LEARNER GUIDE

RIICWD535E
Prepare detailed design of civil timber
structures
 RIICWD535E– Prepare detailed design of civil timber structures | Learner guide

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RIICWD535E 1.0 12/07/2022 First edition

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Table of Content

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s
Table of Contents............................................................................................. 2
Introduction.................................................................................................... 3
CHAPTER 1: PLAN AND PREPARE FOR DETAILED DESIGN OF CIVIL TIMBER
STRUCTURES................................................................................................... 5
1.1 Obtain, interpret, clarify and confirm work requirements..........................................9
1.2 Access, interpret and apply documentation required for detailed civil timber
structures design and confirm work activity is compliant........................................11
1.3 Prepare design plan according to resourcing and design requirements...................31
CHAPTER 2: CARRY OUT DETAILED DESIGN OF CIVIL TIMBER STRCUTURES........37
2.1 Obtain, interpret and analyse required data and identify design options for civil
timber structures according to job requirements.....................................................42
2.2 Interpret and analyse design options for civil timber structures and recommend
design option according to job requirements...........................................................48
2.3 Develop and complete detailed design of civil timber structures according to job
requirements........................................................................................................... 50
2.4 Prepare cost estimate for implementing design of civil timber structures...............53
2.5 Participate in review of design of civil timber structures with required stakeholders
................................................................................................................................ 56
2.6 Complete required documentation for design of civil timber structures according to
workplace requirements..........................................................................................59
2.7 Communicate and coordinate with personnel involved in design process according
to workplace requirements and within scope of own role........................................62
2.8 Gain design approval from required authorities.......................................................65
CHAPTER 3: FINALISE DESIGN PROCESSES FOR CIVIL TIMBER STRUCTURES.......69
3.1 Confirm design records are filed according to workplace requirements..................71
3.2 Complete design cost and reporting requirements and deliver to required
stakeholders............................................................................................................ 73
3.3 Participate in performance review of design process according to workplace
requirements........................................................................................................... 76
3.4 Review client feedback and contribute to design verification according to workplace
requirements........................................................................................................... 79
3.5 Close out systems according to workplace requirements........................................83
CHAPTER 4: SUPPORT AND REVIEW DESIGN IMPLEMENTATION OF CIVIL TIMBER
STRUCTURES.................................................................................................. 87
4.1 Provide clarification and advice to personnel implementing design as required to
meet job requirements............................................................................................89
4.2 Contribute to design validation process as required to meet job requirements.......91
References.................................................................................................... 95

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Introduction
This guide describes the skills and knowledge required to prepare detailed designs of civil
timber structures, such as evaluating design options, preparing and finalising designs, and
providing design implementation advice.

Timber structures include bridges, jetties, retaining walls and noise barriers.

Figure- Bridge timber structure

What are the advantages of designing timber structures?

 Timber Frame homes and commercial buildings are energy efficient.

 Timber Frames are simple to remodel because no load-bearing walls are required.

 Timber framing is strong and long-lasting.

 Timber Frame structures reduce unwanted noise;

 Timber Framing is versatile, ranging from residential to commercial applications;

and

 Timber Frame construction is quick.

 Timber-framed structures have a lovely appearance.

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What will I learn?

This learning guide will provide you the skills and knowledge required to:

1. Plan and prepare for detailed design of civil timber structures.

2. Carry out detailed design of civil timber structures.
3. Finalise design processes for civil timber structures.
4. Support and review design implementation of civil timber structures.

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CHAPTER 1: PLAN AND PREPARE FOR

DETAILED DESIGN OF CIVIL TIMBER
STRUCTURES

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In this chapter, you will learn how we can plan and prepare for detailed design of civil
timber structures, including workplace policies and procedures, WHS, environmental
requirements, etcetera.

Types, characteristics, technical capabilities and limitations of materials, plant

and equipment required for civil timber structures design and construction

Materials

Traditional materials for bridge construction include stones, timber, concrete, and steel.
Initially, timber and stones were used in construction because they were directly obtained
from nature and were readily available.

Types Characteristics Technical Limitations

capabilities

Timber  Durability. Because of its low  Highly

 Strength. density, wood has anisotropic
a high specific  prone to
 Permeability.
strength. They termites,
 Hardness. have a noticeable infestations,
 Toughness. strength value but and woodworm
a lower density
value. Because of  highly
this, they can be flammable
easily transported.  Susceptible to
rot and disease
 Incompatible
with high
temperatures

Stones They have greater The stone has Because natural stone
compressive strength. proven to be the is heavier than artificial
most efficient and stone, it takes longer to
economical over build the bridge.
time due to the
durability and low
maintenance
guarantee it
provides
throughout its life
period.

Steel Tensile strength, When compared to It will rust over time,

flexibility, and hardness other materials, necessitating
are all affected by steel has high maintenance.
changes in its strength.
composition.

Plant

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Types Characteristics Technical Limitations

capabilities

Backhoe They are well-known A backhoe is another If you are not paying
earthmoving piece of bridge attention, you may
vehicles with construction sustain an injury.
buckets, arms, equipment
rotating cabs, and necessary for laying
movable tracks. a solid foundation for
a bridge.

Generators Electric generators Bridge construction, Electric shock risk.

operate on the inspection, and
electromagnetic maintenance all
induction principle. A necessitate electrical
conductor coil (a tools. Having
tightly wound copper generators on-site
coil on a metal core) provides the power
is rapidly rotated required to keep the
between the poles of tools operational.
a horseshoe magnet.

Tools and equipment

Types Characteristics Technical Limitations

capabilities

Tape measure It comprises a This is used to The main

flexible ribbon of calculate length, disadvantage is that
plastic, fibreglass, or width, or distance. the metal can cut
metal strip marked the skin when used.
with linear They are also
measurements. difficult to
manipulate, making
measuring an area
that is not a straight
line difficult.

Hammer A hammer is a tool used to drive nails When used

with a weighted into shuttering incorrectly, hammers
head attached to a boards, walls, and can cause serious
long handle. other surfaces injury. A misplaced
hammer, for
example, can break
a bone in your wrist,
hand, or fingers and
cause minor scrapes,
cuts, and bruising on
any part of your
body.

Plumb bob A plumb bob is a This is a critical civil The plumb bob and
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small weight with a construction tool for line are susceptible

pointed tip vertical alignment. to damage and can
suspended from a be "lethal weapons"
string. if not handled with
care. Holders to
keep the bobs in
place when not in
use and stirrups and
guides to limit the
plumb line made
plumb levels more
user-friendly.

Wheelbarrow A wheelbarrow is a A wheelbarrow is a A fully loaded

small hand-propelled construction tool wheelbarrow can be
vehicle with only one with one wheel and awkward and
wheel that is pushed two handles used to unstable when
and guided by a transport concrete, loaded to capacity.
single person using soil, or other When all you're
two handles at the materials from one trying to do is return
back of a sail to location to another. dug-up soil to its
propel the ancient original location, the
wheelbarrow by the weight can be a
wind. hindrance. A single
front wheel also
means that a smaller
person may struggle
to balance a full
load.

What will I learn?

In this chapter, you will learn about the following:

1. Obtain, interpret, clarify and confirm work requirements.

2. Access, interpret and apply documentation required for detailed civil timber
structures design and confirm work activity is compliant.
3. Prepare design plan according to resourcing and design requirements

1.1 Obtain, interpret, clarify and confirm work

requirements
Clarify and confirm work requirements
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You must be clear about what type of work you will do in the project. Moreover, everything
should be written before actual work, including the required procedure and equipment to
prepare a detailed design of civil timber structures.

Make sure you have all the details about the working area from where you will start your
job, for example:

 The Site – It includes access to all required equipment. Furthermore, you also need
to collect information about other structures and buildings and their types.

 The Weather – Is there wind, rain, or other inclement weather? Is the lighting too
dim?

 Traffic –In this section, you should check how many people move close to the site
or any road near the working area to set up a barrier or sign for people and
equipment safety.

 Hazards –You should be clear about potential hazards on the worksite. This
includes inspecting worksites, conducting Job Safety Analysis (JSA) and
understanding the Safe Work Method Statement (SWMS). Further, you should
assess environmental hazards.

Aside from the information listed above, you should also ensure that you have detailed
information about the type of work you will be doing:

 The Task –What is the type of equipment used to prepare the design of civil timber
structures?

 Plant – Which kind of plant will be used? What should be the size of the plant?

 Communications – What are the different ways to communicate with other

workers?

Procedures and Rules –Are any special permits or licenses required? Are there any set rules
of the site that will affect how you work?

Work instruction Sources

Work specifications and strategies are the characteristics that are necessary to complete a
particular job or task.

You may require a manual that includes plans, specifications, quality requirements, and
operational details and checks the work's accuracy.

Work instructions may be obtained via:

 Oral or written and graphical instructions

 Signposts

 Work schedules/plans/specifications

 Work-related journals/newsletter/advertisements

 Charts and hand drawings

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 Memos

 Materials safety data sheets

 Technical drawings or sketches

Read work instructions

All work must comply with worksite, environment, and organisation safety strategies.

Procedures help ensure that the work is completed safely, without damaging equipment or
putting individuals in unsafe situations. They also help ensure that the work is completed
correctly and doesn't interrupt or get within the way of other work on the site.

Your work manual will describe the safest method of performing work and the equipment
based on the specifications. You must clarify work instructions with your Supervisor.

If you are unclear about where you will find work instructions or any section regarding work
instructions, you must seek help from your Supervisor. They will help you to locate and
understand the work instructions.

Interpret work instructions

The meaning of interpreting is to explain or understand.

It is important to understand the work requirements. A good understanding of the

compliance documents will help you to:

 Make the right decisions for each work activity/solution.

 Distinguish the steps that are given in the given situation.

 Determine expectations.

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1.2 Access, interpret and apply documentation required

for detailed civil timber structures design and
confirm work activity is compliant

Access, interpret and apply documentation required for detailed civil timber
structures design

Documentation is essential to all aspects of operations on every worksite. From work

instructions to quality and environmental requirements, documentation sets out the type
of work, the timeframe for construction, and the procedures for completing the task.

Statements containing the words "must,” "shall," or "will" are often used within these
documents to indicate that there are mandatory (legally must be applied) requirements.
Each project site will have different compliance documentation that must be referred to.

These documents require that the tasks be undertaken to meet the required standards.

It is significant to know your obligations under the compliance documents, such as:

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Acts: These are laws that you have to follow.

Regulations: These explain what the law means

Codes of Practice: These are instructions on how to follow the law, based
on industry standards.

Australian Standards: These tell you what the minimum requirement is for a
job, product or hazard.

Worksites are required to meet a range of compliance documents. These include

Legislative, organisational and site requirements

Licensing requirements

Equal employee opprotunity legislations

Australian standards

Code of practice

Safe Work Method Statements (SWMS)

Job safety Analysis (JSA)

Operational manuals

Material Safety Data Sheets (MSDS)

Each state uses different OHS/WHS legislation. They all have the same requirements. In
case of any questions regarding the safety rules, you must contact your Supervisor.

Key components of job safety analyses (JSAs)/job safety environmental analyses

(JSEAs)/safe work method statements (SWMs)

job safety and job safety environmental analysis

A job safety analysis (JSA) is a method for incorporating accepted safety and health
principles and practices into a specific task or job operation. A JSA's basic job steps identify
potential hazards and recommend the safest way to do the job. This procedure uses job
hazard analysis (JHA) and job hazard breakdown.

Some people prefer to broaden the analysis to include all aspects of the job, not just
safety. This method is referred to as total job analysis. The methodology is based on the
premise that safety is integral to every job, not a separate entity. This document will only
address health and safety concerns.
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A Job Safety and Environmental Analysis is a written document that outlines the high-risk
work activities to be performed at a workplace, the hazards and risks associated with these
activities, and the risk-control measures to be implemented. A JSEA considers both
environmental and health risks. Its primary goal is to assist supervisors and workers in
implementing and monitoring the control measures at the workplace to ensure high-risk
work is done safely.

When completing a Job Safety and Environmental Analysis (JSEA) or a Safe Work Method
Statement (SWMS), it is critical to consider environmental hazards and controls. In
Australia, the maximum penalty for violating the WHS act is $600,000 or 5 years in prison
or both. $2,000,000 or 15 years in prison, or both, for causing serious environmental harm.

Key components

The four basic stages of a JSA are as follows:

 Deciding which job to analyse

 Breaking the job down into a series of steps
 Recognising potential hazards

 Determining preventive measures to mitigate these risks

Safe work method statements (SWMs)

An SWMS is a document that specifies the high-risk construction work activities to be

performed at a workplace, the hazards associated with these activities, and the risk-control
measures to be implemented. One SWMS can be employed for a variety of high-risk
construction work activities, such as employing a mobile-powered plant, working at heights
greater than 2 metres, and working near to a road used by traffic other than pedestrians.

An SWMS is a type of administrative control that is used to support higher-order controls,

such as engineering controls, in order to remove or decrease health and safety concerns.
An SWMS differs from documents that focus on specific tasks or processes, such as a Job
Safety Analysis or a Safe Operating Procedure. An SWMS is not intended to be a procedure;
rather, it is a tool to assist supervisors and workers in confirming and monitoring workplace
control measures.

Policies, procedures and documentation required to prepare a detailed design of

civil timber structures

Before starting your work, ensure that you have access to all the operations documents for
the job. This will help you do your work safely and ensure all work is compliant. The
operations documents include:

• Work Method Statement

• Safety Data Sheets (SDS)

• Project Quality requirements

Work Method Statement: It is a document that outlines the high-risk construction work
activities to be performed at a workplace, the hazards that may arise from these activities,
and the risk-control measures to be implemented.

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SWMS are required for high-risk construction work activities, as defined in the WHS
Regulations. For works carried out regularly, a generic SWMS may be prepared and used
for those work activities. The content of the SWMS can be refined over time and include
consultation with workers and other persons conducting a business or undertaking.

Work method statements must be completed before initiating the work. The work methods
statements provide details on the steps to complete the job. These include details of any
hazards you might face while completing the job and the safety measures to control these
hazards.

These statements can also be known as:

• Safe Work Method Statement (SWMS)

• Job Safety Analysis (JSA)

• Job Hazard Analysis (JHA)

• Safe Operating Procedure (SOP)

These statements also organise work activities and ensure that everything is completed
based on the job requirements. Therefore, you must ensure that these required documents
are available before initiating the task.

Safety Data Sheet: The schedule for the amount of work to be carried out varies
depending on location.

It is a document that provides health and safety information about hazardous substances
or dangerous goods products, substances, or chemicals. If you buy one of these items, it
should come with a safety data sheet.

SDSs informs you

• The product (its name, ingredients, and properties), who manufactured or imported
it, how the product may affect your health, and how to safely use and store it

• Who made it or imported it?

• How can the product affect your health?

• How should you use and store it safely?

Legislation, codes of practice and Australian standards are required to prepare a

detailed design of civil timber structures

The Australian standard for timber structure design is AS 1720 Timber Structures.

Codes of practice

A code of practice is a practical guide for complying with the Work Health and Safety
(WHS) Act and Regulations.

The WHS Act allows the relevant Minister to approve, modify, or revoke codes of practice.

The Act also specifies how codes of practice may be applied in court.
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Codes of practice are unique because an approved code is automatically admissible as

evidence in court proceedings under the WHS Act and Regulations. Courts may consider a
code as evidence of what is known about a hazard, risk, or control, and they may rely on
the code to determine what is reasonably practical in the conditions to which the code
refers.

Deals with

● Deal with a duty or obligation imposed by the WHS Act or Regulations

● Contain known information regarding specific hazards, risks, and mitigation

measures

● Assist in establishing what is practical in the given circumstances, and

● It can be supplemented with additional sorts of guidance material

What legislation makes this a requirement?

 Electricity Act 1945

 Electricity (Network Safety) Regulations 2015
When does this code of conduct become necessary?

If you plan to use timber structures in electrical networks, you may need to comply with
this standard.

This standard provides:

 Code of practice for the design and acceptance of timber structures and elements,
including design methods and data for commonly encountered structural elements
and materials, as well as specifications for the design, installation, and maintenance
of timber structures.
 A list of structural timbers and their properties, as well as a detailed explanation of
each.

Other relevant Standards

AS 1684.1-1999 Residential timber-framed construction, Part 1: Design

criteria

AS 1684.1-1999 AMDT 1 Residential timber-framed construction, Part 1: Design

criteria

AS 1684.2-2010 Residential timber-framed construction, Part 2: Non-

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cyclonic areas

AS 1684.2-2010 AMDT 1 Residential timber-framed constructions, Part 2: Non-

cyclonic areas

AS 1684.2-2010 AMDT 2 Residential timber-framed construction, Part 2: Non-

cyclonic areas

AS 1684.3-2010 Residential timber-framed construction, Part 3: Cyclonic

areas

AS 1684.3-2010 AMDT 1 Residential timber-framed constructions, Part 3: Cyclonic

areas

AS 1720.4-2006 Timber structures - Fire resistance for structural

adequacy of timber members

Work health and safety:

Workplace health and safety (WHS) is the management of dangers to everyone's health
and safety at work. It is also known as occupational health and safety (OH&S). This
includes your employees and the health and safety of your customers, visitors, and
suppliers.

Implementing safe practices and installing safety equipment may cost money and time,
but it is important to your company's success. Failure to act might result in criminal
charges, penalties, and the loss of your competent employees.

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It is a legal requirement to create a safe working environment. It's also crucial to your
company's long-term development since it can:

• Assist you in retaining your employees

• Boost employee productivity

• Reduce workplace injuries and illnesses

• Injury and workers' compensation payments should be reduced.

As soon as you start your work, you must implement health and safety procedures. Under
Australian WHS legislation, your company must guarantee its employees' health and safety
while avoiding endangering others' health and safety. To accomplish this, you must:

• Ensure a secure working environment

• Maintain and deliver secure machines and structures

• Provide safe working conditions

• Ensure that machines, structures, and substances are used, handled, and stored
safely.

• Maintain and offer adequate amenities

• Provide any safety-related information, training, guidance, or supervision

• Keep an eye on the workers' health and the working environment

Among the responsibilities are:

• Equipment, tools, machinery, and plants must be maintained regularly.

• Hazards are reduced and, when possible, eliminated, and hazards are avoided.
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• Appropriate worker training, sensitisation, and supervision are provided.

• Taking regular breaks from work

• Designing and implementing safe practices for handling, transporting, using, and
storing substances, equipment, or working gear

• Conflict resolution and incident investigation

Consider the following to guarantee that your WHS rules and procedures go far:

• Risk evaluations

• All staff should be aware of the policies and procedures. Any revision-related
information should also be communicated.

• In your communication, use clear, uncomplicated, and straightforward language.

• If any other Australian Standards or rules must be followed in addition to the WHS
Act, mention them.

• Don't be afraid to be particular; if the target has a unit of measurement, state the
exact value; if the target is a problem, give the specifics.

• List the steps involved in sharing information with employees, visitors, and other
external stakeholders.

• Describe how you plan to put your policy into action.

• Ensure top management endorsed, supported, and signed off on the policy.

• Outline the exact needs for emergency response.

• Keep a record of the procedures and their associated activities.

• You are strongly advised to include potential health and safety risks alongside the
technical information in your document.

Workplace recording

Maintain health and safety records and statistics and keep all written health and safety
records organised and easily accessible.

Employers must maintain health and safety records and statistics. Training activities, first
aid treatments, and incident investigations are documentation examples. Written records
and statistics can aid in the following tasks:

 Identify trends in unsafe working conditions or practises so that you can take
corrective action;

 Provide educational and training materials; and

 Provide documentation if requested or an incident occurs, and you need to prove

that you did everything reasonably possible to prevent it.

Workplace reporting
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When serious injuries, illnesses, or dangerous incidents occur at work, persons conducting
a business or undertaking (PCBUs) must notify their WHS regulator. These are known as
"notifiable incidents."

Notifying the WHS regulator of these serious incidents can assist in determining the cause
and preventing it from occurring again at your workplace and other workplaces.

Reporting notifiable incidents is also required by law.

Reporting an incident to the WHS regulator

Notifications must be made to state, territory, or Commonwealth WHS regulators directly.

For information on how to make a notification, contact your WHS regulator.

The Incident notification information sheet contains details about the incidents that must
be reported to the WHS regulator.

Cultural and heritage management

Cultural heritage management entails striking a balance between developing the tourism
industry, generating revenue, preserving the physical integrity of sites, and promoting and
celebrating their educational, historical, and cultural values.

To accomplish this goal, the Construction Contractors will:

 Facilitate collaborative engagement with the local Aboriginal community to

appropriately manage the Aboriginal cultural heritage values associated with the
Project.

 Conduct detailed salvage and/or test archaeological investigations of the site as

needed, following the correct procedures and salvage or excavation methodologies.

 Implement appropriate controls and procedures during construction activities to

avoid or minimise potential negative impacts on Aboriginal and non-Aboriginal
heritage along the Project corridor.

Environmental management

A CEMP (construction environmental management plan) describes how activities will be

managed during the construction phase of development to avoid or mitigate
environmental or nuisance impacts, as well as how environmental management
requirements will be met.

A CEMP should be developed when there is a risk that construction activities will cause
environmental harm or nuisance. Triggers for developing a CEMP could also include any of
the following (or any other relevant) site-specific circumstances:

 It is near surface or underground waters;

 It is near a sensitive receiver.

 Site contamination is possible.

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 Construction and demolition waste, as well as waste soils, are permitted to be

imported or removed.

General project information

A CEMP should include the following general project information:

 A description of the receiving environment and the site location, including the
location of sensitive receivers

 A description of the project's construction work, including timeframes and

construction hours
 Identification and analysis of potential environmental impacts, including hazards
and risks to the environment, recommended mitigation strategies, and any residual
risks

 Identification and description of management strategies to be implemented to

reduce linked source receptor exposure pathways

Equipment safety requirements

Follow these safety tips when working with construction equipment to stay productive and
keep the Jobsite accident-free:

Equipment Operator Training

Workers should be trained to safely operate all equipment they will be working with.
Training should consist of both classroom and practical hands-on instruction.

Be Aware of Your Surroundings

You must know your surroundings and any potential hazards when operating heavy
equipment. Overhead power lines should be de-energised, or if that is not possible, barriers
should be put up to avoid coming into contact with them. When digging, ensure that all
underground utilities, such as sewer, water, gas, and electrical, are identified and marked
to avoid damaging them and causing delays and additional work.

Entering and Exiting Equipment

This should go without saying, but based on the number of injuries workers sustain each
year; there are correct and incorrect ways to mount and dismount heavy equipment.
Maintain three points of contact when climbing equipment, just as you would when
climbing a ladder. Never bring anything with you into or out of the cab. Never exit by
jumping out of the cab or off the equipment.

Inspect Equipment Before Use

Before each use, visually inspect heavy equipment to ensure it is in good working order.
Examine the tyres and tracks for signs of wear and damage. Before starting up the
equipment for the first time each day, check fluid levels such as engine oil, hydraulic fluid,
and oil. Cracks and damage should be considered in hydraulic hoses, buckets, booms, and
other components. Check that all attachments are securely fastened.

Only Use Equipment as Intended

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Each piece of equipment was created to accomplish a specific task. Excavators are not
cranes, and wheel loaders were not designed to transport workers in buckets and be used
as an aerial lift. Choose the appropriate equipment for the job and use it exactly as the
manufacturer intended.

Keep the Area Clear

Ideally, you can surround the area with barriers to prevent workers from accidentally
contacting operating equipment. To keep your blind spots clear when moving or operating
equipment near workers, use a spotter who communicates via radio or hand signals. This is
especially true when backing up data. Yes, the equipment will have backup alarms, but
they are frequently ignored due to their prevalence on construction sites.

Geotechnical management

Geotechnical engineering is important because it helps to prevent problems before they

occur. Buildings may sustain significant damage due to an earthquake, slope stability
shifting, ongoing settlement, or other effects if a Geotech does not perform advanced
calculations and testing.

Geotechnical engineers test soil and bedrock, conduct subsurface exploration, and provide
oversight in the field for a variety of reasons, including:

1. Determine the soil, bedrock, and groundwater conditions that will impact project
design and construction.

2. Determine whether the soil is suitable for design/construction.

3. Determine potential project risks related to subsurface conditions.

4. Identify unexpected field conditions that may have an impact on design and
construction; and

5. Ensure design/construction is being performed following the agreed-upon

contract/bid/spec documents (quality assurance/quality control, i.e. QA/QC).

Hydrological and meteorological management

Hydrological management

Hydrologic management aims to reduce the effects of water hazards such as floods,
droughts, mudslides, accelerated erosion, land subsidence, and storm surge. Water
pollution, dam failure, and water-borne disease are all water-related risks.

Meteorological management

In construction management, three types of weather data must be considered:

 Historical data, which is useful when planning long-term projects;

 Weather forecasts, which are useful for short-term planning, such as scheduling
weekly activities; and

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 Direct measurements from a weather monitoring system allow for the detection of
sudden changes and the making of quick decisions.

Incident and emergency response

Accidents happen unexpectedly, unintentionally, or by chance. An incident is an

occurrence or event that is usually the result of a combination of factors.

A workplace or undertaking must develop and document a plan for workplace incidents,
accidents, and emergencies. Workers must be made aware of and trained in procedures. A
company's or venture's manager must also review plans to ensure they are effective and
up to date.

A written set of instructions containing the following provisions constitutes an emergency

plan:

Emergency procedures, including an effective

response;

Evacuation procedures;

Notification of emergency services;

Medical treatment and assistance;

Communication procedures;

Testing of procedures

Performance reviews

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A performance review is a periodic evaluation of an employee's overall performance and

contribution to the company. Like most work appraisals, a work review entails identifying
employee strengths and weaknesses, setting future goals, and sharing feedback. Some
workplaces conduct annual performance reviews, while others do monthly or quarterly.

What should be included in a performance review?

Most employees concentrate on relevant areas or skills to perform their jobs effectively.
Communication, collaboration, problem-solving abilities, punctuality, and the ability to
achieve goals are all important factors in staff performance evaluations. But they aren't the
only things that matter. The following are also mentioned in reviews:

1. Overall performance

One of the primary goals of a performance review is to help managers understand their
employees' overall performance. Therefore, they may include a detailed summary of
findings at the end of the performance review report. In addition, the review may include
comments on any of the review's items. Constructive criticism can also be beneficial.
Criticism identifies problems and recommends improving or maintaining an employee's
performance.

2. Strengths and weaknesses

Employers frequently recognise good deeds in the workplace and their employees'
strengths. Reviews can help your manager understand your weaknesses and mitigate any
negative effects they may have on your job performance.

Identify areas of your work where you can improve and where you could use help. By
sharing your weaknesses, you can assist your manager in developing strategies that may
assist you in overcoming certain weaknesses and improving your work.

3. Growth areas

While a positive review may lift your spirits, it may not be enough to propel you forwards in
your career. Conduct research on your career and higher-level roles you can pursue to
understand the skills and experience required for career advancement. You may be
required to learn a new technical skill, go through management training, or work on a high-
level project.

During your performance review, your manager can provide you with constructive
feedback and information about areas for growth and skills you can improve.

4. Ask questions

If you don't often get the chance to ask questions in your job, the annual performance
review may be able to help. You can, for example, enquire about the status of your
department or opportunities for advancement in your career. This is also an excellent time
to clarify the company's goals.

5. Goals for the future

Identifying goals is another critical aspect of a workplace performance review. Specific,

measurable, achievable, relevant, and time-bound goals are essential. Make a list of your
goals for the next month, three months, six months, and year. Check that they are in line

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with your manager's expectations. You can review specific goals and discuss your
accomplishments when the next review comes around.

Quality management

In the construction industry, the Quality Management System (QMS) refers to quality
planning, quality assurance, and quality control. The primary goal of the construction
industry is to ensure that construction projects are completed successfully within the
constraints of the best quality, specified time frame, and lowest possible cost.

Purpose

Contractors should follow these guidelines when planning and implementing their quality
management system (QMS) and developing site-specific QMPs that include inspection and
test plans (ITPs). The goal is to:

 Establish minimum quality standards for all government construction projects;

 Provide a consistent approach to planning and implementing quality systems; and

 Increase productivity and efficiency.

 Support processes for continuous improvement

 Demonstrate adherence to relevant quality standards.

Risk assessment and management

Workplaces in Australia are required by state health and safety legislation to conduct an
adequate safety risk assessment in their workplace and to control and manage all safety-
related risks.

The five steps below can perform a basic safety risk assessment.

Step #1: Hazard Identification

Anything that has the potential to cause harm is classified as a hazard.

Employers must identify all hazards that endanger the health and safety of their
employees. The first step in risk assessment is identifying hazards. While conducting
hazard identification, works must ensure that workers are consulted and participate.
Typically, hazards are identified by examining work activities (both routine and non-
routine), legal requirements, and workplace risks.

Step #2: Hazard Impact – When Who & How

After identifying workplace hazards, the next step is to understand and determine who will
be affected by the hazard and how. This step is critical because it allows the organisation
to assess the risk and implement appropriate control measures. You should consider not
only full-time employees but also part-time employees, contract employees, visitors,
authorities/customers, and other public members who may enter the workplace.

Step #3: Risk Assessment and mitigation

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Identifying all potential hazards and their mechanisms will allow your company to
assess/evaluate the hazard's risk value. Risk is simply the possibility that a hazard will
cause harm. Calculate the frequency and severity of the hazard to determine the risk level.
This information will assist you in determining whether or not to reduce the level of risk. As
previously stated, it is the employer's responsibility to reduce the risk to "an
acceptable/reasonable level." It is worth noting that certain hazards will always exist in the
workplace unless you choose to eliminate them.

Step #4: Implement the control and record the findings

Control measures that reduce risk should be implemented, and the residual risk values
after implementation should be evaluated. Documenting all of this information (hazards,
risk scores, control measures, residual risk scores) is critical. Typically, works have a risk
register to record all this risk management information. The record will also prove that risk
assessments were conducted and can be used to develop work instructions and safe
method work statements. The risk assessment is a living document reviewed and updated
regularly to reflect adequacy and currency.

Step #5: Review the risk assessment

Risk management is an iterative process, and risk assessments should be reviewed

regularly to ensure that established control measures are implemented and maintained
effectively. Any changes to work activity, a legal requirement, a product, or service should
result in new hazard identification and risk assessment.

Statutory compliance

Any given organisation must operate within a pre-defined legal framework. Statutory
compliance refers to this framework. The organisation must treat its employees following
various federal and state labour laws.

System closeouts

Closing out is typically the most time-consuming step in a construction project. The
successful completion of a project and the final transfer of assets to the authority is
referred to as project closeout. It entails extensive oversight to ensure the project is ready,
such as checking specifications, collecting documents, and terminating existing contracts
for equipment rentals or subcontractors.

To prepare for the closeout of your next project, use the steps below as a guide.

1. Collect Necessary Documents

Construction projects should adhere to a plan to the greatest extent possible regarding
budget, schedule, and scope. A construction punch list, also known as a project checklist,
keeps track of current work so that contractors and management are aware of the
progress of each action item. This list will help you determine whether any loose ends
should be tied up before looping in authority for evaluation.

2. Review Change Orders and Modifications

Change orders are modification requests submitted by a construction worker in response

to a delay or new addition. Keep track of these requests by writing them down as soon as

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possible. When it's time to wrap up, review all change orders and confirm their completion
or explain why they're still incomplete.

3. Ensure Order Specifications Are Met

Before handing over your project to its new owner, you should conduct walkthroughs to vet
the construction by testing systems and specifications that the authority may have
ordered. Project specifications should be documented at the start of a project so that this
step serves as a quality assurance check rather than a wild goose chase.

4. Present to the Authority

It's time to deliver the goods after you've ensured that your deliverables meet authority
expectations. This step depends on the authority's prior understanding of project goals and
timelines. Don't worry if your project is running over budget. Simply document all instances
where estimates were incorrect, and keep change orders together to track the cost of new
project additions that changed the project scope.

5. Address All Authority Feedback

Your project likely requires authority sign-off, satisfaction, or approval before proceeding
with closeout. Your walkthrough presentation should be comprehensive and address all
authority requests; however, more may arise during this time. Address any queries about
scope or completeness using your prepared documents, and make a note of any final
requests and a completion schedule.

6. Close Any Open Contracts

Authority approval is a green light to proceed with the closeout process. When you know
the work is finished, close the remaining contracts so that payment can begin. If you
develop a relationship with any subcontractors on a specific project, complete their
contracts as soon as possible to demonstrate that you have their best interests in mind.
This will also demonstrate to your authority that you are efficient, prepared, and eager to
take on another project.

7. Gather Project Takeaways for Future Learning

After you've finished with your authority, think about the project's successes and failures.
These lessons will be useful to you and your company in the future, especially if you
undertake a similar project.

Manufacturer's guidelines and specifications

Manufacturer's Recommendations refer to the manufacturer's instructions, procedures,

and recommendations relating to the operation, maintenance, or repair of any equipment
used at the Facility and any revisions or updates issued by the manufacturer from time to
time.

Manufacturer's Specifications refer to (a) the written specifications, instructions, or

recommendations provided by the manufacturer of equipment or supplies that describe
how the equipment or supplies are to be built, erected, installed, assembled, examined,
inspected, started, operated, used, handled, stored, stopped, calibrated, adjusted,
maintained, repaired, or dismantled; and (b) an instruction, maintenance, and operating
manual, including any diagrams, for the equipment or supplies.

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Employment and workplace relations legislation

As an employer, you must ensure that all aspects of Australian employment legislation are
followed. Your workers may work comfortably in a safe, secure workplace free of bullying,
discrimination, and harassment.

In Australia, the primary sources of employment law are

● Legislation (federal, state, and territorial laws)

● Industrial instruments

● Common law

● Legislation Enforcing Labor Standards

The Fair Work Act 2009 (FW Act) and the Fair Work Regulations 2009 are the main pieces
of legislation we deal with. They have complete control over the employee-employer
relationship in Australia. They provide a safety nett of minimum entitlements, allow flexible
working arrangements and workplace fairness, and protect employees from discrimination.

The Fair Work (Transitional Provisions and Consequential Amendments) Act 2009 allowed
certain aspects of the Fair Work system to be phased gradually, beginning on July 1, 2009,
and ending around 2014.

The Fair Work (State Referral and Consequential and Other Amendments) Act 2009 and the
Fair Work Amendment (State Referrals and Other Measures) Act 2009 amend the Fair Work
Act to allow states to refer issues to the Australian federal government to establish a
national workplace relations system. Before this, most individual states enacted and
enforced workplace regulations. States retained control over state and local government
employees regarding labour relations.

Equal Employment Opportunity and Disability Discrimination legislation

The concept of EEO, or Equal Employment Opportunity, holds that everyone, regardless of
race, gender, or sexual orientation, has an equal opportunity to find work based on merit.
In Australia, several pieces of legislation aim to ensure equal opportunity and combat
employment discrimination. The majority of states have comparable legislation.

Australia's EEO Legislation

At the federal level, some examples of equal opportunity laws include:

● The Age Discrimination Act 2004;

● The Disability Discrimination Act 1992;

● The Racial Discrimination Act 1975; and

● The Sex Discrimination Act 1984.

Disability Discrimination legislation

The Disability Discrimination Act of 1992 (This is covered in state and federal anti-
discrimination laws above)

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The Disability Discrimination Act was enacted to protect everyone, including employees,
from disability-based discrimination and is now part of Australian employment law.

It is forbidden under this statute to treat an employee unfairly because they have a
disability. This also applies to employees who are relatives, friends, coworkers, or
companions of a disabled individual.

The legislation defines a "disability" as physical problems and intellectual, sensory,

neurological, and mental disorders.

As a result, remember that you cannot discriminate against candidates or recruits based
on their disability. You must accommodate a disabled employee to the greatest extent
humanly practical.

Confirming work activity is compliant

Regulations are only the first step in establishing effective policies and procedures. The
right amount of collaboration, the right types of distribution mediums, and the right
methods are required to measure understanding. These things take enormous time and
energy, but ensure compliance with your policies and procedures.

Five steps to ensure compliance are:

1. Meeting divisional leaders to make sure policies and procedures are feasible
for all involved departments

Ensuring compliance starts with keeping the leaders of each department of the
organisation involved. Policies are usually created by someone from an organisation who
does not have a detailed understanding of the departments and the daily tasks being
performed in them.

Involving others, even if that means a short meeting for 30 minutes for discussing a policy,
will ensure that the policies:

• Are not misunderstood and making use of the correct terminology

• Are making sense and understandable to each employee

2. Determining the best and easy-to-understand formats for different policies

 Different departments have different schedules, personalities, and daily

experiences.

 To ensure that the policies and procedures are complied with, ensure they are
delivered to employees in a simplified and easy manner in which they are
comfortable.

 A benefit of meeting divisional leaders is that more information can be gathered,

including how the policies can be best conveyed and received.

 There are situations where employees do not access computers during the work
day but may have a smartphone, making them better candidates for a video
presentation of their policies and procedures.

3. Ensuring that policies and procedures are easy to be accessed by employees

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 Employees should know where to look for their policies and procedures.

 Spend time ensuring that the organisation of policies and procedures makes logical
sense.

 Ensure that an employee from any department, and any level of management, can
find the policies that apply to them within three clicks.

 This will help them avoid becoming frustrated and abandoning their compliance
attempt.

4. Deadlines should be set for each policy and procedure so that it can be
acknowledged by everyone concerned

 Once the policies and procedures have been created and accessible, set up weekly
meetings with all managers to ensure a successful plan for their employees'
compliance understanding.

 If surveys are sent to each employee, send email reminders regularly to ensure
they have received the policies and procedures and are aware of the deadlines.
 Include a phone number and email address in their reminders if they have any
questions.

 Consider using a software solution for policies and procedures to manage this
process without slowing down your email servers.

5. Determining the way to measure the understanding of policies and

procedures the employees have in the best way possible

 Each policy and procedure is unique and should be treated accordingly.

 Standardised responses are acceptable for some standard policies, but ensuring
procedure compliance should go a step further to ensure understanding.

 Depending on the task or field, quizzes, practice runs, or a combination can

significantly increase employee compliance with policies and procedures.

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1.3 Prepare design plan according to resourcing and

design requirements
A design plan is a drawing or outline created for the construction, modification, demolition,
relocation, use, or reuse of a building that shows essential particulars of the various parts,
dimensions, material symbols, and functions of the building that are sufficiently complete
for such purpose.

Requirements for the design plan

The functional attributes that allow the team to convert ideas into design features are
known as design requirements.

Following are the steps used in the design plan:

1. Feasibility Study

This first step examines the issues that will make the project feasible or unfeasible and, in
some cases, the best strategy for moving forwards with the project.

2. Programming

Programming is the process of developing the set of criteria that will be used to evaluate
the design after it has been created. The project is built in the programming phase, not
brick by brick but decision by decision.

3. Schematic Design

Based on an approved Program, the Schematic Design synthesises the programme into a
defined, feasible design. The design will be represented by Schematic Drawings and, in
some cases, a study model. Before proceeding with more detailed drawings, the Schematic
Design will address all significant areas of design and will be reviewed with authority.

4. Design Development

Based on an authorised Schematic Design, Design Development is the process of refining

and correcting the design as well as working out all the specifics, including the selection of
materials and engineering systems. The goal is to finalise all design decisions before
moving on to Construction Documents, which are the more detailed and expensive
documents required by the contractor to complete the project. At this stage, a more
detailed cost estimate may be provided. In smaller projects, Design Development may be
incorporated into the Schematic and Construction Document phases rather than being a
separate phase.

5. Construction Documentation

Construction drawings and written specifications are created based on approved Design
Development documents detailing the construction work. These documents will serve as
the foundation for the construction contract, and the contractor will rely on them to
complete the project.

6. Bidding and Negotiation

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The project is advertised for bid, a contractor is chosen, and a construction contract is
drafted between the contractor and the client.

7. Construction Administration

On-site inspection and meticulous paperwork management are essential during

construction to guarantee that communication flows smoothly, high standards are
maintained, and the client gets their money's value.

Prepare design plan according to resourcing and design requirements

Human resource requirements

To complete this critical task successfully, HR must overcome some obstacles:

Skills Shortage

People with specific skill sets are often in short supply in the construction industry.
Companies, for example, may have difficulty recruiting management-level estimators,
project managers, engineers, and administrative personnel trained to process construction-
specific documents. Experienced craftsmen who can lead project field teams are also in
short supply.

Industry Training

The HR department is in charge of hiring and training the appropriate professionals.

Human resources must identify and oversee ongoing training needs, such as equipment
skills, work techniques for specialised tasks, and certifications, in addition to providing
initial training during onboarding. Bonus: in addition to being necessary for the project,
such training provides workers with growth opportunities.

Worker Safety

Worker safety is an ongoing concern in the construction industry and is one of the most
important duties and responsibilities of an HR manager and their team. Work may
occasionally involve working in hazardous environments or using equipment that can

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cause injury or death. Keeping everyone safe on the job requires proper training
procedures that include a proper emphasis on safety.

Employee and Independent Contractor Retention

Because a limited talent pool and skills shortages make finding qualified construction
workers difficult, retaining the skilled workers you hire is critical. Unfortunately, because
construction hiring is typically project-based, employee and independent contractor
retention can be more difficult for HR than in other industries.

Temporary Workers

Construction firms have a transient workforce of contractors and subcontractors and less-
skilled workers who frequently move from one company to another. Instead of creating
permanent internal positions, a company needing greater flexibility may choose to hire
sub-consultants and subcontractors with the skills required for specific projects.

Coordination requirements

Coordination is the process of organising people, systems, and activities so that they can
work together. Coordination improves efficiency and effectiveness, whereas fragmentation
can lead to inefficiencies and clashes.

In the construction industry, coordination is a particular issue. Teams of people may form
to work on a complex design and construction involving many interconnected elements,
disband, and may not work together again after the project is completed. To ensure that
this team works effectively together, careful coordination, integration, and collaboration
are required - something the industry does not always succeed at.

Scheduling

In construction projects, scheduling is the process of listing tasks, activities, and

milestones with a start and finish date. The significance of construction project scheduling
cannot be overstated because it is critical to the project's success.

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The following points highlight the significance of scheduling:

 It assigns dates to project activities, allowing construction companies to determine

whether the duration specified by the client is achievable or not. In this case,
penalising for project completion delays can be avoided.

 Preliminary costs can be estimated based on construction project scheduling.

 The schedule is useful for estimating tender or bid amounts.

 Improving safety performance by sequencing activities to ensure maximum worker

protection.

 It allows the construction team to see their goals and when they must be met.

 It is possible to change the order of activities and lengthen or shorten their

durations to smooth and optimise resource use.

 It eliminates issues caused by production bottlenecks.

 It ensures that a project is completed as soon as possible.

 It aids in avoiding delays in completing an entire project, thereby avoiding the

creation of havoc for owners eager to begin using the constructed facilities.

 The owner can monitor the progress of the work by using detailed construction
schedules.

 It can assist in determining whether construction is proceeding satisfactorily by

comparing actual work performed with the schedule.

Review requirements

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The term "review" can also refer to various documents and processes.

It can refer to an investigative and research process that aims to present its findings'
conclusions. Following an accident or near miss, a construction team, for example, may
conduct a review of its safety processes and procedures.

Throughout the design process, it is critical to conduct regular reviews to ensure that the
developing design accurately reflects the client's requirements and that the design and
budget do not diverge. Typically, the lead designer coordinates design reviews. They could
include the consultant team, the client, independent client advisers, and, in some cases,
the contractor.

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Self-check assessment
QUESTION 1

Discuss about safe work method statement (SMWs).

_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
________________________________________________________

QUESTION 2

How do you clarify work requirements?

_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_____________________________________________________

QUESTION 3

Explain the Australian standards used to design timber structures.

_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
______________________________________________________

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CHAPTER 2: CARRY OUT DETAILED DESIGN

OF CIVIL TIMBER STRCUTURES

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This chapter will teach you how should you carry out the detailed design of civil timber
structures.

Techniques for evaluating potential site hazards and conditions

The techniques listed below are used to assess potential site hazards.

1. Identify hazards

Consider what might be hazardous in your workplace (these are called hazards). Consider
the following:

 How people work, as well as how plants and equipment are used
 Which chemicals and substances are employed?
 What safe and unsafe work practices are in place?
 The general condition of your premises?
2. Assess the risks

Once you've identified the hazards, consider how likely someone will be injured and how
serious the injury will be. This is done to determine the level of risk.

Decide:

 Who could be harmed, and how?

 What you're already doing to manage risks
 What additional steps do you need to take to control the risks
 Who is responsible for acting?
 When action is required by
3. Control the risks

Examine what you're already doing and the controls you've implemented. Consider the
following:

 Can you eliminate the hazard?

 If not, how can you manage the risks so that harm is minimised?
Consider the following options if you require additional controls:

 Redesigning the job

 Replacing materials, machinery, or processes
 Organising your work to minimise exposure to materials, machinery, or processes
 Identifying and implementing practical safety measures
 Providing personal protective equipment and ensuring workers wear it
4. Record your findings

You must document your significant findings if you employ five or more people.

 The risks (things that could cause harm)

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 Who could be harmed and how

 What you're doing to mitigate risks
5. Review the controls

You must inspect the controls you have installed to ensure they are functional. You should
also go over them again if:

 They may have lost their effectiveness.

 Changes in the workplace may result in new risks, such as changes to:
o Staff

o A process

o The substances or equipment used

Constraints

In project management, a project constraint is anything that limits the scope of a project. It
jeopardises the speed and quality of a project and can cause it to go over budget. While
there are numerous constraints, the most common is the triple constraint.

Aside from time, scope, and cost, six other constraints limit the process of completing the
project's objectives.

1. Cost

Your project will require labour, materials, and equipment, all of which are costly. As a
project manager, your responsibility is to ensure that your project costs are accurately
estimated during the planning and execution phases. That is when you will create a project
budget that includes all of your costs. If you do not define a sufficient project budget, your
project may fail.

2. Time

To effectively manage the time available to complete a project, you must create a
schedule that defines a timeline for completing project tasks. A project schedule also
specifies the resources required for each project activity. Time is a critical project
constraint because it can affect other constraints, such as scope and quality, if it is not
managed properly. Failure to keep track of time may result in missed deadlines and
reduced project scope. Worse, it may lower the quality of your deliverables.

3. Scope

The project scope encompasses all of the work to be completed in a project. To set clear
expectations with stakeholders, specify the activities, deliverables, and milestones, as well
as what will not be done. A work breakdown structure is used by project managers to
divide the project scope into smaller, more manageable portions.

4. Quality

While this constraint is similar to scope, it differs slightly because scope defines the
specific desired outcome. For example, the scope of your project may include creating ten
web pages. Quality focuses on the characteristics of each of these web pages. When

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considering project quality, consider "how closely does the outcome match the
expectations?"

5. Risk

Risk management is important for project managers, but what does this term mean? You
can calculate the likelihood that a risk will affect your project. Perhaps you're working on a
website wireframe and skipping the client review because you're running late. There is a
chance that the client will reject your final web pages in this case.

Of course, risk can be managed to some extent. You could, for example, decide to avoid
the risk and insist on the review step. However, this decision impacts your timeline and
associated costs because the client will review your designs, and a project manager will be
required to oversee this process.

6. Resources

The cost of a project is inextricably linked to its resources. The amount of money available
to achieve the desired result may limit the use and acquisition of resources, creating a
separate constraint.

Techniques for advising on design implementation

The following techniques are used:

Planning a Design Implementation.

Implementing and Verifying.

Planning a design implementation:

The first step is to plan and document the design implementation. The description of
design implementation should be as detailed as possible. The less knowledgeable the
network engineer must be to implement the design, the more detailed the design
documentation.

The designer usually carries out very complex implementation steps, whereas other staff
members (or another company) can perform well-documented, detailed implementation
steps.

Each phase consists of several steps, and the documentation for each step should include
the following:

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D e sc rip tio n o f th e ste p

R e fe re n c e s to d e s ig n d o c u m e n ts

D e ta ile d im p le m e n ta tio n g u id e lin e s

D e ta ile d ro llb a c k g u id e lin e s in c a se o f fa ilu re

E s tim a te d tim e n e c e ssa ry fo r im p le m e n ta tio n

Implementing and verification

After planning the design implementation, the design process for timber structures must
now be implemented. Verification will be the final step. Check and then verify the steps
taken during the implementation process.

What will I learn?

In this chapter, you will learn about the following:

1. Obtain, interpret and analyse required data and identify design options for
civil timber structures according to job requirements.
2. Interpret and analyse design options for civil timber structures and
recommend design option according to job requirements.
3. Develop and complete detailed design of civil timber structures according
to job requirements.
4. Prepare cost estimate for implementing design of civil timber structures.
5. Participate in review of design of civil timber structures with required
stakeholders.
6. Complete required documentation for design of civil timber structures
according to workplace requirements.
7. Communicate and coordinate with personnel involved in design process
according to workplace requirements and within scope of own role.
8. Gain design approval from required authorities.

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2.1 Obtain, interpret and analyse required data and

identify design options for civil timber structures
according to job requirements
Obtain, interpret and analyse required data for civil timber structures according
to job requirements

Obtain and interpret

Timber is the oldest known construction material, capable of transferring both tension and
compression forces, making it an ideal candidate for use as a beam element. It has a very
high strength-to-weight ratio, is relatively easy to fabricate and join, frequently
outperforms alternative materials in hazardous environments and extreme temperatures
(including fire) and does not rust. Many species can be durable if detailed correctly.

Timber's unique properties have made it a key contributor to the advancement of

civilisation and the development of society as we know it today. Since mankind first
learned to fashion tools, timber has been used to construct buildings, bridges, machinery,
war engines, civil engineering works, and boats, among other things. Timber is an
extraordinary material.

Analyse

Before beginning formal calculations, the structure must be analysed, and an appropriate
design model must be established. In doing so, there may be a conflict between simple but
often conservative models that make calculations easier and more complicated models
that better reflect the behaviour but have a higher risk of errors and missing failure modes.

The geometrical model must be consistent with the expected quality of workmanship.
Structures sensitive to geometrical variations must ensure that the structure is produced
as assumed during design. Estimating the impact of unavoidable deviations from the
assumed geometry and displacements and deformations during loading is necessary.

Connections frequently necessitate large areas of contact, which can result in local
excentricities that have a significant impact. There is often some modelling freedom as
long as a consistent set of assumptions is used.

Only two limit states are considered in Australian codes: ultimate limit states and
serviceability limit states. The ultimate limit states are those associated with structural
failure or collapse. The following are the ultimate limit states loss of equilibrium; failure
due to excessive deformations; transformation of the structure into a mechanism; rupture;
and loss of stability. Serviceability limit states include deformations that affect the
appearance or effective use of the structure; vibrations that cause discomfort to people or
damage to the structure; and damage (including cracking) that is likely to reduce the
structure's durability.

Data analysis techniques, including calculating:

Loads

A bridge must be designed to withstand all loads and forces that could reasonably occur
during its lifetime. These loads include the structure's weight, passing vehicles, and natural

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forces such as wind and earthquakes. The loads can act individually, but they are more
commonly seen as a combination of two or more loads applied concurrently.

Any bridge is subject to three forces: dead load, live load, and dynamic load.

1. Dead load

The weight of the bridge itself is referred to as the dead load. Like any other structure, a
bridge is prone to collapse due to gravitational forces acting on the materials used to
construct it.

2. Live load

"live load" refers to traffic moving across the bridge and normal environmental factors
such as temperature, precipitation, and wind speed.

3. Dynamic load

Environmental factors that exceed normal weather conditions, such as strong winds and
earthquakes, are examples of dynamic load. When constructing a bridge, all three factors
must be considered.

The distribution of dead loads along the length of a structural element is commonly
assumed to be uniform (beam, deck panel, and so forth). Any member's load includes both
its weight and the weight of the components it supports. Dead load is unknown in the early
stages of bridge design and must be estimated by the designer. Estimates can be obtained
using empirical formulas or by referring to similar types of structures. Members are
proportioned, and dead loads are revised as the design progresses. The analysis must be
repeated if the revised loads differ significantly from the estimated values.

materials Dead load (kg/cubic metre)

Timber 800.9

The steel of cast steel 7849

Cast iron 7208.31

Aluminium alloy 2803.23

concrete 2402.77

The live vehicle load is the weight of the vehicles crossing the bridge. Each vehicle
comprises a series of moving concentrated loads whose magnitude and spacing vary.
Loads cause shifting moments, shears, and reactions in structural members as they move.
The magnitude of these forces is determined by the number, weight, spacing, and position
of loads on the span. The designer must position the vehicle's live loads to maximise the
effect of each stress. Once the maximum stress locations are identified, other positions
result in lower stress and are no longer considered.

Shear forces

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The shear force acts in a direction parallel to (over the top of) a surface or cross-section of
a body, such as an airflow pressure over an aeroplane wing. The term "shear" refers to the
fact that such a force can cut or shear through the surface or object under strain.

Shear stress occurs when two fastened structures (or two parts of a single structure) are
forced in opposite directions. Shear forces can rip bridge materials in half if left unchecked.
To demonstrate shear force, drive a long stake halfway into the ground and then apply
lateral force against the side of the stake's upper portion. With enough force, you could
break the stake in half. This is a shear force at work.

Shear stress is defined as the force acting on a given section, F, divided by the cross-
sectional area, A, calculated in the direction of the force. For example, the shear stress is
equal to F/A for a force F normal to the surface of a beam with a cross-sectional area of A.

Bending moments

Although shear forces [transverse action-reaction pairs at opposite ends of the board] are
also important in bridge design, bending moments are the most visible. The bending
moment compresses the top of the plank while extending the bottom.

To calculate the flexural strength (), multiply the force by the length of the sample and
then by three. The depth of the sample is then multiplied by itself (i.e. squared), the result
is multiplied by the width of the sample, and the result is multiplied by two.

Stresses

Bridges must be capable of withstanding a variety of forces. Compression and tension, or

pushing and pulling, are the two most commonly used to model bridges. Torsion (twisting)
and shear are the other two.

Compression:

Compression is a compressing (pushing) force. The more compression a piece of wood can
withstand, the shorter it is. The less compression a wood can withstand, the longer it is.
When you compress a long wood stick, you'll notice it begins to bend. When a piece of
wood fails due to compression, we call it buckling. The top chord of a bridge, including
model bridges, is typically compressed. Different truss designs distribute the force, causing
various internal parts to compress.

Tension:

Tension acts as a yanking force. Wood can withstand a great deal of strain. If you held both
ends and pulled them apart, it would be difficult to break a popsicle stick. Tension can be
applied parallel to the wood grain but not perpendicular. Wood has a high tension parallel
to the grain but a low tension perpendicular to the grain. In addition, unlike compression,
the ability of wood to resist tension does not vary with length. A shorter piece of wood
should maintain the same tension as a longer piece.

Torsion:

Torsion is defined as a twisting force. Torsion is applied to the cloth when it is wrung out. It
will break easily if you twist one end of a stick pretzel while holding the other still. Each of
these materials responds differently to torsion. Torsion should be avoided as much as
possible by bridge designers.
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Shear:

Shear is a fascinating force. It occurs when two opposing forces act on the same point. You
can apply shear to a piece of wood by holding it with both hands next to each other and
pushing up with one hand and down with the other. Shear typically occurs horizontally
rather than vertically.

Areas

The total surface area is calculated by adding all the areas on the surface: the areas of the
object's base, top, and lateral surfaces (sides). This is accomplished by employing various
area formulas and measuring in square units.

Volumes

To begin, multiply the outer dimensions: length by width by height to obtain the outer
volume of a building "box." The inner space is then calculated by multiplying length minus
two thicknesses by width minus two thicknesses by height.

Mass

One way to calculate mass: Mass = volume × density. A mass's weight is a measurement
of the gravitational force at work on it.

Sizes of components for civil timber structures

Timber bridges have a deck, main support members, and railings as their framework.
Girders, trusses, or glued-laminated arches serve as the primary support members,
spanning between abutments and bents and carrying the deck and traffic. Abutments and
bents are made of wood, steel, or concrete.

Logs, sawn lumber, and glued-laminated timber are used to make rafters. Glued-laminated
girders can provide clear spans of more than 30 m. The transportation restrictions in
moving the rafters to the construction site limit the length of the glued-laminated girder.
Bowstring and parallel-chord trusses made of sawn lumber or glued-laminated members
are the most commonly used for spans up to 75 m. Spiking-sawn lumber planks across the
girders are used to build the deck. To provide clear spans above 60 m, glued-laminated
arches are manufactured in segmental circular or parabolic shapes.

Two-hinge arches are used for spans of less than 24 metres, while three-hinged arches are
used for longer spans. The deck is held up by glued-laminated post bents connected to the
arches by steel gusset plates.

Timber decks serve as traffic roads. They are often installed across the major support
components in a transverse direction and are comprised of sawn lumber planks, nail-
laminated lumber, and glued-laminated timber. Nail-laminated lumber decks are made
from 38mm thick lumber nailed or spiked together to form a continuous surface with a
wide vertical dimension. In some cases, timber-concrete composite decks are used on
timber bridges.

Longitudinal decks between abutments and bents are used in short-span applications up to
11m without girders. These decks are made of glued-laminated or nail-laminated sawn
lumber. Another construction method is stress-laminated timber decking, which consists of

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vertical sawn lumber laminations clamped together on the wide faces by high-strength
steel stressing rods.

Geometric requirements for civil timber structures

What geometric shapes are used in bridge construction?

 Truss bridges make use of triangles.

 Arch bridges make use of arcs.

 Beam bridges make use of rectangles.

Bridges, for example, must be able to support both the materials used to construct the
bridge and the traffic that travels across it. The triangle is one of the shapes that can
withstand a lot of weight.

Surfacing requirements for civil timber structures

The volume, weight, and speed of traffic, as well as construction and maintenance costs,
all influence the selection and design of a wearing surface. The goal is to provide the
safest, most cost-effective surface that meets the structure's use and performance
requirements.

Techniques for identifying and evaluating design options for civil timber
structures according to job requirements

Aesthetics. You most likely have an idea of the visual effect you want your bridge to
have. Fortunately, there are numerous ways to achieve a signature look at various price
points.

Elevation. Because there is little structure beneath the deck surface, truss bridges have
an advantage over beam bridges in flood plains. Because the railing extends above the
deck, truss structures incorporate it into the structural truss.

Bridge Span. The bridge's span may limit the types of options available. Truss or
suspension bridges generally are preferable for long spans of 15.24 to 30.48m, while beam
bridges are preferable for shorter spans of less than 15.24m.

Maintenance/Initial Cost. The initial cost and the ongoing cost are inextricably linked.
Long-lasting materials, such as FRP and weathering steel, may be more expensive than
wood construction; however, because they are virtually maintenance-free, upkeep labour
and costs are greatly reduced over the structure's lifetime. You should consider this trade-
off in light of your budget and available resources.

Usage. It can be beneficial to anticipate all potential bridge uses, such as vehicle or
equestrian traffic, snow removal, snowmobile use, and overall pedestrian traffic. Knowing
which usage patterns will impact the decking material greatly allows you to estimate its
lifespan.

Design options include:

Cost

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The cost of materials is typically the largest portion of a construction budget, particularly
for large commercial properties. Fortunately, there are several ways that mass timber
construction methods can significantly reduce those costs:

 Wood is cheaper than steel and concrete

 Requires fewer materials

 Needs smaller foundations

Wood is a plentiful, renewable resource that is significantly less expensive to build with
than steel or concrete.

Site constraints

Water staining on internal timbers and lining paper cannot be avoided if the structure is
not properly waterproofed externally. When one side of a building faces the prevailing wind
direction, rain falls harder into that side of the building, exacerbating the problem of water
penetration through fixing points. If you have issues with water penetration through nail
and fixing points after your initial painting and waterproofing, please return to that area
and re-paint. Water penetration through fixing points is not a construction or material
defect but a result of the building's external weatherproofing.

The timber used to construct your timber building may have cracks or splits (checks/shake)
that open and close as a result of weather conditions; please avoid filling these cracks with
a hard filler because when the timber swells and closes the crack, the filler acts as a
'wedge' and causes the crack to extend further. These cracks will not affect the item's
long-term durability if treated properly. Cracks or splits in wall cladding should be filled
with silicone mastic or glue before being repainted or weatherproofed. Cracks and splits
are not construction or material defects but are unavoidable due to the nature of timber.

Knots are unavoidable in timber cladding; knots form when trees grow branches. Timber
knots should be treated with a knot sealing compound to help stop any sap bleeding out; if
painting the timber building, a patent knotting solution is ideal for treating weeping knots.
Knots in the cladding that split/crack or become loose after initial painting should be
sealed, glued, and repainted/weatherproofed. Knot bleed-out and cracks/knot drop-out are
not construction or material defects but are unavoidable due to the nature of timber.

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2.2 Interpret and analyse design options for civil timber

structures and recommend design option according
to job requirements
Interpret and analyse design options for civil timber structures and recommend
design option

Interpret and analyse design options for civil timber structures

Risk assessment of:

Maintainability of the completed works

DfM, or design for maintainability, is the practice of incorporating operations and

maintenance considerations into project planning and design to achieve the effectiveness,
safety, and economy of maintenance tasks over the life of a facility.

Maintainability is considered as part of the design of the construction system, ensuring the
ease, safety, accuracy, and economy of maintenance tasks within that system. The goal of
maintainability is to improve maintenance effectiveness and efficiency. One of the primary
outcomes desired from such an activity is the reduction of building life-cycle costs. The first
step in developing an effective maintenance programme is to design for maintainability
(DfM), which connects maintenance goals to the design process.

Design for Maintainability emphasises the importance of early project design integration of
design and construction knowledge with operations and maintenance (O&M) experiences.
Implementing DfM reduces the risk of impacted equipment reliability and uptime, as well
as significant increases in total life-cycle costs.

The stand-alone and combined processes are the two basic approaches for implementing
design for maintainability. The standalone maintainability process is solely concerned with
meeting project maintainability objectives. The project's resources and procedures are
solely dedicated to implementing appropriate levels of maintainability. Maintenance
implementation, on the other hand, is combined with other project improvement initiatives
such as reliability improvement, value engineering, constructability, or process hazard
analysis when employing the combined maintainability method.

The following details are included in both approaches to DfM:

Standard Design Practice — Maintenance is achieved through built-in features such as

equipment accessibility, standardisation, modularisation, ease of maintenance, etc.

Contract Specifications — Effective specifications include objectives for maintainability,

detailed operation and maintenance documentation and training requirements, and
maintenance management system requirements.

Cross-Functional Involvement — Maintenance personnel's input is incorporated into the

project's maintainability planning and design.

Pilot Maintainability Program — A small-scale programme identifies the benefits and costs
of maintainability that can be tested safely.

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Integration into Existing Programs — This method identifies maintainability best practices
that can be easily integrated into existing programmes, such as reliability analysis, process
hazard analysis, and front-end planning.

Formal Maintainability Program — The corporate level of the organisation developed,

supported, and committed resources. The roles and responsibilities for maintainability are
clearly defined. To facilitate the implementation of maintainability, a structured work
process is provided.

Comprehensive Tracking — There are methods for capturing, documenting, archiving, and
sharing project maintainability lessons learned.

Recommend design options

Before coming up with ideas for their final designs, structural engineers go through several
steps.

 First and foremost, engineers must fully comprehend the problem. They ask a lot of
questions to accomplish this. What kinds of questions might the engineers have?
(Possible responses: How strong would the bridge have to be? Which materials
would you choose? How would you secure the foundations of the piers? What
natural phenomena might your bridge be required to withstand?)
 Engineers must then determine the loads or forces they expect the bridge to
withstand. Loads may include trains, trucks, bicycles, people, and automobiles.
Other loads could come from the environment.
 The next step is determining whether these loads can occur concurrently and what
combination of loads provides the greatest force (stress) on the bridge. A train
crossing a bridge, for example, and an earthquake near the bridge could occur
simultaneously. However, a large number of vehicles crossing a bridge and a
tornado passing close to the bridge are unlikely to occur at the same time.
 Engineers employ mathematical calculations to compute the quantity of material
required to resist the loads in that design after calculating the maximum projected
force from all potential load combinations. (For the sake of simplicity, we will not
consider how these forces act on the bridge; simply knowing that they act is
sufficient.)
 Once all these calculations have been completed, engineers brainstorm various
design ideas to accommodate the anticipated loads and amount of material
required. They divide their design into smaller parts and work on the design criteria
for all of the bridge's components.

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2.3 Develop and complete detailed design of civil timber

structures according to job requirements
Techniques for using software and technology to develop and present designs

12D, Australian-made surveying, terrain modelling, and civil engineering software, is

currently the most widely used program in Australia and New Zealand.

It enables the development of projects such as mapping, site layouts, rail, road, and
highway design, residential and land development, and environmental impact studies.

Other civil design software and technology you should know.

AutoCAD Civil3D is another popular piece of software. Civil engineers and other
professionals use this software on many infrastructure projects to plan, design, and
manage civil engineering projects. Those already familiar with AutoCAD will find this
software easy to use, as Civil 3D was designed to be an add-on for AutoCAD.

Autodesk Revit is a popular building information modelling software developed by

Autodesk for architects, landscape architects, structural engineers, MEP engineers,
designers, and contractors. Revit supports 4D BIM and includes tools for planning and
tracking various stages of the building's lifecycle, from concept to construction and later
maintenance and/or demolition.

Complete detailed design of civil timber structures according to job

requirements

Detailed design includes:

Drawings

All phases of a construction project, from design to permitting to actual construction, are
guided by construction documents. Architects, builders, and clients should all become
familiar with every major construction project's architectural, structural, and schematic
design documents.

The construction documents listed below are common in the construction industry.

1. A0 sheets: These project information documents function as cover sheets for a permit
or construction set. They define the general scope of work, including a site plan showing
the site's general condition and fire protection and accessibility plans.

2. A1 sheets (demolition): Demolition plans depict the structure's current state and
indicate what must be demolished as part of the construction project.

3. A2 sheets (floor plans): Floor plans, also known as blueprints, are working drawings
that depict an aerial view of each level of a timber structure.

4. A3 sheets (elevations): Elevation drawings are architectural drawings that depict

building cross-sections.

5. A4 sheets (finish plans): These plans are provided by an architect or design team to
show what materials will be laid atop the core structure.

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6. A5 sheets (interior elevations): Elevations are a more detailed version of the A3

sheets that may include furniture, light switches, and wall finish options.

7. A6 sheets (schedules): The term "schedule" in the construction industry refers to

material lists or spreadsheets. Construction and permit sets include door schedules (which
show all the doors that appear on other sheets) and window schedules (showing all the
windows that appear on other sheets).

8. S sheets (structural drawings): These design drawings were created by a structural

engineer who is not an architect.

Recommended joints

Different types of construction materials can be used to design a bridge. All materials'
degradation occurs due to various events, such as external loading, temperature and
moisture variations. Expansion Joints (EJs) are used in the structure to allow for these types
of deformations. Due to their strength and moisture capacity issues, these joints have
proven to be a complex construction detail in timber bridges.

Recommended surface treatment

Treatments were applied in holes that were later capped, treatments were applied to bolt
holes and/or bolts, treatments were applied to felt pads between wooden members, and
treatments were applied directly to the surfaces of the joints.

Because of the lack of rainfall during the exposure period, water-soluble diffusible systems
performed worse than expected in holes adjacent to joints. A copper-borate paste applied
directly to the joint area was the notable exception. Applying a solvent-borne copper
naphthenate to felt pads, with or without a water repellent, was also very effective. Water
repellent alone and fumigant treatments provided unsatisfactory long-term performance.

The following treatments resulted in sound stubs that showed no signs of decay or insect
attack:

(1) A copper-borate paste is applied to the surface at and below the groundline.

(2) A copper-borate paste was applied to the surface at and below ground level, and boron
rods were inserted into holes near the ground level.

(3) A copper-borate paste was applied to the surface at and below ground level, and a
fumigant was inserted into holes near the ground level.

(4) pentachlorophenol grease applied to the surface above and below the groundline

(5) fluoride paste applied to the ground surface at and below the ground line;

(6) fluoride paste applied to the surface at and below ground level, as well as boron rods
inserted into holes near the ground level; and

(7) Fluoride paste was applied to the surface at and below ground level, and fumigant was
inserted into holes near the ground level.

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2.4 Prepare cost estimate for implementing design of

civil timber structures
Prepare a cost estimate for implementing the design of civil timber structures

Cost estimation techniques

1) Expert Judgement Method

Individuals or organisations with particular knowledge or training in the team and physical
resource planning and estimating should be considered.

Expert judgement supported by historical data offers insightful information about the
environment and knowledge from previous related initiatives.

Expert judgement can also be utilised to decide whether to combine several estimation
techniques and how we can handle their discrepancies.

2) Analogous Estimating Method

Using numbers from a previous, comparable project's scope, cost, budget, and duration—
or scale measures like size, weight, and complexity—as a starting point, analogous cost
estimating estimates the same parameter or measurement for a current project.

This method of cost estimation uses the actual cost of prior, comparable projects as the
starting point for calculating the cost of the present project.

When the prior projects were similar and not merely visually similar, and when the project
team members creating the estimates had the necessary skills, it was most reliable.

3) Parametric Estimating Method

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Based on historical data and project characteristics, a formula or statistical relationship

between historical data and other variables (such as square meters in construction) is used
in parametric estimating to determine the number of resources required for an activity.

For instance, two persons will need to labour if an activity requires 4,000 hours of labour
and must be completed in a year (each doing 2,000 hours a year). Depending on the
sophistication and underlying data incorporated into the model, this technique can
generate higher degrees of accuracy.

4) Bottom-up Estimating Method

The bottom-up estimating methodology estimates the team and physical resources at the
activity level. These estimates are then combined to provide estimates for work packages,
control accounts, and summary project levels.

A technique for estimating a work component is bottom-up estimating. To the maximum

extent possible, exact details are provided in the cost estimates for each specific work
package or activity. The precise cost is then rolled up or summarised at higher levels for
reporting and tracking in the future.

The size and complexity of each activity or work package typically impact the cost and
accuracy of bottom-up cost estimating.

5) Three-Point Estimating Method

By estimating uncertainty and risk and using three estimates to generate an approximative
range for an activity's cost, it may be possible to increase the accuracy of single-point
activity cost estimates.

 Most likely (M): The cost of the activity, based on a reasonable estimate of the effort
required to complete the work and any anticipated costs.

 Optimistic (O): The activity cost is calculated based on studying the activity's best-
case scenario.

 Pessimistic (P): Based on consideration of the activity's worst-case scenario, the

expense of the activity.

The estimated cost, cE, can be determined using a formula depending on the predicted
distribution of values within the range of the three estimations. The triangle formula and
beta distributions are two often used formulas. The equations are:

Triangular Distribution

E = (O+M+P)/3

Beta Distribution (from a traditional PERT analysis)

E = (O+4M+P)/6

Estimates of costs based on three points and a presumptive distribution give a projected
cost and make clear the range of uncertainty surrounding the expected cost.

6) Data Analysis Method

Alternatives analysis is one data analysis method utilised in this procedure, although it is
not the only one. The project's work is executed and carried out using the options or
techniques chosen after conducting an alternative analysis to evaluate the options that
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have been found. The optimum way to carry out the project activities within the
established restrictions is helped by alternative analysis.

Budgeted funds are set aside to deal with unanticipated but statistically probable cost
increases rather than overestimating each expenditure. The money set aside for this use is
a contingency reserve.

7) Project Management Information System Method

Resources can be planned, organised, and managed through resource management

software, which can also be included in project management information systems.

Depending on the software's level of sophistication, resource availability, resource rates,

and different resource calendars can be built to help optimise resources.

8) Decision-Making Method

A few decision-making methods are unanimity, plurality, point distribution, and

dictatorship. Everyone must concur for there to be unanimity; there is a consensus.
Typically, a vote is used to determine a majority or plurality. The decision must be
accepted by more than half the participants to be considered the majority.

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2.5 Participate in review of design of civil timber

structures with required stakeholders
Stakeholder classification

Direct stakeholders

The project's direct stakeholders are those involved or directly connected to it. Clients,
project sponsors, project managers, team members, technical and financial service
providers, internal or external consultants, suppliers of materials and equipment, site staff,
contractors and subcontractors, and end users are examples of these parties. They go by
the name of internal stakeholders as well.

Indirect stakeholders

Those indirectly involved in the project are referred to as indirect stakeholders.

Positive stakeholders

Those stakeholders who are likely to positively affect a project are considered positive.
These individuals or groups frequently serve as direct stakeholders and are interested in
the project's success.

Negative stakeholders

Those who are most likely to harm a project are considered negative stakeholders. They
typically consist of individuals or groups that aren't directly associated with a project but
are nevertheless impacted by it. Locals worried about losing public spaces to a new project
would be one example.

Legitimacy and power

The degree to which a stakeholder may influence a project, either positively or adversely,
is further distinguished between those with legitimacy and authority and those without it:

The perceived truthfulness of a stakeholder's claim to significance on the project is known

as legitimacy.

A stakeholder's ability to exert pressure on the project and the parties involved in power,
whether through financial, legal, or other means.

Participate in the review of the design of civil timber structures with required
stakeholders

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Any construction project involves a wide range of stakeholders. Design teams, contractors,
clients,and project managers are examples of stakeholders who can impede or promote
the progress of a construction project.

The methods used to participate with required stakeholders are as follows.

Identify stakeholders early. You cannot engage stakeholders unless you first identify
who they are. Begin identifying your stakeholders as you begin your projects. Create a
project stakeholder list as well.

Seek to understand before being understood. People want to know that you are truly
interested in hearing their point of view first.

Listen, really listen. Making time to sit face-to-face and truly listen is part of
understanding. Inquire probingly.

Lead with integrity. Trust is required for meaningful engagement. Say what you mean,
and then mean what you say. Then follow through on your promise.

Engage your stakeholders in the estimates. Request estimates from the people who
will be doing the work. Also, assist stakeholders in understanding that early estimates are
subject to greater uncertainty. As the progress of your project, commit to providing more
precise estimates.

Work WITH your team. The most effective project managers collaborate with their
stakeholders to divide their projects into deliverables and tasks. This improves everyone's
understanding of the project. Furthermore, stakeholders are more likely to support a plan
they contributed to developing.

Manage expectations. Each of your stakeholders has expectations, some of which are
false. Working with your team will help to clarify many of these project details.

Say thank you. When team members and other stakeholders complete tasks, respond to
emails and voicemails, and make you aware of the information you were unaware of,
express gratitude.

Communicate, communicate, communicate. Communication accounts for 90% of a

project manager's job. Create and follow a communication strategy. Creative project

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managers avoid potential communication breakdowns by communicating via multiple

channels rather than just one or two.

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2.6 Complete required documentation for design of civil

timber structures according to workplace
requirements
Construction documents must be created while keeping in mind the materials, processes,
and specifications or codes that must be strictly followed to build a timber bridge, retaining
wall and other structures. These records ensure the accuracy of all on-site construction
activities and are required for government approvals. Construction drawings were
traditionally hand-drawn to scale and make.

Generally, documents include:

S ite P la n o r S u rv e y

F o u n d a tio n P la n (s)

F ra m in g P la n (s)

E x te rio r E le v a tio n s

B u ild in g a n d /o r W a ll S e c tio n s

T itle sh e e t sp e c s

S tru c tu ra l d e ta ils

The following information is required to complete the required documentation.

Types of documents

Materials selection

Member sizes

Connection details

Types of Documents

Contracts, plans, specifications, shop drawings, and other documents agreed upon by the
contracting parties to convey the structure's requirements shall be considered construction
documents.

Material Selection

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The construction documents must include the timber species or species group, as well as
the stress grade and grading rules for each member used in the construction. The design
values used in the design may be indicated on the construction documents. The structure's
species and assumed density of the wood used for pegs and wedges must also be specified
in the construction documents.

Member Sizes

Timber member sizes must be specified in terms of standard nominal dimensions, nett
dimensions, or other designations in the construction documents.

Connection Details

The dimensions required for connection fabrication must be specified in the construction
documents. Tenon, mortise, housing, and other connection component locations and sizes
must be specified to assess fabrication quality.

Figures show the structural plan of timber or wooden bridge.

Complete required documentation for design of civil timber structures

Design notes

Importance

 These include additional structure information that cannot be shown in the drawing.
These are beneficial for better drawing comprehension.

 To provide information about any special work.

 To understand materials, finishes, thickness, proportions, and so on.

 To avoid any misunderstandings.

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 To provide information about finishing work, such as flooring, colouring, pointing,

ornamental work, etc., is difficult to depict in a drawing.

Construction notes or documents

Construction documents must be created while keeping in mind the materials, processes,
and specifications or codes that must be strictly followed to build a building. These records
ensure the accuracy of all on-site construction activities and are required for government
approvals.

Input to the specifications

Traditional specifications describe the exact services to be performed, including the

standard you should achieve and the methodology you should use to achieve the required
standard, sometimes in considerable detail. If the method is not followed or the necessary
standard is not met, those delivering the works breach the contract; the works may be
marked as defective and must be redone.

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2.7 Communicate and coordinate with personnel

involved in design process according to workplace
requirements and within scope of own role
Communicate and coordinate with personnel involved in the design process
according to workplace requirements and within the scope of their role

You can communicate and coordinate with personnel involved in the design process with
the following equipment:

Two-way radios

Effective communication among workers is essential for everyone's safety and the timely
completion of projects. Regarding two-way communication, construction sites confront
numerous difficulties, such as ensuring constant signal strength, adequate range from the
ground to construction worker, and connecting subcontractors and security personnel.

Bells

Emergency alarms: An elevator's emergency alarm is typically linked to a bell. When the
button is pressed, a bell tells people that someone is trapped in the risk and requires help.

Alarm system

What does an alarm system do?

A notification can be sent following the detection of an event, such as an invasion, fire, gas
leak, or environmental change. The alarm system can then assess if the incident poses a
threat.

The warning system consists of an audible alarm siren, and a visual flash LED beacon light.
It is a warning device for people to keep safe during construction works.

Methods used to communicate and coordinate with personnel

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The following methods are used to communicate and coordinate with personnel:

Establish a formal communication chain: Establish contact points to ensure that the
information reaches the right people at the right time.

Make certain that your messages are clear, concise, and timely: Use simple
language to be brief and to the point.

Select the best platform for your message: If it's difficult to convey a message in a
few paragraphs, it might be time for a phone call or in-person meeting.

Embrace technology: Invest in technology that allows your team to receive critical
updates.

Be transparent and stay positive: Increase morale and trust among your crew
members by demonstrating your willingness to engage in open dialogue.

Principles and techniques for leading and coordinating teams

Construction sites are a kind of controlled chaos. Projects and constructions are frequently
made successful by the leaders who guide the job from start to finish. Workers can
improve their performance and efficiency with the right leadership.

Different techniques with their principles

1. Follow and enforce safety protocols.

Workers frequently underestimate their safety when their supervisors fail to properly
communicate safety procedures and potential hazards. Don't assume that every employee
on the ground knows the appropriate safety precautions for a particular site, job, or piece
of equipment. Lead through your actions. Team members are more likely to cut corners on
safety protocols if they see others doing so. It never hurts to go over safe work practices
again.

2. Communicate about equipment.

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When large amounts of equipment arrive and depart regularly, it is critical to take the time
to explain to your crew why each item is present and what it is to be used for. A simple
walk-through of equipment right away can keep the entire team on the same page, with no
surprises later on.

3. Make decisions and move things along.

Waiting for decisions can cause significant delays in construction projects. Maintaining
timelines and coordinating actions Moving can keep jobs on schedule, on budget, or even
ahead of schedule. Being a decision maker and problem solver solidifies your position as a
leader for future projects.

4. Be available and approachable.

When employees spend most of their time searching for a leader, tasks suffer. Be available
in person, via phone, email, or integrated construction software such as Viewpoint. An
open-door policy encourages employees to speak up when problems arise or a cost-cutting
solution is discovered.

5. Exercise expertise with caution.

Nobody wants to work with a know-it-all but having someone with a wealth of knowledge
willing to share and guide is priceless. Mentor-mentee relationships, both formal and
informal, can last a lifetime. Passing on knowledge and best practices can help ensure that
future generations of workers have the same regard for the trade and craftsmanship you
and your mentor have.

6. Communicate.

Communication is at the heart of all management, regardless of the type of leader you are
or want to be. Understanding and applying effective communication throughout a project is
critical to job success. As jobs and workflows evolve, new challenges necessitate the
development of new leadership skills, behaviours, and communication methods.

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2.8 Gain design approval from required authorities

Gain design approval from different authorities

Construction works can be complex, impacting many people and having significant health
and safety and other wider implications. As a result, before construction can begin, several
approvals may be required. Generally, the required approvals grow directly proportional to
the proposed works' size, complexity, and sensitivity.

https://www.wsp.com/en-AU/services/bridge-planning

A bridge's lifespan spans decades, necessitating meticulous planning in all aspects of its
design and construction. Understanding construction processes, long-term maintenance
issues, and environmental impacts are vital to providing value-added concept design.

Who is the authority to permit construction work in Australia?

State, territory, and local governments manage the construction work approvals.

The following statements are used to gain approval for bridge construction:

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A lignm ent assessm ents, in cluding b rid ge, tu nnel, an d ferry alternati ves

R iver and ti dal behavio r studies

Environm ental studies and Stakeh older engagem en t

Environm ental im pact statem en ts (EIS)

Technical and econo m ic feasib ility studies an d Photo sim ulati o ns an d anim ati on s

Finan cial plannin g and alternati ve financin g arran gem ents

Traffi c an d revenu e studies and Co m m u nity p arti cipati on and info rm ati on p rogram s

Ensuring Environmental Compliance

Bridge projects can raise many environmental concerns, including issues surrounding
erosion, soil and water contamination, and air quality control during construction.

Technology-Driven Design

Bridge engineers can assist clients in achieving cost-effective solutions throughout the
concept design stage once the feasibility of a project has been established.

Gain design approval from required authorities

You need development approval and a legal document to start development.

Development approvals outline the layout and other requirements for the development,
such as construction site location and design plans and structural information, such as the
depth of footings. The Development Approval will also outline the timeline for the
development, i.e., how long you have before you must begin and how long you have after
completing the development.

One or more types of consent may be included in the development approval process.
There are three different sorts of consent:

 Land division consent,

 Consent for development plans (planning consent).

You might need a construction site approval (also known as a BA) if you're constructing,
modifying, expanding, or tearing down a structure. If you need development approval for
your project, you can't get construction project approval until you have the development
approval. If your construction project needs approval, you must get it before any
construction work starts.

Construction site approval is necessary to verify the proposed building work you are
planning:

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 Meets all applicable construction regulations, including the building code.

 It will be structurally sound and safe.

 It will offer the necessary levels of energy, comfort, and fire resistance.

Efficiency, as well as, if necessary, accessibility for those with disabilities

Commencement of construction work

Your licenced construction site officer must apply a commencement notice to the site
certifier before construction work starts. You or your designated agent must sign the
commencement notification application form before the builder may submit it.

Once your certifier has issued the commencement notice, building work can begin,
providing all other relevant approvals and regulations are met.

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Self-check assessment
QUESTION 1

Discuss the steps for design approval process.

_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_____________________________________________________

QUESTION 2

Outline the agencies involved in the design approval process.

_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________

QUESTION 3

Discuss the importance of documentation.

_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
____________________________________________________

TER 3: APPLY TEXTURE CO

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CHAPTER 3: FINALISE DESIGN PROCESSES FOR

CIVIL TIMBER STRUCTURES

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This chapter teaches us how we can finalise design processes for civil timber structures.

What will I learn?

In this chapter, you will learn about the following:

1. Confirm design records are filed according to workplace requirements.

2. Complete design cost and reporting requirements and deliver to required
stakeholders.
3. Participate in performance review of design process according to workplace
requirements.
4. Review client feedback and contribute to design verification according to
workplace requirements.
5. Close out systems according to workplace requirements.

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3.1 Confirm design records are filed according to

workplace requirements
Records must be kept following inspections, tests, and routine maintenance of any
equipment items required by current legislation. Your Fire Maintenance Contractor is
required to provide service records that meet standards. These are some examples:

 Paper Based Summary

 Logbooks

 Electronic Log

If the Fire and Emergency Services or your insurance company require them, you must
have them on hand.

A copy of the plans, servicing records, and prescribed documents must be kept in the
building and fireproof.

Confirm whether design records are filed or not according to requirements

To ensure that design records are filed, workers must check the design drawings before
implementing a timber structure construction, whether it is a timber bridge or retaining
wall.

Why Check and Approve?

It is in the best interests of both the Designer and the Client to know that the contract
requirements have been met and ISO 9001 requirements if the Designer is certified to that
standard. In this regard, the Designer uses checking and approval tools to reduce the risk
of insufficient work. It is also a technique that its Professional Indemnity (PI) insurers
expect to limit their exposure.

Planning for Checking and Approval

The Quality Plan or the Execution Plan should be used to plan for checking and approval.
This is known as the 'Scope of checking,' and it includes the following elements:

When to undertake a check?

Determine when in the design process checking is required, such as when the design is
halted to take stock. This is especially relevant in the context of building information
modelling (BIM), where model development proceeds through a series of stages, such as
'work-in-progress, "shared' (internal), and 'published' (external), all of which are recognised
by formal issues of deliverables.

What level of check is required?

Each organisation's checking procedure defines the check level for documents, drawings,
calculations, and models. Levels of checking for calculations range from 'self-check' to
arrangements for assessing critical design calculations. Drawing and document checking
levels can use a similar approach.

Who is responsible for the check?

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It must be demonstrated that chequers and approvers are qualified for their positions. This
could take the shape of an authority matrix, which indicates the chequers and approvers
for each discipline, as well as the topics for which they are qualified to check and/or
approve.

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3.2 Complete design cost and reporting requirements

and deliver to required stakeholders
Complete design cost

Because timber structures include retaining walls, this chapter will teach you about the
design cost of a timber retaining wall.

Some factors can influence the cost of your retaining wall, including:

M a te ria ls u se d

S c a le a n d s ize

R e ta in in g w a ll h e ig h t

T h e re q u ire m e n ts o f d e sig n , in c lu d in g e a rth w o rk a n d d ra in a g e n e e d s

Timber retaining walls are less expensive than other materials but have a shorter lifespan
and less structural integrity. Choose treated hardwood, concrete, brick, or stone retaining
walls for a longer lifespan. Concrete retaining walls, on the other hand, may be more
expensive. Expect to pay more for retaining walls that require city approval and structural
diagrams, as well as any other retaining wall costs that you may be responsible for.

Your site's excavation and drainage requirements may also impact the overall cost.
Typically, labour and materials are quoted per square metre, with materials calculated
using a square metre. A few jobs can be completed in a single day, but most will take
longer. When you have sloping ground in your garden that needs support to prevent soil
erosion, retaining walls are essential.

To complete a design cost following steps are used:

 The design should be original.

 Someone must not have previously published it.

 The application must be relatable in some way.

 The design must not have been previously registered and must be visible on the
specific article.

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 Design should not be included in any registered trade mark under the company act.

Importance of reporting requirements

Site records can be used for a variety of purposes, including the following:

 Used as official documentation for your protection in a dispute: When faced with
disagreements and disputes, having a paper trail to refer to as evidence protects
you, your team, and your company. Daily logs provide information about site
conditions and explain events through facts.

o Clients will benefit from daily reports: Above all, your client wishes to see a
return on their investment. Construction is expensive and time-consuming,
with high risks, short deadlines, and strict budgets. Communication is critical
in these circumstances. Clients want to know that every precaution is taken
and that progress is being made. Construction daily reports update clients or
investors on the current situation. This serves to demonstrate that work was
completed on their behalf.

 Keeping detailed records provides insight into a project to improve performance

and productivity: Although it is easy to forget, remember that one person cannot
remember everything. It is hard to maintain track of every working team,
contractor, activity, or material on site when dealing with highly complicated
projects. Daily reports are a management tool that stores data on what happens on
a daily basis.

Deliver to required stakeholders

1. Stakeholder mapping

Conduct a thorough stakeholder analysis early on in the project to determine who your
stakeholders are. The closeness to your project, the demographics, the interest in the
project, the requirements and concerns, the expectations for your project, and any prior
public pronouncements should all be identified and examined. Understanding your internal
stakeholders, such as direct coworkers, suppliers, contractors, larger works or alliances,
and shareholders. By mapping your internal stakeholders, you can determine whether you
have the necessary resources and whether your team will work well.

2. Influence is key

Knowing the different levels of influence will enable you to anticipate potential interactions
between a certain stakeholder and your project team or other parties. The spectrum of
potential influence is wide, ranging from encouragement and support to action and
involvement of other community members opposed to your cause. Determine your
stakeholders' level on a scale from high to low to determine their potential influence:

High: Denotes a stakeholder with great influence over results, timetables, or decisions.

Medium: Denotes a stakeholder with a sizable interest in the project but less influence over
its direction.

Low: denotes a stakeholder having limited power to influence project results.

3. Identify the triggers

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Different project actions will elicit different reactions from stakeholders, but you can
prevent avoidable complaints by identifying triggers and mitigating actions. Stakeholders
frequently respond when their expectations of a company's behaviour or the environment
they operate in change. Compare your list of stakeholders with known triggers that may
occur, such as intrusive or dusty construction, changes to the visual amenity, or
interruptions to their regular routines. Determine whether targeted communication,
mitigation, or a different approach are needed by estimating the impact these reactions
may have on your project or strategy.

4. Look for opportunities

From a risk management standpoint, it is enticing to concentrate on the stakeholders most

likely to sabotage the project. Stakeholders who support your initiative or could gain from
it are equally vital. Identify these people and look into ways to capitalise on their
enthusiastic support for the project.

5. Proactive mitigation

Create a mitigation plan after you thoroughly grasp your stakeholders, their influence, and
their triggers. The risk you are willing to accept, share, or avoid are listed in this phase,
along with how you might lessen their effects. Decide upfront what is negotiable and what
is not. This could involve modest alignment adjustments, prefered noise reduction
strategies, alternative building methods, or other haulage routes.

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3.3 Participate in performance review of design process

according to workplace requirements
Construction performance management is creating a work environment where employees
and subcontractors can perform to the best of their abilities. It is how managers
communicate what is expected of their team, measure success, provide feedback, and
solve problems that prevent their team from completing their tasks.

Why are performance reviews important?

In addition to long-term positive outcomes, performance reviews provide an immediate

boost for work and employees who want an overview of their strengths and weaknesses
and progress in their careers. Here are some of the advantages that performance reviews
can provide:

1. Aligning personal roles to work goals

A job performance review is an opportunity to ensure that everyone understands the

organisation's vision and goals and how their work fits into the big picture. Individual
performance is the driving force behind organisational performance.

2. A clear understanding of job roles

Individuals are empowered by performance management to consider their role within the
organisation and clarify any areas in which they have questions. Any ambiguity in the
workplace is eliminated when employees and supervisors clearly understand and own their
specific job duties. Everyone is responsible for their work and responsibilities.

3. Regular feedback about performance

Regular feedback helps to improve overall workplace communication. Performance reviews

assist in identifying an individual's strengths and weaknesses, as well as providing
employees with a better understanding of the expectations that are placed on them.

Performance management can be a motivating tool, encouraging employees to be more

satisfied with their work and to go above and beyond the call of duty.

4. Career development

The performance review provides an opportunity to plan for and set goals to advance an
employee's career. Performance management will also assist them in obtaining additional
training or mentoring that will serve as a foundation for HR's development of future
succession plans.

5. Rewards for good performance

Performance management provides rewards other than pay that demonstrate gratitude for
a job well done, such as time off and bonuses. The prospect of a performance appraisal
that is better than 'exceeds expectations' - one in which it is recognised that you have
gone above and beyond - is an incentive to perform well and may open the door to future
career advancements.

Techniques to participate in a performance review

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You may use performance evaluations to gauge and enhance your team's performance
with good planning, concise objectives, and accurate position descriptions. Well-planned
performance reviews are essential for success. You and your staff will benefit most from
the review if you take the time to define your objectives and criteria and grasp each team
member's position.

Articulate your goals

Outline the aims and purposes of your company in clear writing. Describe your company's
future directions to ensure that your employees are aware of and committed to achieving
your objectives.

Write or review job descriptions

By thoroughly outlining each team member's position and responsibilities, you may help
them understand their expectations. Create a list of each employee's objectives and aims
using the staff's job descriptions. Ensure they are enthusiastic about pursuing these
objectives as part of their employment.

Define performance measures

Review the goals you've set for your team members and develop a set of metrics to gauge
their performance. You can use these metrics to pinpoint performance issues and
recognise good performance.

Performance should be assessed using a variety of measures appropriate for the position.
A few possible actions are:

 Quantity is the weekly total of all processed, developed, sold, or manufactured

product units (a product may be anything from a strategy document to a retail item,
depending on the nature of the work and role).
 Amount of units that failed to meet your quality criteria or quality (work rejected or
redone).
 Good consumer feedback—using corporate records and customer satisfaction
surveys
 Timely completion of tasks within the allotted amount of time for work operations.
 Cost-effectiveness is the worth of the financial gains made by the team member
compared to the expenses incurred to make those gains.
 Days missed at work are referred to as absenteeism.
 Tardiness - arriving late for work; missing deadlines.
 Creativity refers to methods for reaching goals that align with a company's
principles.
 Gossip, a tendency to criticise and be negative, and argumentative or aggressive
behaviour are all actions that are bad for the workplace environment.
 Personal appearance and grooming include dressing appropriately for the workplace
and the types of clients.
 Compliance with policy - performance in line with the goals and values of the
company.
 Appraisals: evaluations made by the management, the team, peers, and the self.

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Develop a review document

Create an evaluation form to assist you in gathering data for staff reviews and explain the
review process to personnel. Goals, job descriptions, requirements, and metrics should all
be clearly stated in your form, which should also have an area for adding notes and
comments and a grading system.

Review staff records

Request all key incidences involving your workers that have been documented, both
positively and negatively, from your management team. You could also want to look into
customer feedback and complaint records to discover how people feel about your team.

Encourage staff self-reflection

Ask your team to review and evaluate their performance to reflect on it in advance of the
meeting. Consider asking each employee to appraise their performance and then asking
the assessor to compare the results.

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3.4 Review client feedback and contribute to design

verification according to workplace requirements
Review client feedback according to workplace requirements

Without a doubt, client feedback is invaluable. They can assist you in evaluating and
improving the processes of your construction company.

How should workers review client feedback?

Depending on your choices from above, there are several approaches you can take to
gather the reviews you require. Whatever method you use, keep in mind that you will
receive 0% of the reviews you do not request!

As a result, the first rule is to ASK.

1. Testimonials

We've discovered that presenting clients with a questionnaire to help guide their responses
in a direction that works with your goals is the best way to get quality testimonials.

Here are some pointers to get you started with writing questions and gathering client
testimonials:

Avoid asking Yes/No questions.

Testimonials are not structured like Question/Answer interviews; they are standalone
descriptions of what you've done to assist your clients. Prepare questions that elicit
descriptive responses and can be turned into full-sentence answers to get much better
testimonials.
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Create questions that reflect what you want from the testimonial.

Ask them questions to get your clients talking about what you want to convey with your
testimonials. Ask questions about your construction company's competitive advantages if
you want to convey them.

Provide these questions to your client while their memory of your work remains fresh.

This is fundamental psychology. Thoughts, ideas, and experiences fade away with
distraction or the passage of time. Don't let that happen to your customers. Pose your
questions as soon as you finish your project to increase the chances of receiving a positive,
in-depth review of your work.

Inform your clients that you will edit their responses and need their permission before
using them.

We're not suggesting that they change all of their words and fabricate a testimonial. On
several levels, that is incorrect. It is acceptable to correct grammar errors and combine
content from different answers to create a more effective testimonial. Not everyone is
capable of creating award-winning content. You won't have to worry about that if you've
carefully crafted your questions. Check that the tone is correct and that the message is
consistent with their original words. Make sure to notify your clients of your intentions and
obtain their permission before using it in your marketing.

2. Feedback via Surveys

If you go this route, your survey can be formatted in ways:

The offer is online via a survey service platform.

Online services allow you to create your surveys and extract valuable insights and data
from the results. Some platforms provide estimated survey completion times, while others
include Captcha fields to help prevent spam. Most of them have at least some basic tools
and themes and branding customisation to help make your survey more appealing.

Contribute to design verifications

The software development verification process ensures that the software product matches
the specifications.

Design input is any physical and performance requirement that serves as the foundation
for designing. Design output results from all design phases and the total design effort. The
final design output serves as the foundation for the device master record.

Design Verification Process

Identification and preparation:

 Identification of verification activity occurs concurrently with specification

development. This enables the designer to ensure that the specification is
verifiable. As a result, a test engineer can start working on a detailed test plan and
procedures. Any changes to the specification must be communicated.
 Identifying the best approach for conducting verification and defining measurement
methods, resources, tools, and facilities.

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 Before finalising the plan, the completed verification plan will be reviewed with the
design team to identify issues.
Planning:

 Verification planning occurs concurrently with core and development teams. This
happens all the time during the project's life cycle. This will be updated as changes
are made to the design inputs.
 At this stage, preliminary test plans are developed and refined. The test plan
captures the critical milestone, lowering project risk.
 Tools, test environment, development strategy, and requirements identification via
inspection or analysis
Developing:

 Design inputs must include the simplest verification activities that are unambiguous
and verifiable.
 When similar concepts are verified in sequence, verification time will be reduced.
The results of one test can even be used as input for subsequent tests.
 Tractability links are established between test cases and their corresponding design
inputs to ensure that all requirements are met and that the design output matches
the design inputs.
Execution:

 The test procedures developed during the development phase are executed
following the test plan, strictly adhering to them during the verification activity.
 If invalid results occur or procedures require modification, the changes must be
documented and approved.
 At this stage, any problems are identified and documented as defects.
Reports:

 This activity is completed at the end of each verification execution phase.

 The design verification report contains a detailed summary of the verification
results, including configuration management, test results for each type of testing,
and issues discovered during the verification process.
 A design verification traceability report is created between requirements and
corresponding test results to ensure that all requirements have been tested and
appropriate results have been provided.
 Any nonconformity will be documented and addressed appropriately.
 Reviews are performed and approved upon completion of the design verification
activity.

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3.5 Close out systems according to workplace

requirements
Construction project closeout is an important part of the construction process that is
frequently overlooked. The project closeout phase can make or ruin an otherwise
successful construction project in many situations. This chapter will present a broad
overview of construction project closeout management in order to help project owners
comprehend the significance of the project's post-construction phase.

What is Construction Project Closeout?

Construction project closeout is the final stage of a construction project and is an essential
component of construction management services. This phase occurs after the physical
construction is finished before the project is handed over to the owner. Closeout of a
construction project is a complex process that necessitates thinking about construction
projects.

Every construction project has numerous moving parts, especially during the physical
stage. You'll have to coordinate equipment rentals, temporary utilities, subcontractors,
waste management, and material staging, along with the general contractor staff.
Preparing the job site for the new owner to take over is one aspect of construction project
closeout.

This includes ensuring that all work is completed following contractual obligations and that
the quality of the work meets project specifications.

Handing relevant documentation to the owner is also part of the project closeout process.
The owner must receive all documentation detailing each project stage, including what

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each entity involved has completed and, in some cases, their correspondence. All project
financial documentation must also be organised and provided to the owner.

What are the Essential Components of Project Closeout?

Punchlist

After a project's physical construction is completed, the construction project manager and
architect will conduct a walkthrough to identify any changes that need to be made. This is
known as the punch list, an important part of the construction project's post-construction
phase. In some cases, the punch list is viewed as a natural extension of physical
construction and a component of project closeout in others. This section will treat the
punch list as part of closeout management.

To ensure that any changes are completed following contractual requirements and within
the project timeline and budget, coordination between the project manager, general
contractor, and subcontractors is required.

Inspections

After construction is finished, any required inspections must be completed. To ensure that
the inspection goes successfully and that any issues detected are resolved as quickly as
possible, the project manager will need to meet with the authorities assessing the
premises.

Site Cleanup

To ensure that the project site is ready for handover, any traces of the construction
process must be cleaned up. Site cleanup is a massive undertaking in and of itself. In many
cases, you must dismantle and relocate temporary structures, remove temporary utilities,
dispose of waste, and return rental equipment. Inadequate site cleanup leads in a property
that isn't quite ready for turnover, which might cause last-minute project delays.

Document Collection and Handover

One of the most important aspects of construction project closeout management is

document collection and handover. Your construction project management team will
generate a large amount of paperwork throughout the project. This paperwork is necessary
for the owner's team members to keep records. This will include not only paperwork from
each entity involved in the project, such as the design and engineering team, general
contractor, and subcontractors, but also financial documentation. Having this
documentation is critical if there is ever a disagreement about a specific aspect of a
project.

Training

Most people overlook the fact that a new building necessitates the purchase of all new
equipment. While you may have documentation for all machinery and systems included in
the document handoff, you must ensure that your employees can operate it. Training on
the equipment before using it is one of the best ways to ensure a smooth transition.
Ensuring this training takes place is an important part of project closeout management.
Typically, the construction project management team will work with the owner and their
staff to schedule a time for training.

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Self-check assessment
QUESTION 1

How do you review validation process?

_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
________________________________________________________

QUESTION 2

Discuss the components of project closeout.

_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
________________________________________________________

QUESTION 3

Discuss the techniques to participate in performance review.

________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
____________

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CHAPTER 4: SUPPORT AND REVIEW DESIGN

IMPLEMENTATION OF CIVIL TIMBER
STRUCTURES

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This chapter teaches us how we can support and review design implementation of civil
timber structures.

What will I learn?

In this chapter, you will learn about the following:

1. Provide clarification and advice to personnel implementing design as

required to meet job requirements.
2. Contribute to design validation process as required to meet job
requirements.

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4.1 Provide clarification and advice to personnel

implementing design as required to meet job
requirements
Provide clarification and advice to personnel implementing design as required

Why clarifying the scope of work is essential?

Clarity is essential when it comes to this critical project documentation.

Specificity in your expectations leaves less room for interpretation. This makes it easier for
your construction team to complete your project according to your specifications. This will
help your project in the following ways:

Avoiding mistakes and re-works

The more specific the expectations in the scope of work, the less likely your contractor will
have to correct work that has already been completed. While it is necessary to correct
work, it can be time-consuming and costly. Determining who is responsible for these costs
can strain a working relationship.

Ensuring material & equipment arrive on time

Planning, especially in our current supply chain climate, is one of the best ways for a
contractor to complete your project on time. They can lay out and schedule deliveries
based on a clear scope of work, ensuring that critical components arrive on time. On the
other hand, items with long lead times could potentially stall critical work.

Lining up the right talent

Having the right people on-site at the right time is critical for keeping the project on track.
Without a clear scope of work, this becomes complicated. Without advanced planning,

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finding the talent required for the project may be difficult because subcontractors and
partners are booked months in advance.

How do we clarify and advise personnel implementing design as required to meet job
requirements?

You workers can clarify and advise personnel implementing design using the techniques
outlined below.

1. Avoid Jargon

Jargon is a phrase used to describe industry-specific jargon or terms that are difficult to
grasp outside of that field. Jargon is ubiquitous in the construction sector, so keeping
industry-specific terminology to a minimum can considerably improve communication and
keep everyone on the same page.

2. Encourage General Communication Skills

Most office-type jobs require professionals to have "soft" or interpersonal skills, which
means that most companies in these industries provide regular communications training.
Though structured communication training is less common in industries such as
construction, it can be a wise move for construction managers looking to help their crews
develop those skills.

3. Establish a Clear Chain of Command

On a construction site, having a clear chain of command standardises communication,

increases efficiency and accountability, and eliminates confusion.

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4.2 Contribute to design validation process as required

to meet job requirements
Contribute to design validation process as required

 Confirm the design of your industrial products or installations by thoroughly

reviewing specifications, reports, calculations, and drawings.

 Put your engineering assumptions, design methods, and approaches to the test.

 Ensure your installation meets the necessary design and safety standards, criteria,
and legislation.

 Ensure that all parties involved in the design phase adhere to the same
specifications and rules.

Benefits:

Benefits for the contractor include the following.

 Designers can easily identify all applicable requirements, eliminating re-work due to
missing key requirements.

 Changes to requirements are easily captured and agreed upon, reducing the
possibility of claims.

 The completion and subsequent payment processes are accelerated, allowing for
demobilisation and mobilisation onto the next project.

Benefits for the client include the following.

 A finished product that meets their requirements.

 A clear demonstration that their needs were met, with information that can easily
be identified and used for ongoing maintenance, thanks to the contractor's
systematic process.

 Process auditing and infrastructure development were made easier.

Design review and validation techniques

Whatever industry you work in, your product or installation must meet various
specifications. The design review and verification process ensure that your design meets
all applicable industry standards and operational, safety, and environmental requirements.

The techniques are as follows:

Plan Ahead

Before beginning validation implementation, a plan outlining how the processes will be
implemented must be prepared. The what, when, how, and who are described so that the
process is understood ahead of time, avoiding reactive efforts to scenarios as the project
progresses.

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Capturing Requirements

Establishing a centralised repository for all project requirements at an early stage is

critical. This encourages validation in daily design and construction processes.

Typically, requirements are captured using dedicated computer software, which allows the
user to link the requirements and assign their applicability. It is also simple to accomplish
using readily available standard quality management software. It is critical to compile a list
of sound technical requirements.

Design Stage

After you've created the validation requirements list, you can use it throughout the design
and construction process in various ways, including the ones listed below.

 Designers can filter the list to locate the requirements that apply to their design
package.

 Having a single list greatly simplifies this task on large infrastructure projects with
thousands of pages of design requirements.

 Design reviewers conduct their reviews using the list, complete with evidence.

 The project manager is easily able to identify changes to the project scope.

As the design progresses, designers must keep track of any documentation that
demonstrates compliance with the requirements on the list.

Verification

The requirements list is submitted to the client before construction to demonstrate that all
requirements have been met. Typically, this is accomplished through hyperlinks to the
relevant design drawing, report, or approved documents.

Construction Stage

Like the design stage, the requirements list allows for tracking progress against
specifications and criteria. It provides a tool for site engineers to check the construction
and a baseline against which changes are evaluated.

Site engineers document any new evidence of compliance with the requirements. Site
inspections, test reports, measurements, and photographs are used to accomplish this.

Validation

Validation proves compliance with the requirements—this time of the finished product.
Again, the requirements list is sent to the client and links to the relevant evidence.

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Self-check assessment
QUESTION 1

How do you provide clarification to personal implemting design?

_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
________________________________________________________

QUESTION 2

How do you contribute design validation processs

_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
________________________________________________________

QUESTION 3

Explain the importance communication at workplace.

________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
____________

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Knowledge evidence (KE) Compliance

Evidence of the ability to: Mapped to Chapter in Page

To be competent in this unit, a performance criteria the learner number
candidate must demonstrate guide and
knowledge of: paragraph

Introduction Introduction 3-4

1.2 1 15-16
legislation required to prepare
detailed design of civil timber
structures

policies, procedures and 1.2 1,2,4 14-27

documentation required to prepare

detailed design of civil timber
structures, including those relating
to:
 Australian and other relevant
Standards
 cultural and heritage
management 2.8,4.2 65-67, 91-
 design approvals and review 93

 environmental management
 equipment safety
requirements
 geotechnical management
 hydrological and
meteorological management
 incident and emergency
response
 performance reviews
 quality management
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 risk assessment and

management
 statutory compliance
 system close outs
 work health and safety
 workplace recording and
reporting

types, characteristics, technical Introduction 1 6-8

capabilities and limitations of

materials, plant and equipment
required for civil timber structures
design and construction

principles and techniques for

preparing detailed design of civil
timber structures, including:
 techniques for evaluating
Introduction (2) 38-40
potential site hazards,
constraints and conditions
 techniques for identifying and
2.1 46-47
evaluating design options
 data analysis techniques, 2.1 43-46
including calculating:
 loads
 shear forces
 bending moments
 stresses
 areas
 volumes
 mass
 sizes of components
for civil timber
structures
 geometric
requirements for civil
timber structures

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 surfacing
requirements for civil
timber structures 2.4 53-55
1.3 31-32
 cost estimation techniques
 requirements of a design plan
4.2 91-93
 design review and validation
techniques
3.3 77-78
 performance review
techniques 2.3 50
 techniques for using software
and technology to develop
and present designs 40-41
Introduction (2)
 techniques for advising on
design implementation

principles and techniques for leading 2.7 2 63-64

and coordinating teams.

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References

1 Standards Australia. 2022. Timber Structures and Framing - Standards Australia.

[online] Available at: https://www.standards.org.au/standards-catalogue/sa-
snz/building/tm-010
2 Licence.smallbusiness.wa.gov.au. 2022. AS 1720 Timber Structures. [online]
Available at:
http://www.licence.smallbusiness.wa.gov.au/BusinessLicenceFinder/prod/
licence/9118
3 Ablis.business.gov.au. 2022. ABLIS | Enabling business. [online] Available at:
https://ablis.business.gov.au/service/wa/australian-standard-as-1720-1-2010-
timber-structures-design-methods/17426
4 Worksafe.act.gov.au. 2022. Record keeping - WorkSafe ACT. [online] Available
at: https://www.worksafe.act.gov.au/health-and-safety-portal/managing-safety/
record-keeping
5 2022. [online] Available at:
https://www.safeworkaustralia.gov.au/safety-topic/managing-health-and-safety/
incident-reporting
6 Jones, K., 2022. Heavy Equipment Construction Safety Tips. [online]
Constructconnect.com. Available at:
https://www.constructconnect.com/blog/heavy-equipment-construction-safety-
tips
7 Ritch, B., 2022. How Geotechnical Engineering Improves Construction Quality.
[online] PMA Consultants. Available at:
https://pmaconsultants.com/insights/how-can-geotechnical-testing-monitoring-
and-exploration-improve-construction-quality/
8 Constructionexec.com. 2022. The Importance of Weather Monitoring on
Construction Sites. [online] Available at:
https://www.constructionexec.com/article/the-importance-of-weather-
monitoring-on-construction-sites

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