and describe all items of work
implementation of the project. associated with the site. The site work includes such
things as day grading, demolition, excavation, site
CONTRACT DOCUMENTS- The legal documents utilities, streets, curbs, and gutters and their details.
comprising a construction contract, including the owner-
contractor agreement, conditions of the contract, and the CIVIL/STRUCTURAL DRAWING
construction drawings and specifications for the project,
including all addenda, modifications, and any other items  SITE DEVELOPMENT PLAN
stipulated as being specifically included.  FOUNDATION PLANS AND DETAILS
 FLOOR FRAMING PLANS AND DETAILS
CONTRACT DOCUMENTS COMPONENTS: PLANS  ROOF FRAMING PLANS AND DETAILS
DRAWINGS

The portion of the contract documents showing in 4. ELECTRICAL DRAWINGS

accurate graphical and pictorial form the design,
location, dimensions, and relationships of the elements The electrical engineer, working as a consultant to the
of a project. CONTRACT DRAWINGS. architect, prepares the electrical drawings. The electrical
CONSTRUCTION DRAWINGS. work includes all of the rough wiring, transformers, and
panel boxes, as well as receptacles, switches, day and
1. ARCHITECTURAL DRAWINGS light fixtures. Communications and computer wiring are
also included in the electrical drawings.
The architectural drawings are prepared by the architect
and usually constitute the bulk of the set. They describe ELECTRICAL DRAWING
the overall aesthetics of the facility, including project
size, shape, and appearance. Detailed information  LOCATION AND SITE PLAN
regarding dimensions, materials, and quality are  LEGEND OR SYMBOLS
graphically depicted through the architectural drawings.  GENERAL NOTES
 ELECTRICAL LAYOUTS S
  CHEDULE OF LOADS, TRANSFORMERS,
GENERATING/U.P.S. UNITS
 ONE LINE DIAGRAM

5. MECHANICAL DRAWINGS
CONTRACT DOCUMENTS COMPONENTS: SPECS
The mechanical work splits between two major support
components for any building - the plumbing and the PROJECT MANUAL The project manual is the second
heating, ventilation, and air conditioning (HVAC). The part of the contract documents. The project manual
plumbing portion of the drawings typically includes contains all the written construction documents about the
information describing the installation of water lines, structure to be built. Those documents include the
sewer lines, and gas lines. The HVAC portion of the bidding requirements, contracting requirements, and
drawings covers ductwork, air handlers, compressors, written specifications for every detail of the building.
and other equipment associated with climate control.
Fire protection can also day be included with the PROJECT MANUAL SECTIONS
mechanical drawings.
BIDDING DOCUMENTS
MECHANICAL DRAWINGS
 INVITATION FOR BIDS
 LOCATION PLAN AND KEY PLAN  INSTRUCTION TO BIDDERS
 GENERAL LAYOUT PLANS  BID FORMS
 LONGITUDINAL AND TRANSVERSE  AGREEMENT FORM
SECTIONS
GENERAL CONDITIONS
 ISOMETRIC DRAWINGS
 PLANS  GENERAL PROVISIONS
 DETAILED DRAWINGS  OWNER RESPONSIBILITIES
 CONTRACTOR RESPONSIBILITIES
PLUMBING DRAWING
 ADMINISTRATION OF THE CONTRACT
 LOCATION PLAN AND SITE PLAN  SUBCONTRACTS AND SUBCONTRACTOR
 PLUMBING PLANS, LAYOUTS, AND DETAILS RELATIONS
 LEGEND AND GENERAL NOTES  CONSTRUCTION BY OWNER OR OTHERS
 ISOMETRIC DRAWINGS  CHANGES IN THE WORK
 TIME AND SCHEDULE REQUIREMENTS
SANITARY DRAWING  PAYMENTS AND COMPLETION
 LOCATION PLAN AND SITE PLAN  PROTECTION OF PERSONS AND PROPERTY
 DETAILED PLAN AND LAYOUT DRAWINGS  INSURANCE AND BONDS
 UNCOVERING AND CORRECTION OF WORK
ELECTRONICS DRAWING  MISCELLANEOUS PROVISIONS
 TERMINATION OR SUSPENSION OF THE
 GENERAL LAYOUT PLANS WITH LEGENDS
CONTRACT
 SINGLE LINE DIAGRAM
 RISER DIAGRAM SUPPLEMENTAL CONDITIONS
 ISOMETRY
 Soils and soil-testing information provided by the
GEODETIC DRAWING owner.
 Survey information provided by the owner.
 VICINITY MAP/ LOCATION MAP
 Materials or other services provided by the
 LOT PLAN
owner.
 RELOCATION SURVEY PLAN
 Job signage requirements.
 LINE AND GRADE
 Traffic control and pedestrian safety
 DETAILED TOPOGRAPHICPLAN requirements.
 Phasing or special schedule requirements.
 Requirements for security.
 Temporary facilities and sanitation requirements.
TECHNICAL SPECIFICATIONS charged with examining whether there was a need to
revise and possibly expand the 16 division edition in
 Quality of materials. response to the many changes that had taken place in
 Standard of workmanship. the industry. The 2004 version composed of
 Methods of installation and erection
 Quality control and quality assurance (1) General Requirements, (2) Facility Construction, (3)
procedures. Facility Services, (4) Site and Infrastructure, and (5)
Process Equipment.

SPECIFICATIONS
2004 CSI MASTERFORMAT
> The part of the contract documents consisting of a
detailed description of the technical nature of the GENERAL REQUIREMENTS SUB-GROUP
materials, standards, and quality of execution of the Division 1: General Requirements.
work to be placed under contract. Division 2: Existing Conditions
SPECIFICATIONS TYPES Division 3: Concrete
Division 4: Masonry
 PERFORMANCE SPECIFICATION Division 5: Metals
 DESCRIPTIVE SPECIFICATION Division 6: Wood, Plastics, and Composites
 REFERENCE SPECIFICATION Division 7: Thermal and Moisture Protection
 PROPRIETARY SPECIFICATION Division 8: Openings
Division 9: Finishes
1995 CSI MASTERFORMAT Division 10: Specialties
Division 11: Equipment
A format developed by the Construction Specifications
Division 12: Furnishings
Institute for coordinating specifications, filing of technical
Division 13: Special Construction
data and product literature, and construction cost
Division 14: Conveying Systems
accounting, organized into 16 divisions based on an
Divisions 15 - 19: (Reserved)
interrelationship of material, trade, or function.
Division 20: (Reserved)
16-DIVISION UNIFORM CONSTRUCTION INDEX Division 21: Fire Suppression
Division 1: General Requirements Division 22: Plumbing
Division 2: Site Work Division 23: Heating, Ventilating, and Air Conditioning
Division 3: Concrete Division 24: (Reserved)
Division 4: Masonry Division 25: Integrated Automation
Division 5: Metals Divisions 26: Electrical
Division 6: Wood and Plastics Division 27: Communications
Division 7: Thermal and Moisture Protection Division 28: Electronic Safety and Security
Division 8: Doors and Windows Division 29: (Reserved)
Division 9: Finishes Division 30: (Reserved)
Division 10: Specialties Divisions 31: Earthwork
Division 11: Equipment Division 32: Exterior Improvements
Division 12: Furnishings Division 33: Utilities
Division 13: Special Construction Division 34: Transportation
Division 14: Conveying Systems Division 35: Waterway and Marine Construction
Division 15: Mechanical Divisions 36 - 39: (Reserved)
Division 16: Electrical Divisions 40 - 43: Process Integration, Material
Processing and Handling Equipment; Process Heating,
Cooling, and Drying Equipment; and Process Gas and
THREE-PART SECTION FORMAT: PARTS Liquid Handling, Purification, and Storage Equipment
PART 1: General Divisions 44: Pollution Control Equipment
PART 2: Products Division 45: Industry-Specific Manufacturing Equipment
PART 3: Execution Divisions 46 - 47: (Reserved)
Division 48: Electrical Power Generation
2004 CSI MASTERFORMAT Division 49: (Reserved)
.
In 2001, a task team with associates from both the CSI CONTRACT: TYPES
and the Construction Specifications Canada (CSC) was
LUMP-SUM CONTRACT -The most common type of COMPLETION PROCEDURES
contract, especially for building construction. Under this
arrangement, the contractor agrees to complete the work  Substantial completion
specified in the plans and specifications for a single fixed  Final inspection
amount of money.  Final payment

CONSTRUCTION COORDINATION

1. REQUEST FOR INFORMATION (RFI)- A written

request for clarification regarding the details presented in
the plans or specifications. The requests are usually
made by subcontractors through the general contractor
COST-PLUS-FEE CONTRACT-This type of contract is
to the architect.
often utilized in situations where it is difficult to define the
scope of the project accurately or when time is of the 2. SUBMITTALS- Data, samples, details, colors, and
essence and construction needs to start before the full product literature required by the terms of the contract to
plans and specs are complete. Under a cost-plus-fee be presented to the architect by the contractor for
contract, the owner reimburses the contractor for all approval prior to ordering and installing them.
actual costs associated with the work plus a fixed fee or
percentage of the cost. 3. MOCK-UP

GUARANTEED MAXIMUM PRICE CONTRACT- This Physical models or small samples constructed to allow
contract contains the best features of the lump-sum and the architect and owner to review the appearance and
cost-plus-fee contracts. The guaranteed maximum price function of materials, colors, textures, and other
offers a firm cap on the overall contract price and at the aesthetic features before incorporating them into the
same time stipulates that the owner is obligated to pay actual project.
only actual costs plus a fee. Under this scenario, the
4. SHOP DRAWING
owner is protected by the guarantee of a maximum price
and yet receives the benefit of any realized savings. A supplemental drawing to the plans and specifications
that details fabrication methods, materials, and models
UNIT-PRICE CONTRACT-Are used when the work to be
of a product or installation associated with the project.
performed cannot accurately be measured ahead of
time. Unit pricing is common for heavy civil and highway- PAYMENT REQUEST PROCESS
type projects. This arrangement provides for a
competitive bid situation via unit prices even though the 1. SCHEDULE OF VALUES
exact quantities cannot be accurately determined from
A budget template established early in the project
the plans and specifications.
against which progress payments are measured. The
PRECONSTRUCTION MEETING: DISCUSSION ITEMS schedule. summarizes the total project cost by the
various divisions of work.
INTRODUCTIONS AND ACCOUNTABILITIES
MOBILIZATION AND SITE LOGISTICS 2. APPLICATION FOR PAYMENT

 Site access The application for payment is the final document

 Temporary utilities needed to process a payment request. This form
summarizes the actual payment amounts and provides
 Temporary facilities
the official approvals required before the payment can
 Site security Traffic and pedestrian issues
be released.
CONSTRUCTION COORDINATION ISSUES
RETAINAGE A certain percentage of money owed to the
 Subcontracts contractor for work progress that is held back by the
 Submittals owner to encourage completion of the project.
 Shop drawings FINAL PAYMENT REQUIREMENT
 Requests for information
 AS-BUILT DRAWINGS
SCHEDULE ISSUES  OPERATION AND MAINTENACE MANUALS
 Notice to proceed  PRODUCT AND EQUIPMENT WARRANTIES
 Sequence of work  TEST REPORTS
 Work hours  SURPLUS MATERIALS
 Liquidated damages  PERMITS
 LIEN WAIVERS
 The process of estimating the number of work periods
needed to complete individual activities with the
VARIATION ORDER estimated resources.
Requests made by the owner to add features to or 5. DEVELOP SCHEDULE
subtract features from the scope of the project resulting
in changes to the contract. The process of analyzing activity sequences, durations,
resource requirements, and schedule constraints to
create the project schedule model for project execution
and monitoring and controlling.

6. CONTROL SCHEDULE

Lecture 9: PLANNING AND SCHEDULING The process of monitoring the status of the project to
update the project schedule and manage changes to the
PLANNING- The functions of coordinating in a logical schedule baseline.
sequence of all activities, persons, machines and
materials necessary to complete the project. METHODS IN PLANNING

SCHEDULING- The placing of the plan on a calendar 1. BAR CHART

timetable and showing the allocation of equipment and Shows schedule for a plan that has been accepted
manpower that will put to establish. without first establishing that the plan is the most
PROGRAM AND PROGRESS CHART economical one.

 The sequence of the operations. 2. GANTT CHART

 The target time and date for their completion. A graphic display of schedule-related information. In the
 The rate at which they must be carried out. typical bar chart, schedule activities or work breakdown
 The guide for the owner's staff and the structure components are listed down the left side of the
contractor's staff to carry out the work according chart, dates are shown across the top, and activity
to the projected rate of accomplishment. durations are shown as date-placed horizontal bars.
 The guide to monitor the accomplishment of
subcontractors. PERT CHART
 The basis to prevent changes in design and The U.S. Navy created this tool in 1950 as they
layout with consequent delays and increased in developed the Polaris Missile (and time was the
cost. essence) during Cold War. Used to analyze the task and
PROJECT SCHEDULE MANAGEMENT minimum time necessary to complete the project.

Includes the processes required to manage the timely USES OF PERT CHART
completion of the project.  Set a realistic timetable for project completion.
1. PLAN SCHEDULE MANAGEMENT  Make sure focus is maintained on the most
critical tasks for the critical path.
The process of establishing the policies, procedures,  Identify tasks that need to be shortened if the
and documentation for planning, developing, managing, overall project time needs to be reduced.
executing, and controlling the project schedule.  Identify tasks that can be carried out
simultaneously.
2. DEFINE ACTIVITIES
STEPS IN PERT-CPM
The process of identifying and documenting the specific
actions to be performed to produce the project 1. PLANNING
deliverables. 2. SCHEDULING
3. ALLOCATION OF RESOURCES
3. SEQUENCE ACTIVITIES
4. CONTROLLING
The process of identifying and documenting CPM uses a single estimate for task duration, the PERT
relationships among the project activities. method requires the project manager to supply three
estimates to make the estimates as accurate as
4. ESTIMATE ACTIVITY DURATIONS possible.

OPTIMISTIC (to) The activity duration based on analysis

of the best-case scenario for the activity.
MOST LIKELY (tm)

This estimate is based on the duration of the activity,

given the resources likely to be assigned, their
productivity, realistic expectations of availability for the
activity, dependencies on other participants, and
interruptions.

PESSIMISTIC (tp)

The duration based on analysis of the worst-case

scenario for the activity

Productivity Rates- The amount of output produced in

an hour of work. Productivity rates is calculated as the
total output of workers divided by hours worked.